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　　1月10日，站在新周期的起點，美的集團董事長兼總裁方洪波向全體員工發表了《縱情向前 繁星滿天》的主題演講，感謝每一位書寫美的全新歷史劇本的作者，反思過往，持續成長，不懼挑戰，縱情向前。

　　在邏輯劇烈重構的大時代，方洪波提醒所有美的人保持清零的心態，堅持常識，變革創新，堅定方向，探索新路徑，激發新動能，實現新突破，讓美的成為真正意義上的全球科技企業。

　　聚焦核心，回歸本質

　　2022年，面對出口受阻、技術競賽與市場內卷加劇等周期現實，全體美的人深度貫徹“合理收入、恢復盈利”年度經營原則，聚焦核心業務，回歸經營本質。前三季度，集團營業收入、凈利潤、自有資金等多項關鍵指標均保持增長，創歷史新高。

　　走過山重水復，方知大道至簡。堅持常識，理性地做對的事情；堅守本分，踏實地做好該做的事情；堅持確定性，遵守長期規律和方向；堅持簡單，保持務實的理想主義初心。所有成功企業具備的偉大共性，都是我們最耳熟能詳的常識。

　　2022年，美的持續發展五大業務板塊，從智能家居到工業技術、樓宇科技、機器人與自動化及數字化創新業務，堅持ToC和ToB業務并重發展。在專注ToC業務存量升級同時，面向ToB轉型實現增量創造，堅定點燃“第二引擎”。

　　智能家居事業群實現COLMO、東芝雙高端品牌的高質量強勢發展，人感科技通過單品功能的形式與用戶生活實現連接，全屋智能家電產品理念引領行業潮流；

　　工業技術事業群全球量產首批800V碳化硅（SiC）12000rpm電動壓縮機，合康新能“低碳智能微電網”解決方案為工業園區節能降碳，變頻器產品及數智解決方案助力高能耗產業低碳轉型；

　　樓宇科技事業部落地零碳智慧園區，發布水機新品牌及多款自主研發新品，MDV8以無界科技全新定義智慧建筑空間，意大利熱泵生產研發基地奠基，深化拓展國內外市場；

　　機器人與自動化事業部業績持續大幅增長，庫卡中國多款重磅機器人新品落地，與汽車、電子、一般工業等多行業的頭部客戶建立合作，瑞仕格物流倉儲自動化產品及解決方案愈發成熟，本土化效應進一步突顯；

　　數字化創新業務聚焦“四小”業務的創新升級，安得智聯推出“1+3”供應鏈服務模型，助力3000多個企業客戶轉型升級；美云智數旗下美擎工業互聯網平臺入選國家級“雙跨平臺”，助推上千家大中型企業數字化轉型；萬東醫療發布全球首臺無液氦磁共振設備，聯合庫卡醫療、瑞仕格醫療、樓宇科技、生物醫療推出美的醫療五大智慧醫院場景解決方案，達成合作醫院約6000家。

　　心態清零，戰略清晰

　　身處全新時代周期，時代紅利和順風車已一去不返。企業的生命力就在于穿越周期，我們要保持清零的心態，時刻如履薄冰，對市場心存敬畏。擺脫路徑依賴，必須解決自我膨脹、組織失靈、機制腐蝕的痼疾。2023年，美的經營思路是“穩定盈利，驅動增長”，這既符合美的現狀，也符合時代環境。我們要保持永遠的樂觀，始終擁有這樣的遠見和智慧。

　　順應大勢、變革創新是我們唯一的選擇，科技領先、技術進步是我們的唯一出路，要進一步加大對研發的投入。“科技領先”是美的最核心的戰略，正是因為對科技長期的重視和投入，美的才能穿越一個又一次周期。越是緊縮的時期，越要加大對研發的投入和高端研發人才的引入力度，既要突破性解決老大難問題，又要攻關基礎共性、差異性技術，對綠色、智能、健康、機器人與自動化等前沿技術領域進行前瞻性研發布局。

　　與此同時，美的未來發展的必由之路就是全球化，堅定不移地推動“全球突破”，對于海外優勢市場要堅定投入，形成規模優勢；對于海外潛力市場，要優化機制，持續完善產品布局、優化渠道，進一步推動研發、制造和人才的本土化，進一步構建全球突破的能力。

　　勇敢無畏，呼喚英雄

　　我們已經和上一個周期說再見，要勇敢面對下一個周期。美的志存高遠，要在不確定的環境中建立起確定性的優勢，實現持續的高質量發展，實現逆勢增長，就必須不斷有挑戰未來的勇氣，擁抱不確定性的無畏精神。

　　在四大戰略的引領下，要驅動五大業務持續增長，我們要堅持創新和務實的基因，尋找到更多內生的動力，不斷建立新的差異化優勢。

　　美的從一粒種子成長為一棵大樹，從一個人到一個團隊，從一個產品到多個產品，從一個市場到多個市場，從無人知曉到家喻戶曉，我們要不懈奮斗，朝著更偉大的企業邁進。在新周期，我們呼喚更多英雄，不要怕，不怕的人前面才有路。美的將為團隊搭建更多、更大的舞臺，進一步加強組織適應力建設，完善公司治理，重構激勵機制，激發創新和創業精神，激發內部企業家群體，強化企業家精神的密度，尋找到更多有理想、有目標、有規劃的“企業家”，燦若繁星滿天，點亮美的未來。

　　縱情向前，我要像你一樣勇敢！

　　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！