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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.
■
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:
■
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
2020 Annual Report
65
–
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
66
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