annual_report_2019_en

Supply Chain Responsibilities

Huawei is committed to working with customers and
suppliers to build a sustainable supply chain. We sign
a sustainability agreement with all of our suppliers.
In 2019, we continued implementing our Quality First
procurement strategy, and sustainability was a key
part of it. We ensure sustainability is given proper
weight during our supplier qualification, performance
appraisals, and other procurement decisions. We
cooperated more extensively with customers, suppliers,
and industry organizations to pursue sustainability,
and helped suppliers become more sustainable
through our sourcing strategy. In 2019, we rigorously
audited the sustainability performance of our 111
new suppliers, and assessed the sustainability risks of
more than 1,300 major suppliers. We conducted onsite
audits on 169 suppliers that presented medium to high

risks and issued corrective action plans for those with

sustainability problems. We recorded their progress

in an IT system to ensure that all problems were

resolved.

We also worked with our customers to ensure a more

transparent supply chain. Since 2010, Huawei has

conducted joint supplier audits with customers through

the Joint Audit Cooperation (JAC) – a CSR alliance

for the global telecom industry. We share these audit

results with suppliers to help them improve their

sustainability, reduce supply chain risks, and make

our supply chain more competitive. In 2019, Huawei

worked with five customers to run joint audits on 14

suppliers, and three of our suppliers won an award for

excellent practices from the JAC.

Creating a Broad Development Platform for Diversified Local Workforces

As a global company, Huawei is able to use its global

value chain to smoothly transfer capabilities around

the world and maximize value. We take a positive,

diverse, and open approach to managing our human

resources and we are committed to developing talent in

local communities. In 2019, we created a large number

of jobs in local communities and more than 4,000 of

our new hires were made locally, contributing to local

economic development.

To help employees grow and realize their value, we

offer them ample and equal opportunities for training

and promotion. We assign mentors to local employees

and provide them with systematic training, including

more than 4,000 online courses in multiple languages

available on a variety of platforms including Huawei’s

own iLearning platform. Our training also includes new

employee orientation, specialized training for non-

Chinese managers, and training for senior technical

experts, helping improve employees’ technical skills,

expertise, and management capabilities. Huawei’s

training sessions for local employees have an annual

attendance of over 38,000.

Localization is a key focus in Huawei’s global operations.

We prefer to hire local professionals. We attract talented

people from around the world, and provide them with

a platform where they can fully realize their value. We

also develop tailored models for different groups of

employees to maximize their value.

To create a lively and healthy work environment, we

carry out different forms of team building activities

around the world, such as Racing Against Time, We

Are Family, 3+1 Health Week, and Running for Love

initiatives.

Huawei Sri Lanka Rep Office employees participating in a

sports day event

UK Rep Office employees participating in a dragon boat race

during the Dragon Boat Festival

170 Huawei Investment & Holding Co., Ltd.