Moutai Group's 2020 Working Conference and "Infrastructure Construction Year" Launch Conference 茅台集團 2020 年工作會暨「基礎建設年」啟動大會

On the first working day of the new year, Moutai Group immediately held the 2020 working conference and the "Infrastructure Construction Year" launch conference, reviewed and summarized the achievements and experience of the past year, arranged and deployed the work in 2020, and solidly promoted the "Year of Infrastructure Construction" and other important work to ensure Moutai's stable and long-term development. The biggest difference between this conference and the previous ones was that Moutai had achieved "100 billion" this time. At this landmark node destined to be recorded in Moutai's history, it was of great significance to hold such an annual working conference that was the largest in Moutai's history. In this special historic node, the convening of such a large-scale conference was mainly to hope that more cadres and employees could directly participate in it, share the joy of success, and stand on a new historic starting point, plan for the future with the same mind, and work together to open a new chapter. Moutai Group General Manager Li Jingren made "Moutai Group's 2020 Work Report" on behalf of the management team. Deputy Party Secretary Wang Yan presided over the conference. Zhang Ruibin and Li Weixi (Outside Directors), Yang Jianjun (Deputy General Manager), Zhuoma Cairang (Secretary of Discipline Inspection Commission), Yang Daiyong, Liu Daneng

(Deputy General Managers), Duan Jianhua (General Counsel), and Wang Li (Chief Engineer), as well as Zhong Zhengqiang and Liu Gang (Deputy General Managers of Kweichow Moutai Co., Ltd.) attended the conference.

Cracked the "Hard Nut" and Hit the "100 Billion" Mark

In the conference, six "most" were summarized to fully commend the work in 2019: "the most important and the most historic", "the most precious and the most worth summarizing", "the most outstanding and the most commendable". "In the past year, we have cracked many 'hard nuts', solved many new problems, and accomplished a series of important and difficult tasks. We have hit the '100 billion' mark." The most important and the most historic were three milestone moments in the history of Moutai's development: On March 29, the market value of Kweichow Moutai exceeded one trillion RMB; on June 26, the stock price of Kweichow Moutai was over 1,000 RMB per share; on December 31, Moutai Group's revenue reached 100 billion RMB. In addition, in mid-December, Moutai was also listed in the Top 10 Annual Model Brands in China's 2019 "Brand Power" Ceremony, and ranked 11th among the top 100 enterprises on the list of "China Brand

Development Index" published by the People's Daily. The most precious and the most worth summarizing was that when facing series of changes brought about by team adjustment, special rectification, and marketing reform, the entire Moutai team had always maintained a very powerful political and working determination, achieving scientific analysis, precise implementation, proper response and effective disposal. "It turns out that Moutai people have the ability and confidence to anticipate, plan, implement, and succeed in any situation, regardless of difficulties and pressures." The most outstanding and the most commendable was that Moutai as a whole had maintained and achieved a good situation of reform and development: It had maintained a stable overall situation, changed into a new pattern, and grasped the whole area of development. According to "Moutai Group's 2020 Work Report", in 2019, the operating revenue reached 100.3 billion RMB with a year-on-year increase of 17%; the total industrial output value reached 95 billion RMB with a year-on-year increase of 16%; the added value reached 99 billion RMB with a yearon-year increase of 16%; the net profit reached 46 billion RMB with a year-on-year increase of 16%; the tax revenue reached 41.6 billion RMB with a year-on-year increase of 8%, and the annual target plan was fully completed. "Stability" was the main line of Moutai's work in the past year. Facing complicated situations, Moutai upheld the underlying principle of pursuing progress while ensuring stability as well as the new concept of highquality development, achieving stable production, stable market, and stable popularity. The output of Moutai base liquor was higher than the historical average level of the past 30 years, the quality was stable and controllable, and the overall output and quality were stable and improving, with the best achievements in the past five years. Reviewing the past year, the most important thing was that 10 key tasks had been handled properly: The first was the overall improving of Moutai liquor's production and quality; the second was the solid advancing of the special rectification and marketing reform; the third was the orderly implementation of the "3-Year Action Plan for Planning and Construction"; the fourth was the development of some subsidiaries and the gradual improvement of the environmental protection and safety shortcomings; the fifth was the repeated calculation and upgrade of the "Moutai" trademark; the sixth was the brand slimming from "Double Ten" to "Double Five"; the seventh was the start exploration for the construction of "Cultural Moutai"; the eighth was the start operation of the Moutai Research Institute; the ninth was the clear proposal for the "Year of Infrastructure Construction"; the last was the start construction of high standard planting demonstration base for organic sorghum. Li Jingren also used six "new" in his report to summarize Moutai Group's work in 2019: The scale and strength had reached a new level; rectification had promoted new governance; deepened reform had released new momentum; systematic measures had improved new capabilities; public relations harmony had created a new environment; and results sharing had demonstrated new achievements. Moutai's changes had sent a signal to the outside world: Although the world economic growth continued to slow down and the downward pressure on the domestic economy increased, Moutai adhered to the main line of pursuing progress while ensuring stability throughout the whole process. Based on building a better environment, Moutai has formed new growth and enhanced development capacity. Its path of highquality development would become increasingly wider and its foundation would be increasingly stronger.

Actively Make Adjustments, Solidify the Foundation, and Progress Along the New "Long March"

2020 is the first year for Moutai to embark and climb again after it reached the "100 billion" level. It is about to open a new chapter, start a new journey and pursue a new dream. It will also face new circumstances, new opportunities and new challenges. In this context, "Where to go and how to go" for Moutai will become a new topic for all Moutai people. "The Central Conference on Work Relating to Economics used one word 'stability', three 'direction' and four 'must', especially for 'reasonable growth in quantity and steady improvement in quality', providing us with a fundamental path and method to do well in the work of the whole year." The key to Moutai was to stabilize mind and pace, find the right way, move forward pragmatically, and progress along the new "Long March". "Fundamentally, whether a brand can maintain stable and long-term development is not about how high it can reach, but how pragmatic it is." It is irrational, unrealistic, and irresponsible to require a "100-billionlevel" enterprise to keep a long-term growth rate of about 30%. What Moutai needed was normal, sustainable and healthier development, not ebb and flow. "Therefore, in 2020, it is more important for Moutai to lay a solid foundation. We must be sober and rational enough to think carefully and plan our work of this year scientifically." It was pointed out that the purpose of actively adjusting and consolidating the foundation was not to stall, but to walk more steadily, better and further. Based on this, the CPC Committee of Moutai Group has identified 2020 as the "Year of Infrastructure Construction"

and put forward the work keynote of "preparing for danger in times of peace to achieve long-term stability". According to the conference, the overall requirements for Moutai's work in 2020 are: Firmly grasp the requirements of "positioning, orientation, slimming, standardization and reform", continuously strengthen and improve Party building, comprehensively focus on strategic research, comprehensively speed up the construction of "Cultural Moutai", follow the idea and principle of "growing moderately and reasonably, focus on infrastructure construction, and optimize the development environment", coordinate reform and development, production and operation, project construction as well as other work. With the achievements of more prominent leadership of Party building, more stable production and quality, more adaptive market system as well as more effective basic management, Moutai will promote its stable and long-term development, and truly implement the concept and requirements of high-quality development. In his speech, Li Jingren revealed Moutai's main expected goals for this year: To achieve revenue of 110 billion RMB with a year-on-year growth of 10%; total industrial output value of 102.7 billion RMB with a yearon-year growth of 8%; added value of 108 billion RMB with a year-on-year growth of 9%; net profit of 50.5 billion RMB with a year-on-year growth of 10%; and tax revenue of 45.5 billion RMB with a year-on-year growth of 9%. To complete liquor production of 150,000 tons, liquor sales of 142,000 tons, and project investment of 10.62 billion RMB. To achieve the safe production target of "double 100, double 0, and three low", and ensure that environmental protection meets the requirements of national regulations. "The work in the new year is not only full of challenges, but also more opportunities." Li Jingren said that the main expected goals set by Moutai were concentrated on the idea and principle of "stability", which were in line with the current development situation of Moutai. "As long as we work hard and pragmatically together, and make the best use of the situation, we will certainly be able to achieve the goals and tasks of the whole year."

What Moutai Will Do after the "100 Billion" Threshold

Focusing on the overall requirements and target arrangements for the work in 2020, Moutai was proposed to focus on seven aspects of work: highlight the "Year of Infrastructure Construction"; comprehensively speed up the construction of "Cultural Moutai"; comprehensively manage production and strictly control quality; make good use of new mechanism of market work and release new momentum; build a new pattern of balanced and full development; focus on enhancing development capabilities and strengths; and put environmental protection and safety work in a more important position. "The 'Year of Infrastructure Construction' activity is the top priority of the new year's work, and must be carried out throughout the year." It was emphasized that Moutai should make overall arrangements, comprehensively implement policies, clarify the task list, enforce work responsibilities, and implement the work properly, strive to form a more standardized, scientific and efficient modern corporate governance system, and continuously improve governance capacity and level. Since last year, "Cultural Moutai", as an open proposition, has aroused strong responses from all walks of life. After one year's thinking and practice, Moutai has a more precise definition of the "Cultural Moutai" strategy, with higher standing and more new expressions. "The concrete work for the construction of 'Cultural Moutai' must be started and implemented this year, with real results." "Cultural Moutai" is not a simple collection of Moutai culture. It is necessary to explain clearly and thoroughly what is "Cultural Moutai" as soon as possible, guide everyone from "what is Cultural Moutai" to "what can be done for Cultural Moutai", promote the inheritance and innovation of "Cultural Moutai", constantly enrich and solidify "Cultural Moutai", and form effective feedback and beneficial output. Lately, many enterprises and entrepreneurs have been willing to come to Moutai to exchange, communicate and make friends with Moutai, which is a great and delightful phenomenon. Therefore, it is necessary to earnestly seize this opportunity, strive to improve the ability to grasp and control the entire market, keep a low profile and make more friends, and gather more resources and connections for the long-term development of Moutai. To be specific, it is necessary to look at the long-term perspective, take "strengthening, refining, and persisting" as Moutai's unique development path, and scientifically plan Moutai's development in the post-100-billion era. On the other hand, based on the current situation, it is necessary to study and solve the bottleneck that restricted Moutai's development. "In the future, we should give more prominence to the unique characteristics of Moutai and cultivate long-term enterprise advantages. We must not blindly follow the trend, take the road of homogeneity, and lose ourselves. Always remember that Moutai is a factory, not a park or a pure tourist attraction. Industrial tourism is just a supplement, not a priority." Looking into the future, Moutai put environmental protection and safety work in a more important position. It is necessary to firmly establish a broad sense and concept of environmental protection, and go all out to protect the liquor-making ecological environment of Moutai.

At the same time, Moutai people should continue to pay attention to the changes in the external environment, timely take measures to handle and solve any problem unfavorable for its development, ensuring safe, stable, and healthy development with controllable risks. In the report, Li Jingren arranged and deployed 11 aspects of Moutai Group's work in 2020, including "Year of Infrastructure Construction", "Cultural Moutai" construction, production and quality, market work, reform and innovation, infrastructure construction, balanced and full development of subsidiaries, safe production, ecological governance, social responsibility, and conduct construction. In order to implement the spirit of the conference and ensure the completion of all goals and tasks throughout the year, Wang Yan put forward three suggestions at the end of the conference: First, quickly organize, convey, and learn the spirit of the conference, unify ideas and gather consensus; second, conscientiously break down the tasks to ensure orderly progress; third, enforce responsibilities level by level to ensure implementation. 營業收入 工業總產值 110 102.7 Billion RMB Billion RMB OPERATING REVENUE TOTAL INDUSTRIAL OUTPUT VALUE 10% 8% Wang Yan said that in 2020, Moutai would work hard together with more enthusiasm as well as more vigorous attitude, and spare no effort to form a stronger joint working force, and promote all work to a higher level. 增加值 ADDED VALUE 酒類產量 酒類銷量 150K 142K LIQUOR PRODUCTION LIQUOR SALES Tons Tons MOUTAI'S MAIN EXPECTED GOALS 淨利潤 實現稅收 108 50.5 45.5 Billion RMB Billion RMB Billion RMB NET PROFIT TAX REVENUE 9% 10% 9%

新年的第一個工作日，茅台集團馬不停蹄召開 2020 年 工作會暨「基礎建設年」啟動大會，回顧總結過去一 年取得的成績和經驗，安排部署 2020 年工作，扎實 推進「基礎建設年」等重要工作，確保茅台發展行穩致遠。這次會議， 與以往最大的不同，是茅台實現了「千億」，在這一註定載入茅台 史冊的標誌性節點，召開史上規模最大的年度工作會，意義非凡。 在這一特殊的歷史節點，召開如此規模的大會，主要是希望 讓更多的幹部員工，直接參與進來，分享成功喜悅，站在新的歷史 起點上，同心同德謀劃未來，群策群力開啟新篇。 茅台集團總經理李靜仁代表經營班子作《茅台集團 2020 年工 作報告》，黨委副書記王焱主持會議，外部董事張瑞彬、李為熹， 副總經理楊建軍，紀委書記卓瑪才讓，副總經理楊代永、劉大能， 總法律顧問段建樺，總工程師王莉，茅台酒股份公司副總經理鐘正 強和劉剛出席會議。

啃掉「硬骨頭」，摘下「千億」大桃子

會議中用 6 個「最」字對 2019 年的工作給予了充分肯定：「最 為重要、最當記載」「最為難得、最當總結」「最為突出、最當肯 定」。「過去一年，我們啃掉了許多『硬骨頭』，破解了諸多新難題， 辦成了一系列大事要事難事，把『千億』這顆大桃子摘下來了。」 最為重要、最當記載的是，茅台發展史上具有里程碑意義的 三個重要時刻：3 月 29 日，貴州茅台市值超萬億；6 月 26 日，貴 州茅台股價上千元；12 月 31 日，集團營收實現千億目標。此外， 在 12 月中旬，茅台還榮獲了 2019 中國品牌強國盛典年度十大榜 樣品牌，並上榜人民日報中國品牌發展（企業）指數 100 榜單、 位列 11。 最為難得，也最當總結的一點是，面對班子調整、專項整治、 行銷改革等帶來的系列變化，茅台全體始終保持了極高的政治定力 和極強的工作定力，做到了科學研判、精准施策，妥善應對、有效 處置。他在會上自豪地宣佈：「事實證明，茅台人不管面對任何困 難和壓力，都有預事、謀事、幹事、成事的能力和底氣。」 最為突出、最當肯定的，則是茅台整體保持和實現了改革發 展的良好局面：保持了穩的大局、改出了新的格局、把握了發展全域。 《茅台集團 2020 年工作報告》顯示，2019 全年完成營業收 入 1003 億元，同比增長 17%；工業總產值 950 億元，同比增長 16%；增加值 990 億元，同比增長 16%；淨利潤 460 億元，同比 增長 16%；實現稅收 416 億元，同比增長 8%，全面完成年度目 標計畫。 「穩」是過去一年茅台工作的主線。面對紛繁複雜的形勢， 茅台堅持穩中求進工作總基調和高品質發展新理念，實現了生產穩、 市場穩、人心穩——茅台酒基酒產量高於近 30 年來的歷史平均水 準，且品質穩定可控，產品質全面穩中向好，取得了近五年來的最 好成績。 盤點過去一年，最為重要的是抓住抓好了十項重點工作：一 是茅台酒生產品質全面向好；二是專項整治與行銷改革扎實推進； 三是「規劃建設三年行動計劃」有序實施；四是部分子公司發展和 環保、安全短板逐步補齊；五是「茅台」商標反覆運算升級；六是

營業收入 OPERATING REVENUE

1003 億元 17% 工業總產值 950 億元 TOTAL INDUSTRIAL OUTPUT VALUE 16%

增加值 ADDED VALUE

990 億元 16%

淨利潤 NET PROFIT

460 億元 16%

實現稅收 TAX REVENUE

416 億元 8%

「雙十」到「雙五」品牌瘦身；七是「文化茅台」建設起步探索； 八是茅台研究院掛牌運行；九是明確提出「基礎建設年」；十是啟 動了有機高粱高標準種植示範基地建設。 李靜仁亦在報告中用「六個新」總結茅台集團 2019 年的工作： 規模實力邁上了新的臺階、整治整改促進了新的治理、深化改革釋 放了新的動能、系統施策提升了新的能力、公關協同營造了新的環 境、成果共用展現了新的作為。 茅台的變化向外界傳遞這樣一個信號：儘管世界經濟增長持 續放緩、國內經濟下行壓力加大，但茅台堅持穩中求進這條主線貫 穿始終，立足於營造更好環境、形成新的增長、增強發展能力，茅 台高品質發展的路子會越走越寬、基礎也會越築越牢。

主動調整夯實基礎，走好新的「長征路」

2020 年，是茅台邁上「千億」臺階之後，再出發、再攀登的 開局之年，即將翻開新的篇章，開啟新的征程，追逐新的夢想，也 必將面臨新的條件、新的機遇、新的挑戰。這一背景之下，茅台「往 何處去、怎麼去」，將成為擺在所有茅台人面前的一個全新課題。 「中央經濟工作會用一個『穩』字、三個『導向』、四個『必 須』，尤其是『量的合理增長、質的穩步提升』，為我們抓好全年 工作，提供了根本遵循和方法路徑。」茅台要做的，關鍵是穩住心 神和步伐，找准路子、務實前行，走好新的「長征路」。 「從根本上看，一個品牌能否行穩致遠，不是看拔得多高， 而是看做得多實。」作為一家「千億級」企業，寄望於長期保持 30% 左右的增速，既不理性、不現實，也是不負責任。茅台需要 的是常態化、可持續、更健康的發展，而不是大起大落。 「所以，2020 年於茅台，夯實基礎更為重要。我們必須保持 足夠的清醒和理性，審慎思考、科學謀劃今年工作。」主動調整、 夯實基礎不是失速，而是為了走得更穩、更好、更遠。 基於此，集團公司黨委將 2020 年確定為「基礎建設年」，提 出了「居安思危、行穩致遠」的工作基調。 會議透露，2020 年茅台工作的總體要求是：牢牢把握「定位、 定向、瘦身、規範、改革」要求，持續加強和改進党的建設，全面 注重戰略研究，全面提速「文化茅台」建設，按照「適度合理增長， 注重基礎建設，優化發展環境」的思路和原則，統籌好改革發展、 生產經營、項目建設各項工作，以黨建引領更加突顯、生產品質更 加穩定、市場體系更加適應、基礎管理更加有效的成果，推動茅台 行穩致遠，真正把高品質發展理念和要求落到實處。 李靜仁在講話中透露了茅台今年的主要預期目標：完成營業 收入 1100 億元，同比增長 10%；工業總產值 1027 億元，同比增 長 8%；增加值 1080 億元，同比增長 9%；淨利潤 505 億元，同 比增長 10%；實現稅收 455 億元，同比增長 9%。完成酒類產量 15 萬噸、酒類銷量 14.2 萬噸、完成項目投資 106.2 億元。安全生 產實現「雙百雙零三低」，環境保護符合國家規定要求。「新一年 的工作，既充滿了挑戰，但更多的是機遇。」李靜仁表示，茅台確 定的主要預期目標，集中體現了「穩」字當頭的思路和原則，契合 茅台當前發展形勢，只要團結一心、實幹擔當，因勢利導、順勢而 為，就一定能夠實現全年目標任務。

跨上「千億」臺階，茅台今年的行動

圍繞 2020 年工作的總體要求和目標安排，要重點抓好七個方 面工作：突出抓好「基礎建設年」；全面提速「文化茅台」建設； 全面抓好生產、從嚴管好品質；用好市場工作新機制、釋放新動能； 構建平衡充分發展新格局；著力增強發展能力和實力；把環保安全 工作擺在更加重要的位置。 「『基礎建設年』活動是新一年工作的重中之重，必須貫穿 全年工作始終。」要統籌兼顧、綜合施策，明確任務清單，壓實工 作責任，抓好工作落實，努力形成更加規範、科學、高效的現代企 業治理體系，不斷提升治理能力和水準。 去年以來，「文化茅台」作為一個開放命題，引發了社會各 界強烈反響。經過一年的思考和實踐，茅台對「文化茅台」戰略定 義更精准，站位更高，有了更多全新表達。「『文化茅台』建設具 體工作今年必須動起來、實起來，真正見到效果。」「文化茅台」 不是茅台文化的簡單集合，要儘快把什麼是「文化茅台」講清楚、 講明白、講透徹，引導大家從「文化茅台是什麼」向「能為文化茅 台做什麼」轉變，推動「文化茅台」繼承創新，不斷豐滿和具象， 形成有效回饋、有益輸出。 會議中還提到了在茅台出現的一個現象——很多企業和企業 家願意到茅台來，和茅台交流、交往、交朋友。這是一件大好事， 要切實抓住這一機遇，著力提高把握和駕馭市場全域的能力水準， 低調為人、廣交朋友，為茅台長遠發展聚集資源和人脈。 具體來說，一方面，要著眼長遠，把「做強、做精、做久」 作為茅台獨特的發展路徑，科學謀劃茅台實現千億之後的發展思路。 另一方面，要立足當前，研究解決好制約茅台發展的瓶頸問題。「今 後，要更加突出茅台獨有的特色，培育長久的企業優勢。千萬不能 盲目跟風，走同質化的道路，失去自我。要始終記住，茅台是工廠， 不是公園，也不是純粹的旅遊景點，工業旅遊只是一個補充，不能 本末倒置。」 著眼未來，茅台把環保安全工作擺在更加重要的位置。要牢 固樹立廣義環保意識和環保理念，全力以赴保護好茅台酒釀造生態 環境。同時持續關注外部環境變化，凡是不利於茅台發展的，要及 時採取措施應對和化解，做到風險可控、安全穩定、健康發展。 報告中，李靜仁從「基礎建設年」、「文化茅台」建設、生產品質、 市場工作、改革創新、基礎設施建設、子公司平衡充分發展、安全 生產、生態治理、社會責任、作風建設等 11 個方面，對集團公司 2020 年工作作了安排部署。 為貫徹落實好會議精神，確保完成全年各項目標任務，王焱 在會議最後提出了三點意見：一是迅速組織傳達學習，統一思想、 凝聚共識；二是認真抓好任務分解，確保推進有序；三是層層壓緊 壓實責任，確保落實到位。王焱說，2020 年，茅台將以更加飽滿 的工作熱情，更加昂揚的奮鬥姿態，同心同向、實幹苦幹、全力以 赴，形成更加強大的工作合力，推動各項工作更進一步、再上臺階。