Huawei Technologies Co., Ltd. (hereinafter referred to as Huawei), headquartered in Guangdong Province, is a telecom network solution provider. Products and solutions cover mobile (HSDPA/WCDMA/EDGE/ GPRS/GSM, CDMA 20001Xevdo/CDMA 20001X, TD-SCDMA and WiMAX), core networks (IMS, mobile soft switching, NGN) (FTTX, xDSL, optical networks, routers and lan switches).
Business office area
Huawei is committed to providing FMC solutions based on all-IP network, so that end users can enjoy a consistent communication experience through any terminal at any time and anywhere. Huawei's business covers mobile, broadband, IP, optical network, telecom value-added services and terminals, and can provide customers with communication solutions and services.
Business performance
In 2006, the sales revenue reached 65.6 billion yuan. Huawei has established partnerships with many world-leading operators. By 2006, among the top 50 operators in the world, including Telefó nica Espa? a, FT/Orange, Vodafone, China Mobile, British Telecom, China Telecom, China Unicom and China Netcom, 3 1 company has chosen Huawei as its partner.
In developed markets, Huawei's products and solutions have been widely used in European countries such as Britain, France, Germany, Spain and the Netherlands, and made new scale breakthroughs in Japan and the United States.
As a TOP3 equipment supplier in emerging markets around the world, Huawei's share in emerging markets has steadily increased.
As one of the main suppliers of global mobile network construction, mobile products still occupy the primary proportion in the company's product sales portfolio. In 2006, Huawei signed 28 WCDMA/HSPA commercial contracts. The sales volume of GSM network has increased more than 74. 1% for three consecutive years, and the global market share in 2006 was 2 1%.
Fixed network, IP network and telecom value-added services all showed a good growth trend, and their market share increased steadily.
In the ranking of global market share in 2006:
NGN products rank first in the industry (Infonetics data)
Mobile softswitch ranks first in the industry (In-Stat data)
Optical network products remain the second in the industry (Irving -RHK data)
IP DSLAM first (Infonetics data)
Broadband converged routers ranked second (Gartner data)
MSAN first (Infonetics data)
Vision mission
Vision: Friendship, sharing and gratitude.
Mission: Pay attention to the challenges and pressures concerned by customers, provide competitive communication solutions and services, and continuously create maximum value for customers.
Strategy: customer-centric.
* Serving customers is the only reason why Huawei exists; Customer demand is the driving force for Huawei's development.
* Good quality, good service and low operating cost, giving priority to meeting customer needs and enhancing customer competitiveness and profitability.
* Continuously manage change, realize efficient process operation and ensure end-to-end high-quality delivery.
* * * Develop together with friends, become competitors and partners, * * * create a good living space and * * * enjoy the benefits brought by the value chain.
Logo trademark
On the basis of keeping the original logo vigorous and enterprising, Huawei's new corporate logo is more focused, innovative, steady and harmonious, which fully reflects that Huawei will continue to maintain its enterprising spirit, support customers to realize network transformation through continuous innovation, and continue to launch competitive services; Huawei will be more international, more professional, more concerned about customers, and create a harmonious business environment with our customers and partners to achieve its steady growth.
Huawei's new corporate identity is an extension of the company's core concept;
* Focus: The new logo focuses more on the underlying core, reflecting Huawei's core concept of adhering to customer needs and continuously creating long-term value for customers;
* Innovation: The new logo is lively and more contemporary, indicating that Huawei will keep innovating around customer needs with a positive attitude, and provide customers with competitive products and solutions, * * * facing future opportunities and challenges;
* Steady: The new logo is full and generous, indicating that Huawei will develop more steadily, more internationally and professionally;
* Harmony: The new logo is more harmonious by adding light and shadow elements while maintaining overall symmetry, indicating that Huawei will adhere to open cooperation, build a harmonious business environment and achieve healthy growth.
Global operation
Huawei's strategy of implementing global operation. Products and solutions have been applied in more than 100 countries and regions around the world, serving more than100 million users worldwide. The international market has become the main source of Huawei sales. In 2006, 65% of sales came from overseas markets.
At present, Huawei has set up eight regional departments and more than 100 branches overseas.
Huawei has set up 12 research institutes in the United States, India, Sweden, Russian Federation and China, and the research focus and direction of each R&D center are different. Adopt the international global synchronous R&D system, gather global technology, experience and talents for product research and development, so that as soon as our products are listed, the technology will be synchronized with the world.
Huawei has also set up 28 regional training centers overseas to train local technicians and vigorously promote the localization of employees.
Research and development (R&D)
For a long time, Huawei insists on spending no less than 65,438+00% of its sales revenue on R&D, and 65,438+00% on pre-research and continuous research and tracking of new technologies and new fields. At present, Huawei has successfully launched solutions in new technologies and applications such as FMC, IMS, WiMAX and IPTV.
Huawei actively responds to the trend of future network convergence and business transformation, providing end-to-end solutions from business and application layer, core layer, bearer layer, access layer to terminal, and comprehensively building the unique advantages of future network convergence.
R&D institutions have been established in Stockholm, Dallas and Silicon Valley in Sweden, Bangalore in India, Moscow in Russia and Shenzhen, Shanghai, Beijing, Nanjing, Xi, Chengdu and Wuhan in China to implement the global asynchronous R&D strategy through cross-cultural team cooperation. Indian Institute, Nanjing Institute, Central Software Department and Shanghai Research Institute have passed the international certification of CMM5 Level 5, which shows that Huawei's software process management and quality control have reached the advanced level in the industry.
Standards and patents
Of the 40,000 employees, 48% are engaged in R&D. By the end of 2005, they have applied for more than 65,438+02,500 patents, making them the company with the largest number of patent applicants in China for several years.
Huawei Technologies Co., Ltd. has joined 70 international standards organizations such as ITU, 3GPP, IEEE, IETF, ETSI, OMA, TMF, FSAN and DSLF. In 2006, Huawei submitted more than 2,900 articles to these organizations. Huawei is the vice chairman of ITU-T SG 1 1, the chairman of 3GPP SA5, the vice chairman of RAN2/CT 1, the vice chairman of 3GPP2 TSG-C WG2/WG3, the vice chairman of TSG-A WG2, the chairman of ITU-R WP8F technical group, the vice chairman of OMAG/DM/MCC/POC, and the vice chairman of OMAG/POC.
Huawei continues to invest in standards and patents to seize the commanding heights of future technologies. Among 3GPP basic patents, Huawei accounts for 7%, ranking fifth in the world.
management system
In cooperation with world-class management consulting companies such as IBM, Heyi Group, PricewaterhouseCoopers and FhG, we have made profound changes in integrated product development (IPD), integrated supply chain (ISC), human resource management, financial management and quality control, introduced industry best practices, and established an information management system.
Process reengineering
Huawei takes market management, integrated product development (IPD), integrated supply chain (ISC) and customer relationship management (CRM) as the main processes, supplemented by financial and human resources (HAY) and other reform projects, and comprehensively starts the company's business process reform, introduces practical best practices in the industry, and builds a complete IT framework to support this operation.
Organizational reform
Starting with the product line reform, the company management team and the Standing Committee of Strategy and Customer are the leading institutions to realize market drive, and the decision-making support ability of the marketing system for understanding customer needs, grasping strategic direction and business planning is strengthened. At the same time, through the effective operation of Investment Review Committee (IRB), marketing management team, product system management team, operation and delivery management team and their support teams, Huawei's overall strategy and its implementation are ensured to be driven by customer needs.
Quality control and production technology
Huawei hired FhG from Germany to help design the production process system (including three-dimensional warehouse, automatic warehouse and the layout of the whole production line), so as to reduce material movement, shorten the production cycle and improve production efficiency and quality.
financial management
Established a financial service and monitoring system that is basically suitable for the company's business, unified the financial management system, process and coding, implemented unified monitoring, and began to realize the company's global financial monitoring and management.
supply chain
Huawei continues to build flexible supply chain capabilities and win the comparative competitive advantage of fast, high-quality and low-cost supply guarantee. We have established a flat manufacturing organization to ensure the market demand for goods efficiently and flexibly. We earnestly implement the reform of Integrated Supply Chain (ISC) to ensure the implementation of new processes and systems. Huawei implements quality engineering technology, continuously improves supply chain capability and customer service level, develops partnerships with major suppliers, strengthens procurement performance management, and implements supplier certification process based on industry best practice TQRDCE.
cooperate
Establish more stable cooperative relations with customers and suppliers, strengthen strategic cooperation with international and China mainstream operators, improve cooperative relations with major suppliers, and improve the response speed and service advantages of the supply chain. On the other hand, we should expand multi-level cooperation with friends, build a future-oriented, win-win and safe development model, realize division of labor and cooperation, complement each other's advantages, and better create value for global customers. Vic&VIP serves consumers! !
In the past few years, we have cooperated with our friends in many fields and at many levels in technology, products and markets, so as to achieve interdependence and jointly resist risks. Establish a joint venture with Siemens, focusing on the research and development, production, sales and service of TD-SCDMA, and promote the further development of TD-SCDMA. Established a joint UMTS R&D center with Motorola in Shanghai, aiming to provide more powerful and comprehensive UMTS product solutions and high-speed packet access (HSPA) solutions for customers all over the world.
In terms of management, since 1997, we have cooperated with world-class management consulting companies such as IBM, Heyi Group, PricewaterhouseCoopers, FhG, etc., introduced integrated product development (IPD), integrated supply chain (ISC) and other processes, made profound changes in human resource management, financial management, quality control and other aspects, introduced industry best practices, and established an IT-based management system.
In terms of technology, we have cooperated with world-class companies (such as Intel, Texas Instruments, Freescale Semiconductor, Qualcomm, Infineon, Agere Systems, Microsoft, IBM, Sun Microsystems and Hewlett-Packard) and established joint laboratories.
social responsibility
Huawei provides innovative communication solutions for the whole world, helps people in different regions to access the information society more conveniently, actively fulfills corporate citizenship responsibility (CR), and is committed to the sustainable development of social economy and environment for a long time.
Development history
1988 was established in Shenzhen, China.
1989 PBX independently developed.
1994 introduces C & ampC08 digital program-controlled exchange.
1995 set up the intellectual property department. Established Beijing R&D Center and passed CMM4 certification in 2003.
1996 introduces SDH equipment for integrated service access network and optical network.
Signed a contract with Hutchison Whampoa in Hong Kong to provide fixed network solutions.
Established Shanghai R&D Center, and passed CMM5 level 5 certification in 2004.
1997 introduce GSM equipment.
Established a joint research and development laboratory with Texas Instruments, Motorola, IBM, Intel, Agere Systems, Sun Microsystems, Altera, Qualcomm, Infineon and Microsoft. As of June 2005, Huawei * * has 10 joint R&D laboratories.
Since 1997, IBM, towers watson, Heyi Group, PricewaterhouseCoopers (PwC) and Fraunhofer Association (FhG) have become Huawei's consultants in process change, employee stock ownership plan, human resource management, financial management and quality control. The cooperation with these major multinational consulting companies enables Huawei to keep abreast of the latest development of the industry.
1998 product digital microcellular server control switch was patented.
Nanjing R&D Center was established, and passed the CMM4 certification in June 2003.
1999 became the main supplier of China Mobile Camel Phase II intelligent network, which was the largest and most advanced intelligent network in the world at that time.
Established Bangalore R&D Center, and passed CMM4 certification on 200 1 and CMM5 certification in 2003.
In 2000, the contracted sales exceeded US$ 2.65 billion, of which overseas sales exceeded US$ 6,543.8 billion.
Establish R&D centers in Silicon Valley and Dallas.
200 1 10 Gbps SDH system has been commercialized in Berlin, Germany.
According to RHK statistics, Huawei's optical fiber products ranked 1 in the Asia-Pacific market share.
Avansys, a subsidiary of Huawei, sold it to Emerson for $750 million.
Become a member of the International Telecommunication Union.
In 2002, although the global telecom infrastructure investment decreased by 50% from 200/kloc-0 to 2002, Huawei's international sales increased by 68%, from $328 million to $552 million in 2002.
Huawei has passed the certification of UL TL 9000 quality management system.
Deploy the world's first mobile mode WLAN for China Mobile.
In 2003, Cisco Systems accused Huawei of infringing some Cisco technology patents. However, Cisco finally withdrew the lawsuit, and the two sides resolved all patent disputes and admitted that Huawei did not infringe.
The world has deployed 654.38 billion+C&; C08 port, creating an industry record.
Joint venture with 3Com to produce enterprise data network equipment.
It has passed the DNV ISO 1400 1 certification.
In June+February, 5438, it provided nationwide UMTS service for Etisalat, which consolidated Etisalat's position as a technology leader and helped it become the first operator in the Middle East and the Arab world to introduce the third generation network.
In 2004, we established a joint venture with Siemens to develop TD-SCDMA mobile communication technology for China market.
Huawei won the contract for optimization of China Telecom's national backbone network. The goal of this project is to optimize China Telecom's 163 backbone network in Guangdong Province. According to the contract, Huawei's high-end router NE5000 won the market share of 100% in the TSR procurement contract and successfully entered the two super nodes of the national backbone network. At the same time, Huawei's Gbit switching router NE80 gained 75% market share of the project. Huawei signed a contract with China Telecom to build more than12 million ADSL lines, further consolidating Huawei's position as the largest strategic partner of China Telecom.
Obtained by Frost &; Sullivan awarded two awards, "Most Potential Enterprise in Asia-Pacific Region in 2004" and "Broadband Equipment Supplier in Asia-Pacific Region in 2004". Frost & ampSullivan is a global market research organization, providing information and intelligence on emerging high-tech and industrial markets.
Obtained a three-year loan of $360 million from 29 banks to implement the company's global development plan.
Huawei won the contract to provide UMTS network equipment for Dutch operator Telfort.
In 2005, we signed a consignment agreement with Marconi Company in England. According to the agreement and the initial memorandum of understanding, the two companies sell some products to each other. Marconi will resell Huawei's telecom-grade data communication products to telecom operators only under the Marconi brand, and Huawei will resell Marconi's microwave equipment, including the next generation microwave equipment and related network services in its wireless network project.
It won the construction of national CDMA2000 3G network for Caterpillar in Thailand, with a value of $654.38 million+87 million.
We donated $5 million in cash and equipment to countries affected by the tsunami.
Become a DSL partner of Australian operator Optus, providing DSL access equipment supporting high-speed data, voice (including voice over IP services), video broadcasting and commercial services.
Became the preferred 2 1CN network provider for BT, providing multi-service network access (MSAN) components and transmission equipment for BT2 1CN networks.
Obtained the license to manufacture and sell mobile phones in China.
On May 8, 2006, Huawei launched a new corporate logo. The new logo embodies Huawei's core values of concentration, innovation, stability and harmony.
At ITU Exhibition in Hong Kong in 2006, Huawei introduced FMC solution based on all-IP network.
The number of Huawei mobile softswitch users has exceeded 1 100 million. As the leader of the global mobile softswitch market, Huawei's mobile softswitch shipments rank first in the world.
Vodafone chose Huawei to build its WCDMA/HSDPA wireless access network in Spain.
Motorola and Huawei UMTS joint research and development center established in Shanghai. This cooperation aims to provide more powerful and comprehensive UMTS product solutions and high-speed packet access solutions (HSPA) for customers all over the world.
EMobile chose Huawei to deploy the first HSDPA wireless access network based on IP in Japan.
Huawei and 3COM completed the acquisition of H3C.
Leap, an American mobile operator, chose Huawei to build a CDMA 3G network, which will cover important areas such as California, Idaho and Nevada.
This enterprise ranks 57th among the top 500 Chinese enterprises in 2006 jointly issued by china enterprise confederation and China Entrepreneurs Association, and 5th1in the top 500 Chinese enterprises in 2007.
In 2007, the sales reached 654.38+0.6 billion USD.
Mick Reeve, a British telecom executive, parachuted into Huawei before 2007.
Mick Reeve's personal website shows that he is not only a technical official of BT, but also an excellent guitarist.
On June 4th, 2007, it was reported that Mick Reeve, former technical officer of BT Group, will join Huawei as a strategic consultant. Mick Reeve retired from BT in May this year. He has rich experience in network architecture and operation support system. He has made important contributions to the standardization of ITU and Telecom Management Forum. Mick Reeve will represent Huawei in China at the European Broadband World Forum in Paris.
Mick Reeve is one of the planners of "21Century Network" of BT, an old European telecom operator. In April last year, BT confirmed its supply list of "2 1 Century Network", and eight equipment vendors shared the order of10.80 billion US dollars. Huawei occupied a seat in the access and transmission fields.
Mick Reeve was responsible for the implementation of PBT Ethernet technology in BT's last career. PBT technology is one of the latest evolution features of IEEE802. 1ah standard specification, and its original design intention and greatest value lies in deeply tapping the potential of traditional Ethernet technology and related equipment.
Light reading also believes that manufacturers such as Siemens Networks are closely following Nortel in PBT technology, while Huawei is trying to establish the right to speak in the Ethernet field. However, this inference has not been confirmed by Huawei.
corporate culture
Huawei was founded in 1988. After 10 years of efforts, Huawei has established a good organizational system and technical network, covering the whole country and extending to Hong Kong, Europe and Central Asia. The company has more than 3000 employees, including 1200 researchers. In the process of development, Huawei has always adhered to "fraternity"
In order to lead the corporate culture and develop the national communication industry, it won the first place in the comprehensive ranking of high-tech enterprises in Shenzhen for three consecutive years and the 26th place in the Top 100 Electronic Companies in China. The output value of 1996 reached 2.6 billion yuan, exceeding that of 1997 by 5 billion yuan, reaching about 1999.
Huawei has not only made great progress in the economic field, but also formed a strong corporate culture. Because Huawei people know that cultural resources are endless, in the case of limited material resources of enterprises, only relying on cultural resources and spiritual and cultural strength can overcome difficulties and achieve development.
Enterprise-oriented national culture and political culture
Huawei people believe that corporate culture is inseparable from national culture and political culture, and China's political culture is socialist culture. Huawei drives the progress of all employees with the behavior of high school managers. While calling on employees to learn from Lei Feng and Jiao, Huawei's management adhered to the principle of not letting Lei Feng suffer, and adhered to the policy of consolidating spiritual civilization with material civilization and promoting material civilization with spiritual civilization, forming thousands of "Lei Feng" with a long history in Qian Qian. Huawei takes it as its responsibility to realize the dream of prosperity of our ancestors, the hope of national rejuvenation and the innovative spirit of the times, and to shape the character of Huawei people. Adhere to the traction principle of grand ambition, the scientific principle of seeking truth from facts and the working principle of hard struggle, so as to integrate political culture, economic culture, national culture and corporate culture.
Driven by dual interests
Huawei people adhere to the dual interest-driven principle of striving for the prosperity of the motherland, national rejuvenation and family happiness. This is because, without personal dedication to the country, it will become a selfish villain. The development of modern high technology determines that only those who persist in collective struggle and selflessness can form a United collective. Similarly, if there is no material desire to promote one's decent life, and there is no ideal to realize one's desire through labor, one will stick to the rules and stand still, thus breeding laziness. Therefore, Huawei advocates desire-driven and decent means to make the group form a vigorous fashion.
Share weal and woe, share weal and woe.
Unity, cooperation and collective struggle are the soul of Huawei's corporate culture. Success is the result of collective efforts, and failure is the collective responsibility. We don't attribute our achievements to individuals, nor do we regard failure as personal responsibility. Everything is borne by the collective, and the "officers and men" share joys and sorrows. In addition to the differences in work, Huawei's senior leaders do not set up special cars, but queue up for meals and medical treatment and pay the same fees. In work and life, equality and inequality have been reflected in the form of wages. No one in Huawei enjoys the privilege. Everyone shares weal and woe, everyone is equal and struggles collectively. Any individual's interests should be subordinated to the collective's interests, and individual efforts should be integrated into the collective struggle. The spirit of unity and cooperation of self-improvement, honor and disgrace and * * *, raising a glass to celebrate if you win, and desperately rescuing if you lose, has been fully reflected in Huawei.
Basic Law of Huawei
Since 1996, the company has carried out the drafting activities of "Huawei Basic Law". The Basic Law of Huawei summarizes and popularizes the company's successful management experience, determines the concept, strategy, principles and basic policies of Huawei's second venture, and constructs a grand framework for the company's future development. Huawei people build a company management system according to international standards, spare no effort to develop and utilize human resources, strengthen internal management, devote themselves to system innovation, optimize the company image, strive to expand the market and establish a corporate culture with Huawei characteristics.
Outline of Huawei's Basic Law
Core values
seek
First, our pursuit is to realize customers' dreams in the field of electronic information, and to become a world-class leading enterprise by relying on dribs and drabs and unremitting efforts.
staff
Article 2 A conscientious and responsible employee is our company's greatest asset. New knowledge, new personality and new personality, insisting on teamwork and collective struggle, and never accommodating meritorious but backward employees are the inherent requirements for the sustainable growth of our cause.
technology
Article 3 We should extensively absorb the latest scientific research achievements in the field of electronic information in the world, learn from excellent enterprises at home and abroad with an open mind, independently innovate and develop our own core technologies and product series, and stand among the world's communication powers with excellent technologies and products.
spirit
Fourth, loving the motherland, people, career and life is the source of our cohesion. Entrepreneurship, innovation, professionalism and unity and cooperation are the essence of our corporate culture. We will never let Lei Feng and Jiao Yulu suffer, and the devotees will get a reasonable return.
profit
Article 5: We advocate the integration of interests among customers, employees and partners, and strive to satisfy customers, employees and partners.
social responsibility
Article 6 We serve the country with industry, take rejuvenating the country through science and education as our responsibility, and repay the society with the development of the company. Make unremitting efforts for the prosperity of the great motherland, the rejuvenation of the Chinese nation, and the happiness of yourself and your family.
Basic object
customer
Article 7 Our goal is to meet the highest demand of customers with excellent products, reliable quality, superior lifetime cost-effectiveness ratio and thoughtful service. And won wide acclaim in the industry and long-term trust from customers, and established a solid competitive advantage.
manpower capital
Article 8 We emphasize that the goal of human capital appreciation takes precedence over the goal of financial capital appreciation. Self-disciplined employees with the same values and professional knowledge are the human capital of the company. Constantly improving employees' spiritual realm and skills of mutual cooperation, as well as their unique and exquisite skills, expertise and experience, are the basis for the company's financial capital and other resources to increase in value.
core technology
Article 9 Our goal is to independently develop the world-leading communication and information technology support system on the basis of openness. By absorbing the modern civilizations of all countries in the world, absorbing all the advantages of predecessors, peers and competitors, relying on organized innovation, we will form irreplaceable core technical expertise and continuously and step by step develop new products with competitive advantages and high added value.
profit
Article 10 We will set a high enough profit rate and profit targets for each period according to the requirements of sustainable development of the cause, instead of simply pursuing profit maximization.
The growth of the company
Growth field
Article 11 Only when we have a clear opportunity and a new idea, and are convinced that we can make a unique contribution to our customers in this field, will we enter a new related field. The company's entry into a new growth field should be conducive to improving our core technology level, strengthening our existing market position and enjoying and attracting more resources. Only by conforming to the general trend of technological development, market changes and social development can we avoid big risks.
Increased traction
Article 12 Opportunities, technologies, products and talents are the main traction for the growth of the company. These four forces interact with each other. Opportunities attract talents, talents attract technology, technology attracts products, and products attract more and greater opportunities. Increasing the traction of these four forces, promoting a virtuous circle between them and implementing them in the company's high-level organizational form will accelerate the company's growth.
Growth rate
Article 13 We pursue the maximization of growth at a certain profit rate level. We must achieve and maintain the growth rate higher than the industry average and the growth rate of major competitors in the industry, so as to enhance the strength of enterprises, attract the best talents and realize the optimal allocation of various business resources of the company. In the electronic information industry, there is no third way, either to become a leader or to be eliminated.
Growth management
Article 14 We don't just pursue scale expansion, but make ourselves better. Therefore, senior leaders must be alert to the tension, fragility and hidden shortcomings that long-term high-speed growth may cause to the company organization, and must effectively manage the growth. While promoting the company to become a large-scale enterprise quickly, we must make greater efforts in management to make the company more flexible and effective. Always maintain the coordinated development of motivation and pragmatism.
We must do a good job in financial planning for rapid growth to prevent the company from falling into financial difficulties in the process of growth and causing growth setbacks. Financial strategy is as important to growth as technology strategy, product strategy and market strategy.
We must plan, develop, reserve and reform in time in the aspects of corporate culture construction, business ethics training, talents, technology, organization and distribution system, etc., so that the company can achieve sustainable development.