Founded in 1987, Huawei is a leading global provider of information and communications

parties, and 32 products received a total 
of 41 certifications during 2020. It is worth 
noting that MA5800 and OSN 9800 received 
CC EAL 3+ certification; 5G RAN, 5G Core, 
and LTE received NESAS/SCAS certification; 
and NCE and MAE received CC EAL 4+ 
certification.
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Huawei’s 
AI Business Intention and 
Governance Principles steer our business 
development:
 AI facilitates technological 
transformation, boosts efficiency and productivity, 
enhances quality of life, and benefits communities. 
However, it also presents challenges to the ethics 
and governance of technology. To ensure that our 
AI technologies are responsible products designed 
to benefit all, we have long conducted forward-
looking research into this sector. Our AI business 
intention and six AI governance principles are 
used to instruct related business domains in their 
research, planning, deployment, and adoption 
of AI. The company has a dedicated task force 
to ensure AI technologies are being designed, 
developed, deployed, and used properly, and 
guarantee responsible and sustained innovation 
and development of AI.
Organizational Vitality
By promoting corporate vision in all possible ways, 
Huawei has instilled a strong sense of mission into all 
of its employees, inspiring them to devote themselves 
to value creation, identify with the company’s 
aspirations, and move forward with confidence. By 
selecting exemplary employees to lead their teams 
forward and instilling a greater sense of honor among 
employees, Huawei aims to inspire an internal drive 
for continuous dedication. In addition, the company 
has simplified its management structure by placing 
more trust in individuals and differentiating its 
management mechanisms based on employee groups 
and businesses. Combining these efforts has helped 
create an organizational climate that values trust, 
collaboration, and dedication, and boosted the vitality 
of the organization as a whole.
Initiatives for boosting organizational vitality focused 
on some key areas:
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Refining organizational management by:
– 
Redoubling efforts to consolidate a business 
and platform management mechanism primarily 
through the Consumer Business Managing 
Board, ICT Infrastructure Managing Board, and 
Platform Coordination Committee
– 
Rolling out the Contract Reviews and 
Conclusions at Rep Offices transformation 
project at a measured pace, involving more 
field offices in this pilot, building stronger 
customer-facing teams, and implementing 
policies that encourage outstanding employees 
to expand deep into the field and serve their 
customers

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2020 Annual Report
 
       
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– 
Exploring a combined operations model, 
which revolves around scenarios as well as 
cross-product-line and cross-department 
collaborations to develop new organizational 
capabilities and reshape business value
–
  Building agile and flexible organizational 
structures while implementing management 
transformation initiatives, including combining 
similar functions at HQ into single departments 
and the Talent Reservoir; improving 
organizational capabilities, streamlining HQ 
and functional departments, and increasing 
organizational efficiency through the delegation 
of management authority, broad digitalization, 
and the transformation of back offices into 
service centers
■
 
Implementing better leadership management 
by:
– 
Continuing to stress responsibility fulfillment 
results, and working to implement a long-term 
strategy to identify and select managers with 
successful track records
– 
Actively searching for outstanding 
high-potential talent from key projects, giving 
such talent more opportunities, and boldly 
deploying them to key positions to encourage 
more outstanding talent to emerge
– 
Promoting restructurings of administrative 
teams on a rolling basis, establishing a term 
of office system, working to increase manager 
acceptance of promotions and demotions, 
facilitating reasonable mobility for managers, 
and continuously inspiring passion among all 
current managers
■
 
Building stronger talent pipelines for the 
company by:
– 
Investing ongoing efforts to attract top-notch 
talent and top minds suited to our business 
strategies on board by presenting them with 
the company’s global vision and world-class 
research topics
– 
Steadily increasing orderly mobility of 
employees and delivering training and practice 
programs to update skillsets
– 
Improving employee abilities with field 
operations in mind, strengthening the 
competency and qualification management 
system, formulating principles for developing 
expert teams and running profession 
committees, encouraging profession committees 
to fulfill all their due responsibilities and 
experts to unleash their value, and better 
guiding employees to improve their professional 
abilities
– 
Gradually optimizing the professional staff 
management system while maintaining the 
stability of our professional talent pool
– 
Attaching greater importance to the 
development of local talent teams
■
 
Creating a better environment for employees 
by:
– 
Putting our core values into practice by staying 
customer-centric, persevering, and growing 
by self-reflection, and pushing employees to 
stay dedicated and improve their operating 
capabilities
– 
Continuing to create an open and inclusive 
work climate that encourages trial and error 
and respects professionalism, so that we can 
inspire creativity among junior employees
■
 
Caring for individuals by:
– 
Making the safety of our employees as the 
company’s top priority
– 
Continuing to improve the working and 
living conditions of our dedicated employees, 
especially those in hardship areas
– 
Providing premium healthcare resources and 
sufficient supplies of protective equipment and 
materials to better fight with the pandemic
– 
Offering extended leave to employees as 
necessary to ensure a safe and healthy balance 
is struck between work and life for all during 
these unusual and challenging times

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