Rana: Oh, this is lovely. This is what I was expecting. And this is the right greetings in the Arab world. After this funny video, allow me to introduce myself. My name is Rana Bulas. I'm Arab, but I'm also European. I'm Lebanese origin, born in Lebanon, raised up in Germany, and I'm proud of taking the best of both cultures.
And I my dream was always to give back what I have learned between the bridging of cultures and culture awareness, culture intelligence. After this hopefully funny video and really rich video and information, let us talk about why you are here today. From what I learned from Germany is being very direct. Go ahead to business. Be very punctual, overpunctual. And what I learned from my Arab origin is being also very emotional, very personal, also being patient when I go in an Arab word for a meeting. But tell me who already is based in an Arab country and work in an Arab country. Raise your hand. Quite good number. Who's planning to move to an Arab country, GCC, Mediterranean and work there? Perfect.
He who is still in Europe. Okay. Also a good number. Now, what are the first wordings come up to your mind when you hear women moving to the Arab countries to work, to start a business, to study, to I don't know what is the first words that come up to your mind. Yeah. I wanted to say if you don't raise your hand, I just come to you and scare you.
2:02
Jannine: Hi, I'm Jannine Osley. I'm a national education manager for Makeup Plus, the ELC brands. It feels very long, but I'm an educator. Um, I remember when I told my grandmother I was moving to the Middle East, she was like, "But you're a woman. Is that It's risky. Isn't it risky for you to take your daughter?" And I was like, "I don't think so. I've done a lot of research. There's a lot of women living in the Arab world. I assume that it would be safe." And I work for a great company, Estee Lauder. So, I'm I'm also curious. So．
Rana: So we write risk, fear, Nadine. Dr. Nadine, right? So, apologize, Dr. Nadine.
Nadine:Thank you very much. So Dr. Nadin Neme, I'm the chief science officer and co-founder of Medicus AI and I would say not risky, not fear.I would feel fortunate.
Rana: Thank you. Here you go.
Nivinar: Thank you. Nivinar from Switzerland, Zurich, co-founder of Radical Team Coaching, a professional executive and team coach. Uh we are in Radical Team Coaching expanding uh to Arabic market. And I got a lot of comments. are you sure you're the one who should go? Um, they would prefer to talk to men. They don't take women seriously and so on. So, I'm here to prove them wrong.
Rana: Very good statement. Let's take the red, the lady in red.
Deepali : Hi, my name is Deepali and I work with Estee Lauder, a finance professional. What I can say is equal rights, safety, and opportunity to speak your mind. I mean I'm not fearful or I'm not worried when I speak out what I feel. I feel that's what you know this part of the world gives me.
Rana: Okay let's take two and then I will go ahead.
Angelina: Hello everyone. Uh my name is Angelina. I'm founder of educate company. I'm educate coach and I would say modesty. So modesty is what I expect from myself.
Rana: Modesty is a good tag word. Lady in pink.
Malik: After the red, right? : So um my name is Malik. I am a life learner. Um so I am an Arab coming from an Arab country to another Arab country. So I'm a North African coming to Middle East. When I came 8 years ago I was expecting and thanks God this is the what I found more respect worth warmness you know warm it's warm uh welcoming generosity and opportunities. Alhamdulillah this is what I found.
4:31
Rana: Thank you all. We have written some tagging words here. At the end of the session hopefully we will see what what what we have expected or what we said. Is it the truth or not? Stereotypes exist. What is cliche? Let me just add two main points. We only have 35 minutes because we all want to run to the main stage to see dame Anna Winter.
So I will be the first one leaving here. Secondly, Arab is not Arab. What is Arab? We're talking here all the time about Arab. It's like when I say to a German, you're a European. Like a French, he would just look at me say, go out of my room. You are insulting me. Arab is a big word. We have 22 countries. We have sub subreligions. We have Arabic Muslims. We have Christians. We have Jews. We have everything. We have to defer. Please ladies, where are we now? Now we have seen a video for Saudi KSA is rapidly developing. It's another culture. You cannot compare it to uh GCC. A Qatari woman is not a Emirati woman, a Lebanese woman thinks differently than a Moroccan, Algerian, Tunisian.
5:43
What I want to say culture awareness is you have to study the culture before you go. You have to learn about the heritage and the development why they behave so. I will start because Hanan then she will say I talk much but I talk much. Let me start saying that if you want to succeed in the Arab world you have to really build relationship. I'm sure you all know about that right? Do you know about that?
Audience: Yes
Rana : Okay. Why is it important to build relationship? If you know about it tell me.
Adience: Trust.
Rana: Trust. Yes. Because we are emotional people and we need to know with whom we are dealing who are you what is the background when you go to a business meeting please don't open your slides immediately don't start with your slide we do it in Germany, yes, this is what is expected when you come to an Arab word start talking about the weather football, crypto, I don't know.
Adience: (Inaudible)
Rana:No, it depends. It really depends on your counterpart. I have seen meetings going really disappointing because they were not patient. Believe me, we're talking about sea levels. And if you are a woman sitting with an Arab businessman, don't ask him about his wife. Don't ask him about his daughters. Ask him about first general stuff you want to know about the country. You're interested in the lifestyle. You're interested why and how he built up this business. And then poo, we can start conversation. After the conversation and gaining respect, we start the business. Sometimes this takes one meeting, sometimes two, and sometimes three. It depends.
Hanan will tell us now more about some other points and will hand over to me, inshallah. Inshallah is our key point coming now.
7:50
Hannan:Yeah, please remember this word inshallah. We will just say it a lot now. Anyway, salam allayikum, everybody. Hi everyone. Thank you so much for being here. Just a short brief about myself so everybody knows about me.
Uh my name is Hannan. Um actually the global ambassador for the uh global women forum in UAE and I'm based in Abu Dhabi. But I have been before this I've been working in the oil and gas industry for more than 25 years. And working in the oil and gas industry teach you a lot of things about cultures, about norms, about how to deal as an Arab, as a person, as also a woman actually with many things.
And I want to speak about one big aspect which I consider as my from my experience, and it will also introduce you to the norm of how we communicate in the Arab world. So 2003, I started working in this big Swiss corporate. It's called ABB. I don't know if someone knows ABB. Yeah. So ABB is a Swiss, uh Swiss-Swedish company based in the main headquarters of in Zurich.
And one thing is when I started working I was actually a small project manager. I come from a software engineering background. So they gave me a small project to start with. So there was an email sent from my uh some from the headquarter from my manager in the headquarter to me, just to s do a certain task that time and it was sent to me on Monday and I said I read it and it was very long and detailed as a really Swiss German person would do anyway.
9:29
So what I was just not really very used that time to this kind of you know context because it was long and detailed and I said I need to read it again and I reply back on the second day. Can I tell you in one hour I received another reminder she said like did you read the email and I said yes but I need just some time to grasp it.
Yeah, but you have to confirm that you're reading it and you have to reply, and that was my first counter of a conflict of communication front with the other word. So coming from an Arab background of course I was born and raised here in UAE and our communications at that point would be like can you do this to me inshallah with God's will I will do it, and I would just say that okay fine I will do it and I mean I will do it but not on the right time in the right way and when I was actually working with that company and then I was counted with European culture for the first time that was a total different you know game so I ended up working in many European countries, in many Asian countries.
I worked in China, I worked in Milan, I worked in Madrid, I worked in France, and I worked in Germany too. And I have to say it was just a long way for me. But what did I do by this exercise is by studying the culture of that place.
10:44
And that's one thing you need to understand when you come to this country or in any Arabic country, you need to study how people are talking to each other. You need to study how things are done. For example, in the communication mainly in business in the Arab world, as Rana mentioned the main point is actually about relationship and that's something I have to say it's not only you know it's it's not exclusive with our region.
There was a Harvard study few years back stating that the 21st century if we want to give title for selling is going to be called the selling of relationships. You need to buy the people and by buying the people you mean what you mean buying their emotions, buying their care and buying also their trust.
11:31
One thing is they found out in this study that 85% of the recommendations for your work from your stakeholders comes from your stakeholders that take care of you. And this is the core of the Arabic communication.
Arabic communication could take time but you are if you are consistent and taking it the right way it can really work in this.
And how it can really if I if I want to brief it in some core values that you can stick with it. It's about understanding the power of the family and community. We are very very family oriented units. We are a tribes. Arabs at the end are tribes and they are value so much about the family. That's why if you want to gain a person, gain also their family if you can.
And I think this is this is usually worked in this part of the world. The other thing ...
Rana: Well, well sorry well you get invited a lot of times to to to visit the families, right? who experienced that of you like hey come on you can have a coffee you can have a good dinner with us so that's why we are very family oriented.
Hannan: One thing is when you go there one tip if they offer you anything please eat it. Drink it. Eat it. You know otherwise they consider it and I'm not joking. They consider ....
Rana: Take other trousers with you other dress.
12:47
Hannan: It's not respectful the other thing I would say is also to respect the family unit itself and not really question a lot about religion about politics, nothing. The more that you are more neutral and more about the care, the more you are also in the right way. The other thing when you set up a business is about respect and honor.
And this is something you have to put your mind in a very important point. I would say. When you deal with an Arab uh business, women or men, you have to take care of the way you want to point about something that you want to criticize it because I know in many parts of the world um constructive criticism is something welcomed, something can be taken not personally.
Uh in in our part of the world we are not yet there. So be a bit careful in this. They take it personal, and and we know, Rana, I mean actually in many businesses we are sitting and we still have this kind of issues you know people don't think that you are you know trying to criticize the business or criticizing the method you're criticizing the person so you need to be quite careful on that point.
13:54
The other thing is very simple that the the way that you greet people at the beginnings and Rena can you come to me please.
As-salāmu alaykum?
Rana: As-salāmu alaykum.
Hanan: How are you ?
Rana: I'm fine how are you ?
Hanan: Good. See? Rana is a woman I am a woman between women greetings are okay between the same gender greetings by shaking hands it's okay if it's the opposite way. I mean sorry the opposite gender then you need to wait for the other. Actually, you know, the other person to see what they will do. Sometimes they will extend their hands and shake and some sometimes they will just not like this.
Rana: So what would be the right reaction?
Hanan: The right reaction is just wait and then see if they don't really extend their hands just not like this >> and that's still considered respectful.
Rana: Yeah.
Hanan: But of course I for example I shake hands with Rena with men with anything, it's okay with me. But because I extended my hand.
Rana: Yeah. So, um I'm just keeping to look at the time. We still have like 15 minutes. We're going to talk about direct and indirect communication. When I'm sitting in Germany with business partners, I just say my opinion, and criticize very directly. This is expected. If I don't do so, they think I'm not self-confident, and I am not trustful to work with.
15:16
But I never would do that in an Arab country because this is taken personal. If you talk really very directly, it's taken personal. You can tell me whatever you want. Criticism could be done. You have to be very careful how to really reach to this level to criticize somebody. But you never do it directly. That's why we love the word inshallah.
Inshallah can means yes, it can means no, it can means perhaps. Once you reach this level of recognizing how inshallah is now meant, I think then you reach the level of doing business here. Is there any situation you would like to know about before we go ahead? Because I love that our workshops or the the the what we talk about is really meaningful. I want you guys to go out from here saying at least I learned something or if I have a question, I go back to Rana and Hanan. I will ask them if I don't feel confident with the situation, reach out to us. You find me on LinkedIn. You can find also the cards um with Monica. Monica Grande. She's here. Say hi to everybody. Monica is a freelancer. She's part of the team. She's based in Dubai, and she can also hand over the cards or the contacts to you. So yes, please.
Angelina: Hello everyone again. Uh so I'm doing etiquette sessions and one of my session is Arabic etiquette actually. Uh and I'm happy to be here to hear everything and the question I am asked and I cannot answer where when exactly the Arab say yes.
So how how it is yes is yes and when no is really no. How to understand when inshallah is yes and when inshallah is no.
Hanan:So inshallah means you have to anticipate that there will be an acceptance but maybe it will take some time and maybe it will never happen honestly. So once you say yes for something they say yes for something, make sure that this is a firm yes this is going to be the firm yes if they say yes this means yes but if they say inshallah let's talk about it later maybe in the next meeting know that this is not going to happen. Yeah. Sorry. Yes.
17:30
Malik: Thank you so much for bringing the subject of inshallah, because for me it is a big thing really, and it it it was in the beginning it sometimes it trigger me like you know people especially if they're not Arab they make fun of it you know it's like and that's why I love that you bring it and I would love if you emphasize it more that we are not lazy people when they say inshallah we are not like we care less we don't want to give an answer actually it's based on kind of a faith part which really even I tell you yes okay but maybe it will not happen. So that's why we add this inshallah in the middle it's not because we don't want to give an answer or we don't want to be precise because everything in our head is with inshallah. If God doesn't will even I would tell you no yes but I know I leave the room and it will not happen so I would love to add always that because in every meeting if I'm not with Arab people, and you know what inshallah and I'm like guys please come here, you know we are we are not we are not saying inshallah because again they take it for us because we are, not deceased of people no we are but inshallah it's really big part of our mindset it's not coming from laziness it's not coming that we don't want to give you an answer for me to answer your question sorry I know I mean it's not maybe my place but it's again coming with all interaction because also worked with a lot of non-Arab and Arab people ask the question differently. Get it right is it yes or no you know and tell you inshallah what do you mean is it yes or no
Angelina: Just, just be open and ask a question
Malik: No, no. no,no.
Rana: Thank you very much for your contribution. Let me just add something and and then I will go around because I saw your hands yes of course inshallah like she said it's in our mind sorry what was you malik, malik. in our mind it's based in our it's our language so we say inshallah I my kids cannot hear it anymore like they even tell me when you say inshah it's a no we know that and I'm like yes it's a no but I compare it also to the Asian culture it's the same we don't like to lose face because
it's again the direct and indirect communication we don't tell you directly in your face, because we think. Then it's too hard from our part and we don't want to hurt you. That's why. If you insist you want to know, they will tell you yes or no. Of course, they have to. You push them.
Sophie : Uh thank you so much for this session. It's been incredibly helpful. So, thank you. My name is Sophie. I'm a lawyer and a director of Denro Strategic Consulting. I've been in the region for just over a year. I just had a question around communication where perhaps the intention is clear. There's a meeting scheduled for a job or a business opportunity uh and perhaps the meeting has happened. Just any insights uh in terms of following up and what the etiquette is in terms of not being too pushy but also not wanting to come across as disinterested, because a challenge I have observed I don't know if anyone else uh can relate, but sometimes the the following up or the follow through, maybe coming from a European perspective is not so quick. So I would just love some insights around how to manage following up communication. Thank you so much.
Rana: I will let you answer because just you are based in the UAE. As I'm based in Europe, I know the way extremely how to do it, how to be pushy, when to write and how much I have to follow up. Perhaps you can um answer this question.
Hanan: I would just answer this by people would appreciate even followup. I mean as an Arab as an Arab culture, we would appreciate follow-up. We would come back to you on the follow-up. But then one thing you need to make sure is that you do your follow-ups also strategically, in terms of like you give time if you are having a deal for example and you want to know what was the result of this deal is. The partnership is done or not. Are you going to have it or not? If the person one thing which lady here sorry what's your name?
Flavia:Flavia
Hanan: Flavia, thank you she mentioned about following up even by giving the numbers. If the person gave you the number that means they are giving you an indirect green line to communicate even with them through the phone and answer it. So it's absolutely fine, absolutely not shady but I mean like it's very normal and one thing I would advise you only is try to put kind of a schedule for them with uh with a certain milestones and a deadline. And if you follow up if there's a follow-up during the schedule during the milestone stages they would assure, I assure you, that they are going to answer you. But one thing. If the good thing. If you get their contact number that's something good, because they communicate now via WhatsApp stronger than email stronger than anything, and they would sometimes they will send you even the signed deal or the signed document via WhatsApp. Um I'm talking here from my experience even with companies like Ednok like Aramco, some of our deals has been sent by WhatsApp actually coming from the main decision makers in the country. So yes thank you very much it's a good question.
22:46
Rana: Okay, one last question and then we we close with our last point, and perhaps some hints you would like to add and we will be here tomorrow also. Are you happy? You can talk to us. You can ask whatever you want.
Sarah: Hi, I'm Sarah. I have a boutique consulting firm. Um my question is related to relationships um and proposals. So as you know I'm also Arab. Relationships are huge in this region. So my question is from a more technical perspective.
Um, as a consultant, I'm sometimes asked to present an RFQ to big companies, and I know from myself and from some of my friends, colleagues that sometimes organizations already know who they want to work with,and from a very, you know, um, like productive perspective, I just want to know is there a way to figure out before I spend time on proposals, a whether a an organization is genuinely looking for help, or if they're just going through the motions required by procurement to get a certain number of quotes in, something like that so that I don't waste my time, basically
Rana: I want to summarize your question to be sure I got it right before I answer anything. So your question is how do you really know if they are interested in the in your business, or in your proposal before you spend just time on working on is it right?
Sarah: Yes.
Rana: Okay. Thank you for the question. It's I think the same also in Europe even if you know the person you you compare proposals you want to see how they really work hard in order to get you because you pay for a service for me. you can correct me or you guys for me it's not something about culture it's about this is really deep business what we are talking about even if I know you I want you to spend time on giving me a good proposal and doing your best so that you get you know the service it's not really like for me culture related so for me apologize I cannot give you a tip on that to be honest.
Hannan: Um can I just comment on this because I worked in procurement and I know exactly what you're saying. One thing You are very right that sometimes. When they send you a quotation, they ask for a quotation for a certain service or a certain product that they already have somebody in mind. But they have to really meet some criteria in order to do this, and I don't think it's only Arabs. I worked globally this is everywhere. But one thing I really realize specifically with the Arabs, the best thing to assure any deal is, just be with them one to one.
You have to be with them one to one. You have to make sure you're taking them for coffees, for networks, to invite them to speak to them to say hi, how was your son today? how was your mom? oh this is Eid Mubarak This is this is Eid actually for today. This is the this is the key point of of of securing your deal with any Arab person. Be a person like part of their family because if I can assure you one thing being an Arab myself, if an Arab trust you that's a lifetime it's a lifetime actually deal it's sealed deal they will always put you on the top priority they will always prefer your products but you need to gain gain this trust and it's gained by patience. It gains by consistency. It's gained by also building this rapport or trust by putting them always in the spot. Even if they didn't reply back to you, even if they didn't come back to you, keep doing this. Keep and I can assure you after 25 years working in the in the region, this is going to happen.
26:26
Rana: I don't know if my answer was a help. I think Hanan perhaps more, but I hope that it was a help at least. Yes.
Speaker 1: Actually, just a quick followup on that. How much more or less is competence versus liking or thinking the person is genuine respecting having this relationship come into play?
Hanan: Relationship is number one, two and three.
Speaker 1: So trust is even more important than competence.
Hannan: Exactly.
Rana: Yes. Definitely. Definitely. Yes. Who agree? You work here guys. Do you agree with us? Yes. You have to build trust. You have to make good relationship. You have to know with whom you are talking to. You have to know about his hobbies. Oh, he play the football. I don't know. You have to to make very good small talks in order to reach to what you're looking for.
Hanan: Can I say something last thing very fast?
Rana: Very fast because we have...
Hannan: Just one thing please do it before you start dealing with any other culture. Something I learned in the my very beginning. Please read about this culture. Read about the history. Don't take any kind of you know resources that can give you misleading about it, because it's completely different. And I have to say about the Arabic culture. It's so misled you know worldwide globally uh for certain reasons, but that's why please read about it. We have been innovators. we have been great actually in physics, astronomy, in, in marketings, in we, we built up many things actually. If you see this numeric numbers, you see them like we write them in. We call them the English way to write them this is Arabic numbers. This is invented in Baghdad in the year 1000. So please read about it, try to educate yourself about it. This is how you also can gain trust of Arabs. Thank you.
28:05
Rana: When I look at you, just for I I would love to ask them one question and then we conclude. Is there a gesture you think it's a nogo to do it here? Do you know a gesture when you come when you step in a meeting when you sit down? What are you not allowed to do?
Angelina: The left hand and the feet
Rana: perfectly. And do you know why?
Angelina: Uh because Islam uh Islam culture the left hand is bad. Never never give something to Arab person with left hand. Use only right one. And uh uh the feet they are considered dirty. Never sit like like sorry, I will show like this uh showing the feet to to the Arab person. It's also
Rana: It's a very big lack of respect.
Hannan: You're going to do many good business with the people. I have to say
Rana: Yeah, it's very good. And this is something amazingly we still see me and Hanan we still see in meetings in conversations how they sit even in Europe you don't do that because you don't show your shoes you know your feet to somebody it's just lack of respect so just about me I haven't introduced myself what I do actually, right. Why I'm doing this. What I'm doing today is, because, me, mysel.f When I really started business in an institute called Euro Institute ofTechnology Fair in Germany. The boss, he's an elder guy. I learned a lot from him. And he said, it was like two weeks after I started my career. And he was, Rana, I'm ill. We work in the oil and gas industry. You go and you make the meeting in Abu Dhabi.
And I thought, easy peasy. I speak Arabic. I go, it's cool. I'm going to go for the sunshine because it was cold in Germany. I had my first cultural shock myself because I have even myself as somebody born in Lebanon raised up in Germany. I didn't behaved well. I went in uh the room was full of five really sea levels decision makers. Ｍe as a young person with a beautiful dress stepping in I, I started immediately rushing the slides and I was excited. I was under pressure.
One guy was looking at me and laughing all the time. I don't forget this face. And he was like, "Huh? Do you have children?" "Yes, I have one son." At that time, one son. He's like, "What he's doing now?" I said, "This has nothing to do with business. I'm talking about business." He was like, "Ah, who's taking care of your son?" For me, it was a shock indeed. I went out, I was very, very sad. This guy I met three years back and Hanan knows in Germany, when he came. And he knows what I have achieved in those years, and I gained his respect and I make deals with him, and he's and I was like where are your children? Why? Is your wife with your children? What are you doing here? I give him this back and now we're laughing about this what I want to say in life we learn, when once we learn we educate ourselves. We can succeed do me in a favor invest in yourself. Ladies, don't wait to be mentored sponsor yourself, or look for a sponsor. Educate yourself in interculture communication, in interculture awareness. We are here. You can ask us. Thank you very much from my side. I'm very happy that you attended this workshop. Hanan
31:28
Hannan: Thank you so much everyone. And I think that they everybody should really rush now actually to see her excellency.
16th Annual GPCA Forum keynote address of Amin Nasser, President & CEO, Saudi Aramco
Amin Nasser, President & CEO FIIで最も訛りが分かりやすいトップクラスのスピーカー
課題：１．サイトラ
２．右枝処理の考え方をチェック
３．遂次→同時
このスピーチの特徴
“th → z/s” が明確 p→b
母音が太く伸びる
文末上昇イントネーション
ビジネス語彙が豊富で通訳訓練に最適
121 WPM
チャンクは長めだが速度が遅いので処理しやすい
固有名詞（GPCA、Riyadh、Vision 2030）が明確
“net-zero debate” → “material use” の論理展開が分かりやすい
EVS（Ear–Voice Span）は 4–5秒 が適正
・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
[Music]
Announcer: Up next and for our first keynote address of the day is Mr Amin Nasser. Mr Amin is the president and chief executive officer of Saudi Aramco the world's leading integrated energy and chemicals enterprise and the largest provider of crude oil to global markets. He is also a member of the company's board of directors under his watchful eye Aramco is building on its upstream leadership position by expanding its presence in the downstream, and chemical segment of the petroleum value chain with a number of significant investments in joint venture partnerships in the Kingdom as well as internationally. He is also leading Aramco's efforts to produce cleaner energy and products through investment in next generation cleaner energy solutions. Please join me now in welcoming on stage Mr Amin Nasser ,president and CEO of Saudi Aramco to deliver his keynote address, Saudi Aramco's Journey Downstream Journey the road ahead. （176wpm）
Your Royal Highnesses, Your Excellencies, Distinguished Guests, Ladies and Gentlemen, a very good morning to you all.
Let me add my congratulations to GPCA and their partners for bringing this important Forum to the Kingdom for the first time.
And Riyadh – which aims to be among the 10 largest city economies in the world with Vision 2030 – is the ideal setting for the chemical industry to be just as visionary.
We meet when energy issues are the focus of unprecedented social, economic, and political turbulence around the world.
But one crucial component has been largely missing from the net-zero debate – the enormous impact that growth in material use will have on reducing global greenhouse gas emissions.
So today I want to talk about another transition – the materials transition.
It is just as important as the energy transition to climate protection, equally in need of action not words, and especially relevant to the chemical industry and its future strategies.
And global net-zero emissions goals will not be met without a successful materials transition, which is why I believe it will be the next big thing.
Let me first offer some context.
By 2060, the world’s population is expected to reach 10 billion people.
Eighty percent of them are projected to be living in cities by then.
And global GDP is forecast to quadruple.
People will rightly want a share of this, meaning demand for materials is also likely to increase considerably.
Indeed, demand is projected to more than double from 79 gigatonnes in 2011 to 167 gigatonnes in 2060.
And materials production, use, and eventual disposal already account for almost a quarter of all global CO2 emissions.
So the increase in materials use, even if somewhat decoupled from economic growth, will be shadowed by a further rise in CO2 emissions, particularly in hard-to-abate-industries.
Under a business as usual scenario, emissions from various industries are projected to increase substantially.
For example, emissions from concrete are projected to total almost 4 gigatonnes of CO2 by 2050 because of the growth in demand.
Meanwhile, the iron and steel sector accounts for more emissions than the whole of road freight, and global demand for steel alone is expected to rise by more than a third by 2050.
To help reduce emissions in this growth environment, more durable and more sustainable materials must be the building blocks of 21st century life.
Just imagine a future where skyscrapers, bridges, planes, cars – including electric ones – and even World Cup football stadiums are built with these advanced materials.
But to achieve a well thought-out and accelerated materials transition, cutting-edge R&D, innovation, and the necessary investments are essential.
This is where chemistry in action could shape a lower emission, more sustainable materials future.
To begin with, there is materials circularity, or what we call the Circular Carbon Economy.
Two notable examples include the world-first circular polymer by our affiliate, SABIC, and Aramco’s sustainable e-fuels.
Then there is materials efficiency.
There are opportunities throughout value chains.
It is not only by extending life cycles, but also achieving higher strength to weight ratios, and reducing materials losses during production and construction.
Lower carbon hydrogen will also play a major role, in a variety of applications in the chemical industry.
It can produce ammonia and methanol, or be used as a clean energy source in steam crackers, and in turn can produce more sustainable fertilizers, plastics, and other industrial products.
In fact, Aramco and SABIC recently obtained the world’s first independent certification recognizing the production of blue hydrogen and blue ammonia.
And the big opportunity for the chemical industry is to steadily supplement existing materials as their carbon footprint is lowered too, with more durable and sustainable ones, especially polymer- and carbon-based materials.
So I believe the industry should especially focus on finding optimal material solutions, with a lower carbon footprint, in high volume applications.
Opportunities in a wide range of industries such as housing, construction, infrastructure, automotive, renewables, oil and gas all come to mind.
Already, every 1 megawatt of installed renewable energy capacity utilizes 8 to 11 tonnes of petrochemicals-based materials.
And by doing so, a viable path to a truly sustainable materials future will be in reach.
That is exactly why we are strengthening our focus on materials transition at Aramco, and make it an central part of achieving our 2050 net-zero ambition.
The case for sustainable materials is also complemented by a powerful business case that is driving our world-leading chemicals growth ambitions.
Such ambitions add major value to our hydrocarbon resources, and make our business portfolio even more robust.
And no matter which energy transition scenario plays out, oil demand from the petrochemicals sector is likely to remain robust.
In fact, under a net-zero scenario, petrochemicals could still account for more than half of total global oil demand by 2050.
So the more intense the transition, the more important petrochemicals will be to the oil and gas industry, and other industries.
That is why our strategy – as highlighted by our Energy Minister, His Royal Highness Prince Abdulaziz bin Salman – to convert up to 4 million barrels per day of liquids into chemicals by 2030, supported by technology investments, is beginning to take shape.
Last month, we announced the first large-scale deployment of our crude-to-chemicals cracking technology at our S-Oil integrated downstream hub in Korea.
Here at home, His Royal Highness Prince Abdulaziz bin Salman, recently announced a joint project between Aramco and SABIC to develop a crude oil-to-chemicals complex in Ras Al-Khair.
These are major steps forward in our downstream business, and show the power of technical innovations to meet our ambitions.
More advanced, more sustainable materials would undeniably strengthen the power of our net-zero ambition and our chemicals strategies.
But to earn a larger share of the materials market in high volume applications, we must be cost competitive.
And right now, the cost of advanced composite materials is much higher than steel, aluminum alloys, and concrete.
So my broader call to action is threefold.
First, the chemical industry needs to strengthen and accelerate its innovation efforts to develop more durable and more sustainable materials, at scale, while reducing their cost.
Second, establishing an advanced materials center, here in the Kingdom, could strengthen and complement existing programs and push the boundaries of innovation through global collaboration.
Third, the energy crisis is forcing many chemical companies to cut operations or shut down, particularly in Europe.
With an abundance of fuels and feedstocks, and extensive range of support infrastructure, it has never been more attractive for overseas chemical companies to invest here.
Ladies and Gentlemen, a viable materials transition in parallel with a viable energy transition is urgently needed to build a new world made to last.
This is a unique opportunity for the chemical industry to take big decisions, redefine the materials of modern life, and make a decisive difference to both transitions and our planet.
What inspires me most, when I look at the exceptional global talent gathered here in Riyadh, is that I see an industry this is ready for action.
And an industry this is ready to make history.
Thank you.
右枝待ちアルゴリズム（右枝階段化 → 左枝化）
英語原文（右枝が強い文）
右枝階段化（アルゴリズムでの処理手順）
左枝化した最適な日本語訳（同通スタイル）
主節を先に落とす
右枝を階段化して保持
意味単位に再構成
日本語は左枝化して自然に
EVS を 3〜5 秒に維持
１：Riyadh の長い関係詞節
① 英語原文 And Riyadh – which aims to be among the 10 largest city economies in the world with Vision 2030 – is the ideal setting for the chemical industry to be just as visionary.
② 右枝階段化
Riyadh
└ which aims to be
└ among the 10 largest city economies
└ in the world
└ with Vision 2030
右枝が 4 段階でぶら下がる構造。
処理順序
主節を先に着地
→ Riyadh is the ideal setting…
右枝を階段化して後ろで回収
「Vision 2030 の下で世界トップ10都市経済を目指す」という意味単位に再構成
日本語は左枝化して自然にする
③ 左枝化した日本語訳（同通スタイル）リヤドは、ビジョン2030の下で世界の都市経済トップ10入りを目指す都市であり、化学産業が同じように先見性を発揮するには最適な場所です。
２．material use の長い右枝
① 英語原文 the enormous impact that growth in material use will have on reducing global greenhouse gas emissions
② 右枝階段化
impact
└ that growth will have
└ in material use
└ on reducing global greenhouse gas emissions
右枝が 3 段階。
処理順序
impact（主語）を保持
“growth in material use” を一塊に
“will have on reducing emissions” を後ろで回収
日本語は「素材使用量の増加が〜に与える影響」と左枝化
③ 左枝化した日本語訳 素材使用量の増加が、世界の温室効果ガス削減に与える巨大な影響です。
３. net-zero の which 節
① 英語原文 global net-zero emissions goals will not be met without a successful materials transition, which is why I believe it will be the next big thing.
② 右枝階段化
goals will not be met
└ without a successful materials transition
└ which is why I believe
└ it will be the next big thing
“which is why” は右枝負荷が高い典型。
処理順序
主節を先に落とす
without 以下を条件として後置
which 以下を理由として最後に回収
日本語は「だから〜と考える」と左枝化
③ 左枝化した日本語訳 素材のトランジションが成功しなければ、世界のネットゼロ目標は達成できません。だからこそ、私はこれが次の大きな潮流になると考えています。
4．By 2060 の長い予測文
① 英語原文 By 2060, the world’s population is expected to reach 10 billion people, eighty percent of them projected to be living in cities by then.
② 右枝階段化
population is expected to reach
└ 10 billion people
└ eighty percent of them
└ projected to be living
└ in cities
└ by then
右枝が階段状に落ちる典型。
③ 左枝化した日本語訳 2060年までに世界人口は100億人に達し、そのうち8割が都市に暮らすと見込まれています。
5. 鉄鋼セクターの複合右枝
① 英語原文 global demand for steel alone is expected to rise by more than a third by 2050.
② 右枝階段化
demand
└ for steel
└ is expected to rise
└ by more than a third
└ by 2050
③ 左枝化した日本語訳 鉄鋼需要だけでも、2050年までに3分の1以上増えると予測されています。
・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
課題
① 関係詞＋挿入句が長い右枝
And Riyadh – which aims to be among the 10 largest city economies in the world with Vision 2030 – is the ideal setting for the chemical industry to be just as visionary.
右枝ポイント
which aims to be …
among the 10 largest city economies
with Vision 2030 → 右枝が3段階でぶら下がる
② 前置詞句が連続して右に伸びる
We meet when energy issues are the focus of unprecedented social, economic, and political turbulence around the world.
右枝ポイント
the focus of turbulence
turbulence around the world → “of + 名詞 + around + 名詞” の二段右枝
③ 長い名詞句が右に展開する（素材系）
the enormous impact that growth in material use will have on reducing global greenhouse gas emissions
右枝ポイント
impact that growth will have
growth in material use
have on reducing emissions → 右枝が3段階で階段化必須
④ 関係詞節が長く、保持負荷が高い
global net-zero emissions goals will not be met without a successful materials transition, which is why I believe it will be the next big thing.
右枝ポイント
transition, which is why … → “which is why” は右枝の典型的負荷
⑤ 数字＋前置詞句が連続する右枝
By 2060, the world’s population is expected to reach 10 billion people, eighty percent of them projected to be living in cities by then.
右枝ポイント
projected to be living
living in cities
cities by then → 右枝が階段状に落ちる
⑥ 長い比較構造（右枝保持が必要）
materials production, use, and eventual disposal already account for almost a quarter of all global CO2 emissions.
右枝ポイント
a quarter of all global CO2 emissions → “of + 長い名詞句” が右枝
⑦ 条件節＋右枝の複合
Under a business as usual scenario, emissions from various industries are projected to increase substantially.
the iron and steel sector accounts for more emissions than the whole of road freight, and global demand for steel alone is expected to rise by more than a third by 2050.
右枝ポイント
demand for steel
expected to rise
rise by more than a third
by 2050 → 右枝4段
⑨ 未来の想像を列挙する右枝
skyscrapers, bridges, planes, cars – including electric ones – and even World Cup football stadiums
右枝ポイント
including electric ones
even stadiums → 列挙＋挿入句の右枝
⑩ 技術説明の右枝（化学系）
lower carbon hydrogen will also play a major role, in a variety of applications in the chemical industry.
右枝ポイント
role in applications
applications in the chemical industry → “in + 名詞 + in + 名詞” の二段右枝
⑪ 認証の説明（右枝が長い）
the world’s first independent certification recognizing the production of blue hydrogen and blue ammonia
右枝ポイント
certification recognizing production
production of blue hydrogen and blue ammonia → 動詞ing＋of の二段右枝
⑫ コスト比較の右枝
the cost of advanced composite materials is much higher than steel, aluminum alloys, and concrete.
今回紹介する 「FULL DISCUSSION: Becky Anderson Moderates Star-Studded FII Panel on Global Investment Power | AC1G」 は、 国際経済・地政学・投資戦略が一気に交差する、非常に密度の高いディスカッションです。
DA “TotalEnergies（旧 Total）との JV 名：SATORP / DA” ではないか？
Abraham Accords 2020年に締結された、 イスラエルとアラブ諸国（UAE・バーレーン・モロッコ・スーダン）との国交正常化合意。中東の外交・投資・安全保障の文脈で非常に重要。 value park（バリューパーク）”＝産業クラスター／工業団地 を意味する専門用語。
FULL DISCUSSION: Becky Anderson Moderates Star-Studded FII Panel on Global Investment Power | AC1G
At the Future Investment Initiative in Riyadh, global business titans and government leaders gathered for the “Board of Changemakers: Public-Private Powerbrokers” panel. Moderated by CNN’s Becky Anderson, the discussion featured Saudi Arabia’s Investment Minister Khalid Al-Falih, Egypt’s Rania Al-Mashat, Hong Kong’s Paul Chan, Aliko Dangote, and other top executives from Dow, Mizuho, Temasek, TotalEnergies, and Hillhouse. They explored investment trends, sustainable growth, and the next frontier of global collaboration.
Speaker: That was critically important from our board of change makers. We also heard about crypto. We heard about Bitcoin. We heard about the money that is flowing in, where it's coming from, about the concerns of the debt in the United States. Then we had that amazing address by his excellency Yaser Alumayan talking about the urgency of the moment that we're going through here uh on planet Earth.
And we also heard of course from Richard Atias, chairman of the FII Institute on the concerns of citizens all over the world being of course affordability and poverty amongst the most important concerns both in the north as well as on the global south. As you can see, we are very keen on dat a this year here at FYI, collecting that data, especially from you, which is why we're asking to participate in our polls.
So, we went ahead and we asked global citizens the following question. Are we headed in the right direction? Let's watch this video. Turn your attentions to the screen. Hallelujah.
>> [music]
>> What? Oh. perfectly perfectly positioned.
3:07
Becky >>All right, ladies and gentlemen, if you'd like to take your seats uh for our next panel, uh the board of change makers, public private power brokers, I'm Becky Anderson, the managing editor um for CNN in the Gulf region and host of Connect the World with Becky Anderson, which is a news program, a nightly news show broadcast from this region, from my home case of Abu Dhabi. Welcome to FI9 and to the back end of 2025, a year when geopolitics feels like a season finale. Alliances are shifting, trade routes being reimagined, and everyone, it seems, [clears throat] is trying to debug a global supply chain that feels increasingly weaponized. In the face of all of that, we have seen unprecedented alignment between national strategies and private sector resources.
And at the center of all of it are the public private power brokers, the sovereign wealth chiefs, the ministers, the CEOs, the infrastructure investors and the regulators and their whisperers. Of course, the people who move capital, cajol policy, decide which projects get built, which technologies scale, and which regulations get politely relabeled innovation friendly.
They operate where geopolitics, the how and the who of power, meets geoeconomics, the art of turning markets into leverage. and they do it at times with the kind of pragmatism that makes the rest of us nod in uneasy agreement. I'm delighted to be joined by some of the world's most effective power breakers today here on this board to discuss how to keep this fragmented world that we've heard some discussion of this morning from fragmenting further. Now, this is no uneasy task.
We have less than an hour, but let's give it a go. Um, I'm delighted to have you all here with me today. Uh, your excellency, um, Minister of Investment, Ministry of Investment of Saudi Arabia, Khaled Bin Abdul Aziz Alfala, it's good to have you, and I thought we'd start with you. Earlier this week, you described the tectonic shifts in geopolitics, in global trade, in technology, supply chains, and the rest, converging to, as you described it, reshape how companies and countries think and operate how they compete and create value for stakeholders. So against that backdrop, can you briefly give us a progress report on vision 2030? What do you see as the kingdom's competitive edge in 2025? And give us some proof points on these very strategic public private partnerships that we see underpinning the transformation here.
Khaled >> Becky, thank you very much for doing this again. Good to have you back and uh glad to be with this esteemed panel. And as I look at them, each one of them working with us is a manifestation of public private partnership both at scale and in terms of quality uh underpinned of course by long-term relationships of trust and mutual confidence. First question on vision 2030, the transformation, the extensive pivot that his royal highness the crown prince launched 10 years ago when many people including my friends around the table thought we're dreaming.
This is not a vision. This is a dream. And here we are today. I'll give you some numbers which I think speak volumes. Our GDP has doubled. Everybody thought that Saudi Arabia rises and falls with oil prices and they were right. But many decades before that, our eyes were fixated every morning on the oil price to see if we're going to be able to make our finances or have surplus which we can export for investment and saving abroad.
Future Investment Initiative in Riyadh
We've already this year exceeded the threshold of one billion, 1 billion dollars deployed in our startup uh system. We're about 60% of uh the Middle East. uh our non-government spending we were really dependent on oil as I mentioned today 40% of our budget expenditures are funded by non‑oil revenue so we've achieved a significant decoupling in terms at the macro level fiscal uh I would say uh this is the quantitative numeric I think what's most important to us and to our partners are the quality qualitative, elements in Saudi Arabia. Our unemployment has been halfed. Our women uh participation in the workforce has doubled. We used to have about 500,000 Saudis only in the private sector. Most Saudis were employed by the government. We have multiplied that by a factor of five, and it's voluntary. The private sector is taking them on.
This is not forced employment uh by Saudi. Our competitive edge I think is multifaceted but uh most of it I think or a lot of it has to do again with the vision the clear long-term vision of the government his royal highness in particular not just vision 2030 but people can predict where the kingdom is going to be in 2040 and 20 our north star is clear and it doesn't oscillate with the weather or with what's happening the tecton IC shifts you talked about doesn't change what we're doing.
Uh political tensions don't change where we're going on the economy. Our regulations are excellent and improving by the day. We've we've brought in a lot of uh new regulations. Our geographic position we believe is a huge competitive advantage. Human resources is a powerful strength for the kingdom. As I mentioned, our fiscal, monetary, currencypeg, substantial reserves and buffer that the country have, we can withstand any shock and we've withstood multiple shocks, covid, multiple uh oil downturns, uh regional tensions and the kingdom keep chugging along. non‑oil is growing between four and 5% no matter what happens outside. And then we have we have our deep pockets. We have the PIF, we have the NDF, we have a strong banking system that provides credit uh and liquidity to uh investors. Uh so these are just some of competitive edges, uh and it happens at a time as you mentioned in your introduction where the rest of the world is actually unfortunately we don't we don't pray on this but the rest of the world is experiencing a lot of uncertainty and in Saudi Arabia there is certainty. (12:05)
Becky>> That's a great start for this panel before I [clears throat] move on um I do just want to ask you very briefly and for the benefit of this audience whilst um those proof points are really very impressive. Well there is is a lot of noise and reporting about a change in priorities um a spend that is being reallocated or refocused. Can you just speak to um the 2025 sort of focus and the strategy for the next five years second half of this um vision because I and you'll also say you know Saudi doesn't stop at 2030 of course, you know. That was a, that was a, that was a sort of goal and a vision and what that pivot perhaps or or refocus focus means for this sort of alliance economy that we want to discuss today.
These private these public private partnerships which are so strategically important to the kingdom.
Khaled>> I think the last couple of years I mean it's not specific to 25 but the last couple of years we've seen the opportunity and it's addition rather than subtraction of some huge opportunities that are emerging.
[clears throat] The most obvious one is AI, and the acceleration of digital and what we used to call the fourth industrial revolution. the ability not just to build the world's most efficient, lowest cost, connected data hub for AI here in the kingdom, but all of the applications that come with it, and the disruptions in a positive way that the kingdom can lead in, not just catch up with.
Uh so this required uh some uh allocation of resources, capital, human resources. His Royal Highness has directed for the creation of a national champion. But other private sector investors in the kingdom are also adding their own resources for the kingdom to be that global hub. And it's not just about accessing the most reliable, least carbon based uh energy and electricity for decades to come, that the tech world can rely on.(14:40)
Uh but also our commitment to employing it in our manufacturing, in our logistics, in our human resource development, in healthcare, in biotech, in in uh disease treatment and therapy discoveries. So all of this is happening as we speak here. We think this is a big conference, 7,000 people. There is over 100,000 people outside Riyadh in a conference for global invest in global health that is taking place and you mentioned Fortune 500 uh a few days ago.
So the kingdom is architecting where the world is going. Supply chains, we [clears throat] have launched a program called green shoring again, capitalizing on our strengths and we're putting resources. We're building industrial cities. We're we're creating special uh economic zones. In the meantime, in the meantime, if you think of the giga projects that were taking a lot of resources from the government Gate, you can see the construction and the cranes and you know tens of hotels are getting ready to start and Gate Qiddiya is is going to operation very soon. So the focus on those you know catalytic nucleus of of development uh and and in neo of course we have the green hydrogen getting ready to start. Oxygon is uh and and Sindalah has many of its resorts ready to open. So we obviously need to let those assets go to market and see how they operate.
And I think importantly I will end with this. This is the time now to say to the private sector, you've seen us do what we promise. You've seen us exceed our targets. So public, private, it is time for us to maybe scale back on this government or PIF spend to prove and to seed some of these value chains and clusters and let the private sector come in and start investing.
And this is what we're doing day in and day out. uh at the Ministry of Investment, at the PIF and and across the government. (17:04)
Becky>> Thank you um excellency and I know um my uh esteemed panelists uh will welcome uh that first sort of table laying opportunity um by you um with a you know an overlay of where we are at in Saudi and where we are headed.
Dina, let me bring you in. you were here back in 2017, nine years ago um putting together uh the uh first trip for what was then of Donald Trump's first administration uh his first trip um outside of the country was to here and you are deeply involved these days as a board member on of MEA and of um Exon Mobile in looking at what this sort of US Saudi alliance economy if you will looks like.
Just reflect on what you've just heard, where you see the kingdom having come in those nine years and the risks and rewards that you see of this uh alliance economy, these strategic partnerships as it were between public and private sector.
Dina>>Sure. Well, thank you so much, Becky. I'm so honored to be here and to share a stage with so many friends and distinguished leaders and my dear friend his excellency Khaled Ala who was indeed our partner when President Trump and King Salman and his royal highness the crown prince really envisioned something that probably they did think we were all dreaming could happen. uh when we convened here in Riyadh nine years ago under their opaces where 54 Arab and Muslim leaders came to the summit, enormous amounts of dollars were announced and invested and have gone on to make uh you know such impact economically.
But I think if you had told us then that 9 years later you would have seen the economic, social and political gains and transformation that we have seen. It would have been hard to believe. Economically as his excellency said, it would have been hard to imagine that this kingdom and this region of the world is now the dominant source of capital for innovation, the dominant source of capital for the change that we're witnessing in every industry, artificial intelligence, biotech, robotics, longevity. It used to be you would think about one industry when you thought about this region of the world. No more. This is the fuel. This is the capital of a different kind that's that is doing that. Uh the second is socially. And I and I do want to say 65% of the population of the Gulf countries of Egypt and Jordan are under the age of 35 years old.
So the social change that has allowed more women in the workforce, that has allowed more incredible female entrepreneurs to build their own businesses and that has allowed young people to have huge vision for what they can do as the founders of the coolest companies coming from the region has really been tremendous.
But I think what has been the most historic is the political reform that we have seen both from all of the openings here in the kingdom and other countries. But the Abraham Accords, the first set of peace accords between Israel and countries in this region in 50 years. The last two had been Egypt and Jordan. I think we are moving too fast sometimes and don't pause on how critical it is that even after October 7th, not one of the signitories of that peace treaty got out.
And I believe thanks to President Trump, thanks to Jared Kushner, thanks to Steve Witkoff, the reason that we saw the ceasefire happen, the release of the hostages, and inshallah, God willing, a more stable Gaza so the humanitarian suffering can end. I think it's because in many ways the seeds were planted to have last week that announcement not just be by the uh United States but over 50 countries again from Egypt and Jordan the Amiradis the cutteries the Turks the Pakistanis this is remarkable Becky and you've covered each of these countries for so long but as a coalition now to bring at least a um immediate peace host 10 years ago. (21:21)
Becky>> Thank you. I want to drill down on on what um some of opefully God willing a stable peace is really remarkable And I think those seeds were planted many many years ago now almthese strategic public private partnerships should look like.
Adebayo, um you are a founding partner, chairman, and CEO of Global Infrastructure Partners. The recent landmark 11 billion lease and lease back deal between Saudi Aramco and your firm I think represents a significant step in Saudi's energy infrastructure development and it and it illustrates to a degree how global private capital is being harnessed for national strategic projects.
Can you just speak to the structure briefly uh of the partnership and the strategic rationale and we're going to keep our answers if possible as as tight as possible so we can get round to everybody at least twice.
Adebayo>> Thanks Becky. Uh it really was indeed a landmark transaction and um what was fascinating about it was you know 11 billion of capital was brought into the kingdom which is I think uh a third of the FDI that came in the kingdom but we actually got into trouble with the number of our investors because it was five times over subscribed. So I took calls from lots of our partners who were yelling at us to say well I wanted 500 million and you only gave me a hundred million. I wanted a billion dollars and you only gave me 200 million and you know there were institutions from Asia institutions from the US who had never done anything in the kingdom who you know finally found this as a good opportunity.
So I think it's it is a good sign of what the minister was talking about which is the the kingdom and the GCC as a whole has actually become a source of capital and so I think that's very exciting and the ability to marry public and private partnerships in a collaborative venture that serves the needs of Aramco which is raising capital to finance the construction of the juror field but also provide attractive returns for investors.
I thought was was was excellent and I think it is one of many many other things that are going to happen in the region.(23:35)
Becky>> Patrick and Jim both um keenly focused on the energy industries. So to both of you and let me start with with with you Patrick. I mean you've been deeply involved in public partner uh public private partnerships for years uh now with governments and and NOC's. Um can you speak to how these partnerships ski uh succeed at scale and how you move beyond sort of narrow national interests and create genuine shared value? Just heard about one model, one sort of strategic partnership. What are your thoughts?
Patrick>> You know it's uh in our business in energy in oil and gas fundamentally we are at the core of public and private partnership. You know the countries own the resources and we are trying to bring value to the resources. In the specific case of Saudi Arabia, the kingdom owns the upstream assets and we are there to bring more value on it and we have embarked into a very large in fact ventures like our friends of DA on our side which was first to build a giant uh refining capacities 101 billion uh between Aramco and total and total total by that time today. We are called total energy so we'll come back on it and secondly recently we have added a huge prochemical uh value park, another 11 plus 4 billion dollar of investment and again all that is possible because I think fundamentally we understand what are the national objective I would say of the kingdom you know and uh these projects are really fitting well with the idea to bring more value to the oil and gas resource but also to attract value chain uh and this is the whole idea of the value part to attract more investments in order to be able I know that his excellency I know him for a long has a dream that one day we can build cars in the kingdom, but to build cars we need to have all the value chain the chemicals to make ties and the ties to make and all these elements together, so I think this is really if we understand what is the objective then we can make the right investment I think my my main message today. You may speak about pragmat your political rule etc for me it's my instruction to all my teams in the world is we have to be more local.
You know, we have to understand deeply what are the requirements and to to to even deepen these local partnerships. This is what we have done in the kingdom. By the way, the energy transition is offering us as well another opportunity to uh bring value to the vision 2030 as yesterday we have announced a new investment in a solar plant.
I was very happy to listen to Steve Schman in the previous panel who said that people should invest in electricity and power. This is what I'm doing. So by the way, if you want to invest in a good company in the room, [laughter] buy the shares of Total Energy, it's all India's in Saudi Arabia and electricity as well.
So it's a perfect model for the future. Yes, we need to invest more. The energy transition will go for electricity and and the kingdom has this vision. And so for me this is really uh fitting within our strategy with what the country wants. And then I can tell you the support of the authorities is is very important and we have built these projects thanks to the support and I can only thank them uh his excellency, his excellency prince for all their support to this projects. (27:11)
Becky>> Thank you Jim. Um you're not here to vlog your shares but I mean if you want to that's absolutely fine. [laughter] No, but just pick up on on um on this idea. I mean the energy transition is going to take you know north of a trillion dollars the the investment needed in AI data center infrastructure is humongous. So how do these partnerships which are, you know this alignment is is critical at this stage how do they best work?
Jim>>You can't um you can't break our industry away from the energy industry because we use it as a feed stock. We we also use it to transform materials and so we're we're tightly linked and obviously being able to generate that amount of power and do it at a low cost and do it in a sustainable fashion.
And I think our industry for decades has been on a track of reducing its emissions and its environmental footprint, but also being able to bring the next generation of innovations out here and do it at scale. So the scale that we built here in the kingdom was unprecedented at the time. 20 billion in in one go for a worldleading petrochemical complex.
And this is one of the things that the data transition and the energy transition and the data um growth needs is how do we do this at scale? It it won't the utilities themselves won't be able to keep up with these needs. The reliability needs of the hyperscalers and the data providers are 247 uh uninterrupted power, base load power.
And that's exactly what we need as an industry. And so as an industry for years we built that capacity ourselves and most people don't realize that but we'reTAQA(?) is a 10 giwatt generator of of power and steam and we buy and sell 2 giwatt. So right now some interesting partnerships are developing. Uh we're working in the United States on a public private partnership with X Energy, our partner, to really bring small modular nuclear to the forefront.
Small modular nuclear that can provide a small footprint and a manageable capital size but also safe new technology new fuel technology that's safer it's reliable it's base load power we can do it at the same cost we believe as combined cycle gas with some form of CO2 abatement so if you can do that and bring that in in the short term natural gas will have to provide this power But in the long term, nuclear will be part of that mix.
And as somebody that's been in the industry for a long time, to see nuclear, which is the most logical highdensity footprint for energy together with natural gas, finally be back again on the radar screening is the most positive thing that we have in front of us. But it's also demanding. It requires partnerships and it requires companies that have engineering skill and knowledge and capability to build big projects to help get these first commercial scale units up so that we can replicate them. (30:28)
Becky>>Aliko um Dangodi is one of Africa's largest conglomerates um invested heavily over the years um in a number of big projects across sort of you know power infrastructure. when you listen to Jim um describing where his thinking is at, I just wonder, can you just give us a sort of sense of your experience in investing in Africa and what you need from governments? You've got you're coming at this perhaps from a point that says, you know, you Africa needs investment to combat poverty in the first in the first instance. So just what's your perspective?
Aliko>> Well, thank you very much. Uh I want to thank the organizers of this event you know for inviting me and also thank his excellency uh you know uh Khaled because we met uh in Sagal, and he said that make sure you come so and that's why I'm here. Well thank you very much. Well you know in Africa really what we uh are doing you know we have a lot of uh raw materials of which we need to be converting our raw materials to finish goods and I think is one of the reasons why we are leading in the industrialization of you know uh Africa. It's not really about making money. It's about industrializing our continent and make sure that yes we invite other people to come and invest because without us investing there's no way we can convince anybody to come to our continent to invest. So uh of recent years you're talking about partnership for example with governments uh when we decided to build the largest refinery in the world which is 650,000 barrels per day, uh the government also bought in some shares to encourage us and we know we're really very thankful to uh the president of Nigeria, PresidentBola Tinubu for making sure that yes he encourage us in fact uh apart from what we have right now Just last week we said that we want to make history. We want to build the largest refinery in the world you know which we have just announced to make it 1.4 billion 1.4 million barrels per day.
Uh the issues about investing in Africa not only Africa is to do with everywhere is to do with consistency in government policies. Uh what we have had before in Africa has actually been a major challenge where anytime when there's a change of government or change of minister in a certain ministry, the entire policies change and you know, it's like you playing uh football when you are about to score goal somebody will tell you that the goal for is behind your back so by the time that you turn you'll be late so I think right now we have major consistencies in terms of policies in some uh you know countries of recent areas where we thought we even go and invest. Uh Ethiopia of recent we just launched a 3 million uh 3 million uh tons of ura the first in East Africa you know and uh we're going to start the project beginning next year and we finish within the uh you know 3 years but what did the government uh you know did what they said okay to encourage you we'll buy 40% of the company they invested 40% and they guaranteed take off of the entire 3 million tons of urea. I mean that's really what you call partnership. So we have this partnership which is costing us about 2 and a half billion uh you know dollars, and we are looking for more African uh countries to partner with uh you know to go through this trajectory because we need to really create jobs. I mean I heard of uh some of the Middle Eastern uh I mean GCC countries the population where they say 65% is below 35 years of age, in our part of the world is actually 75%.
Becky>> Wow.
Aliko>> Yeah. 75% is actually below the age of 35.
Becky>>Yeah.
Aliko>>So that's the kind of situation we have.
Becky>>Rania, your minister of planning, economic development and international cooperation um for Egypt and you just listened to what um Alica has said here and and and and some of the um thoughts from our board here.
Um I just wonder whether you can firstly give us your sense of you know where you see this sort of you know loosely termed alliance economy as sort of you know going at this point but very specifically I want you to speak to the role of government as an enabler. the importance of setting clear rules and policies and ensuring transparency and predictability.
I mean Egypt has made significant progress in establishing and promoting public private partnerships across various sectors including infrastructure projects and healthcare and the energy sector. But these are not without their challenges are they?
Rania >> Well uh first uh thank you very much for the invitation Minister Felic and uh congratulations for the ninth FII.
I think I only missed one during the whole years. uh a few things when we saw the outcomes of the FII compass uh I think two things are very striking. Number one, cost of living for people and number two jobs. Uh the only way that any country will be able to uh move ahead on these is through alignments and alignments here uh are very important uh in the sense that they create the resilience that countries need in order to face shocks.
Today we have shocks related to supply chains, climate, energy. So uh governments can't do it alone. Uh the private sector needs to uh uh see that risks are manageable and that is only possible if we have uh aligned incentives from both sides. Uh so alignment is extremely important. It's not just the words.
Under it comes uh many pillars of action. Uh some of those uh definitely include clarity with respect to rules. uh commitment when it comes to uh what is it that uh we want the private sector to invest in, and as uh was mentioned uh to alleviate uh uh the uh problems and the bottlenecks uh that come along. Uh the other issue which is important is the clarity with respect to policies and uh when we say alignments I just want to give uh when we're talking about regional cooperation uh and with Saudi Arabia for instance we have connectivity on electricity. Uh, there is a uh consortium uh related to governance so this is an example uh of alignment uh in the case of uh Egypt uh growth jobs and resilience uh are key to us we've put together uh an economic narrative for develop velment uh and it includes all the reforms related to that.
You mentioned uh uh infrastructure without uh infrastructure that was invested in over the past years be it logistics, ports, uh the grid etc. we would not be able today to have uh very big companies in the renewable energy working in Egypt, aqua power just to give an example uh and many uh and many others. You mentioned transparency and trust. transparency and trust.
Uh uh we need to uh create uh you know a a balance between being rigid with regulations. Regulations are important because they provide uh certainty but when they're too uh rigid it does not allow for the innovation to take place. So we need to have that balance uh where we take a look at uh uh being uh uh you know creating that relationship uh between uh flexibility when it comes to trying to uh be more clear with the data requirements the frameworks.
Uh so all of these uh are uh require operational flexibility and uh just to uh uh also sum up with everyone uh the uh idea of institutions doesn't need to be personalized. You want to have a five-year plan regardless of which government comes in. This is the plan that is uh accepted in parliament and therefore there is a monitoring mechanism that takes place so that you're not just uh left as a private sector with the uncertainty related to whether it's policy or projects which you can be involved in.
Becky>> I didn't mean to go around this table in a sort of uh um sort of geographic sort of way but I think I have uh managed to do that. So let me uh uh move into a a slightly different you know the the zone that we haven't uh explored yet and get the thoughts of the honorable Paul Chan um um the uh financial secretary for the government of uh the Hong Kong special admin administrative region of the people's republic of China.
You you've advocated several strategies for Hong Kong to maintain its competitive in competitiveness in the in the global markets. Um I just want to firstly uh could you just share your thoughts on the um trip that Donald Trump has uh this week um to Asia? Um I wonder if you can just give us a perspective uh from your point of view on um the relationship between the US and China in the first instance but secondly in keeping perhaps more uh to the focus of this panel um just your sense of the risks um and rewards the needs to ensure when we look at these public uh private uh alignments the need to ensure that there are sort of shared values and and and opportunities at the back end of these projects. (40:10)
Paul >> Yeah, thank you Becky. Thank you for the invitation. It's an honor to be with this distinguished panel on the US China relationship. I think uh the the talk has been going on uh from the Chinese side obviously uh taking a very pragmatic attitude to find solutions to find common grounds and uh despite there are certain competition in certain areas, but on the other hand there are areas that we can work together say for example climate change uh say, for example uh how to use our respective economic strength to help the global south to prosper uh how to uh stimulate the AI development to the benefit of mankind.
So I think there are a lot of common grounds that we can work together. Coming back to uh PPP, public private partnership. Our experience is that we we must take a there's no freaking uh one formula fits it all. No, we must be flexible and we must be conscious of the fact that we need to come out with something which are win-win situation also good for the business.
So say [clears throat] for in say for example for infrastructure development for the course harbor tunnel, we we use b you build you operate after a number of years you give it back to the government, and within this period they earn a reasonable return and even a decent return that is one model but railway development say for example capital investment very heavy at the upf fun and it is very difficult to make money from the ray operations because this is public transport.
So how to make this, uh with incentive to the private sector. We adopt a model is of railway plus property. So you build the railway we do the calculation and projections on the open book basis as to the projected passengers projected uh revenue and the shortfall in terms of return on investment. Then along the railway we are happy to give them property development rights at the different stations there so that they can use the development profit to cos subsidize the railway operation that is another model.
Uh lately in Hong Kong we are embarking upon a very massive project called the northern metropolis which is about one-third of Hong Kong size and the vision of this northern metropolis is not just for for housing accommodation, but as a hub for our innovation and technology sector, because we believe in the coming decade this would be the the the basis of competition, and this will also enable us to diversify our economic structure to offer more quality jobs for our people.
So in doing that we take a multi- branch approach uh attracting strategic enterprises doing co-investment with them uh more flexible in terms of land grant and we have a company owned by the government which the function of which is patient capital we call it Hong Kong Investment Company. So if you come you bring along your technologies you create your employment uh meaning that it is not simply a financial investment but with social impact we are happy to come in as co-investor we also use this company to work with uh fund management companies to set up different funds strategic development funds, uh innovation and technology, funds so that we use this company as a a lever to leverage private capital to the sector that we want to develop.
Bekcy>> Thank you. Masahiro Kihara, your president and group CEO of Mitsuro Financial Group.
Um a key player in the global infrastructure financing landscape as you listen uh to um the points that have been raised around this table today and the discussion that we're having. What's your perspective?
Masahiro>> Well, thank you very much for having me and your excellency. Thank you for having all of us here. Uh I would say that as a bank it is important for us to figure out what is the strengths that each of our clients has and we have clients all over the globe.
So what what are the their strengths and make sure that that strength is leveraged from a public private perspective. Now Japan is also trying to drive this public private uh uh uh thing uh, and, and we we have figured out what are the strengths that Japan has that we can have competitive edge so that you know we can be a little bit self-sufficient. Having said that I think a country cannot be self sufficient for every aspect right and you have to collaborate with nations and and the for us I think it is important to connect the strengths the Japanese strengths to other nation strengths, Saudi Arabia strengths so that you can get innovation, you can get sustainable growth around the globe and I think that's very imperative for us as a global financial institution. I'll stop here.
Becky>> Thank you. You did me a favor. We've got 10 minutes left and we've still got to take first comments from two of you.
Dilhan, your perspective.
Dilhan>> Well, you know, I come from a part of the world where public private partnerships have been there for a long time. a second >> because um it's been needed for economic development of countries. So I would say that the first thing you have to do if you want to have effective public private partnerships and by the way it's going to be more relevant uh in this new world because of the need for governments to manage their fiscal balances given what's been happening in the last uh last few months as they think about social programs and yet think about infrastructure needs to invite private capital to come in side by side with them to deliver the infrastructure that's required to uplift communities and get economic development up and going at a at a decent growth rate. And I think that the first thing governments have to do is to figure out the policy framework that makes it conducive for capital to come in side by side domestic and foreign.
And that means that you have to have a very clear governance framework together with that because ultimately it's a question of bankability. And that's important because the ultimate ability to get capital in foreign capital which is equity capital and therefore risk based capital is to effectively reduce the cost of capital on a project.
And that means riskbased approach to to reduce the cost of capital. And then you will see capital coming in and on a more regular basis. And so the the idea of incentives is one thing but the idea of what is the output and the use of output is another. You know now in this uh environment today the traditional markets are being upended you know because we don't know how it's all going to settle down because the globalization that we've gotten used to >> has moved aside and we have to relook at a new globalization. Nobody knows how that's going to look like. Uh is it multilateralism, plurilateralism, coalition or willing? It depends on which issue and and what you want to look at. Doesn't matter. There's opportunity everywhere in that environment. I think every company, every government, every investor has to be aworked organization because you can't get anything done without partnerships today, and cross border is a very important element of that, and therefore I really do think um that many parties are going to be involved in this especially if you think about energy energy security energy affordability and I do agree natural gas and nuclear has be part of that uh of that discussion and not just hydro or or solar or wind or offshore wind or whatever it may be. Um I I actually think that the whole um issue of of this uh of of this opportunity is that infrastructure is going to be needed.
You're going to be able to create uh industries around it and you're going to be able to able to create jobs and that's very important for countries. If countries can focus on that, bring in multilateral development agencies to help them in the policy framework. Make sure you have clear government framework to encourage domestic and foreign capital. I think you've got a winning proposition.
Becky>>So, as we get to the uh sort of closing few minutes of uh this panel, we've been discussing how public private power brokers sort of forge effective trustbased partnerships that can bridge competing interests and and genuinely create pathways to sort of, you know, uh lasting global prosperity.
Lei Zhang, let me just bring you in. Uh you're founder and chairman of Hill House Investment. Can you just explain your experience uh in joint ventures with public or or semi-public uh institutions?
Lei Zhang>> Uh absolutely. Uh my answer to that is very simple which is follow the entrepreneurs and follow the business builders and they figure this out and uh the environment they operate in.
Look at last few years has been nothing but short of uh you know impressive volatility if you will with technology change disruption geopolitical entrepreneurs they adapt they are resilient somehow they can actually turn around make the technology that's supposedly to disruptive to be enabling technology I give you some examples one of our company we invested is a shoe reader shoe retailer you know like footwear supposedly to be the dinosaur of the businesses somehow they figure out to quicken the supply chain now you can see a pair of shoes within AI design you can get it within one week even that shoe didn't exist before that uh quicken that supply chain reduce that inventory days stay close to consumers this is where technology can actually help closing the gap between the companies left behind and the uh the advanced technologist.
Uh so I think if we could uh you know follow the technology follow the entrepreneurs, they could be the technology disruptors they could be the company who leverage technology to make things better. So uh if you ask me there's only one investment strategy I could do. It's very simple that if we could invest a index what called human ingenuity index that we should go all in for that human ingenuity index.
Becky>> Sally loves a new index. There you go. There's a suggestion of one. We've been uh we've been discussing uh with some of the world's most effective power breakers uh how to keep this sort of fragmented world from fragmenting further. I'm sorry that we haven't had an opportunity to uh get around the room more than once uh around the table more than once, but very much appreciate everybody's thoughts and I just thought with the last couple of minutes I'm just going to uh excellency uh give you an opportunity to provide some closing remarks if you will, given what you've just heard.
Khaled>>Well, I think uh we've heard a lot of nuggets and uh really the pillars of what partnerships and what investment today needs to be and I would have to say just we in Saudi Arabia realize strongly that public private public stands the government stands for the public.
So we realize that for business people they have choices. Even Saudis have choices to invest abroad. But certainly international investors have choices, and the world is seeking capital and providing the kind of risk return tradeoff that everybody will go for, and we try to reduce the risk to the maximum extent possible.
So risks that the government can neutralize or own we own it. Risks that are related to the market, execution, technology. Obviously, the investors own it. We're committed to reducing barriers to doing business for Saudi, international, regional investors. So, ease of doing business is keeps us awake at night. And we have skin in the game.
Not just money, but execution. I think as I mentioned in my first question, if you want a country that can co-execute, co-plan, co-develop, co-innovate with you and I'm sure some of you have invested with partners here in the kingdom. In fact, when I talked about the tremendous numbers we have deployed in investment to get to where we are today, a lot of those investments are globally leading in terms of quality, in terms of competitiveness, and they have been driven many times 100% executed by some of the greatest companies in the world who are Saudi. But we're happy to partner. I think the key of the three Ps is partnership. And I've heard it from each of our colleagues. We do it here in Kingdom. When we do invest abroad, it is the key. And trust is something that you know there are a lot of things that come from your pockets.
There are things come from your brain and from the technologies and there are things that come from here. And if you've dealt with people like we have because we've been in business as a kingdom for close to a hundred years, we know who are the partners we can trust where we don't have to spend a lot of time looking at the fine print of contracts.
And I know I have some lawyers on the table that I will not say but we want to reduce the business of the lawyers [laughter] and increase the entrepreneurs and the technologists and the innovators who can co-create that future.
Becky>> And to uh that point and and your and your sort of underscoring you know who your reliable partners are.
Um I want to just ask you in the last 60 seconds you will be in the states, uh three weeks or so from now what are your expectations um for his harnesses the the crown prince's trip to Washington. I know that there were many agreements to agree made in May, um what are the activations look like across which spaces which sectors and what might this audience um uh anticipate
Khaled>>Well, I mean when we talked about what are the strengths for the kingdom to invest with and to invest in, I think one of our strengths is we are connected globally, geopolitically, economically, socially, people to people and we have as I look around the table from China, Japan, Singapore uh to Africa where we have deep deep rooted relationships and Aliko mentioned we we were together not long ago a couple of weeks ago in Synagal, but since then I've also been to uh to Japan and I've been to Korea and I've been to uh to Central Asia and Usbakistan a country we love and Tajakistan uh I'm frequently in Egypt, uh and of course the United States is our longest lasting uh partner and by the way I spent a long week including time with the honorable Paul Chan in Hong Kong six, seven weeks ago.
Our relationship as a country, forget about my travel schedule, are deeply rooted. We have a strategic partnership with China, but you you'll go back to the 20s and 30s to find the roots of our relationship with the US. The U the US is the biggest investor in the kingdom. Our currency is pegged to the dollar. Our income is mostly earned in dollars. Our global investments are concentrated by virtue of our own interests in the US. We had President Trump is a great friend of the kingdom, the crown prince. I think that's been uh documented uh and proven.
And he chose twice when he became president to make Saudi Arabia his first. This is highly valued, but it's also, we believe, in the interest of the United States to have in the Middle East uh a stable partner an enlightened partner uh in the person of his royal highness uh his majesty the king, but also uh in in a government that is steadfast on what are its values and what are its principles and that the United States can partner with an economy, uh in trade and investment in stability in the region but also in the hundreds of thousands over time of Americans who came here and work and this has been their home, thousands of companies who invest in Saudi Arabia at scale and we heard from about GIP, we heard about TAQA, we we we have thousands of them, many of them.
Just this week, just this week, we we celebrated JP Morgan being here 90 years.
Becky>> Mhm.
Khaled>> Regional headquarters and they have choices. uh City uh two days ago with Jane Fraser. We also marked uh 70 years of [clears throat] City being here on the ground in Saudi Arabia and choosing Saudi Arabia to be their regional uh headquarter. Uh so the trip when it happens will be simply continuing on building on that bedrock of relationship based on partnership and trust, common interest, common values which is not exclusive to our relationship with the US but certainly the US is the longest lasting and the strongest.
Becky>> You're the most consumate diplomat I know. Thank you very much indeed for joining us. Thank you all very much indeed for being with us today.
Well, Kia ora and good afternoon everyone. Uh, it's great to see you all and it's wonderful to be here and have the opportunity to speak with you all today. Uh, can I just acknowledge Simon and all of the Oakland Chamber and for hosting us here today uh in partnership with Kiwi Bank.
Uh Simon, your advocacy on behalf of business here in in Oakland uh has absolutely been relentless. Uh you keep making the case and beating the drum uh for more productivity and more prosperity and I think the country is much better served by all your efforts. So thank you mate for what you do. Uh can I just also acknowledge National Party President Sylvia Wood who's here alongside our national ministers and national MPs that are here today.
Uh particularly Nicola Willis, uh Chris Bishop, Simeon Brown, Paul Goldsmith, uh Louise Upston, Judith Collins, Shane Reetti, Mark Mitchell, Simon uh Watts, and also Chris Pink. And can I acknowledge the Oakland based MPs that are here, Dan Bido, Paulo Garcia, Cameron Brewer, Carlos Chong, Melissa Lee, Greg Fleming, and Nancy Lou.
But to all of you, can I say welcome to 2026? It’s going to be a great year.
The economy is growing, the kids are almost back to school and, after a great summer break, just like Kiwis up and down the country, National is knuckling down and getting back to work.
I have one simple message for you today.
National is fixing the basics and building the future.
Today, I firstly want to speak about the progress we’ve made for New Zealanders so far.
Then I’ll spend a little bit of time speaking about the global backdrop, and National’s priorities heading into this year’s election, as we present our plan to build the future.
It’s been a challenging period for Kiwis and the New Zealand business community over the last five years.
Yes, we’ve made a lot of progress.
Inflation has fallen from over 7 per cent to just 3 per cent.
Interest rates have dropped considerably, with families re-fixing from mortgage rates starting with a 7, to those starting with a 4 or a 5.
Business confidence and consumer confidence has risen significantly, now translating into greater levels of investment and retail activity.
I know many of you will be frustrated that this recovery, now starting to blossom nationwide, has taken so long to get traction.
For many months it felt like the improving economic conditions at farm gates and on the main streets of Christchurch and Queenstown would never filter through to Queen Street, Newmarket and Lambton Quay.
And in the middle of last year, when emerging green shoots were rapidly cut down by tariff shocks and global uncertainty, it felt like we were back at square one.
That period was difficult, especially here in Auckland. But I remain of the view that we got the balance right.
There were calls at the time for a big fiscal stimulus and to open the immigration gates and pump up house prices.
As I spoke about last year, we can’t risk repeating the sugar-rush economics of the past.
Rapidly rising house prices and more borrowing might have felt good in the moment, but in the long-run those actions ultimately just make us poorer as a society.
I understand that’s been challenging in the near term, but it is encouraging a critical shift in the New Zealand economy, away from speculation and towards productive economic activity, supporting higher incomes and more jobs.
It was positive to see that in the latest GDP data published in December, it was manufacturing, exports and business investment underpinning the bounce back.
It’s been two years of hard work – in government, from businesses large and small, and from every New Zealander.
But I feel more confident than ever that the recovery has now arrived and Kiwis can look forward to a year which is brighter than the last few.
Just last week, NZIER’s latest survey showed business confidence at its highest level since 2014.
Business NZ’s PMI indicator released on Friday shows growth in manufacturing is stronger than at any time since December 2021 and higher many of our global peers.
And while last year there were pockets of optimism in the South Island and in the rural economy, conditions now seem to be improving nationwide.
According to Westpac, Auckland is now the strongest region for consumer confidence.
And in the construction industry, which has struggled through a period of high interest rates and financial pressure, a recovery also appears to be underway.
Building consents are rising, up around 20 per cent in the last six months. And according to Seek, job advertisements in construction have risen by around 30 per cent in the last year.
In short, there’s real cause for optimism. My focus now is translating that optimism into real results for New Zealanders in 2026: with more jobs, higher incomes, and the best possible shot at a better life.
Sensible spending and tight fiscal management is a critical part of our economic agenda.
At the half-year update in December, the Government confirmed a path back to surplus in 2028/29, supported by tight budgets in the coming years.
However, tight budgets have become standard practice for this government.
In just the last two years, our Minister of Finance, Nicola Willis, has delivered savings of around $11 billion per annum, equivalent to around $5,000 for every single household in the country.
I know generating those savings hasn’t been easy, but they have provided the necessary headroom to deliver tax relief, invest in the frontline services Kiwis rely on and maintain a path back to surplus over the forecast period.
New Zealand simply has to get its finances in order if it is to achieve a long-term improvement in its economic prospects.
That’s why there will be more savings in this year’s Budget and no room for extravagant election promises.
Let’s be straight up with each other.
Any party that wants to ramp up spending is being economically irresponsible.
Because the only way to spend more money is to borrow it or to raise taxes.
Borrowing more would lift our debt to dangerous levels, while raising taxes would snuff out the recovery and send Kiwis overseas.
So, National is going to campaign on being responsible managers of the economy, who make the right decisions to fix the basics and build our future.
We’ve had to also fix the basics on education too.
Like many of you in this room, I had an outstanding state education here in New Zealand that enabled me to work all over the world.
As Prime Minister, I am determined to give that same shot in life to every child growing up in New Zealand today.
But, when we entered office,
§ more than half of our kids were not attending school regularly,
§ 80 per cent of 13-year-olds were not where they should have been in Maths,
§ and half of them were not where they needed to be in Reading.
Now, in just two short years, we’ve achieved a huge amount.
Yes, we’ve banned mobile phones and mandated an hour a day of reading, writing and maths.
But thanks to Erica Stanford, we have also delivered a new structured approach to teaching literacy and numeracy and introduced whole new curriculums for Maths and English in primary schools.
Already, the number of new entrants achieving where they should be in phonics has gone from a dismal 36 per cent to 58 per cent. The number of students exceeding expectations has doubled.
There’s more to do, but no doubt about it we are fixing the basics in education.
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And take law and order.
Alongside the economy, the extent of lawlessness throughout New Zealand was the issue Kiwis were most frustrated by at the last election.
Between 2017 and 2023, violent crime rose 30 per cent, gang membership increased by 50 per cent, retail crime doubled and ram raids quadrupled.
Many of the business owners in this room will have had their own stores robbed, or dairies and liquor stores in their communities ram raided or robbed at knife point.
So, thanks to the efforts of Mark Mitchell and Paul Goldsmith, we embarked on a programme of major reform to keep Kiwis safe at home, at work and in the community.
We have cracked down on gangs and banned their patches in public.
We have delivered tougher sentencing laws, so offenders do real time.
We have given more powers to Police, and put more of them out on the beat.
There’s more to do, especially in the Auckland CBD, where the Government and Auckland Council have agreed to focus more attention.
But the overall results have been exceptional – 38,000 fewer victims of violent crime, youth offending down by 16 per cent and ram raids down by 85 per cent.
When it comes to violent and retail crime, we’re fixing the basics.
In short, we are in a stronger position as a country than we were just two short years ago.
But as positive as those results have been, just fixing the basics isn’t enough.
Yes, because we have an obligation to leave a lasting legacy of prosperity and opportunity for our children and our grandchildren. But also, because, in a more volatile and unstable world, we can’t afford to be complacent.
For 70 years now, smaller countries like New Zealand have been able to manage our relationships with other countries according to established rules.
At the same time, the rising tide of free and open trade has encouraged greater economic integration, dynamic new middle-classes in the Indo-Pacific and a wealth of new opportunities for New Zealand’s export industries.
Today, our global rules-based system is rupturing.
I’ve spoken previously about the three big shifts that make for challenging times ahead for our world.
First, we are seeing rules giving way to power.
Previously, we could count on countries respecting the UN Charter, the Law of the Sea and the rules of global trade.
But in an age of sharper competition, we’re seeing a pattern of countries respecting international law only when it suits them and ignoring the rules when it does not.
Second, we are witnessing a shift from economics to security.
National security demands are expanding. Governments need to protect their people and assets against economic coercion, foreign interference, cyberattacks and terrorism.
In the Indo-Pacific, there’s a rising risk of a dangerous miscalculation.
The bottom line is, a country can’t have prosperity without security, not least when the tools of commerce themselves require protection.
And third, efficiency is giving way to resilience.
Our future prosperity can no longer be treated as an inevitable by-product of global rules and institutions.
Trading arrangements are becoming less certain and less efficient, as businesses adapt to a world where tariffs and protectionism, once out of fashion, have made a raging comeback.
Against that shifting international backdrop, our Government has acted carefully and decisively.
It’s why, in concert with our friends and partners, we are using what agency we have to champion our values and interests on the world stage – supporting Ukraine to resist Russia’s illegal invasion and bringing the EU and CPTPP together to reinforce the rules of global trade.
It’s also why the Government has agreed to significantly lift defence expenditure in the coming years.
Despite decades of under-investment, the men and women of the New Zealand Defence Force do an outstanding job, keeping Kiwis safe and promoting peace and security in our region.
But in a more dangerous world, it would be reckless to continue that trend and keep banking the dividends of peace.
Lifting defence expenditure means New Zealand can keep doing our part contributing to regional security, humanitarian assistance and disaster relief efforts.
And in a more competitive and cut-throat world, it also supports New Zealand to develop our own defence industry here at home.
Finally, we are capitalising on the geopolitical moment by acting decisively to deepen our portfolio of relationships, particularly in the Indo-Pacific.
In just the last two years, we’ve upgraded our partnerships with Singapore, Viet Nam, Korea, all the ASEAN countries and a range of other Asian friends.
We have maximised the opportunities from the EU and UK FTAs, while also concluding new deals with the UAE and GCC.
And, just before Christmas, we finalised a new feature to our relationship with India, with its 1.4 billion people and rapidly growing economy.
When many said it was impossible, we got on with the job of concluding a landmark Free Trade Agreement with India in less than a year.
That agreement eliminates and reduces tariffs on 95 per cent of New Zealand’s exports, with almost 57 per cent duty-free on day one of the agreement coming into force – making our businesses more competitive, creating jobs, and lifting incomes.
We might live in volatile times, but this Government is nonetheless working at pace to position and secure New Zealand’s interests offshore.
We’re out hustling and talking to different partners, forging deeper defence and economic partnerships.
But New Zealand isn’t alone.
Every country is facing the same challenges.
And New Zealand, relative to other countries, is well positioned.
Virtually everybody wants to do more with New Zealand.
We have what the world wants, we’re a reliable partner, we have the values to which most of the world aspire and we’re an increasingly confident nation with ambition.
That’s ultimately good for our economy and our country’s future.
But a more volatile and uncertain world underscores the importance of controlling what we can.
The more we are building our economy at home and developing and diversifying those relationships abroad, the stronger New Zealand gets.
We can control the energy and ambition we bring to building a future for every single New Zealander here at home.
We can control the posture and confidence we bring to asserting our interests offshore, making the case for our values and our future.
More than ever, now is the moment for decisive action.
Whether you’re driving trucks, making coffee, herding cattle or getting ready to take on the world, I want to unleash the extraordinary potential of this country so you can get ahead.
Higher incomes, more jobs and a better shot at the Kiwi dream.
Ultimately, that’s why I came to politics.
To leave a legacy of prosperity, ambition, hope and opportunity for our children and our grandchildren.
So, kids growing up in Christchurch, like me, can see a real future for themselves here at home – raising a family, building a career, or starting a business.
For two years, National has been fixing the basics.
Now heading into the election this year, National will campaign on a bold plan to build the future and leave a legacy of prosperity and opportunity for future generations.
That will include three big changes already partly underway: KiwiSaver reform, NCEA reform, and RMA reform.
Each represent a generational challenge facing the country and each have been put off for far too long by governments unable or unwilling to confront them.
But the country is impatient of waiting for a future, that without serious reform, may never arrive.
National has a vision – of a more prosperous, confident future, with more opportunity for every single New Zealander.
And we intend to make that vision a reality.
First, KiwiSaver.
If we’re serious about building the future, we need to increase our level of ambition for retirement savings.
You might have seen last year, National launched its first election policy – to gradually increase employer and employee contributions over time, rising to 6 per cent each by 2032, and a combined contribution of 12 per cent, matching Australia.
It’s a policy driven by several objectives.
First, to support New Zealanders’ financial security, against a backdrop of an aging society and an inevitable lift in the retirement age.
Second, to establish a spine of national capital, sheltered from the winds of financial and political change offshore, and available to invest in the businesses and infrastructure here at home that we will need to become richer as a society.
And third, to improve the returns from work and make New Zealand a more attractive place to build a career and raise a family, by closing the gap with Australia on superannuation contributions.
We have announced these changes early, so employers and employees have plenty of time to prepare, but over time we expect they will lead to much larger retirement balances.
For a 21-year-old earning $65,000, and making default contributions in line with the changes already delivered at this year’s Budget, they could expect to retire with around $1 million in their KiwiSaver account by the time they turn 65.
Following National’s proposed changes, that same individual could expect their KiwiSaver balance to be around $400,000 larger – or around $1.4 million in total – assuming they increase their contributions to the planned higher default rates over time.
That’s a big change, it’s critical to our plan to build the future, and it will only happen with a National Government after this year’s election.
Second, is the proposed end of NCEA.
Education is a critical part of our plan to achieve a step-change in the New Zealand economy, enabling investment in digitalisation, technology and, ultimately, higher paying jobs that improve our collective quality of life.
And as I spoke about earlier, our Government’s education reform programme is already well underway in primary and intermediate schools.
When those students reach secondary school, the national qualification they ultimately receive should reflect the same high standards and ambition we expect throughout their earlier years of education.
In August last year, Erica Stanford and I announced our plans to do exactly that and replace NCEA.
The truth is that while NCEA was designed to be flexible, for many students that flexibility has encouraged a focus on just getting the qualification, coming at the cost of developing the critical skills and knowledge they need for future study, training or employment.
Consultation is now underway on the new qualification – which will come with clearer grades out of 100, stronger vocational pathways, and high standards for literacy and numeracy.
While Erica is working around the clock to make these changes a reality, they won’t be bedded in for some time.
The first cohort to sit the new qualifications are only starting high school in the coming weeks.
These are big changes that are critical to our plan to build the future.
If you want education reform that gives your children the very best possible shot in life, then you need a National Government.
Third, resource management reform.
In two years, Chris Bishop has delivered more reform to the resource management environment than any other Minister has achieved in decades.
A suite of changes to national direction, enabling greater development of housing, renewable energy, aquaculture and mining.
Fast Track legislation, now consenting major projects, like the gold mine at Waihi, or the port expansion here in Auckland, in a matter of months rather than years.
And two new bills, designed to unshackle growth and development in this country, by replacing the Resource Management Act in its entirety.
Those bills are expected to pass later this year following a robust Select Committee process.
And once they do, we’re expecting immediate results with around half of all resource consents no longer required, promoting growth and development from day one.
But passing the legislation is just the start.
Over time, more and more of the regime will be managed through national standards, setting out guardrails for the development of everything from agriculture to mining to apartment buildings.
I’ll be blunt.
I want – and you should want – National Ministers writing those rules, so we have a resource management regime which allows New Zealanders to build the future.
And the only way to build that future is with a National Government.
In conclusion, National is on a mission to fix the basics and build the future and we have made tremendous progress so far.
An end to the era of wasteful spending – supporting lower inflation and lower interest rates.
More visible policing, and a tougher stance on law and order, driving down violent crime, retail crime, ram raids and youth offending.
Stronger achievement in our classrooms, whether you’re just starting school or needing an opportunity to catch up.
Now we’re building the future.
Growing the economy, to create more jobs and more opportunities for Kiwis, with rising exports, investment and productivity.
Spending your money carefully so we don’t burden our grandchildren with more debt.
Upgrading the roads, schools and hospitals you rely on, and delivering resource management reform that makes it easier for your businesses to get to construction sooner.
Supporting New Zealanders’ financial security for the long term, with greater levels of savings and investment.
More hope, more opportunity, more ambition, and ultimately greater prosperity – so that you, and your family, can get ahead.
母音変化による誤認を防ぐため、チャンク確定を遅らせる
→ 「fush and chups」型発音は文脈で補正。
抽象化を先行させて右枝処理を安定化
→ 「fixing the basics → building the future」などは因果で保持。
・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
（同時通訳例）
“Well, Kia ora and good afternoon everyone. It’s great to see you all…” → 皆さま、こんにちは。本日こうしてお会いできて光栄です。
“Can I just acknowledge Simon and the Auckland Chamber for hosting us today in partnership with Kiwi Bank.” → 主催のオークランド商工会議所とKiwi Bankの皆さまに感謝申し上げます。
“Simon, your advocacy on behalf of business has been relentless…” → サイモンさん、地域経済のための尽力に敬意を表します。
“Can I also acknowledge National Party President Sylvia Wood and our ministers and MPs here today…” → そして、全国党本部のシルビア・ウッド党首、閣僚、議員の皆さまにも感謝いたします。
“Particularly Nicola Willis, Chris Bishop, Simeon Brown, Paul Goldsmith…” → 特に主要閣僚・議員の皆さまを代表してご紹介します。
“And our Auckland‑based MPs Dan Bido, Paulo Garcia, Cameron Brewer…” → オークランド選出の議員の皆さまにも御礼申し上げます。
冒頭のパラグラフに対する通訳戦略（Coping技術）
意味ブロック
内容
通訳処理
① 挨拶
Kia ora and good afternoon everyone...
定型処理（前倒し）
② 主催者への謝辞
Simon and the Auckland Chamber...
要約保持（主語＋行為）
③ 名簿紹介
Sylvia Wood + National MPs + Auckland MPs
圧縮・抽象化処理
技術
内容
目的
圧縮保持
名前列は「代表して」「関係者各位」などでまとめる
負荷軽減
前倒し処理
“Can I acknowledge…” → 「〜に感謝します」
聴衆理解優先
抽象化
名簿を「党幹部」「地元議員」などに分類
意味保持
EVS調整
名前列ではEVSを短縮（約 1.5 秒）
音声処理安定化
視線転換
聴衆反応を確認しながら次チャンクへ
呼吸確保
名前が多い部分は「情報列」ではなく「社会的儀礼」
意味保持よりも 構造保持（誰に何を言っているか） が重要
通訳では「代表して」「関係者各位」「主要閣僚」などで圧縮
EVSは 1.5 〜 2.0 秒に短縮してテンポを維持
But to all of you, can I say welcome to 2026? It’s going to be a great year.
皆さん、2026年へようこそ。今年は素晴らしい一年になります。
The economy is growing, the kids are almost back to school and, after a great summer break, just like Kiwis up and down the country, National is knuckling down and getting back to work.
I have one simple message for you today. National is fixing the basics and building the future.
今日お伝えしたいのは一つです。政府は基礎を立て直し、未来を築いていきます。
Today, I firstly want to speak about the progress we’ve made for New Zealanders so far.
まず、これまで国民のために進めてきた成果についてお話しします。
Then I’ll spend a little bit of time speaking about the global backdrop, and National’s priorities heading into this year’s election, as we present our plan to build the future.
“Just last week, NZIER’s latest survey showed business confidence at its highest level since 2014.” → 先週の調査では、企業信頼感が2014年以来の高水準となりました。
“Business NZ’s PMI indicator shows growth in manufacturing stronger than any time since 2021.” → 製造業の成長も2021年以来で最も力強い状況です。
“Conditions now seem to be improving nationwide.” → 地方経済の改善が全国的に広がっています。
“Auckland is now the strongest region for consumer confidence.” → 消費者信頼感ではオークランドが最も高い水準です。
In construction… a recovery appears to be underway.” → 建設業でも回復の兆しが見られます。
“Building consents are rising up around 20 per cent… job ads up 30 per cent.” → 建設許可件数は半年で約20％増、求人も前年比30％増です
“In short, there’s real cause for optimism.” → 要するに、確かな回復への期待が生まれています。
“My focus now is translating that optimism into real results…” → 今後は、この楽観を実際の成果へとつなげていきます。
“Sensible spending and tight fiscal management is critical…” → 慎重な支出と厳格な財政管理が不可欠です。
The Government confirmed a path back to surplus in 2028/29…” → 政府は2028〜29年度に黒字化を達成する道筋を確認しました。
Nicola Willis has delivered savings of around $11 billion per annum…” → 財務相ニコラ・ウィリスは年間約110億ドルの歳出削減を実現しました。
“That’s around $5,000 for every household…” → これは1世帯あたり約5,000ドルの節約効果に相当します。
“There will be more savings in this year’s Budget and no room for extravagant promises.” → 今年の予算でもさらなる節約を進め、派手な選挙公約は行いません。
技術
内容
目的
圧縮保持
経済指標を「複数の調査で改善」とまとめる
負荷軽減
抽象化
数字は方向性で処理（上昇・改善）
意味保持
前倒し処理
“My focus now is…” → 「今後は〜に注力」
聴衆理解優先
右枝処理
“supported by tight budgets…” → 「〜に支えられ」
構造安定化
EVS調整
数字区間は 2.8 秒、抽象区間は 2.3 秒
音声処理最適化
“Let’s be straight up with each other.”
→ 率直に申し上げます。
“Any party that wants to ramp up spending is being economically irresponsible.”
→ 支出を増やそうとする政党は、経済的に無責任です。
“Because the only way to spend more money is to borrow it or to raise taxes.”
→ 支出を増やす方法は、借金か増税しかありません。
“Borrowing more would lift our debt to dangerous levels…”
→ 借金を増やせば危険な水準に達し、
“while raising taxes would snuff out the recovery…”
→ 増税すれば景気回復を止め、国民が海外に流出します。
“National will campaign on being responsible managers…”
→ 我々は責任ある経済運営を掲げ、基礎を直し未来を築きます。
“We’ve had to also fix the basics on education too.”
→ 教育の基礎も立て直す必要がありました。
“When we entered office…”
→ 就任時には、
“half of our kids were not attending school regularly…”
→ 半数の子どもが定期的に登校しておらず、
“80 per cent of 13‑year‑olds were behind in Maths…”
→ 13歳の8割が数学で基準に達していませんでした。
“Now, in just two short years, we’ve achieved a huge amount.”
→ しかし、この2年で大きな成果を上げました。
“We’ve banned mobile phones and mandated an hour a day of reading, writing and maths.”
→ 携帯電話を禁止し、毎日1時間の読書・作文・数学を義務化しました。
“Thanks to Erica Stanford, we have a new structured approach…”
→ エリカ・スタンフォード教育相の尽力で、体系的な指導法と新カリキュラムを導入しました。
“Phonics achievement has gone from 36 to 58 per cent…”
→ フォニックス達成率は36％から58％へ上昇し、期待を超える生徒も倍増しています。
“There’s more to do, but no doubt about it we are fixing the basics in education.”
→ まだ課題はありますが、教育の基礎を確実に立て直しています。
技術
内容
目的
抽象化保持
経済責任→教育改革の転換を「基礎を直す」で統一
構造安定化
前倒し処理
“Let’s be straight up…” → 「率直に申し上げます」
聴衆理解優先
数値圧縮
36→58％ → 「大幅改善」
負荷軽減
感情保持
“determined to give that same shot…” → 「同じ機会をすべての子どもに」
2026年のラクソン首相の State of the Nation は、 「基礎を直す2年 → 未来を築く段階へ」 という大きな転換を宣言した重要演説でした。
ニュージーランド State of the Nation 2026 資料
１. スピーチの位置づけ
2026年は 総選挙の年
クリストファー・ラクソン首相が、 「2年間の基盤整備（fixing the basics）」から「未来を築く（building the future）」へ移行する と宣言した重要演説
2. 経済：回復の兆しと課題
（1）政府の評価：回復は始まった
インフレは 7% → 3% に低下
金利も下がり始め、企業信頼感が改善
ラクソン首相：「回復は到来した（the recovery has arrived）」
（2）2025年の逆風
世界的な 関税ショック
国際不確実性で「芽生えた回復が刈り取られた」
3. 財政：緊縮と改革の継続
（1）11億NZドルの歳出削減
財務相ニコラ・ウィリスが 年間約110億NZドルの節約 を実現
これは「1世帯あたり約5,000ドルの節約効果」に相当
（2）選挙年でも「大盤振る舞いはしない」
「派手な選挙公約はしない」と明言
財政規律を最優先
「支出を増やす政党は無責任。増税か借金しかない」
4. 政策の方向性：基盤整備 → 未来構築
ラクソン首相は、 「基礎を直す2年」→「未来を築く次の段階」 と明確にフェーズ移行を宣言。
主な方向性：
① 経済基盤の強化
インフレ抑制
金利安定
企業投資の促進
② 財政再建
歳出削減の継続
2029–30年の黒字化を目指す（現状は赤字拡大）
③ 長期的な繁栄のための改革
「未来の世代に繁栄と機会を残す」
インフラ、教育、規制改革などの長期投資を強調
5. 国際情勢への警戒
「世界の不安定さの中で、ニュージーランドは油断できない」
地政学リスクと世界経済の変動に強い懸念
6. 選挙に向けたメッセージ
「我々は正しいバランスを取った」と強調
過去の「砂糖漬け経済（sugar-rush economics）」を批判
2026年選挙では「未来を築く大胆な計画」を掲げると宣言
7. 全体のトーン
慎重な楽観主義（cautious optimism）
財政規律の強調
改革継続の決意
選挙に向けた自信の表明
Luxon 2026 State of the Nation addressの司会者Speaker 1
Speaker １:..loving getting around and talking to people and seeing you all. Um, what a great occasion. But it is, ladies and gentlemen, the time uh and the moment you've been waiting for to hear from the leader of our country on the state of the nation in what is a really, as I said earlier, important year, an election, an economy getting stronger, uh, and of course a troubling world picture.
Our PM, he needs no uh, introduction. Prime Minister, you're of course um from this business community where you've led before and now uh it's our nation. You've led for a couple of years uh with a year ahead and the prospects of another three uh after that. Already in 2026, you've given our nation a great gift, a brilliant and eclectic Spotify list.
Um no pressure, but I think today is going to be even better. Ladies and gentlemen, the Prime Minister of New Zealand, the Right Honorable Christopher Luxer. [music] [applause]
「the time and the moment... to hear from the leader」
メインイベントの紹介
③ 背景説明
「important year, an election, an economy getting stronger...」
状況説明（政治・経済・国際）
④ 人物紹介
「Our PM, he needs no introduction...」
首相紹介（経歴・実績）
⑤ 結び
「Ladies and gentlemen, the Prime Minister of New Zealand...」
呼び込み・締め
抽象化（3行構造）
主張： ニュージーランドの首相が国家の現状について語る重要な場面である。
根拠： 選挙年、経済回復、国際情勢の不安定さが背景にある。
判断： 国のリーダーとしての展望と責任を示すスピーチが期待される。
Coping Simultaneous Interpretation（同時通訳例）
“loving getting around and talking to people and seeing you all.” → 皆さんとお会いし、お話しできることを本当に楽しみにしていました。
“what a great occasion.” → 素晴らしい機会ですね。
“the time and the moment you've been waiting for to hear from the leader of our country...” → さて、いよいよ皆さんが待ち望んでいた、我が国のリーダーによる演説の時間です。
“in what is a really important year — an election, an economy getting stronger, and a troubling world picture.” → 選挙の年、経済が力強さを取り戻す年、そして不安定な国際情勢の中で、非常に重要な年です。
“Our PM, he needs no introduction...” → 我々の首相については、改めて紹介するまでもありません。
“Prime Minister, you're of course from this business community...” → 首相はもともとこのビジネス界の出身であり、今は国家を率いておられます。
“Already in 2026, you've given our nation a great gift — a brilliant and eclectic Spotify list.” → すでに2026年には、素晴らしく多彩なSpotifyリストという贈り物を国民に届けてくださいました。
“Ladies and gentlemen, the Prime Minister of New Zealand, the Right Honorable Christopher Luxon.” → それでは皆さま、ニュージーランド首相、クリストファー・ラクソン閣下をお迎えください。
項目
内容
速度
約163 WPM → 同時通訳訓練レベル1〜2に最適
構造
5ブロック構成（導入→主旨→背景→人物→結び）
Coping技術
意味チャンク保持＋前倒し処理（例：「the time and the moment...」→「いよいよ…」）
🔹英語構造化（CEJ） Claim：Japan’s domestic economy is showing steady recovery. Evidence：Strong domestic demand and consumption contrast with weak overseas conditions. Judgment：Exports remain constrained by global slowdown.
おまけ：🔹英語構造化（CEJ） Claim：Japan’s domestic economy is showing steady recovery. Evidence：Strong domestic demand and consumption contrast with weak overseas conditions. Judgment：Exports remain constrained by global slowdown.
おまけ：🔹英語構造化（CEJ） Claim：Japan’s domestic economy is showing steady recovery. Evidence：Strong domestic demand and consumption contrast with weak overseas conditions. Judgment：Exports remain constrained by global slowdown.
🔹英語構造化（CEJ＋前倒し） Claim：Japan’s economy is recovering, supported by corporate earnings and wage growth. Evidence：External risks such as global slowdown and geopolitical tensions are weighing on exports. Judgment：The central bank remains cautious, maintaining its current policy while monitoring data closely.
“Our communities face many challenges, especially the youth…”
“But we also see opportunities…”
“Therefore, we must work together…”
通訳者が困るポイント
結論が遅い
例示が多く、抽象語が後ろに来る
価値語彙が多く、論理がぼやける
処理アルゴリズム
例示を捨てて抽象化
“challenge → opportunity → cooperation” を一本化
結論を前に置く
価値語彙を1つのカテゴリに統合（例：community resilience）
例文とCoping 訳例
① Community & Opportunity
In many of our communities, especially in rural areas, people face significant challenges related to access, employment, and basic services. But at the same time, we see opportunities emerging through youth innovation and local initiatives that bring people together. This is why we believe cooperation is essential for long‑term progress.
Our young people carry the hope of our future, yet they continue to struggle with limited opportunities and social barriers. Still, their resilience shows us that meaningful change is possible when we invest in education and community support. Therefore, we must strengthen programs that empower them.
Across the region, social cohesion has been tested by economic pressures and the impact of environmental challenges. However, communities have shown remarkable unity through local leadership and shared responsibility. This unity is the foundation for sustainable development.
Our resilience is shaped not only by resources but by the partnerships we build with neighboring countries and local actors. These partnerships help us address long‑standing vulnerabilities and create new pathways for inclusive growth. This is why regional cooperation remains essential.
Development must be community‑driven, because local voices understand the realities on the ground. Through dialogue and shared commitment, we can transform challenges into opportunities and build a more stable and dignified future.
Stability in our region depends on shared responsibility, especially when communities face recurring disruptions. By strengthening local institutions and encouraging participation, we can create an environment where people feel protected and capable of shaping their own future.
Although poverty and inequality persist, we see new opportunities through digital access and regional trade. These opportunities can only be realized if we invest in capacity building and inclusive policies that support long‑term resilience.
Local leaders play a crucial role in guiding communities through uncertainty and social change. Their leadership fosters trust, and trust is essential for implementing reforms that improve daily life and strengthen unity.
Our countries share many challenges, but we also share a strong sense of solidarity. This solidarity enables us to respond collectively to crises that affect our people and to pursue development that benefits all.
Inclusive growth requires more than economic expansion; it requires dignity, participation, and equal access to opportunity. By focusing on these principles, we can ensure that development reaches every community and supports long‑term stability.
情緒的・価値語彙が多い（emotional‑value heavy） → dignity, justice, equality, solidarity, social inclusion
修辞的で、文が長くなる（rhetorical expansion） → 話し方が“演説型”
例示が多く、結論が後ろに来る（example-first）
因果が弱く、並列が多い（parallelism） → “and also…, and at the same time…, and furthermore…”
強い主張が突然出る（sudden assertion）
典型パターン
“For our people, dignity and justice are essential…”
“We have many programs, for example…, and also…”
“Therefore, we must act now.”
通訳者が困るポイント
修辞が長く、主要命題が埋もれる
価値語彙が多く、因果が見えない
結論が突然出る
処理アルゴリズム
修辞部分を切り落とし、主要命題だけ抽出
価値語彙を1つの抽象カテゴリに統合（例：social stability）
結論を前に置く
因果を明示化して一本化
例文とCoping 訳例
① Justice & Inclusion
For our people, justice and inclusion are essential values, and we have launched many programs to support vulnerable groups, such as community centers, youth initiatives, and social protection schemes. Therefore, we must continue strengthening policies that promote equality and dignity.
Our region has made progress in social development, with new projects in education, health, and local empowerment. But challenges remain, and we must reinforce cooperation to ensure that development is both fair and sustainable.
Solidarity has always been a defining principle of our nations, and it guides our response to inequality and social tension. Through coordinated action and shared commitment, we can build a more just and stable region for future generations.
Economic inclusion requires more than growth; it requires policies that address structural barriers and expand opportunities for marginalized communities. This is why we emphasize social investment as a foundation for long‑term prosperity.
Social justice is central to our national vision, and we have undertaken reforms to strengthen transparency, improve public services, and expand access to essential rights. These reforms are necessary for building trust.
Communities must be empowered to shape their own future, and this empowerment depends on participation, dialogue, and shared responsibility. Through these principles, we can create a more inclusive society.
Our countries face common challenges, including inequality, migration, and environmental pressure. By deepening regional cooperation, we can address these issues more effectively and promote long‑term stability.
Social cohesion is essential for national unity, and it requires policies that reduce disparities and strengthen community engagement. Only through collective effort can we build a more harmonious society.
社会の結束には格差の縮小と地域参加の強化が必要です。 協力によって調和のある社会を築けます。
⑨ Democratic Values
Democratic values guide our development, and they remind us that progress must be inclusive and rooted in respect for human dignity. This is why we continue to promote participation and strengthen civic institutions.
Shared prosperity is not just an economic goal but a social commitment to ensure that all citizens benefit from national progress. Through coordinated action and inclusive policies, we can achieve a more equitable future.
Due to [social challenges / community needs / regional instability], and considering the [shared values / development priorities], there is a growing need for [cooperation / opportunity creation].
行動（一本化）
To address these conditions, we have strengthened [engagement / support / coordination], and implemented [community‑focused initiatives / inclusive programs].
効果（抽象語で締める）
These efforts contribute to [stability / dignity / resilience / social cohesion].
