方洪波：纵情向前 繁星满天

1月10日，站在新周期的起点，美的集团董事长兼总裁方洪波向全体员工发表了《纵情向前 繁星满天》的主题演讲，感谢每一位书写美的全新历史剧本的作者，反思过往，持续成长，不惧挑战，纵情向前。

在逻辑剧烈重构的大时代，方洪波提醒所有美的人保持清零的心态，坚持常识，变革创新，坚定方向，探索新路径，激发新动能，实现新突破，让美的成为真正意义上的全球科技企业。

聚焦核心，回归本质

2022年，面对出口受阻、技术竞赛与市场内卷加剧等周期现实，全体美的人深度贯彻“合理收入、恢复盈利”年度经营原则，聚焦核心业务，回归经营本质。前三季度，集团营业收入、净利润、自有资金等多项关键指标均保持增长，创历史新高。

走过山重水复，方知大道至简。坚持常识，理性地做对的事情；坚守本分，踏实地做好该做的事情；坚持确定性，遵守长期规律和方向；坚持简单，保持务实的理想主义初心。所有成功企业具备的伟大共性，都是我们最耳熟能详的常识。

2022年，美的持续发展五大业务板块，从智能家居到工业技术、楼宇科技、机器人与自动化及数字化创新业务，坚持ToC和ToB业务并重发展。在专注ToC业务存量升级同时，面向ToB转型实现增量创造，坚定点燃“第二引擎”。

智能家居事业群实现COLMO、东芝双高端品牌的高质量强势发展，人感科技通过单品功能的形式与用户生活实现连接，全屋智能家电产品理念引领行业潮流；

工业技术事业群全球量产首批800V碳化硅（SiC）12000rpm电动压缩机，合康新能“低碳智能微电网”解决方案为工业园区节能降碳，变频器产品及数智解决方案助力高能耗产业低碳转型；

楼宇科技事业部落地零碳智慧园区，发布水机新品牌及多款自主研发新品，MDV8以无界科技全新定义智慧建筑空间，意大利热泵生产研发基地奠基，深化拓展国内外市场；

机器人与自动化事业部业绩持续大幅增长，库卡中国多款重磅机器人新品落地，与汽车、电子、一般工业等多行业的头部客户建立合作，瑞仕格物流仓储自动化产品及解决方案愈发成熟，本土化效应进一步突显；

数字化创新业务聚焦“四小”业务的创新升级，安得智联推出“1+3”供应链服务模型，助力3000多个企业客户转型升级；美云智数旗下美擎工业互联网平台入选国家级“双跨平台”，助推上千家大中型企业数字化转型；万东医疗发布全球首台无液氦磁共振设备，联合库卡医疗、瑞仕格医疗、楼宇科技、生物医疗推出美的医疗五大智慧医院场景解决方案，达成合作医院约6000家。

心态清零，战略清晰

身处全新时代周期，时代红利和顺风车已一去不返。企业的生命力就在于穿越周期，我们要保持清零的心态，时刻如履薄冰，对市场心存敬畏。摆脱路径依赖，必须解决自我膨胀、组织失灵、机制腐蚀的痼疾。2023年，美的经营思路是“稳定盈利，驱动增长”，这既符合美的现状，也符合时代环境。我们要保持永远的乐观，始终拥有这样的远见和智慧。

顺应大势、变革创新是我们唯一的选择，科技领先、技术进步是我们的唯一出路，要进一步加大对研发的投入。“科技领先”是美的最核心的战略，正是因为对科技长期的重视和投入，美的才能穿越一个又一次周期。越是紧缩的时期，越要加大对研发的投入和高端研发人才的引入力度，既要突破性解决老大难问题，又要攻关基础共性、差异性技术，对绿色、智能、健康、机器人与自动化等前沿技术领域进行前瞻性研发布局。

与此同时，美的未来发展的必由之路就是全球化，坚定不移地推动“全球突破”，对于海外优势市场要坚定投入，形成规模优势；对于海外潜力市场，要优化机制，持续完善产品布局、优化渠道，进一步推动研发、制造和人才的本土化，进一步构建全球突破的能力。

勇敢无畏，呼唤英雄

我们已经和上一个周期说再见，要勇敢面对下一个周期。美的志存高远，要在不确定的环境中建立起确定性的优势，实现持续的高质量发展，实现逆势增长，就必须不断有挑战未来的勇气，拥抱不确定性的无畏精神。

在四大战略的引领下，要驱动五大业务持续增长，我们要坚持创新和务实的基因，寻找到更多内生的动力，不断建立新的差异化优势。

美的从一粒种子成长为一棵大树，从一个人到一个团队，从一个产品到多个产品，从一个市场到多个市场，从无人知晓到家喻户晓，我们要不懈奋斗，朝着更伟大的企业迈进。在新周期，我们呼唤更多英雄，不要怕，不怕的人前面才有路。美的将为团队搭建更多、更大的舞台，进一步加强组织适应力建设，完善公司治理，重构激励机制，激发创新和创业精神，激发内部企业家群体，强化企业家精神的密度，寻找到更多有理想、有目标、有规划的“企业家”，灿若繁星满天，点亮美的未来。

纵情向前，我要像你一样勇敢！

Paul Fang: Ever Onwards, Look to the Stars

On January 10, 2023, standing at the start of a new era, Paul Fang, Chairman & President of Midea Group, delivered an ‘Ever Onward, Look to the Stars’ speech, thanking Mideans for being dedicated contributors to Midea’s future, reflecting on the past, talking about continuing to move forward despite the mounting challenges.

In times of uncertainty and change, Paul called on all Mideans to be more be cautiously open-minded, and adhere to basic principles of corporate organization. In order to make Midea a truly global company, he encouraged Mideans to continue to evolve, innovate, and break new paths, while staying focused on the company’s strategic objectives.

Refocus & Return to the Basics

Faced with unprecedented challenges in exports, tech competition and increasingly volatile markets in 2022, Mideans stayed true to the principles of “Generate Income & Drive Profit”. Midea saw record growth in the first three quarters in operating revenue, net profit, own capital, and a number of other key indicators.

We need to first experience life's ups and downs before we can understand the simple truth: be selective and reasonable about new ideas, remember about the basics and be practical and down-to-earth, do not get distracted from our long-term goals, maintain simplicity and stay true to our original aspirations of pragmatic idealism. The secret to success of a company lies in the basic principles of corporate organization.

Throughout 2022, Midea continued to develop its Five Business Segments, and remained committed in the coordinated development of ToC and ToB businesses, from Smart Home Business Group (SHBG) to Midea Industrial Technology Business Group (MITBG), Midea Building Technologies (MBT), Robotics & Automation Division (R&A) and Digital Innovation Business. While striving for ToC business growth, we also achieved growth through ToB transformation, and fired up the "Second Growth Engine".

SHBG achieved robust high-quality development of COLMO and TOSHIBA, making sensory technology available to users through a wide range of product features, with an industry-leading product concept for entire-house smart home appliances.

MITBG realized mass production of the first batch of electric SiC compressors operating at 800V and 12,000rpm. Hiconics provided industrial parks with "low-carbon smart micro-grid" solutions for energy conservation and carbon emission reduction, as well as frequency converter products and digital & smart solutions for low-carbon transformation of high-energy-consuming industries.

MBT set its foot in the zero-carbon industrial park, and launched a new chiller brand and a range of self-developed new products, with MDV8 defining a new smart building space via borderless technology, paving the way for the construction of a heat pump R&D and manufacturing base in Italy for heat pumps, and expanding both domestic and overseas markets.

Midea Robotics & Automation (R&A) have achieved dramatic growth in business performance. KUKA China rolled out multiple new heavyweight robots, establishing a partnership with many leading companies in automobile, electronics, and general industrial sectors. Swisslog Logistics further developed automatic warehousing products and solutions and made notable progress in localization.

Midea Digital Innovation Business focused on the innovation and upgrade of the "Four-Small" Business. Annto Logistics Technology (ALT) launched a "1+3" supply chain service model, and facilitated transformation and upgrade for over 3,000 customers. Midea Cloud (MCL)'s industrial internet platform M·IoT has been recognized as a national "cross-industry and cross-field platform", powering the digital transformation of thousands of medium- and large-sized enterprises. Wan Dong Medical (WDM) debuted the world's first helium-free MRI equipment, and introduced five smart hospital scenario solutions together with KUKA Healthcare, Swisslog Healthcare, MBT, and Biomedical, with the partnership of approximately 6,000 hospitals.

Clean Slate Mindset & Clear Strategy

In the new age, the circumstances are not as advantageous as in the past. And a company must be able to overcome such challenges. We should be cautiously open-minded, stay alert of potential challenges, and adapt to constant changes. In order to modernize the company, we must remove the ego from decision-making process, flaws in the organizational structure and mechanisms, and mechanism deterioration. Midea Group's principle for 2023 is to "Generate Income & Drive Profit", which is in line with company’s situation in the global context. We should look towards our goals with confidence and optimism.

Our only option is to change with the times and commit to transformation and innovation. The only way to tackle the challenges ahead of us is to become global leader in tech innovation. Therefore, R&D funding must be further increased. Leadership in technology is Midea's most important strategy. That is because of the emphasis on long-term planning and investment in innovation that allowed Midea to make it through difficult times. The tighter the cycle, the more important it is to step up investment and efforts in bringing in top R&D talents, strengthening research on basic, generic and differentiated technologies, and making forward-looking R&D plans for frontier technologies in green, intelligent, healthcare, robotics and automation sectors.

Globalization is an inevitable channel for Midea's future development. We must be determined to drive our "Global Impact", investing in overseas markets where we have competitive edges, and gaining scale advantages. For promising overseas markets, we should compete product mix, optimize channels, advance customization of R&D, manufacturing, and talent, and reinforce our capabilities for making Global Impact.

Be Brave, Be a Hero

We have bid farewell to the last cycle and now meet the next one head-on. While aiming high, Midea must cling to certainties amidst an uncertain environment in order to build up strengths. We must face up to the challenges of the future and embrace uncertainties without fear, to achieve continuous high-quality growth, against the current.

We must persist in the innovation and pragmatism in the genes of every Midean, and leverage internal advantages to drive the sustained growth of our Five Business Segments unde Midea's Four Strategic Focuses, constantly establishing new differentiated competitiveness.

Midea has grown from a small seed to an enormous tree, from an individual to a team, from a product to a portfolio, from one market to multiple markets, and from unknown to well-known. We must strive relentlessly towards becoming a greater enterprise. In the new cycle, we call for more heroes, don't be afraid, success lies ahead for those without fear. Midea will build more and bigger platforms for the team, further improve organizational resilience, enhance corporate governance, restructure incentive mechanisms to enlighten a group of entrepreneurs to be more innovative. These entrepreneurial groups will inspire the next generation of Midea talent with dreams, goals, and plans for they are the glowing stars in the galaxy that light up the future of Midea.

Ever Onwards, I hope I possess the courage that you do！