Core Insights - The book "The Path of Quality Management at Haier: From Zero Distance to Zero Boundaries" was published, encapsulating 40 years of Haier's quality management practices and providing a reference for high-quality development in the digital economy era [1][3] - The book addresses the evolution of Haier's quality management philosophy and practices, emphasizing the importance of user experience in today's highly personalized market [3][4] Group 1: Quality Management Evolution - Haier's quality management journey began with the "smashing refrigerators" incident, leading to the core principle that "the user is always right," which has shaped its quality culture [3][4] - The company has developed a "three high" quality system, focusing on high-quality products, systems, and personnel [3] - The "user experience first" culture has been a cornerstone of Haier's approach to quality management [3][4] Group 2: User-Centric Approach - The "RenDanHeYi" model, proposed by Zhang Ruimin in 2005, has evolved to transform quality management from post-sale satisfaction to full-process user interaction [4][5] - Haier's quality management is deeply rooted in its corporate culture, consistently prioritizing user needs and leading new directions in quality management [4][5] Group 3: Adapting to Changing Standards - Haier has maintained its quality philosophy of "the user is always right" while adapting to changing user demands and quality standards across different industrial eras [5][6] - The transition from traditional industrial standards to those driven by artificial intelligence highlights the need for "zero boundaries" in quality management [5][6] Group 4: Technological Integration - Haier is exploring the application of artificial intelligence in quality management, creating digital solutions that address the misalignment between preset standards and actual user needs [7] - The company has developed the Tianzhi Industrial Model, the first industrial internet platform in China, to enhance quality management through large-scale personalized customization [7] - Haier believes that true quality is achieved through a two-way engagement with users, rather than a one-sided output from the company [7]

Core Insights - Haier Group's CEO Zhou Yunjie emphasized the evolution of the "Human-Unit Integration" model from 1.0 to 2.0 over the past twenty years, adapting to the era of artificial intelligence and the new technological revolution characterized by integration and a "mirror world" [1] - The founder of Haier, Zhang Ruimin, expressed expectations for organizational innovation under the Human-Unit Integration model, highlighting the transformation of individuals from passive roles to proactive creators [1] Group 1 - The Human-Unit Integration model is not a destination but a continuous process, indicating ongoing evolution and leadership in the age of artificial intelligence [1] - Haier's latest practices in the Human-Unit Integration 2.0 model were showcased in three major industry ecosystems: smart home, health care, and digital economy [2] Group 2 - The example of the three-tub washing machine demonstrated significant market interest, with over 8.8 million units reserved within seven days of launch and nearly 200,000 units delivered [2] - The Kaos Industrial Internet platform connects 900,000 enterprises across 20 industries, gathering over 300,000 developers and linking more than 5,000 ecosystem partners [2]

Core Insights - The forum focused on "Organizational Intelligence: Building an Intelligent Interaction Ecosystem in the AI Era" and attracted over 400 global experts and representatives from multinational companies [3] - Zhang Ruimin, founder of Haier Group, emphasized the importance of the "Ren Dan He Yi" model in organizational innovation, highlighting the shift from passive roles to proactive creators [3][5] Group 1: Evolution of the "Ren Dan He Yi" Model - The "Ren Dan He Yi" model has evolved over 20 years, transitioning through four stages: incubation, germination, rooting, and flowering [5] - The model aims to maximize human value and has led to the elimination of over 12,000 middle management positions, disrupting traditional hierarchical structures [5][7] - The model's essence is centered on maximizing human value, allowing individuals to become autonomous innovators, which has been a continuous process of self-evolution [7][8] Group 2: Global Recognition and Application - The model has gained global recognition, with top business schools incorporating it into their curricula, including Harvard Business School, which has included 35 cases related to Haier [10] - The "Ren Dan He Yi" model has been successfully applied in Haier's acquisitions, leading to significant improvements in performance and profitability for acquired companies [9] - By 2025, the model is expected to be recognized as an international management standard, with a proposal for ISO 56012 based on it receiving a 98% approval vote [10] Group 3: Cross-Industry Applications - The second "Zero Distance Excellence Award" attracted 95 organizations from 28 countries, showcasing the model's applicability across various industries [15] - Bayer Group has adopted the model to address organizational inefficiencies, aiming for a cost-saving of €2 billion by 2025 through a new operational model [15] - The model has been implemented in various sectors, including healthcare and digital economy, demonstrating its versatility and effectiveness in enhancing organizational performance [17][18] Group 4: Future Directions - The establishment of the "Zero Distance Excellence Alliance" aims to promote the global application and innovation of the "Ren Dan He Yi" model [20] - The model is seen as a management revolution that enhances organizational vitality by maximizing individual creativity and reconstructing ecological value networks [20]

香港交易及結算所有限公司及香港聯合交易所有限公司對本公告的內容概不負責， 對其準確性或完整性亦不發表任何聲明，並明確表示，概不對因本公告全部或任何 部分內容而產生或因依賴該等內容而引致的任何損失承擔任何責任。 Haier Smart Home Co., Ltd.* 海爾智家股份有限公司 （於中華人民共和國註冊成立之股份有限公司） 股份代號：6690 海外監管公告 本公告乃根據《香港聯合交易所有限公司證券上市規則》第13.10B條由海爾智家股份 有限公司作出。 以下公告的中文版本已於上海證券交易所網站(www.sse.com.cn)刊登，僅供參閱。 特此公告。 承董事會命 海爾智家股份有限公司 董事長 李華剛 中國青島 2025年8月28日 於本公告日期，本公司執行董事為李華剛先生及Kevin Nolan先生；非執行董事為 宮偉先生、俞漢度先生、錢大群先生及李少華先生；獨立非執行董事為王克勤先 生、李世鵬先生、吳琪先生及汪華先生；及職工董事為孫丹鳳女士。 * 僅供識別 海尔智家股份有限公司2025 年半年度报告 公司代码：600690 公司简称：海尔智家 海尔智家股份有限公司 2025 年半年度报告 1 / 1 ...

Core Viewpoint - The establishment of the "Human-Unit Integration" Research Center in Japan highlights the global interest in the innovative management model proposed by Zhang Ruimin, emphasizing user-centricity and decentralized organization for enhanced collaboration and innovation [1] Group 1: Event Details - The "Human-Unit Integration" Research Center was inaugurated on August 5 in Tokyo, attended by notable figures including Chinese embassy officials, Haier's founder Zhang Ruimin, and other industry experts [1] - The model was introduced by Zhang Ruimin in 2005 and has been widely implemented in Haier's global operations, attracting significant attention from the international academic community [1] Group 2: Model Significance - The "Human-Unit Integration" model focuses on a user-centered approach where every individual acts as an autonomous creator, promoting efficient collaboration and continuous innovation within enterprises [1]

Summary of Haier Smart Home Conference Call Company Overview - **Company**: Haier Smart Home - **Industry**: Home Appliances - **Key Financials**: Projected net profit of 18.7 billion RMB in 2024, with a compound annual growth rate (CAGR) of nearly 14% from 2020 to 2024 [2][8] Core Insights - **Market Position**: Haier is the global leader in home appliances, with significant market share in North America and Europe. It surpassed Whirlpool in North America and ranks first among Chinese brands in Europe [2][4][8] - **Global Strategy**: The company has a well-established global layout, leading in retail market share for its own brands in China, North America, and Australia/New Zealand. It effectively mitigates trade risks through a multi-brand matrix and global supply chain [2][4][13] - **High-End Brand Performance**: The high-end brand Casarte is projected to exceed 15 billion RMB in revenue in 2024, with a CAGR of 33% from 2016 to 2024, significantly outperforming the average in the home appliance industry [2][14] - **Product Performance**: Haier's refrigerator and washing machine business is a traditional strength, with projected revenue of 146.3 billion RMB in 2024, nearly double that of Midea and five times that of Hisense [2][12] Regional Performance - **North America**: In 2024, revenue in the Americas reached 79.5 billion RMB (approximately 11 billion USD), with a retail market share of 24.5% in major appliances, surpassing Whirlpool [34][35] - **Europe**: Revenue in Europe reached 32.1 billion RMB in 2024, with a retail market share of 9.5%. The company is focusing on improving profitability in this region [36] - **Emerging Markets**: Rapid growth in emerging markets, with revenue in Southeast Asia reaching 6.6 billion RMB in 2024, a 15% increase [37][38] Strategic Initiatives - **Digital Transformation**: Haier is enhancing retail capabilities through digital inventory and marketing, transitioning from traditional distribution to retail-driven models [5][22][31] - **Acquisition Strategy**: The company has spent over 60 billion RMB on overseas acquisitions from 2015 to 2023, enhancing its market presence and operational efficiency [16] - **High-End Product Development**: Casarte's product competitiveness is bolstered by global technology sharing and innovative designs, leading to a significant increase in market share in high-end segments [17][18] Future Outlook - **Growth Projections**: Anticipated steady growth in domestic appliance business due to government subsidies, with Casarte expected to maintain double-digit growth [39] - **Profitability Expectations**: Projected net profit growth of over 10% in 2025-2026, driven by improved performance in domestic and overseas markets [40] Additional Insights - **Management Innovation**: The company emphasizes a "user-centric" approach, enhancing internal innovation and aligning management with shareholder interests post-privatization [21][25] - **Supply Chain Integration**: Strengthening supply chain capabilities, particularly in the air conditioning segment, to improve profitability and market share [32][33] This summary encapsulates the key points from the Haier Smart Home conference call, highlighting the company's strategic positioning, market performance, and future growth prospects in the home appliance industry.