(翻译帖) 澳大利亚“时代报” - 印度德里的成功地铁能给 ...

Delhi's metro success a lesson for Australia
印度德里的成功地铁能给澳大利亚上的一堂课

Let's talk about something inspiring. So many good ideas in infrastructure never get built. This is about one that did: one of the great infrastructure achievements of our time, almost a miracle.

让我们来谈谈一些鼓舞人心的话题。许多基础设施的好点子从来没有建成。这是关于一个成功的好点子：我们这个时代的伟大的基础设施成就之一，几乎是一个奇迹。

Delhi is the world's second-biggest city, behind Tokyo. The United Nations estimates that in mid-2010 it had 22 million people - the population of Australia - spread across four neighbouring states. Traffic congestion is immense. Its buses are slow, hot and crowded. Until recently, its only railways were the long-distance lines to the rest of India.

德里是世界上第二大的城市，仅次于东京。据联合国估计，在2010年，有两千两百万人 - 与澳大利亚​​的人口数相同 - 遍布4个邦。交通拥堵是巨大的。慢，炎热和拥挤的巴士。直到最近，它的唯一的铁路是与印度其余相接的长途线路。

And then Delhi built a metro: a metro that, in the context of India, has become one of the wonders of the modern world.
Planning began in 1995. Construction started in 1998. The first trains ran in 2002. It now has six lines, 143 stations, and carries 2 million passengers a day. By 2021, when stage four is complete, it will be bigger than the London Underground, and is forecast to carry 6 million passengers a day.

然后德里市建了地铁：一个在从印度的背景下来看，已成为现代世界的奇迹之一的地铁。
于1995年开始规划。 1998年开工建设。在2002年开跑了第一列火车。现在有6个线路，143个车站，并进行每天2万人次。到2021年，当第四阶段完成时，它会大于伦敦地铁站，预计每天运载600万人次。

As a rule, nothing in India's public sector works as intended. But the Delhi metro works: 99.97 per cent of trains arrive within one minute of schedule. They are clean, cool and safe. At peak hour, they come every 2½ minutes. It runs at a profit. Every stage has been completed on time, within budget. In India, in the modern world, that is a miracle.

一般来说, 印度公共部门的所有运作从来没有会与预期的一样. 但德里地铁工程：99.97％列车一分钟之内准时到​​达. 他们是清洁，凉快，安全的。在高峰时段，每2分半钟他们来一次. 它的运行是赚钱的. 每一个工程阶段都已经按时完成，在预算之内。在印度，在现代世界，这是一个奇迹。

How did Delhi do it? And what can Australia learn from this model of world's best practice?

I dislike the ''great men'' approach to history, but in this case, it's indisputable. Infrastructure projects in India are usually characterised by political interference, corruption, delays, cost overruns and inefficiency. The Delhi metro broke the mould because they appointed a quietly brilliant, incorruptible, inspiring team leader as director, and gave him freedom to run it as he chose.

德里是如何做到的呢？有什么是澳大利亚能从这世界上最佳实践的模型中借鉴的呢？

我不喜欢以“伟人”角度对待历史，但在这个案例，它是无可争辩的。在印度的基础设施项目通常是有政治干扰，腐败，延误，成本超支和低效的特点。德里地铁打破了这一惯例. 因为他们任命了一位低调且出色的，廉洁的，鼓舞人心的领队为董事，并给了他选择运行的自由。

Elattuvalapil Sreedharan was already 63 and a folk hero to the urban middle class when he was asked to build the Delhi metro. He had just built the Konkan railway connecting Mumbai to Goa with similar efficiency, a formidable assignment with 150 bridges and 93 tunnels through landslide-prone hills. Originally from Kerala, India's best-educated and least corrupt state, he had spent decades in the Indian railways, winning fame by restoring a cyclone-damaged bridge to Rameswaram, between India and Sri Lanka, in just 46 days when six months was allowed for the job.

当他被要求建设德里地铁的时候, Elattuvalapil Sreedharan 已经是城市中产阶级推崇的一个63岁民间英雄。他以类似的效率刚建好连接孟买到果阿的康坎铁路，这是一个艰巨的任务，有150座桥梁与93条隧道通过滑坡易发山丘。他来自喀拉拉邦，印度受教育程度最高的和最不腐败的邦。他在印度铁路工作了几十年的，一个在印度和斯里兰卡之间，通往Rameswaram被台风损坏的桥梁，他仅用46天完成定期为6个月的修复工作而成名。

Sreedharan agreed to take on the Delhi metro on one condition: no political interference. He hired a small, motivated staff, solely on merit, paid them well, and sent them overseas to study how the world's best metros worked. He insisted on developing expertise within the organisation, rather than relying on consultants.

Sreedharan同意接受德里地铁任务，但有一个条件：不许有政治干扰。他雇用了一个小的，有上进心，仅以能为本, 高薪的员工团队。并送他们出国学习世界上最好的地铁如何工作。他坚持发展组织内的专业知识，而不是依赖顾问。

Deadlines and budgets had to be realistic and achievable; but once set, they were not to be altered, save in compelling circumstances. Once a decision was made, it was final. If anything went wrong, there was no hunt for scapegoats, only for solutions. A colleague told Forbes magazine that in 30 years of working together, he never heard Sreedharan shout at anyone.

期限和预算必须是现实和可行的，但一旦设定，他们是不能被修改的，除非在迫不得已的情况。一旦作出决定，这是最终的决定。如果出了差错，不找替罪羊，只找解决方案。一位同事告诉“福布斯”杂志，在30年的合作中，他从来没有听到Sreedharan责骂任何人。

There was no mercy, however, if the issue was corruption, so rife in India. Anyone caught was out immediately. Sreedharan ignored the rule book on competitive tenders to award tenders to firms he trusted - but if they failed to deliver on time, quality and budget, they, too, were out. Politicians used to pulling strings to get jobs or contracts for their allies found their strings were cut.

但是如果问题是充斥印度的腐败那则决不留情。任何人被发现，立即解雇。Sreedharan无视竞争性招标规则而把标批给他信任的企业。但如果他们不能按时间或质量或预算交付，他们也必须离开。政治家习惯使用影响力，获得就业机会或合同给他们的盟友。现在发现他们不能这样做了。

His emphasis was on speed and efficiency: on getting it right first time, then delivering on time, on budget, and with the required quality. Tenders were broken into smaller contracts rather than big ones, so the organisation never lost control. Contractors were paid most of their claim within 24 hours, and the rest a week later, the cash flow giving them an incentive to deliver. As Forbes noted: ''It is based on trust, and the penalty for breaching it is high.''

他强调的是速度和效率​​：务必使其一气呵成，按时间，预算，所需的质量交付。招标被分解成更小的合同，而不是大的，因此组织从来不会失去控制。在24小时内支付承包商，余数一个星期后，这现金流将给承包商们提供一个激励。正如“福布斯”指出：“这是建立在信任的基础，以及违反合同的高惩罚上”。

So far the metro has cost just $2.5 billion; Indian construction workers are cheap. Most of the finance came as low-interest loans from Japan's aid agency. The national government and Delhi's state government each paid 15 per cent of the bill, and 10 per cent came from redeveloping areas around the new stations.

到目前为止地铁耗资仅25亿美元; 因为印度建筑工人很便宜。大部分的融资来自日本的援助机构所提供的低息贷款。国家政府以及新德里的州政府各付了15％，10％来自新站周边地区重建。

One might note that the one failure was the privately run line: the Airport Rail Link, run by billionaire Anil Ambani's Reliance Infrastructure. Last year, it had to shut for six months after safety concerns. Reliance also proved unreliable in Mumbai, where it is three years behind schedule building the first line of the Mumbai metro. Private ownership is no guarantee of competence.

可能有人会注意到，有一次失败是私人经营的线路：机场铁路，由亿万富翁安尼尔•安巴尼（Anil Ambani）的信实基础设施运行。去年，它不得不因安全问题而关闭半年。信实基础设施在孟买也被证明是不可靠的，它建设的孟买地铁第一线已3年落后于时间表。私企不是能力的的保证。

Sreedharan retired at 79, and is back in Kerala where he effectively directs the construction of a smaller metro in Kochi, with Japanese and French aid money. Every Indian city now wants a metro. But Delhi's achievement is unique.

Sreedharan在79岁退休，他已经回到喀拉拉邦。在哪里他使用日本和法国的援助资金，成功地指挥一个较小的地铁建设在高知县。现在每一个印度城市都希望有地铁。但是德里的成就是独一无二的。

On current plans, in one generation, it will have built a metro system comparable to those of Paris, London and New York. We, who need yet cannot build, should learn from Asia's success stories.

目前的计划，在这一代，它会建立一个相当与巴黎，伦敦和纽约的地铁系统。我们有需求但仍未能建立，应该学习亚洲的成功故事。

http://www.theage.com.au/comment/delhis-metro-success-a-lesson-for-australia-20130401-2h2w8.html

Delhi's metro success a lesson for Australia
印度德里的成功地铁能给澳大利亚上的一堂课

Let's talk about something inspiring. So many good ideas in infrastructure never get built. This is about one that did: one of the great infrastructure achievements of our time, almost a miracle.

让我们来谈谈一些鼓舞人心的话题。许多基础设施的好点子从来没有建成。这是关于一个成功的好点子：我们这个时代的伟大的基础设施成就之一，几乎是一个奇迹。

Delhi is the world's second-biggest city, behind Tokyo. The United Nations estimates that in mid-2010 it had 22 million people - the population of Australia - spread across four neighbouring states. Traffic congestion is immense. Its buses are slow, hot and crowded. Until recently, its only railways were the long-distance lines to the rest of India.

德里是世界上第二大的城市，仅次于东京。据联合国估计，在2010年，有两千两百万人 - 与澳大利亚​​的人口数相同 - 遍布4个邦。交通拥堵是巨大的。慢，炎热和拥挤的巴士。直到最近，它的唯一的铁路是与印度其余相接的长途线路。

And then Delhi built a metro: a metro that, in the context of India, has become one of the wonders of the modern world.
Planning began in 1995. Construction started in 1998. The first trains ran in 2002. It now has six lines, 143 stations, and carries 2 million passengers a day. By 2021, when stage four is complete, it will be bigger than the London Underground, and is forecast to carry 6 million passengers a day.

然后德里市建了地铁：一个在从印度的背景下来看，已成为现代世界的奇迹之一的地铁。
于1995年开始规划。 1998年开工建设。在2002年开跑了第一列火车。现在有6个线路，143个车站，并进行每天2万人次。到2021年，当第四阶段完成时，它会大于伦敦地铁站，预计每天运载600万人次。

As a rule, nothing in India's public sector works as intended. But the Delhi metro works: 99.97 per cent of trains arrive within one minute of schedule. They are clean, cool and safe. At peak hour, they come every 2½ minutes. It runs at a profit. Every stage has been completed on time, within budget. In India, in the modern world, that is a miracle.

一般来说, 印度公共部门的所有运作从来没有会与预期的一样. 但德里地铁工程：99.97％列车一分钟之内准时到​​达. 他们是清洁，凉快，安全的。在高峰时段，每2分半钟他们来一次. 它的运行是赚钱的. 每一个工程阶段都已经按时完成，在预算之内。在印度，在现代世界，这是一个奇迹。

How did Delhi do it? And what can Australia learn from this model of world's best practice?

I dislike the ''great men'' approach to history, but in this case, it's indisputable. Infrastructure projects in India are usually characterised by political interference, corruption, delays, cost overruns and inefficiency. The Delhi metro broke the mould because they appointed a quietly brilliant, incorruptible, inspiring team leader as director, and gave him freedom to run it as he chose.

德里是如何做到的呢？有什么是澳大利亚能从这世界上最佳实践的模型中借鉴的呢？

我不喜欢以“伟人”角度对待历史，但在这个案例，它是无可争辩的。在印度的基础设施项目通常是有政治干扰，腐败，延误，成本超支和低效的特点。德里地铁打破了这一惯例. 因为他们任命了一位低调且出色的，廉洁的，鼓舞人心的领队为董事，并给了他选择运行的自由。

Elattuvalapil Sreedharan was already 63 and a folk hero to the urban middle class when he was asked to build the Delhi metro. He had just built the Konkan railway connecting Mumbai to Goa with similar efficiency, a formidable assignment with 150 bridges and 93 tunnels through landslide-prone hills. Originally from Kerala, India's best-educated and least corrupt state, he had spent decades in the Indian railways, winning fame by restoring a cyclone-damaged bridge to Rameswaram, between India and Sri Lanka, in just 46 days when six months was allowed for the job.

当他被要求建设德里地铁的时候, Elattuvalapil Sreedharan 已经是城市中产阶级推崇的一个63岁民间英雄。他以类似的效率刚建好连接孟买到果阿的康坎铁路，这是一个艰巨的任务，有150座桥梁与93条隧道通过滑坡易发山丘。他来自喀拉拉邦，印度受教育程度最高的和最不腐败的邦。他在印度铁路工作了几十年的，一个在印度和斯里兰卡之间，通往Rameswaram被台风损坏的桥梁，他仅用46天完成定期为6个月的修复工作而成名。

Sreedharan agreed to take on the Delhi metro on one condition: no political interference. He hired a small, motivated staff, solely on merit, paid them well, and sent them overseas to study how the world's best metros worked. He insisted on developing expertise within the organisation, rather than relying on consultants.

Sreedharan同意接受德里地铁任务，但有一个条件：不许有政治干扰。他雇用了一个小的，有上进心，仅以能为本, 高薪的员工团队。并送他们出国学习世界上最好的地铁如何工作。他坚持发展组织内的专业知识，而不是依赖顾问。

Deadlines and budgets had to be realistic and achievable; but once set, they were not to be altered, save in compelling circumstances. Once a decision was made, it was final. If anything went wrong, there was no hunt for scapegoats, only for solutions. A colleague told Forbes magazine that in 30 years of working together, he never heard Sreedharan shout at anyone.

期限和预算必须是现实和可行的，但一旦设定，他们是不能被修改的，除非在迫不得已的情况。一旦作出决定，这是最终的决定。如果出了差错，不找替罪羊，只找解决方案。一位同事告诉“福布斯”杂志，在30年的合作中，他从来没有听到Sreedharan责骂任何人。

There was no mercy, however, if the issue was corruption, so rife in India. Anyone caught was out immediately. Sreedharan ignored the rule book on competitive tenders to award tenders to firms he trusted - but if they failed to deliver on time, quality and budget, they, too, were out. Politicians used to pulling strings to get jobs or contracts for their allies found their strings were cut.

但是如果问题是充斥印度的腐败那则决不留情。任何人被发现，立即解雇。Sreedharan无视竞争性招标规则而把标批给他信任的企业。但如果他们不能按时间或质量或预算交付，他们也必须离开。政治家习惯使用影响力，获得就业机会或合同给他们的盟友。现在发现他们不能这样做了。

His emphasis was on speed and efficiency: on getting it right first time, then delivering on time, on budget, and with the required quality. Tenders were broken into smaller contracts rather than big ones, so the organisation never lost control. Contractors were paid most of their claim within 24 hours, and the rest a week later, the cash flow giving them an incentive to deliver. As Forbes noted: ''It is based on trust, and the penalty for breaching it is high.''

他强调的是速度和效率​​：务必使其一气呵成，按时间，预算，所需的质量交付。招标被分解成更小的合同，而不是大的，因此组织从来不会失去控制。在24小时内支付承包商，余数一个星期后，这现金流将给承包商们提供一个激励。正如“福布斯”指出：“这是建立在信任的基础，以及违反合同的高惩罚上”。

So far the metro has cost just $2.5 billion; Indian construction workers are cheap. Most of the finance came as low-interest loans from Japan's aid agency. The national government and Delhi's state government each paid 15 per cent of the bill, and 10 per cent came from redeveloping areas around the new stations.

到目前为止地铁耗资仅25亿美元; 因为印度建筑工人很便宜。大部分的融资来自日本的援助机构所提供的低息贷款。国家政府以及新德里的州政府各付了15％，10％来自新站周边地区重建。

One might note that the one failure was the privately run line: the Airport Rail Link, run by billionaire Anil Ambani's Reliance Infrastructure. Last year, it had to shut for six months after safety concerns. Reliance also proved unreliable in Mumbai, where it is three years behind schedule building the first line of the Mumbai metro. Private ownership is no guarantee of competence.

可能有人会注意到，有一次失败是私人经营的线路：机场铁路，由亿万富翁安尼尔•安巴尼（Anil Ambani）的信实基础设施运行。去年，它不得不因安全问题而关闭半年。信实基础设施在孟买也被证明是不可靠的，它建设的孟买地铁第一线已3年落后于时间表。私企不是能力的的保证。

Sreedharan retired at 79, and is back in Kerala where he effectively directs the construction of a smaller metro in Kochi, with Japanese and French aid money. Every Indian city now wants a metro. But Delhi's achievement is unique.

Sreedharan在79岁退休，他已经回到喀拉拉邦。在哪里他使用日本和法国的援助资金，成功地指挥一个较小的地铁建设在高知县。现在每一个印度城市都希望有地铁。但是德里的成就是独一无二的。

On current plans, in one generation, it will have built a metro system comparable to those of Paris, London and New York. We, who need yet cannot build, should learn from Asia's success stories.

目前的计划，在这一代，它会建立一个相当与巴黎，伦敦和纽约的地铁系统。我们有需求但仍未能建立，应该学习亚洲的成功故事。

http://www.theage.com.au/comment/delhis-metro-success-a-lesson-for-australia-20130401-2h2w8.html