年度股东大会张康阳主席发言

新的时代 各位早上好。感谢前来参加我们的年度股东大会。 2016年6月苏宁入主国米之日起，我们的目标就是引领国际米兰成为体育行业的领军，坚持财务可持续增长，打造一支稳健、坚实的俱乐部。 千里之行，如今俱乐部的情况与三...

新的时代

各位早上好。感谢前来参加我们的年度股东大会。

2016年6月苏宁入主国米之日起，我们的目标就是引领国际米兰成为体育行业的领军，坚持财务可持续增长，打造一支稳健、坚实的俱乐部。

千里之行，如今俱乐部的情况与三年前已截然不同；凭借所有人的共同努力，俱乐部的命运已发生改变。新的国际米兰传达着国际化、勇敢、投入、创新和高效的理念。我们将能赢得更多球迷，鼓舞他们并给他们带来快乐。

足球商业格局

当下，全球足球圈正经历一场深刻的变革。这个行业正向创新化和全球化发展。

球队在赛场上的成功与俱乐部日常运营日益相关。我们的工作不仅仅是电视转播所呈现的那90分钟比赛。欧洲俱乐部则更像现代娱乐公司，并在国际舞台上展开竞争。

为了实现俱乐部良性发展，首要任务是与日渐多元化的群体加强互动而不仅限于足球球迷群体。吸引年轻新世代变得非常关键，否则他们可能对足球失去兴趣。

网络世代消费娱乐的方式与传统模式截然不同，因此必须主导数字传播渠道、创造迎合年轻人风格的创新内容、定制本地化内容，并与不同文化交融互动，更为重要的是，要关注90分钟赛场以外的各类动态。

同时，必须专注全球市场，提高意大利和欧洲足球的品牌知名度，赢得新的球迷、获得新的商业伙伴。如今欧洲市场已经饱和，但是在美国、亚洲，尤其是中国，市场潜力巨大。国际米兰正是基于这样的时代背景来制定其发展的策略。

过去的一年中，我们做出了重要改变让俱乐部在赛场内外都取得了不错的成绩。更重要的是，我相信这一年更为俱乐部的美好未来打下了重要的基础。随着团队不断壮大，俱乐部收获了更大的影响力，也在体育竞技领域获得了更高的地位。

新的架构：“双板块”模式

为了贯彻我们的愿景与战略，我们重组了俱乐部管理架构，分为两个业务版块进行管理。当然，这两块业务同时是紧密结合的。

在企业运营领域，由CEO亚历山德罗•安东内洛领导。在体育竞技领域，由去年加入的CEO朱塞佩•马洛塔领导。同时，我们也吸纳了一批体育行业的精英加入到俱乐部的高管团队，其中有意大利籍高管，也不乏国际化人才。

人力资源情况

自苏宁接管俱乐部以来的3年里，俱乐部员工数量显著增长，特别是在新的业务领域: 从2016年的150人增加到目前的300人，加上竞技团队雇员整体员工有近700人。俱乐部的员工中60% 是千禧一代，除了意大利本地雇员还有相当规模的国际雇员。

体育竞技领域的提升：说明及赛季亮点

赛场上的成功是国际米兰必须为之努力的目标，不仅是为了俱乐部，更是为了非凡的球迷。

上赛季我们取得的成绩，坚实了国际米兰重返欧洲足坛之巅的道路。随着重返欧冠赛场，我们再一次与世界顶级球队同台竞技，并在小组赛中表现优异。

在离开欧冠赛场八年后，我们又一次为球迷们带来了一场场激动人心的比赛：对阵热刺、巴塞罗那——就像我们上周对阵多特蒙德一样。

在意甲，我们实现了赛季目标，第二次成功获得了欧冠资格。这一成绩也让我们持续巩固了国际米兰在欧洲顶级俱乐部中的地位。

我们的青训——可以非常自豪地说，这是世界足坛最好的青训之一，他们取得了很多优异的成绩，保持着顶级的竞技水平，其中U17赢得了意甲和意大利超级杯的冠军。青训部门也发掘了不少值得期待的好苗子，我们相信他们有能力成为国际米兰未来的栋梁，同时也为意大利国家队的后备人才添砖加瓦。

上个赛季，国际米兰女队也首次正式亮相。第一个赛季，就统领意乙。现在她们正在更高水平的意甲全力拼搏，我们希望女队可以尽快达到最高水准，就像每一支国米球队都能做到的一样。

此外，我们聘请了安东尼奥•孔蒂，世界上最好和最成功的主教练之一。孔蒂满怀激情和自豪加入了我们；基于我们的竞技发展规划，与孔蒂的联手无疑将进一步加快我们向胜利迈进的步伐。

今年夏天，俱乐部在转会市场上做了重大的投资，完成了多个关键转会操作，打造了一套实力强大、团结和稳固的阵容，其中不乏成熟的顶级球员和青年天赋球员。

加布里埃尔•奥里亚利的回归受到了国际米兰球迷的热烈欢迎，这对我们的成功也不可或缺。

国际米兰在赛场上的表现必须在前几年打下的基础上稳步提升。同时我们必须沉下心、不急躁，为俱乐部的长期繁荣发展努力，追求眼前的短期成效绝不是我们的目标。

商业增长

在2018/19赛季，我们创下了国际米兰历史上最高的收入纪录（共计4.17亿欧元），比上一年增长了20%。这一成就说明了国际米兰所取得的非凡增长。自苏宁入主国际米兰以来，俱乐部整体收入翻倍，这也证明了我们商业计划的成功。

我们很清楚国际米兰和欧洲顶级俱乐部之间仍存在差距，但是我们正朝着正确的方向前进。例如，我们的赞助收入比前一年增长了9% ，现在已经接近1.4亿欧元。我们为增加赞助收入所做的努力，将会体现在与高利润领域签订的新全球赞助协议中。

退出和解协议

通过俱乐部全体员工的不懈努力，在此我非常自豪地告诉大家，上赛季国际米兰退出了与欧足联在2015年5月签订的财政公平和解协议。

这显示了我们俱乐部的稳步增长，也说明了近年来我们的财务表现在符合相关财务规则的前提下逐渐提高。俱乐部会继续遵守欧足联的财政公平法案，并将财务管理作为近几个财年的重点策略进行落实。

基础设施投入

作为整体发展规划的一部分，我们同样致力于俱乐部基础设施的革新。

上赛季，我们在苏宁训练中心启动了升级工程，包括建设新的酒店、会所、媒体中心和顶级训练场，旨在为球队提供一座配得上世界顶级俱乐部的现代化训练场地。

今年6月，我们举办了“1908国际米兰新总部”揭幕仪式，新的国际米兰总部坐落于新门（Porta Nuova）科技设计中心内。新总部将为我们的员工提供更好的工作空间，提升效率并以创新的思维方式开展工作。

此外，我们与 AC 米兰一起向米兰市政府提交了圣西罗球场和周边多功能综合设施项目的技术和财务可行性报告。两家俱乐部及米兰城都将受益于这项重要工程。

球迷增长及品牌发展

我们的球迷对俱乐部的支持再创新高。

上个赛季，球迷们连续第四年创造了意甲总上座率的纪录。我们平均每场比赛有近62000人到场观赛，总观众人数达到110万。这一总数在欧洲俱乐部中位列第五，领先于皇家马德里以及阿森纳。

国际米兰在圣西罗球场和全世界范围内的吸引力都在持续增长。上个赛季在英国品牌评估机构Brand Finance发布的“最具价值的50个足球品牌榜”中，我们的品牌在全球排名中上升到了第13位，预估价值为4.65亿欧元，相当于在过去两年中增长了138%。

在全球范围，我们的球迷人数约为3.85亿，这使我们成为了世界第11大足球俱乐部。仅在中国，国米就拥有1.2亿球迷，这项数据比上个赛季增长了近30％。

我们在数字化渠道的成长更加显著。我们制作的创意数字内容越来越注重本土化，这使得上赛季国米在各平台的粉丝数达到了2250万，比前一赛季增加了800万人，增长了54％。目前我们的粉丝数已达到了2800万，同时国际米兰也是在中国社媒平台上粉丝最多的意大利足球俱乐部。

俱乐部专注于触及新世代人群并将国际米兰定位为与米兰市以及意大利风格紧密相连的全球化品牌。因此，我们推出了新的品牌理念：Not For Everyone，这体现了我们大胆的态度和与生俱来的非凡勇气。多媒体的品牌策划使我们在接近年轻一代和全球的目标受众方面取得了很大的成功。

最后，在上个赛季中，我们重申反对一切形式的种族主义及歧视，并发起了“BUU四海之内皆兄弟（Brothers Universally United）”这项新的社会责任运动，强调了111年来国际米兰一直坚持的价值观。

结语

本赛季我们有了一个鼓舞人心的开局，请诸位拭目以待，我们坚信之前的付出已为俱乐部建立成功未来并赢得人心奠定了基础。

国米加油。

INTRO:The New Era

Good morning everyone. Thank you for being here at our Annual Shareholders’ Meeting.

It was part of a process that began with the acquisition of the club by Suning in June 2016 with the aim of taking Inter to the top of the sports industry and building a solid club founded on the principle of financially sustainable growth.

We have come a long way.And today, we are standing at a completely different situation than 3 years ago. With efforts of all, the club changed its fate. The new inter is international, brave, immersive, innovative and performant. We will Win, inspire and entertain the hearts of millions.

FOOTBALL BUSINESS LANDSCAPE

The global football landscape is currently going through a period of profound revolution. The industry is transforming to become more innovative and global.

Success on the pitch is more and more closely linked to the development of clubs’ daily activities. And our work is not only about the 90mins on TV anymore. European clubs have become modern entertainment companies which compete on a global scale.

In order to ensure organic growth, the first task is to engage with an increasingly diverse public that is no longer limited to football fans alone. It’s vital that we attract the youngest generations who otherwise could move away from football altogether.

Generation Z consumes entertainment in a completely different way to the traditional model. And that’s why it’s vital that we dominate digital channels, create innovative content with a style that taps into the tastes of young people, devise geo-localised formats to engage with different cultures and – most important of all – focus on what happens outside of the 90 minutes of a football match.

It’s also crucial that we focus on global markets and increase brand awareness of Italian and European football in order to win new fans and identify new commercial partners. Europe is now a saturated market. But in the US, in Asia, and particularly in China, the potential is huge. Inter is developing a growth strategy based on this context.

During the last year, we have made important changes that have enabled us to achieve excellent results both on and off the pitch. However, most important of all, I believe this has been a year in which we’ve laid the foundations necessary for us to build a great future, as the Club has more power and obtained a higher position in the sports landscape as the company becomes stronger

NEW ORGANISATION: “TWO AREAS” MODEL

In order to implement our vision and strategy, we decided to take the strategic step of reorganising the governance of the club into two different areas which nonetheless work closely with one another:

The Corporate Area, led by CEO Alessandro Antonello. And the Sport Area, led by Giuseppe Marotta, who joined as CEO last season. As part of the reorganisation, a number of other senior figures joined the club, creating a senior management structure which has a deep connection to Italy as well as including internationally renowned figures.

OCCUPATION IMPACT

In the 3 years since Suning took over the Club, the number of employees has seen a significant increase and development of new business areas: from 150 in 2016 to the current 300, almost 700 including sports contracts. Our Club is made up of 60% Millennials,besides supporting the domestic job force, an important share of employees are international.

SPORTS AREA GROWTH: STATEMENT AND SEASON HIGHLIGHTS

Being successful on the pitch is the objective that Inter must always work towards – for the club itself and for our extraordinary fans.

The results achieved last season consolidated Inter’s progress towards the return to the elite of European football. We returned to Europe’s biggest club competition, the Champions League, and had an excellent group-stage campaign.

After eight years away, we were able to give our amazing fans the thrill of big European nights once again, with the games against Tottenham, Barcelona – as we did last week with Borussia Dortmund.

In Serie A, we achieved our season objective by qualifying for the Champions League for the second time in a row, an achievement that allows us to consolidate our position among the top clubs in Europe.

Our Youth Sector – which we are proud to say is one of the best of its kind in world football – generated more success, with the U17 side winning the Serie A and Italian Super Cup titles. The Youth Sector also identified a number of exciting new talents who we believe are capable of becoming important players for Inter in the future. Meanwhile giving more contribution for Italian national team.

Last season also saw Inter’s official debut in the world of women’s football. We dominated our first season in Serie B and are now competing at the highest level, in Serie A. Our aim is for the women’s team to become a top side soon – as every Inter team should be.

In addition, we took the decision to bring in Antonio Conte, one of the best and most successful in the world, who has passionately and proudly bought into our project. The work we do with Conte will further strengthen our progress to winning ways, in accordance with our sports development plan.

In the summer, the club invested heavily in the transfer market to complete important transfers and create a strong, united and solid group composed of a mix of established top players and young talent.

The return to the Sports Area of Gabriele Oriali, who was fondly welcomed back by all Inter fans, is already proving crucial in the success of our project.

Inter’s performances on the pitch must continue to improve based on solid foundations we build in the past couple years. Meanwhile, We must be patient andwork diligently to create a project that yields long-term prosperity.Desperate chasing for short term success or immediate result is not we are working for.

BUSINESS GROWTH

In the 2018/19 season, we achieved the highest revenue in the history of Inter (consolidated revenue of €417 million) with a 20% increase on the previous year. This achievement is confirmation of the extraordinary growth that has seen Inter’s revenue almost more than double since the club was acquired by Suning, underlining the success of our business plan.

We are well aware that there remains a substantial gap between Inter and the leading clubs in Europe, but we are moving in the right direction. For example, our sponsorship revenue has increased 9% on the previous year and now stands at nearly €140 million. Our efforts to increase sponsorship revenue will see us seal new global agreements in many profitable market sectors.

END OF SETTLEMENT AGREEMENT

With diligent work of all staffs in the club, I am truly proud to remind you all that last season saw Inter definitively exit the Settlement Agreement signed with UEFA in May 2015.

This shows the solidity and growth of our club and illustrates how our financial position has been strengthened in recent years, supported by an approach that fully complied with the rules imposed.

It’s important that the club continues to adhere to UEFA’s Financial Fair Play regulations and maintains the diligent financial management strategy that has been a feature of recent financial years.

INFRASTRUCTURAL INVESTMENTS

The club’s efforts as part of its process of consolidation also include the renovation of club infrastructure.

Last season, we initiated redevelopment work at the Suning Training Centre, which will feature a new hotel, club house, media centre and cutting-edge training pitches, providing the Sports Area with a modern training ground on a par with those of the world’s top clubs.

And in June, we inaugurated the innovative 1908 Inter HQ, the club’s modern headquarters in the centre of the tech and design district of Porta Nuova.The New HQ will provide better working space for our employees to become more efficient and work with an innovative mindset.

Furthermore, as you know, we have worked with AC Milan to submit the Technical and Economic Feasibility Project for the new San Siro stadium and surrounding multi-purpose complex to the Municipality of Milan. With completion of this project, it would add new energy to both clubs and benefit the city.

FAN GROWTH AND BRAND DEVELOPMENT

Our fans have become more supportive than ever.

Last season, they set a new Serie A record for overall attendance for the fourth consecutive year. Our average attendance was nearly 62,000 spectators per game, with total attendance reaching one million, one hundred thousand spectators. That total was the fifth-highest in Europe, ahead of the likes of Real Madrid and Arsenal.

Inter’s appeal continues to grow, both at San Siro and all over the world. Last season (according to Brand Finance 19 / FTBL 50), our brand moved up to 13th place with an estimated value of €465 million. That equates to 138% growth in the last two years.

Our global fanbase numbers around 385 million fans, making us the 11th-biggest club in the world. In China alone, we have 120 million fans, an increase of nearly 30% on last season.

Our growth is even more significant across the digital channels. The creation of innovative digital content with an increasing focus on geo-localisation has seen us reach 22.5 million followers, an increase of 8 million or 54% on the previous season. At present we reached 28 millions. Inter are the Italian club with the most social media followers in China bar none.

The club’s focus on engaging and interacting with new generations and its efforts to position Inter as a global brand with close links to the city of Milan and Italian style resulted in the launch of our new brand campaign, Not For Everyone, which encapsulates our bold attitude and brave nature. The multimedia campaign was a great success in bringing us closer to younger generations and a global target audience.

Finally, during last season, we reiterated our clear stance against all forms of racism and discrimination and launched our new corporate social responsibility campaign BUU – Brothers Universally United, underlining the values that have been synonymous with Inter for 111 years.

CONCLUSION

The start of this season has been exciting, be patient, we have no doubt that we have laid the foundations upon which we can build a successful future for our club and to win the hearts of everyone.

Forza Inter Sempre.