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1、After the 9/11 attacks in 2001, many New York companies, fearing another air assault, put their back-up generators in the basement which is how they came to be flooded when Hurricane Sandy struck in 2012. 在 2001 年 9/11 恐怖袭击事件发生之后，纽约的许多公司由于担心遭遇另一场空中袭击，把它们的备用发电机放到了地下室这就是 2012 年飓风“桑迪”来袭时这些发电机被淹的原因。 Whe
2、re should they have put their generators? “In the middle of the building,” says Judith Rodin, president of the Rockefeller Foundation. That is where Ikeas Red Hook, Brooklyn store had its generator. The store was also built on stilts, with its car park below. “They were hit very hard,” Ms Rodin says
3、. But unlike other businesses, Ikea was up and running in a few days. “The benefit for them was that they not only recovered quickly but they became a community centre for recovery.” 它们本应把发电机放在哪里？洛克菲勒基金会(Rockefeller Foundation)的总裁朱迪思罗丁(Judith Rodin)表示：“放在建筑物的中间。”设在布鲁克林区 Red Hook 的宜家(Ikea)门店当时就是这么做的。
4、该门店还是架空的，下面是它的停车场。罗丁表示：“它们当时受到的破坏非常严重。”但是与其他企业不同，宜家在几天时间里就恢复了正常营业。“这些发电机的好处在于，它们不仅迅速重新启动，而且还成为了恢复营业的活动中心”。 The New York generator issue demonstrates a problem with disaster planning. Too many companies and cities agonise over how they should have confronted their last disaster. 纽约发电机问题展示出灾难应对规划的问题。太
5、多的公司和城市对它们理应如何应对上次灾难感到苦闷不已。 “But if you look around the world, almost weekly theres something. A cyber attack, a terrorist attack, a violent storm, a hurricane or an earthquake, a tsunami,” Ms Rodin says. Companies and cities need to be “prepared for anything, not just the last thing”. 罗丁表示：“但如果你环顾世
6、界，几乎每周都会发生一些状况。一场网络攻击、一场恐怖袭击、一场暴风雪、一场飓风或地震，以及一场海啸。”公司和城市有必要“准备好应对一切，而不仅仅是它们上次遭遇的灾难”。 Resilience, the ability to plan for and spring back from setbacks, is a growing preoccupation of corporate and city leaders. The most forward-thinking are working together and looking, for example, at how transport
7、and electricity systems would withstand a natural disaster, cyber or terrorist attack. 应变力是指制定灾难应对计划并从中恢复的能力，它日益成为企业和城市领导人的当务之急。例如，最具前瞻性的想法是双方紧密协作，研究交通和电力系统将如何抵御一场自然灾害、网络攻击或恐怖袭击活动。 Headquartered in New York, the 102-year old Rockefeller Foundation, which claims to be Americas first global foundation
8、, has made resilience a central theme with its 100 Resilient Cities project. This aims to help urban centres cope not only with disasters, but with day-to-day problems, such as violence or food and water shortages. Ms Rodin, the foundations head for 10 years, has written a book, The Resilience Divid
9、end , on how companies and cities can deal with the threats that she calls “regrettably, the new normal”. After Sandy, Andrew Cuomo, New Yorks governor, asked her to co-chair a commission to help prepare the city for future shocks. 总部位于纽约的洛克菲勒基金会拥有 102 年历史，号称是美国第一家全球基金会。该基金会推出了评选“100 座最具弹性城市”(100 Re
10、silient Cities)的项目，并让应变力成为该项目的主题。该项目的主旨是帮助城市中心不仅能应对灾难，而且还能应对日常问题，比如暴力活动或者食品和水短缺问题。十年来一直担任洛克菲勒基金会总裁的罗丁撰写了一本名为应变力的红利(The Resilience Dividend)的书，讲述公司和城市如何应对被其称为“令人遗憾的新常态”的威胁。在飓风“桑迪”过后，纽约州州长安德鲁库默(Andrew Cuomo)邀请罗丁担任一家委员会的联合主席，来帮助纽约市应对未来的灾难。 A tragic example of what can happen when cities have not planne
11、d for the worst was Oslo in 2011, when Anders Behring Breivik bombed a government building in the city and then went on a killing spree on the island of Utya. The Norwegian authorities were horribly un-prepared. “The Delta Force which was sent out from Oslo to the island couldnt find it in their GPS
12、,” says Ms Rodin. There had been no discussions about how the various police forces should co-operate. 彰显城市没有灾难应对规划后果的一个悲剧性例子是 2011 年的奥斯陆，当时安德斯贝林布雷维克(Anders Behring Breivik)在该市的一栋政府办公楼里引爆了炸弹，随后在于特岛(Utya)对着人群疯狂射击。挪威当局明显措手不及。罗丁表示：“从奥斯陆派往于特岛的三角洲特种部队在他们的 GPS 中都找不到这个小岛。”当时也没有人讨论不同警察部门之间应该如何合作。The city th
13、at set a better example was Boston, says Ms Rodin. Its government and transport authorities, hospitals and voluntary organisations had discussed and practised how to deal with a disaster, wherever it came from. When the Boston Marathon was attacked in 2013, everyone knew what role to play. “They had
14、 already decided the governor was going to be the major communicator. They had already decided that, no matter what, the FBI was going to lead the police response. They knew which hospitals would be called upon to do what if people were hurt. 罗丁表示，树立了较好榜样的城市是波士顿。波士顿市政府和交通管理部门、医院以及志愿者组织讨论并实践了如何应对灾难，无
15、论灾难来自何处。当 2013 年波士顿马拉松比赛遭受恐怖袭击时，所有人都知道各司其责。“他们已经决定，市长将会主要负责沟通。他们已经决定，无论出现什么情况，美国联邦调查局(FBI)将会领导警方采取对策。他们知道，如果有人受伤，可以送到哪家医院。” “And this is important they used every event in which there were large crowds to practise. So if a sports team won a national title or during a big Independence Day parade they
16、 rehearsed all of this,” she adds. 她补充称：“而且这非常重要他们利用每一个有人群聚集的活动进行演练。因此，如果有体育队赢得全国比赛的冠军，或者在独立日大型游行活动期间，他们全都进行了行动预演。” Defining roles in advance of a disaster is one aspect of resilience. Another is building redundancy into transport and supply systems. Sandy demonstrated how vulnerable New Yorks infrastructure was. “We dont have a robust and diversified transit system and so when the subways flooded that was a problem. We have a very
