UNITED NATIONS, New York, Oct 13 – Following are UN Secretary‑General António Guterres’ remarks to the Fifth Committee (Administrative and Budgetary), in New York today:
I welcome this opportunity to introduce the proposed programme budget for 2022. The context for this presentation remains a world upended by the COVID‑19 pandemic. The pandemic has revealed fractures in our societies, inadequate health care, gaps in social protection, structural inequalities and massive shortcomings in financing and global solidarity.
But times of crisis can also bring out the best — and show what is possible when we work together. Around the world — and thanks to your support and engagement — the United Nations has stayed and delivered.
We helped the world respond to the immediate effects of the pandemic, from the health response to its devastating socioeconomic impacts. We delivered medical, food and humanitarian supplies, provided electoral assistance, undertook mediation efforts and led and supported peace talks.
We called for a global ceasefire, and appealed for action to address the alarming rise in domestic violence that has accompanied the pandemic. We protected and spoke up in defence of the human rights of the most vulnerable and marginalized.
We did all of this complex and wide‑ranging work while navigating a serious liquidity crisis. And throughout, our reforms remained on course. We are well into the third year of implementation and the benefits are visible.
The COVID‑19 pandemic was an early test of our reforms, which enabled us to adjust our business operations and respond quickly to the needs of countries. Unlike in past emergencies, the Secretariat did not need to create new structures to manage the response. The new reform structures in development, peace and security, and management already in place facilitated a unified and agile response to the pandemic, saving time and money.
In a matter of months, United Nations country teams rolled out 121 socioeconomic response plans covering 139 countries and territories. More than $3 billion was repurposed, and an additional $2 billion was mobilized, to prioritize immediate support.
According to independent surveys, over 90 per cent of Governments in developing countries agree that Resident Coordinators helped ensure a coherent United Nations response to the pandemic.
And our ongoing reforms are yielding results. Ninety‑one per cent of host Governments indicated that the United Nations today is more relevant to their country’s development needs when compared to three years ago. Ninety‑two per cent felt that the new cooperation frameworks have enabled them to address effectively and respond to national priorities. And more than 80 per cent of Governments confirmed we were successful in targeting at‑risk groups, those most hurt by this crisis.
The Resident Coordinators are now drawing on assets across the three pillars to support the achievement of the Sustainable Development Goals.
The peace and security reforms have allowed us to begin implementing comprehensive regional strategies, leading to greater harmonization of action with regional and subregional organizations and other stakeholders. There is now a single point of contact for peacekeeping and special political missions operating in the same region, with distinct but complementary mandates. A strengthened Peacebuilding Support Office now serves as a dedicated “hinge” with the development pillar.
Management reform has brought substantial changes in structures, accountability, delegation and internal operations. These have been critical to sustain business continuity during the pandemic.
The reforms enabled us to quickly adjust policies and procedures to accommodate the new realities on the ground; at the same time, we had dedicated capacities that could focus on key areas of concern, such as health and supply chain management.
The new division of labour between strategic and policy functions and operational functions has proven especially useful. Dedicated resources for policy were quickly able to adjust frameworks for new remote working arrangements and other policies, while the Department of Operational Support was able to provide dedicated service to all entities in the United Nations Secretariat.
In human resources, affected policy and guidance were revised and published quickly in consultation with key stakeholders to adjust to the situation on the ground. Additionally, the Department of Operational Support created a dedicated way to respond to urgent COVID‑19 queries in less than one business day.
A system-wide medevac system was established and managed by the Secretariat. And we rolled out a programme to vaccinate personnel in countries where the local health systems could not provide vaccines to our personnel. This ensured that the United Nations system was able to support countries and communities with their response efforts to the pandemic. This unprecedented operational collaboration with the wider system was made possible by our reforms.
The end-to-end supply chain structures enabled the Secretariat to act more nimbly. Emergency procurement procedures were activated. Personal protective equipment and medical equipment were successfully sourced and supplied to duty stations in need. Decentralized procurement authority was raised to allow for more local procurement of critical goods and services. The enhanced delegations of authority have provided critically needed operational responsiveness and flexibility on the ground.
Meanwhile, a unified information technology structure allowed us to jointly utilize corporate tools for communications and remote working arrangements. Our main communication tools are now also accessible system‑wide, allowing us to coordinate our response efforts with the funds, programmes and specialized agencies.
We have also continued to strengthen our internal control framework. I signed the Secretariat’s first Statement of Internal Control earlier this year, marking an important milestone towards achieving greater accountability. The Statement provides assurance to Member States that Secretariat‑wide mandated activities are being implemented effectively and efficiently; that financial reporting is reliable and compliant with International Public Sector Accounting Standards; and that regulations, rules and procedures adhere to the regulatory framework.
More work on our reforms remains, and we will increase our efforts to improve effectiveness and better support Member States. But one year on, I am proud that our reforms have allowed us not only to respond quickly and effectively to the challenges of an unprecedented global pandemic, but also enabled us to survive one of the worst financial crises in more than a decade.
The programme budget I am presenting today is the third since Member States approved, on a trial basis, the biggest change in our planning and budgeting processes in decades. The move from a biennial programme budget to an annual exercise is a major step towards more realistic budgeting and a greater focus on results.
It has improved the accuracy of our resource estimates, enabled us to adapt more quickly to changes in mandates and allowed us to adjust our planning based on actual programme performance, thereby improving mandate delivery and accountability for results.
The annual cycle also provides Member States with an opportunity to give more frequent direction on resource allocations for the Organization, and to align those decisions with recent or sudden events, such as the global pandemic.
We are now able to adjust our programme planning and incorporate lessons from the response to the pandemic into the budget for 2022. If we still lived with biennial budgets, such steps would have had to wait until 2024‑2025.
Last year, I indicated that this reform would be an ongoing process, and that I looked forward to receiving your guidance on any areas that we can improve further. The document before you reflects that guidance. One such improvement is the inclusion of more than 1,000 examples of the benefits that the United Nations helps to bring about through its global operations.
While change always poses challenges, positive signals continue to be received from all stakeholders. Both of your advisory committees have shifted their attention away from the presentation format of the budgets, hence allowing more focus on resource and programmatic discussions. I am encouraged by the positive reactions and the momentum the annual budget is generating towards a more results‑oriented culture.
As part of this new culture, more than 1,000 programme managers continue to engage in the formulation of planning and budget proposals, assessing their work and performance. In Part A of the document, we are now reporting on the performance of our programmes in 2020. In instances where our performance fell short, we make adjustments to ensure better results in 2022, not 2024‑2025.
The annual programme budget includes a multi‑year account of measurable results. This year’s budget includes measurable planned results for 2021 and 2022, and measurable actual results in 2018, 2019 and 2020 for each of the 350 result frameworks. This offers a comprehensive picture of our programme delivery over the past three years.
The Secretariat’s self‑evaluation policy took effect this year. Every department and office are now required to undertake at least one evaluation a year and report the results through the budget process. The Office of Internal Oversight Services and the Department of Management Strategy, Policy and Compliance are collaborating on providing training and support to all programme managers and evaluation focal points. These efforts will instil a culture of learning whereby programme managers will continuously assess performance to improve on programme delivery.
Two years ago, when I introduced the 2020 budget, you requested me to provide greater access to electronic information on the budget. I am happy to report that we have now provided two sets of electronic information.
First, the “results.un.org” portal provides information on the programmatic results. You can filter those results not only by programme and subprogramme, but also by type of result and geographical location, with hyperlinks to the document for more detailed information.
Second, the Umoja Budget Information Pilot provides detailed resource information to the Committee, including monthly updates of expenditures and liquidity ratios.
Working closely with you, we will continue to improve access to information as part of my efforts to increase transparency in the Organization.
Let me turn now to Part B of the proposed programme budget: post and non‑post resource requirements for 2022. The presentation format for this part has taken on board previous recommendations made by the Advisory Committee.
To fully implement the mandates entrusted to us, we will require a total of $3.12 billion before recosting, which represents a net reduction of 2.8 per cent compared to 2021, despite additional activities and mandates. This includes a total of 10,005 posts, or a net increase of 46 posts.
I would like to highlight four key drivers:
First, strengthening the development pillar. The proposals include an increase of $2.8 million for development, including for our programmes in support of Africa’s development and landlocked countries and small island developing States. I am again seeking an increase in the level of the Regular Programme for Technical Cooperation to support capacity development in Member States. This will be the third increase during my tenure.
Second, strengthening support for human rights. The proposal includes the conversion of 16 general temporary positions into professional posts, and $4.4 million to implement resolutions and decisions of the Human Rights Council.
Third, supporting the United Nations Relief and Works Agency for Palestine Refugees in the Near East (UNRWA) in the face of its chronic funding gap. We are proposing an increase of $6.1 million, including 43 additional posts to support education, health care and general assistance to Palestine refugees.
Fourth, investing in infrastructure and resilience. The budget proposal includes $6.3 million for upgrading the ageing security infrastructure of our premises, as well as adapting our security posture to emerging threats and improving accessibility.
While further new legislative mandates may emerge in the coming months, at this stage estimates amounting to approximately $37 million in response to new resolutions from the General Assembly, Economic and Social Council and the Human Rights Council are expected.
Another $22 million may be needed for recently expanded Security Council mandates of special political missions in Colombia and Sudan, followed by yet to be determined additional requirements for the mission in Libya.
Approximately $95 million is required for construction, including $69 million for the Strategic Heritage Plan in Geneva. Subvention requests for the courts of Cambodia, Sierra Leone and Lebanon are expected to amount to approximately $19 million.
The budget proposals were constructed on the assumption that the trajectory of the pandemic response, and the development and deployment of vaccines, would allow a return to normalcy, albeit a new normal, in 2022. Recent surges in COVID‑19 cases and multiple waves of differing intensity around the world suggest a need to remain flexible with our plans and delivery modalities. I am confident in our ability to continue to adapt to the changes that we may face.
Indeed, the Organization responded quickly and well to the sudden onset of the pandemic, even as we reached – hopefully – the peak of a financial liquidity crisis, with yet another record for arrears in contributions, exacerbated by increasing fluctuations in payment patterns.
Only through exercising careful control over our fiscal expenditure were we able to minimize the inevitable negative impact on programme delivery. Our cash management efforts also allowed us to adjust our expenditure to undertake life‑saving medical evacuations and procure and distribute core medical supplies and equipment. This allowed United Nations personnel to stay and deliver across the world.
The year 2021 started poorly, with collections in the first quarter trailing estimates by nearly $199 million, added to the $808 million in arrears with which we started the year. We responded to this emerging crisis less drastically than last year, primarily due to assurances from many Member States about their plans to pay their contributions. We saw indeed a record collection in April of $1 billion, bringing the total for the year to 76 per cent of the year’s assessment. This is also a record for early collection.
However, this should not lull us into complacency. The overall total masks numerous fluctuations in collections each month, pointing to the challenges of planning budget implementation with such uncertainties.
Our fair-weather regulatory framework leaves much to be desired, and it is my hope that Member States will see the need for full and predictable funding so that we can focus on the delivery of our mandates guided by the budgets and not by cash on hand.
The recent more positive indications have allowed us to lift most of the temporary cash‑management measures. I have asked senior managers to ensure that they advance gender parity and strive for more equitable geographical representation when they fill vacant posts. While we have reached gender parity in senior management two years ahead of our target, we have to increase efforts across the rest of the Secretariat.
Similarly, we have to increase efforts to recruit more from unrepresented and underrepresented countries for geographical posts, and from a wider geographical base for the rest of the posts. Our staff have to better reflect the international character, I would say the universal character, of our Organization.
I look forward to your support for my budget proposals for 2022, as we prepare to better serve the world in its new year of need.
I am available to answer your questions, and my senior managers will continue their interactions with you as you deliberate on these proposals.
8月3日华盛顿讯，美国总统特朗普今天公开斥责他亲自挑选的首都华盛顿的联邦检察官珍妮·皮罗（Jeanine Pirro）撤销了林肯纪念堂倒影池破坏案，并回避了有关他是否打算解雇皮罗的问题。 此前，美国司法部（DOJ）在7月31日提交了一份法庭文件，要求撤销对67岁的前奥运选手大卫·赫恩（David Hearn）的破坏指控。美国司法部称，美国内政部错误地将倒影池内衬的损坏归咎于人为破坏，而证据表明，真正的原因是“承包商的失误”和“安装不当”。特朗普总统对美国司法部此举非常不满，并抨击皮罗“失职”并“犯了错误”。 特朗普总统今天在白宫椭圆形办公室对记者们表示：“我对珍妮·皮罗很失望，真的非常失望。她就像一把伞一样垮了。坦白说，我认为她失职了，……我猜她失职了。我不知道到底发生了什么。” 特朗普总统随后斥责了一位询问是否正在重新考虑皮罗担任美国检察官职务的记者，并无视了另一位记者关于他是否会解雇皮罗的问题。 此前，特朗普总统曾在社交媒体平台“真实社交”上表达了对皮罗的不满，他在7月31日写道：“我百分之百不同意”皮罗在倒影池案中的决定。但他今天在白宫椭圆形办公室的讲话则更进一步。 特朗普总统被问及是否正在考虑解除皮罗的职务时，白宫建议媒体参考特朗普总统在白宫的讲话。 来自马里兰州贝塞斯达的赫恩表示，他在6月19日骑行64英里（约109公里）来到了林肯纪念堂倒影池，当他伸手去够水时被警方逮捕。他被指控撕掉了一块泳池的密封胶，但他否认有任何不当行为。 赫恩的律师7月31日发表声明称，此案“根本就不应该提起”，并且“应该向赫恩先生道歉”。 皮罗对赫恩案的态度变化极大。皮罗在新闻发布会上首次公布赫恩案时说：“我脑海中最令人愤慨的画面之一，就是国家纪念碑遭到亵渎、绳索捆绑、拆毁、涂鸦和破坏。这种肆无忌惮的破坏和骚乱已经演变成犯罪行为，而这正是我们今天聚集于此的原因。”
8月3日加州奇诺岗讯，据圣贝纳迪诺县警长办公室消息，一名在加州奇诺岗（Chino Hill）绑架并杀害男子的嫌犯博健泉（Jianquan Bo）今天被控谋杀。现年66岁的博健泉是枪击案另一名嫌犯博正峰（Zhengfeng Bo）的兄弟，案发时两人同在车内。 警方并未透露太多关于该绑架致命枪击作案动机的细节，但表示嫌犯和已被确认为受害人舒库尔·艾克贝尔（Shukur Aikebaer）是商业伙伴，并称嫌犯可能对部分业务的运营方式感到不满。 据圣贝纳迪诺县警长办公室通报奇诺岗绑架枪击案详情称，艾克贝尔上周被其商业伙伴绑架。调查人员称，嫌犯博正峰在向艾克贝尔开枪前曾与警方短暂追逐。随后，警方开枪击毙了博正峰，车上的另一名嫌犯博健泉被当场逮捕并被控谋杀罪。 圣贝纳迪诺县地方检察官杰森·安德森（Jason Anderson）在今天的新闻发布会上说：“公众可能会感到困惑的一点是……一个下车的乘客怎么会被控谋杀呢？这就是重罪谋杀的概念和理论。我们指控薄建泉在前往受害者家中时，完全清楚他们的计划。他知道要做什么，参与了什么，以及导致舒库尔先生死亡的种种因素，因此我们对这名幸存的嫌疑人提起谋杀指控。” 截至今天的新闻发布会，博健泉仍被羁押，不得保释。他预计将于8月4日在兰乔库卡蒙加法院出庭受审。 执法官员们还表示，他们已提交一份特殊情况指控，称这起杀人事件发生在绑架过程中。当局表示，这可能意味着此案将以死刑案件进行审理。 这起致命事件发生在7月29日晚上，当时艾克贝尔位于奇诺岗蒙特维德大道（Monteverde Drive）的家中停电。据警长办公室称，当他出来检查配电盘时，遭到嫌犯枪击并被绑架。调查人员正在调查受害者的电力是否被故意切断，以此作为诱骗他出门的诱饵。 警员当时接到报警称现场发生枪击事件，并有人呼救。警员赶到现场后，发现博正峰驾驶一辆日产Altima轿车，并试图将其拦停。 警方称，博正峰拒不停车，随后双方展开短暂追逐。日产轿车最终在附近的漫游岭路（Wandering…
8月3日华盛顿讯，美国联邦航空管理局（FAA）日前宣布，已认证了飞机制造商波音（Boeing）最畅销飞机家族中最小的机型737 MAX 7。 包括美国西南航空在内的航空公司，原计划将在新冠病毒疫情之前运营该型号的飞机，但在2018年和2019年发生的MAX 8客机致命坠毁事件之后，该公司安全和避险设计，以及发动机防冰系统的重新设计延迟认证后，加强了监管审查。 在该型号飞机获得认证后，各航空公司终于可以立即开始搭载乘客飞行，但是可能要花几个月的时间才能按时进行。 由于波音公司目前正在等待美国联邦航空局获得另一种长期延迟的机型737 MAX 10的认证，该机型是波音家族中最大的机型，也是一些航空公司预计将于2020年开始飞行的机型，以及波音公司最大飞机的777X机型。 波音公司是美国最大的飞机出口商，一直在努力提高其737 Maxes和787 梦想客机（Dreamliners）的产量，这是自航空公司和其他客户在交付时支付大部分飞机价格以来多年危机后恢复的关键。 波音公司于7月在华盛顿州埃弗里特市为其737 MAX飞机开设了一条新的生产线。该公司一直在努力赢得监管机构美国联邦航空局的信任，并取得了长足的进步。 7月中旬，美国联邦航空局表示可以再次为该公司的737…
8月2日华盛顿讯，美国移民及海关执法局（ICE）的数据显示，美国7月份拘留非法移民人数创下特朗普总统第二任期以来的月度新高。该执法机构扩大了打击范围，在全美各地的机场、移民登记处和社区进行逮捕行动。 根据美国国土安全部（DHS）的初步数据，上个月，美国移民及海关执法局拘留了超过4.6万名因涉嫌违反移民法，例如非法入境或签证逾期滞留而面临遣返的人员。 这些尚未由联邦政府公开披露的统计数据显示，美国移民及海关执法局夏季的执法行动在7月份继续加强，因为该机构面临着来自白宫的压力，要求其每天在全国范围内逮捕2000人。数据显示，上个月平均每天有1500名被拘留者进入美国移民及海关执法局的拘留所，尽管其中一些人最初是由美国海关与美国边境保护局（CBP）的特工逮捕的。 数据显示，美国移民及海关执法局 7月份登记的拘捕人数超过4.6万人，超过了6月份记录的约4.3万人，后者是特朗普总统第二任期内的最高纪录。 截至本周末，美国移民及海关执法局庞大的拘留系统中关押着6.8万人，根据该机构内部数据，这一数字接近1月份创下的超过7万人的历史最高纪录。 7月份的登记人数超过4.6万人，超过了该机构6月份记录的约4.3万人，后者是特朗普总统第二任期内的最高纪录。 特朗普政府对非法移民的打击力度在今年夏天有所反弹。此前，由于联邦特工在明尼阿波利斯的一次执法突袭中击毙了2名美国公民蕾妮·古德（Renee Good）和亚历克斯·普雷蒂（Alex Pretti）引发了两党批评，导致今年早些时候逮捕人数大幅下降。 尽管特朗普政府已基本停止了去年在几个民主党执政城市开展的大规模移民行动，但美国移民及海关执法局近几周来却悄然提高了逮捕人数，包括在美国各机场和交通拦截点加强执法力度，以及在全美范围内部署新招募的特工。 今年春天，美国国土安全部长马克韦恩·穆林（Markwayne Mullin）接替克里斯蒂·诺姆（Kristi Noem)，其公开目标是让移民执法机构远离新闻头条，同时推进特朗普总统关于监督美国历史上最大规模遣返行动的承诺。 但最新一轮的打击行动再次引发了美国国内关于移民执法机构及其策略的辩论。上个月，美国移民及海关执法局特工分别在德克萨斯州和缅因州拦截非法移民时，枪杀了妨碍执法的墨西哥男子洛伦佐·阿劳霍（Lorenzo…
8月2日日本东京讯，日本政府2名官员透露，日本财务大臣片山皋月（Satsuki Katayama）将于8月3日宣布，日本和美国已在外汇市场采取联合行动，以阻止日元跌至40年来的低点。这将是日本和美国当局在15年来首次联合干预日元。 据路透社报道，消息人士表示，片山皋月可能会强调日美两国决心应对他们认为过度下跌的日元。由于该问题的敏感性，这些知情人士要求匿名。 当被问及片山皋月是否会宣布“联合行动”时，一位消息人士表示肯定，并补充说：“行动仍在进行中。” 市场消息人士称，日本和美国当局在市场上进行了多轮日元购买，这是自2011年以来的首次联合干预，旨在提振日元汇率，使其摆脱1986年以来的最低水平。随后，日美双方宣布了这一预期中的声明。 据报道，一位市场消息人士称，日本政府7月30日在纽约交易时段购买了日元兑美元，而日本央行的数据显示，其抛售金额高达589.7亿美元以支撑日元。 日本当局的首次干预发生在日本央行7月31日决定维持货币政策不变的几个小时前，但日本央行也暗示近期极有可能加息。美日利率差不断扩大，美联储已大幅转向更为鹰派的立场，这是美元兑日元走强的关键因素。 日本央行（BOJ）行长植田和男（Kazuo Ueda）就日本央行决定召开记者会后不久，日元汇率飙升，市场猜测这可能是日本方面再次出手干预日元汇率。 日本财务省首席外汇政策顾问三村淳（Atsushi Mimura）在7月31日日元飙升后表示：“今后，作为负责货币政策的官员，我希望与货币政策密切协调应对。”这表明日本财务省（MOF）和日本央行正在携手应对日元疲软。 7月31日，一位消息人士称，美国财政部通知多家银行，可能会干预日元市场，并要求它们“做好应对未来行动的准备”。 据路透社报道，美国财政部长斯科特·贝森特（Scott Bessent）上周曾表示日元“在我看来被严重低估”，他在7月31日内阁会议上的记事本上写着“待办事项”，后面紧跟着“买入50亿至100亿美元日元”。 日本财务省罕见地在社交媒体X上发布英文公告称，日美两国正在加强协调，日本拥有“一系列工具来应对市场流动性需求”，其中包括动用美联储的回购机制来提供临时美元流动性。…
8月1日华盛顿讯，美国总统特朗普今天表示，美国已同意“取消对伊朗的袭击”，此前他暗示结束战争的和平协议可能即将达成。 特朗普总统今天社交媒体平台“真实社交”上发帖写道：“美国已经蓄势待发，准备以二战以来未见的军事恐怖、实力和力量水平，对伊朗伊斯兰共和国采取行动。尽管如此，我们刚刚接到伊朗和其他中东国家的请求，要求我们暂停任何攻击，因为双方已就协议的范围达成一致。这将包括霍尔木兹海峡的立即、完全和彻底开放……”。 特朗普总统今天还发帖称：“伊朗和其他中东国家刚刚要求我们暂停任何袭击，因为协议的框架已经达成一致。这将包括立即、全面、彻底地开放霍尔木兹海峡，以及结束伊朗的核威胁。” 特朗普总统补充道：“为了世界未来的利益，也为了伊朗的繁荣发展，我同意取消袭击，前提是能够迅速达成协议。以色列也认同这一承诺。” 据哥伦比亚广播公司新闻（CBS News）报道，多位消息人士透露，美国和以色列计划对伊朗的能源基础设施目标发动迄今为止最猛烈的轰炸行动之一，袭击最早可能在本周末发生。 特朗普总统7月31日在戴维营说：“我们会狠狠打击他们。总有一天，他们会说，‘我们再也忍无可忍了。’” 据报道，今天早些时候，沙特王储穆罕默德·本·萨勒曼（Mohammed bin Salman）与特朗普总统通话时警告，不要对伊朗发动新一轮打击。一位消息人士称，本·萨勒曼与特朗普总统的沟通“完全是出于对打击目标的担忧”。 由于“紧张局势加剧”，包括约旦安曼、以色列耶路撒冷和伊拉克巴格达在内的多个美国驻中东大使馆今天发布了安全警报。 美国国务院建议，“目前身处中东的美国公民应保持谨慎和高度警惕，并做好航班取消、空域间歇性关闭和旅行可能中断的准备。” 7月28日，美国和沙特宣布，对伊拉克境内受伊朗支持的武装分子进行了一次联合空袭行动。美国中央司令部（CENTCOM）表示，此次空袭是对过去72小时内这些武装分子发动的30多次无人机袭击的回应，这些袭击的目标是“美军和沙特能源基础设施”，并且是在伊朗革命卫队的指示下进行的。 7月28日早些时候，美国中央司令部确认，伊朗对美军驻驻中东军事基地发动了弹道导弹袭击，并称所有伊朗导弹均被拦截。 美国对伊朗的最新一轮直接空袭发生在7月29日。据美国中央司令部称，此次行动打击了伊朗的“军事指挥中心、导弹和无人机设施、海岸监视和防御设施以及海上作战能力”。…