华为2005年年报
Contents
2Financial Highlights
3The Year
5Message from the Company
8Vision, Mission and Strategy
92005 Driving Forces
17Performance in Business
Wireless Network: quickly becoming a world leading supplier
Fixed Network: leading network transformation
Optical Network: a leading global supplier
Data Communications: leading in carrier-class IP network
Application & Software: exploring new models for the future
Wireless Terminals: building an end-to-end solution
24Looking Forward
29Corporate Citizenship
network solutions for operators around the world. The company is dedicated to providing innovative
services and solutions to create long-term value and potential growth for
products and
in over 100
countries and serve 28 of the world’s top
50 operators, as well as over
Financial Highlights The Year Message from the Company Vision, Mission and Strategy
1
Huawei T echnologies Annual Report 2005
Note: (*) Excluding discontinuing operations.
Huawei T echnologies Annual Report 2005 2
The Year
Jan
On January 27, CAT Telecom Public Company Limited, one of the two largest state-owned telecom carriers in Thailand, awarded Huawei a contract worth US$187 million to expand its nationwide CDMA 2000 3G network.
Feb
On February 9, the eve of China’s Spring Festival, the softswitch network that Huawei constructed for China Mobile successfully handled peak traffic of more than three times its usual traffic and delivered communications for 200 million users, proving its stability, quality, and reliability.
Apr
On April 19, Huawei Technologies and Intel announced that they would cooperate in building carrier-class wireless broadband networks supporting the new WiMAX / IEEE
802.16 standards and specifications.
On April 29, MTN and Huawei
signed an equipment purchasing and
service provisioning framework
contract. MTN will purchase
Huawei’s mobile communications
equipment, SDH products and
services for the entire southern
African region.
May
On May 16, Huawei established its
UK training center to provide overall
training services across Europe,
together with its existing training
centers in France, Romania and
Germany. Huawei now has training
centers in all of its global regions.
At the 24th 3GPP GERAN conference
held in Ireland in May, four proposals
submitted by Huawei and three
other members (Siemens, Sagem,
and the Standard Institute of MII)
related to GSM trunking were
accepted without objection.
Jun
On June 9, Huawei University was
formally registered to focus on
technical, management and cultural
training for customers, Huawei
management executives and employees
worldwide.
On June 9, the UMTS 3G network
built by Huawei Technologies for
SUNDAY of Hong Kong was put into
commercial application. The network
consists of more than 1300 base
stations covering the entire Hong
Kong region.
On June 15, Huawei was selected by
Frost & Sullivan as 'Wireless
Infrastructure Vendor of the Year
2005', 'NGN Infrastructure Vendor of
the Year 2005', and 'Optical Vendor
of the Year 2005', for its outstanding
performance in the telecommunica-
tions and broadband industry in the
Asia Pacific market.
On June 18, Huawei ranked in the
top five with 5% of the total number
of UMTS Essential Patents, according
to ETSI statistics.
On June 24, Royal KPN signed a
commercial contract with Huawei for
a CWDM/DWDM project, which
included access layer CWDM
covering the whole of the Nether-
lands and the national backbone
DWDM. The success of this project
Huawei T echnologies Annual Report 2005
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Financial Highlights The Year Message from the Company Vision, Mission and Strategy
On November 14, Huawei signed a Strategic Partnership Agreement with Telefonica for 3G and broad-band innovations. The two parties will also develop the Latin American market together.On November 21, Huawei signed a Global Framework Agreement with Vodafone and became an Approved Supplier for Vodafone’s Global Supply Chain. Dec On December 22, Huawei signed a contract with British Telecom (BT) for the deployment of its multi-service access network (MSAN) and transmission equipment for BT’s 21CN network.On December 29, Huawei won one million ADSL lines in China Telecom’s 2006 framework contract with its leading SmartAX MA5600, DSLAM equipment based on the full GE architecture.On December 29, Huawei signed a Strategic Partnership Agreement with Sonaecom in Portugal. Huawei was chosen as Sonaecom’s strategic partner in wireless network, fixed network, optical transmission and value-added services and applications. Together, the two parties will develop the Portuguese telecoms
market.
enabled Huawei to become the
major supplier for KPN in the optical
market.
Jul On July 1, Huawei Technologies was
awarded 'Honorary Investment
Advisor' at the Thailand-China
Investment Seminar held in Beijing,
for its continuous investment in
Thailand.
Aug On August 22, Huawei won China
Mobile’s CNGI project to build the
world’s largest IPv6 commercial
network.
On August 24, China Telecom,
Zhejiang announced that Huawei
Technologies was chosen for its
switching network intelligence
project for the entire province. The
project is the largest of its kind in
China to establish network intelligence
using softswitch.
Oct On October 4, Huawei’s MSAN
HONET UA5000 won the InfoVision
Award 2005 in honor of its innovative
contribution to progress in the
information industry, which was
presented by the International
Engineering Consortium (IEC) during the InfoVision Awards Ceremony at the Broadband World Forum Europe (BBWF) in Madrid, Spain.On October 18, Huawei launched its leading 40Gbps per wavelength DWDM transmission system for global telecom carriers. The new system allows operators to transmit large-capacity and long-haul DWDM signals securely and flexibly.On October 19, Huawei opened its first inTouch Lab Experience Center dedicated to creating a dynamic marketplace of services and applications for telecom operators. In addition, Huawei developed the Huawei inTouch Lab Partnership Plan.At the PT/EXPO COMM China 2005 in Beijing, Huawei launched its end-to-end HSDPA commercial solution.Nov On November 10, the second largest fixed network operator in Germany, Arcor, chose Huawei to build its next generation SDH transmission
network.2005 Driving Forces Performance in Business Looking Forward Corporate Citizenship Financial Report
Huawei T echnologies Annual Report 2005 4
Message from the Company
Huawei T echnologies Annual Report 2005
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Financial Highlights The Year Message from the Company Vision, Mission and Strategy
Dear customers, partners and peers,
Through the hard work of our employees worldwide, Huawei‘s contract sales reached US$8.2 billion in 2005, a 47% year on year increase. 2005 also marked the first year that Huawei’s international sales exceeded domestic sales, comprising 58% (US$4.8 billion) of our total contract sales. As a result, the international market is becoming increasingly important to us, giving more balance to the company’s revenue distribution. Huawei is now a major global mobile equipment provider, with the proportion of revenue from our mobile product line steadily on the rise. By the end of 2005, Huawei’s products and solutions had been deployed in over 100 countries with 28 of the world’s top 50 operators choosing Huawei as their partner. Moreover, Huawei’s products and solutions now serve more than one billion users around the world. Huawei has also successfully passed strict authentication procedures from leading operators including BT, Vodafone and FT, winning their recognition and in turn demonstrating that Huawei’s corporate governance is on a par with international best practices. For the progress that Huawei has made so far, we would like to extend our sincere gratitude for your support throughout our development. When Huawei was established 18 years ago, we had minimal technology, talent and resources to leverage on. But we had a belief. Our belief in always putting our customers first with an emphasis on continuous innovation has kept our growth on the fast track. Undeterred by the difficulties and challenges that we encountered along the way, we persevered and increasingly won the trust of customers and partners around the world.
In 1996, we embarked on our globalization strategy. Despite encountering many challenges and setbacks, we were determined to succeed in our global efforts. After ten years of hard work and perseverance, our efforts have paid off with breakthrough achievements. Throughout our international expansion, we have continued refining processes within our company by cooperating with top consultancies to introduce best practices guided by customer demand. By learning from the West with an open mind, we try to build a future-oriented, win-win business model that is based on the oriental wisdom of “harmony with diversity” to nurture harmonious coexistence and jointly create maximum value for our customers.
Given our achievements and progress thus far, we feel a greater sense of obligation toward our customers. We will embrace the challenges ahead in order to meet our customers’ expectations and strengthen our relationships with them. Huawei will also continue to develop and improve, while sustaining the operation of our customers’ existing networks and ensuring their evolution.
In the midst of convergence and transformation, the global telecoms industry is faced with great challenges and opportunities. We will continue to innovate in order to support network transformation and offer competitive services to our customers. In addition, we will be increasingly focused on our customers and globalization efforts, maintaining our sustainable development and accumulating our expertise. By growing together with our customers and partners, we hope to create a harmonious business environment.
In 2006, Huawei will continue to innovate and invest, focusing on ALL IP and FMC solutions. We will also carry on with management transformation to establish process-driven structures, refine our marketing system to better meet customers’ requirements and improve our service network while upgrading our service capabilities to provide our customers with quality delivery of products and solutions.
We firmly believe that serving our customers is the only reason Huawei exists. Customer demand is the fundamental driving force of our development. Together with our customers, we will embrace the future with an unwavering spirit of hard work. Through our quality products and services, we aim to continuously create long-term value
Customer Focus
? The radiating shapes of our logo are focused toward the center of the icon, indicating Huawei's customer-centric strategy and commitment to creating long-term value for our customers.
Innovation
? Vivacious and contemporary, the new logo indicates that Huawei will continue to provide innovative, customized and competitive products and solutions for our customers with an enterprising spirit, and jointly face the challenges and opportunities in the future together with our customers. Steady and Sustainable Growth
? A confident and optimistic symbol, the new logo conveys a sense of maturity and steadiness in a professional and international manner.
Harmony
? Adopting a graduated tone while keeping symmetrical, the new logo looks more natural and compatible, and acts as a metaphor for Huawei’s open-minded attitude and partnership strategy, indicating that Huawei will maintain a healthy growth by creating a harmonious business environment.
Huawei T echnologies Annual Report 2005
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Financial Highlights The Year Message from the Company Vision, Mission and Strategy
2005 Driving Forces Performance in Business Looking Forward Corporate Citizenship Financial Report
Vision
? To enrich life through communication
Mission
? To focus on our customers’ challenges and needs by providing
excellent communications network solutions and services in
order to consistently create maximum value for customers. Strategy
? Serving our customers is the only reason Huawei exists;
Customer demand is the fundamental driving force of our
development
? High quality, excellent service, low operating costs, and giving top
priority to meeting customer requirements to enhance their
competitiveness and profitability
? Continuously performing management transformation to realize
efficient process-based organization operation for ensuring high
quality end-to-end delivery
? Developing with our peers in the industry as both competitors and
partners to jointly create a favorable environment and share the
benefits of the value chain
Huawei T echnologies Annual Report 20058
We emphasize a culture of sincerity and customer orientation, working closely with customers to realize long-term mutual gains, striving to meet customer needs and achieve market development.
Customer Focus
Serving our customers is the only reason Huawei exists.
Customer demand is the fundamental driving force of our
development. Huawei focuses on our customers’
challenges and needs by providing competitive communications
network solutions and services in order to consistently
create maximum value for our customers. In 2005, we reinforced our strategy and marketing system
to enhance its ability to guide Huawei’s overall development.
We established process-based, systematic management
systems that allow us to gain deeper insight into customers’
requirements. Our marketing framework has been
extended to our regional offices, enabling us to have more interaction with the strategy & planning, R&D and procurement departments of our customers in order for us to understand their needs more precisely and rapidly. This is done with the help of processes such as IPD (Integrated Product Development), MM (Marketing Management), OR (Offering Requirement) and CCM (Customer Commitment Management). By integrating customer requirements into our product development and business roadmap planning, Huawei is able to help customers swiftly roll out new products and services.
Huawei has established an inclusive sales and service system which includes 8 regional headquarters, 85 branch offices worldwide, and a three-tier service system (headquarters, regional & local). This comprehensive system allows us to deliver stronger technical support and services. We also have a dedicated and professional service team committed to providing quality service. In addition, we have set up an excellent integrated service platform armed with professional maintenance and training capabilities, which gives us differentiated service advantages. Huawei has already established 72 technical support platforms and 85 country-level spare parts centers worldwide, providing our customers with round-the-clock service while strictly complying with customers’ service level agreements (SLA) to successfully fulfill the diverse and specific needs of our customers. Support systems including logistics, procurement, and finance are also being adopted rapidly by our regional offices in order to provide better service to our customers. We fully understand that our relationship with our
customers is not merely contractual in nature. Rather, our customers need complete end-to-end services, consulting services in particular. Huawei has already formed our own marketing management consulting team which provides services including business consultation, network planning, solutions, special maintenance, management of daily operations, database design and management, and joint marketing. Furthermore, we research OPEX and develop corresponding solutions to enable customers to
reduce their OPEX.
Huawei T echnologies Annual Report 2005
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At Huawei, we strongly believe in being customer oriented and ensuring a service culture of integrity. We work closely with and continuously strive to satisfy our customers, and support our market development in order to achieve long-term mutual gains. By constantly stressing our belief that “serving our customers is the only reason Huawei exists,” we encourage our employees to provide excellent customer service. By creating an evaluation system that
includes a positive incentive system and takes into consideration our employees’ responsibilities and achieve-ments, we aim to achieve goals that are in line with our customers’ requirements. Through a series of process-based organizational frameworks and standardized operations, Huawei takes every measure to guarantee customer satisfaction, thereby creating a customer-focused and highly-efficient professional culture which strengthens our core competitive edge.
Huawei achieved a breakthrough in terms of our international business in 2005, with international sales occupying 58% of our total contract sales. We successfully passed strict and thorough authentication procedures from top-tier operators such as BT (British Telecom), Vodafone, Italia Telecom, Royal KPN, and Telefonica, enabling us to become their partners in both European and global markets. Our products and solutions have been commercially deployed in over 100 countries, and serve 28 of the world’s top 50 operators, as well as over one billion subscribers worldwide.
Huawei has also made great progress in our localization endeavors, and our local employees are a strong driving force of Huawei’s service culture. Out of over 10,000 overseas Huawei employees, more than 60% were recruited locally. Through a variety of training programs and cross-cultural exchanges, Huawei helps our local employees understand and adapt to our customer-centric corporate culture. The company also provides local employees with favorable career development paths, with some of them already in upper-management level positions, supervising local branch offices and areas such as sales and services.
As a result of these efforts, our products and solutions have achieved wide success in international markets, for example:
? 19 UMTS commercial networks had been deployed by the end of 2005
? Huawei is the No.1 NGN provider in the global VoIP market with 29.3% of market share in terms of port shipments (Dittberner, 3Q05)
? No.2 in the global DSLAM market with 16.9% of market share, and No.1 in the global IP DSLAM market with 32% market share (Infonetics, 3Q05)
? No.1 provider in MSAN with 32.3% of market share in terms of port shipments (Infonetics, 3Q05)
? No.2 in the global optical network market with 10.3% of market share (Ovum-RHK, 4Q04-3Q05)
? No.1 in the global long-haul DWDM market with 15.9% of market share (Ovum-RHK, 4Q04-3Q05)
? No.3 in the global carrier-router market (Gartner, 2Q05)? No.1 in terms of the number of users of intelligent network products with 21.6% of market share (Ovum-RHK)
Huawei T echnologies Annual Report 2005 10
We have a global R&D strategy. Huawei has set up research institutes in Stockholm in Sweden,
Bangalore in India, Dallas and the Silicon Valley in the USA and Moscow in Russia, as well as
China-based institutes.Continuous Innovation
Not only do customers need products and technology, but
more importantly, they need solutions that can bring them
success in their business. Huawei has already made the
transition from being technology-oriented to being driven
by customer requirements, from solely providing products
to offering complete end-to-end solutions, allowing the
development of our products to be driven by our customers’
success.We continuously work towards improving our ability to
innovate based on our customers’ needs. Huawei has
been investing a minimum of 10% of our annual revenue
into R&D, with 10% of that investment used for
pre-research to stay at the forefront of new technologies
and breakthroughs.
At present, Huawei has already success-
fully rolled out products and solutions in areas
including FMC, IMS, WiMAX and IPTV.
In addition, we have re-structured the organizational
framework of our product line, in anticipation of future
network convergence and industry transformation.
Huawei provides complete end-to-end solutions in areas
including the service and application layer, core layer,
bearer layer, access layer, and terminals, thereby offering
our customers distinct advantages to face network
convergence.
Furthermore, Huawei has a global R&D strategy. We have
set up research institutes in Stockholm in Sweden, Bangalore
in India, Dallas and the Silicon Valley in the USA and
Moscow in Russia, as well as China-based institutes in
Shenzhen, Shanghai, Beijing, Nanjing, Xi’an, Chengdu,
and Wuhan. Through the cooperation of our multicultural
team, we are able to make our international R&D strategy a reality. In fact, our R&D institutes in Bangalore, Nanjing, Shenzhen and Shanghai have all achieved CMM-level 5 certification, demonstrating that Huawei’s software management and quality control have already reached the highest level in the industry. By the end of 2005, Huawei had filed over 11,000 patent applications, 1,844 of which had been approved. In 2005, Huawei applied for over 3,600 patents. By the end of 2005, we had applied for over 3,000 UMTS patents and held 5% (69 patents) of the world’s UMTS essential patents, ranking amongst the top five in the world. Huawei actively participates in over 70 international standardization organizations including ITU, 3GPP , 3GPP2, IEEE, IETF, ETSI, OMA, TMF, FSAN and DSLF, and contributed over 1,000 articles in 2005 alone. Mean-while, Huawei’s representatives have been elected to positions in various organizations, including vice president of ITU-T SG11, president of ITU-R 8F Technology Group, vice president of 3GPP TSG SA2, vice president of OMA MCC as well as vice president of OMA GS.By focusing on key network technologies, Huawei has formed core technology systems for systems architecture, hardware, software and ASIC design. Also, we currently
Huawei T echnologies Annual Report 200511
hold leading positions in areas such as mobile softswitch, UMTS, super-long-haul DWDM, MSTP, NGN, MSAN, IP telecom network, IP DSLAM, intelligent network and signaling network. Huawei has also become one of the leading providers in CDMA, 3G terminals, intelligent optical network ASON, core routers and switching. In addition, we have invested heavily in the development of our ASIC chips. At present, we have developed over 100 types of ASIC chips including UMTS baseband and HSDPA chips, optical network chips, router chips, and broadband access chips, greatly improving the system’s capabilities and thus enabling us to offer unique advantages at a lower cost.
Huawei has formed numerous partnerships with leading companies, and cooperates with them on the foundation of our self-developed technologies. We work closely with leading multinationals such as TI, Motorola, IBM, Intel, Agere, ADI, Altera, SUN, Microsoft, Oracle and HP to improve the time to market of our products, and to incorporate the latest technologies and best management practices into our company.
We are introducing the world’s best R&D management models into our company and strengthening the support of our broad and shared platforms. Through the Marketing-PMT-IPMT-IRB framework, Huawei changed our product development and planning process, and gradually solved challenges involving the effectiveness of decision-making. Using CBB (a hardware and software sharing module), we established a technology sharing system that comprises various layers such as system design, platform, modules and components. With the experience gained from eight years of CMM implementation, we established a large and sophisticated software engineering management system. Meanwhile, we also introduced the fundamental ideas of CMM into our hardware quality management system. Most of our software development research institutes have already passed CMM level-5 certification.
Huawei also promotes standardized, component-based and platform-specific management in our research and development, and simplified the structure of our systems and organizational framework to prevent the leakage of technology. With an asynchronous development method, we coordinate development progress at various levels, manage the time-to-market of our products and speed up our response time to market demands.
Data Centre, Huawei Industrial Base, Shenzhen
Huawei T echnologies Annual Report 200512
Through many years of development, we have gradually perfected our operation and management processes in accordance with international standards. Management
Transformation
For years, Huawei has been working with leading
consultancies such as IBM, the Hay Group, PwC and FhG
to carry out management transformation in order to keep
abreast with international industrial benchmarks. In terms
of Integrated Product Development (IPD), Integrated
Supply Chain (ISC), human resources management, financial
management and quality control, we have undergone
comprehensive transformation, introduced the industry’s
best practices, and established IT-supported management
platforms.Through consistent implementation of management transformation, we have gradually perfected our operation and m a n a g e m e n t processes. In
addition, we have
managed to strike a balance between our company’s size, business profitability, and cultivating our expertise.Business Model In Huawei’s macro business model, product development is inspired by our customers’ needs, and the goal of management is to establish a process-based organization structure. We have worked with IBM, Hay Group, KPMG, PwC, FhG, Mercer and Gallup to implement the best industry practices in terms of management and methodology . Moreover, we have carried out thorough and organized transformation
in business processes, organization, quality control, human resources, financial management, and customer satisfaction in order to create value for our customers. Through continuous improvement, our management system has now reached international standards. Not only has our management system withstood the rapid and continuous development of our business, it has also
gained worldwide recognition from our global customers and partners, thereby providing strong support for our company’s global endeavors.Process Realignment With the introduction of practical industry benchmarks
that are implemented through processes such as Marketing Management (MM), Integrated Product Development (IPD), Integrated Supply Chain (ISC) and Customer Relationship Management (CRM), complemented by the transformation of our financial management and human resources management (Hay Group), we have completely transformed our business processes and established an IT platform to support such transformation. Organization Transformation Starting from the product lines, Huawei’s Executive Management Team and “Strategy and Customer Standing Committee” strengthened the decision-making ability of the marketing system for understanding customer requirements and planning Huawei’s strategic direction and business Huawei T echnologies Annual Report 2005
13
development. With the help of the Investment Review Board (IRB), Marketing Management Team, Product System Management Team, Operation & Delivery Management Team and various other supporting teams, Huawei has ensured the efficient implementation of an overall strategy that is driven by customer needs.
Quality Control and Production Process
Huawei’s production process system including the 3D warehouse, the automatic warehouse and the entire production line layout was designed by FhG of Germany. The new system reduced the need for transportation of materials and decreased production time, thereby increasing the all-round efficiency and quality of production. Human Resource Management
In addition to setting up a cohesive and efficient human resource team, Huawei is gradually working towards developing an impeccable HR system. Through cooperation with the Hay Group, we improved our methods for evaluating employee performance, set up a remuneration framework which includes remuneration regulation, and introduced the KPI system. We continuously improved performance management by introducing the caliber model to refine the process of staff recruitment and development. In addition, we set up management systems in terms of positions, remuneration, performance, competency, and staff training. We also developed hierarchical performance management systems such as the work reporting system, PBC system and an appraisal system. These systems are inspired by our customers’ requirements and measured by responsibility results, key events and behavior processes. Financial Management
Huawei has established a financial management and monitoring system, implemented and unified financial regulations, procedures, codes and monitoring, and established a system for worldwide financial monitoring and management. We have built the Shenzhen Capital Management Center and Hong Kong Capital Management Center, and have also established partnerships with more than 20 banks to meet the capital requirement for our company’s business development. In addition, Huawei has created an independent auditing system, and we are currently constructing a 3-level monitoring system that covers external auditing, internal control and business auditing to minimize our financial and
operation risks.
Huawei T echnologies Annual Report 2005 14
Supply Chain
Huawei has developed a flexible supply chain, which has enhanced our competitiveness in terms of providing fast, cost-effective and quality supply. We have also formulated pertinent supply guarantee strategies and built flattened manufacturing organizations that allow us to meet market demands efficiently and flexibly. In addition, we carried out transformation of the Integrated Supply Chain (ISC) to ensure that new processes and systems were implemented effectively, and also introduced quality engineering technologies to continuously improve supply chain capabilities and customer service. We have also developed partnerships with principal suppliers, enhanced purchase performance management, and carried out supplier certification procedures based on the industrial benchmark, TQRDCE.
Internal Staff Shareholding System
At Huawei, we have an internal staff shareholding system. With the help of international human resource consulting firms, we implemented the virtual limited share system, virtual share option plan and MBO virtual share plan, which have enhanced our incentive plan. Our staff shareholding system has helped to support the company’s development through the provisioning of
effective, long-term incentives for our staff.
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Financial Highlights The Year Message from the Company Vision, Mission and Strategy
Partnership
Huawei believes that cooperating with customers, suppliers and leading players in the industry to face challenges together through a win-win strategy is essential in today’s business world. We strive to build more stable partnerships with our customers and suppliers and reinforce strategic cooperation with international and domestic mainstream operators. Furthermore, we will enhance our position in key international markets, strengthen partnerships with major suppliers, and improve our response speed and service advantages in our supply chain.
In addition, we will further cooperate with our industry peers on many levels to set up a future-oriented, secure, and win-win development framework. Through this, we aim to create greater value for our global customers.
In the past few years, we have also initiated multi-level cooperation in several fields including technology, products and marketing in order to face risks and challenges together. Together with 3Com, we have established a data communications joint venture and developed a distribution system which has helped our data communications services grow rapidly. In 2005, based on the joint venture agreement, 3Com bought an additional 2% worth of shares from Huawei, resulting in 3Com holding 51% of
the stock. The joint venture is currently making good progress.
We have also set up a joint venture with Siemens which focuses on the research, production, sales and services of
TD-SCDMA in order to further advance its development.
We have also announced the establishment of a joint venture with Nortel to combine our expertise in products
and technology in order to develop ultra-broadband access solutions for the global market and provide better service to our customers.
Huawei T echnologies Annual Report 2005 16
Performance in Business
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Financial Highlights The Year Message from the Company Vision, Mission and Strategy
(整理)华为财务报表分析.
华为财务分析，四种能力的分析 公司的财务报告如同一个人的健康体检，财务数字表明的是公司的运营状况。只是财务数字比较复杂，不做分析的话，有的情况不是很清楚。 财务报告分析有多种，这要看你需要了解哪些方面了，因为哪种分析都有一定的局限性。其中一种分析方法是比率分析，从中可以分析公司的盈利能力、偿债能力、营运能力和发展能力。 一、盈利能力分析 1、销售毛利率=销售毛利÷销售收入净额×100% =77510÷185176×100% ＝41.86% 【上年度为39.6%】 销售毛利率反映了公司产品的初始获利能力。没有足够大的毛利率便不能形成较大的盈利，无法承受公司对研发费用、管理费用、销售费用、财务费用等期间费用。对工业而言，41.86%的毛利率是相当不错的盈利水平啦，这反映出公司的产品科技含量高，产品要价能力比较强，不是谁想进入这一行就能轻易进入的。公司的成本控制潜力还很大，如果成本控制做得好一些，毛利率还可以提高。 2、销售利润率＝利润总额÷销售收入净额×100% ＝29271÷185176×100% ＝15.81% 【上年度为14.1%】 销售利润率是公司销售的最终获利能力指标。我们公司能达到15.81%的销售利润率还是不错的，这比银行贷款利率高大约1倍（当然，我们应当注意利润总额的形成并不是全由销售收入所产生，它还受到其他业务利润、投资收益、营业外收支等因素影响）。 3、总资产收益率＝（利润总额+利息费用）÷总资产年均余额×100% ＝（利润总额+利息费用）÷〔（期初总资产+期末总资产）/2〕×100% ＝（29271+1833）÷〔（139653+160841）/2〕×100% ＝20.70% 【上年度为15.35%】 这个指标反映公司资产利用的综合效果，即每100元的资产可以为公司带来20.70元的收益，比率越高越好。为何应收账款有这样的好结果呢？不外乎两个原因：（1）加强了财务管理，及时回款水平大有提高；（2）加大了历年应收账款的清理回收力度，“清淤”工作成效显著。 请注意，公司的总资产来源于所有者投入资本和举债两个方面。总资产收益率主要取决于总资产周转速度的快慢和销售利润率的大小，所以我们要加强资产管理，增加销售收入，提高利润水平是王道。 4、净资产收益率＝净利润÷〔（期初净资产+期末净资产）/2〕×100%
华为等几个公司的组织架构
华为组织架构（事业群+矩阵式） 公司股东会是最高权力机构，对公司增资、利润分配、选举董事/监事等重大事项作出决策。由工会和任正非两名股东就组成，工会作为公司股东参与决策的公司重大事项，由持股员工代表会审议并决策，持股员工代表会由全体持股员工代表组成，代表全体员工行使权利。持股员工代表51人，候补持股员共代表9人，由在职持股员工选举产生，任期五年。 董事会是公司战略和经营管理的决策机构，对公司的整体业务运作进行指导和监督，对公司在战略和运作过程中的重大事项进行决策。董事会下设人力资源委员会、财经委员会、战略与发展委员会和审计委员会，协助和支持董事会运作。 监事会主要职责包括检查公司财务和公司经营状况，对董事、高级管理人员执行职务的行为和董事会运作规范性进行监督。 公司实行董事会领导下的轮值CEO制度，轮值CEO在轮值期间作为公司经营管理以
及危机管理的最高责任人，对公司生存发展负责。 EMT经营管理团队：在各个平台上分别设置经营管理团队（EMT），各自按照其对应客户需求的规律来确定相应的目标、考核与管理运作机制，在统一的公司平台上进行差异化的运作和经营管理。按华为公司治理规章，EMT是华为日常的最高责任机构，受董事会委托执行华为的日常管理，属于华为核心高层。
2014年，公司业务组织架构逐步调整为基于客户、产品和区域三个维度的组织架构。各相应组织共同为客户创造价值，对公司的财务绩效有效增长、市场竞争力提升和客户满意度负责。 华为以BG事业群作为主要的组织结构，同时华为的组织结构又可看作是矩阵制结构，但不是一个稳定的组织结构，职能平台+BG事业群+区域组织形成三维组织架构，该架构网收缩时，就会叠加起来，意味着华为要精简部门、岗位和人员；当其扩张时，该架构网就会拉卡，就要增加部门、岗位和人员，但在这一过程中，流程会始终保持一个相对稳定的状态。 1、BG组织（Business Group事业群）：以客户为中心的组织架构，面向三个客户群(运 营商网络、企业业务、消费者)而设定的BG组织，以适应不同客户群的商业规律和经营特点。BG不是一个特指的部门，使指化为的一个业务集团，每个BG之下有分成很多B U（business Unit 经营单元）。事业群机制就是把企业内公共资源平台化，从而让每个独立事业群更加专注自己的领域，提高公司资源效率，但协调工作增大。
华为公司组织结构及具体描述
华为公司组织及财务系统华为公司组织结构图示
一、华为公司管理职位设置及职责 本公司管理职位分为以下四个层次： 第一层次：“公司总裁” 第二层次：各大系统，职位名称“系统总裁” 第三层次：各一级部门，职位名称“部门总监” 第四层次：各二级部门，职位名称“部门经理” 决策、协调委员会 组成人员： 公司总裁、各系统总裁、各部总监及各有关专业资深顾问。 主要任务： a)确定公司的战略发展方向、经营理念； b)产品开发、市场拓展的战略规划； c)制定人力资源开发、管理、运用策略； d)财经管理； 议事方式： a)常规会议议事：每两周一次； b)临时会议议事：由各委员提议；主任委员视议题缓急之轻重程度予以批准 后即可召开； 会议须有议程；各委员会前须有准备；会议结论力求确定可行。 总裁办公室 职位名称：[总裁办公室主任] 主要任务：协助公司总裁，完成各项日常行政事务工作，负责总裁与各系统之间的信息沟通工作，负责各系统之间的沟通与协调工作。
管理工程部 职位名称：[管理工程总监] 主要任务：承担公司管理工程项目的规划和组织实施工作，为公司各业务系统及部门提供专项管理辅导。 审计部 职位名称：[审计总监] 主要任务：在公司总裁的直接领导下，对公司经营管理的各方面各环节进行独立监督和评价，以确定其是否遵循了公司的方针、政策和计划，是否符合公司规定的程序和标准，是否有效和经济地使用了资源，是否正在实现公司的目标。 法律事务部 职位名称：[法律事务总监] 主要任务：负责公司日常法律事务的处理，公司对外纠纷、诉讼事宜的处理，为公司的对外投资各项制度改革等重大事宜提供法律意见，起草或审订公司重要的法律文件。 研究开发系统 职位名称：[研究开发系统总裁] 主要任务：研究开发系统总裁统率所属部门，在公司总裁指挥下，综理本公司产品和技术之研究、开发、试验之事务。其主要分项任务如下： a)依据公司产品战略发展规划拟订产品、新技术研究开发计划及产品中试计 划； b)督促所属部门按项目管理程序组织产品开发工作及新技术研究开发工作； c)督促所属部门组织和实施设计验证、设计评审和设计改进工作； d)签订研究开发系统之组织结构及人员配置变动； e)在公司总裁授权下，发展各类研究和开发专业人才，以及决定本系统人员之 考核、加薪及晋升水准； 3
华为财务报表分析
华为财务分析，四种能力得分析 公司得财务报告如同一个人得健康体检,财务数字表明得就是公司得运营状况.只就是财务数字比较复杂,不做分析得话，有得情况不就是很清楚。 财务报告分析有多种,这要瞧您需要了解哪些方面了，因为哪种分析都有一定得局限性。其中一种分析方法就是比率分析，从中可以分析公司得盈利能力、偿债能力、营运能力与发展能力。 一、盈利能力分析?１、销售毛利率＝销售毛利÷销售收入净额×１00%?=7７51０÷１8５176×１０0％?＝41、８6% 【上年度为39、6％】?销售毛利率反映了公司产品得初始获利能力。没有足够大得毛利率便不能形成较大得盈利,无法承受公司对研发费用、管理费用、销售费用、财务费用等期间费用。对工业而言，41、8６%得毛利率就是相当不错得盈利水平啦，这反映出公司得产品科技含量高,产品要价能力比较强,不就是谁想进入这一行就能轻易进入得。公司得成本控制潜力还很大,如果成本控制做得好一些，毛利率还可以提高。?２、销售利润率＝利润总额÷销售收入净额×１0０％?＝２９27１÷185１76×1００% ＝１5、81% 【上年度为14、1%】?销售利润率就是公司销售得最终获利能力指标。我们公司能达到１5、81％得销售利润率还就是不错得,这比银行贷款利率高大约1倍（当然，我们应当注意利润总额得形成并不就是全由销售收入所产生，它还受到其她业务利润、投资收益、营业外收支等因素影响）。 3、总资产收益率＝(利润总额＋利息费用)÷总资产年均余额×１00% ＝(利润总额+利息费用）÷〔(期初总资产+期末总资产）/2〕×100％?＝（29271+１833）÷〔（１3９６53+1６084１)/2〕×1０0％ =２0、70% 【上年度为15、35％】 这个指标反映公司资产利用得综合效果，即每10０元得资产可以为公司带来20、７０元得收益，比率越高越好. 为何应收账款有这样得好结果呢？不外乎两个原因：(１）加强了财务管理,及时回款水平大有提高;(2）加大了历年应收账款得清理回收力度，“清淤"工作成效显著。 请注意,公司得总资产来源于所有者投入资本与举债两个方面。总资产收益率主要取决于总资产周转速度得快慢与销售利润率得大小，所以我们要加强资产管理，增加销售收入，提高利润水平就是王道。?4、净资产收益率=净利润÷〔（期初净资产+期末净资产)/2〕×１00%?＝23757÷〔(4３3１6+5５251)／2〕×100％?=４8、20％【上年度为45、25％】?净资产就就是所有者权益,其收益率反映所有者投资得获利能力，该比率越高,说明所有者投资带来得收益越高。?5、资本保值增值率＝期末所有者权益÷期初所有者权益×１００%?=55251÷４3316＝12７、5５％【上年度为11５、65%】?所有者在投入资本时，总就是希望她得投资不仅能够保值,还能够增值，即“钱生钱”，起码能跑赢通胀率，不然投资就缩水了.当然这里需要注意所有者权益不就是因为追加投资所致，而就是由于盈利状况好而致。
华为财务报表分析
华为财务分析，四种能力的分析 公司的财务报告如同一个人的健康体检， 财务数字表明的是公司的运营状况。 只是财务 数字比 较复杂，不做分析的话，有的情况不是很清楚。 财务报告分析有多种，这要看你需要了解哪些方面了， 因为哪种分析都有一定的局限性。 其中一种分析方法是比率分析， 从中可以分析公司的盈利能力、 偿债能力、营运能力和发展 能力。 、盈利能力分析 1、销售毛利率=销售毛利十销售收入净额X 100% =77510 - 185176X 100% =41.86%【上年度为39.6%】 销售毛利率反映了公司产品的初始获利能力。 没有足够大的毛利率便不能形成较大的盈 利，无法承受公司对研发费用、管理费用、销售费用、财务费用等期间费用。对工业而言, 41.86%的毛利率是相当不错的盈利水平啦，这反映出公司的产品科技含量高，产品要价能 力比较强，不是谁想进 入这一行就能轻易进入的。 制做得好一些，毛利率还可以提高。 =29271 - 185176X 100% =15.81%【上年度为14.1%】 销售利润率是公司销售的最终获利能力指标。我们公司能达到 是不错的，这比银行贷款利率高大约 1倍（当然，我们应当注意利润总额的形成并不是全由 销售收入所产生，它还受到其他业务利润、投资收益、营业外收支等因素影响） 3、总资产收益率=（利润总额 +利息费用）十总资产年均余额X 100% =（利润总额+利息费用）+〔（期初总资产+期末总资产）/2〕X 100% =(29271 + 1833) +〔 (139653+160841) /2〕X 100% =20.70%【上年度为15.35%】 这个指标反映公司资产利用的综合效果， 即每100元的资产可以为公司带来 收益，比率越高越好。 为何应收账款有这样的好结果呢？不外乎两个原因: （1）加强了 财务管理，及时回款水平大有提高； （2）加大了历年应收账款的清理回收力度, “清淤”工 作成效显著。 请注意，公司的总资产来源于所有者投入资本和举债两个方面。 总资产收益率主要取决 于总资产周转速度的快慢和销售利润率的大小，所以我们要加强资产管理, 增加销售收入, 提高利润水平是王道。 4、净资产收益率=净利润十〔（期初净资产+期末净资产）/2〕 X 100% =23757 -〔( 43316+55251) /2〕X 100% =48.20% 【上年度为45.25%】 净资产就是所有者权益，其收益率反映所有者投资的获利能力, 该比率越高，说明所有 者投资带来的收益越高。 公司的成本控制潜力还很大，如果成本控 2、销售利润率=利润总额十销售收入净额X 100% 15.81%的销售利润率还 20.70元的
华为的组织架构
华为得组织架构 凌菲智享汇关注 0、7 2018、10、08 16:44 字数3297 阅读29251评论0喜欢9 原编:Lily| 图:网络 了解一个公司,了解人力资源管理体系,都要从组织架构入手。 ▼ 华为组织架构 1、华为得组织架构 股东会 股东会就是公司最高权力机构,由工会与任正非两名股东组成。 工会作为公司股东参与决策得公司重大事项,由持股员工代表会审议并决策。 持股员工代表会由全体持股员工代表组成,代表全体持股员工行使有关权利。持股员工代表51人与候补持股员工代表9人由在职持股员工选举产生,任期五年。
2013年,持股员工代表会举行了3次会议,听取了2012年度公司经营情况、公司合并财务情况、监事会工作情况等报告,审议通过了利润分配、增资、公司董事监事补选办法等议案,并投票补选了公司董事。 董事会 董事会就是公司战略与经营管理得决策机构,对公司得整体业务运作进行指导与监督,对公司在战略与运作过程中得重大事项进行决策。 董事会得主要职责为: 对公司重大战略进行决策,审批公司中长期发展规划,并监控其实施; 对公司业务发展中产生得重大问题,包括重大市场变化、重大危机,向管理层提供综合得建议及咨询意见; 审视公司业务运作规律、组织与流程,并批准重大组织调整、业务变革、流程变革得举措; 审批重大得财经政策、财务决策与商业交易活动; 审批公司得经营及财务结果并批准财务报告; 建立公司得监控机制并进行监督; 建立公司高层治理结构,组织优化实施; 首席执行官得选拔、考评与薪酬确定,批准公司高层管理人员得任命与薪酬; 审批公司层面得人力资源规划与重大人力资源政策。 监事会 按照中国公司法得要求,公司设立监事会。监事会主要职责包括检查公司财务与公司经营状况,对董事、高级管理人员执行职务得行为与董事会运作规范性进行监督。监事列席董事会会议。监事会成员共5名,由全体持股员工代表选举产生。 独立审计师 自2000年起,华为聘用毕马威作为独立审计师。
最新华为2020财务报表分析
3月30日，华为发布2019年年报，全面披露公司在过去一年的经营业绩。年报显示，华为去年营收达8588亿元人民币，同比增长19.1%;净利润627亿元，同比增长5.6%。华为轮值董事长徐直军表示，2020年将是华为更加艰难的一年，因为公司将全年处于美国“实体清单”下，“2020年华为力争活下来，争取明年还能发年报。”随着手机厂商的年报陆续出炉，新京报将用五张图回顾华为2019年的经营情况，发掘华为在过去一年的高低起伏。 华为2019年报分析 1、2019年营收按季度放缓，下半年受“实体清单”影响明显 从季度增速看，华为2019年的增长呈“前高后低”的态势。在去年5月16日被美国政府列入“实体清单”前，华为上半年营收同比增长23.2%;但下半年华为的营收开始出现放缓，第四季度同比增长只有7.7%。 此外，华为的净利润增速也出现明显放缓，公司从2018年的25.1%下滑至去年的5.6%，营业利润率也从2018年的10.2%下滑至去年的9.1%。 徐直军表示，去年营收增速下降是很容易理解的，去年5月16日华为被纳入美国实体清单后，公司肯定要加大研发力度来“补洞”，同时有大量的供应商突然间不能给华为供货，华为要重构公司的供应链。“我们在这种情况下不可能去追求2018年、2017年的利润率，我们肯定是先把洞补起来，把供应链重构好，然后以生存为第一目标。” 2、消费者业务受“实体清单”影响，2019年手机出货量增速放缓 华为去年消费业务对整体营收的贡献过半，达4673亿元，同比增长34%，这一增速甚至高于2018年，主要得益于华为的智能终端销售多面开花。虽然智能手机出货量的增速下降至16.5%，但华为在PC、平板电脑、智能穿戴设备等领域取得不俗的成绩，其中PC和智能穿戴设备去年的发货量分别同比增长200%和170%。 按照余承东的说法，原本2019年华为有望成为全球最大的手机厂商，不过受“实体清单”影响，华为智能手机业务在海外市场有明显下降。按照徐直军的说法，华为消费者业务在海外市场的销售额至少损失了100亿美元。 3、中国区成增长动力，EMEA以及亚太区受“实体清单”影响 由于“实体清单”的影响，华为在海外市场特别是欧洲地区出现明显的增长放缓。年报显示，华为在EMEA(欧洲、中东以及非洲地区)的营收增速从2018年的24.3%下降至去年的0.7%。此外，华为在亚太地区的营收录得罕见下跌 (-13.9%)，公司称主要受一些国家运营商市场投资周期波动、消费者业务不能使用GMS生态的影响。
华为2020财务报表分析
华为2020财务报表分析 华为20XX财务报表分析 3月30日，华为发布20XX年年报，全面披露公司在过去一年的经营业绩。年报显示，华为去年营收达8588亿元人民币，同比增长19.1%;净利润627亿元，同比增长5.6%。华为轮值董事长徐直军表示，2020年将是华为更加艰难的一年，因为公司将全年处于美国“实体清单”下，“2020年华为力争活下来，争取明年还能发年报。”随着手机厂商的年报陆续出炉，新京报将用五张图回顾华为20XX年的经营情况，发掘华为在过去一年的高低起伏。 华为20XX年报分析 1、20XX年营收按季度放缓，下半年受“实体清单”影响明显 从季度增速看，华为20XX年的增长呈“前高后低”的态势。在去年5月16日被美国政府列入“实体清单”前，华为上半年营收同比增长23.2%;但下半年华为的营收开始出现放缓，第四季度同比增长只有7.7%。 此外，华为的净利润增速也出现明显放缓，公司从20XX年的25.1%下滑至去年的5.6%，营业利润率也从20XX年的10.2%下滑至去年的9.1%。 徐直军表示，去年营收增速下降是很容易理解的，去年5月16日华为被纳入美国实体清单后，公司肯定要加大研发力度来“补洞”，同时有大量的供应商突然间不能给华为供货，华为要
重构公司的供应链。“我们在这种情况下不可能去追求20XX年、20XX年的利润率，我们肯定是先把洞补起来，把供应链重构好，然后以生存为第一目标。” 2、消费者业务受“实体清单”影响，20XX年手机出货量增速放缓 华为去年消费业务对整体营收的贡献过半，达4673亿元，同比增长34%，这一增速甚至高于20XX年，主要得益于华为的智能终端销售多面开花。虽然智能手机出货量的增速下降至16.5%，但华为在PC、平板电脑、智能穿戴设备等领域取得不俗的成绩，其中PC和智能穿戴设备去年的发货量分别同比增长200%和170%。 按照余承东的说法，原本20XX年华为有望成为全球最大的手机厂商，不过受“实体清单”影响，华为智能手机业务在海外市场有明显下降。按照徐直军的说法，华为消费者业务在海外市场的销售额至少损失了100亿美元。 3、中国区成增长动力，EMEA以及亚太区受“实体清单”影响 由于“实体清单”的影响，华为在海外市场特别是欧洲地区出现明显的增长放缓。年报显示，华为在EMEA(欧洲、中东以及非洲地区)的营收增速从20XX年的24.3%下降至去年的0.7%。此外，华为在亚太地区的营收录得罕见下跌(-13.9%)，公司称主要受一些国家运营商市场投资周期波动、消费者业务不能使用GMS 生态的影响。
华为财务报表分析
华为财务报表分析 华为财务分析，四种能力的分析 公司的财务报告如同一个人的健康体检，财务数字表明的是公司的运营状况。只是财务数字比较复杂，不做分析的话，有的情况不是很清楚。 财务报告分析有多种，这要看你需要了解哪些方面了，因为哪种分析都有一定的局限性。其中一种分析方法是比率分析，从中可以分析公司的盈利能力、偿债能力、营运能力和发展能力。 一、盈利能力分析 1、销售毛利率=销售毛利?销售收入净额×100% =77510?185176×100% ,41.86% 【上年度为39.6%】 销售毛利率反映了公司产品的初始获利能力。没有足够大的毛利率便不能形成较大的盈利，无法承受公司对研发费用、管理费用、销售费用、财务费用等期间费用。对工业而言，41.86%的毛利率是相当不错的盈利水平啦，这反映出公司的产品科技含量高，产品要价能力比较强，不是谁想进入这一行就能轻易进入的。公司的成本控制潜力还很大，如果成本控制做得好一些，毛利率还可以提高。 2、销售利润率,利润总额?销售收入净额×100% ,29271?185176×100% ,15.81% 【上年度为14.1%】 销售利润率是公司销售的最终获利能力指标。我们公司能达到15.81%的销售利润率还是不错的，这比银行贷款利率高大约1倍(当然，我们应当注意利润总额的形成并不是全由销售收入所产生，它还受到其他业务利润、投资收益、营业外收支等因素影响)。
3、总资产收益率,(利润总额+利息费用)?总资产年均余额×100% ,(利润总额+利息费用)?〔(期初总资产+期末总资产)/2〕×100% ,(29271+1833)?〔(139653+160841)/2〕×100% ,20.70% 【上年度为15.35%】 这个指标反映公司资产利用的综合效果，即每100元的资产可以为公司带来20.70元的收益，比率越高越好。为何应收账款有这样的好结果呢,不外乎两个原因:(1)加强了财务管理，及时回款水平大有提高;(2)加大了历年应收账款的清理回收力度，“清淤”工作成效显著。 请注意，公司的总资产来源于所有者投入资本和举债两个方面。总资产收益率主要取决于总资产周转速度的快慢和销售利润率的大小，所以我们要加强资产管理，增加销售收入，提高利润水平是王道。 4、净资产收益率,净利润?〔(期初净资产+期末净资产)/2〕×100% ,23757?〔(43316+55251)/2〕×100% ,48.20% 【上年度为45.25%】 净资产就是所有者权益，其收益率反映所有者投资的获利能力，该比率越高，说明所有者投资带来的收益越高。 5、资本保值增值率,期末所有者权益?期初所有者权益×100% ,55251?43316,127.55% 【上年度为115.65%】 所有者在投入资本时，总是希望他的投资不仅能够保值，还能够增值，即“钱生钱”，起码能跑赢通胀率，不然投资就缩水了。当然这里需要注意所有者权益不是因为追加投资所致，而是由于盈利状况好而致。 我司2010年的资本保值增值率达到了127.55，相当不错，即使扣除约5%的通胀率，再扣除约7%的期初资本贴现率，也超过了115%。
对华为公司的财务报表简析
课程论文 《从报表看企业》 对华为公司的财务报表分析 学生姓名徐韩继 13201126 号学 专业名称国际经济与贸易131班国贸级班 月12年2014．
对华为公司的财务报表简析 摘要：在市场经济环境中，企业财务活动变得很积极复杂。需要从财务报表上用 一定的方法对企业的资产负债、利润、现金流量进行综合全面的分析，才能使企业决策者和财务信息使用者得到正确的分析和指导。 本文针对华为公司的财务报表做了简单的分析。对2009年至2013年的财务首先从利润表分析，接着分析了资产负债表，最后对现金流量作出分析。并且进行综合的评价找出原因，提出相应建议。 关键字：财务报表分析；资产负债；现金流量比率 一、手机行业的介绍 随着社会经济、科技水平的提高，手机需求量大量增长，手机行业成为人们生活中必不可少的一部分。这也意味着手机行业具有巨大的发展潜力。在中国OPPO、三星、vivo、华为、苹果、小米占领大部分市场。特别是外来品牌三星和苹果成为很多人追求的品牌。为什么他们能很好地打开中国和其他地区的市场呢？智能手机行业报告数据统计，2014年第2季度，三星15.4%、小米13.5%、联想10.8%、酷派10.7％和华为8.3％分别占据中国智能手机市场份额前五位。苹果占比 6.9％、OPPO4.4％、中兴占比3.1％、金立占比2.8％、天语占比2.5％。国产手机在手机市场占有率提高最根本的原因是我国智能手机技术的提高。 网易科技消息，2014年第一季度，三星智能手机全球市场份额达30.2％，苹果手机全球市场份额达15.5％。华为提升至13.7％。我国智能手机经过几年的培育，大众对手机的市场观念产生改变，从传统的功能性需求对手机增加了更多娱乐与休闲型需求，对智能手机的认知和接受程度普遍提高。市场基础为我国智能手机的发展提高了良好的条件。在国内外众多手机品牌的激烈竞争中，我国国产智能手机将会不断改善，来满足消费者的需求。 二、华为公司简介 华为是一家生产销售通信设备的民营通信科技公司。1987年创立于深圳，1995年销售额达15亿人民币，主要来自于中国农村市场，1998年将市场拓展到年海外合同销售额首次超过国内合2005年开拓海外市场，1999中国主要城市， 同销售额，2008年被商业周刊评为全球十大最有影响力的公司，2009年无线接入市场份额跻身全球第二，2013年已经进入了全球100多个首都城市，覆盖九大金融中心。2014年《财富》世界五百强已经排名285位，今年10月华为以排名94的成绩成为中国大陆首个进入interbrand top100榜单的企业公司。拥有约15万名员工，其中研发人员约占总员工人数的45％。华为产品有企业网络、协作、云计算与数据中心、网管与工具、无线。为消费者提供手机、平板电脑、家庭媒体终端等等。 三、财务报表分析 表3-1 华为近五年利润表
华为国内办事处组织结构及运作概述
华为公司办事处组织结构及运作概述 综述：华为公司的办事处是华为面向市场一线的营销机构，充分体现了以客户为中心的狼性企业文化理念和以目标结果为导向的市场营销管理理念。 一、办事处组织结构 华为公司根据市场的地域分布特点，共设有100多个驻外地常设办事处，国 内市场所设办事处以省为单位，基本每个省设一办事处，一般以当地省会地名命 名，如华为北京办事处等。 以下是国内某办事处的组织结构图： 图1 办事处/办事处组织结构图 办事处是一个由上而下的树形结构，是华为面向本区域市场客户形成的末端 市场营销和服务机构，办事处组织结构与公司组织结构基本保持一致或对应。 图1所示，办事处的最高负责人为办事处代表，下设客户群系统部、产品部、 技术服务部和综合业务科四大部门，其中系统部、产品部和技术服务部分别设副 代表，客户副代表、产品副代表和技术服务副代表，而综合业务科是独立于办事 处直接归总部综合业务部管理的形式财务管理、合同管理以及销售管理的职能部 门。 华为公司的公司体系分为四个大的体系：总部职能体系（财务、人事、行政 等）、研发体系、营销体系和技术服务体系。
华为公司营销体系又分为系统部与产品部，其中系统部是按照客户群体来划分，比如电信系统部、移动系统部等，而产品部则按照产品类型来划分，比如网络产品部、无线产品部等。 管理上均采用矩阵管理，办事处所设各部门，一方面要接受办事处代表、副代表的管理与考核，另一方面还要接受公司直属业务部门的管理与二次考核，这种强有力的矩阵管理体系，能有效保证市场项目的运作与公司各项目标的达成。 二、职责概述 1、办事处代表职责 行使办事处销售任务的计划分配权；办事处人员的定岗、分区与调度权； 办事处聘用人员的招聘权；办事处人员的考核、建议解聘、调离权；各项费用计划、开支、监督使用权；办事处人员工资考核、分配建议权；办事处所需资源的计划调度权等。 2、综合业务科职责 综合业务科包含三种人员：财务、合同管理以及销售管理 财务：负责办事处的相关财务工作。 合同管理员：办事处所有项目的合同录入、管理和归档等工作。 销售管理员：销售合同回款跟踪、销售周期内达标状态的统计与公示、公司相关销售管理政策落地培训、执行、监督等； 3、系统部职责 客户副代表职责：对办事处所有系统部的整体业绩负责；负责对各系统部主任的指导与考核；负责系统部重大项目的牵头组织工作。 系统部主任职责：负责本部门所对应的客户群客户关系的维护与总体把握；负责对应本客户群重大项目的推动与组织工作；负责本部门员工工作的协调与安排；负责公司对应系统部安排的相关工作；对本部门月度、季度、年度销售目标负责； 客户经理职责：所分配客户的关系工作；公司销售目标和市场目标在所负责客户的的达成。
华为2020财务报表分析
华为2020财务报表分析 【--财务工作总结】 很多小伙伴都知道华为公司，那么华为2020年年报什么时候出来呢?为大家带来的华为2020财务报表分析，希望能帮助到大家! 华为2020财务报表分析 3月30日，华为发布2020年年报，全面披露公司在过去一年的经营业绩。年报显示，华为去年营收达8588亿元人民币，同比增长19.1%;净利润627亿元，同比增长5.6%。华为轮值董事长徐直军表示，2020年将是华为更加艰难的一年，因为公司将全年处于美国实体清单下， 2020年华为力争活下来，争取明年还能发年报。随着手机厂商的年报陆续出炉，新京报将用五张图回顾华为2020年的经营情况，发掘华为在过去一年的高低起伏。 华为2020年报分析 1、2020年营收按季度放缓，下半年受实体清单影响明显 从季度增速看，华为2020年的增长呈前高后低的态势。在去年5月16日被美国政府列入实体清单前，华为上半年营收同比增长23.2%;但下半年华为的营收开始出现放缓，第四季度同比增长只有7.7%。 此外，华为的净利润增速也出现明显放缓，公司从2020年的25.1%下滑至去年的5.6%，营业利润率也从2020年的10.2%下滑至去年的9.1%。 徐直军表示，去年营收增速下降是很容易理解的，去年5月16日华为被纳入美国实体清单后，公司肯定要加大研发力度来补洞，同时有大量的供应商突然间不能给华为供货，华为要重构公司的供应链。我们在这种情况下不可能去追求2020年、2020年的利润率，我们肯定是先把洞补起来，把供应链重构好，然后以生存为第一目标。 2、消费者业务受实体清单影响，2020年手机出货量增速放缓 华为去年消费业务对整体营收的贡献过半，达4673亿元，同比增长34%，这一增速甚至高于2020年，主要得益于华为的智能终端销售多面开花。虽然智能手机出货量的增速下降至16.5%，但华为在PC、平板电脑、智能穿戴设备等领域取得不俗的成绩，其中PC和智能穿戴设备去年的发货量分别同比增长200%和170%。
华为决策体系_组织结构
华为技术有限公司（下称“公司”或“华为”）的全资股东是深圳市华为投资控股有限公司（下称“华为控股”）。 华为控股是100%由员工持有的私营企业，没有任何第三方（包括政府）持有华为控股的股份。 截止2009年12月31日,华为控股的股东及出资比例如下： 华为控股通过工会实行员工持股计划，员工持股计划参与人数截止目前为61,457人，全部由公司员工构成。全体在职持股员工选举产生持股员工代表，并通过持股员工代表行使有关权利。员工持股计划将公司的长远发展和员工的个人努力有机地结合在一起，形成了长远的共同奋斗、分享机制。 公司治理架构 华为建立了清晰而全面的公司治理架构，为维持良好的企业表现和长期持续增长奠定基础。 董事会 董事会是公司经营决策及治理机构，由九名成员组成。其主要职责为： ?对公司重大战略进行决策，审批公司中长期发展规划，并监控其实施。 ?审批重大的财务决策与商业交易活动。 ?审批公司的经营及财务结果并批准财务报告。 ?建立公司高层治理结构，并根据公司发展的需要及环境变化，定期进行优化调整。 ?对公司的监控机制、流程及程序的建立与维护进行监督。 ?对公司业务发展中产生的重大问题，包括重大市场变化、重大危机，向管理层提供综合的建议及咨询意见。 ?首席执行官的选拔、考评和薪酬确定；制定首席执行官及其它关键高层领导的接班计划。 ?批准公司高层管理人员的任命和薪酬，并对这些人员的考评提供建议和监督。 2009年，董事会就公司未来3－5年发展规划、年度预算和业务目标设定、高管任用和薪酬、重大业务流程变革和一线组织运作优化等方面，进行了研讨、审议和批准，并就公司运营的重大战略发展方向、向国内外金融机构进行融资、支持公司重大合同的顺利签署等事项进行了决议。 董事会下设审计委员会、财经委员会及人力资源委员会，协助董事会对公司经营管理团队及整个公司的业务运作进行指导和监督。 审计委员会 审计委员会由七名成员组成，包括董事和总审计师。其具体职责包括： ?评审内部审计计划以及执行结果，讨论与内控风险相关的政策。 ?审批内控体系建设方案及关键里程碑计划，监控公司内部控制状况，推动问题闭环与管理改进。 ?审视公司诚信与遵从环境的有效性，促进员工对商业行为准则的遵从。 ?与董事会共同审核选择独立审计师并批准相关费用，审视独立审计师的工作绩效。 审计委员会按季度举行例会。2009年审计委员会共召开五次会议，围绕公司风险控制，推动内控环境建设的主题，审议并批准了年度内审计划，讨论了公司的内控建设策略，听取了审计趋势报告、半年度控制评估报告、全球流程责任人内控建设报告，审议发布了体系性文件,促进员工对华为商业行为准则的遵从，与外部审计师就管理改进建议书进行了专题讨论。
华为财务分析论文
华为财务分析论文 LG GROUP system office room 【LGA16H-LGYY-LGUA8Q8-LGA162】
华为集团财务报表的分析 目录 摘要: 财务报表分析的概念。文章结合华为集团2014年度及之前的财务报表，利用财务报表提供的基本信息分析、计算，说明原因和得出相应的结论。华为集团主要经营范围。对该公司的盈利能力和发展能力方面进行原因分析和结果预测，据分析结果做出某些必要的调整和提出解决问题的方法。关键词：财务报表、财务报表分析、财务指标、经营情况 引言： 对华为集团的简单介绍；公司的发展状况；对该公司做盈利能力、偿债能力，营运能力方面的相关分析，采取相应的措施。 正文部分： 一、纵向分析公司财务和经营能力 （一）、公司偿债能力分析 1.公司短期偿债能力分析运用企业短期偿债能力的指标（包括营运资金、流动比率、速动比率、现金流动负债比率）进行计算，以此来分析公司的短期偿债能力。 2.公司长期偿债能力分析运用企业长期偿债能力的财务指标（包括资产负债率、产权比率、有形净值债务率、营运资金的比率）进行计算，以此来分析公司的长期偿债能力。 （二）、公司盈利能力分析 盈利能力体现了企业运用其所支配的经济资源，对该公司将运用总资产报酬率、营业利润率、销售利润率、成本费用利润率来进行分析。 （三）、公司营运能力分析运用企业经营能力的财务指标（包括应收账款周转率、存货周转率、流动资产周转率、固定资产周转率）进行计算，以此来分析公司的营运能力。 二、纵向分析公司财务和经营状况了解公司自身的发展情况，同时也要与市场上同行业进行比较，估计该公司在该行业所处的地位。以该公司和其他公司进行横向比较，评价公司的盈利能力、偿债能力、营运能力。 三、财务报表综合分析 采用杜邦分析方法分析： （一）、杜邦分析法和杜邦分析图 （二）、对杜邦图的分析 1.图中各财务指标之间的关系； 2.杜邦分析图提供了下列主要的财务指标关系的信息； (三)、用杜邦分析法对焦作万方进行财务综合分 四、总结对该公司的年度财务报表（及其他公司的年度报表）作分析，了解到财务报表到底包括了哪些信息，利用财务报表提供的信息、通过杜邦分析方法来获得财务信息，动态了解公司的财务和经营状况，并借助财务报表分析出来的结论，评估公司的经营风险、财务风险，并为预防和减小风险做出决策。
2011-2013华为投资控股有限公司财务报表分析期末作业
合并资产负债表
资产 物业、厂房及设备 长期租赁预付款 无形资产 商誉 于联营公司权益 于合营公司权益 其他投资 递延所得税财产 应收账款 其他应收款 其他非流动资产 非流动资产合计 其他投资 存货 应收账款及应收票据 其他应收款 现金及现金等价物 持有待售资产 流动资产合计 资产总计 权益 本公司所有者应占权益 非控制权益 权益合计 负债 借款 设定受益计划负债 递延政府补助
用心整理精品
2013 年 13 月 31 日
人民币百万 元
2012 年 12 月 2011 年 11 月
31 日
3日
人民币百万 人民币百万
元
元
22,209 2,761 2,410 3,343
270 211 584 11,577 335 14 974 44,688 8,545 24,929 65,534 14,437 73,399
— 186,844 231,532
20,366 2,361 1,689 3,389
243 250 549 9,805 497 407 982 40,538 4,469 22,237 59,829 15,407 67,180 346 168,468 210,006
18,631 1,381
29 17 238 245 454 9,095 3,381
33,671 5,150 26,436 55,330 16,070 57,192
160,178 193,849
86,207 59
86,266
75,048 （24） 75,024
66,274 （46) 66,228
19,990 9,608 2,746
精品
16,077 9,686 2,218
13,270 8,392 1,857
华为组织结构
组织结构 华为技术有限公司分为6大体系，分别是销售与服务，产品与解决方案，财经，市场策略，运作与交付，人力资源。其中销售与服务体系下在全球设有7大片区，分别是中国区（国内市场部，下设中国国内27个代表处），亚太片区，拉美片区，欧美片区，南部非洲片区，独联体片区和中东北非片区，各片区下还设有代表处驻扎在各国家，在代表处工作的员工同时受所在代表处及所属体系部门双重领导。华为公司还拥有一些子公司，包括海思半导体有限公司，终端公司，华为数字技术有限公司，华为软件技术公司，安捷信电气有限公司，深圳慧通商务有限公司，华为大学，华为赛门铁克科技有限公司，华为海洋网络有限公司等。 华为公司的组织架构 由上至下分别是董事会(BOD)－经营管理团队(EMT)－产品投资评审委员会(IRB) －六大体系的办公会议组织变革从产品线变革开始，以公司经营管理团队及战略与客户常务委员会作为实现市场驱动的龙头组织，强化 Marketing体系对客户需求理解、战略方向把握和业务规划的决策支撑能力。同时，华为通过投资评审委员会（IRB）、营销管理团队、产品体系管理团队、运作与交付管理团队及其支持性团队的有效运作，确保以客户需求驱动华为整体的战略及其实施。 华为在全球设立了包括印度、美国、瑞典、欧洲（德意法等）、俄罗斯以及中国的北京、上海、南京、成都、西安、杭州等多个研究所，89000名员工中的48% 从事研发工作，截止2006年年底已累计申请专利超过19000件，已连续数年成为中国申请专利最多的单位。 2006年5月8日，华为启用新的企业识别系统CIS 2006年9月，华为与3Com合资设立的网络通讯设备品牌“华为3Com”（Huawei-3Com）改名为H3C”。2007年华为与赛门铁克合资成立存储与网络安全解决方案提供商——华为赛门铁克科技有限公司。 2010年，华为软件技术有限公司（下面简称：华为）于近日与朗新信息科技有限公司（下面简称：朗新）签署合资协议，成立合资公司。合资公司名称为北京华为朗新科技有限责任公司（下面简称：合资公司），总部所在地北京，由朗新董事长徐长军任合资公司的董事长。合资公司立足原朗新在中国电信、中国联通市场的现有产品和应用经验，结合华为的销售与服务网络及资金优势，加大投入，进一步为中国电信和中国联通客户提供更优质的解决方案和服务，构建有竞争力的全业务融合运营支撑系统。 华为公司组织结构特征是研发和市场大、生产小的哑铃型组织结构。这种组织结构体现了华为公司的战略取向，保障华为公司的业务处于高利润和高附加值的区间内。如下图：