Built on Value the Huawei Philosophy of Finance Management
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Anurag Sharma | 1 © Vivekananda International Foundation Published in 2021 by Vivekananda International Foundation
Anurag Sharma | 1 © Vivekananda International Foundation Published in 2021 by Vivekananda International Foundation 3, San Martin Marg | Chanakyapuri | New Delhi - 110021 Tel: 011-24121764 | Fax: 011-66173415 E-mail: [email protected] Website: www.vifindia.org Follow us on Twitter | @vifindia Facebook | /vifindia All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form, or by any means electronic, mechanical, photocopying, recording or otherwise without the prior permission of the publisher. Anurag Sharma is a Research Associate at Vivekananda International Foundation (VIF). He has completed MPhil in Politics and International Relations on ‘International Security’ at the Dublin City University in Ireland, in 2018. His thesis is titled as “The Islamic State Foreign Fighter Phenomenon and the Jihadi Threat to India”. Anurag’s main research interests are terrorism and the Internet, Cybersecurity, Countering Violent Extremism/Online (CVE), Radicalisation, Counter-terrorism and Foreign (Terrorist) Fighters. Prior to joining the Vivekananda International Foundation, Anurag was employed as a Research Assistant at Institute for Conflict Management. As International affiliations, he is a Junior Researcher at TSAS (The Canadian Network for Research on Terrorism, Security, And Society) in Canada; and an Affiliate Member with AVERT (Addressing Violent Extremism and Radicalisation to Terrorism) Research Network in Australia. Anurag Sharma has an MSc in Information Security and Computer Crime, major in Computer Forensic from University of Glamorgan (now University of South Wales) in United Kingdom and has an online certificate in ‘Terrorism and Counterterrorism’ from Leiden University in the Netherlands, and an online certificate in ‘Understanding Terrorism and the Terrorist Threat’ from the University of Maryland, the United States. -
2017 Annual Report
Huawei Investment & Holding Co., Ltd. 2017 Annual Report Bring digital to every person, home and organization for a fully connected, intelligent world Who is Huawei? Founded in 1987, Huawei is a leading global information and communications technology (ICT) solutions provider. We provide telecom carriers, enterprises, and consumers with competitive ICT solutions, products, and services. We work in more than 170 countries and regions, serving over one-third of the world’s population. Among our 180,000 employees, there are more than 160 different nationalities with a localization rate of almost 70%. What do we offer the world? We create value for our customers. Together with telecom carriers, Huawei has built more than 1,500 networks, helping connect over one-third of the world’s population. Together with our partners, we serve government and public utilities, as well as enterprise customers in sectors like finance, energy, transportation, and manufacturing. We help organizations and industries go digital by providing them with open, flexible, and secure ICT infrastructure platforms that promote greater synergy between devices, networks, and the cloud. We also provide enterprise customers with stable, reliable, and secure cloud services that evolve with their needs. With our smartphones and other smart devices, we are improving people’s digital experience in work, life, and entertainment. We promote industry development. Huawei advocates openness, collaboration, and shared success. Through joint innovation with our customers, partners, and peers, we are expanding the value of information and communications technology in service of a more robust and symbiotic industry ecosystem. Huawei is an active member of more than 360 standards organizations, industry alliances, and open source communities, where we work together on mainstream standards and lay the foundation for shared success. -
Issues Paper: Reining in China's Technology Giants
Mapping China’s Technology Giants Reining in China’s technology giants Fergus Ryan, Audrey Fritz and Daria Impiombato S OF AS AR PI E S Y T Y R T A T N E E G Y W T Issues paper 2 0 1 01 - 20 2 Report No. 46/2021 About the authors Fergus Ryan is an analyst with ASPI’s International Cyber Policy Centre. Audrey Fritz is a researcher with ASPI’s International Cyber Policy Centre. Daria Impiombato is a researcher with ASPI’s International Cyber Policy Centre Acknowledgements Thank you to Danielle Cave, Cheryl Yu and Elena Yi-Ching Ho for all of their work on this project. We would like to also thank our external peer reviewers, Elliott Zaagman and Peter Cai. We’re also grateful for the valuable comments and assistance provided by Michael Shoebridge and Fergus Hanson. This research report forms part of Mapping China’s Technology Giants, a multi-year project mapping and analysing the overseas expansion of key Chinese technology companies. This project seeks to: (1) Analyse the global expansion of a key sample of China’s tech giants by mapping their major points of overseas presence, and (2) Provide the public with analysis of the governance structures and party-state politics in which these companies have emerged, and are deeply entwined. The Mapping China’s Technology Giants project is produced by researchers at ASPI’s International Cyber Policy Centre. The re-launch of this project, and associated research, was funded with a US$270,000 grant from the US State Department. -
Congressional Record—House H2574
H2574 CONGRESSIONAL RECORD — HOUSE May 19, 2021 Sewell (DelBene) Wilson (FL) Young (Joyce NAYS—208 Ruppersberger Slotkin (Axne) Wilson (SC) Slotkin (Axne) (Hayes) (OH)) (Raskin) Waters (Timmons) Aderholt Gohmert Moolenaar Waters Wilson (SC) Rush (Barraga´ n) Young (Joyce Allen (Barraga´ n) (Timmons) Gonzales, Tony Mooney (Underwood) Wilson (FL) Amodei (OH)) Gonzalez (OH) Moore (AL) Sewell (DelBene) (Hayes) The SPEAKER pro tempore. The Armstrong Good (VA) Moore (UT) question is on the resolution. Arrington Gooden (TX) Mullin f Babin Gosar Murphy (NC) The question was taken; and the Bacon Granger Nehls NATIONAL COMMISSION TO INVES- Speaker pro tempore announced that Baird Graves (LA) Newhouse TIGATE THE JANUARY 6 ATTACK the ayes appeared to have it. Balderson Graves (MO) Norman Banks Green (TN) Nunes ON THE UNITED STATES CAP- Mr. RESCHENTHALER. Mr. Speak- Barr Greene (GA) Obernolte ITOL COMPLEX ACT Bentz Griffith er, on that I demand the yeas and nays. Owens Mr. THOMPSON of Mississippi. Mr. Bergman Grothman Palazzo The SPEAKER pro tempore. Pursu- Bice (OK) Guest Palmer Speaker, pursuant to House Resolution ant to section 3(s) of House Resolution Biggs Guthrie Pence 409, I call up the bill (H.R. 3233) to es- 8, the yeas and nays are ordered. Bilirakis Hagedorn Perry tablish the National Commission to In- Bishop (NC) Harris Pfluger The vote was taken by electronic de- Boebert Harshbarger Posey vestigate the January 6 Attack on the vice, and there were—yeas 216, nays Bost Hartzler Reed United States Capitol Complex, and for 208, not voting 5, as follows: Brady Hern Reschenthaler other purposes, and ask for its imme- Brooks Herrell Rice (SC) diate consideration. -
Heroes Are Forged, Not Born
Aug. 2019 Sep. 2019 Heroes are forged, not born. During World War II, the famous IL-2 kept flying even after being riddled by anti-aircraft shells and machine-gun fire from other planes. Although badly damaged, it finally made its way back home. Contents August 2019 01. Ren Zhengfei's Interview with Sky News 01 02. Ren Zhengfei's Interview with The Associated Press 43 03. David Wang's Interview with Sky News 76 04. Eric Xu's Media Roundtable at the Ascend 910 and 84 MindSpore Launch 05. Guo Ping's Irish Media Roundtable 107 06. Eric Xu's Interview with Handelsblatt 135 07. Eric Xu's Speech at the Ascend 910 and MindSpore Launch 155 08. David Wang's Speech at the World Artificial Intelligence 164 Conference September 2019 09. Ren Zhengfei's Interview with The New York Times 176 10. Ren Zhengfei's Interview with The Economist 198 11. Ren Zhengfei's Interview with Fortune 227 12. A Coffee with Ren II: Innovation, Rules & Trust 248 13. Eric Xu's Interview with Bilanz 309 14. Catherine Chen's Interview with France 5 331 15. Guo Ping's UK Media Roundtable 355 16. Liang Hua's Meeting with Guests at China-Germany-USA 378 Media Forum 17. Eric Xu's Speech at Swiss Digital Initiative 402 18. William Xu's Speech at Huawei Asia-Pacific Innovation 408 Day 2019 19. Ken Hu's Speech at Huawei Connect 2019 420 20. Ken Hu's Opening Speech at the TECH4ALL Summit 435 Ren Zhengfei's Interview with Sky News Ren Zhengfei's Interview with Sky News August 15, 2019 Shenzhen, China 01 Ren Zhengfei's Interview with Sky News Tom Cheshire, Asia Correspondent, Sky News : Mr. -
2018 Annual Report
Huawei Investment & Holding Co., Ltd. 2018 Annual Report Bring digital to every person, home and organization for a fully connected, intelligent world Who is Huawei? Founded in 1987, Huawei is a leading global information and communications technology (ICT) solutions provider. We are committed to bringing digital to every person, home and organization for a fully connected, intelligent world. We have nearly 188,000 employees, and we operate in more than 170 countries and regions, serving more than three billion people around the world. Who owns Huawei? Huawei is a private company wholly owned by its employees. Through the Union of Huawei Investment & Holding Co., Ltd., we implement an Employee Shareholding Scheme that involves 96,768 employee shareholders. This scheme is limited to employees. No government agency or outside organization holds shares in Huawei. Who controls and manages Huawei? Huawei has a sound and effective corporate governance system. Shareholding employees elect 115 representatives to form the Representatives’ Commission. This Representatives’ Commission elects the Chairman of the Board and the remaining 16 board directors. The Board of Directors elects four deputy chairs and three executive directors. Three deputy chairs take turns serving as the company’s rotating chairman. The rotating chairman leads the Board of Directors and its Executive Committee while in office. The board exercises decision-making authority for corporate strategy and operations management, and is the highest body responsible for corporate strategy, operations management, and customer satisfaction. Meanwhile, the Chairman of the Board chairs the Representatives’ Commission. As Huawei’s highest decision-making body, the Representatives’ Commission makes decisions on important company matters, like profit distribution, capital increases, and the elections of members of the Board of Directors and the Supervisory Board. -
Huawei Board of Directors
Huawei Board of Directors DIRECTOR CRISIS MANAGER MODERATOR Priscilla Layarda Brayden Ning Sharon Lee CRISIS ANALYSTS Sahreesh Nawar Victoria Wang Huiyang (Harry) Chen UTMUN 2020 Huawei Board of Directors Contents Content Disclaimer 3 UTMUN Policies 4 Equity Concerns and Accessibility Needs 4 A Letter from Your Director 5 Historical Context 7 Global Technological Landscape 8 Reasons for the Ban 8 Effects of the Ban 8 Huawei Business Model 12 Core Business 12 Value Proposition 12 Customer Segments and Customer Relationships 13 Key Partners 13 Key Resources 14 Governance Structure 15 Finances 17 Sanctions and Privacy Concerns 18 US-China Trade Tensions 18 Supply-Chain Concerns 18 Potential Loss of Market for Current Products 19 Legal Challenges 20 Privacy and Security Concerns 20 Long-Term Strategic Plan 21 Pace of Innovation 21 Brand Image in the US 21 1 UTMUN 2020 Huawei Board of Directors Mergers and Acquisitions 21 Growth Markets 22 New Products 22 Questions to Consider 24 Further Research 25 Bibliography 26 2 UTMUN 2020 Huawei Board of Directors Content Disclaimer At its core, Model United Nations (MUN) is a simulatory exercise of diplomatically embodying, presenting, hearing, dissecting, and negotiating various perspectives in debate. Such an exercise offers opportunities for delegates to meaningfully explore possibilities for conflict resolution on various issues and their complex, even controversial dimensions – which, we recognize, may be emotionally and intellectually challenging to engage with. As UTMUN seeks to provide an enriching educational experience that facilitates understanding of the real-world implications of issues, our committees’ contents may necessarily involve sensitive or controversial subject matter strictly for academic purposes. -
Order 2015-4-16 Served: April 20, 2015 UNITED
Order 2015-4-16 Served: April 20, 2015 F TRA T O NS UNITED STATES OF AMERICA N P E O M R T T A R T DEPARTMENT OF TRANSPORTATION A I P O E N D OFFICE OF THE SECRETARY U N A IT IC E R D E WASHINGTON, D.C. ST AM ATES OF Issued by the Department of Transportation on the 20th day of April, 2015 Applications of EASTERN AIR LINES GROUP, INC. Docket DOT-OST 2014-0012 Docket DOT-OST-2014-0013 for certificates of public convenience and necessity, under 49 U.S.C. § 41102 to engage in interstate and foreign charter air transportation of persons, property, and mail ORDER TO SHOW CAUSE PROPOSING ISSUANCE OF CERTIFICATE AUTHORITY Summary By this order, we tentatively find that Eastern Air Lines Group, Inc., (“Eastern”) is a citizen of the United States and is fit, willing, and able to conduct interstate and foreign charter air transportation of persons, property and mail as a U.S. certificated air carrier; and should be issued certificates of public convenience and necessity authorizing such operations, subject to conditions. Background Section 41102 of Title 49 of the United States Code (“the Transportation Code”) directs us to determine whether companies proposing to engage in interstate and foreign charter air transportation are “fit, willing, and able” to perform such service, and to comply with the Transportation Code and the regulations and requirements of the Department. In making fitness findings, the Department uses a three-part test that reconciles the Airline Deregulation Act’s liberal entry policy with Congress’ concern for operational safety and consumer protection. -
Foreign Policy Analysts in the 1990S
September 2012 THE END OF STRATEGIC HAPPY TALK? Thoughts on Robert Kaplan’s “Revenge of Geography” By Mackubin T. Owens Mackubin (Mac) Owens, Professor of National Security Affairs at the Naval War College in Newport, Rhode Island, is the editor of Orbis, FPRI’s Journal of World Affairs, and a Senior Fellow at FPRI. He retired from the Marine Corps Reserve as a Colonel in 1994. Dr. Owens earned his Ph.D. from the University of Dallas, his M.A. in economics from Oklahoma University and his B.A. from the University of California, Santa Barbara. His writings regularly appear in The Wall Street Journal, the Christian Science Monitor, the Washington Times, and National Review Online. This E-Note is excerpted from his editorial column in the Fall 2012 issue of Orbis. His other FPRI essays can be found here: http://www.fpri.org/byauthor.html#owens During the decades after the fall of the Soviet Union and the American victory against Iraq in 1991, far too many U.S. policymakers came to accept a vision of the world that can only be described as “strategic happy talk.” First, there was the “end of history” narrative, which argued that liberal democracy had triumphed as the universal ideology. While conflict might continue on the peripheries of the liberal world order, the trend was toward a more peaceful and prosperous world. The economic component of the end of history narrative was “globalization,” the triumph of liberal capitalism. The end of history narrative was complemented by that of the “technological optimists” who contended that the United States could maintain its dominant position in the international order by exploiting the “revolution in military affairs” (RMA). -
Constructing Large Multinational Corporations from China: East Meets West at Huawei, 1987-2017
Constructing large multinational corporations from China: East meets West at Huawei, 1987-2017 Johann Peter Murmann Professor of Strategy Institute of Management University of St. Gallen, 9000 St. Gallen, Switzerland email: [email protected] Can Huang Professor & Head of Department of Innovation, Entrepreneurship & Strategy, Co-Director of Institute for Intellectual Property Management School of Management, Zhejiang University, China Zhejiang University Hangzhou, 310058, P.R. China Email: [email protected] Xiaobo Wu Cheung Kong Chair Professor honored by the Ministry of Education, China Qiushi Chair Professor of Innovation & Strategic Management Co-director Ruihua Institute for Innovation Management Zhejiang University Hangzhou, 310058, P.R. China email: [email protected] Constructing large multinational corporations from China: East meets West at Huawei, 1987-2017 Abstract: The telecommunication enterprise Huawei, founded in 1987, is one of few multinational companies emerging from China to date. The development of the capabilities that allowed Huawei to become a formidable competitor on the global stage undoubtedly owes a great deal to importation of best practice routines from the West with the help of western consulting firms. But Huawei is also distinctly Chinese. In the West, a founder who relinquished all but a 1.4 percent of equity in the firm to give the remaining shares to employees would be an abnormality. Huawei’s collective ownership arrangement (88,000 people own the other 98.6 percent of the shares) enabled management actions that are unthinkable in the West. The top 6,687 managers in 2007, for example, agreed to collectively resign from the company and to be selectively rehired to avoid falling under new labor law restrictions. -
Find Our Voices Contents
VOL 23 SEPTEMBER 2019 FIND OUR VOICES CONTENTS Tung Chee Hwa Chairman China-United States Exchange Foundation Editors Zhang Ping Hong Chang Special Advisor Cover Story Zhu Yinghuang Tung Chee-hwa Assistant Editor US-China Relations: Now and Peng Hui Beyond 7 China-US Focus Digest is a bi-monthly magazine of exclusive commentaries on International Voices 2 China-US relations. The articles express views of influential opinion leaders and scholars in China and the US on the issues faced by the two nations. Development or Disaster? @ China-United States Goh Chok Tong 43 Exchange Foundation, 2019 For comments, please send to Learning from Japan’s Trade [email protected] Tensions with the U.S. Yasuo Fukuda 48 Solving Global Problems Collectively Jean Chrétien 52 US China Policy www.chinausfocus.com Follow us on Facebook and Twitter: @ChinaUSFocus Trump Won’t Settle for a Bad Deal Edwin Feulner 11 Finding Our Voices and Deeper Dialogue With special thanks to Chatham Strategies and Shanghai Institutes for International Studies Neil Bush 15 for their supports to www.chinausfocus.com and China-US Focus Digest China Is a Stakeholder in America’s Success David Firestein 19 CONTENTS Win-win or Lose-lose? Security Dimensions Qi Zhenhong 24 Cutting Losses and Preparing to Recover What Would We Do Differently If We Knew Chas Freeman 26 What Happens in 2039? William Owens Another 40 Years of Stable China-US 84 Relations Possible Security Matters Zhou Wenzhong 30 Karl Eikenberry 86 Patience, Positivity and Persistence: Keys to a Successful Relationship Max Baucus 33 People-To-People Exchange We Are at a Critical Point William Daley 37 Optimism and Faith in the People Jan Berris Not Really a Trumpian Issue 88 Vali Nasr 40 Texas Leading The Way Macro & Micro The American Heartland Will Lead the Way in Ties with China Has the United States Suffered a Loss in 3 Trade with China? Bob Holden 93 Zeng Peiyan 54 Next Generation of City Leaders Steps Up False Narratives on Trade with China to the Plate Stephen Roach 59 Jimmy Flannigan 95 US Demands Are Unreasonable. -
U.S.-China Military Contacts: Issues for Congress
U.S.-China Military Contacts: Issues for Congress Shirley A. Kan Specialist in Asian Security Affairs October 27, 2014 Congressional Research Service 7-5700 www.crs.gov RL32496 U.S.-China Military Contacts: Issues for Congress Summary This CRS Report, updated through the 113th Congress, discusses policy issues regarding military- to-military (mil-to-mil) contacts with the People’s Republic of China (PRC) and records major contacts and crises since 1993. The United States suspended military contacts with China and imposed sanctions on arms sales in response to the Tiananmen Crackdown in 1989. In 1993, President Clinton reengaged with the top PRC leadership, including China’s military, the People’s Liberation Army (PLA). Renewed military exchanges with the PLA have not regained the closeness reached in the 1980s, when U.S.-PRC strategic alignment against the Soviet Union included U.S. arms sales to China. Improvements and deteriorations in overall bilateral engagement have affected military contacts, which were close in 1997-1998 and 2000, but marred by the 1995-1996 Taiwan Strait crisis, mistaken NATO bombing of a PRC embassy in 1999, the EP-3 aircraft collision crisis in 2001, and the PLA’s aggressive maritime and air confrontations. Issues for Congress include whether the Administration complies with legislation overseeing dealings with the PLA and pursues contacts with the PLA that advance a prioritized set of U.S. security interests, especially the operational safety of U.S. military personnel. Oversight legislation includes the Foreign Relations Authorization Act for FY1990-FY1991 (P.L. 101-246) and National Defense Authorization Act (NDAA) for FY2000 (P.L.