2022

Who is Huawei?
Founded in 1987, Huawei is 
a leading global provider of 
information and communications 
technology (ICT) infrastructure 
and smart devices. We have 
207,000 employees and operate 
in over 170 countries and regions, 
serving more than three billion 
people around the world. We are 
committed to bringing digital 
to every person, home and 
organization for a fully connected, 
intelligent world.
Together, we’re building for tomorrow
Together, we’re laying the foundations for the digital economy 
and helping all industries go digital. As countries around the 
world buckle down for post-pandemic recovery, many have turned 
to digitalization and the digital economy to address socioeconomic 
challenges. And the results are clear: Throughout 2022, we have 
seen a marked increase in the adoption of digital technology and 
services among governments, industry organizations, enterprises, and 
consumers.
The world is going digital more rapidly than ever before. And as 
this trend gains steam, we’re innovating nonstop to bring the best 
of digital technology and services to organizations of all shapes and 
sizes, helping drive the digital transformation of all industries.
Together, we’re enabling green development and building a 
better planet with technology. Climate change has become a 
formidable roadblock to long-term development and well-being. Now 
more than ever, we need to reassess our relationship with nature 
and move faster towards low-carbon and green development models. 
Carbon neutrality has become a globally recognized mission.
We believe that technology can help make our planet a better 
place. Huawei is doing its part to contribute to a greener and more 
sustainable digital world. Together with our customers and partners, 
we use innovative technology to expand the carbon handprint of the 
ICT industry, reduce carbon emissions, promote renewable energy, 
and foster a more circular economy.
Together, we’re strengthening cyber security and privacy 
protection for enhanced security and trustworthiness. Network 
infrastructure is growing and improving every day, laying the 
foundations for a booming digital economy. While this opens up 
new possibilities in the digital world, challenges in cyber security and 
privacy protection are also on the rise. Addressing these challenges 
is an ongoing process, one that requires concerted effort from all 
stakeholders.
Cyber security and privacy protection are Huawei’s top priorities, 
commitments that are above and beyond any commercial interests. 
We continue to maintain a solid track record in cyber security, and

our efforts have earned widespread recognition in over 170 markets 
around the world, where we serve more than three billion people. 
Customer trust is the most solid testament to the security and quality 
of Huawei’s products and services.
On the industry front, Huawei firmly believes that openness and 
collaboration lead to shared success. We actively engage with the ICT 
industry, working with our peers and industry stakeholders to share 
best practices in cyber security and privacy protection. In 2022, we 
submitted nearly 300 cyber security standards proposals to 3GPP and 
GSMA. Working side-by-side with stakeholders all along the value 
chain, we are innovating together to bolster the industry’s cyber 
security and privacy protection capabilities. Together, we are building 
a more secure digital world.
Together, we are cultivating digital talent to bridge the digital 
divide. Digital talent plays an instrumental role in driving digital 
transformation and unleashing digital productivity. We’re working 
hard to build digital skills in the countries and regions where we 
operate. Back in 2008, Huawei launched a program called Seeds for 
the Future to help universities foster the next generation of digital 
talent. Through this program, we’re also helping upskill industry and 
public sector professionals and nurture new tech leadership, working 
with local communities to build basic digital skills, and inspiring 
people to tackle real-world challenges in tech competitions. To date, 
this program has benefited more than 2.43 million people from over 
150 countries.
We’re working together to explore the future. We firmly 
support free trade, open markets, and fair competition. We’re doing 
everything we can to drive the healthy development of global supply 
chains, especially in ICT. The world is changing, but our ideals and 
aspirations remain firm. Global integration and economies of scale 
make the whole world more efficient. To benefit from this, we need 
to work together more openly, sharing both the risks and value 
created by our efforts. This is the only path to shared progress and 
prosperity.
As a tech company, one of our greatest social responsibilities is 
exploring the future. We will spare no effort as we probe the endless 
frontiers of science and technology. We will join forces with people 
from around the world to break through engineering bottlenecks 
and limits in fundamental theories. We are committed to bringing 
ICT technology to each and every industry, to creating new value 
by helping them go digital, intelligent, and green, and to helping 
organizations cut their energy consumption and go low-carbon. Our 
ultimate goal is to bring the benefits of technology to everyone.
Contents
Message from the Rotating Chairman
Business Highlights in 2022
Five-Year Financial Highlights
Message from the Chairman
02
05
07
08
12
17
93
94
138
Industry Trends
Management Discussion and Analysis
Independent Auditors’ Report
Consolidated Financial Statements  
Summary
Risk Factors
141
158
175
Corporate Governance Report
Sustainable Development
Abbreviations, Financial Terminology,  
and Exchange Rates

02       Huawei Investment & Holding Co., Ltd.
Message from the Rotating Chairman
A challenging external environment and non-market 
factors continue to take a toll on Huawei’s operations. 
In the midst of this storm, we have kept racing ahead, 
doing everything in our power to maintain business 
continuity and serve our customers. We have also gone 
to great lengths to grow the harvest – generating a 
steady stream of revenue to sustain our survival and 
lay the groundwork for future development.
The strength of pines is most pronounced in the 
depths of winter, as are the ties that bind us. Huawei 
would not have been able to weather such extreme 
difficulties without the tremendous trust and support 
of our customers and partners. For this, we are forever 
grateful.
We are also immensely proud of the Huawei team: 
We’ve managed to keep our heads above the water 
because we fought together, united as one. This is 
Plum blossoms tend to grow sweeter 
from a harsh winter’s freeze. Today, 
Huawei is like a plum blossom. While 
it’s true that we have considerable 
pressure ahead of us, we have what 
it takes to come out the other end – 
with opportunities to grow, a resilient 
business portfolio, a unique competitive 
edge, the enduring trust of our customers 
and partners, and the courage to invest 
heavily in R&D. We are conﬁdent in our 
ability to rise above any challenge that 
comes our way, laying a solid foundation 
for sustainable survival and development.
especially true of our frontline staff outside of China – 
those who have held the fort to serve our customers 
despite the adverse impacts of COVID-19 and external 
restrictions. And of course, we wouldn’t be where we 
are today without the unfailing support of our families 
and loved ones as well. They’re our rocks, and we are 
fortunate to have them at our back.
On behalf of the company, I’d like to express our 
sincere gratitude to all of you.
The macro environment may be rife with uncertainty, 
but what we can be certain about is that digitalization 
and decarbonization are the way forward, and they 
are where future opportunities lie. Faced with external 
volatility, we need to remain focused and stay true to 
our vision and mission. We need to double down on 
our commitment to building the foundations of the 
digital economy and to driving green and sustainable

2022 Annual Report
        03
development. By doing this, we can create greater 
value for our customers, partners, and society at large.
2023 will be crucial to Huawei’s sustainable survival 
and development. We need to actively drive progress, 
keep inspiring passion across the organization, and 
further hone our capabilities. We need to be proactive 
about improving the business environment and more 
effectively managing risks. This is the only way we can 
lay a solid foundation for Huawei’s future.
Helping industries go digital, 
intelligent, and green to unlock new 
growth opportunities
Countries around the world have turned to developing 
their digital economy as a key counterweight against 
economic downturn. By 2027, a growing digital 
economy will open up trillion-dollar addressable 
markets for our company. Naturally, countries at 
different stages of development will choose different 
paths as they build up their digital economy, just as 
different industries and organizations will choose the 
path that works best for their digital journey. In some 
cases, opting for the most advanced technology is not 
necessarily the best solution.
At Huawei, we put customers’ needs front and center, 
providing them with the right technology for the 
right scenario, at the right time and with the right 
model, following the shortest route to market. For 
this purpose, we have established multiple integrated 
teams for specific industries, including finance, mining, 
government public services, transportation (airports, 
rails, roads, waterway, and ports), and electric power. 
We aim to become the preferred partner for industries 
as they go digital, intelligent, and green – and in 
doing so, we can pave the way for our own long-term 
growth, too.
Optimizing our business portfolio to 
enhance resilience
We continue to optimize our business portfolio, 
which now covers a mix of ICT infrastructure, smart 
devices, Huawei Cloud, digital power, and intelligent 
automotive solutions, backed by technological support 
platforms like our 2012 Laboratories and HiSilicon. 
This portfolio includes a mix of our well-established 
business domains and a handful of more pioneering 
domains. Some are developing stably while others 
are growing rapidly. Some rely on advanced process 
technology and others don’t. Some are hardware-
centric while others are software-centric. Together, 
they constitute a resilient business portfolio in terms 
of both structure and potential, forming a solid basis 
for Huawei’s sustainable survival and development.
Strengthening synergy between 
chips, software, hardware, devices, 
networks, and clouds to hone our 
unique competitive edge
Through years of concerted effort, we have built 
relatively strong competitiveness in our business 
domains, and we have good reason to believe 
we’ll maintain this edge for the foreseeable future. 
But given our inability to access advanced process 
technology, we need to keep exploring ways to 
further enhance the long-term competitiveness of 
our products and services.
Huawei has the most comprehensive set of 
technologies in ICT, and this is our unique advantage. 
Moving forward, we will step up integrated innovation 
across tech domains – namely chips, software, 
hardware, devices, networks, and clouds – to ensure 
every bit of data can be collected, transmitted, 
processed, and presented in an optimal way. 
Delivering the simplest possible architecture, highest 
possible quality, lowest possible costs, and a superior 
experience is our goal.
We are working hard to optimize network 
performance, energy consumption, cloud resource 
utilization, cloud application performance, O&M 
efficiency, and service capabilities. And we will 
continue to optimize user experience for devices and 
intelligent vehicles. In these ways and more, we are 
creating new value for our customers. And it’s through 
these efforts that we will keep honing our competitive 
edge, bolstering the leadership of our products and 
solutions well into the future.

04       Huawei Investment & Holding Co., Ltd.
Succeeding through quality and 
making Huawei synonymous with 
high quality in the ICT industry
With external restrictions as our new normal, it’s 
more important than ever that we commit ourselves 
to making Huawei synonymous with high quality in 
the ICT industry. Quality is our path to victory. To 
continuously create value for customers, we need to 
further strengthen total quality management based 
on ISO 9000 standards, and implement strategy-
driven, all-hands, and full-process quality management 
across our entire value chain in alignment with our 
customers’ needs.
To build a truly end-to-end quality management 
system, we need to progress along two end-to-end 
tracks, with one being customer-driven (from customer 
needs to customer satisfaction) and the other being 
strategy-driven (from strategy development to strategy 
execution). Essentially, we need to tightly incorporate 
quality requirements into all business processes, and 
provide our customers with high-quality products and 
services. This will help us build and maintain trust, and 
ultimately become their partner of choice.
These quality requirements don’t stop at products, 
services, and contracts, but also cover cyber security, 
safety, and operational compliance. In addition, we 
need to extend our quality management mechanisms 
and requirements to every part of the supply chain 
that we’ve restructured over the past few years. We 
need to invest more, and improve quality together 
with our suppliers in order to deliver high quality to 
our customers.
Investing heavily in R&D to ensure a 
high level of business continuity and 
enhance product competitiveness
Our business continuity touches on multiple aspects, 
including the continuity of our supply, product 
development, manufacturing, and IT systems. Through 
years of hard work, we have made significant progress 
in component replacement and board redesign, as 
well as in operating systems, databases, product 
development tools, CRM, ERP, PDM, and MES. In these 
areas, we have what’s needed to keep going, but there 
are still gaps in terms of leadership, ease of use, and 
long-term sustainability.
Going forward, sustaining – even increasing – R&D 
investment in these areas will be crucial for us 
to ensure a high level of business continuity and 
fuel nonstop innovation. Our efforts to reshape 
architecture, strengthen systems engineering, and 
optimize design will take the competitiveness of our 
products to new heights. As long as we maintain 
a high level of business continuity and continue to 
deliver competitive products, we can ensure Huawei’s 
sustainable survival and development.
Plum blossoms tend to grow sweeter from a harsh 
winter’s freeze. Today, Huawei is like a plum blossom. 
While it’s true that we have considerable pressure 
ahead of us, we have what it takes to come out the 
other end – with opportunities to grow, a resilient 
business portfolio, a unique competitive edge, the 
enduring trust of our customers and partners, and the 
courage to invest heavily in R&D. We are confident in 
our ability to rise above any challenge that comes our 
way, laying a solid foundation for sustainable survival 
and development.
Xu Zhijun
Rotating Chairman

2022 Annual Report
        05
Business Highlights in 2022
 Driving Ubiquitous 
Connectivity
■	 We have worked with carriers and partners 
worldwide to accelerate digital transformation and 
facilitate customers’ business success in the 5G era. 
At the end of 2022, the number of 5G users across 
the globe exceeded one billion. 5G networks built 
by Huawei continue to deliver leading experiences. 
Huawei has also worked with industry partners 
to define 5.5G and drive the connectivity industry 
forward.
■	 We help carriers build cutting-edge all-optical 
networks that offer ultra-high bandwidth, ultra-
low latency, and high reliability, realizing fiber to 
everywhere and OTN to every site. At the 2022 
Broadband World Forum, Huawei’s SingleFAN 
Pro solution won the Outstanding FTTH Solution 
Award.
■	 In remote rural areas, Huawei’s RuralLink solution 
simplifies network deployment by eliminating 
the need for equipment rooms, fiber cables, and 
mains power. We are committed to collaborating 
with carriers and industry partners to connect the 
unconnected and bring the benefits of mobile 
broadband to everyone.
 Enabling Pervasive  
Intelligence
■	 We are committed to accelerating the digital 
and intelligent transformation of industries by 
developing the computing industry around Kunpeng 
and Ascend. Kunpeng features general-purpose 
computing capabilities while Ascend targets AI 
computing capabilities. We work with our partners 
to drive the computing industry forward and foster 
a vibrant ecosystem. To date, more than 5,200 
partners and 3.1 million developers have joined the 
Kunpeng and Ascend ecosystems, and more than 
14,000 solutions have been certified.
■	 Huawei Cloud has launched DevCloud, which 
integrates the capabilities of the ModelArts AI 
development pipeline, the MetaStudio digital 
content production pipeline, the DataArts data 
governance pipeline, and the CodeArts software 
development pipeline. Together, these pipelines 
support collaborative development and on-demand 
orchestration of AI models, data, digital content, 
and applications. They facilitate more efficient 
collaboration between teams and enable agile 
development of intelligent applications.
■	 As part of Huawei’s broader “Platform + 
Ecosystem” strategy, we are creating a digital 
foundation and development tools that can be 
used in the development of intelligent vehicles. 
We have brought together more than 300 partners 
from across the automotive industry through three 
ecosystem platforms: intelligent digital vehicle 
platform (iDVP), intelligent driving computing 
platform, and HarmonyOS Intelligent Cockpit 
platform.

06       Huawei Investment & Holding Co., Ltd.
 Delivering a Personalized 
Experience
■	 HarmonyOS has already been deployed on 330 
million Huawei devices. HarmonyOS 3 was officially 
launched in 2022, representing a full expansion of 
the Super Device feature, which is now available on 
12 different device types, including smartphones, 
tablets, PCs, HUAWEI Vision products, earphones, 
smart watches, and head units, facilitating 
effortless cross-device interactions.
■	 The HarmonyOS ecosystem continues to grow 
by leaps and bounds. HarmonyOS Connect, the 
technology brand that supports the HarmonyOS 
ecosystem, has attracted more than 2,300 
ecosystem partners and continues to add more 
product categories. In 2022 alone, over 181 million 
new devices in the HarmonyOS Connect ecosystem 
were shipped, covering numerous types of smart 
home appliances. By the end of 2022, the number 
of feature abilities (FAs) running on HarmonyOS-
powered devices exceeded 50,000.
■	 Our intelligent cockpit and intelligent driving 
solutions have won multiple prestigious industry 
awards and set new industry benchmarks. Our 
intelligent cockpit solution, for example, won 
two awards at the World Intelligent Driving 
Challenge: Top Intelligent Cockpit Award and 
Extreme Challenge Award. All AITO models come 
equipped with HarmonyOS Intelligent Cockpit, 
which has been deemed one of the best head units 
on the market by the industry and consumers for 
its intuitive, intelligent, and convenient cockpit 
experience.
 Building a Digital Platform
■	 We have worked with customers and partners 
worldwide in a bid to deeply integrate ICT 
technology into industries and accelerate industry 
digitalization. To date, we have developed more 
than 100 scenario-based solutions. We have 
also established business units (BUs) that focus 
on specific industries, such as the Mine BU, 
Smart Road, Waterway & Port BU, Government 
Public Services Digitalization BU, Electric Power 
Digitalization BU, Digital Finance BU, and Aviation 
& Rail BU, to rapidly respond to customer needs 
together with partner products and capabilities.
■	 Huawei Cloud continues working to provide 
Everything as a Service, including Infrastructure as 
a Service, Technology as a Service, and Expertise 
as a Service, aiming to help our customers unleash 
the power of digital faster. Huawei Cloud was 
recognized in Gartner’s 2022 Magic Quadrant for 
Cloud Infrastructure & Platform Services (CIPS). 
The number of Huawei Cloud developers globally 
now exceeds 4 million.
■	 We have launched multiple programs like the 
Huawei Cloud Partner Competency Program, the 
Kunpeng Partner Program, and the openEuler 
Partner Program to encourage innovation among 
partners. We have also worked with more than 
43,000 ecosystem partners and released over 
10,000 products on KooGallery, in addition to 
certifying more than 12,000 Kunpeng application 
software solutions and over 2,000 innovative 
Ascend solutions. These solutions and services 
are currently deployed in a number of core 
industries including government, finance, energy, 
transportation, manufacturing, healthcare, and 
education.

2022 Annual Report
        07
Five-Year Financial Highlights
2022
2021
2020
2019
2018
(USD Million)
(CNY Million)
(CNY Million)
Revenue
92,379
642,338
636,807
891,368
858,833
721,202
Operating profit
6,071
42,216
121,412
72,501
77,835
73,287
Operating margin
6.6%
6.6%
19.1%
8.1%
9.1%
10.2%
Net profit
5,114
35,562
113,718
64,649
62,656
59,345
Cash flow from  
  operating activities
2,560
17,797
59,670
35,218
91,384
74,659
Cash and short-term 
  investments
53,709
373,452
416,334
357,366
371,040
265,857
Working capital
49,608
344,938
376,923
299,062
257,638
170,864
Total assets
152,993
1,063,804
982,971
876,854
858,661
665,792
Total borrowings
28,353
197,144
175,100
141,811
112,162
69,941
Equity
62,859
437,076
414,652
330,408
295,537
233,065
Liability ratio
58.9%
58.9%
57.8%
62.3%
65.6%
65.0%
Note: Converted into United States dollars (“USD”) using the closing rate at the end of 2022 of USD1.00 = CNY6.9533
CAGR: (3)%
858,833
891,368
642,338
721,202
0
200,000
400,000
600,000
800,000
1,000,000
CAGR: (13)%
73,287
77,835
72,501
42,216
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
CAGR: (30)%
74,659
91,384
35,218
17,797
0
20,000
40,000
60,000
80,000
100,000
120,000
18
19
20
21
22
18
19
20
21
22
18
19
20
21
22
636,807
121,412
59,670
CNY Million
CNY Million
CNY Million
Revenue
Operating proﬁt
Cash ﬂow from 
operating activities

08       Huawei Investment & Holding Co., Ltd.
Message from the Chairman
In 2023, we will continue to maintain 
strategic focus and strengthen R&D 
investment. Working with our global 
partners, we will focus on creating 
greater value for our customers, partners, 
and society as we continue to prime the 
pump for sustainable survival.
Forging ahead together to ensure sustainable survival
In 2022, it was all hands on deck as we rose to meet all kinds of challenges. Working together, we managed to 
achieve our business goals, and our overall business performance was in line with forecast.
I would like to take a moment to thank our customers, partners, and other stakeholders from all over the world for 
your ongoing trust and support.
Over the past year, we have maintained focus on our core businesses, strengthened investment, and buckled down 
to address key challenges. We also worked to enhance our competitiveness through architectural innovation and 
systems engineering. Our ICT infrastructure business maintained steady growth, and we achieved rapid growth in 
new business domains like digital power and Huawei Cloud. We also improved consumer experience and took the 
competitiveness of our intelligent automotive components to new heights. All the while, we have worked hard to 
promote digital inclusion and drive green and sustainable development.
In 2023, we will continue to maintain strategic focus and strengthen R&D investment. Working with our global 
partners, we will focus on creating greater value for our customers, partners, and society as we continue to prime 
the pump for sustainable survival.

2022 Annual Report
        09
Building an intelligent world together 
to drive social progress
As an intelligent world fast approaches, digitalization, 
intelligent transformation, and decarbonization are key 
pathways to sustainable development.
We predict that, by 2030, the world will be crisscrossed 
with hundreds of billions of connections and demand 
for 10 Gbit/s home broadband will be commonplace. 
Intelligent electric vehicles will go mainstream in the 
automotive industry, and renewables will account for 
more than 50% of global power capacity. By 2030, AI 
will be adopted at scale, driving increased demand for 
computing power and network capacity.
As this transformation unfolds, digital infrastructure 
for individual users, homes, and industries will face an 
unprecedented set of new demands. At Huawei, we 
will keep delivering on customer needs while pushing 
the limits of science and technology as we work to 
better serve the world.
Enabling industry digitalization to speed up the 
arrival of an intelligent world. The fast-growing 
digital economy – underpinned by digital and 
intelligent technologies – has become a key driver of 
socioeconomic development. 5G, cloud computing, 
and AI are seeing broader, more rapid deployment. 
And they are converging fast, driving the digital 
transformation of industries like energy, transportation, 
and manufacturing. This can create business value 
through huge gains in productivity and efficiency, while 
also creating social value by enabling safer working 
environments.
2022 saw the rapid adoption of 5G in vertical 
industries, with more than 20,000 innovative 5G 
applications put into use.
In coal mines, 5G is enabling remotely controlled 
operations, allowing miners to step out of the pits 
and work in offices above ground. This has greatly 
improved working conditions and mining safety.
In ports, 5G and autonomous driving are enabling 
automatic and intelligent loading, unloading, stacking, 
and more. This is making ports safer and more 
efficient.
In manufacturing, 5G and AI are used to identify 
product defects during quality inspection, which helps 
significantly reduce demand for manpower and make 
the manufacturing process more efficient.
As for sustainability, green and low-carbon 
development has become a globally recognized 
mission. At Huawei, we believe that digital technology 
is an effective tool to fight climate change, protect 
the environment, and enable green development. 
Digitalization and decarbonization can work 
hand-in-hand, propelling and reinforcing each other to 
help build a greener world.
We are actively building sustainability into corporate 
governance and the entire lifecycle of our products. 
We are also using innovative technology to help 
industries reduce their energy consumption and carbon 
footprint, ultimately paving the way to a more circular 
economy.
In 2022, we continued efforts to build a greener 
supply chain. In particular, we worked with our top 
100 suppliers to collect statistics on carbon emissions 
and implement emissions reduction projects. In 
addition, we worked closely with our customers and 
partners in transportation, energy, construction, and 
other industries to explore how digital technology can 
be used to accelerate the shift towards a green and 
low-carbon world.
Deeper integration of the digital economy and the 
real economy will further enable digital transformation 
and low-carbon development across industries. This, in 
turn, will promote global economic stability, fuel green 
and sustainable development, and speed up the arrival 
of an intelligent world.
Promoting digital inclusion for a better world. 
Digital technology plays an important role in every 
aspect of our lives. It can be used to promote health, 
drive social development, and protect the environment. 
Our goal is to create a positive impact with innovative 
technology and bring the benefits to everyone.
For more than 30 years, Huawei has committed itself 
to pushing the boundaries of ICT and promoting 
its global adoption. By working closely with carriers 
around the world, we have built over 1,500 networks

10       Huawei Investment & Holding Co., Ltd.
that connect over three billion people in more than 
170 countries and regions.
In China, we have helped carriers expand the coverage 
of high-speed mobile networks, making 4G and even 
5G networks accessible in every village.
In Indonesia, we have worked with carriers to connect 
the archipelago, bringing remote island communities 
into the digital fold.
In Nigeria, we have helped save lives by building a 
digital health platform that facilitates the delivery of 
emergency medical supplies like blood and oxygen to 
people in urgent need.
In Bangladesh, we are helping make mobile payments 
more accessible to drive financial inclusion, bringing 
a broad range of banking services to the previously 
unbanked.
In Italy, our AI- and cloud-based acoustic monitoring 
systems are protecting a wetland in Grosseto, an oasis 
that is home to more than 300 species of birds.
In 2022, Huawei announced its pledge to the ITU’s 
Partner2Connect alliance, under which Huawei’s ICT 
products and solutions will help bring connectivity to 
about 120 million people in remote areas in over 80 
countries by 2025.
In addition to connectivity, we are working to drive 
broader digital inclusion through our TECH4ALL 
program. As of the end of 2022, our TECH4ALL 
education programs have helped over 220,000 people 
build new digital skills, including unemployed youth as 
well as students and teachers from over 600 schools. 
Each month, the accessibility features on Huawei 
devices allow more than 4.4 million users with visual 
impairments and over 800,000 users with hearing 
impairments to use digital technology more seamlessly.
Growing together with partners 
through ongoing innovation
With an unwavering focus on research and innovation, 
we are working with our partners worldwide to probe 
the frontiers of science and technology. Together, we 
want to drive innovation and create greater value for 
all industries and society.
In 2022, our R&D spend was about CNY161.5 billion, 
about 25.1% of the company’s annual revenue. Our 
total R&D investment over the past decade amounts to 
more than CNY977.3 billion.
We have set up 86 tech labs around the world 
that dive deep into fundamental theories and core 
technology systems. In the wireless network domain, 
we are working with the industry to define the vision 
and roadmap for 5.5G and promote its adoption, 
further advancing evolution of ICT infrastructure. In AI, 
we have launched the OptVerse AI Solver that helps 
solve complex high-dimensional optimization problems 
across a wide range of scenarios.
In software, we are working with partners to create 
thriving open source ecosystems around openEuler 
and OpenHarmony, with the aim of better adapting to 
future computing scenarios while offering the world 
more options for operating systems.
As part of our broader collaboration efforts, we 
actively engage with universities and research institutes 
around the world, where we work together to address 
our industry’s toughest challenges and drive scientific 
and technological progress.
In 2022, we officially launched the Chaspark website, 
an open platform for academic exchange. This website 
has attracted more than 120,000 users, including 
many professors and experts in their fields. Huawei 
has distilled a number of real-world industry problems 
into scientific challenges, and has made them publicly 
available for joint exploration. Through this platform, 
we want to explore new models for collaboration in 
science and technology.
We first released Communications of Huawei Research 
in June 2022, a journal that shares views and findings 
in various domains of scientific exploration. To 
date, this journal has covered research results from 
more than 170 Huawei scientists and non-Huawei 
researchers.

2022 Annual Report
        11
On the operations side, Huawei is committed to 
globalized operations and diversifying our supply 
chains to ensure long-term, continuous, and stable 
supply, and to lay the foundations for more sustainable 
development. We have established long-term 
partnerships with over 10,000 suppliers and partners 
around the world. Through open collaboration, we 
strive to overcome all manner of difficulties and 
challenges over the course of development. We are 
confident that our work with partners around the 
world will help forge a secure, reliable, competitive, 
and healthy value chain.
Enhancing corporate governance and 
ensuring operational compliance to 
better serve our customers
A robust corporate governance system is the 
cornerstone of sustainable development. In 2022, we 
continued to build up and optimize our corporate 
governance system. Our Board of Directors held 11 
meetings where they reviewed and approved matters 
such as the company’s medium-to-long-term strategic 
plan, as well as the company’s annual business plan, 
audit report, profit distribution, and capital increases.
In March 2023, the Representatives’ Commission 
elected a new Board of Directors, which will lead 
the company forward, focus on corporate strategies, 
development directions, and value creation, and 
support the company’s sustainable survival  
and development.
At Huawei, we believe that legal compliance is a 
bulwark against the uncertainties of international 
politics. We are committed to conducting business with 
integrity, adhering to business ethics, and observing 
all applicable laws and regulations in the countries 
and regions where we operate. This is a core guiding 
principle upheld by our management team. For 
years, we have worked hard to build a compliance 
management system that aligns with industry best 
practices and embeds compliance management into 
our business activities. These efforts continue to  
this day.
In 2022, Huawei continued investing resources to 
enhance our compliance programs across multiple 
business domains, including trade, finance, intellectual 
property, cyber security, and data and privacy 
protection. We value and work hard to create a culture 
of integrity, and require all employees to comply with 
our Business Conduct Guidelines (BCGs).
We continue to communicate openly and embrace 
transparency so that our customers, partners, and the 
rest of the world can see what we truly stand for. We 
welcome stakeholders – including governments, the 
media, researchers, and experts – to strengthen mutual 
understanding and trust.
The road ahead is long and hard. But no matter how 
bumpy that road may be, we are confident that things 
will gradually get back on track. We are confident in 
our ability to navigate challenges and improve the 
quality of our operations to ensure sustainable survival 
and development. We will stay the course and stick 
to our vision and mission – to bring digital to every 
person, home and organization for a fully connected, 
intelligent world.
Liang Hua
Chairman of the Board

12       Huawei Investment & Holding Co., Ltd.
Industry Trends
An Intelligent World Is Fast Approaching
Decarbonization, digitalization, 
and intelligent transformation: 
Key pathways to sustainable 
development
Population demographics and energy trends have a 
direct impact on where the world is heading. Needless 
to say, they represent two of the most serious issues of 
our time. The United Nations reports that the world’s 
population is aging, and virtually every country in the 
world is experiencing labor storage to varying degrees. 
At the same time, global energy consumption is on the 
rise, and fossil fuels continue to dominate the energy 
mix. Accelerating the transition towards renewable 
energy is a pressing challenge – one that is crucial for 
sustainable development.
At Huawei, we believe that decarbonization, 
digitalization, and intelligent transformation are key 
pathways to sustainable development. In our Intelligent 
World 2030 Report, we laid out our predictions for 
what the world will look like in 2030:
■	 Renewables will account for more than 50% of 
global power capacity.
■	 Electric vehicles will become predominant in the 
automotive industry, accounting for over 50% of 
new vehicles sold.
■	 Information and communications technology (ICT) 
will play a greater role in helping industries boost 
their energy efficiency, with the potential to cut 
global carbon emissions by 20%.
■	 Over 90% of infrastructure will run on the cloud, 
and more than 85% of all software will be offered 
as a service.
■	 Intelligent robots will serve more than 18% of 
homes.
Moving forward, technology will continue to evolve at 
lightning speed, ushering us into an intelligent world. 
New demands for digital 
infrastructure
In an intelligent world, immersive communications 
services like extended reality (XR) and holographic 
communications will become the norm for individuals, 
paving the way for multi-sensory connectivity that 
defies the confines of time and space.
Households will require 10 Gbit/s all-optical networks 
that underpin a wide range of new services, including 
holographic education, holographic conferencing, 24K 
video, 3D media, and VR gaming.
Industries will reinvent their production models with 
digital technology and harness the power of AI to 
support all production processes.
New trends will surface on other fronts too. Citizen 
development will become more prevalent. Cloud 
application ecosystems will flourish, especially 
those centering on 3D media, robots, Web3, and 
non-fungible tokens (NFTs). Repetitive or even 
dangerous tasks will be relegated to intelligent 
machines. Vehicles will become a mobile third space 
outside the home and workplace, providing new 
options for leisure, relaxation, and private time. 
Renewables will also come into wider use.
The pursuit of a better experience knows no bounds. 
At Huawei, we are working to push the boundaries of 
what’s possible and lay the foundations for a better 
future. Specifically, we want to help people exceed 
their biological limits and further enhance perception. 
We aim to break through the efficiency bottlenecks of 
general-purpose computing and develop new models 
of computing. We are working to transcend physical 
limits to provide a truly immersive experience.
A magnificent intelligent world is fast approaching, 
and it will benefit every individual, vehicle, home, and 
organization.

2022 Annual Report
        13
Theoretical and Technological Breakthroughs for the Intelligent World
Our world is built on three pillars: matter, energy, and 
information. Together, they determine how the world 
works. From them, we can extrapolate what theoretical 
and technological breakthroughs will be needed to 
help build the intelligent world. Matter is the origin 
of existence. Energy drives motion, and information 
allows for connectivity. We need to keep evolving 
technologies that enable the generation, transmission, 
processing, and use of both information and energy.
We predict that, in the intelligent world of 2030, 
there will be hundreds of billions of connections, 10 
Gbit/s broadband, a 100-fold increase in demand for 
computing power and storage capacity, and a more 
diverse energy mix with renewables accounting for 
more than 50%.
Based on these predictions and hypotheses, Huawei 
has proposed ten major theoretical and technological 
breakthroughs that will be crucial to building the 
intelligent world.
Breakthrough #1: Defining 5.5G to support 
hundreds of billions of diverse connections
The first breakthrough relates to connectivity. In 
addition to connecting people, we will also need to 
connect a massive number of things. The demands on 
these connections will be extremely diverse.
Right now, the three main use cases for 5G – namely 
eMBB, mMTC, and URLLC – are not sufficient for a full 
range of diverse IoT scenarios. For example, industrial 
IoT applications require both massive numbers of 
connections and large uplink bandwidth. That’s why 
Uplink Centric Broadband Communication (UCBC), 
a use case that falls between eMBB and mMTC, is 
needed. There are also telemedicine applications that 
need ultrabroadband, low latency, and high reliability. 
These require Real-Time Broadband Communication 
(RTBC), a use case that falls between eMBB and 
URLLC. Vehicle-road collaboration for connected 
vehicles necessitates both communications and sensing 
capabilities, so we need another new use case as well: 
Harmonized Communication and Sensing (HCS).
The next evolution of 5G, known as 5.5G, will need to 
cover these three new use cases – UCBC, RTBC, and 
HCS – in addition to the current three defined for 5G. 
5.5G will enable the shift from connecting everything 
to the intelligent connectivity of everything.
Breakthrough #2: Delivering nanoscale optics for an 
exponential increase in fiber capacity
Equipping 5G networks to address skyrocketing growth 
in connections has been a key challenge, whereas the 
challenge with optical networks is increasing fiber 
capacity. Today, a single fiber can simultaneously 
handle one million 4K video streams. In 2030, that 
same fiber will need to be able to support one million 
people interacting in mixed reality. This means that 
the capacity of a single fiber will need to exceed 100 
Tbit/s, which is 10 times the current level.
To address these needs, we need to drive advancement 
in three areas.
■	 Improve optical transceiver lasers and use 
high-modulation components to double or triple 
baud rates; and create new modulation coding and 
algorithms to multiply capacity
■	 Develop new broad-frequency and low-noise 
optical amplifiers that support manual control for 
reliable, ultra-long-haul transmission
■	 Study dynamic controls for optical networks 
and transform WDM networks into synchronous 
systems, to improve anti-interference capabilities; 
and leverage computing to optimize optical 
resource use
Longer term, we will also need to research new fiber 
and optical systems, like space division multiplexing 
(SDM), to expand the capacity of a single fiber by 
100-fold.

14       Huawei Investment & Holding Co., Ltd.
Breakthrough #3: Optimizing network protocols for 
industrial connections
Today, our networks can support tens of billions of 
consumer connections. By 2030, networks will need to 
support hundreds of billions of industrial connections. 
This introduces three major requirements for network 
protocols.
■	 Deterministic latency: The industry will need 
new network calculus theories and protocols to 
transform the best-effort network latency we use 
today into a deterministic latency that can be 
calculated in advance.
■	 Security: When all things are connected, security 
systems will face a barrage of new challenges. 
Large numbers of devices like drones, cameras, 
edge computing devices, and sensors will all 
present new security risks, and the industry will rely 
on intrinsic, end-to-end security frameworks and 
protocols to mitigate them.
■	 Flexibility: Some sectors will require longer IP 
addresses, while others will require shorter ones. 
In response, we need to expand IP addresses with 
fixed lengths and develop new Internet protocols 
that feature sematic and syntax flexibility.
Breakthrough #4: Developing advanced computing 
power strong enough for the intelligent world
If connectivity determines the breadth of the intelligent 
world, computing will determine its depth.
In 2030, the demand for computing power will 
increase 100-fold. Single-core CPU performance used 
to grow by roughly 50% every year, but that rate has 
now dropped to around 10%. It’s also becoming more 
and more apparent that general-purpose computing is 
inefficient in certain domains.
Advanced computing power will be the next step, and 
we will see development along two distinct tracks.
■	 Digital computing: The transition from 
general-purpose computing to special-purpose 
computing, and then to heterogeneous computing 
will allow for the coexistence of multiple computing 
architectures like CPUs, GPUs, and xPUs.
■	 Analog computing: Analog computing will 
experience a resurgence in certain domains. For 
example, photonic computing will have practical 
application in domains like signal processing, 
combinatorial optimization, and machine learning. 
In particular, photonic computing will have huge 
application potential in Massive MIMO and optical 
communications.
Breakthrough #5: Efficiently extracting knowledge 
from massive multi-modal data to inform 
breakthroughs in industrial AI
AI will be the mainstay of the intelligent world. As 
it becomes more prevalent, trustworthiness and the 
fragmentation of AI applications are two major issues 
that have to be resolved.
Developing general-purpose AI models is key to 
addressing fragmentation. General-purpose AI systems 
can be trained with greater amounts of unlabeled data 
and larger models, and by shifting from supervised to 
self-supervised learning. These are prime targets for 
future breakthroughs.
When AI and scientific computing come together, they 
provide a new means of facilitating scientific research. 
In molecular mechanics, AI modeling can enable 
large-scale molecular simulation. In physics, neural 
networks can drive the resolution of the Schrödinger 
equation. In electromagnetic field simulation, neural 
networks can support efforts to solve Maxwell’s 
equations. AI will underpin the new approaches, 
methods, and tools for scientific computing, while a 
rigorous scientific computing system will help make AI 
more explainable.
AI trustworthiness is our long-term goal. This 
trustworthiness is particularly important in areas 
involving matters of life and death, such as 
autonomous driving, where we must have the ability 
to resolve issues from relevance to causality.
Breakthrough #6: Going beyond von Neumann 
architecture for 100x denser storage systems
Storage capacity and performance will be the main 
considerations for future storage systems.

2022 Annual Report
        15
The world will need much greater storage capacity. 
Storage density per unit of space and energy use will 
need to be 100 times higher than what it is now. At 
the moment, existing storage media can’t achieve this 
level of density due to limits on process technology 
and power consumption. To meet future demand for 
storage capacity, we need breakthroughs in a number 
of new technologies, including high-capacity and 
low-latency memory, ultra-large-capacity media like 
DNA storage and high-dimensional optical storage, 
and ultra-large storage space modeling and coding.
We will also need significant improvements in storage 
performance. In future storage systems, data access 
bandwidth will increase from terabits per second to 
petabits per second, access latency will drop from 
milliseconds to microseconds, and performance density 
will increase 100 times beyond what’s currently 
available. But these won’t be possible with traditional 
von Neumann architecture, where data has to be sent 
back and forth between CPUs, memory, and storage 
media.
Another obstacle relates to the bandwidth of PCIe and 
DDR-based busses, which won’t be able to keep up 
with growth in network performance. To break through 
this performance wall, we need to move past von 
Neumann architecture and shift away from CPU-centric 
systems, exploring architectures that center on data 
itself.
Breakthrough #7: Merging computing and sensing 
to provide a hyperreal experience with multi-modal 
interaction
Delivering a premium user experience will be an 
integral part of the intelligent world. Hyperreality, or 
a state where the physical and virtual worlds are fully 
converged, will become true reality by 2030.
For this to happen, the virtual world will need to be 
integrated seamlessly with the physical world – that is, 
have the ability to sense and reflect what’s happening 
in the physical world while perceiving user intent in 
mixed reality.
Another imperative will be to fully enable 
multi-sensory connectivity (hearing, sight, touch, and 
smell) as well as multi-modal, real-time interaction 
between users and hundreds of smart devices, edge 
computing, and cloud applications. To this end, the 
environment surrounding the user has to work like a 
super computer that combines several core elements: 
multi-modal sensors that collect and transmit 
language, touch, light perception, neural activity, 
and other types of information; smart applications, 
powered by edge and cloud computing, that accurately 
identify user intent; and display devices such as 
naked-eye 3D, holographic projection, AR contact 
lenses, digital smell, and digital touch.
Breakthrough #8: Creating Cloud Native 2.0 
architecture to bridge digital gaps more rapidly
To achieve full-scale digital transformation, established 
industries need a cloud platform that supports the 
development, deployment, and operation of large 
numbers of cloud-native applications in an efficient, 
secure, and stable manner. Underlying this platform 
will need to be Cloud Native 2.0 architecture with the 
following features:
■	 Regionless and serverless architecture: Powered by 
distributed cloud native, this architecture will help 
tackle thorny issues like complex control planes, 
hybrid deployment across all scenarios, and unified 
scheduling. An architecture like this will lay the 
foundation for Cloud Native 2.0 platforms with 
unparalleled price performance.
■	 Grid-based fault isolation: A grid-based approach 
to serving cloud customers, where faults are 
isolated in smaller, more granular units, will be 
ideal for cloud regions with more than a million 
servers. This approach will provide 99.99% runtime 
availability.
■	 More robust support for cloud services 
targeting different industries: This will rely on 
a storage-compute decoupling architecture for 
full-stack converged solutions covering databases, 
data warehouses, data lakes, and data intelligence. 
Another crucial technology is AI-generated content 
(AIGC), which will empower innovation in domains 
like intelligent hubs, AI development platforms, 
application modernization, digital native engines, 
and Web3 applications.

16       Huawei Investment & Holding Co., Ltd.
Breakthrough #9: Enabling continuous 
self-monitoring for more proactive health 
management
As the world’s population ages, there will be growing 
demand for chronic illness diagnosis and monitoring. 
Roughly 85% of deaths are currently attributed to 
chronic illness, and the ability to effectively treat 
chronic illness depends on real-time monitoring. 
Moving forward, medical-grade wearables will 
become mainstream, enabling personal health 
tracking functionality like non-invasive blood glucose 
monitoring, as well as continuous blood pressure and 
ECG monitoring. Compared to photoplethysmography 
(PPG) sensors, fiber-optic sensors can capture more 
accurate waveforms, generating higher-quality data for 
blood pressure modeling and algorithms.
Medical-grade wearables can also work with big data 
platforms powered by cloud and AI technologies 
to enable more proactive health management. And 
with the support of brain-computer interfaces, sEMG 
interfaces, and wearable robots, senior citizens will be 
able to more proactively manage their own health and 
lead happier lives.
Breakthrough #10: Creating an intelligent Internet 
of Energy for the generation, storage, and 
consumption of greener electricity
Achieving carbon neutrality has become a global 
imperative. And as the transition towards clean 
energy gains momentum around the world, it poses 
new challenges to traditional methods of electricity 
generation, energy storage, and consumption.
Building a safe, efficient, low-carbon, and eco-friendly 
energy system necessitates innovations in the following 
areas:
■	 Management: By integrating ICT technologies like 
big data, AI, and cloud with the Internet of Energy, 
we can build an energy cloud and energy network 
that enables bit-based watt management.
■	 Control: Using energy routers supported by 
power electronics technology, we can build 
intelligent energy network controllers that allow 
for bidirectional energy flow and intelligent power 
allocation.
■	 Energy storage: New storage technologies, 
including new electrochemical and hydrogen energy 
storage, will be needed to address requirements 
across a broad range of scenarios.
■	 Power electronics: New compound semiconductors 
– including those based on silicon carbide (SiC) 
and diamond for medium- and high-voltage 
applications, as well as semiconductors based on 
gallium nitride (GaN) for medium- and low-voltage 
applications – will be vital for more efficient and 
compact energy components.
An Open, Inclusive, and 
Collaborative Approach to 
Innovation: Building the 
Intelligent World Together
Since the dawn of time, people have always imagined 
what the future might hold. But with technology, 
we can actually get there. Driving social progress 
and tackling global challenges requires the wisdom 
of the crowd, propped up by an open, inclusive, 
and collaborative approach to innovation. So as 
an industry, we need to work more closely with 
universities and research institutions, informing 
and supporting scientific research, and presenting 
world-class challenges that not only confront our 
industry, but humanity as a whole. A collaborative 
approach to innovation – informed by industrial 
challenges and academic insight, and supported by a 
venture capital mindset – will pave the way for the 
intelligent world of 2030.

2022 Annual Report
        17
Management 
Discussion and 
Analysis
18
Our Vision, Mission, and Strategy
20
2022 Business Review
22
ICT Infrastructure Business
48
Cloud Computing Business
52
Digital Power Business
56
Consumer Business
64
Intelligent Automotive Solution 
Business
66
Research and Innovation
71
Improving the Management System
79
Cyber Security and Privacy 
Protection
83
Openness. Collaboration. Shared 
Success.
89
Results of Operations
91
Financial Risk Management

18       Huawei Investment & Holding Co., Ltd.
Our Vision, Mission, and Strategy
Huawei’s mission is to bring digital to every person, home and organization for a fully connected, intelligent world. 
To this end, we will:
■	 Drive ubiquitous connectivity and promote equal access to networks to lay the foundation for the intelligent 
world
■	 Provide diversified computing power to deliver ubiquitous cloud and intelligence
■	 Redefine user experience with AI, offering consumers a more personalized and intelligent experience across all 
scenarios, including home, travel, office, entertainment, and fitness & health
■	 Build powerful digital platforms to help all industries and organizations become more agile, efficient, and 
dynamic
Building a Fully Connected, Intelligent World
Ubiquitous 
Connectivity
Pervasive 
Intelligence
Personalized 
Experience
Digital Platform
Every person has the right to 
be connected. Connectivity 
is the foundation for social 
progress and economic 
growth. Connections will 
soon become a natural and 
ubiquitous resource, provided 
by networks that proactively 
sense changes and user needs. 
These networks will offer 
intelligent, seamless, and 
secure connections to people 
and things whenever and 
wherever they want. With the 
advent of 5G, we begin a new 
chapter in this story.
In the digital economy, 
computing power is a new 
driver of production. Data 
itself is a core asset, and cloud 
and AI are the new tools of 
productivity. Moving forward, 
AI computing will account for 
more than 80% of a computing 
center’s capacity, providing 
the muscle for practical AI 
applications in all areas of life. 
To deliver ubiquitous cloud and 
intelligence, we will need to 
provide diversified computing 
power.
Using AI, cloud, and big data 
technologies, enterprises 
can better understand their 
customers’ needs and innovate 
with greater agility to craft a 
more personalized experience. 
Coordination and collaboration 
across industries will drive 
innovation at scale. With the 
continuous evolution of smart 
devices, a seamless experience 
across all scenarios will 
become the foundation of an 
intelligent life.
A new digital wave is sweeping 
the globe. Digital and AI 
technologies are helping all 
governments and enterprises 
become more agile, efficient, 
and dynamic. Open, secure, 
flexible, and easy-to-use digital 
platforms are facilitating 
innovation and transformation 
in all industries. They will be 
the bedrock and the fertile 
ground for our digital society 
to flourish.
Ubiquitous Connectivity
Connectivity has extended from people to things and 
from our homes to the factory floor. Now it’s the 
foundation of everything in an increasingly intelligent 
world. Huawei is doing what it can to help our 
customers get ready for the future.
For mobile and home users, Huawei teams up with 
carriers to provide an ultra-broadband experience 
across all aspects of everyday life through gigabit 5G, 
optical, and Wi-Fi networks.
For governments and enterprises, Huawei works with 
our partners to enable digital transformation. We 
provide intelligent connectivity solutions, including 
ubiquitous ultra-broadband, deterministic experience, 
and hyper-automation, to support the diverse needs of 
all customers.
We are working to push connectivity to its limits with 
products and solutions like 5G, simplified sites, 5G core 
(one core and cloud-native architecture), best-in-class 
Wi-Fi 6, intelligent and lossless data center networks, 
optical cross-connect (OXC), intelligent optical network 
terminals (ONTs), and green data centers. We are 
actively collaborating with the industry to define 5.5G 
and drive connectivity forward. And as more industries 
go digital, we are using AI to enable hyper-automation 
of network O&M and developing new algorithms to 
pave the way for truly deterministic IP networks.

2022 Annual Report
        19
Pursuing green development has become a global 
mission, and carriers are doing their part by 
transitioning from being simple consumers of energy 
to highly efficient energy consumers, producers, 
and enablers. At Huawei, we are committed to 
promoting the sustainable development of the world. 
We advocate the use of green ICT to enable green 
development, and making ubiquitous connectivity a 
greener possibility. To this end, we work closely with 
carriers to support their transition.
As energy consumers, carriers will be able to maximize 
energy efficiency and reduce energy consumption by 
enabling each watt to power the transmission of more 
bits.
As energy producers, carriers can take part in the 
energy generation and coordination process to 
maximize the value of their infrastructure. Specifically, 
they will be able to power their telecom sites, data 
centers, and campuses with green energy, more 
effectively stagger electricity usage, and build virtual 
power plants.
To become energy enablers amid the global transition 
to carbon neutrality, carriers will need to use digital 
technology to enable both conventional and renewable 
energy systems, making energy supply safer, more 
stable, and efficient.
Pervasive Intelligence
Data has become a valuable raw material these days, 
and computing power has become the new driver 
of productivity. The amount of data we produce will 
explode as more and more of the devices around us 
become smart, and many industries will need massive, 
intelligent storage capabilities to handle these new 
resources. Abundant and affordable computing power 
will determine the future of the digital economy.
Through nonstop innovation in data storage, diversified 
computing, and cloud services, Huawei is helping 
industries go digital by making pervasive intelligence 
possible. Together we will build a fully intelligent 
world.
In data storage, Huawei’s converged, intelligent, and 
open data infrastructure is helping break down silos 
between storage, databases, and big data systems. 
Huawei’s data management engine enables customers 
to integrate and optimize every step of the data 
lifecycle, from storage and computing to management 
and utilization. This helps maximize value per bit and 
reduce cost per bit to unlock the full potential of data.
In computing, Huawei is constantly innovating in 
computing systems and architectures, pushing the 
boundaries of engineering, and driving synergies 
between foundational software and hardware. Sticking 
to our strategy of “open hardware, open source 
software, partner enablement, and talent cultivation”, 
we develop the Kunpeng, Ascend, and openEuler 
ecosystems as part of our efforts to bring more 
diversified computing power to the whole world.
In cloud services, Huawei Cloud is working to offer 
Everything as a Service. We are translating the 
company’s 30 plus years of ICT know-how into a wide 
variety of cloud services, including Infrastructure as a 
Service, Technology as a Service, and Expertise as a 
Service. These services aim to make computing power 
as easily accessible as water and electricity.
Personalized Experience
The physical and digital worlds are converging, and 
the process is speeding up. Mass production is giving 
way to mass customization, leading to greater business 
innovation, collaboration across ecosystems, and a 
richer user experience.
Using new technologies like AI and cloud, 
enterprises can better understand their customers’ 
needs and innovate with greater agility to craft a 
more personalized experience. Coordination and 
collaboration across industries will drive innovation at 
scale.
In our user-centric intelligent world, usage scenarios 
and experiences are evolving. The boundaries between 
products and services continue to break down, with 
many converging scenarios, including home, travel, 
office, entertainment, and fitness & health. Soon 
all content and services will travel with users for 
a completely seamless, holistic experience. Smart 
collaboration between software and devices will give 
users an intelligent experience anytime, anywhere.
We will continue working closely with partners across 
our software, service, and hardware ecosystems to both 
integrate existing technology and drive innovation to 
better serve consumers. Our “1 + 8 + N” Seamless AI 
Life strategy is centered on smartphones and touches 
on five main scenarios: Smart Office, Fitness & Health, 
Smart Home, Easy Travel, and Entertainment. Through 
HarmonyOS and Huawei Mobile Services (HMS), we 
empower our ecosystem partners to provide consumers 
with a superior, intelligent experience across all 
scenarios.

20       Huawei Investment & Holding Co., Ltd.
Digital Platform
Many industries are embracing intelligent upgrade now 
that digital transformation has reached new levels. 
From video data and industrial data to personal data 
and consumption data, all data is coming from more 
sources and in more forms and is becoming more 
fragmented. Powerful digital platforms are needed to 
integrate this data.
New technologies in connectivity, cloud, AI, computing, 
and industry applications are converging to support 
comprehensive intelligent connections between 
people, things, and information at multiple levels. 
These technologies will help industries expand their 
traditional boundaries, and enable enterprises to 
expedite intelligent upgrade. Enterprises will have 
to adapt their strategies, organization, processes, 
marketing, services, manufacturing, and R&D to 
cope with changes. To do so, enterprises need to 
synergize the cloud, networks, edge, and devices to 
build an open, powerful digital platform with multi-
dimensional perception, all-domain collaboration, 
accurate judgment, and continuous evolution. With 
cloud as the foundation and AI at its core, this digital 
platform helps users accumulate industry know-how, 
rapidly innovate their core business processes, and 
quickly iterate to respond to changes in their business 
environments.
A digital platform is one of the core engines 
that drives success in digital transformation. New 
information technologies can make organizations 
more efficient through intelligent management of their 
physical assets like buildings, factories, production 
lines, and utilities. At the same time, advanced 
digital technologies in connectivity, cloud, AI, and 
computing can change the way organizations operate 
and create new business models. This is the process 
of digital transformation and intelligent upgrade. 
An organization’s IT systems and the corresponding 
operational methods combine to form a digital 
platform.
Together with its ecosystem partners, Huawei provides 
innovative technologies, products, and solutions that 
help its customers build open, secure, flexible, and 
easy-to-use digital platforms. With its digital platform, 
Huawei assists customers in crafting their own 
intelligent solutions, and enables industries to navigate 
digital transformation and intelligent upgrade. 
Huawei’s digital platform is injecting new momentum 
into the digital economy.
2022 Business Review
In 2022, Huawei stuck to its strategy of focus, remained committed to building leading solutions that help 
industries go digital, intelligent, and low-carbon, as well as industrial Internet platforms that support them, 
and ramped up investment in these domains. We continued to create value for customers, improve consumer 
experiences, grow with our partners, and improve the quality of our operations. In 2022, Huawei’s annual revenue 
reached CNY642,338 million, a YoY increase of 0.9%. Our overall performance was in line with forecast.
■	 In the Chinese market, our carrier business 
maintained steady operations thanks to 
the continued upgrade of the nation’s ICT 
infrastructure, including its 5G and gigabit optical 
networks. Our enterprise business saw healthy 
growth with industries going digital, intelligent, and 
low-carbon, and moving to the cloud at a faster 
rate than ever before. Our consumer business 
stuck to its premium quality and ecosystem-centric 
strategy, and provided superior experiences to 
consumers. Huawei’s revenue from the Chinese 
market amounted to CNY403,999 million in 2022.
■	 In Europe, the Middle East, and Africa (EMEA), 
demand for data traffic continued to grow in 
emerging markets while in mature markets, ICT 
infrastructure (e.g., 5G and optical networks) 
rollout accelerated and customers increased 
investment. As a result of these factors, our carrier 
business grew steadily. Our enterprise business 
also grew rapidly as industries began moving 
faster towards digital, intelligent, and low-carbon 
development. Our consumer business remained 
focused on building out the HMS ecosystem 
around the world and developing converged 
products. Huawei’s revenue from this region 
reached CNY149,206 million in 2022.

2022 Annual Report
        21
■	 In the Asia-Pacific Region, our carrier business 
maintained steady performance thanks to the 
accelerated build-out of local ICT infrastructure, 
including 5G and optical networks. Our enterprise 
business enjoyed healthy growth as companies 
stepped up efforts to go digital, intelligent, and 
low-carbon. Our consumer business continued 
to innovate and saw rapid growth in the HMS 
ecosystem, and further improved the market 
presence of our converged products. All of these 
factors resulted in a revenue of CNY48,048 million 
from this region in 2022.
■	 In the Americas, our carrier business saw steady 
growth as data traffic increased and customers 
accelerated 5G and optical network rollout and 
invested more into these domains. Our enterprise 
business grew steadily by leading digital, intelligent, 
and low-carbon development in multiple industries. 
Our consumer business continued to build out 
its HMS ecosystem, which saw healthy growth, 
and stepped up efforts in developing converged 
products that offer an intelligent experience across 
all consumer scenarios. In 2022, our revenue from 
this region was CNY31,898 million.
By customer group
(CNY Million)
2022
2021
YoY
Carrier Business
283,978
281,469
0.9%
Enterprise Business
133,151
102,444
30.0%
Consumer Business
214,463
243,431
(11.9)%
Other
10,746
9,463
13.6%
Total
642,338
636,807
0.9%
 
 
 
 
By industry
(CNY Million)
2022
ICT Infrastructure
353,978
Consumer
214,463
Cloud Computing
45,342
Digital Power
50,806
Intelligent Automotive Solutions
2,077
Other
3,978
Elimination
(28,306)
Total
642,338
 
 
Note: In line with the changes of the corporate business 
management architecture, we disclosed the revenue breakdown by 
industry in 2022.
By region
(CNY Million)
2022
2021
YoY
China
403,999
413,299
(2.3)%
EMEA
149,206
131,467
13.5%
Asia Pacific
48,048
53,675
(10.5)%
Americas
31,898
29,225
9.1%
Other
9,187
9,141
0.5%
Total
642,338
636,807
0.9%
63% China
23% EMEA
7%
Asia Pacific
5% Americas

22       Huawei Investment & Holding Co., Ltd.
ICT Infrastructure Business
In the ICT infrastructure business, Huawei focuses on information distribution, interaction, transmission, processing, 
and storage to develop innovative products and solutions.
ICT technologies are at the very core of the digital 
economy. They are what drive industrial upgrades and 
the business development of enterprises. Digitalization, 
intelligent transformation, and green development are 
the way forward. With technological advances and 
wider application, ICT infrastructure is on course to 
witness greater innovation and development.
We mainly serve two markets: the carrier market 
and the government and enterprise market. In the 
carrier market, we have proposed the GUIDE business 
blueprint to help carriers stride faster towards an 
intelligent world. In the government and enterprise 
market, we provide digital and intelligent solutions to 
accelerate digital transformation across industries and 
create new value alongside customers and partners.
We continue to invest in two major business 
domains: connectivity and computing. In 2022, 
we proposed to the ICT industry that 5.5G is a key 
milestone on the path to an intelligent world, and 
released a series of white papers titled Striving 
Towards the Intelligent World. We also called upon the 
industry to coordinate efforts centered on eight facets 
of this vision in order to move ever faster towards the 
5.5G era and the intelligent world.
For connectivity, our work focuses on four domains:
■	 Wireless network: We strive to build 
high-performance 5G networks and drive industry 
evolution to 5.5G.
■	 Cloud core network: We continue to build reliable 
network infrastructure and help carriers expand 
their innovative services through connectivity and 
service enablement.
■	 Optical: We focus on continuous innovation in 
optical transmission, optical access, and optical 
applications in order to drive the sustainable 
development of a green all-optical industry.
■	 Data communications: We continue to upgrade the 
Intelligent Cloud-Network Solution to enable digital 
transformation across numerous industries.
For computing, we focus on diversified computing 
and data storage and strive to build a solid computing 
foundation:
■	 Computing: We strive to develop the computing 
industry around Kunpeng and Ascend. Kunpeng 
features general-purpose computing capabilities 
while Ascend targets AI computing capabilities. We 
use an open approach and an open source strategy 
to create a flourishing and robust computing 
ecosystem.
■	 Storage: We continue to innovate and provide 
customers with products and solutions that span 
all domains and scenarios, in a bid to satisfy 
requirements for sufficient storage, free mobility, 
and the full utilization of mass data.
We provide ICT services and software to support 
the digital and intelligent transformation of our 
carrier, government, and enterprise customers in 
operations and maintenance (O&M). In the ICT 
service and software domain, we build upon our more 
than 30 years of experience in providing ICT services 
and continue to innovate across the entire lifecycle 
of a network, from network planning, construction, 
O&M, and optimization to service operations. We also 
provide digital and intelligent services and software, 
develop required processes, cultivate experts, and 
work with ecosystem partners to build green, efficient, 
and robust ICT infrastructure that can deliver the 
ultimate experience and enable digital and intelligent 
transformation across industries.
Carrier Market
Over the past year, Huawei has placed customers at the heart of everything it does and worked with global 
carriers and partners to build simplified, green, and intelligent ICT infrastructure, all the while accelerating digital 
transformation and facilitating business success in the 5G era.

2022 Annual Report
        23
By the end of 2022, 5G had entered a stage of rapid 
development, with over 1 billion 5G users worldwide. 
5G user penetration had exceeded 30% for leading 
carriers in a number of countries, including China, 
South Korea, Switzerland, Finland, and Kuwait, and 
over 30% of mobile traffic came from 5G networks. 
In addition, more than 40% of the world’s 5G carriers 
were providing innovative 5G applications.
According to the latest 5G city benchmark report by 
Ookla, which surveyed 40 representative cities across 
the globe, Huawei has helped build the 5G networks 
of the top 10 cities ranked by 5G speed. According to 
comparisons of 5G performance between the carriers 
in these 10 cities, Huawei’s 5G networks delivered the 
best experience.
In 2022, Huawei continued to develop a green 
indicator system and a systematic, innovative solution 
featuring a three-layer architecture (green sites, 
green networks, and green operations) to help 
carriers improve network energy efficiency on all 
fronts. Huawei actively participated in developing 
the Network Carbon Intensity Energy (NCIe) system. 
In October 2022, the NCIe specifications were 
approved by the International Telecommunication 
Union-Telecommunication Standardization Sector 
(ITU-T) as the ITU-T L.1333 standard, helping the 
industry more clearly and accurately evaluate the 
energy consumption of network services.
In 2022, Huawei and multiple leading global carriers 
initiated technical verification and network deployment 
of 5.5G and F5.5G. Huawei worked with industry 
partners to drive the commercial use of 5G-Advanced.
Moving forward, Huawei will work alongside global 
carriers to stride from the 5G era towards an even 
more thriving 5.5G era.
Drawing on the best practices of global carriers, Huawei developed the GUIDE business blueprint for evolving to the intelligent world. Up 
to now, Huawei and the majority of carriers worldwide have reached a consensus on the GUIDE business blueprint. The five dimensions of 
business capabilities proposed in GUIDE have been proven to be essential for carrier evolution.
•	
G stands for Gigaverse Initiative, meaning ubiquitous gigabit, which is extending from hotspots to every corner of the globe, creating 
a new level of experience and helping carriers create new paths to connectivity.
•	
U stands for Ultra-automation Speed Up. Ultra-automation is progressing rapidly from standardization to practical application, 
creating new operation models for carriers.
•	
I stands for Intelligent Computing and Network as a Service, which is enabling the digital transformation of factories, ports, mines, 
and more.
•	
D stands for Differentiated Experience on Demand, which is being realized for users as carriers build differentiated networks, services, 
and ecosystems, unleashing new potential in terms of business monetization.
•	
E stands for Environmental, Social, and Governance (ESG) - More Bits, Less Watts. ESG is high on global carriers’ agenda and Huawei 
helps carriers build advanced, green, and low-carbon ICT infrastructure for sustainable development.
With tomorrow’s intelligent world on the horizon, the GUIDE business blueprint maps a path for carriers to stride from the 5G era to an 
even more thriving 5.5G era.
GUIDE Business Blueprint: Charting the Path to an Intelligent World

24       Huawei Investment & Holding Co., Ltd.
Gigaverse Initiative: Ubiquitous Gigabit 
Accelerates Digitalization Across Industries
In 2022, ubiquitous gigabit extended from cities to 
countryside, from outdoor to indoor, and from living 
rooms to bedrooms, delivering an experience with 
services readily accessible anytime, anywhere. Huawei 
continues to help carriers build ubiquitous gigabit 
networks through leading 5G/F5G technologies and 
solutions.
Premium 5G Experience
Huawei constantly innovates in solutions that are 
converged, intelligent, simplified, and green, as well 
as applicable to all scenarios, and maximizes site and 
spectrum value. This helps carriers deliver a ubiquitous 
gigabit network experience and continuously create 
business value.
Long inter-site distances stand as a challenge to 
delivering a premium 5G experience. Huawei has 
deployed MetaAAU in the Asia-Pacific region, 
which integrates innovative technologies, such as 
ultra-wideband, multi-channel, and extremely large 
antenna array (ELAA), in order to significantly 
improve spectral and energy efficiency, addressing the 
challenges that arise in scenarios with long inter-site 
distances. After MetaAAU was deployed, both the 
download and upload speeds of users increased by 
around 35%, while the coverage area expanded by 
about 30%. More users are also choosing to use 5G 
networks, increasing average traffic by about 37%, 
and improving intergenerational performance and 
investment efficiency.
In Europe, Huawei coordinates the deployment of 
frequency division duplexing (FDD) and time division 
duplexing (TDD) to help carriers deliver a premium 5G 
experience that is consistent across both urban and 
suburban areas, maximizing carriers’ spectrum value. 
Huawei pioneered the long-reach E-band microwave 
backhaul solution. The transmission distance increased 
by about 50% compared with the industry average, 
meeting the requirement of one-hop full coverage in 
urban areas and reducing the total cost of ownership 
(TCO) of microwave network construction in urban 
areas by 30% to 70%.
F5G All-Optical Network
Huawei helps carriers build cutting-edge, all-optical 
networks that offer ultra-high bandwidth, ultra-low 
latency, and high reliability, realizing fiber to 
everywhere and OTN to every site.
■	 In Europe, Huawei’s 400G optical transport network 
(OTN) large-capacity solution helped carriers build 
congestion-free backbone wavelength division 
multiplexing (WDM) networks, which anticipate 
the capacity requirements of the next 10 years, 
with one-off investments. Huawei and carriers 
continuously collaborate in optical transport 
technology innovation, and have set an industry 
capacity record of 157 Tbit/s per fiber. By the 
end of 2022, Huawei’s 400G solution had been 
deployed by more than 60 carriers around the 
world.
■	 In China, Huawei helped carriers build more than 
30 all-optical cities using the optical cross-connect 
(OXC) and OTN optical-electrical converged 
solution, improving user experience on dual-gigabit 
networks and meeting enterprise customers’ 
requirements for digital transformation.
■	 In Latin America, Huawei’s Digital Quick ODN (DQ 
ODN) solution enabled carriers to quickly and 
efficiently build an FTTH network of 15 million 
lines. By the end of 2022, the solution had been 
deployed on a large scale in more than 120 
countries and regions around the world.
■	 Huawei’s FTTR solution helped carriers build 
gigabit Wi-Fi home networks. This solution offers 
100% home coverage, 2 Gbit/s uplink and downlink 
rates, a roaming handover time of less than 20 ms, 
and the simultaneous intelligent connection of up 
to 128 devices. This solution reimagined the quality 
of a digital lifestyle for home users, and won 
the Access Innovation Award at the 24th World 
Communication Awards (WCA) ceremony in 2022. 
By the end of 2022, carriers in China, Western 
Europe, the Middle East, Asia-Pacific, and Latin 
America all began to put FTTR into commercial 
use.

2022 Annual Report
        25
Ultra-Automation Speed Up: Laying the 
Groundwork for Intelligent Networks
Digitalization has reached a critical stage in industries 
globally. With the expansion of network scale, 
digitalization is now pervasive, and automation 
and intelligence will help carriers improve network 
efficiency, boost user experience, and continuously 
innovate their businesses. Over 90% of carriers 
worldwide plan to improve their network automation 
capabilities to L3 and L4 in the next three to five 
years. The proportion of investment into automation 
is set to increase from about 15% to about 23%. 
In 2022, Huawei worked with carriers to carry out 
automated and intelligent network operations in 13 
scenarios, including wireless network, core network, 
optical transmission, optical access, and IP. Nearly 100 
solutions have been incubated to help global carriers 
transform digitally.
Autonomous Driving Network (ADN)
On the road to an intelligent world, digital, 
automation, and intelligence are important strategic 
directions for carriers. This echoes Huawei’s direction 
of key innovation for carrier networks: the autonomous 
driving network (ADN).
In 2022, Huawei worked with Chinese carriers to fully 
implement autonomous networks. To provide the 
ultimate customer experience, cloud-network services 
were automatically provisioned in minutes, and home 
broadband and individual services were optimized in 
an end-to-end, closed-loop manner. Intelligent and 
automatic network O&M functions, such as quick 
fault demarcation and location, and precise ticket 
dispatching, were implemented, greatly improving 
O&M efficiency.
In 2022, Huawei helped carriers carry out innovative 
ADN practices. In Europe, four applications, including 
efficiency improvement and energy reduction, 
and intelligent fault handling, were commercially 
deployed. In Africa, 14 applications, such as 
intelligent cloud-network express and premium 
all-optical networks, were commercially deployed, 
improving carriers’ network O&M efficiency and core 
competitiveness. In Asia, 25 applications have entered 
trial commercial use, targeting three directions: O&M 
efficiency improvement, customer experience boosting, 
and service agility.
Digital Operations Transformation
Drawing upon the successful transformation of 
Huawei and its customers, Huawei launched the 
Digital Operations Transformation 2.0 solution and 
jointly released the Digital Operations Transformation 
Framework (DOTF) alongside industry organizations 
to further unleash the business value of digital 
transformation.
The AUTIN™ intelligent O&M solution brings digital 
technologies into every aspect of the O&M process 
and all related scenarios, and transforms O&M from 
being network-centric to service-centric. The solution 
helps carriers achieve zero perception of disruption on 
the user side in the case of service interruption, zero 
intervention, and zero code development, enabling 
efficient quality improvement and accelerating the 
transformation of O&M personnel. By the end of 
2022, AUTIN™ had been applied to more than 180 
projects around the world. It has been used to develop 
capabilities such as closed-loop event management 
and intelligent risk prediction, and to build an 
orchestration platform, improving O&M efficiency by 
more than 10 times.
Huawei MetaAAU has been widely 
used in many countries around the 
world, helping carriers build future-
ready simplified, green, and high-
performance 5G networks.

26       Huawei Investment & Holding Co., Ltd.
HUAWEI SmartCare® customer experience 
management solution helps carriers achieve leadership 
in network, experience, and business through a 
data-driven approach. By the end of 2022, HUAWEI 
SmartCare® had been used in more than 200 projects 
worldwide. In Asia-Pacific, through the application of 
business intelligence (BI), revenue per site increased 
by about 20%. In addition, the use of data intelligence 
(DI) in the region increased 5G average revenue per 
user (ARPU) by about 10%.
Huawei’s Agile Digital Operations (ADO) solution helps 
carriers identify issues related to home broadband 
user experience and service quality and implements 
proactive optimization, enhancing user satisfaction, 
continuously tapping into customer requirements, and 
improving marketing success rate to increase revenue 
through high quality. By the end of 2022, ADO had 
entered commercial use in more than 40 projects 
around the world. In China, ADO increased the average 
FTTR marketing success rate from 1.5% to nearly 4%.
Intelligent Computing and Network as 
a Service: Synergizing Cloud Computing 
Power and Network Capacity for the 
Digital Intelligence Era
Ubiquitous connectivity is the prerequisite for giving 
full play to ubiquitous computing power. Synergizing 
computing power and network capacity and 
maximizing resource utilization are set to become the 
key to carriers’ new business growth in the future.
In 2022, Huawei worked extensively with global 
carriers on joint innovation for enterprises’ cloud 
migration and “5G + edge computing”, helping 
carriers develop a competitive advantage in industry 
digitalization.
Intelligent Cloud-Network
In the face of the digital transformation of numerous 
industries in the 5G and cloud era, Huawei’s intelligent 
cloud-network is a synergy that maximizes the value of 
carriers’ network resources and accelerates the digital, 
network-based, and intelligent transformation.
■	 In Europe, Huawei deployed the full series of 
universal-service NetEngine 8000 routers, and 
employed innovative technologies such as 400GE, 
SRv6, slicing, and In-situ Flow Information 
Telemetry (IFIT), helping carriers build integrated 
service bearer networks positioned for the next 5 
to 10 years with the best user experience, meeting 
the service requirements of fast-growing traffic. 
In addition, the solution dynamically visualizes 
services, optimizes latency paths, and ensures 
service level agreements (SLAs), thereby improving 
user experience.
■	 In China, Huawei used the ultra-broadband 
ultra-stable converged backbone network 
architecture to help carriers build the world’s 
largest end-to-end 400GE IP backbone network, 
which boasts 99.9999% reliability and smooth 
evolution over the next 10 years.
■	 In Asia-Pacific, Huawei’s 1 + X solution for 
enterprise customers has helped carriers unify 
WANs and LANs. The solution consists of slicing, 
converged management of WANs and LANs, cloud 
security, and automated management. It provides 
end-to-end differentiated services for enterprises, 
protects SLA experience for mission-critical services, 
and doubles O&M efficiency.
+IT: Grow Together
IT infrastructure is crucial for digital transformation. 
Huawei provides an intelligent, reliable, efficient, and 
collaborative IT infrastructure foundation that allows 
carriers to accelerate their digital and intelligent 
transformation and Huawei to grow alongside carriers.
■	 Cloud-based transformation has become a common 
choice for global carriers. Drawing on over 30 years 
of experience in the telecom industry and extensive 
practices in cloud transformation, Huawei leverages 
its advantages in cloud-network synergy to 
maximize network asset monetization capabilities. 
“Connectivity + cloud” expands the scope of 
connectivity monetization, “services + cloud” 
accelerates service innovation, and “operations + 
cloud” improves operational efficiency. By the end 
of 2022, Huawei has worked closely on cloud-based 
transformation with more than 140 carriers around 
the world.

2022 Annual Report
        27
–	 In China, carriers used Huawei’s cloud-network 
solution to enable one-click provisioning of 
cloud and network services. The service rollout 
time of enterprise branches was shortened 
from over 20 days to about 3 days. In addition, 
carriers used the cloud-network commercial 
solution to expand the scope of traditional 
private line services, increasing the market 
space of business-facing services by about 20%.
–	 In Asia-Pacific, carriers used the Huawei 
Cloud Stack one-stop solution to shorten the 
service rollout time of customer experience 
management (CEM) by more than 30%, and 
TCO by more than 20%.
–	 In Europe, carriers used the distributed 
cloud pre-integrated with Huawei’s telecom 
experience to transform their video platform to 
cloud native for video service development. This 
shortened the service development iteration 
cycle from two months to about two weeks, 
and increased the number of video service 
subscribers by about 10%.
–	 In Africa, carriers deployed the mobile wallet 
platform on Huawei Cloud, shortening the 
service rollout time. In addition, carriers could 
access the Huawei Cloud ecosystem, which 
helped shorten the time of releasing offerings 
to the ecosystem from several months to about 
one week.
■	 Data is the key factor and the core asset for 
digital and intelligent transformation. It is vital 
that carriers build secure, efficient, and intelligent 
data infrastructure to support the evolution of 
data storage. Huawei launched OneStorage, a 
next-generation solution that is multi-cloud, 
secure and reliable at the system level, and 
energy-efficient, building a foundation for carriers’ 
data infrastructure. By the end of 2022, Huawei 
had provided intelligent and efficient data storage 
products and solutions to more than 400 carriers 
worldwide.
–	 In China, carriers used Huawei’s separated 
storage-compute solution for big data services, 
reducing storage equipment footprint by about 
85% and IT infrastructure power consumption 
by about 64%.
–	 In Asia-Pacific, Huawei supported carriers in 
adopting the high-reliability, geo-redundant, 
core service disaster recovery (DR) solution and 
the industry’s unique active-active data centers, 
which support simultaneous storage area 
network (SAN) and network-attached storage 
(NAS), achieving zero service interruption.
–	 In Europe, carriers used Huawei’s distributed 
storage solutions to meet exabyte-level data 
storage requirements while complying with 
local laws and regulations on data security.
–	 In Africa, carriers deployed Huawei’s end-to-end 
backup and anti-ransomware data storage 
solution. The attack detection rate reached 
99.9%, with zero data loss.
MEC Innovation: Creating New Value Together 
with Industries
Huawei’s MEC to X solution supports local-area, 
wide-area, and cross-domain private networks, and 
helps carriers enable services in all scenarios, such as 
education, healthcare, manufacturing, coal mining, and 
electric power. The solution enables the comprehensive 
digital transformation of industries and helps carriers 
achieve new revenue growth. In cross-domain 
scenarios, Huawei’s Mobile VPN solution enables 
users to access public networks and campus intranets 
anytime, anywhere, in a secure and convenient 
manner. It supported a Chinese carrier in carrying 
out the “1,000 smart schools in 100 cities” campaign, 
implementing more than 200 5G projects for smart 
education. The solution also helped global carriers 
deliver a new 5G mobile office experience to over 
1,000 enterprise customers. At Mobile World Congress 
2022, the smart healthcare case, jointly created by 
Huawei and a Chinese carrier, won the Best Mobile 
Innovation for the Connected Human Award.
Differentiated Experience on Demand 
Helps Carriers Expand into New Business 
Spaces
In a thriving 5G era, digitalization requires personalized 
and differentiated connections and services such 
as intelligent interactive 5G New Calling, home 
connectivity with guaranteed experience, and private 
lines and private networks for industry applications. To 
support this, the telecom industry must build networks 
that are not only capable of providing a differentiated 
experience, but also of providing deterministic and 
on-demand connectivity experiences. In 2022, Huawei 
supported global carriers in continuous innovation, 
providing diversified connectivity experiences that meet 
the requirements of individuals, homes, and enterprise 
users, and realized multi-dimensional monetization.

28       Huawei Investment & Holding Co., Ltd.
5G Multi-Dimensional Monetization Accelerates 
Business Success
Since the large-scale commercial use of 5G worldwide, 
Huawei has helped carriers explore network potential, 
continuously explore the monetization of differentiated 
experience, and accelerate 5G business success.
■	 In terms of individuals, Huawei helped carriers 
continuously improve user experience in fields such 
as livestreaming, short videos, and New Calling, and 
stimulate user demand. Huawei’s scenario-based 
B.E.S.T. network solution helped carriers provide a 
high-quality, 1080p experience anytime, anywhere 
and deliver leading performance, experience, and 
business results.
–	 In Hubei, China, Huawei joined hands with 
carriers to provide a better 5G experience, 
increasing the proportion of mobile short HD 
videos from 77% to 83%, and stimulating the 
growth of 5G traffic by about 12%.
–	 In Latin America, OTT experience improvement 
increased traffic by over 20% for carriers, 
boosting both market share and revenue and 
accelerating the positive business cycle.
■	 Regarding home users, Huawei supported global 
carriers in deploying 5G fixed wireless access 
(FWA) services. The combination of eMBB and 
FWA effectively increased the revenue per site and 
improved the network experience of home users. 
In areas where optical fibers were not available, 
Huawei helped carriers rapidly upgrade old copper 
lines in order to create a wireless home broadband 
experience capable of delivering over 300 Mbit/s.
–	 In the Middle East, by combining FWA with 
dual-band time division duplexing (TDD), 
carriers delivered a large-bandwidth experience 
comparable to that of optical fibers. By 
bundling the broadband service with OTT TV, 
cloud gaming, and smart home services, carriers 
enjoyed an ARPU increase of 30% to 60%.
–	 In Southern Africa, by combining FWA with 
Huawei’s advantages in wireless coverage, 
carriers provided affordable high-speed 
broadband services for households. 5G FWA 
became the preferred access mode for 100 
Mbit/s home broadband, helping carriers 
drastically shorten the return on investment 
(ROI) cycle.
■	 In terms of industries, 5G applications have entered 
a golden period. 5G has been successfully deployed 
across 50% of 97 major industries, including 
manufacturing, mining, iron and steel, port, 
chemical, cement, power grid, and healthcare. The 
total number of 5G use cases across industries has 
exceeded 20,000, and carriers’ 5G private network 
service revenue increased by more than 100% year 
on year. 5G has become a new engine for service 
growth.
OTN for Premium Private Line Monetization
Huawei’s OTN premium private line solution has 
continuously helped carriers build a competitive 
advantage and increase revenue. By the end of 2022, 
Huawei had deployed almost 100 OTN premium 
private line networks worldwide with carriers.
In the Middle East, Huawei helped carriers provide 
4K/8K HD video private networks for audiences 
through OTN premium private lines, assuring highly 
reliable, low-latency livestreaming for multiple major 
international sports events.
In Asia-Pacific, Huawei worked with carriers to 
build a pan-Asia Pacific ultra-broadband, all-optical, 
high-speed network for the next 10 years. The 
multi-tenant portal facilitated the rapid deployment of 
enterprise private line services and empowered digital 
economy growth across the Asia-Pacific region.
XtoB: Tapping into the Blue Ocean of New 
Business
As digital transformation has gained momentum, 
Huawei has been helping carriers incubate multiple 
scenario-based product portfolio solutions in multiple 
fields, such as finance, industrial, education, healthcare, 
and small– and medium-sized enterprises, over the 
last year. This helped carriers extend their service 
from carrier networks to enterprises’ intranets and 
application services, opening up new space for carrier 
growth in business-facing scenarios.
In the financial industry, networks are critical to 
ensuring transaction speed, data protection, and 
reliability. Huawei and Chinese carriers jointly launched 
a fixed-mobile convergence private line product, which 
increased network reliability to 99.99% and offered 
networks of reliable connectivity, excellent service 
experience, and high data security for the financial 
industry.

2022 Annual Report
        29
Industrial digital transformation relies on networks 
that are capable of multi-party collaboration, meaning 
higher requirements for reliability, O&M, and evolution. 
Huawei and Chinese carriers jointly built an F5G+5G 
reliable production network, which is a service-oriented 
converged product for small– and medium-sized 
manufacturing enterprises. The product leverages the 
mutually complementary advantages of 5G+optical 
fiber, delivering the dual reliability of wireless and 
fixed networks and ensuring zero packet loss for 
mission-critical services. The method of renting instead 
of building allows enterprises to flexibly use integrated 
service solutions.
Regarding campuses related to public services, such 
as education and healthcare, Huawei worked with 
Asia-Pacific carriers to launch the “5G+Wi-Fi+IoT 
converged campus network” solution, which focuses 
on converged IoT and a single network both on 
campus and off campus. The solution allows various 
IoT devices to quickly go online, giving enterprise 
employees quick and smooth access to services both 
on campus and off campus. This solution has greatly 
improved hospital management efficiency and the 
service experience of doctors and patients, helping 
carriers increase their revenue from smart healthcare 
by about 20% year on year. The solution has also 
ensured cloud-based teaching service experience and 
secure access, and doubled carriers’ O&M efficiency.
For small– and medium-sized businesses, such as office 
buildings, roadside shops, and hotels, Huawei and 
carriers jointly launched a simplified and convenient 
one-stop ICT service. This service integrates networking 
and cloud services, addressing the problems presented 
by complex network construction and inefficient 
maintenance of traditional services.
Core Network: Enabling Differentiated 
Service Experiences and Accelerating Business 
Monetization
The development of mobile networks has transformed 
people’s lifestyles. Network traffic has increased 
hundreds of times, new applications have emerged, 
and people have higher requirements on voice, data, 
and video experience.
Huawei worked with carriers to incubate the world’s 
first intelligent, core-network-based dynamic 
experience assurance solution. This solution has 
implemented closed-loop assurance management, with 
perceivable effects, helping carriers increase ARPU, 
accelerate business monetization, and generate more 
network traffic.
5G New Calling is an upgrade for carriers’ basic call 
services. Huawei and carriers have leveraged the 
real-time, multimedia communication platform to offer 
ultra-HD, intelligent, and interactive calling capabilities, 
in order to incubate new services such as visualized 
voice calling, real-time translation, fun calling, and 
AR identification. These services are applicable 
to numerous scenarios such as cross-language 
communication, assistance for those with disabilities, 
family interactions, and remote collaboration. Carriers 
have transformed their business model from voice 
service provisioning to video and content operation 
monetization, making communication more accessible 
and inclusive and better fulfilling social responsibilities.
Digital Service Monetization for New Business 
Growth
Huawei continues to innovate in digital services, 
enabling carriers to increase revenues and making 
monetization more agile. In the B2C inclusive financial 
market, Huawei’s Mobile Money solution had served 
more than 20 countries by 2022. The Mobile Money 
solution provides one-stop mobile wallet, payment, 
and micro-finance services to help promote the 
development of the digital economy in emerging 
markets and make people’s lives easier. Facing new 
business opportunities in the B2B market, the Artificial 
Intelligence Contact Center (AICC) improves customer 
service efficiency and user experience through E2E 
intelligence and converged HD video, upgrading 
the traditional customer service model. In addition, 
Huawei’s cloud native converged billing solution 
(CBS) helps carriers implement service convergence 
and improve operation efficiency. By 2022, the 
new-generation cloud native CBS solution had 
facilitated the cloud migration of more than 20 carriers 
worldwide, and supported the agile monetization of 
their business.
ESG: More Bits, Less Watts
Moving towards an intelligent world, carriers not 
only provide ubiquitous connectivity and the ultimate 
experience for all of society, but also improve the 
energy efficiency of ICT infrastructure. This will drive 
energy conservation and emission reduction, and 
enable green and sustainable development across all 
industries through ICT technologies.

30       Huawei Investment & Holding Co., Ltd.
Jointly Building a Green Indicator System and 
Promoting Industry Consensus
In 2022, Huawei actively participated in the 
formulation of the Network Carbon Intensity Energy 
(NCIe) system and joined with Chinese industry 
partners to release the Proposal for Building a Green 
and Low-Carbon Indicator System for Information and 
Communications Networks. The parties involved jointly 
built end-to-end indicators for all scenarios based on 
network infrastructure energy efficiency.
Huawei supported a Chinese carrier in assessing 
the NCIe and setting energy efficiency improvement 
targets. Huawei also helped improve network energy 
efficiency in all scenarios through simplified site 
reconstruction, all-optical network upgrade, and 
MetaAAU deployment in wireless network.
Additionally, Huawei actively promoted indicator 
innovation. Huawei worked with European carriers to 
conduct the refined evaluation of wireless network 
energy efficiency (NEE 2.0) based on the  
multi-dimensional factors of energy efficiency and user 
experience, and deployed energy-saving solutions by 
different scenarios. This improved the energy efficiency 
of the entire network by more than 20%.
Green Site
Huawei helped carriers improve equipment energy 
efficiency through simplified site reconstruction, 
introduced photovoltaic (PV) deployment solutions to 
increase the proportion of clean energy and reduce 
carbon emissions, and built green data centers to meet 
the requirements of hyperscale green computing.
■	 Highly integrated modules support simplified and 
efficient site reconstruction.
In the Asia-Pacific region, Huawei’s leading 8T8R 
solution was employed by wireless sites. Compared 
with traditional solutions, Huawei’s solution 
reduced the energy consumption of a single site 
by about 26%, enhancing both performance and 
energy efficiency.
■	 Diversified new energy improves the utilization of 
green power.
In Central Asia, Huawei helped carriers deploy 
more than 500 solar sites. New technologies, such 
as shading loss reduction and energy storage 
self-optimization, were used to generate an annual 
power volume of about 1.5 GWh, drastically 
reducing the carbon emissions of networks.
■	 Green data centers greatly reduce the carbon 
emissions of buildings.
In Africa, prefabricated steel-structure modules 
allowed carriers to quickly build data centers, 
with a time to market (TTM) of less than 14 
months, while the carbon emissions produced by 
construction were reduced by more than 60%. 
Furthermore, environment handling units (EHUs) 
were used for cooling, reducing the energy 
consumption of the data center by more than 20%.
Green Network
Huawei leverages all-optical for all scenarios, simplified 
network architecture, and network-wide intelligent 
energy saving to help carriers build high-quality 
networks that offer optimal energy efficiency and user 
experience.
■	 All-optical for all scenarios unleashes the green 
potential of optical fibers.
In Latin America, synchronous digital hierarchy 
(SDH) networks with high energy consumption and 
high idle rates were retired in batches and services 
Huawei uses the green site solution to help carriers improve 
network energy efficiency, save energy, and reduce emissions.

2022 Annual Report
        31
were migrated to new OTN networks. Following 
this reconstruction, carbon emissions were reduced 
by 37%.
■	 Simplified network architecture brings ultimate 
energy efficiency.
In Europe, carriers used Huawei’s converged 
backbone solution to carry multiple services on one 
network, improving network energy efficiency by 
over 30%.
■	 Networkwide, intelligent energy saving helps 
achieve Zero Bits, Zero Watts.
In China, the four-level OLT energy-saving solution 
was deployed on home broadband networks, and 
network energy efficiency was improved by about 
59% when ultimate energy-saving mode was used.
Green Operations
Through user operations, Huawei helped carriers 
migrate users to networks powered by more advanced 
technologies. Through energy conservation policies, 
Huawei helped build visualized and manageable 
energy efficiency indicators, optimizing energy saving 
across entire networks.
■	 In terms of user operations, more energy-efficient 
technologies were used to support both business 
and user development.
In the Middle East, Huawei helped carriers 
implement the 5G user migration policy, which 
reduced the energy consumption of a single site 
with a high proportion of 5G traffic by about 30%.
■	 In terms of energy-saving policies, network 
resource scheduling was intelligently optimized to 
reduce energy consumption.
In Europe, Huawei provided an integrated 4G/5G 
energy-saving solution, reducing the energy used 
by equipment by around 11%. The PowerStar 
intelligent energy-saving solution enabled 
carriers to continuously reduce equipment energy 
consumption and has been applied to more than 
50 networks around the world.
Towards the 5.5G Era
In the future, we expect that individuals, homes, 
and industries will pose higher requirements on ICT 
infrastructure. As demand for immersive services grows 
exponentially, carriers will need to provide users with 
10 Gbit/s connection experiences. In addition, carriers 
need to offer highly-reliable, low-latency networks in 
order to meet industry requirements for digital and 
intelligent transformation.
In July 2022, in a bid to drive the continuous evolution 
of ICT infrastructure, Huawei launched the “Lighting up 
the 5.5G Era” initiative, joining hands with industries to 
move from the 5G era to an even more thriving 5.5G 
era. The ICT network infrastructure of the 5.5G era 
includes 5.5G, 5.5G Core, F5.5G, and Net5.5G. There is 
no doubt that 5.5G is the path towards the intelligent 
world of 2030.
As the 5.5G era unfolds, the network capabilities and 
business value it offers are becoming increasingly 
clear. 5.5G will improve network capabilities by 10 
times and help carriers seize even more business 
opportunities. The number of online users of immersive 
services is expected to increase from 10 million to 
1 billion. The global penetration rate of gigabit and 
higher-bandwidth home broadband will reach about 
55%. The number of 5G private networks deployed 
by global carriers is expected to increase from 10,000 
in the 5G era to more than 1 million in the 5.5G era. 
Furthermore, 5.5G is set to open up new business 
scenarios, and 5.5G passive IoT technologies will be 
employed by numerous industries such as warehousing, 
logistics, and animal husbandry, achieving 100 billion 
connections or more. The harmonized communications 
and sensing network can also be applied to road 
traffic and urban pipeline corridor inspection, making 
urban infrastructure more efficient and secure.
In 2022, Huawei worked with leading carriers and 
industry partners in Europe, the Middle East, and Asia 
Pacific to carry out joint innovation on 5.5G, F5.5G, 
and Net5.5G, together exploring business scenarios 
and verifying key technologies. Huawei joins with 
carriers and industry partners in working towards the 
5.5G era and creating new value together.

32       Huawei Investment & Holding Co., Ltd.
Enterprise Market
Digital transformation is now in full swing. Huawei consistently invests in R&D and innovates in digital 
infrastructure, and works with customers and partners worldwide in a bid to deeply integrate ICT technology 
into industries. Our goal is to accelerate industry digitalization, boost the digital economy, and create new value 
together for all industries.
We believe that a key approach to deepening digital transformation and helping customers create value is finding 
the right technology for the right scenario, which also acts as a driving force behind our continuous innovation in 
various business domains:
■	 From a business domain perspective, we continue 
to pursue technological innovation in domains such 
as connectivity, computing, and cloud.
■	 For cross-technology synergy, we have developed 
26 portfolio solutions to meet the diverse 
requirements of customers at different stages.
■	 Regarding scenario-based solutions, we work with 
partners to help customers overcome challenges 
encountered during the last mile of “finding the 
right technology for the right scenario”. To date, 
we have developed more than 100 scenario-based 
solutions that have been adopted by numerous 
industries.
We have established business units (BUs) that focus on 
specific industries, such as the Mine BU, Smart Road, 
Waterway & Port BU, Government Public Services 
Digitalization BU, Electric Power Digitalization BU, 
Digital Finance BU, and Aviation & Rail BU, bringing 
specialized groups of experts closer to customers’ 
business challenges and more heavily incorporating 
resources, including products and capabilities from 
partners. This aims to provide targeted solutions for 
each industry and allow for more rapid responses to 
customer needs.
Globally, we are bringing partners together and 
working diligently alongside partners to build a 
customer-centric culture and mechanism. We openly 
collaborate and share value with our partners 
to build a robust, win-win partner system that is 
interest-bonded, integrity-centric, and rule-based. 
Through these actions, we are growing together with 
partners and helping customers achieve business 
success.
A Wealth of Experience in Helping Governments and Enterprises Go Digital
Driven by business needs, and always starting out with top-level design, Huawei focuses on creating value for 
customers, and works with governments and leading enterprises worldwide to constantly explore and implement 
the best practices for industry digitalization and help customers go digital. These efforts cover numerous sectors 
such as smart cities, finance, transportation, energy, manufacturing, education, healthcare, Internet, and SMEs.
Smart Cities
Huawei works to help governments around the world go digital, supporting the construction of national digital 
infrastructure and accelerating the digital transformation of public services.
In 2022, we released the Public Services Digital Infrastructure White Paper, in which we proposed a “One Cloud, 
One Network” approach to public services to accelerate government digitalization and create social value. We 
have unveiled portfolio solutions targeting eight key scenarios to help customers build efficient, green, secure, and 
reliable digital infrastructure. We currently serve over 700 cities across more than 100 countries and regions.
In Northern Africa, we have deepened our partnership with a public service customer. By employing our portfolio 
solutions for the private cloud, microwave networks, data centers, and campus networks to modernize ICT 
infrastructure, we have helped the customer provide high-quality, sustainable social security services for citizens.
With the “City Intelligent Twins” universal reference architecture as a foundation, we coordinate multiple 
technologies (e.g., 5G/F5G, cloud, AI, big data, and IoT) to build new infrastructure that can act as the digital 
foundation of cities. Horizontally, we enable service innovation and work alongside partners to develop targeted 
solutions, significantly expanding adoption of digital technology for public services. In 2022, we continued to 
optimize Huawei’s Intelligent City Governance Solution to improve service handling efficiency. The solution 
significantly lowered the number of complaints from citizens and reduced the burden on grassroots government 
workers.

2022 Annual Report
        33
In China, Huawei has helped 30 cities and city districts, 
including the cities of Changsha, Dongguan, and 
Wuhan, as well as Futian District in Shenzhen, win 34 
prestigious smart city awards.
Finance
Building on its innovative technologies and expertise, 
Huawei jointly innovates and openly collaborates 
with financial institutions and partners. By the end of 
2022, the company had served over 2,500 financial 
institutions from more than 60 countries and regions. 
Huawei also continued to promote and expand its 
Financial Partner Go Global Program (FPGGP), which 
aims to help the global finance industry go digital.
Through collaborative innovation in storage, 
computing, network, and cloud technologies, we help 
financial institutions build digital infrastructure that 
offers high performance, availability, security, O&M 
efficiency, and sustainability. In 2022, the Asian Banker 
presented a leading bank and Huawei with the Best 
Bank Infrastructure Technology Implementation in 
China award in the category of Financial Technology 
Awards.
We have delved deep into banks’ transition to 
distributed systems and data intelligence upgrade. 
Our Cloud Native Banking Solution helped a leading 
bank modernize its core transaction system into a 
distributed system, which now serves 650 million users.
Our Financial Data Intelligence Solution helped 
a major bank upgrade its real-time marketing 
decision-making platform. This solution also helped 
commercial banks build a data mid-end, enabling their 
unified marketing, risk control, and operations, thus 
supercharging the digital transformation of regional 
banks.
Using AI decision making powered by 
device-edge-cloud synergy, the financial 
warehouse solution for inventory financing enables 
industry-finance innovation and boosts the real 
economy.
In the securities and insurance domains, we serve more 
than 10 stock exchanges and 100 securities traders 
and work with partners to build digital foundations.
Transportation
Aviation and rail: Huawei has established the 
Aviation & Rail BU that constantly explores industry 
digitalization and technological innovation by focusing 
on industry scenarios. We currently serve over 130 
airports and airlines worldwide, more than 300 urban 
rail lines across over 70 cities, and more than 150,000 
km of railways.
In the aviation domain, we worked with a partner 
to launch the Perimeter Security with Fiber Sensing 
Solution for smart airports. This solution covers long 
distances and guarantees full coverage, preventing 
missed alarms, minimizing false alarms, and ensuring 
the operational safety of airports 24/7. We have 
successfully combined innovative ICT technologies with 
a number of industry scenarios to build a solid digital 
foundation, and helped many airports advance their 
digitalization and build smart airports.
In the urban rail domain, Huawei’s Urban Rail Cloud 
Solution has maintained its leadership position in the 
industry, and helped customers build smart urban rail 
showcases. We have also continued to innovate in the 
areas of urban rail big data, smart stations, and smart 
hubs, become deeply involved in the development of 
related industry standards, and worked with customers 
and partners to drive the industry ecosystem forward.
In the railway domain, we launched the Future Railway 
Mobile Communication System (FRMCS) solution 
that helps railway customers build high-reliability, 
high-bandwidth, and future-oriented train-to-ground 
wireless broadband networks, while also meeting the 
digitalization requirements of railways. The Trouble of 
Moving Freight Car Detection System (TFDS) solution 
Huawei helped an airport build a 
world-leading centralized operations 
and control center based on Total 
Airport Management (TAM). The 
center ensures seamless air-ground 
collaboration, apron collaboration, 
terminal collaboration, and 
traffic collaboration during real-
time information sharing, on-site 
operations, and flight support, making 
the airport a new benchmark for smart 
airports.

34       Huawei Investment & Holding Co., Ltd.
Smart container terminal of a port customer 
supported by Huawei’s smart port solution
for smart railways, jointly developed by Huawei 
and a partner, has passed the acceptance test by a 
railway customer, marking the first time this solution 
has passed any acceptance in the industry. The 
solution can significantly improve TFDS efficiency and 
accelerate the intelligent development of railways.
Roads, waterways, and ports: Huawei currently 
serves over 200,000 km of roads and more than 50 
waterway and port customers across over 30 countries 
and regions. We adhere to a “Platform + Ecosystem” 
strategy, always strive to find the right technology for 
the right scenario, and facilitate smooth mobility and 
logistics. Specifically, our work covers the following:
In the highway domain, we worked with a customer to 
build an all-round dynamic sensing system for a smart 
tunnel and its major junctions. We also worked with a 
customer to build a joint innovation center on smart 
highways and explore best practices in smart tunnel 
construction. Furthermore, we helped another major 
group customer continue to consolidate its big data 
center digitalization platform.
In the urban transportation domain, we worked 
with a customer to develop a new transportation 
management and service model that integrates 
sensing, regulation, and service. This model can 
serve as a benchmark for comprehensive, safe, and 
convenient urban transportation.
In the waterway domain, we teamed up with 20 
partners to establish the Smart Port Global Innovation 
Lab. We also helped a port customer roll out 
5G-powered L4 autonomous driving as it transformed 
into a safe and efficient smart port.
In the land port domain, we have worked with a port 
customer to develop a smart land port solution that 
supports the display of all operation status on a single 
Huawei jointly innovates with a customer 
in the urban rail domain on building 
5G-powered smart urban rail to explore 
5GtoB showcases.

2022 Annual Report
        35
screen, integrates smart inspections and customs 
clearance, and enables remote command. The solution 
has created a new smart port model that helps ports 
become more open, simplify management processes, 
and facilitate faster customs clearance to increase 
trade.
Energy
Electric power: Huawei has combined ICT 
technologies with industry best practices and digital 
platforms for electric power, to build end-to-end 
electric power solutions based on our Spark 
architecture that help power companies move towards 
secure, efficient, and green operations. We also 
published the Electric Power Digitalization 2030 white 
paper, which draws a digital twin blueprint of the 
future electric power system featuring deep integration 
between digital and electric power technologies. To 
date, Huawei has established extensive partnerships 
with more than 190 power companies worldwide.
The power communication network we built for a 
power company meets both optical service unit (OSU) 
and automatically switched optical network (ASON) 
standards, creating a solid communications foundation 
upon which the company can build a new electric 
power system. For power grids, our digital converter 
station solution has helped ultra-high voltage (UHV) 
converter stations constantly improve operating 
efficiency. The solution has also been essential to the 
creation of a thriving application system. In addition, 
we have worked with partners to develop an intelligent 
substation inspection solution, which has been 
successfully deployed in the Middle East. A power grid 
company partnered with Huawei to innovate and pilot 
cloud orchestration on software in order to support 
the display of the entire power distribution network on 
a single screen (including the status of equipment and 
services), and overcome challenges encountered during 
the last mile of power supply services.
In the service domain, we have continued to work 
extensively with customers to explore new methods of 
electric power bandwidth operations and maximize the 
value of power assets. Huawei’s intelligent net-zero 
carbon campus solution won the Champion Award 
(E-Environment Category) at the World Summit on the 
Information Society Forum 2022.
Oil and gas: Huawei currently serves more than 20 
world-leading oil and gas companies.
Regarding oil and gas production, Huawei has 
launched the Intelligent Oil & Gas Fields Solution, 
which covers intelligent wellsites, intelligent stations, 
and an integrated oil and gas field network. We have 
worked alongside oilfield customers to innovate and 
develop leading digital and intelligent technologies. 
The goal is to build an intelligent, industry-leading oil 
and gas field by enabling full network coverage during 
on-site oil and gas production of the oil and gas field, 
collection of all relevant data, and comprehensive 
on-site sensing.
For oil and gas storage and transportation, we have 
worked alongside a number of customers to explore 
how to achieve visualization, manageability, and 
controllability of the operation process based on 
Huawei’s security operations management platform, 
intelligent pipeline monitoring and warning solution, 
and other solutions. Together, we have also examined 
how to build intrinsic safety into on-site operations. 
Ultimately, these efforts aim to monitor pipeline 
security and provide alarms around the clock, and 
guarantee the security of energy transmission.
Huawei’s digital converter station 
solution helps UHV converter stations 
pursue digital transformation in the 
areas of production, operations, 
management, and collaboration, offering 
a showcase for the digitalization of 
power grids worldwide.

36       Huawei Investment & Holding Co., Ltd.
Regarding refined oil sales, we launched the Smart Gas 
Station Solution, which creates a converged platform 
based on edge intelligence and aggregates necessary 
ecosystem capabilities. In this way, the solution helps 
oil retailers realize precise marketing, agile services, 
simplified operations, and smart decision making.
Mining: Our Mine BU has teamed up with both 
partners and mining companies to accelerate the 
implementation of our intelligent mining solutions that 
adopt the industrial Internet architecture. We provide 
digital services for many Chinese mining companies, 
including major coal groups and metal and non-metal 
mining groups:
■	 Our MineHarmony smart mining OS has been 
successfully operating on more than 3,300 sets of 
equipment for over a year.
■	 Our AI mining model was commercially deployed 
by a mining company for the first time, and is set 
to facilitate the future large-scale adoption of AI 
during mining.
■	 We helped mining customers make their entire 
coal mines intelligent and deploy a digital twin 
that covers every aspect of a coal mine to enable 
the manageability and visualization of personnel, 
mechanical, and environmental data. As a 
result, the number of workers who need to work 
underground has been reduced and the productivity 
of each shift has significantly increased.
Our innovative solutions, such as intrinsically safe IP 
and F5G products and remotely controlled coal mining 
based on video splicing and 5G, have received high 
industry acclaim. These solutions have helped mining 
companies usher in a new intelligent era.
Huawei partners with mining 
customers worldwide to make mines 
smarter, safer, and more efficient 
through the application of 5G, AI, and 
Industrial Internet technologies.
Huawei partnered with a gas customer 
to build smart natural gas stations, 
apply digital and intelligent technologies 
to traditional business scenarios at gas 
stations, and build intrinsic safety into 
pipelines and facilities.

2022 Annual Report
        37
Manufacturing
As a manufacturing company itself, Huawei leverages 
its own digitalization experience and ICT products 
and technologies, and works with industry partners, 
to support the digitalization of other manufacturing 
companies and help the industry shift towards 
intelligent manufacturing.
In the R&D domain, we provide solutions like the 
engineering simulation platform and high-performance 
desktop cloud to help automakers, electronics 
companies, pharmaceutical companies, and many 
others improve their operating efficiency and 
accelerate product innovation.
In the production domain, we have helped 
manufacturing companies build fully-connected 
factories powered by Wi-Fi 6 and F5G, thus connecting 
more production line equipment to the network 
and making scheduling more flexible. We help 
manufacturing companies optimize their production 
technologies and processes and improve quality 
through the acquisition and analysis of key production 
data.
In the infrastructure domain, we helped many 
manufacturing companies build all-flash data centers. 
Our active-active solution ensured zero data loss and 
supported the reliable operations of customers’ core 
R&D systems.
Education
Huawei applies connectivity, cloud, and other ICT 
technologies to education to help universities 
and vocational schools cultivate innovative talent, 
accelerate innovation related to teaching and scientific 
research, and bridge the digital divide. We also actively 
work to drive equity in basic education. To date, we 
have served more than 2,800 education ministries, 
universities, and research institutes in over 120 
countries and regions.
In higher education, more than 30 of the QS World 
University Rankings’ top 100 universities have chosen 
Huawei as their partner for digital transformation.
In basic education, Huawei’s Smart Education 
Solution developed based on cloud, network, and 
device capabilities features one screen, one network, 
one platform, one cloud, and one portal. China’s 
Ministry of Education has decided to pilot a project on 
the digital transformation of education in Shanghai. 
In support of this project, we have provided cloud, 
big data, and other key technologies to accelerate the 
digitalization of education in Shanghai.
Healthcare
Huawei’s ICT solutions currently serve more than 2,800 
medical institutions in over 90 countries and regions.
In China, we support the development of smart 
hospitals to help ensure safe and more efficient 
hospital operations and increase the quality of hospital 
services. We have helped multiple grade A tertiary 
hospitals go digital and currently serve more than 
1,800 tertiary hospitals. Huawei has served 97 of the 
top 100 hospitals on the 2021 China Hospital Rankings 
list released by the Hospital Management Institute of 
Fudan University.
In Europe, Huawei’s all-flash storage system supports 
the efficient and stable operations of core service 
systems in hospitals and protects medical data 
throughout its lifecycle. A provider of senior care 
services used Huawei’s converged campus network 
solution to provide green, sustainable, stable, and 
high-quality network services for its clients.
Internet Services
Huawei has provided connectivity, data center 
infrastructure, and public cloud solutions to more than 
2,600 Internet service providers (ISPs) across the globe, 
while working with partners to accelerate the Internet 
service industry’s shift to an all-optical, intelligent, and 
service-based industry.
Regarding Internet access and enterprise 
connectivity, we provide a full portfolio of products 
and solutions that cover access networks, metropolitan 
area networks, and backbone networks to help ISPs 
build ultra-broadband networks capable of supporting 
intelligent operations and delivering superior service 
experiences.
In Internet data center services, our green, 
low-carbon data center solutions can be employed to 
build efficient, green, and secure data centers. We also 
help managed service providers provide cloud-based 
network services and storage hosting services.
For Internet content services, we develop innovative 
Internet data center infrastructure and Internet public 
clouds that can work together to help customers across 
various industries, such as e-commerce, audio and 
video, and gaming, make the most of their resources 
and achieve service agility. In China, we currently serve 
90% of the top 50 e-commerce companies, 85% of the 
top 50 gaming service providers, and 75% of the top 
50 culture and entertainment companies.

38       Huawei Investment & Holding Co., Ltd.
SMEs
As the digital economy gains traction, an increasing 
number of SMEs find themselves in urgent need 
of digital technologies so that they can boost their 
operating efficiency and revenue. For the global 
commercial and distribution market, Huawei has 
established business teams that work alongside 
partners to help SMEs go digital faster.
Based on the business processes of our customers 
and integrators, we focus on five areas (i.e., R&D, 
marketing, sales, supply, and services) as we look 
to develop more marketable products and solutions 
and optimize our business processes, organizational 
structure, and IT systems. This is intended to offer 
our partners comprehensive support when they sell 
and deliver Huawei products and solutions and serve 
customers.
For partners, we have developed a one-stop digital 
operations platform through which more than 500 
marketable products and 70 scenario-based solutions 
for the commercial market have been launched. 
Covering over 10 industries, these products and 
solutions help partners improve their efficiency 
in marketing, customer expansion, sales order 
distribution, order management, and service support.
To better serve SMEs, Huawei has launched the 
transformation of its distribution business, which 
entails the systematic optimization of the business. We 
have established six distribution product R&D teams 
and invested dedicated R&D resources into these 
teams in a bid to develop competitive, marketable 
products with a focus on distributors and engineering 
contractors. Our comprehensive channel system, 
healthy market, practical marketing, and efficient 
digital operations platform for the distribution business 
come together to boost transaction efficiency, help 
distribution partners develop engineering contractors 
and installation service providers, and effectively 
support the SME market.
Intelligent Campuses
Huawei’s portfolio solutions for intelligent campuses 
pre-integrate ICT technologies, targeting high-value 
scenarios, and constantly build competitiveness 
in multi-product convergence to support industry 
digitalization. Together with our partners, we have 
used these solutions to serve more than 850 customers 
across various sectors, including government, 
education, healthcare, manufacturing, and port, 
helping them create intelligent campuses that are 
efficient, green, and convenient. Two examples are as 
follows:
■	 In China, we worked with partners to help a 
customer build a demonstration system for 
integrated security and fire safety in warehouses. 
We also helped the customer explore the best 
models for building standardized and integrated 
campus IoT platforms and campus management 
business platforms that could enable the 
process-based and digital management of people, 
equipment, and incidents. Our solutions now 
cover 23 warehouses and 1 office building of the 
customer, connecting over 10,000 sets of security 
and fire safety equipment.
■	 In Asia Pacific, we worked with partners to build 
a global flagship intelligent campus that covers 
office, hotel, residential building, and commercial 
scenarios. The unified business management 
platforms and ICT infrastructure we built for this 
campus support smooth evolution and echo the 
customer’s vision for sustainable development.
Data Centers
Huawei fully leverages its strong business portfolios 
to drive the development of new data centers that are 
intelligent, intensive, and green. We have launched 14 
portfolio solutions that make it easier for customers 
and partners to design and select products. These 
solutions accelerate the launch of services through 
pre-integration and pre-verification, and have already 
been adopted by more than 160 customers in 
numerous sectors like finance and government. For 
example:
■	 In the finance sector, we launched the industry’s 
first unified disaster recovery portfolio solution 
based on Storage & Optical Connection 
Coordination (SOCC) to help customers build highly 
stable and reliable active-active data centers.
■	 In the government sector, our multi-level DC 
solution enables data center consolidation and 
upgrade, ensures efficient business collaboration 
between head offices and branches, and reduces 
O&M costs.
■	 The Research Report on the Green and 
High-Quality Development of Data Centers we 
published in 2022 provides reference standards 
for the development of data centers in China, 
particularly regarding the implementation of the 
“Eastern Data, Western Computing” project.

2022 Annual Report
        39
WANs
Industry digitalization is accelerating service migration 
to the cloud. WANs, which serve as the foundation for 
extensively connecting campuses, sites, data centers, 
and other types of production sites, are undergoing 
a transformation from connecting support systems to 
connecting production systems. Industries continue to 
ramp up investment in WANs.
Building upon Huawei’s strengths in IP and optical 
technologies, we have developed six portfolio solutions 
that target business scenarios such as production, 
office automation (OA), and public services. These 
solutions have been adopted by customers across 
a range of sectors including government, energy, 
transportation, finance, and ISPs, helping all of them 
build intelligent WANs with committed SLAs and 
optimal service experience, unleash the potential of 
data, and accelerate digital transformation.
WANs are shifting from siloed network construction 
towards intensive network construction and then 
onto service-oriented unified operations. Huawei 
is pioneering the development of service-oriented 
WANs and has proposed the innovative Network 
Smart-cockpit Solution, which facilitates the 
service-oriented operations of government extranets.
Digital Sites
Huawei has launched a series of portfolio solutions 
for digital sites by focusing on the digitalization of 
outfield infrastructure in three key areas: digital pole 
sites, digital pipelines, and digital stations. We employ 
the latest ICT technologies, such as those related to 
sensing, connectivity, and computing, to outfields, and 
work closely with customers and partners to deploy 
open and intelligent sensing networks, enable industry 
digitalization, and drive society forward.
■	 Our Radar- and Video-based Management Pole Site 
Portfolio Solution enables “intelligent highways” 
that support accurate, long-distance sensing and 
are easy to build, operate, and maintain. This fulfills 
customer requirements for rapid deployment, 
accurate sensing, and refined management and 
control.
■	 Our Perimeter Protection Site Portfolio Solution 
applies digital technology to perimeter protection, 
significantly reducing the manpower required for 
inspections and simplifying equipment O&M.
■	 Our Integrated Digital Station Portfolio Solution 
streamlines systems within a station, centrally 
manages equipment, and slashes or even 
eliminates the manpower required for operations, 
significantly improving overall operating efficiency.
A Thriving Enterprise Ecosystem and 
Global Service Capabilities
Huawei is constantly teaming up with more and more 
partners, and continues to invest in and optimize the 
talent ecosystem. We will continue working with our 
partners to provide consistent, high-quality services to 
customers.
Partner Strategy
In the enterprise market, Huawei is absolutely 
committed to its Being Integrated strategy in the long 
term. We consistently implement fair, just, transparent, 
and simple partner policies, and openly collaborate and 
share value with our partners. Our goal is to build a 
robust, win-win partner system that is interest-bonded, 
integrity-centric, and rule-based.
By the end of 2022, we had over 35,000 partners 
worldwide, including more than 25,000 sales partners, 
8,000 solution development and service partners, and 
2,400 talent alliance partners.
Moving forward, we will continue helping partners 
increase profits, simplifying our partner policies, 
improving partners’ capabilities, developing digital 
toolkits, and building healthy ecosystems. Throughout 
this process, we will also increase our investment 
in partners, further our efforts regarding partner 
development and engagement, and build the 
cornerstone for our long-term survival and rapid 
development.

40       Huawei Investment & Holding Co., Ltd.
Connectivity
As we stride towards an intelligent world, unprecedented new requirements for connectivity will be raised by 
individual users, homes, and industries. Individual users will need ubiquitous 10 Gbit/s connections for extended 
reality (XR), new calling, and other emerging services. Homes will need 10 Gbit/s experience for a range of smart 
services backed by all-optical networks. As industries go digital, they will develop diverse requirements for both 
the quantity and quality of connections and sensing capabilities, as well as new requirements for the intelligent 
scheduling of computing power. To address these needs, Huawei has worked with industry partners to define 5.5G 
and drive the connectivity industry forward.
Wireless Network
■	 Robust and coordinated development across 
the wireless industry
–	 5G has progressed by leaps and bounds, thanks 
to the concerted efforts of the entire industry. 
At present, more than three million 5G sites are 
in operation, serving over one billion 5G users 
globally, an increase of over 100% YoY.
–	 5G plays a vital role in the digital 
transformation of industries. Huawei has 
developed insights into the needs of vertical 
industry users, and collaborated with carriers 
and industry partners to accelerate 5G adoption 
in verticals. So far, more than 20,000 5G 
industry applications have been launched.
–	 5G-Advanced has been defined as the next 
evolution of 5G, and Huawei and its partners 
are working to drive the 5G-Advanced industry 
forward. Together, we will press ahead with the 
work of Releases 18, 19, and 20 in an orderly 
manner, defining technical specifications and 
enriching the connotations of the technology. 
Our efforts will further boost 5G network 
performance, enrich 5G system capabilities, and 
drive wider adoption of 5G applications.
Talent Ecosystem
Huawei works to build talent ecosystems for 
teachers and students, lifelong learners, and 
industry practitioners by establishing talent alliances, 
contributing to talent standards, improving talent 
capabilities, and communicating the value of talent in 
order to improve digital skills throughout society.
The Huawei ICT Academy program is a partnership 
between Huawei and universities that aims to 
share Huawei’s cutting-edge ICT technologies with 
universities worldwide and cultivate new ICT talent. 
By the end of 2022, we had established Huawei ICT 
Academies with more than 2,200 universities across 
the globe. Through this program, we train an average 
of more than 200,000 students each year. Furthermore, 
the Huawei ICT Competition provides an international 
platform through which university students from 
around the world can compete and share ideas with 
each other. The sixth Huawei ICT Competition, held in 
2022, attracted 150,000 university students from 85 
countries and regions.
Huawei continuously optimizes its certification system, 
which covers both career certifications and specialist 
certifications. By the end of 2022, we had presented 
over 750,000 certifications worldwide, including more 
than 21,000 Huawei Certified ICT Expert (HCIE) 
certifications. Engineers who hold our certifications 
are valuable resources for industry digitalization 
worldwide.
Enterprise Services
Huawei always remains customer-centric when 
providing services to enterprise customers, and 
constantly works to improve their service experience. 
We collaborate with over 6,000 service and operation 
partners to provide consistent, high-quality services 
to more than 56,000 customers worldwide. In 2022, 
we supported the secure and stable operations of 
more than 120,000 customer networks, and customer 
satisfaction with our services constantly improved. 
Huawei was positioned by IDC MarketScape as a Major 
Player of enterprise services, showing that our service 
capabilities have received wide acclaim.
We have continuously increased our investment 
into industry digitalization services, and developed a 
series of service and delivery tools to enhance service 
automation and intelligence, providing industry 
customers with services at every stage of the solution 
lifecycle, from consulting, design, and implementation 
to O&M support. Our training and certification 
programs serve as a major source of high-quality 
talent for industry digitalization.

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        41
■	 Continuously improving solutions for all 
scenarios to help carriers build green 5G 
networks with superior experience
–	 5G is already in large-scale commercial use 
across the globe. Thanks to its ability to 
support Massive MIMO and large bandwidths, 
5G has delivered a 10-fold improvement in 
user-experienced rates, enabling a gigabit 
experience everywhere. Based on its ongoing 
innovation in software and hardware, Huawei 
has launched a full series of MetaAAU products 
for all scenarios, in order to increase uplink and 
downlink coverage, optimize user experience, 
and slash energy consumption. As part of 
our goal to drive all bands to 5G, we have 
leveraged ultra-wideband and multi-antenna 
technologies to efficiently integrate discrete 
spectrums. By doing this, we help carriers 
simplify multi-band deployment, improve 
spectral efficiency, and ensure the experience of 
both 5G and 4G networks.
–	 In indoor scenarios that require large network 
capacity (e.g., shopping malls, airports, and 
stadiums), Huawei’s LampSite series solutions 
– supported by distributed Massive MIMO 
– provide users with a ubiquitous gigabit 
experience comparable to what’s available in 
outdoor settings. Our solutions are building 
momentum for indoor digitalization with 5G.
–	 In remote rural areas, Huawei’s RuralLink 
solution simplifies network deployment by 
eliminating the need for equipment rooms, fiber 
cables, and mains power. Huawei is committed 
to collaborating with carriers and industry 
partners to connect the unconnected and bring 
the benefits of mobile broadband to everyone.
–	 In addition, Huawei brings intelligence to 
wireless networks and enables in-depth 
collaboration between all bands and all 
scenarios. Our intelligent solutions help carriers 
meet a diverse range of service requirements 
while boosting O&M efficiency and user 
experience and reducing energy consumption.
■	 Driving industry evolution towards 5.5G to 
embrace an intelligent world
–	 An intelligent world is fast approaching. During 
digital transformation, industries face a growing 
array of new requirements, which in turn raises 
the bar for their wireless networks. Huawei and 
its industry partners have jointly defined the 
5.5G industry vision and reached a consensus 
on the characteristics of 5.5G networks. 
We believe that 5.5G will provide a 10-fold 
improvement in network capabilities, offering 
10 Gbit/s experience, 100 billion connections, 
and native intelligence. 5.5G will be a key 
milestone on the path to the intelligent world.
–	 The wireless industry is making meaningful 
efforts in 5.5G technological research and 
standardization. The verification of key 5.5G 
technologies, including flexible spectrum access, 
ultra-large uplink, and low-power high-accuracy 
positioning, has been completed. These 
technologies have gained enormous recognition 
within 3GPP.
–	 Advances in standardization, spectrum, 
industry chain, and ecosystem development 
will turn 5.5G from an agreed idea into a true 
reality. Together with its industry partners, 
Huawei aims to contribute to a mature 5.5G 
industry and lay the groundwork for 5.5G 
commercialization, thus paving the way for the 
intelligent world.
Cloud Core Network
5G is now in the fast lane. New services and scenarios 
targeting individuals, homes, and businesses are 
continuing to emerge, and demand for video and 
interactive calling is soaring. Immersive video 
technology is reaching maturity. As industries go 
digital, their networks will face a growing array 
of new requirements in different scenarios. All of 
these developments raise the bar for networks. The 
industry has reached a consensus on the evolution 
direction of 5.5G Core and relevant key technologies. 
Comprehensively enhancing connectivity and achieving 
full-service enablement will be key to unleashing the 
potential of networks and creating value across the 
industry.
Huawei’s Single Packet Core (SPC) and Single Voice 
Core (SVC) solutions are built on a dual-engine Telco 
Converged Cloud to support 2G, 3G, 4G, NSA 5G, and 
SA 5G, helping carriers rapidly launch 5G services 
and deliver differentiated experiences. Huawei’s 
autonomous driving network (ADN) solution props up 
core networks with agile delivery, high reliability, and 
optimized experience, enabling automated delivery 
and proactive fault prevention. Huawei has been 
recognized by consulting company GlobalData as 
the sole leader in both 5G Core and IP Multimedia 
Subsystem (IMS).

42       Huawei Investment & Holding Co., Ltd.
In the voice domain, voice and video calling will 
transform into intelligent and interactive calling. 
Huawei’s New Calling solution is based on a “1 + 3 + 
N” architecture. Specifically, this solution leverages a 
New Calling Service Enabling Platform (“1”) to create 
UHD, intelligent, and interactive calling capabilities 
(“3”), which carriers can use to develop a great variety 
of innovative services (“N”) such as visualized voice 
calling, real-time translation, and fun calling. Our 
solution will contribute to a new future of calling.
In the video domain, multi-screen interaction and 
social video are gaining traction. The Huawei Envision 
Video solution supports the hybrid deployment of 
both IPTV and OTT. The Huawei Vivision solution 
automatically converts video content, both on-demand 
video and live streams, into 3D video streams. These 
solutions put carriers in a better position to turn video 
into their new source of growth.
5G industry private networks based on multi-access 
edge computing (MEC) have become essential 
ICT infrastructure of enterprises. Through MEC to 
X, Huawei provides scenario-based solutions for 
manufacturing, mining, power grids, and other 
industries, accelerating their digital transformation. At 
the 2022 5G World Summit, Huawei was presented 
with the Enterprise 5G Leadership Award.
Optical
Huawei continuously innovates in optical transmission, 
optical access, and optical applications. Through 
cooperation with our customers, partners, and industry 
organizations, we are supporting the sustainable 
development of a green all-optical industry and 
turbocharging digital transformation.
Collaborating with industry partners to support 
the sustainable development of a green all-
optical industry
The European Telecommunications Standards Institute 
(ETSI) has developed the definition for the fifth-
generation fixed network (F5G), and, in September 
2022, released the F5G Advanced and Beyond 
white paper. The industry has reached a preliminary 
consensus on F5G’s enhanced capabilities and the 
three new directions of F5G Advanced (F5.5G). Huawei 
will keep innovating on F5.5G and developing more 
application scenarios alongside carrier, enterprise, and 
government customers, as well as industry partners to 
build a flourishing ecosystem.
Innovating nonstop to stride towards the 
intelligent world
■	 Optical transmission
Large bandwidth, low latency, and high reliability 
are basic carrier requirements for both 5G and F5G 
gigabit optical networks. Huawei has released a full 
range of 400G solutions that carriers can use to 
build gigabit networks for all of their services and 
scenarios. By the end of 2022, our 400G solutions 
had served more than 60 carriers worldwide. Our 
OptiX Alps-WDM solution brings optical switching 
into aggregation and access network sites, and 
creates a dynamic bandwidth resource pool to 
provide 100G access to every site, offering an 
optimal experience and enabling carriers to achieve 
the high-quality development of all their services.
GlobalData ranked our OptiX OSN 9800 as 
the leader in its Core Packet-Optical Platform: 
Competitive Landscape Assessment and Metro 
Packet-Optical Transport: Competitive Landscape 
Assessment reports. GlobalData also named our 
OptiX OSN 1800 as the leader in its Packet-Optical 
Access: Competitive Landscape Assessment report.
■	 Optical access
Home broadband networks will evolve into F5G 
gigabit networks that provide 10 times larger 
bandwidth, 100 times more connections, a 
millisecond-level latency, and seamless Wi-Fi 
roaming. To support this evolution, Huawei has 
launched FTTR OptiXstar F30, an all-optical FTTR 
networking product that offers 2 Gbit/s  
bandwidth, in order to bring digital lifestyles 
to the next level. Huawei has also worked with 
over 20 leading carriers on next-generation PON 
innovation. Through these efforts, we aim to help 
carriers navigate their evolution to F5.5G 10 Gbit/s 
networks.
At the 2022 Broadband World Forum, Huawei 
received the Outstanding FTTH Solution Award for 
its SingleFAN Pro solution, which leads the way in 
next-generation optical access evolution.
■	 Enterprise optical network
Huawei’s FTTO solution has helped more than 
6,000 industry customers from over 50 countries 
efficiently build green, simplified smart campus 
networks. In addition, we have launched the 
MiniFTTO solution for micro and small campuses,

2022 Annual Report
        43
helping small and micro businesses go digital 
faster. We have also released the industry’s first 
Storage-Optical Connection Coordination (SOCC) 
solution for the finance sector to support stable 
and reliable financial transactions; and perimeter 
detection solutions that leverage optical-visual 
linkage to realize high-precision, all-weather, and 
full-coverage protection and detection for airports, 
railways, and other sectors.
■	 Optical applications
Huawei is bringing its innovations in optical 
communications to power optical applications to 
create tangible value for a growing number of 
industries.
Data Communications
As digital transformation continues to advance and 
commercial intelligent applications become more 
commonplace, the data communications industry is 
moving faster towards Net5.5G. Huawei Datacom is 
committed to making IP on Everything a reality. With 
this in mind, we have continuously upgraded our 
Intelligent Cloud-Network Solution, which is powered 
by our AirEngine, CloudEngine, NetEngine, and 
HiSecEngine data communications products. Huawei 
was named a Leader in the 2022 Gartner® Magic 
Quadrant™ for Enterprise Wired and Wireless LAN 
Infrastructure. Going forward, Huawei will continue 
to work with its customers, partners, and industry 
organizations to drive an industry consensus on 
Net5.5G and accelerate innovation in related business 
scenarios.
■	 Campus network
Campus networks are evolving and merging with 
office and production environments. Huawei’s 
CloudCampus 3.0 solution enables businesses 
to build simplified networks that can serve 
as innovative infrastructure for premium user 
experience. Specifically, in office scenarios, our “200 
Mbps @ Anywhere” solution, which is built upon 
Huawei’s CloudEngine S8700 and AirEngine AP, 
supports audio and video conferencing, along with 
other novel services. In production scenarios, our 
high-performance core switch CloudEngine S16700 
and intrinsically safe APs bolster wireless industrial 
networks to make them superfast, stable, and 
reliable. In multi-branch interconnection scenarios, 
our SD-WAN solution integrates security, switching, 
and routing functions to enable on-demand 
connections across branches and clouds, making 
cloud migration more efficient.
■	 Data center network
Increasing adoption of multi-cloud architectures 
and requirements for diversified computing power 
are driving data center networks to embrace 
hyper-converged Ethernet. Huawei’s CloudFabric 
3.0 solution leads the industry with its L3.5 ADN 
capabilities, making it possible for businesses to 
roll out multi-cloud heterogeneous networks within 
minutes and achieve integrated O&M for both 
applications and networks. The hyper-converged 
lossless Ethernet of CloudFabric 3.0 helps 
boost computing efficiency and reduce energy 
consumption per unit of computing power. Our 
CloudEngine data center switches stand out thanks 
to their ultra-large capacity, reliability, intelligent 
functions, and green features. These switches are 
essential for businesses hoping to build a trusted 
and reliable data center network with an advanced 
architecture and full set of functions.
■	 WAN
Carriers need to build converged transport 
networks in order to achieve growth in the mobile, 
home broadband, and B2B markets. That’s where 
Huawei can help. Our universal-service routers 
utilize 400GE and 800GE metro and backbone 
ultra-broadband technologies, and provide digital 
maps, SRv6, and slicing capabilities that carriers 
can use to build premium private lines and create 
connections within minutes to address enterprise 
customers’ demand for multi-cloud connection. 
Enterprise WANs are evolving to deliver multi-
service transport and leverage IP technology for 
production services. Huawei’s CloudWAN 3.0 helps 
create megabit-level network slices to effectively 
support mission-critical services. Featuring 
innovative technologies such as 400GE, 800GE, 
and IPv6 Enhanced, our NetEngine routers are 
essential for full-service convergence, differentiated 
assurance, and intelligent O&M for WANs.
■	 Cyber security
As digital transformation ramps up, and 
connections and applications continue to multiply, 
the boundaries of cyber security continue to 
expand. In response to this growing challenge, 
Huawei has launched the HiSec 3.0 solution, which 
uses a three-layer architecture (cloud, local, and 
edge) and enables integrated defense through the 
synergy of the cloud, network, and security devices. 
Huawei’s HiSecEngine series, all-in-one intelligent 
security gateways, are a great fit for businesses 
seeking to build resilient and secure networks.

44       Huawei Investment & Holding Co., Ltd.
Computing
With the intelligent world fast approaching, data has become the new primary factor of production and computing 
power the new productivity. In the intelligent era, we will see a massive explosion in data, ubiquitous computing, 
and a proliferation of intelligent applications aimed at different scenarios. As these scenarios and data types 
will come in a greater variety, diversified computing is the way forward. At Huawei, we are committed to open 
collaboration for shared success. Together with our partners around the world, we are providing diversified 
computing, ushering in a new era of computing that benefits everyone.
ecosystems. openGauss has been adapted to more 
than 500 solutions across different sectors, including 
government, finance, and telecommunications.
Ascend: An intelligent foundation to accelerate 
industrial intelligent transformation
The past year has seen rapid development of Ascend 
AI which continues to grow in its role as an intelligent 
foundation for industries. Huawei is now working with 
more than 1.2 million developers on Ascend, and our 
more than 1,000 independent software vendors (ISVs) 
have launched over 2,000 industry-specific AI solutions.
Our heterogeneous compute architecture CANN 
already supports multiple mainstream AI frameworks. 
The new version released in 2022 also supports native 
C/C++ operator development, lowering the threshold 
for operator development and making development 
more efficient. The MindSpore open source community 
continues to grow and pool the wisdom of more 
developers. It has already received contributions from 
8,700 developers and collaborated with more than 
200 universities and research institutes on innovation, 
with more than 800 enterprises receiving MindSpore 
technical certification.
Ascend is also facilitating deep dives into AI for a wide 
range of sectors, including smart city, manufacturing, 
finance, telecommunications, healthcare, and 
education. In the coal mining industry, Ascend AI 
is being used to improve productivity, safety, and 
reliability. In steelmaking, Ascend AI is being used to 
automate the entire rough rolling process through 
intelligent angle identification and automatic angle 
adjustment, freeing human operators from this labor-
intensive work in extremely hot, raucous environments. 
In addition, an all-in-one sign language teaching 
device powered by Ascend AI has been developed to 
eliminate learning barriers for the hearing impaired 
by using multi-modal interaction features. It can 
automatically generate images and videos from text, 
interpret sign language, recognize facial expressions, 
and read lips in real time to make learning more 
interactive for the hearing impaired.
Co-creating the Foundations for a Vibrant 
Digital and Intelligent Industry Ecosystem
Huawei is committed to accelerating the digital and 
intelligent transformation of industries by developing 
the computing industry around Kunpeng and Ascend. 
Kunpeng features general-purpose computing 
capabilities while Ascend targets AI computing 
capabilities. Sticking to our strategy of “open hardware, 
open source software, partner enablement, and talent 
cultivation”, we work with our partners to drive the 
computing industry forward and foster a vibrant 
ecosystem.
So far, more than 5,200 partners and 3.1 million 
developers have joined the Kunpeng and Ascend 
ecosystems, and more than 14,000 solutions have 
been certified. Together, we have trained over 5,000 
instructors and 500,000 students to provide the talent 
the industry will need to thrive.
Kunpeng: A digital foundation to dive deep into 
industrial digital transformation
In 2022, we went beyond application porting to 
supporting Kunpeng-native development, making 
Kunpeng not just usable, but useful. We are now 
working with more than 4,200 partners and 1.9 million 
developers on Kunpeng, and together we have made 
more than 12,000 Kunpeng-compatible solutions 
available.
Huawei has upgraded the Kunpeng DevKit and the 
Kunpeng BoostKit to make development more efficient 
for developers and improve application performance.
The past year also saw creative and dynamic 
development in the two open source communities 
– openEuler and openGauss – as more and more 
developers, enterprises, and institutions joined. Nine 
major operating system (OS) partners have released 
commercial distributions based on openEuler 22.03 
long term support (LTS). Multiple openEuler Ecosystem 
Innovation Centers have been established to support 
the development of local foundational software

2022 Annual Report
        45
Nonstop Innovation for a High-
performance, Reliable, and Green Storage 
Foundation
Huawei continues to innovate in data storage and 
provides customers with products and solutions that 
span all domains and scenarios, in a bid to satisfy 
requirements for sufficient storage, free mobility, and 
the full utilization of mass data.
In terms of critical enterprise applications, Huawei 
offers storage solutions that cover the entire lifecycle, 
from data production to data backup and archiving. 
Our latest OceanStor Dorado All-Flash Storage 
supports the Geo-Redundant 4-Data-Center Disaster 
Recovery Solution, while also featuring active-active 
capabilities for enterprise network-attached storage 
(NAS). Every year since 2016, Huawei has been 
named a Leader in Gartner® Magic Quadrant™ for 
Primary Storage. In addition, Huawei launched a four-
layer ransomware protection solution which detects 
ransomware with 99.9% accuracy, providing enterprises 
with a last line of defense.
Furthermore, Huawei’s OceanStor Pacific Scale-Out 
Storage solution was launched to support the value 
extraction, decision-making analysis, and long-term 
archiving of mass, exabyte-level unstructured data. The 
solution uses a groundbreaking multi-DC, multi-active 
data recovery (DR) architecture, features cross-domain 
high-ratio erasure code (EC), and doubles the overall 
utilization rate. The solution can effectively support 
various service types, such as high-performance 
computing, big data analytics, and mass data backup 
and archiving. The OceanStor Pacific Series has been 
recognized with a Gartner® Peer Insights Customers’ 
Choice distinction.
Regarding cloud and Internet data centers, Huawei 
advocates an innovative diskless architecture for 
servers. Huawei has also launched OceanDisk products 
to leverage the advantages of storage and computing 
separation, based on diskless servers, slashing both 
data center footprint and power consumption by 40%.
To support data storage in branch and edge scenarios 
and small- and medium-sized data centers, Huawei 
has launched a number of products and services, 
including the hyper-converged software and tool 
suite FusionCube, the DME IQ Intelligent Cloud O&M 
Platform, the HUAWEI Blue Whale Marketplace, and 
hyper-converged computational storage hardware. 
These products and services have helped us realize 
a leap in development from device convergence to 
application convergence, from center to edge, from 
single computing architecture to diversified computing 
power, and from single-vendor full-stack integration 
to software and hardware ecosystem collaboration. We 
want to enable all our partners to more easily develop 
and use hyper-converged products, and help enterprise 
customers further simplify their IT infrastructure.
Moreover, Huawei launched the Datacenter 
Virtualization Solution (DCS), which leverages Huawei’s 
capabilities in ICT software and hardware collaboration 
and supports ecosystem-wide open collaboration. 
Through these efforts, we hope to help industry 
customers build lightweight IT infrastructure.
Finally, Huawei helps customers build the most 
suitable data infrastructure by offering a range of 
storage solutions that support intelligent data tiering, 
data sharing, cross-cloud data flow, and containerized 
storage.
Bringing Digital to Every Workspace to 
Provide Smart Office for All
Through ongoing innovation in intelligent 
collaboration, Huawei is committed to helping 
enterprises create digital workspaces and smart offices, 
allowing everyone to enjoy smart office experiences.
In scenarios like administrative video conferencing, 
visualized command, and telemedicine, the Huawei 
CloudLink video conferencing series provides users with 
reliable solutions and brings 4K and AI experiences to 
more people than ever before. This industry-leading 
series is already being used by customers across the 
globe.
Regarding smart office and smart education scenarios, 
the latest HUAWEI IdeaHub series offers various 
cutting-edge functions such as 4K professional-level 
video conferencing, Multi-Window, and App Multiplier. 
So far, we have opened up six types of software 
development kits (SDKs) as part of our commitment to 
work with partners to develop the industry ecosystem 
and make digital offices and digital production a 
reality across industries.

46       Huawei Investment & Holding Co., Ltd.
ICT Services and Software
Huawei has engaged in ongoing joint innovation with its customers to offer the ICT Digital Intelligence Services 
and Software Solution which covers the entire lifecycle of a network, including network planning, construction, 
operations and maintenance (O&M), optimization, and service operations. More specifically, the solution covers 
six core aspects: green and efficient integration, robust networks, intelligent O&M, ultimate experience, new digital 
services, and digital talent cultivation. It is designed to facilitate digital and intelligent transformation across 
industries by helping carriers build green, efficient, and robust infrastructure that provides the ultimate experience.
Building Target Networks with Green and 
Efficient Integration Solutions
In 2022, Huawei continued helping customers 
construct sites, networks, and data centers to build 
green target networks that feature smooth evolution. 
Our work has helped save around 400 million kWh 
of electricity and reduce carbon emissions by about 
140,000 tons.
■ Network integration: Through measures like 
spectrum refarming and resource optimization, 
we have improved asset utilization and reduced 
the energy consumption of mobile networks by 
more than 10%. By clearing and migrating invalid 
services and taking a number of other measures, 
we have reduced the energy consumption of optical 
network reconstruction by about 60%. Furthermore, 
by introducing intelligent cabinets, blade power, 
and backup PV systems to simplified sites, we have 
managed to reduce carbon emissions by over 35%.
■ IT integration: We have introduced a full-stack 
liquid cooling architecture and a L1/L2 collaborative 
intelligent optimization feature for data centers, 
significantly improving the energy efficiency of data 
centers. Additionally, the use of prefabricated and 
assembled modules can cut the time taken for data 
center L1 construction by about 20%.
■ Industry integration: Through data standardization 
and governance, Huawei has helped industries 
integrate various different data sources. In the 
port sector, our services enable customers to view 
real-time shipping data and generate reports 
90% faster. In the road sector, we have helped 
customers share information across departments, 
and we have provided data support for over 20 
applications including road wrecker and rescue 
services and intelligent operations centers.
Underpinning Intelligent Connectivity with 
Robust Networks
With three Global Technical Assistance Centers 
(GTACs), 10 Technical Assistance Centers (TACs), 
and more than 6,000 maintenance experts, Huawei 
provides 24/7 customer support services for networks 
in nine languages. We have supported more than 
1,000 carrier and industry networks, and also provided 
network support for numerous industry customers and 
various major events around the world. We always 
go where our customers need us, offering warm and 
professional services that support robust network 
operations, even in the face of natural disasters such 
as earthquakes, typhoons, and floods. Built upon our 
ongoing investment in innovation, our solution delivers 
risk prediction and prevention capabilities, guarding 
against major network risks. We also run emergency 
response drills to ensure network resilience and stable 
operations.
Moving Towards Higher-level Autonomous 
Networks with Intelligent O&M
It has become an industry consensus to move 
towards L3/L4 autonomous networks (ANs) that 
feature human-machine collaboration. The TM 
Forum, alongside industry partners, has been driving 
standards development and architectural evolution 
for ANs and, ultimately, promoting the development 
and implementation of the Autonomous Operations 
Maturity Model (AOMM) and Value Operations 
Framework (VOF). Huawei’s intelligent O&M solution, 
AUTIN™, has been designed to drive the transition 
towards intelligent O&M with zero service impact, zero 
interventions, and zero code development. In 2022, the 
TM Forum named the “Talent for Tomorrow” project, 
jointly initiated by Huawei and a carrier customer, 
“Best new Catalyst in show” for its contributions to 
digital talent upskilling.
Unlocking the Business Potential of 
Networks by Delivering the Ultimate 
Experience
Thanks to ongoing investment into network 
performance and service experience, Huawei has 
been able to help improve the user experiences of 
major over the top (OTT), high-definition voice, and 
ToB services by offering lower latency and higher 
throughput. In addition, with model fitting analysis 
of network performance, experience, and energy 
consumption, we help our customers deliver the best 
network performance and service experience with 
minimal energy consumption.

2022 Annual Report
        47
Monetizing network performance and service 
experience has become a common requirement of 
carriers. Huawei’s latest Smart Decision solution, 
as part of the broader SmartCare® solution, offers 
data-driven assisted marketing which, in turn, will 
increase 5G user penetration and average revenue per 
user (ARPU). In 2022, the “Leveraging AI/ML to drive 
CX business outcomes proactively” catalyst project, 
jointly initiated by Huawei and its carrier partners, 
won the “Catalyst industry contribution to TM Forum” 
award.
Enabling Operational Innovation and 
Business Growth through New Digital 
Services
Huawei is committed to innovation in digital platforms 
and services, in order to realize agile service processes 
and business growth. To date, our diverse digital 
services have served more than three billion users 
worldwide.
■ Huawei’s next-generation fully convergent 
billing solution (CBS) delivers convergent 
billing capabilities that support all radio access 
technologies (RATs) and both pre-paid and 
post-paid models. The solution also supports 
smooth evolution and capacity expansion, helping 
carriers further simplify their IT systems and 
improve operational efficiency.
■ Huawei’s Mobile Money solution enables carriers 
to provide innovative digital services like mobile 
wallet and mobile payment in emerging markets, 
providing more people with easy access to digital 
services and driving the prosperity of local digital 
economies.
■ Our AI contact center (AICC) solution redefines call 
center service experiences and reduces cost per call 
with its all-scenario intelligence and omni-channel 
video capabilities. The solution has helped revamp 
call centers across a range of sectors, including 
communications, finance, and government.
Embracing the Intelligent World by 
Nurturing Digital Talent
Huawei leverages years of ICT technical expertise 
and management practices to provide training 
services to customers across industries, helping them 
improve managers’ understanding of transformation 
and cultivate employees’ digital skills. In 2022, we 
cultivated nearly 160,000 ICT professionals worldwide, 
with more than 100,000 participants receiving 
Huawei’s ICT certification.
■ Talent cultivation for carriers: We have worked 
with multiple carriers to provide workshops 
and enablement sessions regarding topics 
such as strategy and transformation. Through 
scenario-based hands-on practices and certification, 
Huawei has cultivated over 8,000 5GtoB 
professionals for carriers.
■ Talent cultivation for industries: Huawei provides 
management, business, and technical training 
services for industries such as coal mining, port, 
electric power, manufacturing, and finance. By the 
end of 2022, we had completed more than 200 
enterprise transformation enablement sessions and 
trained over 20,000 technical professionals.
■ Talent cultivation at universities: Through the 
“Talent Practice Platform”, Huawei provides 
online experiment simulation services across 22 
ICT technical domains, serving 81 universities 
worldwide by the end of 2022.
A Huawei team performs network maintenance and testing 2,000 meters above sea level on top of a mountain in Beijing, China to ensure 
the quality of high-definition live streaming.

48       Huawei Investment & Holding Co., Ltd.
Cloud Computing Business
Huawei Cloud’s core strategy is to provide Everything 
as a Service, including Infrastructure as a Service, 
Technology as a Service, and Expertise as a Service. 
This strategy will help us enable our industry 
customers to unleash the power of digital in this 
era of rapid digital transformation. Huawei Cloud is 
committed to building the cloud foundation for an 
intelligent world with ubiquitous cloud and pervasive 
intelligence.
By the end of 2022, Huawei Cloud had launched 
more than 240 services. As our global market share 
grew rapidly, so did our cloud service capabilities. In 
October last year, Huawei Cloud was also recognized 
in Gartner’s 2022 Magic Quadrant for Cloud 
Infrastructure & Platform Services (CIPS).
Everything as a Service: The 
Strategy that Delivered Rapid 
Growth in the Global Market
In China, Huawei Cloud has delivered more than 700 
e-government clouds, helping more than 150 cities 
achieve their “One City, One Cloud” objectives. We 
currently serve China’s six major state-owned banks, 
12 joint-stock commercial banks, the top five insurance 
institutions, and seven of the top ten traditional 
securities firms. We also serve 90% of China’s top 
50 e-commerce companies, 90% of the top 30 car 
manufacturers, and 80% of enterprises in China’s 
autonomous driving industry.
In Asia Pacific, Huawei Cloud has established local 
teams in more than 10 countries to serve many large 
corporations, such as Siam Commercial Bank (SCB), 
Thailand’s second largest commercial bank, and CT 
Corp, Indonesia’s top consortium. Huawei Cloud has 
become a partner of choice for enterprises undergoing 
digital transformation. In November 2022, Huawei 
Cloud launched the Indonesia Region, creating the 
beginnings of a solid cloud foundation for a digital 
Indonesia with our industry- and sector-specific 
strategies.
In Latin America, Huawei Cloud launches and updates 
over 40 services every year, making us the fastest 
local cloud provider in terms of launch speed. We 
provide high-quality cloud services for local customers, 
covering the finance, media, retail, logistics, and 
Internet sectors. In 2022, the number of Huawei Cloud 
users in Latin America more than doubled, and the 
number of partners increased by over 90% year on 
year.
In Southern Africa, Huawei Cloud provides cloud 
services in 14 countries, which have attracted 
customers from more than 50 African countries. 
We have made rapid progress in the government, 
telecommunications, finance, manufacturing, and 
mining industries. In Northern Africa, Huawei Cloud 
has set up local service teams in more than 10 
countries and has become a preferred partner for 
government and enterprise customers undergoing 
digital transformation.
In the Middle East, the infrastructure provided by the 
Huawei Cloud Abu Dhabi Region, which was launched 
in 2021, in combination with local support teams, 
helps Huawei Cloud respond to customer requirements 
more rapidly. Huawei Cloud provides intelligent twin 
services, such as city governance and smart healthcare, 
to large government and enterprise customers. 
In 2022, we grew alongside these enterprises and 
partners, with our cloud customer base in the Middle 
East more than doubling.
In Europe, Huawei Cloud adheres to a “By Local, For 
Local” philosophy, and works with its partners to 
serve more than 3,000 enterprise customers. In 2022, 
Huawei Cloud launched its Ireland Region, which will 
become a cloud hub for global enterprises. The Ireland 
Region will also serve as a launchpad for global 
enterprises to tap into the European market, and for 
European enterprises to access the global market.
Huawei Cloud Continuously 
Innovates to Build a Solid 
Foundation for Industries
Huawei Cloud never stops innovating. By leveraging 
over three decades of technological achievements 
and ICT expertise, we are proud to provide customers, 
partners, and developers with reliable, secure, and 
sustainable cloud services.

2022 Annual Report
        49
In 2022, Huawei Cloud released KooVerse, our global 
cloud infrastructure, which provides computing, 
storage, networking, and security services on a single 
unified architecture. KooVerse uses a three-layer 
architecture consisting of CloudOcean, CloudSea, and 
CloudLake to create a 50 ms experience circle capable 
of meeting the different latency requirements of 
enterprise business. By the end of 2022, KooVerse had 
been deployed in 75 availability zones (AZs) across 29 
Regions to serve more than 170 countries and regions. 
In these countries and regions, enterprises can access 
Huawei Cloud services and resources with just one 
click, enabling them to grow their global businesses 
without building their own data centers.
In addition, Huawei Cloud launched DevCloud, 
which integrates the capabilities of the ModelArts AI 
development pipeline, the MetaStudio digital content 
production pipeline, the DataArts data governance 
pipeline, and the CodeArts software development 
pipeline. These pipelines support collaborative 
development and on-demand orchestration of AI 
models, data, digital content, and applications. They 
enable application developers, data engineers, and 
AI scientists to work on the same platform and share 
R&D capabilities and assets. By facilitating more 
efficient collaboration between teams, applications can 
be modernized more quickly.
ModelArts: An AI development pipeline 
lowering the barriers to industry-specific 
AI application development
ModelArts is a one-stop AI development platform 
that provides end-to-end AI application development 
capabilities, including data processing, algorithm 
development, model training, model management, 
and model deployment. ModelArts makes it easier for 
The Pangu drug molecule model 
significantly shortened the R&D cycle 
of lead drugs and as a result, Professor 
Liu Bing of the First Affiliated Hospital 
of Xi’an Jiaotong University was able 
to develop a new broad-spectrum 
antimicrobial drug in just one month, 
an achievement that would normally 
take several years.
enterprises to carry out professional AI development 
and stable, reliable AI operations.
In 2022, Huawei Cloud dived deeper into three specific 
AI technologies that can be quickly integrated with 
industries: pre-trained foundation models, AI solvers, 
and knowledge computing.
Based on the Pangu foundation models, Huawei Cloud 
also launched models for drug molecule research, 
meteorology, and wave prediction, allowing different 
industries to have access to new advanced algorithms 
and solutions. In the coal mining industry, the Pangu 
mining model makes developing models for mining, 
excavation, electromechanics, transportation, and 
communications much faster. In 2022, the Pangu 
mining model was officially put into commercial 
use by Shandong Energy Group, paving the way for 
large-scale AI application in mining scenarios. In the 
meteorological field, the Pangu weather model can 
predict the global weather events a week in advance 
in mere seconds. These predictions are 20% more 
accurate than traditional forecast methods.
At the same time, Huawei Cloud is continuing to 
innovate and upgrade the OptVerse AI Solver. We are 
constantly launching new easy-to-use smart modeling 
tools that are based on industry scenarios. These 
modeling tools have made solver modeling speed 30 
times faster, and lowered the threshold for enterprises 
to be able to use solvers. In the port sector, Huawei 
Cloud’s OptVerse AI Solver is helping Tianjin Port 
coordinate plans based on tens of millions of variables 
and constraints more than 100 times faster, greatly 
improving operational efficiency.

50       Huawei Investment & Holding Co., Ltd.
MetaStudio: A digital content production 
pipeline to bolster media productivity
MetaStudio, which is based on the graphics engine and 
space engine, provides five platform capabilities that 
make digital content production more efficient: 3D 
model production, asset management, content editing, 
physical simulation, and cloud rendering.
In 2022, Huawei Cloud released MetaEngine, a cloud 
native intelligent rendering engine which combines 
cloud, AI, and computer graphics technologies to 
drastically improve rendering efficiency in multiple 
industry scenarios. MetaEngine comes equipped with 
the most important graphics rendering features, 
such as immersive content presentation in the digital 
world and digital twin mirroring in the physical world. 
For example, it used to take six months to render a 
90-minute 3D movie offline, but with Huawei Cloud’s 
rendering service, this can be done in two weeks, and 
with MetaEngine, it can be done in just one week.
DataArts: A data governance pipeline at 
the foundation of digital transformation
DataArts is a one-stop platform for data intelligence 
development and governance. It provides a range of 
cloud services to support enterprises as they unleash 
the full potential of data while also navigating 
the challenges that come with implementing data 
intelligence in compliance with strict data governance 
requirements.
Huawei Cloud’s databases build core cloud native 
capabilities that are serverless, regionless, and 
modeless. Currently, Huawei Cloud GaussDB has 
been used in service applications by more than 2,500 
large enterprises. For example, the next-generation 
distributed core system of the Postal Savings Bank 
of China, which is based on GaussDB, processes 2 
billion transactions per day for more than 600 million 
individual customers. The new system made online 
transaction processing twice as efficient, and the batch 
processing efficiency increase by 33%.
The Huawei Cloud GaussDB (DWS) data warehouse, 
which supports millisecond-level real-time analysis, 
second-level interactive analysis, minute-level batch 
analysis, and IoT time series analysis, is capable 
of providing one-stop data analysis services in all 
scenarios for enterprises’ digital transformation.
Huawei Cloud’s FusionInsight intelligent data lake 
provides a big data cloud service portfolio. This cloud 
native lakehouse is capable of batch-stream integrated 
analysis and has accelerated the digital transformation 
of more than 3,500 customers across the government, 
financial, telecommunications, and Internet sectors. It 
has been used by multiple large organizations, such as 
the Industrial and Commercial Bank of China and the 
Bank of Communications, to build modernized data 
platforms. Based on the full-link, real-time, batch-
stream integrated processing data lake solution, year-
end profit and loss calculations can be made much 
more efficiently, unlocking the value of customer data 
faster.
CodeArts: A software development 
pipeline for agile and secure application 
modernization
CodeArts is a holistic, secure, and reliable cloud 
native DevSecOps platform that leverages over 30 
years of Huawei’s R&D practices and our explorations 
of the latest cutting-edge technologies. It covers 
typical development scenarios such as web, mobile, 
microservice, cloud native, and embedded applications.
CodeArts includes a variety of tools, including 
CodeArts Req for requirement management, CodeArts 
Check for code check, and CodeArts TestPlan for 
test management. CodeArts supports more than 20 
mainstream programming languages, including C/
C++, Java, Python, GO, JS, CSS, HTML, and PHP. It has 
more than 7,000 embedded code check rules, supports 
The China Three Gorges Group (CTG) built a unified cloud 
computing platform based on Huawei Cloud Stack. The cloud 
helped CTG deploy resources in a cost-effective manner. CTG 
used Huawei Cloud’s DataArts Studio for its data governance 
center, unifying the device-side data collection process. CTG also 
used Huawei Cloud’s FusionInsight MapReduce Service (MRS) to 
collect and analyze the data from China Yangtze Power and six 
other power plants in real time. As a result, CTG has been better 
able to unleash the value of massive data and safeguard the 
operation of the dam in real time.

2022 Annual Report
        51
full-lifecycle security management, and has unique 
distributed build capabilities. These features synergize, 
reducing the time it takes to build hundreds of millions 
of lines of code to less than one hour.
Chang’an Automobile used CodeArts to build a 
low-code development platform positioned specifically 
for the automobile industry, covering scenarios such 
as planning, production scheduling, and business 
budgeting. This low-code platform transformed 
the efficiency of Chang’an Automobile’s business 
innovation activities, with development efficiency 
increasing by more than 40%, and labor cost falling by 
about 30%.
Huawei Cloud is Committed to 
Building a Digital Ecosystem that 
Champions the Growth of Partners 
and Developers
In 2022, Huawei Cloud grew rapidly alongside 
developers and partners. Over the past year, the 
number of Huawei Cloud developers globally increased 
from 2.6 million to more than 4 million, the number of 
partners exceeded 41,000, and the number of products 
in the KooGallery marketplace grew to over 10,000. 
In addition, Huawei Cloud remains committed to the 
notion of building an ecosystem of all, by all, and for 
all. Our cloud is an ecosystem that aggregates the 
applications of numerous industries, and a platform 
that empowers partners and developers around the 
world.
Huawei Cloud MacroVerse aPaaS: Tapping 
into shared excellence without reinventing 
the wheel
Huawei Cloud has distilled Huawei’s years of 
collaborative innovation with partners across industries 
and experience in digital transformation into a cloud 
platform. We call this platform the MacroVerse 
application platform as a service (aPaaS). Developers 
can easily tap into this expertise through API services 
which can help them tailor innovation to industry 
scenarios.
By the end of 2022, Huawei Cloud had released core 
aPaaS services such as KooMessage and KooMap 
and scenario-specific aPaaS for seven industries: 
Industrial aPaaS, Heating aPaaS, Government aPaaS, 
Mining aPaaS, Education aPaaS, Electricity aPaaS, and 
Roadway aPaaS. We also launched the KooGallery 
marketplace. The Huawei Cloud MacroVerse aPaaS 
has made more than 50 scenario-based cloud services 
and over 100,000 API services available, and these 
have been, and continue to be, widely used in more 
than 10 vertical industries. Ningbo Communications 
Investment used our Roadway aPaaS for rapid accident 
identification and intelligent traffic predictions. This 
aPaaS is capable of accurately detecting more than 
ten different types of traffic accidents and providing 
guidance in each scenario.
Building a new, competency-based partner 
system for shared success
In June 2022, Huawei Cloud released two new partner 
frameworks focusing on partner competency: GoCloud 
and GrowCloud. The GoCloud collaboration framework 
aims to cultivate and develop partner capabilities, 
and help partners build a rich portfolio of products, 
solutions, and services on Huawei Cloud, in order 
to ultimately create more value for customers. The 
GrowCloud collaboration framework is designed to 
help partners expand their customer bases, accelerate 
sales growth, and achieve win-win business results.
Huawei Cloud provides collaboration support for 
partners based on the unique roles they play, whether 
they are system integrators, software partners, 
service partners, device partners, learning partners, or 
distributors. Partners can choose one or more roles 
they fill as they join the GoCloud and GrowCloud 
frameworks so that the frameworks best serve the 
direction they want their business to develop in. The 
collaboration frameworks also help our partners 
develop their own unique capabilities and create 
opportunities for business collaboration.
The Electricity aPaaS helped the State Grid Corporation of China 
(SGCC) build a digital converter station platform. Based on this 
platform, SGCC reconstructed nearly 60 of its converter stations. 
Through AI-assisted fault analysis, faults on these converter 
stations now can be intelligently located, with an over 30% 
higher locating accuracy.

52       Huawei Investment & Holding Co., Ltd.
A cloud of empowerment: Putting 
developers front and center
Developers are the mainstay of the Huawei Cloud 
ecosystem, so it is important we put them at its 
front and center. To this end, Huawei Cloud strives 
to empower developers by providing them access to 
cutting-edge technologies, platforms, experiences, and 
multi-ecosystem collaboration. By the end of 2022, 
there were more than 4 million global Huawei Cloud 
developers working in multiple technical fields such as 
software development, AI, data, media services, and 
IoT.
In 2022, Huawei Cloud invested US$100 million into 
upgrading the Huawei Cloud Developer Program. 
Currently, the Program has attracted over 3,000 
enterprises, produced more than 2,300 joint solutions, 
and certified more than 16,000 developers. In addition, 
the company runs the Huawei Developer Competition 
which has two main categories: cloud foundation and 
industry. The Huawei Developer Competition attracted 
more than 15,000 developers and 2,500 teams from 
over 40 countries and regions. Huawei has also built 
local developer innovation centers in cities across 
China, such as Dongguan and Xiamen, to enable and 
support local industry development.
Digital Power Business
Carbon neutrality has become a globally acknowledged mission. It will drive an extensive and profound 
transformation in both society and the economy. Decarbonization and digitalization, two key trends in this 
transformation, will be crucial for sustainable development.
Huawei Digital Power is committed to integrating digital and power electronics technologies and converging energy 
and information flows, in order to manage watts with bits and drive the transition towards a green and low-carbon 
energy industry. We focus on providing differentiated green and intelligent products and solutions in domains like 
clean power generation, mobility electrification, and green ICT power infrastructure. We are also working with our 
customers and partners to build low-carbon households, buildings, factories, campuses, villages, and cities more 
quickly and support faster low-carbon development in other scenarios. This will ultimately support the shift to a 
carbon-neutral world.
By the end of 2022, Huawei Digital Power had helped customers generate 695.1 billion kWh of green power and 
save 19.5 billion kWh of electricity. These efforts have offset 340 million tons of CO2 emissions, which is equivalent 
to planting 470 million trees.
Clean Power Generation
In terms of clean power generation, we have launched 
smart PV and energy storage solutions that address 
three main scenarios: utility-scale plants, commercial & 
industrial (C&I), and residential.
■ For utility-scale plants, our solutions can accelerate 
the reduction of the levelized cost of electricity 
(LCOE) over the lifecycle of PV plants, enhance the 
safety of PV and energy storage plants and their 
support for power grids, and rapidly help make 
solar a primary energy source.
■ For C&I scenarios, we have launched the C&I Smart 
PV Solution 2.0 with a “1 + 3” design, where “1” 
refers to a smart PV controller and “3” refers to 
a smart module controller, a smart string energy 
storage system (ESS), and a smart PV management 
system. This solution intelligently supports active 
safety, high reliability, optimal electricity costs, and 
smart O&M.
■ For residential scenarios, we have created a 
Residential Smart PV Solution with a “1 + 4 + 
X” design that supports superior safety, one-
stop convenience, and inspired user experiences. 
Featuring a smart PV controller (“1”) that connects 
with a smart module controller, a smart string ESS, 
a residential electric vehicle (EV) charger, and a 
smart PV management system (“4”), this integrated 
solution enables a smart power consumption 
ecosystem (“X”).
Through continuous innovation, we aim to lead and 
promote the development of the smart PV industry 
and make green power a primary energy source for 
every home and organization.

2022 Annual Report
        53
The distributed PV project on the rooftop of the Kunming 
Administration Center in Chenggong District, China, has used Huawei’s 
smart PV solution. It has a total installed capacity of 1.46 MW and 
offers an annual average energy yield of 1.865 million kWh. The offices 
in the administration center consume 95% of all the energy produced 
by the PV project, and all surplus power is fed back into the grid. The 
PV project can offset over 1,500 tons of CO2 emissions every year, 
which is equivalent to planting more than 300,000 trees. This project 
showcases the benefits of rooftop PV systems for greener public 
services in Kunming.
The construction of the Kela PV plant, the first phase of the Lianghekou 
Hydropower Station’s hydro-solar hybrid project on the Yalong River, 
began in July 2022. This hybrid power plant project will be located 
at an altitude of 4,000-4,600 meters, the highest of its kind in the 
world, and will have the world’s largest installed capacity. The Kela PV 
plant will have an installed capacity of 1 GW and will offer an annual 
average energy yield of two billion kWh. It is expected to connect to 
the grid at full capacity in 2023. Once the plant is up and running, it 
is projected to save more than 600,000 tons of coal equivalent each 
year, which can offset more than 1.6 million tons of CO2 emissions. 
This plant will become a prime example of how PV can help promote 
local industries such as agriculture and animal husbandry, tourism, and 
transportation, while also boosting local infrastructure and creating 
more employment opportunities.
The Sembcorp Energy Storage System spanning two sites on 
Singapore’s Jurong Island plays a significant part in supporting 
Singapore’s transition towards cleaner energy sources. The system is 
the fastest of its size to be deployed in the world. On the Banyan site, 
Huawei provided the Smart String ESS technologies, supporting the 
provision of grid ancillary services.
Mobility Electrification
As electrification accelerates in the mobility industry, 
we are focusing on the ePowertrain, on-board 
charging system, and DriveONE-Cloud battery 
management system for EVs. We aim to provide 
competitive DriveONE eMobility products and solutions 
for carmakers and partners, and redefine the EV travel 
experience in terms of charging, range, power, and 
safety.
■ Charging: Our 800 V high-voltage platform can 
support 200 kilometers of range after just a 
10-minute charge. Moving forward, we will work 
on kilovolt-level flash charging platforms, making 
EV charging as easy as refueling.
■ Range: Huawei DriveONE improves ePowertrain 
efficiency through precise thermal design, 
high-efficiency components, and high-efficiency 
electric drive control algorithms. These features 
work together to increase vehicle efficiency to 92% 
according to the China light-duty vehicle test cycle 
(CLTC) and boost range by about 5%.
■ Power: Our high torque output motor and 
precise intelligent oil cooling system can allow 
a car to accelerate from 0 to 100 km/h under 
just 4 seconds, offering users an inspired driving 
experience.
■ Safety: DriveONE-Cloud can provide early warnings 
about battery thermal runaway 24 hours in 
advance, making vehicle batteries safer.

54       Huawei Investment & Holding Co., Ltd.
The China Three Gorges Corporation (CTG) has partnered with 
Huawei to build the Dongyuemiao Data Center, which will 
become the largest green, net-zero carbon data center cluster in 
central China. Once all three phases of the project are complete, 
the data center will house 26,400 racks, spanning over 100,000 
square meters. Huawei’s overall L0 + L1 solution can keep 
the annual power usage effectiveness (PUE) within 1.25 and 
reduce the power supply and distribution footprint by about 
40%, enabling the data center to house over 500 extra racks. In 
addition, this solution can cut the time-to-market by about 50% 
compared with traditional data center construction practices. 
These factors work together to enable rapid deployment and 
efficient cooling and power supply, promoting the quality 
development of the digital economy.
noris network’s data center in Nuremberg, Germany uses 
Huawei’s SmartLi UPS power supply and distribution solution. 
Our solution takes up about 70% less space than a conventional 
solution, eliminates the need to replace batteries throughout its 
lifecycle, and delivers a 35% lower total cost of ownership (TCO). 
A combination of these factors makes the data center more 
sustainable.
Huawei positions itself as an eMobility component 
provider, and aims to help carmakers build better 
vehicles and improve the driving experience. Going 
forward, we will continue to develop an open 
ecosystem, and work with carmakers and industry 
partners to promote the quality and sustainable 
development of the automotive industry and enable 
electric and intelligent mobility.
Green ICT Power Infrastructure
Data center facility
Huawei has developed three scenario-specific solutions 
for large data centers, small- and medium-sized data 
centers, and critical power supply, in an effort to build 
data center facilities that are sustainable, simplified, 
autonomous, and reliable. By doing so, we want to 
accelerate the transition towards low-carbon and 
intelligent data centers.
■ Large data centers: PowerPOD 3.0 is a worry-free 
power supply and distribution solution that reduces 
footprint and saves power and time, setting the 
trend for deep integration and innovation in power 
supply and distribution systems.
■ Small- and medium-sized data centers: 
FusionModule2000 6.0 is a one-stop solution for 
small- and medium-sized data centers, leading the 
trend of modular equipment rooms.
■ Critical power supply: Our uninterruptible power 
supply (UPS) solution series feature high reliability 
and efficiency, bringing high-density and high-
efficiency power supply to new heights.
Huawei has also worked with third-party organizations 
to publish several industry standards, such as the Code 
for Prefabricated Power Modules of Data Centers 
(a social organization standard) and the Technical 
Standards of Lithium-ion Battery Equipment for Data 
Centers. All of our efforts are aimed at contributing to 
a green and sustainable data center industry.
We remain committed to “being integrated” and 
working with channel partners. In November 2022, 
we released the Huawei Data Center Facility Global 
Ecosystem Policy 1.0, in order to empower our partners 
and create a new data center ecosystem.

2022 Annual Report
        55
Turkcell, a Turkish carrier, has adopted Huawei’s simplified 
cabinet and iSolar solutions to build green sites. Each of its sites 
will save about 19,000 kWh of electricity each year, offsetting 
carbon emissions by nearly seven tons.
Site power facility
Leading carriers from around the world are actively 
taking measures to conserve energy and reduce 
carbon emissions. Huawei is doing its part to help, 
and has launched low-carbon site power solutions for 
a wide range of scenarios, including one cabinet one 
site, one blade one site, simplified CO-eMIMO power 
for equipment rooms, iSolar, CloudLi ESS, and NetEco 
site power management system. These solutions are 
dedicated to helping carriers upgrade their networks 
without additional energy OPEX and achieve carbon 
neutrality. Ultimately, we aim to build a low-carbon 
site power target network that supports simplified site 
construction, green power supply, and intelligent site 
operations.
■ Network construction: Our site power solutions 
can replace equipment rooms with cabinets and 
cabinets with poles, increasing site energy efficiency 
from 60% to about 97%. As for central offices, our 
simplified CO-eMIMO power solution allows for 
all-in-one cabinets and enables smooth capacity 
expansion without adding new equipment rooms, 
thereby increasing energy efficiency from 55% to 
about 75%.
■ Power supply: Our industry-leading iPV and PV 
plus CloudLi ESS technologies can help improve 
both the yield and utilization of energy from PV 
systems, making green power a primary energy 
source for ICT networks. For telecom sites with 
no mains supply or an unstable mains supply, we 
replace diesel generators with solar power, helping 
customers reduce both fuel costs and carbon 
emissions.
■ Site operations: Huawei uses intelligent CloudLi 
ESSs instead of lead-acid battery systems at 
sites. We also use proprietary technologies such 
as intelligent peak staggering to help carriers 
maximize the value of energy storage assets and 
reduce electricity costs. In addition, our NetEco 
site power management system allows site 
power facilities to run autonomously and enables 
customers to manage carbon emissions on a 
dashboard, further slashing site O&M costs and 
carbon emissions.
Huawei Digital Power is implementing an ecosystem 
strategy that promotes openness and collaboration. 
We constantly pursue innovation, and are working with 
our global partners to create an open and symbiotic 
digital power ecosystem that thrives on shared success. 
We continuously empower our partners to improve 
their capabilities, and work with them to provide better 
services to our customers. We also actively participate 
in standards organizations, industry alliances, and 
industry associations, and work with our partners 
to promote product and technology innovations, 
drive industry consensus, as well as facilitate the 
formulation and implementation of relevant standards 
and specifications. All of these efforts are aimed at 
driving the healthy development of the industry.

56       Huawei Investment & Holding Co., Ltd.
Consumer Business
In 2022, Huawei’s Consumer BG continued to deliver a Seamless AI Life experience to consumers worldwide by 
focusing all of its work firmly on consumers, accelerating transformation towards ecosystem-based development, 
and enhancing the visibility and presence of Huawei devices across all scenarios. Specifically:
■	 The HUAWEI Mate 50 Series was launched on schedule and reinforced Huawei’s status as a premium phone 
brand.
■	 Constant innovation led to numerous breakthroughs in our “+8” domains including PCs, tablets, wearables, and 
IoT devices.
■	 HarmonyOS became the fastest-growing smart device operating system ever and cemented itself as the 
foundation of a flourishing ecosystem for a fully connected world.
■	 Under the Huawei Zhixuan model, three new models were launched as part of the intelligent AITO electric 
vehicle brand: AITO M5, M7, and M5 EV. The AITO series has set multiple records for the delivery growth of 
intelligent electric vehicles.
■	 Thanks to our breakthroughs in the smart home domain, our smart home products received accolades from an 
increasing number of consumers.
The new HUAWEI Mate 50 Series, which was launched in 2022 and comes equipped with a range of cutting-edge technologies, continues 
the proud legacy of the Mate series, and delivers the ultimate user experience.
“1 + 8 + N” Seamless AI Life 
Strategy: Continuous Innovation in 
Five Scenarios
Huawei has consistently pursued a “1 + 8 + N” 
Seamless AI Life strategy for several years now. This 
strategy is centered on smartphones: “1” represents 
mobile phones; “8” represents tablets, PCs, VR devices, 
wearables, HUAWEI Vision products, smart audio, 
smart speakers, and head units; and “N” represents 
ubiquitous IoT devices. Through continuous innovation, 
we aim to deliver a seamless, intelligent experience to 
consumers across five major scenarios: Smart Office, 
Fitness & Health, Smart Home, Easy Travel, and 
Entertainment.

2022 Annual Report
        57
Smartphones
Huawei’s Mate series has been pushing the boundaries 
of technological innovation and revolutionizing user 
experiences with cutting-edge technology, and as a 
result, has become synonymous with high-end flagship 
phones. The HUAWEI Mate 50 Series, a prime example 
of high-end flagship smartphones, is a fitting tribute 
to a decade of Mate innovation:
■	 The phones were the first consumer smartphones 
to support BeiDou Satellite Messaging.
■	 The phones were the first smartphones to be 
reinforced with “Kunlun Glass”, making them 10 
times more drop resistant1.
■	 The phones feature an Ultra Aperture XMAGE 
Camera, which boasts the first-ever 10-size 
adjustable physical aperture and the most versatile 
photography capabilities ever seen on a Mate 
smartphone, allowing users to easily create 
masterpieces on their phones.
Huawei builds on a longstanding commitment to 
excellence in mobile imagery, differentiates itself in 
1	
Based on results from the Huawei lab standard freefall drop test which compared the Kunlun Glass version of the HUAWEI Mate 50 Pro 
to regular glass versions. Since the phone contains precision components, please avoid bumping or dropping.
this domain, and continues to lead industry innovation. 
In 2022, Huawei launched its new mobile imagery 
brand XMAGE. Since then, we have used technology to 
enhance art and developed our distinct XMAGE style, 
building on the work of our seven research centers 
and eight research domains, as well as numerous 
images taken with Huawei smartphones. XMAGE offers 
consumers worldwide a new shooting paradigm and 
delivers a unique and extraordinary experience in 
mobile imagery.
As a pioneer of foldable phones, Huawei has 
constantly broken through technical bottlenecks 
and won consumer trust and support. The HUAWEI 
Mate Xs 2, launched in 2022, is an ultra light, ultra 
flat, and super durable flagship foldable. It features 
an innovative double-rotating falcon wing hinge, a 
composite screen structure, and an adaptive UI engine, 
taking the quality of foldable phones to a new level. 
The HUAWEI Pocket S, the first product in the Pocket 
series of foldable phones, adopts industry-leading 
folding technology, features an elegant, compact, 
and stylish design, and is available in six appealing 
and trendy colors, offering more options to 
fashion-conscious users.
“CAT”, a photo taken by Cai Zehong (China) using the PORSCHE 
DESIGN HUAWEI Mate 50 RS
“FORCE” by Adão Filipe Fernandes Salgado (Portugal), a winner 
at the HUAWEI NEXT IMAGE Awards 2022

58       Huawei Investment & Holding Co., Ltd.
Huawei continues to develop two core capabilities – 
multi-device collaboration and ecosystem integration –  
in order to bring consumers brand-new smart office 
experiences that make creation and communication 
free and easy:
■	 In terms of multi-device collaboration, the Super 
Device feature centers on PCs and allows for easy 
drag-and-drop connections between any devices, 
maximizing productivity. Super Device is now 
available on a wider range of devices, including 
printers and earphones, and supports more 
scenarios like content creation, smart conferencing, 
efficient work, and learning from home.
■	 In terms of ecosystem integration, by the end 
of 2022, the HUAWEI Mobile App Engine, which 
brings consumers a new computer experience by 
allowing them to use mobile apps directly on their 
PCs, had over 60,000 apps available. We also offer 
the PC App Engine, which enables users to enjoy 
the professional PC ecosystem on their tablets.
The HUAWEI MateBook X Pro is Huawei’s 
next-generation flagship laptop. It features an 
industry-leading metallic body that is ultra-thin and 
skin-soothing, as well as strong performance powered 
by Super Turbo. The laptop ensures universal color 
consistency on every screen, thanks to the Universal 
Colour Consistency feature, and supports features like 
Super Device and SuperHub. Users can simply drag to 
wirelessly project their laptop on a HUAWEI MateView 
monitor to enjoy a big-screen view and boost 
productivity. Documents can be seamlessly transferred 
between the laptop and a Huawei tablet or phone, 
making work smarter.
Our new flagship tablet, the HUAWEI MatePad Pro, 
is one of the lightest 11-inch tablets available2. It 
also boasts an extremely high screen-to-body ratio. 
Combined with the upgraded HUAWEI M-Pencil, the 
HUAWEI Notes app, and other productivity-enhancing 
features, the tablet delivers an undeniably professional 
experience.
HUAWEI Browser pools information from a variety 
of media platforms and intelligently recommends 
trustworthy content and information to users. The 
HUAWEI Newsfeed Connect attracts more than 300 
million views each day. HUAWEI Books, when used 
together with the HUAWEI MatePad Paper tablet, 
delivers a paper-like reading experience, and users 
2	
Compared to all 11-inch tablets launched before July 2022. Testing data from Huawei labs.
only need to sign in with their HUAWEI ID to enjoy a 
seamless reading experience across a wide range of 
devices. The HUAWEI Mobile Cloud offers users secure 
and convenient personal digital asset management 
services, enabling data to freely move and sync 
between multiple devices through the cloud.
In 2022, the Consumer BG expanded its premium 
products and innovation capabilities from the 
consumer product domain to the business domain, 
striving to leverage its core capabilities in quality, 
intelligence, and reliability to deliver even better 
product and solution experiences and enable 
governments and enterprises to work more efficiently. 
We will continue to innovate to further improve 
creativity and productivity in the Smart Office domain.
Fitness & Health
Huawei has established a Fitness & Health Team, 
comprehensively upgraded its strategy in the fitness 
and health domain, and continued working on sensor 
technology and software algorithms in order to 
provide a complete range of digital health services. 
We also work with our ecosystem partners to build 
an intelligent digital ecosystem for fitness and health 
and provide consumers with more innovative smart 
wearables and experiences.
To meet the increasing demand for consumer health 
management products, our wearables support 
continuous health monitoring and management, 
covering heart rate, SpO2, stress, and blood pressure, 
as well as sleep tracking and ECG. The HUAWEI 
ECG App has been registered with China’s National 
Medical Products Administration as a Class II medical 
device and has earned the EU’s CE Medical Device 
Regulation (MDR) certification. In addition, we are 
working with medical institutions to provide a range 
of health monitoring and disease screening services 
in the respiratory, heart, blood pressure, and many 
other domains, in order to help consumers effectively 
manage their health.
We continue to innovate in the wearable domain. 
The HUAWEI WATCH GT 3 Pro features nanocrystal 
ceramics, bringing the beauty of technology to a new 
level. In addition, the HUAWEI WATCH GT Cyber and 
the HUAWEI WATCH Buds have set new trends and 
marked the start of a new chapter for wearables. Our 
extensive lineup of wearables, which also includes 
the HUAWEI WATCH FIT 2, the HUAWEI Band 7, and 
Smart Office

2022 Annual Report
        59
the HUAWEI WATCH KIDS 5X and 5X Pro, provides 
consumers with a vast array of options across all 
scenarios.
We also constantly deepen our collaboration with 
the industry, universities, and research and medical 
institutions. Based on the HUAWEI Research platform, 
we are working with partners on health research that 
covers a range of topics, such as heart health, sleep 
apnea, and respiratory health, creating enormous 
value for both the industry and users. In June 2022, 
our Fitness & Health Team launched three new health 
research projects in China that are dedicated to blood 
glucose, lung function, and high-altitude health. 
These projects will help users proactively manage 
their cardiovascular, respiratory, and endocrine health. 
By the end of 2022, over nine million users had 
participated in our health studies.
We will continue to provide users with end-to-end 
fitness and health monitoring and management 
services and strive to become everyone’s go-to 
personal health manager through continuous 
technological innovation, in order to help users 
develop healthier lifestyles.
Smart Home
The HUAWEI SmartHome Solution, featuring a “1-2-
N” architecture (where 1 stands for the host, 2 
represents the two ways to interact, and N stands for 
N subsystems), unveils the Space 3.0 era and creates 
intelligent space experiences.
In 2022, we had 160 authorized smart home retail 
locations across 88 cities in China. We also actively 
drive the development of the digital home industry 
by participating in the formulation of multiple 
standards and partnering with multiple real estate 
developers. Our goal is to build at least one store and 
one showcase project in every major city, in order to 
accommodate today’s consumers in the homes of the 
future, and enable them to live happier lives.
We have also launched a number of new products to 
delight our consumers:
■	 Our new Vision products, such as the HUAWEI 
Vision V Pro Series, instantly upscale 720p video 
to 4K video through Honghu Computational 
Picture. They also come with HUAWEI SOUND 
Computational Audio, providing users with a 
theater-like audiovisual experience. MeeTime calls 
allow users to catch up with their loved ones even 
when they are thousands of miles apart.
■	 The HUAWEI Gigahome dual-routers use PLC Turbo 
2.0, the latest PLC technology, to deliver a strong 
signal to every room.
■	 The HUAWEI Smart Door Lock offers a wider range 
of more secure unlocking methods. Users can also 
use their phone as an intercom to monitor their 
door in real time. Many other useful features, such 
as Picture-in-Picture (PiP) on Vision products and 
doorbell notifications through smart speakers, are 
also available.
■	 The brand-new HUAWEI MemoSpace home storage 
device has been designed to meet users’ demands 
for storing family data, syncing, managing, and 
searching for photos and videos, and working 
from home. The device also offers financial-grade 
privacy protection functions, safeguarding users’ 
data and making it painless to access data.
Easy Travel
At Huawei, we continue to work towards fulfilling 
our mission of helping automobile manufacturers 
build better vehicles and sell more of them, giving 
consumers a superior smart travel experience.
Under the Huawei Zhixuan model, three new models 
were launched as part of the intelligent AITO electric 
vehicle brand: AITO M5, M7, and M5 EV. More than 
75,000 AITO units were delivered between March 2022, 
when formal delivery began, and the end of 2022. The 
AITO series has set multiple records for the delivery 
growth of intelligent electric vehicles.
The AITO M5 and AITO M7 use a range extension 
system that allows users to flexibly shift between a 
purely electric mode and a range extension technology 
mode. AITO vehicles can achieve the same acceleration 
performance as fossil fuel cars with just half the 
fuel consumption. All AITO models come equipped 
with HarmonyOS Intelligent Cockpit, which has been 
deemed one of the best head units on the market by 
the industry and consumers for its intuitive, intelligent, 
and convenient cockpit experience. Our Petal Maps 
service is also available for cars, allowing navigation to 
seamlessly transfer between a smartphone and a head 
unit. HUAWEI Wallet provides a digital car key service 
that delivers financial-grade security protection.
In addition, the channel network for the Huawei 
Zhixuan model has taken shape. By the end of 
2022, there were more than 1,000 user centers and 
experience stores across more than 230 cities in 
China, which continue to provide one-stop services for 
consumers.

60       Huawei Investment & Holding Co., Ltd.
The HUAWEI HiCar solution has been integrated into 
the platforms of more than 40 automobile brands, 
providing an intelligent phone-cockpit interconnection 
experience for more than 10 million consumers. 
Additionally, our digital car key service has been 
launched by more than 10 automobile manufacturers. 
Over one million users can now lock and unlock 
their cars on their smartphones or smart watches. 
We have also teamed up with over 20 automobile 
manufacturers to provide users with intelligent 
in-vehicle services through HMS for Car, covering 
more than 12 million vehicles. Our in-vehicle mapping 
services have also been launched outside China.
Entertainment
HarmonyOS has reshaped the audio interaction 
experience, connecting all things that can be connected 
and allowing users to enjoy the nuances between 
various types of sound. HarmonyOS 3 enables smart 
audio transfer and MeeTime calls, creating a seamless, 
intelligent audio experience in all scenarios.
Our new flagship earbuds, the HUAWEI FreeBuds Pro 
2, feature a unique Ultra-hearing Dual Driver system 
that intelligently coordinates two drivers with digital 
crossover technology, guaranteeing that they work in 
perfect unison. The earbuds deliver users an ultra-high 
definition audio experience and have earned HWA and 
Hi-Res Audio Wireless certifications.
The HUAWEI FreeBuds 5i features a stylish design, 
ultra-long battery life, and ultra-low latency, allowing 
users to enjoy innovative noise cancellation and audio 
quality technologies.
The HUAWEI Vision Glass projects a digital screen and 
brings an ultra-immersive cinematic viewing experience 
to users wherever they like, whether at home or on 
the go.
Our new flagship smart speaker, the HUAWEI Sound 
X Gilt Theater Edition, is made using an 18-karat 
gold plating process, features a three-way design 
with theater sound effect, and supports convenient 
interactions thanks to Super Device and other features.
The HUAWEI Sound Joy, our first portable smart 
speaker, features Devialet 4-unit punchy sound and 
supports 26-hour playback, generating exceptionally 
high sound quality for users anytime, anywhere.
In terms of apps and services, we continue to provide 
users with global music and video services. HUAWEI 
Music partners with a number of music companies and 
long-audio brands, and has launched the Spatial Audio 
Zone and Hi-Classical Zone, delivering a high-quality 
and all-scenario music experience. HUAWEI Video is a 
convenient one-stop video platform where users can 
watch enriching video content (i.e., movies, TV series, 
entertainment shows, and videos for children) from 
multiple mainstream video platforms. In addition, 
more than 1,500 movies that support up to 4K image 
quality, HDR Vivid colors, and Audio Vivid sound 
effects are available in the AiMax Cinema Zone, 
enabling users to enjoy cinematic masterpieces from 
the comfort of their homes.
Huawei follows a “1 + 8 + N” Seamless AI Life strategy to provide consumers with a seamless, intelligent experience across five major 
scenarios: Smart Office, Fitness & Health, Smart Home, Easy Travel, and Entertainment.

2022 Annual Report
        61
Huawei continues to share its innovative technologies and tools to help developers more efficiently build the HarmonyOS ecosystem. At 
the Huawei Developer Conference 2022, Huawei announced that HarmonyOS would fully adopt the declarative development paradigm 
and also upgraded the HarmonyOS development suite, which optimized the end-to-end process from design, development, and testing to 
release, helping developers quickly enrich the HarmonyOS ecosystem with more powerful tools.
Wider Use of HarmonyOS, Rapid Growth of the HarmonyOS Ecosystem
By the end of 2022, HarmonyOS had been deployed on 330 million Huawei devices. Over the past four years, 
HarmonyOS has evolved to deliver more powerful new functions and a user-friendly experience. HarmonyOS 3 was 
officially launched in 2022, representing a full expansion of the Super Device feature, which is now available on 12 
different device types, including smartphones, tablets, PCs, HUAWEI Vision products, earphones, smart watches, and 
head units, facilitating effortless cross-device interactions.
The HarmonyOS ecosystem continues to grow by leaps and bounds. HarmonyOS Connect, the technology brand 
that supports the HarmonyOS ecosystem, has attracted more than 2,300 ecosystem partners and continues to add 
more product categories. In 2022 alone, over 181 million new devices in the HarmonyOS Connect ecosystem were 
shipped, covering numerous types of smart home appliances and providing users with more convenient access to 
the digital world.
Huawei has donated HarmonyOS’s basic functions to the OpenAtom Foundation. This has created the 
OpenHarmony project, which will provide numerous industries with an open digital foundation. OpenHarmony is 
a very active open source project on Gitee, a code hosting and collaborative development platform. At the end of 
2022, OpenHarmony ranked first on the Gitee Index and had already attracted more than 5,000 community code 
contributors. In addition, 94 development boards and modules, 28 software distributions, and 102 commercial 
devices had passed compatibility tests.

62       Huawei Investment & Holding Co., Ltd.
By the end of 2022, there were more than two million 
HarmonyOS ecosystem developers. The thriving 
HarmonyOS ecosystem depends on a steady supply of 
trained software engineers, and so Huawei has worked 
with 208 universities in China, including the prestigious 
Tsinghua University, to offer HarmonyOS courses 
to more than 20,000 student developers. Through 
its school-enterprise partnership programs, China’s 
Ministry of Education has supported 93 HarmonyOS 
ecosystem programs. The influx of student developers 
means the future of the HarmonyOS ecosystem is 
more promising than ever.
Huawei has curated a rich pool of apps and services 
through which it continues to deliver users worldwide 
a premium and minimalistic intelligent experience. By 
the end of 2022, the number of monthly active users 
of Huawei Mobile Services (HMS) had exceeded 580 
million, and the number of monthly active users of 
HUAWEI ID, AppGallery, and Quick App had surpassed 
420 million, 580 million, and 170 million, respectively. 
The number of monthly active users of HUAWEI 
Music, HUAWEI Browser, HUAWEI Wallet, HUAWEI 
Assistant•TODAY, HUAWEI Mobile Cloud, HUAWEI 
Video, HUAWEI Books, HUAWEI Themes, AI Search, 
and HUAWEI Weather all exceeded 100 million. In 
addition, Petal Search is available in more than 170 
countries and regions outside China, and supports over 
70 languages. Meanwhile, Petal Maps provides precise 
intelligent navigation services across more than 160 
countries and regions outside China, including maps 
for smartphones and smart watches, as well as web 
maps.
The HarmonyOS app ecosystem flourished in 2022. 
By closely integrating software, hardware, chips, and 
the cloud, we have developed more simplified and 
reliable system apps that are essential for users. 
Our innovations in interaction methods across the 
HarmonyOS ecosystem have brought about a variety 
of service distribution models and apps to help users 
explore new possibilities in their lives. Our own content 
distribution platforms like HUAWEI Music, HUAWEI 
Video, and HUAWEI Browser enable users to easily 
access a wide range of entertainment and information 
across all scenarios.
We have also spared no effort to attract third-party 
premium apps to the HarmonyOS ecosystem and 
expand feature abilities (FAs). We have established 
extensive partnerships with numerous companies, 
including Sina, Alipay, Ctrip, and Qunar, to satisfy user 
requirements in areas such as productivity, social, and 
gaming. Within the HarmonyOS ecosystem, everything 
can be shared and provided as a service, delivering a 
compelling user-friendly experience to over 300 million 
HarmonyOS users. By the end of 2022, the number of 
FAs running on HarmonyOS-powered devices exceeded 
50,000. HUAWEI Assistant•TODAY has gradually 
become the center of our users’ favorite FAs.
We continue to increase investment in the HarmonyOS 
ecosystem and provide more related training. By 
enhancing AI search experiences across all scenarios 
and improving engine and map data capabilities, 
we can deeply integrate HMS Core and HarmonyOS 
to provide unified experiences, making it easier for 
developers to join the HarmonyOS ecosystem and 
facilitating its business success. More than six million 
developers worldwide have registered to join HUAWEI 
Developers, and over 220,000 apps have been 
integrated with HMS Core, constantly consolidating 
the fully connected, intelligent app ecosystem.
Upgraded Brand Image in Retail 
and Service Stores
We have continued to explore and develop premium 
retail and service models to improve Huawei’s brand 
image and optimize customer experience at our retail 
and service stores. By the end of 2022, we had more 
than 60,000 retail stores, display zones, and display 
counters worldwide, including over 5,500 Huawei 
Authorized Experience Stores and 2,200 Huawei 
Authorized Service Centers. Our service centers cover 
47 countries and regions. In 2022, global customer 
satisfaction with Huawei’s services increased by 2.6 
percentage points from 2021. We also organized 
targeted service campaigns such as Service Day, 
Service Giving Season, and Battery Replacement, which 
generated more than 1.5 billion consumer interactions.
We continue to build large HUAWEI Flagship Stores 
and HUAWEI Smart Life Stores in major cities around 
the world. These stores are designed to serve local 
consumers by providing superior immersive experiences 
across all scenarios and showcase how they can 
interact with their cars and homes. In 2022, there were 
14 HUAWEI Flagship Stores globally, and more than 
300 HUAWEI Smart Life Stores with an area of more 
than 500 square meters.
HUAWEI Flagship Stores are committed to 
continuously enhancing Huawei’s brand image and 
exploring and providing the best possible retail 
experiences to consumers. In 2022, our flagship stores

2022 Annual Report
        63
started serving coffee to consumers, adding a human touch to interactions between Huawei and consumers. 
Consumers can also experience the accessibility features of Huawei devices in every flagship store, allowing visually 
or hearing impaired users to learn how to use Huawei devices and enjoy a digital life. Our flagship stores have also 
organized a variety of events for running and driving enthusiasts to boost engagement with consumers. HUAWEI 
Flagship Stores have become landmarks in their cities, and have been frequented by more than two million 
consumers.
HUAWEI Flagship Stores have become landmarks in their cities due to their outstanding designs. The HUAWEI Flagship Stores in Zone G 
of Huawei’s campus in Bantian, Shenzhen, and at the center of the Wushang Dream Plaza in Wuhan opened in 2022. These stores also 
serve coffee, further enriching consumers’ retail experience.
Enriching Life with Technology as a 
Responsible Corporate Citizen
Huawei has ramped up R&D investment into 
accessibility to develop more thoughtful 
accessibility features, such as AI subtitles, image 
recognition, and large font sizes. These features have 
won wide recognition from the rest of the industry:
■	 The HarmonyOS-powered HUAWEI P50 Pro ranked 
top in China Telecom’s smartphone accessibility 
assessment in 2022.
■	 HarmonyOS 2.0 was the only five-star-rated 
OS according to the 2022 smartphone OS/UI 
elderly-friendliness ratings released by the China 
Telecom Research Institute.
To help visually impaired users more easily engage 
with the world around them, HarmonyOS 3 comes 
with an upgraded image recognition feature. Visually 
impaired users can use their phone camera to identify 
objects and text around them, and their phones 
can relay the features and locations of people or 
objects around them. For example, the phone might 
announce, “A man wearing a T-shirt is sitting in front 
of the desk, and there is a computer on the desk.” The 
AI subtitle feature also helps hearing impaired users 
convert voice into text. In addition, phones powered by 
HarmonyOS 3 can quickly connect to hearing aids such 
as cochlear implants, allowing audio to be transmitted 
directly through hearing aids. The OS’s Senior mode 
makes it easier and more convenient for elderly users 
to use smartphones. Features like Simple mode and 
the Magnification gestures perfectly meet their needs 
for volume, font size, responsiveness, and more.
Huawei develops technologies to expand access 
to education and meet the health requirements 
in the communities we serve. We are committed to 
creating a comprehensive online learning environment 
that integrates online education resources so that

64       Huawei Investment & Holding Co., Ltd.
high-quality education can be accessed by anyone, 
regardless of where they are. By the end of 2022, the 
HUAWEI EduCenter had teamed up with more than 
240 partners to publish 660,000 courses. In addition, 
the multitude of courses available on the HUAWEI 
Developers Training platform had attracted more than 
2.3 million enrollments. We have also continued to 
invest in basic research in the health domain. After 
seven years of development, for example, the HUAWEI 
TruSeenTM solution has been released to monitor 
vital signs and provide accurate, convenient, and fast 
health data monitoring so that consumers can more 
effectively manage their health.
Huawei incorporates the concepts of green 
development and environmental protection 
standards into all of its business development 
processes. We design our products in a way that 
minimizes dependence on hazardous substances 
to reduce the impact our products have on the 
environment. We prioritize the use of premium 
and eco-friendly renewable materials during 
manufacturing, and are proactively phasing out raw 
materials that contain hazardous substances. In 
addition, regarding product sales and distribution, we 
are working hard to improve our packaging and reduce 
the amount of plastic used in packing materials.
To drive the reuse of second-hand phones, we have 
worked with an industry-leading recycling partner to 
launch the official certification of second-hand phones. 
This certification process covers everything from the 
recycling, refurbishing, and resale of our second-hand 
phones. Between 2020 and 2022, we helped keep 
more than eight million devices in good working order 
by sending faulty components back to our high-level 
repair centers for repair. And from 2015 to 2022, 
nearly 600,000 used Huawei devices were distributed 
for reuse through our trade-in program.
Huawei has constantly worked to upgrade its 
privacy and security protection capabilities to 
provide all-round safeguards for consumers. 
HarmonyOS 3 provides an upgraded and visualized 
Privacy Center and Security Center and added an 
app control center to ensure that all apps run both 
optimally and securely. These centers make the security 
status of phones and sensitive permissions clearly 
visible. We have also launched privacy and security 
protection solutions targeting different scenarios and 
groups of people. For example, we have created an 
App Guard and Senior mode for the elderly to help 
them block risky apps and make it easier for them 
to use their phones. We have also made it possible 
for parents to create accounts for their children, and 
developed intelligent cockpits that fully protect the 
privacy and security of drivers.
Moving forward, the Consumer BG will continue to 
focus everything it does on helping consumers and 
creating new technologies that will make the Huawei 
brand synonymous with convenient and thoughtful 
services. We will strive to make Huawei the world’s 
most trusted smart device brand, and make Huawei 
our users’ first choice. Working with our partners 
worldwide, we will redouble our efforts to build a 
thriving HarmonyOS ecosystem and continue delivering 
a Seamless AI Life experience for our consumers.
Intelligent Automotive Solution Business
Huawei strives to become the world’s preferred provider of new components for intelligent connected vehicles. We 
offer these components to car OEMs and industry partners to help car OEMs build better vehicles. Ultimately, we 
hope to enable the automotive industry to go electric, connected, and intelligent.
As vehicles become more intelligent, intelligent automotive components have gained traction in the market and are 
delivering brand-new user experiences. Intelligent driving and intelligent cockpits have become key differentiators 
for top-rated vehicles, and intelligent components are beginning to become standard in high-end vehicles in 
markets like China. These intelligent components include high-performance computing platforms, lidars, large 
displays, and multiple-display solutions. Intelligent features that were once only found in high-end vehicle models 
are now available in more and more affordable models, such as those in the CNY100,000 range.
As ICT technologies become more deeply integrated into the automotive industry, carmakers are also recognizing 
the importance of full-lifecycle services and cross-domain innovation and integration for vehicle R&D, both of 
which are becoming key factors for success.

2022 Annual Report
        65
Business Development
We are continuing to increase investment in the 
intelligent automotive solution (IAS) business, 
as it presents long-term strategic opportunities for 
Huawei. We have invested US$3 billion into our IAS 
BU since it was established and increased the unit’s 
R&D team to 7,000 people.
We are working hard to provide customers and 
partners with high-quality products, including the 
30-plus innovative intelligent automotive components 
we have already launched. These products meet 
automotive grade requirements for safety and security, 
reliability, durability, and more. By the end of 2022, we 
had shipped nearly two million of these components, 
which included products and solutions like intelligent 
cockpit, intelligent driving, intelligent electric power, 
intelligent vehicle cloud services, mmWave radars, 
cameras, gateways, lidars, computing platforms, 
augmented reality head-up displays (AR-HUDs), and 
T-Boxes.
In 2022, our intelligent driving solution enabled 
smooth experiences in three scenarios: urban driving, 
highway driving, and parking. We became the first to 
commercialize Navigation Cruise Assist (NCA) in urban 
areas, starting with Shenzhen and Shanghai. Our NCA 
is capable of supporting vehicles on highways across 
259 cities in China, including intercity highways and 
urban expressways. As for parking, our Automated 
Parking Assist (APA) and Remote Parking Assist (RPA) 
products have also already entered commercial use. 
All of these efforts are aimed at making smart travel a 
reality.
Huawei does not make cars. Instead, we work with 
car OEMs using models like Huawei HI and Huawei 
Zhixuan. To date, we have established in-depth 
partnerships with many car OEMs, such as ARCFOX, 
AVATR, and SERES, to help them build better vehicles 
and achieve business success. Cars under the Huawei 
HI model, like the ARCFOX Alpha S HI model and 
AVATR 11, already saw mass delivery in 2022. And 
through our partnership with SERES, more than 75,000 
units of three car models – AITO M5, M7, and M5 EV 
– were sold under the Huawei Zhixuan model in 2022. 
Each of these three car models offers drivers superior 
intelligent cockpit experiences.
Ecosystem Development
As part of Huawei’s broader “Platform + Ecosystem” 
strategy, we are creating a digital foundation and 
development tools that can be used to build intelligent 
vehicles. To date, we have brought together more 
than 300 partners from across the automotive industry 
through the following three ecosystem platforms.
■	 The intelligent digital vehicle platform (iDVP) 
ecosystem has attracted more than 100 partners, 
and our iDVP has been pre-integrated with 40 
tested equipment models from 20 vendors.
■	 The intelligent driving computing platform 
ecosystem has more than 70 partners who are 
helping enable intelligent driving pilots and 
commercial applications for scenarios such as 
passenger cars, ports, mining trucks, and campuses.
■	 Through our HarmonyOS Intelligent Cockpit 
platform, we have collaborated with over 150 
hardware and software partners to provide 
consumers with intelligent personalized and 
diversified service experiences.
Huawei also actively participates in automotive 
industry alliances and contributes to industry standards 
and key technologies.
■	 Huawei has been deeply involved in the 
SparkLink Alliance, which is committed to driving 
innovation and creating an industry ecosystem 
for next-generation short-distance wireless 
communications technology. To date, the alliance 
has brought together more than 240 member 
organizations across the value chain. In November 
2022, the SparkLink Alliance released the SparkLink 
1.0 standards focusing on the SparkLink Basic (SLB) 
and SparkLink Low Energy (SLE) technologies, 
which will build end-to-end core SparkLink 
functions that feature both high-speed, high-quality 
connections and lightweight, low-power 
connections.
■	 As a founding member of the Software-Defined 
Vehicle (SDV) Working Group of the China 
Association of Automobile Manufacturers, Huawei 
actively pools wisdom from across the industry 
to drive consensus and contribute to industry 
standards. In June 2022, the SDV Working Group 
and more than 100 member organizations 
jointly released the third edition of Reference 
Specifications for Software-Defined Vehicle Service 
APIs, in order to promote industry collaboration 
and address common industry issues. By June 2022, 
the SDV Working Group had published more than 
400 atomic service APIs and more than 300 device 
abstraction APIs.

66       Huawei Investment & Holding Co., Ltd.
Safety and Security Certifications
Huawei pursues a zero-defect quality system that 
ensures safety and security for all of its customers 
and users. We invest heavily in R&D, testing, 
manufacturing, supply, processes, and more to quickly 
build up these end-to-end systems.
■	 Our intelligent driving operating system (AOS), 
intelligent vehicle control operating system 
(VOS), advanced driving solution (ADS), advanced 
intelligent sensing (AIS), intelligent electric power, 
and other related products have all passed ASIL-D 
– the highest certification for functional safety 
assessment.
■	 Our intelligent vehicle cloud services have received 
the Automotive Software Process Improvement 
and Capability Determination (ASPICE) certification 
and met all Volkswagen KGAS criteria (Group Basic 
Software Requirements).
■	 For HD maps, Huawei has been granted Class-A 
qualification for surveying and mapping in China.
■	 Huawei IAS BU has received ISO/SAE 21434 
certification for automotive cyber security, and IATF 
16949 quality management system certification 
from TÜV Rheinland.
■	 Huawei’s AOS and VOS were among the industry’s 
first to complete the testing and certification of 
intelligent connected vehicle control operating 
systems.
Industry Recognition
In 2022, Huawei’s intelligent cockpit and intelligent 
driving solutions won multiple industry awards, setting 
new industry benchmarks.
■	 Our intelligent cockpit solution won two awards 
at the World Intelligent Driving Challenge: Top 
Intelligent Cockpit Award and Extreme Challenge 
Award.
■	 Our HarmonyOS Intelligent Cockpit voice assistant 
received the first level-1 certificate for an in-vehicle 
voice assistant in the automotive industry.
■	 The ARCFOX Alpha S HI model, equipped with 
Huawei’s advanced driving system, ranked No.1 
in the Xuanyuan Award’s smart driving list while 
dominating in the driving assistance, parking 
assistance, and intelligent driving interaction 
categories. This makes the car a veritable 
benchmark in the intelligent driving industry.
Research and Innovation
Scientific exploration and technological innovation drive civilization and society forward. Huawei understands the 
importance of research and innovation and how openness is critical for both. We are ready and willing to work 
with academia and industry to explore the frontiers of science and technology, push innovation forward, create 
value for industry and society as a whole, and build a better intelligent world.
Basic Research: Overcoming 
Theoretical and Industry 
Bottlenecks with Patient 
Investment into Communications 
and Computing
■	 Mathematics is the queen of the sciences and key 
to the new world of communications, computing, 
and AI. For this reason, Huawei consistently 
conducts research into mathematical theory and its 
applications.
–	 In the field of random matrix theory and 
algorithmics, we created a new method of 
estimating the minimum singular value of an 
n × n random matrix of a sparse linear system 
by running an algorithm in 
 time 
where ω is the matrix multiplication exponent. 
The paper that elaborates on this method 
was accepted in 2022 by the Annual ACM 
Symposium on Theory of Computing (STOC), 
the flagship conference of the Special Interest 
Group on Algorithms and Computation Theory.
–	 In terms of training deep learning models, we 
proposed the Boolean logic backpropagation 
method. This breakthrough in mathematical 
principles helps solve problems related to 
hyperdimensional binary variable optimization 
and makes it possible to both conduct deep 
learning algorithms in the Boolean field and

2022 Annual Report
        67
realize the performance of a full-precision 
model through simulated verification.
–	 In the field of topos theory and semantics, 
we put forward a brand-new mathematical 
theory for semantic learning, creating a public 
framework for algebraic topology and logical 
propositions. We also proposed the world’s 
first semantic information spaces based on 
groups, partially ordered sets, and groupoids, 
which explains well the experimental results 
of Roger N. Shepard, Carl I. Hovland, and 
Herbert M. Jenkins. The experiment shows 
that the new neural network model is not just 
a “statistical parrot” as it can reach a more 
animal-/human-like intelligence.
■	 We have also dived deep into communications 
and computing theories, constantly exploring, 
challenging, and approaching the theoretical limit.
–	 In the field of information theory, we put 
forward a coding method based on multilateral 
coupling graphs. This method allows us to 
increase performance by about 0.5 dB in optical 
communications scenarios at a Tbit/s-level 
speed over thousands of kilometers, bringing us 
closer to the Shannon limit.
–	 We have consistently pushed the limits of 
entropy coding with our unstructured data 
coding algorithm HZU, through which we 
discovered the fast nonlinear transformation 
and lightweight context prediction method. This 
algorithm can generate results superior to those 
of the Lempel-Ziv (LZ) compression paradigm 
and boost the compression ratio by about 30%.
–	 In the field of network optimization, we created 
a topology-aware network pricing policy (NPP) 
model and a self-adaptive sparse optimization 
method to solve problems surrounding flows in 
networks that possess hundreds of thousands of 
nodes and tens of millions of links, improving 
problem-solving speeds by orders of magnitude. 
We also proposed the CLIModel based on the 
biological assimilation mechanism, improving 
network configuration efficiency by over five 
times. The paper on this model has received a 
Best Paper Award from ACM SIGCOMM 2022.
–	 In the field of computing and AI, we introduced 
an allocation and scheduling method capable 
of minimizing communications costs and 
maximizing task-level parallelism in a weighted 
manner. Based on this method, we built Fold3D, 
a three-dimensional parallel training framework 
that delivers performance 25% higher than 
mainstream industry systems.
–	 In the field of machine learning, we were the 
first to prove that analytical solutions existed 
for the optimal Kullback-Leibler (KL) divergence 
and optimal reverse variance of the diffusion 
probabilistic model (DPM). Such a breakthrough 
has the potential to improve sampling efficiency 
by 20- to 80-fold, and therefore the related 
research paper has been presented the ICLR 
2022 Outstanding Paper Award.
Technological Innovation: Driving 
Industry Development to Usher 
in a New World of 10 Gigabit 
Experience, 100 Billion Connections, 
and Native Intelligence
Wireless Networks
■	 We have been working with the global industry to 
explore and define 6G, and have also proposed six 
technology pillars for 6G.
■	 We place equal importance on theoretical 
innovation and prototype verification, and 
have unveiled the first 220 GHz terahertz 
communications prototype system with a peak rate 
of 240 Gbit/s.
■	 In terms of short-distance communications, we 
used mmWave to realize superb user experience 
featuring throughput of over 10 Gbit/s and a 
sub-millisecond latency.
■	 We created an innovative hybrid antenna array 
architecture that combines both reflective and 
reconfigurable surfaces, achieving a coverage 
gain of nearly 41 dB in the 10 GHz band in 
non-line-of-sight (NLOS) scenarios.
■	 We completed the world’s first field trial verification 
of mobile access to low-earth orbit satellites based 
on 5G NR protocols, and also became the first to 
simultaneously realize high-speed communications 
and millimeter-level high-precision imaging in the 
terahertz frequency band while maintaining the 
same hardware and the same waveform.

68       Huawei Investment & Holding Co., Ltd.
Optical Networks
■	 We continued our work to increase the 
single-wavelength rate for long-haul transmission 
from 400 Gbit/s to 800 Gbit/s by diving into 
key technologies like low-complexity nonlinear 
waveform design for high-speed signals and 
200-GBaud ultra-high-speed optoelectronic 
modulators.
■	 We also made breakthroughs in 
ultra-wide-spectrum S + C + L band optical 
amplifiers, next-generation higher-order 
modulation algorithms, and improved the 
performance equalization of wide-spectrum optical 
systems, expanding optical spectrum by 50%.
■	 During a joint on-site test with Orange, we set a 
new record of single-fiber 157 Tbit/s transmission 
over a distance of 120 kilometers.
Intelligent O&M
■	 We have constructed an O&M pretrained 
foundation model (PFM) that unifies the 
representation of network element data and 
prevented siloed modeling for O&M. Compared 
with the previous models, each of which supported 
only one task, this new model can support multiple 
downstream tasks, such as fault data analytics, 
root cause analysis (RCA), responses to customer 
complaints, intelligent signaling analysis, and 
assistance for changes, while also greatly improving 
their efficiency.
■	 By employing a technology of optimizing 
ultra-large-scale wireless parameters in parallel, we 
have been able to increase the cell-edge rate of 5G 
downlink users by more than 10%.
Cloud and Computing
■	 As part of our work to address the performance 
and latency challenges presented by cross-chip 
and cross-server communications in heterogeneous 
computing, we have redefined the bus architecture 
for computing cluster communications and unified 
the interconnection standards between chips and 
nodes. This means the live migration of virtual 
machines can be performed in mere milliseconds, 
substantially boosting network efficiency.
■	 We launched the industry’s first heterogeneous 
computing cluster software platform, improving 
computing resource utilization by over 35% and 
accelerating performance by more than 100% in 
scenarios like deep big data analytics and retrieval.
Consumer Business
■	 We launched our new mobile photography brand –  
XMAGE – to bring new portrait and night mode 
features to consumers through innovative mobile 
photography technologies.
■	 We’ve designed a unique double-rotating falcon 
wing hinge which, when combined with ultra-
high-strength steel and flexible materials, makes 
foldable phones more durable, significantly lighter, 
The joint test team that set the record, with members from both 
Orange and Huawei Optical Communication Technology Lab in 
Paris.
Data Communication
■	 Our latest bus-level data center network 
(DCN) uses a novel architecture to enable the 
convergence of the Ethernet, Fibre Channel (FC), 
and InfiniBand (IB), achieving a breakthrough in 
high-performance computing network and storage 
network performance.
■	 We have continued to build next-generation 
Ethernet technology systems. By supplementing 
digital circuits with analog ones, we’ve reduced 
energy consumption by around 50%. By separating 
error detection from error correction, we’ve reduced 
interface latency by nearly 70%. By adopting 
flexible slicing, we’ve created private lines at n x 10 
Mbit/s.

2022 Annual Report
        69
and enables them to retain their flat screens, 
regardless of how many times you fold them.
■	 By continuing our research into materials and 
production methods, we’ve made breakthroughs 
that have revolutionized phones. The sturdy 
Kunlun Glass has made our phones 10 times more 
drop-resistant, and one of our latest phone models, 
which was reinforced with Kunlun Glass, became 
the first to ever earn the five-star glass drop-
resistance certification from Switzerland’s SGS.
AI Algorithms
■	 We launched ZooD, a model library technology 
that supports search functionality. Powered by 
Ascend, MindSpore, and Huawei Cloud, this 
breakthrough improves model performance by over 
30%. Our OptVerse AI Solver also made its debut 
in 2022, making it possible to solve optimization 
problems involving tens of millions of variables and 
constraints in multiple scenarios.
■	 For the first time, we realized compression via 
quantization of generative models, increasing 
their compression ratios by more than 10 times 
without affecting performance. The upgrade of the 
parallel distillation technology achieves a 100-fold 
increase in quantization speed, better supporting 
the deployment of Huawei Cloud’s full-precision 
models that have hundreds of millions, tens of 
billions, or even hundreds of billions of parameters.
Foundational Software
We are continuing to patiently invest in foundational 
technologies that will deepen our roots in the software 
industry.
■	 By innovating on microkernel, storage, and 
scheduling architectures for operating systems, 
we have significantly increased the utilization of 
hardware resources.
■	 The groundbreaking accomplishments we have 
made in fusion storage engines, fully-encrypted 
databases, and AI-based optimizers through the 
introduction of GaussDB have sharpened our 
competitive edge in performance, security, and 
availability.
■	 We have remained committed to an open source 
strategy and keeping an open mind while building 
software ecosystems. Through our cooperation with 
players across the industry, openEuler, openGauss, 
and other software ecosystems are now on track to 
undergo rapid development.
–	 The openEuler, openGauss, and MindSpore 
ecosystems have rallied more than 2,000 
partners and over three million developers, with 
more than three million openEuler installations 
to date.
–	 HarmonyOS had been deployed on 330 
million Huawei devices. This growth has been 
supported by our collaboration with over 
two million developers and more than 2,300 
HarmonyOS Connect partners within the 
HarmonyOS ecosystem.
Security and Trustworthiness
We remain dedicated to the research of technologies 
related to security and trustworthiness and work hard 
to improve engineering technologies and capabilities, 
such as software engineering and systems engineering 
in the R&D domain, so as to build secure, resilient, 
reliable, and quality products for customers.
■	 We have built an end-to-end IPD-SFP cyber 
security engineering system which covers R&D, 
procurement, and delivery and services. By 
institutionalizing best practices and incorporating 
them into business processes and IT operating 
platforms, we are developing advanced cyber 
security capabilities.
■	 We have created a digital system design 
methodology that is centered on full digital design 
assets and allows massive numbers of documents 
to be passed on or transferred. With this method, 
empirical assets in large-scale, complicated systems 
can now be reused more efficiently, increasing the 
agility of design and verification.
■	 Huawei is an active member of and major 
contributor to open source communities like Rust 
and standards organizations such as ISO, ITU-T, 
3GPP, and IETF. Together, we are laying the 
cornerstone of trust in the digital world.

70       Huawei Investment & Holding Co., Ltd.
Exchange, Enlighten, Explore: 
Going Beyond Physical Boundaries 
to Ignite the Spirit of Inquiry and 
Academic Exchange
Scientific exploration is an undertaking that hinges 
on communication, sharing, cooperation, and patient 
investment. Scientific research is most powerful when 
driven by close engagement and collaboration between 
scientists and experts. Huawei remains open to 
collaboration and is always looking to join hands with 
outstanding researchers and partners from around the 
world to address the biggest challenges of our times.
■	 In 2022, Huawei officially launched the Chaspark 
Technology Website, which has attracted more than 
120,000 authenticated users from across multiple 
academic fields. We intend to build Chaspark into a 
world-class, open platform for academic exchanges. 
To date, the platform has presented over 7,000 hot 
topic posts and research papers, more than 2,200 
academic activities, and 285 technical challenges, 
allowing experts from outside Huawei to propose 
their own solutions.
■	 June 2022 saw the first issue of the quarterly 
journal Communications of Huawei Research, 
which documents and shares the latest findings 
of researchers, both inside and outside of Huawei, 
from across the various research domains in 
which the company is engaged. By December 31, 
2022, we had published three issues, including 39 
academic papers and research findings from over 
170 Huawei scientists and external researchers.
In 2022, our total R&D spending
was CNY161.5 billion, 
representing 25.1% of 
total revenue.
Total R&D investment 
over the last decade now 
exceeds CNY977.3 billion.
At the end of 2022, 114,000+ employees,
or 55.4% of our workforce, worked in R&D.
Huawei is an industry leader in patents 
in multiple mainstream standards fields, 
including mobile communications, 
short-distance communications, and 
video codecs. Hundreds of 
companies use our patented 
technologies through agreements or 
patent pools.
In 2022, 29 companies from China, 
the US, Europe, Japan, South Korea, and 
a number of other countries and regions 
entered into new licensing agreements 
with Huawei to pay for the use of the 
company’s patented technologies.
Every year, Huawei invests 
over 10% of its sales 
revenue into R&D
Huawei’s patents
are broadly recognized 
across the industry
By the end of 2022, 
Huawei held a total of 
120,000+ active patents.
Huawei has one of
the world’s largest 
patent portfolios

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        71
Improving the Management System
Our global management system supports the company-wide promotion of our corporate culture and the effective 
management of our business. Ultimately, we aim to:
■ Stay customer-centric, build an ecosystem for 
shared success, and continue creating greater value 
for customers by meeting their needs and pursuing 
technological innovation
■ Effectively manage risks, and ensure operational 
compliance and business continuity
■ Guarantee the trustworthiness of both processes 
and results, and provide trustworthy, quality 
products
■ Pursue corporate social responsibility (CSR) 
initiatives and promote sustainable development
Quality and Customer Satisfaction
Over the past year, we have continued working hard to succeed through quality and make Huawei synonymous 
with high quality in the ICT industry. In the pursuit of these goals, we have further strengthened our ISO 
9000-based total quality management system, which has involved implementing strategy-driven, all-hands, and 
full-process quality management across our entire value chain while aligning with customer needs. Furthermore, 
we have extended our quality management mechanisms and requirements to every part of our value chain. By 
investing even more heavily in quality management, we guarantee quality improvements for both ourselves and 
our suppliers, and thus deliver high quality to our customers.
■ We are continuing to increase the quality 
awareness and capabilities of all employees and 
create an atmosphere and culture that value high 
quality:
–	 We make department and team heads 
responsible for quality to strengthen quality 
objective management and provide more 
quality-related incentives. We also regularly 
organize quality conferences, quality audits, and 
quality training, and present quality awards, to 
encourage all employees to pursue high quality.
–	 We make the most of advanced quality 
engineering methods, such as the Huawei 
hardware innovation and optimization approach 
(HINA), the theory of inventive problem solving 
(TRIZ), and failure mode and effects analysis 
(FMEA), to drive the continuous improvement 
of our products and services. We have also 
doubled down on efforts to improve knowledge 
management and project retrospection. These 
professional approaches will help the company 
succeed through quality.
■ We continue to manage quality and embed quality 
requirements into all of our processes:
–	 Through our complete, three-level process 
architecture, which covers operational, 
enablement, and supporting processes, we 
have embedded varying requirements into all 
areas of our business, including R&D, supply, 
delivery and services, sales, and marketing. 
One-piece flow: Automated, lean production line of on-board chargers (OBCs) and powertrains for intelligent electric power
Huawei has built a comprehensive quality management system and a complete production system for automotive grade manufacturing. These systems 
have both passed IATF 16949, VDA 6.3, TISAX, and ISO 26262, in addition to other third-party and customer certifications.

72       Huawei Investment & Holding Co., Ltd.
These requirements include those related to 
quality; compliance; trustworthiness; internal 
controls; cyber security and privacy protection; 
information security; business continuity; 
Environment, Health, and Safety (EHS); and 
Corporate Sustainable Development (CSD). 
Setting such requirements helps streamline all 
of the corresponding processes from end to 
end.
–	 We have also built a quality system for the 
company’s diversified business portfolio, 
extracted maximum value from our quality data 
platform, and remained a trusted choice of 
customers thanks to high-quality products and 
services.
■ With a focus on value and experience, we continue 
to encourage efforts to extend quality management 
to every link of our value chain:
–	 We actively work to capture voices and 
feedback from customers and partners through 
numerous channels. Then, with corporate 
management deeply engaged in discussions and 
analyses surrounding key issues, we determine 
key areas for improvement, so as to improve 
customer satisfaction and achieve shared 
success with partners.
–	 We continue to push quality management 
up the value chain. By passing our quality 
requirements on to the entire value chain, we 
help our suppliers and subcontractors hone 
their own edges in quality. These efforts are 
driving the advancement and coordinated 
development of the entire value chain.
All aspects of Huawei’s ISO 9000-based total quality 
management have been certified by leading industry 
organizations, gaining extensive recognition from 
customers. Some of these aspects include financial 
robustness, quality management, risk management, 
delivery and services, supply chain management, 
knowledge management, project management, 
trustworthiness and software engineering, cyber 
security and privacy protection, information security, 
EHS, CSR, CSD, and business continuity management 
(BCM).
■ The company has been evaluated and certified by 
numerous independent third parties, receiving a 
number of certifications including:
–	 ISO 9001
–	 TL 9000
–	 IATF 16949
–	 ISO 13485
–	 ISO 10012
–	 ISO 14001
–	 ISO 14064-1
–	 ISO 45001
–	 IECQ QC 080000
–	 ISO 50001
–	 ISO 22301
–	 SA 8000
–	 ISO 28000
–	 ISO/IEC 20000-1
–	 ISO/IEC 27001
–	 ISO/IEC 27017
–	 ISO/IEC 27034
–	 ISO/IEC 27018
–	 ISO/IEC 27701
–	 ISO/IEC 29151
–	 CSA STAR
–	 PCI DSS
–	 PCI 3DS
–	 SOC 1/2/3
–	 ISO 27799
–	 ISO 26262
–	 ISO/SAE 21434
–	 A-SPICE
–	 TISAX
–	 NIST CSF
■ Huawei has passed comprehensive audits, reviews, 
and assessments conducted by the world’s top 
carriers, as well as by major enterprise and industry 
customers. The customers in question have also 
chosen Huawei as their strategic partner for future-
oriented transformation. In 2022, Huawei received 
the Outstanding Achievement for Customer 
Centricity award from the European Foundation 
for Quality Management (EFQM). This marked the 
first time the prestigious global award had been 
awarded to a telecom vendor.
Improving the BCM System
In today’s highly globalized and highly specialized 
world, Huawei’s operations rely heavily on third 
parties. This makes BCM critical. Through years of 
sustained investment, Huawei has established a 
BCM system for domains such as R&D, procurement, 
manufacturing, logistics, and global technical services. 
This system covers our end-to-end processes, from 
suppliers to Huawei and on to our customers. As part 
of this system, we have developed and established 
effective measures to drive BCM and emergency 
response upskilling across organizations, allowing 
them to manage risks that arise during their daily

2022 Annual Report
        73
work. Specifically, we have built up management 
organizations, processes, and IT platforms, embedded 
key BCM elements into our product development and 
supply management, prepared business continuity 
plans and emergency management plans, and 
organized BCM training and drills for employees.
Key BCM Initiatives in R&D and Supply 
Chain
■ Supply chain diversity: Huawei will always pursue 
globalized supply and supply chain diversity. When 
designing a product, we strive to source raw 
materials, boards, and products from more than 
one supplier, actively expand the pool of supply 
resources, and prioritize the supply diversity of raw 
materials. We prefer suppliers that have multiple 
manufacturing sites and avoid relying on any single 
supplier or region to safeguard supply availability.
■ Scenario-specific stockpiles: During mass 
production, we identify and manage risks by 
preparing safety stocks of raw materials, semi-
finished products, and finished products. This 
allows us to better address customer requirements 
and uncertainties from various sources, including 
supply availability, trade conflicts, and natural 
disasters like the pandemic.
■ Supply and demand visibility: Huawei works closely 
with suppliers to ensure that demand forecasts, 
purchase orders, and supplier inventory are all 
visible through IT systems. This ensures that we 
receive timely demand information and have 
adequate supply.
Key BCM Initiatives in Manufacturing, 
Logistics, and Spare Parts Supply
■ Manufacturing and supply resource backups: 
Huawei considers in-house manufacturing 
and outsourcing capabilities to be of equal 
importance. We have established long-term 
strategic partnerships with multiple electronics 
manufacturing service (EMS) suppliers. Board 
manufacturing and supply capabilities are shared 
between Huawei and EMS suppliers, and between 
multiple EMS suppliers, to ensure we always have a 
backup. We have also established supply centers in 
Shenzhen, Europe, Latin America, and Dubai, which 
serve as integrated equipment backups for each 
other.
■ Logistics network resilience: We work with logistics 
partners to develop and verify independent 
and manageable logistics solutions, and use 
deterministic solutions to address uncertainties 
in supply chain security and availability, making 
global logistics networks more resilient.
■ Spare part reserves to support full-lifecycle 
operations: Huawei reserves spare parts according 
to market demand and historical usage before 
a product reaches its end of life (EOL). After a 
product reaches its EOL, we reserve enough spare 
parts to cover the full lifecycle of all remaining 
products. This prevents any impact on the 
operational continuity of live customer networks.
Regulatory Compliance
Huawei works hard to conduct its business with 
integrity and conform to business ethics standards and 
all applicable laws and regulations. This key principle is 
upheld by our highest levels of management. We have 
worked for years to build a compliance management 
system that aligns with industry best practices and 
embed compliance management into every aspect of 
our business activities and processes. These efforts 
continue to this day. Huawei emphasizes a culture of 
integrity and invests heavily to make it a reality. As 
such, every Huawei employee is required to strictly 
adhere to its Business Conduct Guidelines (BCGs).
■ Our Chief Compliance Officer manages the 
company’s operational compliance, and reports to 
the Board of Directors. Every one of our company’s 
business departments and subsidiaries has also 
established its own compliance team, taking 
responsibility for the management of its own 
operational compliance.
■ We identify and assess risk according to applicable 
laws and regulations and business scenarios. In 
addition, we have formulated control measures that 
have been incorporated into our business activities 
and processes. We also continuously optimize our 
management system through root cause analysis 
and targeted corrective action.
■ We attach great importance to and continuously 
enhance the compliance awareness of our 
managers and employees. Through publicity, 
training, exams, disciplinary action, and other 
related actions, we push all our employees to fully 
understand their own obligations as well as the 
company’s.
■ With an open mind, we proactively engage and 
work with customers, partners, regulators, and 
other stakeholders on compliance, to constantly 
enhance mutual understanding and trust.

74       Huawei Investment & Holding Co., Ltd.
Compliance Management by Domain
As always, Huawei is dedicated to ensuring better 
compliance across multiple domains, including but 
not limited to trade compliance, financial compliance, 
anti-bribery compliance, intellectual property (IP) 
and trade secret protection, and cyber security and 
privacy protection. These compliance requirements 
are embedded into our policies, systems, and business 
processes.
Trade Compliance
Huawei has always endeavored to comply with 
applicable laws and regulations of the countries 
and regions in which it operates. These include the 
applicable export control and sanction laws and 
regulations of the UN, China, the US, and the EU. 
We are committed to fulfilling our responsibilities 
and obligations related to export controls. We have 
invested immense effort over the years to establish 
a mature and sustainable internal system for trade 
compliance that aligns with industry standard 
practices, and worked tirelessly to constantly improve 
this system.
We have also established an integrated trade 
compliance management organization within the 
company. This organization manages trade compliance 
across both group functions and field offices. In 
addition, we have established specialist teams in our 
global offices that monitor changes to local laws 
and regulations; formulate and refine our trade 
compliance policies, systems, and processes; drive the 
implementation of these requirements in applicable 
business domains and group functions; and manage 
and oversee trade compliance in each link of our 
business operations, ranging from procurement, R&D, 
and sales, to supply and services.
Huawei continuously pushes employees to further their 
own trade compliance awareness. Employees must sign 
Huawei’s BCGs each year, which include commitments 
to observing applicable export control laws and 
regulations. Huawei provides training sessions on 
trade compliance to managers and employees across 
the company, with training taking various forms 
across different sessions. These efforts, combined with 
targeted training for specific business scenarios, ensure 
employees fully understand their own responsibilities 
and obligations, as well as those of the company, 
regarding export controls.
Financial Compliance
As always, Huawei is dedicated to complying with 
applicable financial laws and regulations, and attaches 
great importance to the management of financial 
compliance risks. We continuously invest resources 
into financial compliance and have established 
a financial compliance management and control 
system that aligns with industry standard practices. 
We manage financial compliance from end to end 
by considering factors such as regions, transaction 
objects, fund routes, and the risk appetite of banks; 
setting key control points for our sales, procurement, 
supply, services, treasury, human resource, and other 
processes; and constantly working to improve our 
IT control tools. Huawei works hard to constantly 
increase its employees’ compliance awareness and 
capabilities. Through the publicity of and training 
on financial compliance, the company has deepened 
managers’ and employees’ understanding of their own 
financial compliance obligations and responsibilities, as 
well as those of the company.
Anti-Bribery Compliance
Huawei has a zero-tolerance policy towards corruption 
and bribery. The company’s anti-bribery compliance 
management is designed specifically for our diversified 
business portfolio, and we continuously develop the 
compliance management system and capabilities at 
both the group and subsidiary levels. Through this 
system, we constantly identify and monitor risks and 
drive the optimization of relevant business rules and 
processes. We have also invested heavily in building an 
atmosphere and culture of compliance and increasing 
employee compliance awareness. Internally, we work 
hard to ensure all employee conduct is above board, 
while externally, we manage our relationships with 
third parties to ensure compliance. The combination 
of these efforts allows us to effectively control anti-
bribery compliance risks across the company.
IP and Trade Secret Protection
Respecting and protecting IP: Huawei is dedicated to 
its long-term investments into R&D and continuously 
enriching its IP portfolio. Huawei is one of the world’s 
largest patent holders, and the company believes 
that respecting and protecting IP is the bedrock of 
innovation. As a follower, practitioner, and contributor 
of IP rules, as well as an innovator, Huawei invests 
heavily into IP protection and respects the IP of 
others. Huawei has reached cross-license agreements 
with major ICT companies around the world, and 
works tirelessly to cultivate an industry environment 
that protects innovation and IP across countries and 
regions.
Respecting and protecting the trade secrets of 
others: Huawei is committed to protecting its own IP 
and trade secrets, while respecting those of others.

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        75
We explicitly prohibit our employees from improperly 
acquiring, disclosing, using, or disposing of the trade 
secrets of others.
The key measures Huawei has taken to protect the 
trade secrets of others include:
■ Issuing our Regulations on Respecting and 
Protecting Third Party Trade Secrets, which set out 
clear rules that employees must follow to respect 
and protect the trade secrets of others during 
business activities and ensure that employees carry 
out business activities legally and in accordance 
with our contracts
■ Embedding trade secret protection requirements 
into business processes such as R&D, sales, 
procurement, and HR, conducting regular reviews, 
and continuously improving management 
mechanisms by taking away lessons and case 
studies from day-to-day operations
■ Organizing publicity, training, and exams on trade 
secret protection for all employees, so that they are 
fully aware of their obligations and responsibilities 
regarding trade secret protection compliance
■ Conducting supervision, including checks and 
audits, to examine efforts aimed at protecting the 
trade secrets of others and thus ensure effective 
implementation of our policies, rules, and processes
■ Establishing an accountability system based on 
official corporate policies such as the Accountability 
Protocol for Infringements of Other Parties’ Trade 
Secrets and the Accountability Rating Criteria for 
Information Security Violations to hold violators 
accountable for any trade secret violations
Regional Compliance Management
Huawei has appointed compliance board directors to 
every country and region where it operates. These 
directors manage and supervise the compliance of 
subsidiaries through the following key measures 
to guarantee the operational compliance of our 
businesses and the legal compliance of employees:
■ Fully identifying and assessing risk under the ever-
changing international business environment, 
and taking management measures to prevent or 
mitigate compliance risks
■ Making compliance management tasks part of 
business organizations’ KPIs, building a compliance 
management responsibility system, organizing 
compliance training, and creating an atmosphere 
that promotes integrity and compliance
■ Guided by the tone at the top of our organization, 
formulating subsidiary compliance management 
policies and rules in accordance with applicable 
local laws and regulations; constantly internalizing 
external regulations; and arranging for country 
offices to formulate their own compliance white 
papers, specifying compliance requirements, guides, 
and prohibitive regulations for business activities 
and employee conduct
Management Transformations
The overall goal of transformation at Huawei is to “grow the harvest and increase soil fertility”. Huawei 
constantly develops new business systems and digital platforms as a way to leverage digital technology 
to safeguard our business continuity and better address changes in internal and external environments, 
such as the company’s diversified business portfolio.
■ Supporting business continuity through 
digitalization:
–	 With data becoming a core asset of production, 
the company has formulated an overall 
development strategy for handling data. This 
strategy is designed to ensure data security, 
respect data sovereignty, and manage data in 
the same way as modules, so that it can be 
easily integrated, split, and shared. Under this 
strategy, we enable enterprises to adopt data 
as a core competence, as this will help them 
achieve high-quality development.
–	 Over the past year, we have reinforced the 
company’s ability to scale up its unified 
data foundation, i.e., easy data splitting and 
integration. We have also improved the way we 
delegate authority over data slicing to ensure 
we can meet digital operations requirements at 
the group, business, and field office level.
–	 We have developed controllable data exchange 
capabilities and a clearing mechanism that 
places data sovereignty at its core. This aims 
to guarantee controllable data sovereignty 
while bolstering business collaboration and

76       Huawei Investment & Holding Co., Ltd.
information sharing between ecosystem 
partners. By the end of 2022, the company 
had realized the controllable exchange of 
data within over 3,000 spreadsheets, striking a 
balance between protecting and sharing data. 
In addition, we have employed professional 
methodologies and management systems to 
reshape the data circulation model, helping 
companies maximize the value of their data.
■	 Iterating digitalization to better serve 
customers and partners:
–	 In the carrier business, we have continuously 
expanded and deepened IT system integration 
for customer transactions. In 2022, we 
connected our transaction system with 31 new 
accounts, from end to end, and increased the 
number of accounts capable of conducting 
collaborative online transactions with us by 62.
–	 In the enterprise business, we have opened up 
our Three Cloud platform and a unified partner 
enablement training and delivery platform to 
partners, and launched E+ apps to support 
partner upskilling.
–	 In the consumer business, we have continued 
honing our skills to sell and deliver smart home 
solutions at scale, and working to optimize the 
platform for the integrated management of 
retail stores, omni-channel and multi-category 
sales, and systematic services, so as to create 
a comprehensive value stream for intelligent 
hardware and partner ecosystems.
–	 In the Intelligent Automotive Solution (IAS) 
business, we are continuing our digitalization 
efforts to drive ongoing improvement in terms 
of both customer experience and satisfaction, 
and secure leadership in terms of both quality 
and security.
–	 In the digital power business, we are committed 
to a multi-path approach while building 
ecosystems so that our DriveONE supply system 
offers the best possible quality and security 
at low costs, and is capable of supporting the 
tens of millions of digital power products in 
use today. We are also currently designing a 
quality management system centered on high-
voltage, ultra-high-voltage, and energy storage 
equipment in a bid to make our digital power 
business synonymous with high quality in the 
energy sector.
–	 Guided by the company’s All-Online, All-Service, 
and Data-Driven principles, Huawei Cloud 
Computing has crafted its GrowCloud and 
GoCloud partner systems; developer platform, 
and OneData Assets Flywheel system, laying the 
foundation for secure, stable, and high-quality 
clouds.
■ In 2022, Huawei continued to roll out its 
Transformation Program for Software 
Engineering Capability Enhancement, 
aiming to improve company-wide software 
engineering capabilities, create trustworthy, 
high-quality products, build trustworthiness 
in our management system, and realize the 
replication of successful experience.
–	 More competitive and trustworthy products:
•	
Trustworthy results: In 2022, we fixed 
100% of widely exploited vulnerabilities 
and prevented 100% of high risks identified 
during product threat analysis. Products 
within the scope of this Transformation 
Program have been verified by the 
Independent Cyber Security Lab (ICSL) 
within Huawei and obtained 279 external 
certifications. The company has maintained 
its record of zero major security incidents 
across these products.
•	
Trustworthy process: We have realized 
integrity protection (preventing tampering, 
implantation, spoofing, and malicious code) 
and traceability for software sources, the 
development process, and the supply chain 
process.
>	 This includes integrity protection for 
100% of deliverables to outside parties, 
and 100% binary consistency for 
applicable products. 
>	 Furthermore, all requirements can now 
be traced from end to end, and online 
issues arising from either carrier or 
enterprise scenarios can also be traced 
back to the problematic lines of code, 
with all backtracking data being visible.
>	 Clean code: We have also constructed 
new architectures and platforms for 
over 80 products, and refactored 92% of 
historical Huawei-developed code.

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        77
Organizational Vitality
Despite changes to our internal and external environments, the company has stayed true to its corporate 
culture and core values. We have flexibly pooled resources by business and continued efforts to develop 
multi-business organizations and mechanisms. In addition, we have rolled out transformations related to 
organizations and talent to improve our organizational capabilities and efficiency. In the face of ongoing 
challenges, our employees have stayed confident and our organization has remained dynamic.
–	 Helping customers mitigate live-network 
risks through end-to-end transformation:
•	
Once a high-risk vulnerability is detected, 
the affected products and customers 
can be identified within minutes, while 
technical investigations into vulnerabilities 
at the product level can be finished within 
hours. Following this, workarounds can 
be provided within just three days, and 
patches can be provided within 30 days. 
These improvements help customers quickly 
mitigate any risks on their live networks.
•	
We have also honed our skills in terms of 
product certificate O&M, helping customers 
mitigate risks stemming from information 
leaks related to their live-network 
certificates and certificate expiration.
•	
Supported by improved product security 
configuration capabilities, we provide 
professional security configuration services 
to help customers mitigate live-network 
configuration risks.
•	
We work to align contract and product 
lifecycles, and ensure that both these 
lifecycles meet industry requirements, so as 
to help customers mitigate risks arising from 
legacy equipment that remains on their live 
networks.
–	 Promoting sustainability through 
management systems with built-in 
trustworthiness: We have released the 
Trustworthiness Capability Maturity Assessment 
Standards V3.0 and built trustworthiness into 
our Integrated Product Development (IPD), 
Lead to Cash (LTC), Channel Sales, Service 
Delivery, Supply, and Procurement processes. 
Critical R&D operations are now running on 
only 50 target systems, guaranteeing the lasting 
effects of transformation.
–	 Creating a culture that values both 
trustworthiness and software:
•	
Every one of our software employees and 
managers must now be certified in software 
trustworthiness before being appointed to 
their positions.
•	
All committers must obtain their respective 
professional certifications.
•	
We have rolled out a white-box performance 
appraisal system across the company, and a 
culture that values both trustworthiness and 
software is taking shape.
■ AI Business Intent and Governance Principles: 
AI is driving technological changes that greatly 
improve efficiency, productivity, quality of life, 
and societal well-being. At the same time, it also 
presents a fair share of ethical and governance 
challenges. Our company has done a significant 
amount of engagement and research to understand 
these challenges. As for implementation, we 
have established a company-wide set of rules, 
which include our AI business intent and six AI 
governance principles, to instruct related business 
domains in their research, planning, deployment, 
and adoption of AI. We have a dedicated task force 
to ensure that AI technologies are being designed, 
developed, deployed, and used properly. Their goal 
is to drive responsible and sustainable innovation 
in our AI business.

78       Huawei Investment & Holding Co., Ltd.
In 2022, our initiatives for boosting organizational 
vitality focused on the following key areas:
■ Adapting organizational formations to our 
business, increasing organizational agility 
and efficiency, and steadily advancing 
transformation:
–	 The company has continued refining its 
organizational formations to better support a 
multi-business landscape that integrates ICT 
infrastructure, consumer, digital power, cloud, 
IAS, and chip businesses.
–	 In 2022, we continued to roll out the 
Representative Office Full Autonomy Program 
globally, as scheduled, and piloted integrated 
business transformation at select representative 
offices, aiming to strengthen our representative 
offices and simplify HQ teams. These efforts are 
aimed at transforming our organization into 
one with multiple elite teams supported by a 
large platform.
–	 We continued to develop new operations 
models for our integrated teams. By shortening 
management chains and leveraging the 
company’s strengths as a solution and 
technology platform, we are able to better 
serve customers by more quickly meeting their 
requirements.
–	 We went beyond organizational boundaries 
to synchronize R&D efforts. By pooling expert 
resources from numerous global industries and 
directing them towards the same goal, we are 
able to make breakthroughs in terms of key 
business and technical issues.
■ Selecting and developing managers 
with proven track records, and forging a 
management team with keen insights and solid 
expertise:
–	 We unified the thoughts of and requirements 
for managers across the company, boosted 
manager confidence, and remained dedicated 
to improving the expertise and leadership skills 
of managers at all levels.
–	 We optimized our leadership management 
system, reinforced the term of office system 
and experience requirements for managers, 
stepped up efforts to build stronger managerial 
pipelines, and worked hard to build a more 
dynamic leadership team.
–	 We clarified position requirements and 
set new development paths for managers, 
continued to select and develop managers that 
possessed successful experience, and proactively 
identified outstanding high-potential talent 
from key projects. We offer such talent more 
opportunities and bold deployments to key 
positions to encourage them, and others like 
them, to shine in greater numbers.
■ Continuing to actively source outstanding 
talent who best fit our positions from around 
the world, unleash the potential of current 
employees, and maintain the dynamics of 
teams across the company:
–	 We have continued bringing in talent from 
around the world, regardless of background or 
seniority. Top minds and scientists have joined 
us in droves and are helping us overcome the 
challenges we face today.
–	 We have adopted a talent supply strategy that 
is tailored to our organizations and are working 
to create a diverse talent mix. We have steadily 
advanced an orderly mobility system for 
employees and a training and practice system 
through the Strategic Reserve in order to upskill 
and reskill employees. These efforts will help 
our employees unleash their potential.
–	 We continued to roll out the Professional Staff 
Transformation Program in 2022, as a way 
to create a stable specialist team. We also 
redoubled efforts to create a stronger locally-
hired workforce through well-paced upskilling, 
enabling employees to maximize their value 
and act as a stronghold for local operations.
–	 With a focus on both performance and 
capabilities, we ramped up efforts to improve 
competency and qualifications (C&Q) 
management. We are also optimizing the 
work of profession committees and capability 
development committees and maximizing the 
value of experts.
The combination of these efforts aims to boost 
team effectiveness.
■ Continuing the implementation of the 
Contribute and Share system based on 
responsibility fulfillment results and 
developing a differentiated incentive 
mechanism:

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        79
–	 The company is encouraging employees 
at different levels to better fulfill their 
operational responsibilities, and developing an 
incentive mechanism that varies by business, 
development stage, and employee group, as 
a way to help organizations and employees 
deliver greater value.
–	 We are also channeling more resources towards 
our dedicated employees on the front lines. This 
is encouraging outstanding employees to make 
more contributions and motivating employees 
to take up positions within our business teams 
that are highly challenging or urgently need to 
be filled, thus generating even greater value for 
our customers.
■ Staying customer-centric and inspiring 
dedication:
–	 Huawei has and always will live by its core 
values of customer centricity, dedication, 
perseverance, and growth through reflection.
–	 On this basis, we are making every effort to 
create a dedicated, enterprising, and dynamic 
organizational climate in line with our 
diversified business portfolio and talent mix.
–	 We care deeply about our employees and will 
continue to ensure their physical and mental 
wellbeing by constantly improving their working 
and living environments and organizing various 
wellness activities.
Cyber Security and Privacy Protection
Challenges and Opportunities
As the world grows more interconnected, digital, and intelligent, cyberspace is becoming an integral part of life, 
business, and the economy. While digital technologies like cloud computing, big data, artificial intelligence (AI), 
and 5G are creating unprecedented new value for society, the world is also growing increasingly vulnerable. 
As digital assets increase, attack surfaces are continuing to expand, security vulnerabilities are being exploited 
more frequently, and cyberspace as a whole is becoming increasingly unsecure. These are making cyber security 
assurance more important than ever.
We must continuously improve cyber security to safeguard the development of our digital economy, which entails 
both challenges and opportunities. That means building digital trust and making critical infrastructure both more 
secure and more resilient. That means guiding enterprises through the digital transformation process, implementing 
management and technical measures to control risks, ensuring compliance, and protecting both networks and 
data. Overall cyber security and privacy protection is about dealing with the daily details of good practice. It is not 
always exciting, but it does keep the world moving forward in a positive way.
Over the past 30-plus years, we have worked with carriers to build over 1,500 networks and have helped millions 
of enterprises go digital. During this time, we have connected over three billion people around the world and 
maintained a solid track record in security throughout. As digital transformation picks up speed, we are acutely 
aware that cyber security and privacy protection will become key to business success in the future digital world.
With this in mind, we have continued to make cyber security and privacy protection a top priority. We are 
committed to confronting cyber security and privacy challenges and seizing related opportunities through 
management transformation, technological innovation, and open collaboration. We are committed to fostering a 
better life for all in the future digital world where personal data is lawfully used and always protected by offering 
secure and trustworthy products, solutions, and services.
Continuously Consolidating Cyber Security and Privacy Protection 
Management, Building Secure and Trustworthy Products, Solutions, and 
Services, and Helping Customers Mitigate Risks
Internally, we are continuously optimizing our end-to-end cyber security and privacy protection assurance system 
and embedding related requirements into our business processes. This ensures that all cyber security and privacy

80       Huawei Investment & Holding Co., Ltd.
protection requirements are consolidated and 
up-to-date in each of our business domains. Externally, 
we work hard to combat cyberattacks for our 
customers, to help them mitigate risks and improve 
their cyber resilience. These efforts include:
■ Specifying governance principles and the 
general policy framework
We have developed cyber security governance 
principles and a general policy, referencing 
applicable laws, regulations, and industry 
standards, as well as Huawei’s years of experience. 
They are intended to guide the development of 
cyber security organizations and capabilities within 
our various business domains so we can ensure 
that risks are effectively managed and that our 
products, solutions, services, and operations comply 
with relevant laws and regulations while remaining 
competitive in terms of security.
■ Deepening trustworthiness transformation and 
helping customers mitigate security risks on 
live networks
In 2022, we analyzed security risks, designed 
solutions, and aligned with customers in typical 
scenarios like lifecycle management, vulnerability 
management, digital certificate management, 
integrity protection, and security configuration. 
We also continued to keep customers apprised 
of potential risks, including those related to end 
of service and support, certificate expiration on 
live networks, and high-risk vulnerabilities, such 
as Log4j2, in order to help them manage these 
risks. We consistently monitored vulnerability 
information, quickly and accurately traced affected 
versions based on full software information, and 
took remedial measures to help affected customers 
mitigate risks and improve cyber resilience.
■ Consolidating privacy governance to respect 
and protect user privacy
We have continued to refine our global privacy 
compliance framework and guide business units 
through privacy compliance work by incorporating 
privacy protection requirements into everything we 
do, including R&D, services, and operations. We 
have also continued to invest in privacy compliance 
IT tools and platforms that improve the efficacy 
and maturity of compliance management in 
complex scenarios such as cross-border personal 
data transfers.
In 2022, we released the Huawei Privacy 
Governance White Paper and shared Huawei’s 
privacy governance methods and practices with 
the industry. We have also endeavored to protect 
the rights of data subjects by handling more 
than 25,000 requests in a timely and effective 
manner. Moreover, we have passed over 50 
industry-recognized certifications and audits across 
different countries and business domains, ensuring 
that our corporate privacy protection policies are 
well enforced.
■ Helping customers manage risks through 
technological innovation
We continue to build intrinsic security capabilities 
in product design. Take 5G base stations, for 
example. Based on the mobile communications 
service model, we constantly perform security 
detection and identity assessment to ensure 
a quick response. We deploy functions such 
as minimum system and continuous security 
assessment to equip network elements with more 
effective protection capabilities, helping customers 
build secure and resilient mobile networks. In 
addition, we have introduced technologies such as 
security configuration checks, targeted vulnerability 
blocking, collaborative anti-ransomware, and 
high-performance multi-party computing to ICT 
products to enhance security and resilience.
To address customers’ pain points in security 
operations, we launched the next-generation cloud 
security operations platform “Cloud Security Brain”. 
The platform’s unified cloud security architecture 
allows our customers to greatly improve the 
efficiency of security operations by quickly 
managing security events throughout the lifecycle, 
including alarm discovery, collaborative handling, 
and event backtracking.
For the HarmonyOS 3 operating system that 
powers devices, we have upgraded the Privacy 
Center and Security Center to make the security 
status of phones visible to users and help users 
manage their privacy more effectively. Furthermore, 
we have introduced an application control center 
to control risky applications appropriately. We 
provide an enhanced protection function to create 
a cleaner and more secure environment for the 
elderly and children. This effectively prevents 
malicious intrusions and better protects personal 
privacy and data security.
■ Continuously enhancing secure and trustworthy 
delivery and service operations
Over the past year, we have continued to enhance 
our rules, processes, and IT capabilities regarding 
trustworthy operations to ensure transparent 
and traceable network operations. As part of 
our commitment to developing the security

2022 Annual Report
        81
ecosystem, we organized cyber security training 
and certification for our partners and contractors 
to continuously improve their cyber security 
awareness and capabilities. Moreover, we actively 
communicated with industry stakeholders to jointly 
build cyber security capabilities in response to 
mounting cyber security challenges.
In addition, we have continued to optimize the 
presence of our global service centers to ensure 
more flexible service delivery. Meanwhile, we 
organized the Network Safety Day campaign with 
customers to identify and mitigate risks on live 
networks, strengthen cyber security awareness, 
enhance cyber resilience, and support secure and 
stable network operations.
■ Strengthening cyber security risk management 
and capability building within our supply chain
In 2022, we assessed and managed the cyber 
security risks of more than 4,000 suppliers 
worldwide, signed data processing or protection 
agreements with more than 5,000 suppliers, and 
managed cross-border data transfers of suppliers 
to ensure security and privacy compliance. We have 
stepped up efforts to equip our core suppliers with 
the skills they need in security design specifications 
and vulnerability management. We have continued 
to enhance our end-to-end security system, 
including incoming material checks, processing, 
manufacturing, and product delivery, optimize 
our supply chain tracing system, and establish 
linkages with hundreds of billions of data records. 
By doing so, we are able to track software and 
hardware within hours throughout the entire chain 
from incoming materials to customers, effectively 
supporting rapid issue rectification and risk 
mitigation.
■ Steadily boosting awareness and professional 
capabilities among all employees
In 2022, we held our Cyber Security and Privacy 
Protection Awareness Month campaign, which 
featured guidance from top-level management, 
expert lectures, knowledge quizzes, and a 
technology conference that attracted extensive 
employee participation. We continued to encourage 
employees to pursue external professional 
certification programs and, to date, more than 
2,000 employees have obtained industry-recognized 
certifications such as Certified Information Systems 
Security Professional (CISSP), Certificate of 
Cloud Security Knowledge (CCSK), and Certified 
Information Privacy Manager (CIPM). We have 
also planned and developed new cyber security 
enablement courses and exams. So far, we have 
launched over 140 Massive Open Online Courses 
(MOOCs), which have already had more than 
200,000 enrollments.
■ Increasing investment in independent 
third-party verification
We continued our cooperation with 
industry-recognized certification bodies to test 
the cyber security capabilities of Huawei products 
against international standards and best practices, 
providing customers with internationally recognized 
security assurance. In 2022, we obtained more 
than 30 internationally recognized cyber security 
certificates, a testament to the proven security of 
Huawei products:
–	 World’s first GSMA Network Equipment Security 
Assurance Scheme (NESAS) 2.2 audit: 5G base 
stations
–	 Common Criteria (CC) EAL4+: 5G core network 
product Unified Distributed Gateway (UDG), 
Reliable Telecomm Operating System (RTOS), 
GaussDB Kernel, and CE series switches
–	 ISO 19790 certification from the British 
Standards Institution (BSI): iTrustee and HSSD, 
the core modules of HarmonyOS
–	 ISO 27034: ICT product R&D process
Shared Responsibility, Joint Capability Building, and Collaboration for 
Shared Success
Cyber security and privacy protection are a common challenge, one that all stakeholders – including 
governments, industry and standards organizations, enterprises, technology suppliers, and consumers – have a 
shared responsibility to confront. Adhering to our cyber security values of integrity, trustworthiness, capability, 
accountability, openness, and transparency, we welcome more communication and collaboration with key 
stakeholders to jointly improve cyber security capabilities and address cyber security and privacy challenges. 
Together, we can promote standards development, conduct joint innovation, and share knowledge and best 
practices. We always strive to improve cyber security and protect personal privacy so that everyone can enjoy the 
benefits of technological advances.

82       Huawei Investment & Holding Co., Ltd.
In 2022, we made the following key achievements in 
external collaboration:
■ In terms of standards, we contributed nearly 
300 cyber security proposals to the international 
standards organizations 3GPP and GSMA, 
maintaining our longstanding position as a leader 
in the industry. We also submitted proposals 
on general security technical requirements 
on optical networks and equipment, router 
security requirements, AI model protection, 
critical information infrastructure protection, 
and confidential computing for server security 
to standards organizations like ETSI, IETF, ITU-T, 
China Communications Standards Association 
(CCSA), and the National Information Security 
Standardisation Technical Committee of China 
(TC260). These are just a few examples of our 
many ongoing contributions to the development of 
industry security standards.
■ We deepened joint innovation with China Mobile 
on 5G application security. We continued our 
collaboration with China Mobile Zhejiang to 
foster new 5G network security solutions, such as 
security configuration checks for 5G equipment 
and intrusion detection for core network elements, 
based on the 5G Application Security Innovation 
Promotion Center (Zhejiang) of China’s Ministry 
of Industry and Information Technology. These 
solutions effectively meet customer requirements 
for configuration management and security 
hardening in network deployment and help 
mitigate risks on live networks.
In addition, we engaged in more extensive joint 
innovation with carriers in Chinese provinces that 
are at the forefront of 5G application, such as 
Guangdong and Jiangsu. Together, we continued 
to develop and enhance 5G network security 
capabilities, including device access control, 
network transmission encryption, slice isolation, 
and cyber security situation awareness, enriching 
the supply of security capabilities and satisfying 
the security requirements of sectors including 
manufacturing, energy, government, and connected 
vehicles. Notably, the all-round defense system for 
“vehicle, road, network, cloud, and data”, jointly 
designed by Huawei and China Mobile Jiangsu 
for China’s 5G-powered smart transportation 
infrastructure project, won first prize in the national 
final of the 5th Blossom Cup 5G Application 
Contest.
■ At the Information Security Forum (ISF) World 
Congress, we supported China Telecom and 
Omantel in sharing the achievements of the GSMA 
5G Cybersecurity Knowledge Base. Carriers can 
reference the knowledge base to mitigate security 
risks on live networks and improve cyber security 
and resilience. We built the security capabilities 
of network equipment and supported carriers in 
implementing the knowledge base.
■ In 2022, we actively worked with governments 
worldwide to contribute to local talent cultivation 
and ecosystem development.
–	 In Singapore, we partnered with the Cyber 
Security Agency and actively participated in 
its SG Cyber Safe Partnership Programme to 
further boost the cyber security capabilities 
and awareness of local businesses and 
organizations. In 2022, we also obtained the 
Data Protection Trustmark certification from 
the Infocomm Media Development Authority in 
recognition of our privacy protection efforts.
–	 In Indonesia, we collaborated with multiple 
government ministries, including the National 
Cyber and Crypto Agency (BSSN), to cultivate 
cyber security talent and improve cyber security 
awareness through training, workshops, and 
other activities. In 2022, Huawei won the 
BSSN’s Talent Development Contribution Award.
–	 In Tunisia, we ramped up cooperation with 
the National Agency for Computer Security, 
and made active contributions to knowledge 
sharing, talent cultivation, and ecosystem 
development. In 2022, Huawei won the ICT 
Industry and Talent Development Award issued 
by the Prime Minister of Tunisia.
–	 In Ghana, we continued our partnership 
with the Ministry of Communication and 
Digitalisation, National Cyber Security Agency, 
and Ministry of Education to help local students 
and civil servants improve their cyber security 
skills through training, promote their career 
development, and encourage more women to 
enter the field of cyber security.
■ We intensified cooperation with regional and 
industry organizations to help improve cyber 
security capabilities and awareness in different 
regions.
–	 As a commercial member of the Organisation of 
the Islamic Cooperation-Computer Emergency 
Response Team (OIC-CERT), we participated in 
the development of the OIC-CERT 5G Security 
Framework, aiming to help member states 
systematically understand and respond to 5G 
cyber security threats, and more securely deploy 
and operate 5G networks and services.

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        83
Openness. Collaboration. Shared Success.
Over the past few years, we have seen two clear shifts in global industry.
First, many governments around the world are more actively building up domestic industry, taking a more proactive 
role in the development of industry standards, specifications, and industry roadmaps. In some regions and domains, 
these efforts are tied to broader de-globalization trends.
Second, there have been a number of research breakthroughs in – and broader application of – advanced 
technologies like broadband, wireless and optical communications, data centers, artificial intelligence (AI), 
cross-cloud computing, and graph computation. The scope of ICT services has expanded from human-to-human 
connections to human-to-machine and machine-to-machine connections, laying the foundations for more diverse 
application scenarios and brand-new user experiences. All of this has served to greatly accelerate the digital and 
intelligent transformation of industries.
Huawei is actively working with industry and ecosystem partners worldwide, promoting joint innovation between 
governments, businesses, academia, research institutes, and users to create practical value based on the needs 
of different industries. We work closely with different countries and industries, and promote cross-domain and 
cross-technology collaboration in various forms, in order to tackle real-world problems that different industries 
–	 We worked with the Global Digital Foundation 
on hosting the AI Foundation Forum, bringing 
together experts in policy, standards, AI, and 
cyber security from across Europe to discuss AI 
and data governance.
–	 Together with the European Institute of 
Innovation & Technology and the Global Digital 
Foundation, we released the Q&A Guide for 
Promoting Cybersecurity for SMEs in Europe, 
providing cyber security suggestions for SMEs.
In Thailand, we worked with the National Cyber Security Agency 
(NCSA) on activities like Thailand Cyber Security Week and 
various cyber security competitions that help identify local talent 
and improve cyber security awareness. We also delivered in-
depth training on cyber security technologies and standards for 
a wide array of local organizations and talent through e-lab, 
a dedicated online learning platform. As a result, Huawei was 
awarded the Thailand Cybersecurity Excellence Award by Thai 
Prime Minister H.E. General Prayut Chan-o-cha.
In the UAE, we deepened our cooperation with the Cyber 
Security Council (CSC), actively contributed to the construction of 
the local cyber security ecosystem, and co-built a cyber security 
think tank and center of excellence for knowledge sharing and 
talent cultivation, helping enhance cyber security capabilities and 
awareness within the region. Huawei received the Fortress Cyber 
Security Award from the CSC.
Cyber security and privacy protection are a shared responsibility, and all stakeholders need to tackle this global 
challenge together. We are committed to strengthening communication and collaboration with all stakeholders 
and promoting common security standards, technological innovation, security governance, testing, and verification. 
We look forward to ongoing collaboration with all stakeholders to build cyber security and privacy protection 
capabilities, share value, and embrace both challenges and opportunities to foster a better life for all in the future 
digital world.

84       Huawei Investment & Holding Co., Ltd.
face. Together with our partners, we are cultivating 
an ecosystem that is conducive to healthy and 
coordinated cross-sector development, driving 
the digital economy forward, accelerating digital 
transformation, and helping to speed up the arrival 
of an intelligent world. The following are the types 
of industries we work with and the efforts we aim to 
promote.
■ Standards-centric industries, including industries 
like mobile networks, fixed networks, core networks, 
digital power, and other infrastructure-related 
domains. For industries like these, we need to drive 
industry consensus and promote unified global 
standards and interconnectivity.
■ Ecosystem-centric industries, including those 
like cloud services, computing, vehicle-mounted 
computing, and device operating systems. For 
these industries, based on a core set of products 
and platforms, we need to expand the pool of 
potential partners and developers through open 
collaboration (e.g., open source initiatives), and 
continuously optimize application enablement, 
talent development, and value distribution.
■ Hybrid industries are those that rely on both 
standards and ecosystems, such as digital 
devices. For industries like this, we need to both 
promote common standards and develop broader 
ecosystems.
Key Progress and Industry 
Contributions
As of the end of 2022, Huawei is an active member of 
approximately 800 standards organizations, industry 
alliances, open source communities, and academic 
associations. We hold more than 450 key positions 
within these organizations. We continue to strengthen 
strategic collaboration with 3GPP, 5G-ACIA, AII, 
Apache, CCSA, IIC, ETSI, ECC, the Linux Foundation, 
the Eclipse Foundation, the OpenAtom Foundation, 
TM Forum, NetworldEurope, the National Technical 
Committee of Auto Standardization, and AUTOSAR. 
We have also worked to promote more in-depth 
collaboration and mutual recognition of standards 
between Chinese and European industry organizations.
We have established industry collaboration platforms 
together with industry organizations, think tanks, 
academia, and enterprises from around the world. 
Through these platforms, we jointly explore central 
topics related to AI, intelligent driving, digitalization, 
and audio and video, analyzing industry breakpoints 
and challenges in order to drive consensus and create 
cross-sector synergy.
We also continue to cultivate talent essential for 
digital transformation, enable developers, and work 
with ecosystem partners to create shared success 
and social value in domains like Kunpeng, Ascend, 
Huawei Cloud, HarmonyOS, and intelligent automotive 
solutions.
Over the past five years, Huawei has worked with more than 30 leading industry organizations in different domains via the Global Industry 
Organizations (GIO) Roundtable, aligned around the vision of “Collaborating for Digital Economy Growth, Building a Better Intelligent 
World.” Through the GIO platform, we continue to explore core issues relevant to industry digitalization and foster industry consensus. 
The GIO White Paper on Industry-Specific Ecosystems was updated and released in 2022, which first proposed an ecosystem modeling 
framework for digital platforms at different stages. This white paper also includes case studies on manufacturing and healthcare. In the 
future, more insights and case studies on industry-specific digital platforms will be included in this white paper. The pictures above are 
group photos taken at the 11th GIO Roundtable. This roundtable was held simultaneously in Barcelona (on the left) and Beijing (on the 
right), bringing together CXOs from 27 different industry organizations.

2022 Annual Report
        85
Standards 
Organizations
We continue to contribute to standards organizations, work with 
customers and industry partners to drive industry upgrade, and help 
create an environment where standards are set through openness, 
collaboration, and innovation.
To date, we have submitted over 68,000 standards 
contributions to more than 200 standards 
organizations. Together with our customers and 
industry partners worldwide, we are helping to 
promote technological progress and drive the global 
industry forward.
We are working to help promote unified global 
standards in the communications industry.
■ Within 3GPP, we are contributing to key technical 
standards for 5G-Advanced and working to 
promote a thriving 5.5G ecosystem with innovative 
5.5G applications.
■ Through ETSI, we are supporting efforts to improve 
F5G and F5.5G industry standards, drive a broader 
consensus on FTTR standards, and bring Fiber to 
Everywhere.
■ Within the IETF, we are working with partners to 
research the standardization of application-aware 
networking and computing-aware networking, 
helping build a foundation for connectivity in a 
new era of computing.
■ Within IEEE, we are helping drive the upgrade 
of standards for Wi-Fi 7, Ethernet, and other 
technologies to support the evolution of carrier, 
enterprise, and industrial networks.
We are promoting efforts to open up, co-develop, 
and share international standards.
■ Within the ITU, we are exploring how to more 
effectively coordinate spectrum allocation and 
optimize spectrum utilization, and are contributing 
to network carbon intensity standards to pave the 
way for more sustainable development in the 5G 
industry.
■ Within ISO/IEC JTC 1, we are helping to develop 
international standards for machine learning data 
quality in order to facilitate AI innovation and 
development.
■ Within the IEC, we are working with vertical 
industry partners to build consensus and promote 
standards for zero carbon and renewable energy 
systems, and are facilitating efforts to set a shared 
industrial vision for 2035.
We are working to drive consensus on standards 
and enable industry development.
■ We are exploring the application of 5G in verticals 
and working with industry experts to develop 
standards for their use in order to further advance 
digital transformation across all sectors.
■ Together with partners, we are developing 
standards for photovoltaic systems, energy storage, 
charging networks, and more in the digital power 
domain, and helping improve standardization for 
green development.
■ We are participating in the standards setting 
process for smart home, easy travel, entertainment, 
and other related domains, and helping upgrade 
user experience from multiple different angles.
Industry 
Alliances
Huawei is a committed partner in major industry alliances around 
the world. Together, we are working to promote sustainable industry 
development and help industries go digital.
■ Promoting industry competitiveness and 
sustainable development: We are working 
closely with industry organizations such as 
GCC, UWA, WAA, GIIC, SparkLink Alliance, 
DISA, NDIA, WBBA, and IMT-2030, as well as 
partners all along the value chain to promote 
industry-wide consensus. Our work includes 
standards development, testing and certification, 
and talent cultivation. These efforts will increase 
the industry-wide competitiveness of domains like 
diversified computing, video, WLAN, short-range 
communications, industrial software, fixed 
networks, and 6G, and promote sustainable 
industry development.

86       Huawei Investment & Holding Co., Ltd.
■ Strengthening industry collaboration to 
advance digital transformation: Huawei is 
an active partner in industry organizations such 
as GSMA, CSIA, GSA, AII, 5GAIA, 5GDNA, and 
5GAA. We actively contribute industry white 
papers, testbeds, and standards to support the 
development and application of new digital 
technologies in sectors like communications, 
manufacturing, electric power, iron and steel, coal 
mining, oil and gas, and ports. We are helping to 
advance the digital agenda of different industries.
Open Source 
Communities
Huawei is a firm supporter and major contributor to open source 
communities, where we advocate for inclusion, fairness, openness, 
solidarity, and sustainability. Through our work with developers 
and partners to build world-class open source communities, we 
aim to accelerate software innovation and create thriving industry 
ecosystems.
■ Huawei actively participates in major open 
source organizations and projects. We strongly 
advocate for open source software development. 
Huawei is a premium or founding member of 
dozens of international open source foundations, 
including the Apache Software Foundation, the 
Linux Foundation, the Eclipse Foundation, the 
OpenAtom Foundation, the OpenInfra Foundation, 
and the Cloud Native Computing Foundation 
(CNCF). Currently, we serve on dozens of different 
boards of open source communities and serve in 
hundreds of core roles, including those in Technical 
Steering Committees and Project Management 
Committees and roles like Project Team Lead, 
Maintainer, and Core Committer. In 2022, Huawei 
was the largest contributor to Linux Kernel 6.1 by 
changesets.
■ With a focus on foundational software, Huawei 
has launched multiple influential open source 
projects to build a stronger foundation for 
digital infrastructure ecosystems. In recent 
years, Huawei has launched multiple platform-level 
open source projects, such as KubeEdge, 
MindSpore, Volcano, openEuler, openGauss, 
OpenHarmony, Karmada, Kurator, and openGemini, 
to support new trends like cloud native, 
automation, and intelligence. These foundational 
software projects have attracted the participation 
of an incredible number of vendors, developers, 
research institutes, and universities from all over 
the world. To date, hundreds of companies have 
joined these open source communities. We have 
donated openEuler and OpenHarmony to the 
OpenAtom Foundation, and donated KubeEdge, 
Volcano, and Karmada to CNCF. These projects 
have united the contributions of global participants 
through a more open approach, and are helping 
accelerate software innovation and create thriving 
industry ecosystems.
■ We are building a foundational software 
ecosystem with industry partners.
–	 Huawei has assigned more than 2,000 
developers, contributed more than 30 core 
subsystems, and submitted over 10 million 
lines of core code to support the development 
of the OpenHarmony community. We actively 
work with open source contributors to further 
promote the development of OpenHarmony. 
By the end of 2022, OpenHarmony ranked 
No. 1 on the Gitee Index, with more than 5,000 
code contributors and over 220 software and 
hardware products passing compatibility tests. 
OpenHarmony is now the most active open 
source project hosted on the Gitee platform 
in terms of both its code contributions and 
community activity.
–	 The openEuler community has rallied more 
than 12,000 developers and over 770 enterprise 
members. Using openEuler community releases, 
community partners have launched nearly 20 
commercial distributions, with over three million 
commercial deployments in total.
■ We are helping to build sustainable, thriving, 
and trusted open source communities. We 
are working to build a diverse, inclusive, and 
trusted industry ecosystem through open source 
collaboration. Huawei actively joins forces with 
industry partners to improve open source security 
and address cyber security challenges. We have 
also launched the Open Source Rainforest program, 
through which we offer 11 open source courses 
to help enterprises enhance their open source 
capabilities.

2022 Annual Report
        87
Academic 
Associations
Huawei embraces an open and diverse academic culture. We have 
actively expanded and strengthened our collaboration with academic 
associations as part of our diversified, multi-path efforts to explore 
challenges that industries face and cultivate STEM talent. Together, 
we are invigorating academic pursuits while promoting social and 
economic progress.
■ Through a number of academic associations 
and platforms, we work closely with academia 
to convert real-world industry challenges into 
meaningful research topics. We also promote 
multilateral engagement and cooperation 
through academic conferences and funds.
–	 Together, we have identified future challenges 
for optical communications at international 
academic conferences on optics, attracting 
researchers from around the world to probe the 
frontiers of optical technology.
–	 We continue to increase funding for the China 
Computer Federation (CCF)-Huawei Populus 
Grove Fund and have worked closely with 
academic partners to identify more than 50 new 
areas of academic inquiry to further research in 
computing.
–	 We also continue to increase funding for the 
Chinese Association for Artificial Intelligence 
(CAAI)-Huawei MindSpore Open Fund and have 
supported the publication of more than 400 
papers at top conferences in an effort to drive 
advancements in AI.
■ We actively contribute new ideas to academic 
associations. We have published more than 630 
journal and conference papers in high-impact 
channels like the ACM and IEEE. Nine of Huawei’s 
experts serve as fellows in academic associations 
around the world.
■ We work with academic associations to 
cultivate STEM talent through competitions. To 
inspire and engage the next generation of STEM 
talent, we contribute real-world industry challenges 
for multiple competitions hosted by academic 
organizations like IEEE and CAAI.
Ecosystems
Huawei works with ecosystem partners, developers, and universities to 
help industries go digital and build thriving ecosystems.
■ Developing platform capabilities to cultivate 
thriving ecosystems: We focus on developing 
platform capabilities for our ecosystem-centric 
businesses like HarmonyOS, Kunpeng, Ascend, 
cloud computing, and intelligent automotive 
solutions. We also openly collaborate with a wide 
range of partners to develop business ecosystems 
that thrive on shared success. Together, we aim to 
unleash ecosystem-based innovation and create 
greater value for our customers while achieving 
shared success with ecosystem partners and 
developers.
■ Enabling ecosystem partners on all fronts, 
working together to drive shared success, and 
creating greater value for our customers: We 
have launched multiple programs like the Huawei 
Cloud Partner Competency Program, the Kunpeng 
Partner Program, and the openEuler Partner 
Program to encourage innovation among partners. 
By the end of 2022, we have worked with more 
than 43,000 ecosystem partners, released over 
10,000 products on KooGallery, and have certified 
more than 12,000 Kunpeng application software 
solutions, over 2,000 innovative Ascend solutions, 
and 50,000 feature abilities (FAs) for HarmonyOS. 
Together with our partners, we currently 
serve more than 20 core industries, including 
government, finance, energy, transportation, 
manufacturing, healthcare, and education.
■ Improving developer experience and supporting 
innovation:
–	 Huawei actively advocates for co-creation, 
sharing progress, and sharing success. 
We continue to expand access to more 
technologies, enrich toolchains, share industry

88       Huawei Investment & Holding Co., Ltd.
experience, and increase funding for developers. 
These efforts aim to improve developer 
experience and support them in hardware and 
software design, development, testing, release, 
and operations, ultimately paving the way for 
greater success. As of the end of 2022, we serve 
and support about nine million developers.
–	 In 2022, we invested CNY1.94 billion to support 
developer innovation through programs like 
the Huawei Cloud Developer Program, the 
OpenMind Program, and the Shining-Star 
Program. In the same year, we provided 3.65 
million training opportunities to developers 
both online and offline, and issued Huawei 
technical certifications to 220,000 developers.
■ Developing a robust digital talent ecosystem, 
sharing ICT knowledge and skills, and helping 
universities cultivate digital talent: Huawei 
has launched a variety of programs, including the 
Huawei Cloud Developer Program (for universities), 
the HarmonyOS 100 School Seeds Program, the 
Business-Academia Talent Development Program, 
and the Talent Development Acceleration 
Program. We also sponsor various programs like 
talent cultivation and competitions in colleges 
and universities. Over the past three years, these 
programs have benefited over 600,000 students 
and 6,000 teachers from 370 universities, and 
we will continue to expand these efforts moving 
forward.
Industrial 
Policies
We are working to promote sustainable development and create 
greater business and social value through digital inclusion and 
ubiquitous connectivity.
■ Supporting Digital First Economy to promote 
digital inclusion
This past year, Huawei and IDC proposed the 
concept of “Digital First Economy”, calling on 
policymakers to introduce more favorable policies 
that support broadband, cloud, AI, data, and digital 
talent development. These are part of broader 
efforts to promote sustainable development and 
create greater social and business value through 
digital inclusion and ubiquitous connectivity.
At the World Economic Forum, ITU, APEC 
Business Advisory Council, and other international 
organizations and forums, we regularly share our 
experience and best practices in promoting digital 
transformation, inclusive AI, digital inclusion, and 
more.
■ Advising on policy to advance digital 
transformation
We actively participate in public consultations on 
digital economy planning and industrial policy in all 
countries where we operate. These efforts include 
sharing recommendations on digital infrastructure 
development, digital skills programs, and 
incubating new business models. In every country, 
our goal is to promote inclusive and sustainable 
digital transformation.

2022 Annual Report
        89
Results of Operations
Financial Performance
(CNY Million)
2022
2021
YoY
Revenue
642,338
636,807
0.9%
Gross profit
281,925
307,442
(8.3)%
– Gross profit margin
43.9%
48.3%
(4.4)%
Total operating expenses
(271,279)
(246,827)
9.9%
– as % of revenue
42.2%
38.8%
3.4%
Other income, net
31,570
60,797
(48.1)%
Operating profit
42,216
121,412
(65.2)%
– as % of revenue
6.6%
19.1%
(12.5)%
Net finance income
1,018
493
106.5%
Income tax
(8,384)
(8,227)
1.9%
Net profit
35,562
113,718
(68.7)%
Huawei’s total revenue in 2022 reached CNY642,338 million, representing a 0.9% YoY increase. Net profits 
amounted to CNY35,562 million.
■ Our enterprise business maintained solid growth as industries are increasingly moving towards digital, green, 
and low-carbon development.
■ The decline in our consumer business slowed.
■ As we continued to invest in future-oriented basic research and open innovation, development of new business 
domains, ecosystem building, and digital transformation, our total operating expenses as a percentage of 
revenue increased by 3.4 percentage points YoY.
Total operating expenses
(CNY Million)
2022
2021
YoY
Research and development expenses
161,494
142,666
13.2%
– as % of revenue
25.1%
22.4%
2.7%
Selling and administrative expenses
109,785
104,161
5.4%
– as % of revenue
17.1%
16.4%
0.7%
Total operating expenses
271,279
246,827
9.9%
– as % of revenue
42.2%
38.8%
3.4%
We continued to invest in future-oriented basic research and open innovation in domains such as cloud, intelligent 
automotive components, and foundational software technologies. As a result, the company’s R&D expenses as a 
percentage of revenue increased by 2.7 percentage points YoY.
We also continued to invest in the development of new business domains, ecosystem building, and digital 
transformation. As a result, our selling and administrative expenses as a percentage of revenue increased by 0.7 
percentage points YoY.

90       Huawei Investment & Holding Co., Ltd.
Net finance income
(CNY Million)
2022
2021
YoY
Net foreign exchange loss
(277)
(358)
(22.6)%
Other net finance gains
1,295
851
52.2%
Total net finance income
1,018
493
106.5%
Huawei’s net finance income in 2022 totaled CNY1,018 million, a YoY increase of CNY525 million. This growth was 
primarily attributable to an increase in other net finance gains.
Financial Position
(CNY Million)
December 31, 
2022
December 31, 
2021
YoY
Non-current assets
289,008
213,593
35.3%
Current assets
774,796
769,378
0.7%
Total assets
1,063,804
982,971
8.2%
Among which: Cash and short-term investments
373,452
416,334
(10.3)%
               Trade receivables
87,177
72,242
20.7%
               Contract assets
52,527
52,544
0.0%
               Inventories and other contract costs
163,282
161,306
1.2%
Non-current liabilities
196,870
175,864
11.9%
Among which: Long-term borrowings
183,183
162,276
12.9%
Current liabilities
429,858
392,455
9.5%
Among which: Short-term borrowings
13,961
12,824
8.9%
               Trade payables
85,272
81,694
4.4%
               Contract liabilities
87,575
78,149
12.1%
Equity
437,076
414,652
5.4%
Total liabilities and equity
1,063,804
982,971
8.2%
As of December 31, 2022, Huawei’s balance of total assets had reached CNY1,063,804 million, up 8.2% YoY. 
Current assets accounted for 72.8% of our total assets.
As of December 31, 2022, our total short-term and long-term borrowings increased by CNY22,044 million YoY. The 
primary purpose of these borrowings was to continue with our investment in future-oriented basic research and 
open innovation.

2022 Annual Report
        91
Cash Flow from Operating Activities
(CNY Million)
2022
2021
YoY
Net profit
35,562
113,718
(68.7)%
Adjustment for depreciation, amortization, impairment, 
net foreign exchange losses and non-operating income 
and expenses
8,353
(22,252)
(137.5)%
Cash flow before change in operating assets and 
liabilities
43,915
91,466
(52.0)%
Change in operating assets and liabilities
(26,118)
(31,796)
(17.9)%
Cash flow from operating activities
17,797
59,670
(70.2)%
In 2022, our cash flow from operating activities amounted to CNY17,797 million, a YoY decrease of 70.2%.
Financial Risk Management
In 2022, we closely monitored the changes in our external environment and proactively assessed their impact on 
Huawei using the financial risk management system we have built over the past years. In addition, we continued 
to amend and improve our financial risk management policies and processes to further enhance our ability to 
withstand financial risks and better support our business development.
Liquidity Risk
We have continuously worked to improve our capital structure and short-term liquidity planning, budgeting, and 
forecasting systems to better assess mid- to long-term liquidity needs and short-term funding shortfalls. We 
have implemented prudent financial measures to meet our liquidity needs and guarantee our company’s business 
development, including maintaining a robust capital structure and financial flexibility, keeping a proper level of 
funds, gaining access to adequate and committed credit facilities, creating effective cash plans, and centralizing 
cash management. As of December 31, 2022, our cash and short-term investments amounted to CNY373,452 
million, which shows that we properly managed our liquidity risks.
(CNY Million)
2022
2021
YoY
Cash flow from operating activities
17,797
59,670
(70.2)%
Cash and short-term investments
373,452
416,334
(10.3)%
Short-term and long-term borrowings
197,144
175,100
12.6%
Foreign Exchange Risk
Our presentation currency is CNY, but we have foreign currency exposure related to buying, selling, and financing 
in currencies other than CNY. According to our established foreign exchange risk management policy, material 
foreign exchange exposures are hedged based on a comprehensive analysis of market liquidity and hedging costs. 
We have developed a complete set of foreign exchange management policies, processes, and instructions. These 
include:
■	 Natural hedging: We structure our operations to match currencies between procurement and sales transactions, 
to the greatest extent possible.
■	 Financial hedging: For certain currencies where natural hedging does not fully offset the foreign currency 
position, we hedge through forward foreign exchange transactions. In countries where local currencies 
depreciate sharply or that have strict foreign exchange controls, we manage foreign exchange exposure using 
different measures, including exchange rate protection and financial hedging. We have also adopted solutions 
like accelerating customer payment and promptly transferring cash out of these countries to minimize risks.

92       Huawei Investment & Holding Co., Ltd.
With other conditions remaining unchanged, exchange rate fluctuations will impact our net profit as follows:
(CNY Million)
2022
2021
USD depreciates by 5%
1,013
899
EUR depreciates by 5%
(106)
159
Interest Rate Risk
Interest rate risks mainly arise from Huawei’s long-term borrowings. By analyzing interest rate exposure, the 
company uses a combination of fixed-rate and floating-rate financing tools to mitigate these interest rate risks.
1.	 Major interest-bearing long-term financial instruments held by the company as at December 31, 2022
2022
2021
Effective
Interest Rate(%)
(CNY million)
Effective
Interest Rate(%)
(CNY million)
Fixed-rate long-term financial instruments:
  Long-term borrowings
3.74
53,219
3.94
39,250
Floating-rate long-term financial instruments:
  Long-term borrowings
3.86
129,964
3.27
123,026
Total
183,183
162,276
2.	 Sensitivity analysis
Assuming that the interest rate increased by 50 basis points on December 31, 2022 and other variables remained 
unchanged, the company’s net profit and equity would decrease by CNY533 million (in 2021, the amount decreased 
by CNY503 million).
Credit Risk
The company has established and implemented globally consistent credit management policies, processes, IT 
systems, and quantitative credit risk assessment tools. It has established dedicated credit management teams across 
all regions and business units, and set up centers of expertise specializing in credit management in Europe and 
Asia Pacific. The company uses quantitative risk assessment models to determine customer credit ratings and credit 
limits and quantify transaction risks. It has also set risk control points for key activities across the end-to-end sales 
process to manage credit risks in a closed loop. Huawei’s Credit Management Department regularly assesses global 
credit risk exposures and develops IT tools to help field offices monitor risk status, estimate potential losses, and 
determine bad debt provisions as appropriate. To minimize risk, a special process is followed if a customer defaults 
on a payment or poses an unacceptably high credit risk.
Sales Financing
With its global coverage, Huawei’s sales financing team maintains close contact with customers to understand 
their financing needs and taps into a wide range of financing resources around the world. As a bridge for 
communication and cooperation between financial institutions and customers, the sales financing team provides 
customers with specialized financing solutions that contribute to ongoing customer success. To transfer risks, 
Huawei arranges for third-party financial institutions to provide sales financing, such as export credit facilities, 
leasing, and factoring. These institutions bear the associated risks and profit from these operations. Huawei has 
established systematic financing policies and project approval processes to strictly control financing risk exposures. 
Huawei only shares risks with financial institutions on certain projects, and measures and recognizes the risk 
exposures to ensure that business risks are under control.

2022 Annual Report
        93
Management’s responsibilities 
for the consolidated financial 
statements summary
Management is responsible for the preparation of the 
consolidated financial statements summary on the 
basis described in note 2 to the consolidated financial 
statements summary.
Auditors’ responsibilities
Our responsibility is to express an opinion on whether 
the consolidated financial statements summary is 
consistent, in all material respects, with the audited 
consolidated financial statements based on our 
procedures, which were conducted in accordance with 
International Standard on Auditing 810 (Revised), 
Engagements to Report on Summary Financial 
Statements.
KPMG Huazhen LLP
Certified Public Accountants
15th Floor, China Resources Tower
2666 Keyuan South Road
Shenzhen 518052, China
March 22, 2023
Independent auditors’ report on the consolidated financial statements 
summary to the Board of Directors of  
Huawei Investment & Holding Co., Ltd.
Opinion
The consolidated financial statements summary 
of Huawei Investment & Holding Co., Ltd. and its 
subsidiaries (the Group) set out on pages 94 to 137, 
which comprises the summary consolidated statement 
of financial position as at December 31, 2022, the 
summary consolidated statement of profit or loss 
and other comprehensive income and the summary 
consolidated statement of cash flows for the year 
then ended, and related notes, is derived from the 
audited consolidated financial statements of the 
Group for the year ended December 31, 2022.
In our opinion, the accompanying consolidated 
financial statements summary is consistent, in all 
material respects, with the audited consolidated 
financial statements, on the basis described in note 2 
to the consolidated financial statements summary.
Consolidated financial statements 
summary
The consolidated financial statements summary 
does not contain all the disclosures required by IFRS 
Accounting Standards. Reading the consolidated 
financial statements summary and our report thereon, 
therefore, is not a substitute for reading the audited 
consolidated financial statements of the Group and 
our report thereon.
The audited consolidated financial 
statements and our report thereon
We expressed an unmodified audit opinion on the 
audited consolidated financial statements for the year 
ended December 31, 2022 in our report dated March 
22, 2023.
Independent Auditors’ Report

94       Huawei Investment & Holding Co., Ltd.
Summary Consolidated Statement of Profit or Loss and Other Comprehensive Income
95
Summary Consolidated Statement of Financial Position
96
Summary Consolidated Statement of Cash Flows
97
Notes to the Consolidated Financial Statements Summary
1
Reporting entity
98
2
Preparation basis of the consolidated financial statements summary
98
3
Significant accounting policies
98
4
Accounting judgments and estimates
111
5
Changes in accounting policies and accounting estimates
114
6
Possible impacts of amendments, new standards and interpretations issued  
but not yet effective for the year ended December 31, 2022
114
7
Segment information
114
8
Revenue
116
9
Other income, net
117
10
Personnel expenses
117
11
Finance income and expenses
118
12
Income tax in the summary consolidated statement of profit or loss and 
other comprehensive income
118
13
Other comprehensive income
119
14
Property, plant and equipment
120
15
Goodwill and intangible assets
121
16
Interests in associates and joint ventures
122
17
Other investments and derivatives
123
18
Deferred tax assets/(liabilities)
124
19
Inventories and other contract costs
124
20
Contract assets
125
21
Trade and bills receivable
125
22
Other assets
126
23
Cash and cash equivalents
127
24
Loans and borrowings
127
25
Trade and bills payable
131
26
Contract liabilities
131
27
Other liabilities
132
28
Provisions
132
29
Leases
133
30
Capital commitments
134
31
Related parties
134
32
Group enterprises
135
33
Contingent liabilities
136
34
Sale of business and subsidiaries
137
35
Subsequent events
137
36
Comparative figures
137
Consolidated Financial Statements Summary

2022 Annual Report
        95
Summary Consolidated Statement of Profit or Loss and Other 
Comprehensive Income
(CNY million)
Note
2022
2021
Revenue
8
642,338
636,807
Cost of sales
(360,413)
(329,365)
Gross profit
281,925
307,442
Research and development expenses
(161,494)
(142,666)
Selling and administrative expenses
(109,785)
(104,161)
Other income, net
9
31,570
60,797
Operating profit
42,216
121,412
Finance income and expenses
11
1,018
493
Share of associates’ and joint ventures’ results (post tax)
712
40
Profit before tax
43,946
121,945
Income tax
12
(8,384)
(8,227)
Profit for the year
35,562
113,718
 
Other comprehensive income (after tax and 
reclassification adjustments)
13
Items that will not be reclassified to profit or loss:
Re-measurement of defined benefit obligations
65
(341)
Equity investments at fair value through other 
comprehensive income (FVOCI) – net change  
in fair value
(1,169)
2,530
(1,104)
2,189
Items that may be reclassified  
subsequently to profit or loss:
Non-equity financial assets at FVOCI – net change in fair 
value and impairment loss
(250)
17
Translation differences on foreign operations
3,514
(6,183)
Share of other comprehensive income of associates and 
joint ventures
(1)
–
3,263
(6,166)
Other comprehensive income
2,159
(3,977)
 
Total comprehensive income
37,721
109,741
 
Profit for the year attributable to:
Equity holders of the Company
35,534
113,672
Non-controlling interests
28
46
Total comprehensive income attributable to:
Equity holders of the Company
37,694
109,715
Non-controlling interests
27
26
The notes on pages 98 to 137 form part of this consolidated financial statements summary.

96       Huawei Investment & Holding Co., Ltd.
Summary Consolidated Statement of Financial Position
(CNY million)
Note
December 31,
2022
December 31, 
2021 
Assets
Property, plant and equipment
14
137,024
124,134
Goodwill and intangible assets
15
8,048
8,104
Right-of-use assets
29
23,286
21,666
Interests in associates and joint ventures
16
7,109
4,342
Other investments and derivatives
17
83,055
30,194
Deferred tax assets
18
11,760
10,340
Contract assets
20
1,025
1,207
Trade and bills receivable
21
3,073
3,113
Other assets
22
14,628
10,493
Non-current assets
289,008
213,593
Inventories and other contract costs
19
163,282
161,306
Contract assets
20
51,502
51,337
Trade and bills receivable
21
87,804
76,234
Other assets
22
98,451
63,923
Other investments and derivatives
17
226,488
288,183
Cash and cash equivalents
23
147,269
128,395
Current assets
774,796
769,378
 
Total assets
1,063,804
982,971
 
Equity
Equity attributable to equity holders of the Company
436,975
414,557
Non-controlling interests
101
95
Total equity
437,076
414,652
 
Liabilities
Loans and borrowings
24
183,183
162,276
Deferred tax liabilities
18
3,804
4,282
Lease liabilities
7,275
6,552
Other liabilities
27
2,608
2,754
Non-current liabilities
196,870
175,864
Loans and borrowings
24
13,961
12,824
Employee benefits
97,697
99,927
Income tax payable
4,217
2,755
Trade and bills payable
25
92,104
81,694
Contract liabilities
26
87,575
78,149
Lease liabilities
3,296
2,952
Other liabilities
27
114,426
96,711
Provisions
28
16,582
17,443
Current liabilities
429,858
392,455
 
Total liabilities
626,728
568,319
 
Total equity and liabilities
1,063,804
982,971
 
The notes on pages 98 to 137 form part of this consolidated financial statements summary.

2022 Annual Report
        97
Summary Consolidated Statement of Cash Flows
(CNY million)
Note
2022
2021
Cash receipts from goods and services
711,048
708,883
Cash paid to suppliers and employees
(746,228)
(701,351)
Other operating cash flows
52,977
52,138
Net cash generated from operating activities
17,797
59,670
Net cash generated from/(used in) investing activities
6,270
(100,575)
 Net cash (used in)/generated from financing activities
(8,622)
871
 
Cash and cash equivalents
Net increase/(decrease)
15,445
(40,034)
At January 1
128,395
173,050
Effect of foreign exchange rate changes
3,429
(4,621)
At December 31
23
147,269
128,395
 
The notes on pages 98 to 137 form part of this consolidated financial statements summary.

98       Huawei Investment & Holding Co., Ltd.
Notes to the Consolidated Financial Statements Summary
1	 Reporting entity
Huawei Investment & Holding Co., Ltd. (the Company) 
is a limited liability company established in Shenzhen 
in the People’s Republic of China (PRC). The 
Company’s registered office is at Building 1, Zone B, 
Huawei Base, Bantian, Longgang District, Shenzhen 
City, PRC.
The Company and its subsidiaries (the Group) 
principally provide information and communications 
technology (ICT) infrastructure and smart 
devices. This includes providing products, services 
and solutions to customers in the fields of 
communications networks, IT, smart devices, cloud 
services, digital power and intelligent automotive 
solutions. The principal activities and other particulars 
of the Company’s major subsidiaries are set out in 
note 32(b) to the consolidated financial statements 
summary.
2	 Preparation basis of the 
consolidated financial statements 
summary
The Group has prepared a full set of consolidated 
financial statements (consolidated financial 
statements) for the year ended December 31, 2022 in 
accordance with IFRS Accounting Standards.
The consolidated financial statements summary has 
been prepared and presented based on the audited 
consolidated financial statements for the year ended 
December 31, 2022 in order to disclose material 
financial information relating to the Group’s business 
operation.
3	 Significant accounting policies
(a)	Basis of preparation of the consolidated 
financial statements
The consolidated financial statements have been 
prepared under the historical cost basis modified 
for the fair valuation of some financial instrument 
classifications (see note 3(e)).
The preparation of consolidated financial 
statements requires management to make 
judgments, estimates and assumptions that affect 
the application of policies and reported amounts 
of assets, liabilities, income and expenses. 
Estimates and associated assumptions are based 
on historical experience and various other factors 
that are believed to be reasonable under the 
circumstances. Actual results may differ from 
these estimates.
Estimates and underlying assumptions are 
reviewed regularly and revised when required. 
Revisions to accounting estimates are recognized 
in the period in which the estimate is revised if the 
revision affects only that period, or in the period 
of the revision and future periods if the revision 
affects both current and future periods.
Judgments made by management in the 
application of IFRS Accounting Standards that have 
significant effect on the consolidated financial 
statements and major sources of estimation 
uncertainty are discussed in note 4.
(b)	Functional and presentation currency
All financial information in the consolidated 
financial statements summary is presented in 
millions of Chinese Yuan (CNY), which is the 
Company’s functional currency.
(c)	Consolidation
(i)	Business combinations
The Group accounts for business combinations 
using the acquisition method when the acquired 
set of activities and assets meets the definition of 
a business and control is transferred to the Group. 
To be considered a business, an acquiree must 
comprise inputs and a substantive process that 
together significantly contribute to the ability to 
create outputs.
The Group may determine that an acquired 
set of activities and assets is not a business if 
substantially all of the fair value of the gross 
assets acquired is concentrated in a single 
identifiable asset or group of similar identifiable 
assets.
The difference between the fair value of 
the consideration paid and the fair value of 
identifiable net assets is recorded as goodwill. 
Where the fair value of the assets acquired less 
liabilities assumed exceeds the consideration paid, 
the excess is recognized immediately in profit or

2022 Annual Report
        99
loss as a gain. Transaction costs incurred in an 
acquisition are recognized in profit or loss.
(ii)	Subsidiaries
The financial statements consolidate the results, 
assets, liabilities and cash flows of all subsidiaries 
which the Group controls.
Subsidiaries are consolidated from the date that 
control commences until the date that control 
ceases. Intra-group balances, transactions, 
cash flows and any unrealized gains arising 
from intra-group transactions are eliminated in 
preparing the consolidated financial statements. 
Unrealized losses resulting from intra-group 
transactions are eliminated in the same way as 
unrealized gains but only to the extent that there 
is no evidence of impairment.
The Group controls an entity when it is exposed, 
or has rights, to variable returns from its 
involvement with the entity and has the ability to 
affect those returns through its power over the 
entity. When assessing whether the Group has 
power, only substantive rights are considered.
(iii)	Non-controlling interests
Non-controlling interests represent the carrying 
value of the net assets of subsidiaries attributable 
to non-controlling equity holders. The Group 
measures non-controlling interests at the 
non-controlling interests’ proportionate share of 
the subsidiary’s net identifiable assets. Changes 
in the Group’s interests in a subsidiary that do 
not result in a loss of control are accounted for 
as equity transactions, whereby adjustments are 
made to the amounts of controlling and  
non-controlling interests within consolidated 
equity to reflect the change in relative interests, 
but no adjustments are made to goodwill and no 
gain or loss is recognized.
(iv)	Loss of control
When the Group loses control of a subsidiary, it is 
accounted for as a disposal of the entire interest 
in that subsidiary, with a resulting gain or loss 
being recognized in profit or loss. Any interest 
retained in that former subsidiary at the date 
when control is lost is recognized at fair value or, 
when appropriate, the cost on initial recognition 
of an investment in an associate or a joint venture 
(see note 3(d)).
(d)	Associates and joint ventures
An associate is an entity in which the Group 
has significant influence, but not control or 
joint control, over its management, including 
participation in the financial and operating policy 
decisions.
A joint venture is an arrangement whereby the 
Group and other parties contractually agree to 
share control of the arrangement, and have rights 
to the net assets of the arrangement.
An investment in an associate or a joint venture 
is accounted for in the consolidated financial 
statements using the equity method until the 
date on which significant influence or joint 
control ceases. It is initially recognized at cost and 
subsequently adjusted to include the Group’s share 
of the profit or loss and other comprehensive 
income (OCI).
Unrealized profits and losses resulting from 
transactions between the Group and its associates 
and joint ventures are eliminated to the extent 
of the Group’s interest in the investee, except 
where unrealized losses provide evidence of an 
impairment of the asset transferred, in which case 
they are recognized immediately in profit or loss.
(e)	Financial instruments
(i)	Recognition and derecognition
Financial instruments, comprising financial assets 
and financial liabilities, are recognized in the 
consolidated statement of financial position when 
the Group becomes a party to the contractual 
provisions of the instrument.
The Group derecognizes a financial asset when 
the contractual rights to the cash flows from the 
asset expire, or it transfers the rights to receive 
the contractual cash flows in a transaction in 
which substantially all of the risks and rewards of 
ownership of the financial asset are transferred or 
where it neither transfers nor retains substantially 
all of the risks and rewards of ownership and 
loses control. When control is retained, the Group 
continues to recognize the financial asset to the 
extent of its continuing involvement. Financial 
assets are also derecognized when they are 
written off. Financial assets are written off when 
there is no reasonable expectation of further 
recoveries even though there may be enforcement 
actions ongoing.

100       Huawei Investment & Holding Co., Ltd.
The Group derecognizes a financial liability 
when its contractual obligations are discharged, 
canceled, or expire.
Financial assets and financial liabilities are 
offset and the net amount presented in the 
consolidated statement of financial position 
when, and only when, the Group currently has a 
legally enforceable right to set off the recognized 
amounts and intends either to settle them on a 
net basis or to realize the asset and settle the 
liability simultaneously.
(ii)	Classification and measurement
All financial assets and liabilities are initially 
recognized at fair value, with the exception of 
trade receivables without a significant financing 
component, which are measured at their 
transaction price, determined in accordance with 
the Group’s accounting policies for revenue. 
Subsequently, measurement depends on the 
financial assets/liabilities classification as follows:
■	 Financial assets measured at fair value through 
profit or loss (FVPL)
Non-equity financial assets are classified as 
FVPL if they arise from contracts which do 
not give rise to cash flows which are solely 
principal and interest, or otherwise where they 
are held in a business model which mainly 
realizes them through sale. Such assets are 
re-measured to fair value at the end of each 
reporting period. Gains and losses arising from 
re-measurement are taken to profit or loss, as 
are transaction costs.
Equity investments are classified as FVPL 
unless they are designated as at FVOCI on 
initial recognition (see below). Dividends from 
equity investments, irrespective of whether 
classified as FVPL or FVOCI, are recognized in 
profit or loss as finance income.
■	 Financial assets measured at FVOCI
Non-equity financial assets are classified as 
FVOCI where they arise from contracts which 
give rise to contractual cash flows which are 
solely principal and interest and which are 
held in a business model which realizes some 
through sale and some by holding them to 
settlement. They are recognized initially at fair 
value plus any directly attributable transaction 
costs, or in the case of trade receivables, at the 
transaction price.
At the end of each reporting period they are 
re-measured to fair value, with the cumulative 
gain or loss compared to their amortized cost 
(AC) being recognized as fair value reserve 
through other comprehensive income, except 
for the recognition in profit or loss of expected 
credit losses, interest income (calculated using 
the effective interest method) and foreign 
exchange gains and losses.
When these assets are derecognized, the 
cumulative gain or loss is reclassified from 
equity to profit or loss.
Equity investments are designated as at 
FVOCI where they are considered strategic to 
the Group. Such designation is made on an 
instrument-by-instrument basis, but may only 
be made if the investment meets the definition 
of equity from the issuer’s perspective. 
Amounts accumulated in the fair value reserve 
in respect of these investments are transferred 
directly to retained earnings on the disposal 
of the investment. These investments are not 
subject to impairment.
■	 Financial assets measured at amortized cost
Financial assets are held at amortized cost 
when they arise from contracts which give 
rise to contractual cash flows which are 
solely principal and interest and are held in a 
business model which mainly holds the assets 
to collect contractual cash flows.
Financial assets measured at amortized cost 
when they are not purchased or originated 
credit-impaired are measured at amortized 
cost using the effective interest method. For 
those purchased or originated credit-impaired, 
the Group applies the credit-adjusted effective 
interest rate since initial recognition. These 
assets are also subject to impairment losses 
(see note 3(k)). Interest income is calculated 
based on the gross carrying amount of the 
financial asset unless the financial asset is 
credit impaired, in which case interest income 
is calculated on the amortized cost (i.e. gross 
carrying amount less loss allowance). Interest 
income is included in finance income.
■	 Financial liabilities
Financial liabilities are classified as measured 
at amortized cost or FVPL. A financial liability 
is classified as FVPL if it is a derivative,

2022 Annual Report
        101
contingent consideration or it is designated 
as such on initial recognition. Other financial 
liabilities are stated at amortized cost using 
the effective interest method. Interest is 
included in finance expenses unless capitalized 
into an asset (see note 3(t)).
■	 Derivative financial instruments
Derivative financial instruments are recognized 
at fair value. At the end of each reporting 
period the fair value is re-measured. 
Derivatives are classified as assets when their 
fair value is positive or as liabilities when 
their fair value is negative. The gain or loss 
on re-measurement to fair value is recognized 
immediately in profit or loss, except where 
the derivatives qualify for hedges of a net 
investment in a foreign operation (see note 
3(f)).
(f)	Hedge accounting
The Group holds certain derivatives to hedge 
the foreign exchange risk on net investments in 
foreign operations.
At the inception of the hedging relationship, the 
Group documents the risk management objective, 
the strategy for undertaking the hedge, and the 
economic relationship between the hedged item 
and the hedging instrument, including whether 
the value changes of the hedged item and the 
hedging instrument are expected to offset each 
other.
Hedge effectiveness is assessed on an ongoing 
basis at the hedging commencement date and 
thereafter. A hedge is considered effective when:
(i)	 there is an economic relationship between the 
hedged item and the hedging instrument;
(ii)	the effect of credit risk does not dominate the 
value changes that result from that economic 
relationship; and
(iii)	the hedge ratio of the hedging relationship is 
the same as that resulting from the quantity 
of the hedged item that the Group actually 
hedges and the quantity of the hedging 
instrument that the Group actually uses to 
hedge that quantity of hedged item.
When a hedging relationship is no longer effective 
because of changes in the hedge ratio, but the risk 
management objective for the designated hedging 
relationship remains the same, the Group adjusts 
the hedge ratio so that it meets the qualifying 
criteria again.
To the extent that the hedge is effective, changes 
in the fair value of the derivative are recognized in 
other comprehensive income and presented within 
equity. The cumulative amount recognized in other 
comprehensive income is reclassified to profit or 
loss as a whole or in part on disposal or partial 
disposal of the foreign operation. Gains and losses 
representing hedge ineffectiveness are recognized 
in profit or loss.
(g)	Investment property
Investment properties are land and buildings 
which are owned or held under a leasehold 
interest (see note 3(j)) to earn rental income and/
or for capital appreciation.
Investment properties are stated at cost less 
accumulated depreciation (see note 3(h)(ii)) and 
impairment losses (see note 3(k)). Rental income 
from investment properties is accounted for as 
described in note 3(q)(ii).
(h)	Other property, plant and equipment
(i)	Cost
Items of property, plant and equipment are 
stated at cost less accumulated depreciation and 
impairment losses (see note 3(k)). Cost includes 
expenditure that is directly attributable to the 
acquisition of the assets including for  
self-constructed assets, the cost of materials, 
direct labor, the initial estimate, where 
appropriate, of the costs of dismantling and 
removing the items and restoring the site on 
which they are located, and an appropriate 
proportion of production overheads and borrowing 
costs.
Construction in progress is transferred to other 
property, plant and equipment when it is ready for 
its intended use.
Gains or losses arising from the retirement 
or disposal of an item of property, plant and 
equipment are determined as the difference 
between the net disposal proceeds and the 
carrying amount of the item and are recognized in 
profit or loss on the date of retirement or disposal.

102       Huawei Investment & Holding Co., Ltd.
(ii)	Depreciation
Depreciation is calculated to write off the cost of 
items of investment property and other property, 
plant and equipment, less their estimated residual 
value, if any, using the straight line method over 
their estimated useful lives as follows:
■	 Buildings	
30 years
■	 Machinery	
2 to 10 years
■	 Motor vehicles	
5 years
■	 Electronic and other  
equipment	
2 to 5 years
■	 Decoration and leasehold  
improvements	
2 to 15 years
Where components of an item of investment 
property and other property, plant and equipment 
have different useful lives, the cost of the item 
is allocated on a reasonable basis between the 
parts and each part is depreciated separately. Both 
the useful life of an item of investment property 
and other property, plant and equipment and its 
residual value, if any, are reviewed annually.
Freehold land and construction in progress are not 
depreciated.
(i)	Goodwill and intangible assets
(i)	Goodwill
Goodwill represents the excess of the fair value 
of consideration paid to acquire a subsidiary over 
the acquisition date fair value of the acquiree’s 
identifiable assets acquired less liabilities, including 
contingent liabilities, assumed as at the acquisition 
date, less impairment losses (see note 3(k)).
(ii)	Other intangible assets
Other intangible assets are stated at cost less 
accumulated amortization and impairment losses 
(see note 3(k)).
(iii)	Amortization
Goodwill is not amortized but subject to 
impairment testing (see note 3(k)) annually.
The cost of other intangible assets with finite 
useful lives is amortized to profit or loss on a 
straight-line basis over the assets’ estimated useful 
lives from the date they are available for use. 
Their estimated useful lives are as follows:
■	 Software	
2 to 10 years
■	 Patents and royalties	
2 to 10 years
■	 Trademark and others	
2 to 20 years
Both the useful lives and method of amortization 
are reviewed annually and revised when necessary.
(iv)	Research and development
Research and development costs are all 
costs directly attributable to research and 
development activities together with costs which 
can be allocated on a reasonable basis to such 
activities. The nature of the Group’s research and 
development activities is such that the criteria 
for the recognition of such costs as assets are 
generally not met until late in the development 
stage of the project when the remaining 
development costs are immaterial. Therefore, 
expenditure on research and development 
activities is generally recognized as an expense in 
the period in which it is incurred.
(j)	Leases
A contract is, or contains, a lease if on inception 
the contract conveys the right to control the use 
of an identified asset for a period of time, the 
lease term, in exchange for consideration.
The lease term is the non-cancelable period of 
the lease, together with any additional periods 
when there is an enforceable option to extend the 
lease and it is reasonably certain that the Group 
will extend the term, or when there is an option 
to terminate the lease and it is reasonably certain 
that the Group will not exercise the right to 
terminate. The lease term is reassessed if there is 
a significant change in circumstances.
(i)	As a lessee
At commencement, or on the modification, of a 
contract that contains a lease component, the 
Group allocates the consideration in the contract 
to each lease component on the basis of its 
relative stand-alone price.
The Group recognizes a right-of-use asset and a 
lease liability at the lease commencement date. 
The right-of-use asset is initially measured at cost, 
which comprises the initial amount of the lease 
liability adjusted for any lease payments made at 
or before the commencement date, plus any initial 
direct costs incurred and an estimate of costs to

2022 Annual Report
        103
dismantle and remove the underlying asset or to 
restore the underlying asset or the site on which it 
is located, less any lease incentives received.
The right-of-use asset is depreciated using the 
straight-line method from the commencement 
date to the end of the lease term. If the lease 
transfers ownership of the underlying asset to 
the Group by the end of the lease term or if the 
Group expects to exercise a purchase option, 
the right-of-use asset will be depreciated over 
the useful life of the underlying asset, which is 
determined on the same basis as the Group’s 
other property, plant and equipment.
Right-of-use assets are further reduced by 
impairment losses, if any, and adjusted for certain 
re-measurements of the lease liability.
The lease liability is initially measured at the 
present value of the total lease payments due on 
the commencement date, discounted using either 
the interest rate implicit in the lease, if readily 
determinable, or more usually, an estimate of 
the Group’s incremental borrowing rate on the 
inception date for a loan with similar terms to the 
lease.
The incremental borrowing rate is estimated by 
obtaining interest rates from various external 
financing sources and making certain adjustments 
to reflect the terms of the lease and type of the 
asset leased.
Lease payments included in the measurement of 
the lease liability comprise the following:
■	 fixed payments, including payments which are 
substantively fixed;
■	 variable lease payments that depend on an 
index or a rate, initially measured using the 
index or rate as at the commencement date;
■	 amounts expected to be payable under a 
residual value guarantee; and
■	 the exercise price under a purchase option that 
the Group is reasonably certain to exercise, 
lease payments in an optional renewal period 
if the Group is reasonably certain to exercise 
an extension option, and penalties for early 
termination of a lease unless the Group is 
reasonably certain not to terminate early.
The lease liability is measured at amortized 
cost using the effective interest method. It is 
remeasured when there is a change in future lease 
payments arising from a change in an index or 
rate, if there is a change in the Group’s estimate 
of the amount expected to be payable under a 
residual value guarantee, if the Group changes its 
assessment of whether it will exercise a purchase, 
extension or termination option or if there is a 
revised in-substance fixed lease payment.
When the lease liability is remeasured in this 
way, a corresponding adjustment is made to the 
carrying amount of the right-of-use asset, or is 
recorded in profit or loss if the carrying amount of 
the right-of-use asset has been reduced to zero.
Short-term leases and leases of low-value 
assets
As permitted by IFRS 16 Leases, the Group does 
not recognize right-of-use assets and lease 
liabilities for leases of low-value assets and 
short-term leases. Payments associated with 
these leases are recognized as an expense on a 
straight-line basis over the lease term.
(ii)	As a lessor
When the Group acts as a lessor, it determines at 
lease inception whether each lease is a finance 
lease or an operating lease.
To classify each lease, the Group makes an 
overall assessment of whether the lease transfers 
substantially all of the risks and rewards incidental 
to ownership of the underlying asset. If this is the 
case, then the lease is a finance lease; if not, then 
it is an operating lease.
When the Group is an intermediate lessor, it 
accounts for its interest in the head lease and 
the sub-lease separately. It assesses the lease 
classification of a sub-lease with reference to the 
right-of-use asset arising from the head lease, not 
with reference to the underlying asset. If a head 
lease is a short-term lease to which the Group 
applies the exemption described above, then it 
classifies the sub-lease as an operating lease.
The Group recognizes lease payments received 
under operating leases as income on a 
straight-line basis over the lease term as part of 
Revenue (see note 3(q)(ii)).

104       Huawei Investment & Holding Co., Ltd.
(k)	Impairment of assets
(i)	Impairment of financial assets, contract 
assets and lease receivables
The Group recognizes an allowance for 
impairment on non-equity financial assets held 
at FVOCI and AC, and also on contract assets 
and lease receivables on an expected credit loss 
basis. Increases and decreases in the impairment 
allowance are recognized in profit or loss. The 
expected credit losses are the difference (on a 
present value basis) between the contractual cash 
flows (or transaction price) and the present value 
of cash flows expected to be received based on 
the Group’s past loss experience and reasonable 
and supportable expectations, at the end of the 
reporting period, about future credit conditions.
For trade receivables, contract assets and lease 
receivables, the Group recognizes impairment both 
individually and using provision matrices based 
on the probability that the customer will default 
during the lifetime of the asset, and the loss that 
will be incurred given the default (the lifetime 
expected loss). The Group defines default as the 
customer being more than 90 days past due.
For all other financial assets that are not 
purchased or originated credit-impaired, the Group 
recognizes impairment initially based on the 
probability that the customer or counterparty will 
default in the next 12 months unless there has 
been a significant deterioration in credit quality, 
or the financial asset becomes credit impaired in 
which case the impairment allowance is increased 
to the lifetime expected loss.
An asset is credit impaired when it has one or 
more of the loss events described below:
■	 significant financial difficulty of the borrower 
or issuer;
■	 a breach of contract, such as a default or past 
due event;
■	 the restructuring of a loan or advance by the 
Group on terms that the Group would not 
consider otherwise;
■	 it is probable that the borrower will enter 
bankruptcy or other financial reorganization; or
■	 the disappearance of an active market for a 
security because of financial difficulties.
In the case of purchased or originated 
credit-impaired financial assets, the Group only 
recognizes the cumulative changes in lifetime 
expected credit losses since initial recognition as a 
loss allowance.
(ii)	Impairment of other non-financial assets
Internal and external sources of information 
are reviewed at the end of each reporting 
period to identify indications that non-financial 
assets, including property, plant and equipment, 
right-of-use assets, intangible assets and other 
long-term assets may be impaired.
Goodwill is tested for impairment at least annually. 
For the purposes of impairment testing, goodwill 
is allocated to each cash generating unit, or a 
group of cash generating units, that is expected 
to benefit from the synergies of the acquisition. 
Where impairment testing is of a cash generating 
unit (or group of units), an impairment loss is 
recognized in profit or loss where the recoverable 
amount is less than the carrying amount of the 
unit (or group of units) and the impairment loss 
recognized is allocated first to reduce the carrying 
amount of any goodwill allocated to the unit (or 
group of units).
Other assets are impaired and an impairment 
loss is recognized in profit or loss where the 
recoverable amount of the asset is less than 
its carrying amount, and reversed where there 
has been a favorable change in the recoverable 
amount. Impairment of goodwill is not reversed.
The recoverable amount of an asset or group of 
assets is the greater of its fair value less costs 
of disposal and value in use. Value in use is 
the total estimated future cash flows from the 
asset or, where the asset does not generate cash 
flows independent of other assets, a group of 
assets, discounted to their present value using a 
pre-tax discount rate that reflects current market 
assessments of the time value of money and the 
risks specific to the asset, or group of assets.
(l)	Inventories
Inventories are assets which are held for sale in 
the ordinary course of business, in the process 
of production for such sales or in the form of 
material or supplies to be consumed in the 
production process or in the rendering of services.

2022 Annual Report
        105
Inventories are carried at the lower of cost and net 
realizable value.
Cost is calculated based on the standard cost 
method with periodic adjustments of cost variance 
to arrive at the actual cost, which approximates to 
weighted average cost. Cost includes expenditures 
incurred in acquiring the inventories and bringing 
them to their present location and condition. 
The cost of manufactured inventories and work 
in progress includes an appropriate share of 
overheads based on normal operating capacity.
Net realizable value is the estimated selling 
price in the ordinary course of business, less the 
estimated costs of completion and the estimated 
costs necessary to make the sale.
When inventories are sold, the carrying amount 
of those inventories is recognized as an expense 
in the period in which the related revenue is 
recognized. Any write-down of inventories to 
net realizable value and all losses of inventories 
are recognized as an expense in the period the 
write-down or loss occurs.
(m)	Cash and cash equivalents
Cash and cash equivalents comprise cash at bank 
and on hand, demand deposits with banks and 
other financial institutions, demand deposits with 
third party merchants, and short-term, highly 
liquid investments that are readily convertible 
into known amounts of cash and which are 
subject to an insignificant risk of changes in value. 
Bank overdrafts that are repayable on demand 
and form an integral part of the Group’s cash 
management are also included as a component of 
cash and cash equivalents for the purpose of the 
consolidated statement of cash flows.
(n)	Employee benefits
(i)	Short-term employee benefits, contributions 
to defined contribution retirement plans 
and other long-term employee benefits
Salaries, profit-sharing and bonus payments, 
paid annual leave and contributions to defined 
contribution retirement plans and non-monetary 
benefits are recognized as liabilities and in 
profit or loss or in the cost of related assets 
in the period in which the associated services 
are rendered by employees. Where payment or 
settlement is expected to be made 12 months 
after the end of the reporting period, these 
amounts are discounted and stated at their 
present values.
(ii)	Defined benefit obligations
The Group’s obligation in respect of defined 
benefit plans is calculated separately for each plan 
by estimating the total amount of future benefit 
that employees have earned in return for their 
service in the current and prior periods which is 
then discounted to present value. The calculation 
is performed by management using the projected 
unit credit method.
Service cost and interest cost on the defined 
benefit obligations and any curtailment gains and 
losses are recognized in profit or loss.
Re-measurements arising from changes in 
actuarial assumptions regarding the amounts 
of future benefits are recognized immediately 
in other comprehensive income and shall not 
be reclassified to profit or loss in a subsequent 
period. However, the Group may transfer those 
amounts recognized in other comprehensive 
income within equity.
(o)	Income tax
Income tax for the year comprises current tax 
and movements in deferred tax assets and 
liabilities. Current tax and movements in deferred 
tax assets and liabilities are recognized in profit 
or loss except to the extent that they relate 
to items recognized in other comprehensive 
income or directly in equity, in which case the 
relevant amounts of tax are recognized in other 
comprehensive income or directly in equity, 
respectively.
Current tax is the expected tax payable on the 
taxable income for the year, using tax rates 
enacted or substantively enacted at the end of 
the reporting period, and any adjustment to tax 
payable in respect of previous years.
Deferred tax is recognized on temporary 
differences, representing the difference between 
the carrying amounts of assets and liabilities for 
financial reporting purposes and their tax bases. 
Deferred tax assets also arise from unused tax 
losses and unused tax credits.

106       Huawei Investment & Holding Co., Ltd.
Deferred tax assets are recognized to the extent 
that it is probable that future taxable profits 
will be available against which the asset can be 
utilized. Future taxable profits that may support 
the recognition of deferred tax assets arising 
from deductible temporary differences include 
those that will arise from the reversal of existing 
taxable temporary differences, provided those 
differences relate to the same taxation authority 
and the same taxable entity, and are expected to 
reverse either in the same period as the expected 
reversal of the deductible temporary difference or 
in periods into which a tax loss arising from the 
deferred tax asset can be carried back or forward. 
The same criteria are adopted when determining 
whether existing taxable temporary differences 
support the recognition of deferred tax assets 
arising from unused tax losses and credits, that 
is, those differences are taken into account if they 
relate to the same taxation authority and the 
same taxable entity, and are expected to reverse 
in a period, or periods, in which the tax loss or 
credit can be utilized.
No deferred tax is recognized for temporary 
differences on:
■	 the initial recognition of goodwill;
■	 the initial recognition of assets or liabilities 
that affect neither accounting nor taxable 
profit (provided they are not part of a business 
combination); and
■	 investments in subsidiaries to the extent that, 
in the case of taxable differences, the Group 
controls the timing of the reversal and it is 
probable that the differences will not reverse 
in the foreseeable future, or in the case of 
deductible differences, unless it is probable 
that they will reverse in the future.
The amount of deferred tax recognized is 
measured based on the expected manner of 
realization or settlement of the carrying amount 
of the assets and liabilities, using tax rates 
enacted or substantively enacted at the end of the 
reporting period. Deferred tax assets and liabilities 
are not discounted.
The carrying amount of a deferred tax asset is 
reviewed at the end of each reporting period 
and is reduced to the extent that it is no longer 
probable that sufficient taxable profits will be 
available to allow the related tax benefit to be 
utilized. Any such reduction is reversed to the 
extent that it becomes probable that sufficient 
taxable profits will be available.
A provision is recognized for those matters for 
which the tax determination is uncertain but it is 
considered probable that there will be a future 
outflow of funds to a tax authority. The provisions 
are measured at the best estimate of the amount 
expected to become payable.
Current tax balances and deferred tax balances, 
and movements therein, are presented separately 
from each other and are not offset. Current tax 
assets are offset against current tax liabilities, and 
deferred tax assets against deferred tax liabilities, 
if the Group has legally enforceable rights to set 
off current tax assets against current tax liabilities 
and the following additional conditions are met:
■	 in the case of current tax assets and liabilities, 
the Group intends either to settle on a net 
basis, or to realize the asset and settle the 
liability simultaneously; or
■	 in the case of deferred tax assets and 
liabilities, if they relate to income taxes levied 
by the same taxation authority on either:
–	 the same taxable entity; or
–	 different taxable entities, which, in each 
future period in which significant amounts 
of deferred tax liabilities or assets are 
expected to be settled or recovered, intend 
to realize the current tax assets and settle 
the current tax liabilities on a net basis or 
realize and settle simultaneously.
(p)	Provisions and contingent liabilities
Provisions are recognized for liabilities of uncertain 
timing or amount when the Group has a legal or 
constructive obligation arising as a result of a past 
event, it is probable that an outflow of economic 
benefits will be required to settle the obligation 
and a reliable estimate can be made. Where the 
time value of money is material, provisions are 
stated at the present value of the expenditure 
expected to settle the obligation.
Where it is not probable that an outflow of 
economic benefits will be required, or the amount 
cannot be reliably estimated, disclosure is made 
of the contingent liability, unless the probability 
of outflow of economic benefits is remote. 
Possible obligations, whose existence will only be 
confirmed by the occurrence or non-occurrence

2022 Annual Report
        107
of one or more future events are also disclosed 
as contingent liabilities unless the probability of 
outflow of economic benefits is remote.
The main types of provisions are as follows:
(i)	Provision for warranties
The Group provides assurance warranties for its 
standard products. The Group estimates the costs 
that may be incurred under its assurance warranty 
obligations and records a liability in the amount of 
such costs when revenue is recognized. Warranty 
costs generally include spare parts, labor costs 
and service center support. Factors that affect 
the Group’s warranty liability include the amount 
of products sold, and historical and anticipated 
rates of warranty claims. The Group periodically 
reassesses its warranty liabilities and adjusts the 
amounts as necessary.
(ii)	Provision for onerous contracts
A provision for onerous contracts is recognized 
when the expected benefits to be derived by 
the Group from a contract are lower than the 
estimated cost of meeting its obligations under 
the contract. The provision is measured at the 
present value of the lower of the expected cost 
of terminating the contract and the expected 
net cost of continuing with the contract, which 
is determined based on the incremental costs 
of fulfilling the obligation under the contract 
and an allocation of other costs directly related 
to fulfilling the contract. Before a provision is 
established, the Group recognizes any impairment 
loss on the assets associated with that contract.
(q)	Revenue
Revenue is income arising from sales of products, 
provision of services or use by others of the 
Group’s properties under leases in the ordinary 
course of the Group’s business.
(i)	Revenue from customer contracts
Revenue is measured based on the consideration 
the Group expects to be entitled to from the 
contract with the customer and excludes those 
amounts collected on behalf of third parties. The 
Group recognizes revenue when it transfers control 
over a good or service (or a bundle of goods or 
services) to a customer.
i.	
Contract combinations and modifications
The Group combines separate customer contracts 
with the same customer or related parties of the 
same customers entered into at or near the same 
time when those contracts are negotiated as a 
package to form a single commercial objective, are 
significantly interdependent in nature or contain 
significant pricing dependencies.
Contract modifications are generally treated either 
as a new separate contract, or as a prospective 
change to an existing contract. In cases when the 
additional or the remaining goods and services are 
not distinct from those transferred before the date 
of modification, modifications are accounted for 
through a cumulative catch-up adjustment.
ii.	 Warranties
If a warranty attached to a product sold by 
the Group is a distinct service in addition to 
standard assurance, the Group recognizes the 
warranty service as a separate performance 
obligation (POB) for which revenue is allocated 
and recognized on a straight-line basis over the 
warranty period. Otherwise, warranties provided 
by the Group are standard assurance and 
accounted for as a warranty provision at the time 
of the sale (see note 3(p)).
iii.	 Timing of revenue recognition
The Group determines at contract inception 
whether it transfers the control of a good 
or service (or a bundle of goods or services) 
underlying a POB to the customer over time or 
at a point in time. A POB is satisfied and related 
revenue is recognized over time by measuring the 
progress towards complete satisfaction of that 
POB, if one of the following criteria is met:
■	 the customer simultaneously receives and 
consumes the benefits provided by the Group’s 
performance as the Group performs;
■	 the Group’s performance creates or enhances 
an asset that the customer controls as the 
asset is created or enhanced; or
■	 the Group’s performance does not create an 
asset with an alternative use to the Group and 
the Group has an enforceable right to payment 
for performance completed to date.

108       Huawei Investment & Holding Co., Ltd.
If a POB is not satisfied over time and the control 
over the related good or service is not transferred 
over time in accordance with the above criteria, 
it is recognized at a point in time when control is 
transferred.
iv.	 Variable consideration
Revenue is measured at the fair value of the 
consideration received or receivable, adjusted at 
contract inception for penalties, price concessions, 
returns, trade discounts, volume rebates and 
other sales incentives, such as coupons, provided 
that the level of expected return of goods, 
volume rebates and other incentives given 
can be estimated reliably and that revenue is 
only recognized to the extent that it is highly 
probable that a significant reversal in the 
amount of cumulative revenue recognized will 
not occur. When making an estimate for variable 
consideration, the Group considers several 
factors, including but not limited to, contract 
commitments, business practices, historical 
experience, customer take-up rates, and expected 
purchase volumes.
v.	 Significant financing component
The amount of consideration in a sales contract is 
adjusted for the existence of significant financing 
component in determining the transaction price 
only when the payment term exceeds one year in 
duration between performance and the expected 
payment date. The Group recognizes interest 
income where payment is received more than one 
year in arrears of satisfaction of a performance 
obligation, reflecting a deemed lending of cash to 
a customer. Such interest income is presented in 
finance income.
The Group adopts the practical expedient under 
IFRS 15 Revenue from Contracts with Customers 
(IFRS 15) and does not account for the significant 
financing components where the Group anticipates 
at contract inception that the timing difference 
between transfer of control of a good or service to 
a customer, and the expected customer payment 
for that good or service will be one year or less.
vi.	 Stand-alone selling prices (SSP)
The transaction price of a contract with a 
customer is allocated to each POB in proportion to 
its SSP.
The Group uses directly observable SSP or 
estimated SSP in allocating transaction price to 
products. In establishing the estimated SSP, the 
Group mainly uses an average price approach 
by product category. Average price of a product 
is calculated with reference to the historical 
stand-alone product sale transactions for the 
product and the product category is determined 
with reference to the product family and 
geographical region.
For services that are regularly sold on a 
stand-alone basis, most of such services are 
customized and priced on a project basis, 
therefore the transaction prices generally reflect 
the SSP. For the services where an observable 
transaction price is unavailable such as the 
services sold in a bundle with products, the Group 
determines the SSP using a cost-plus approach, 
taking into account several factors, including 
but not limited to labor cost, competition and 
company business strategy.
When a significant discount is granted and is 
specifically attributable to one or more POB, that 
discount is allocated to the identified POB(s) if 
the allocation reflects the Group’s regular sales 
pattern. In all other cases the discount is allocated 
to the contract as a whole.
vii.	Contract assets and liabilities
A contract asset arises when revenue is recognized 
under a contract with a customer before the 
Group becomes unconditionally entitled to 
consideration. Contract assets are reclassified to 
trade receivables when the right to consideration 
becomes unconditional.
When consideration is received (or the right to 
consideration is unconditional) before the related 
revenue is recognized, a contract liability is 
recognized.
For a single contract with the customer, either 
a net contract asset or a net contract liability is 
presented. For multiple contracts, contract assets 
and contract liabilities of unrelated contracts are 
not presented on a net basis.
Trade receivables are recognized when the right to 
consideration under a revenue contract becomes 
unconditional, regardless of the billing date.
viii.	Refund liabilities
A refund liability, such as for rebates to customers, 
other sales-based incentives granted, and expected

2022 Annual Report
        109
product returns, is recognized when the Group 
expects to refund some or all of the customer 
contract consideration. Refund liabilities are 
presented in other liabilities in the consolidated 
statement of financial position.
ix.	 Contract costs
Certain incremental acquisition costs (those paid 
to acquire a contract such as commission) and 
fulfilment costs (those incurred to deliver services 
to customers) are initially capitalized to the extent 
that the costs are recoverable, and subsequently 
recognized as expense over the period of expected 
benefit, which is generally the associated contract 
duration.
Incremental acquisition costs are expensed as 
incurred where the amortization period of the 
asset that would have been recognized is one year 
or less.
The Group recognizes a contract cost impairment 
when the carrying amount of unamortized 
contract costs exceeds the difference between 
the remaining consideration expected and the 
associated contract costs relating to providing 
those goods and services under the contract.
The Group has changed its business from three 
operating segments, Carrier Business, Enterprise 
Business and Consumer Business, into five operating 
segments, ICT Infrastructure Business, Consumer 
Business, Cloud Computing Business, Digital Power 
Business and Intelligent Automotive Solution Business. 
Changes to operating segments have not resulted in 
changes to the Group’s revenue accounting policies. 
The principal business activities of each segment are 
described in note 7. The specific revenue accounting 
policies applied by the Group in relation to main 
activities, based on the characteristics of contracts 
and the business practices of the segments, are 
described below:
ICT Infrastructure Business
In the ICT infrastructure business, whose customers 
include telecom carriers and governments and 
enterprises, contracts typically involve multiple 
promises, including sales of equipment, software and 
a wide range of services, which are usually separate 
POBs. When the Group provides bespoke end-to-end 
solutions, such as data center projects and turnkey 
projects, if the goods and services in the contract are 
not distinct, the solution contract contains one single 
POB. Except for those related to certain standard 
products for government and enterprise customers, 
warranties provided for ICT infrastructure business 
products are generally recognized as a distinct 
service.
There are two sales patterns within the ICT 
infrastructure business. One is direct sales to end 
customers and the other is distribution through 
channel partners. Generally, the Group directly sells 
to carrier customers, and payments are received 
according to the payment milestones set out in 
the contracts before or after the obligations are 
fulfilled, usually including advance, delivery, and 
completion payment milestones. The control of goods 
is transferred to the customer when the goods are 
delivered to the customer’s designated location or 
installed. The Group usually sells to government 
and enterprise customers through distribution 
channels. If a distribution channel is the principal, 
the control of goods is generally transferred when 
the goods are delivered to the location designated 
by the channel. At the same time, the Group judges 
whether the control is transferred based on the 
channels’ inventory levels. If the channel is an 
agent, the control of goods is transferred when the 
goods are delivered to the location designated by 
the second-tier channels or end-users that meet the 
criteria for a principal.
In most cases, services and solutions, recognized 
as a single POB, meet the criteria for the transfer 
of control over time. The Group primarily uses the 
output method to measure progress. For services such 
as hardware installation services, network integration, 
network optimization, and network planning, the 
Group divides the whole service into several delivery 
milestones to measure the performance progress 
according to the deliveries specified in the contract. 
For services such as customer support, managed 
services and training, the Group generally recognizes 
revenue using the straight-line method.
Consumer Business
The consumer business mainly provides terminal 
devices and services that can be sold on a 
stand-alone basis, such as mobile phones and tablets. 
The consumer business generally sells its products 
through distribution channels. Additionally, the 
Group sells products to consumers directly through 
self-operated online platforms and retail stores. 
Full payment is commonly received in advance. In 
most cases, control of the goods is transferred when 
the goods are delivered to distribution channels 
or consumers. Similar to the sales to distribution

110       Huawei Investment & Holding Co., Ltd.
channels in other business groups, the Group judges 
whether the control is transferred based on the 
channels’ inventory levels. The nature of warranties 
for terminal devices and accessories is generally 
standard assurance.
For third-party applications, goods and services sold 
through the Group’s online platforms and distribution 
channels, the Group is a principal if it controls a 
promised good or service before or during transfer to 
a customer, otherwise the Group is an agent.
Cloud Computing Business
The cloud computing business mainly provides 
customers with cloud services, such as elastic 
computing, storage, networks, security, and 
databases. Cloud services are mainly classified into 
contracts with periodic service access or contracts 
with usage services, where the former is charged on 
a subscription basis and the latter is charged based 
on actual utilization. In both contract types, POBs are 
satisfied over time and the Group recognizes revenue 
over the related contract period using a straight-line 
method or actual consumption volume multiplied by 
agreed charge rates.
Digital Power Business
The digital power business mainly sells products 
and solutions such as smart photovoltaics (PV), data 
center facilities and DriveONE (including e-mobility 
products for new energy vehicles), and generally 
includes POBs of sales of equipment, installation 
services and operation and maintenance services. 
The Group sells these products primarily through 
distribution channels. In most cases, control of the 
goods is transferred when the goods are delivered 
to distribution channels. The nature of warranties 
for digital power products is generally standard 
assurance.
Intelligent Automotive Solution Business
The intelligent automotive solution business 
mainly provides car manufacturers with intelligent 
automotive components and accessories, primarily 
through a direct sales model. The control of goods 
is transferred to the customer when the goods are 
delivered to the customer’s designated location. 
The nature of warranties for intelligent automotive 
products is generally standard assurance.
(ii)	Rental income from operating leases
Rental income receivable under operating leases is 
recognized in profit or loss in equal installments 
over the periods covered by the lease term, except 
where an alternative basis is more representative 
of the pattern of benefits to be derived from the 
use of the leased asset. Lease incentives granted 
are recognized in profit or loss as an integral part 
of the aggregate net lease payments receivable. 
Variable lease payments that do not depend on 
an index or a rate are recognized as income in the 
accounting period in which they are earned.
(r)	Government grants
Government grants are recognized at fair value 
when there is reasonable assurance that they will 
be received and that the Group will comply with 
the conditions attaching to them.
Grants that compensate the Group for the cost 
of an asset are initially recognized as deferred 
income and then recognized in profit or loss on a 
systematic and rational basis over the useful life of 
the related asset.
Grants that compensate the Group for expenses to 
be incurred in the future are initially recognized as 
deferred income and then recognized in profit or 
loss in the same periods in which the expenses are 
incurred. Otherwise, the grants are recognized in 
profit or loss directly.
(s)	Translation of foreign currencies
(i)	Foreign currency transactions
Foreign currency transactions during the year are 
translated into the respective functional currencies 
of group entities at the foreign exchange rates 
ruling at the transaction dates.
Monetary assets and liabilities denominated 
in foreign currencies are translated into the 
functional currency at the foreign exchange 
rates ruling at the end of the reporting period. 
Exchange gains and losses are recognized in profit 
or loss, except those arising from derivatives used 
to hedge net investments in foreign operations 
(see note 3(f)).
Non-monetary assets and liabilities that are 
measured in terms of historical cost in a foreign 
currency are translated using the foreign 
exchange rates ruling at the transaction dates. 
Non-monetary assets and liabilities denominated 
in foreign currencies that are stated at fair value 
are translated using the foreign exchange rates 
ruling at the dates the fair value was measured.

2022 Annual Report
        111
(ii)	Foreign operations
The results of foreign operations, except for 
foreign operations in hyperinflationary economies, 
are translated into the presentation currency 
of the Group (CNY) at the exchange rates 
approximating the foreign exchange rates ruling 
at the dates of the transactions. Statement of 
financial position items are translated into CNY 
at the closing foreign exchange rates at the end 
of the reporting period. The resulting exchange 
differences are recognized in other comprehensive 
income and accumulated separately in equity 
in the translation reserve. If the operation is a 
non-wholly-owned subsidiary, then the relevant 
proportionate share of the translation difference is 
allocated to the non-controlling interests.
The results and financial position of foreign 
operations in hyperinflationary economies are 
translated to CNY at the exchange rates ruling 
at the end of the reporting period. Prior to 
translating the financial statements of foreign 
operations in hyperinflationary economies, their 
financial statements for the current year are 
restated to account for changes in the general 
purchasing power of the local currencies. The 
restatement is based on relevant price indices at 
the end of the reporting period.
When a foreign operation is disposed of in its 
entirety or partially such that control, significant 
influence or joint control is lost, the cumulative 
amount in the translation reserve related to that 
foreign operation is reclassified to profit or loss as 
part of the gain or loss on disposal.
(t)	Borrowing costs
Borrowing costs that are directly attributable to 
the acquisition, construction or production of an 
asset which necessarily takes a substantial period 
of time to get ready for its intended use or sale 
are capitalized as part of the cost of that asset. 
Other borrowing costs are expensed in the period 
in which they are incurred.
4	 Accounting judgments and 
estimates
(a)	Accounting judgments
(i)	Revenue recognition
Revenue is recognized when control of a good or 
service is transferred to a customer as disclosed 
in note 3(q). To determine the satisfaction of 
performance obligations the Group applies the 
following judgments:
■	 Where revenue is recognized over time, the 
Group primarily uses the output method to 
measure progress; however, in a few cases, 
the input method is adopted when the Group 
is unable to reasonably measure the outcome 
of a performance obligation. Judgments 
applied when using the output method include 
assessing progress and milestones achieved 
and determining if that represents the value 
of goods and/or services delivered to the 
customer to date. Judgments applied when 
using the input method include determining if 
consumption of the resources relative to the 
total expected amount faithfully depicts the 
transfer of control of goods and/or services 
promised to the customer.
■	 Where revenue is recognized at a point in time, 
the Group assesses the transfer of control by 
reference to the contractual terms and the 
circumstance of the arrangements including a 
consideration of past business practice, such 
as whether the Group has a legal right to 
payment, title has passed, the customer has 
the risks and rewards of ownership, or the 
customer is using the asset to generate value 
for themselves.
■	 For sales to distribution channels, judgment is 
also applied in determining when the control 
of the goods is transferred to distributors. 
These judgments involve several external and 
internal factors including, but not limited 
to, market conditions, product life cycles, 
distributor sales, competitive conditions and 
the extent to which the Group has continuing 
managerial involvement over the goods after 
their delivery.
(ii)	Contract modification
The Group applies judgments in determining 
whether a contract modification should be treated 
as a new contract or a prospective change to 
an existing contract, or accounted for through a 
cumulative catch-up adjustment to revenue, by 
considering the nature of the goods and services, 
and sales price data.
The Group judges a contract modification as a 
separate contract when the increase in contract

112       Huawei Investment & Holding Co., Ltd.
scope is due to additional distinct promised goods 
or services and the price increases reflect the SSP 
of such goods or services plus any appropriate 
adjustments. Otherwise, a contract modification 
is judged as a prospective change to an existing 
contract when the remaining goods or services are 
distinct from those transferred before the date of 
the modification, or accounted for as cumulative 
catch-up adjustment to the revenue when the new 
or remaining goods or services are not distinct 
from those transferred.
(b)	Sources of estimation uncertainty
Key sources of estimation uncertainty are as 
follows:
(i)	Revenue recognition
To determine the transaction price and the 
amounts allocated to performance obligations the 
Group applies the following estimation:
■	 Variable consideration is estimated using the 
most likely amount or expected value based on 
the nature of the specific consideration and the 
analysis of relevant contract terms, taking into 
consideration historical, current and expected 
information (see note 3(q)(i)(iv)).
■	 The collectability of a consideration is 
estimated at contract inception, based on 
the Group’s assessment on the customer’s 
ability and intention to pay when due and is 
reassessed if there are significant changes in 
the facts and circumstances.
Estimation is inherent in revenue recognition and 
revenue may materially change if management’s 
estimation were to change or be found inaccurate 
or with the occurrence of unexpected events.
(ii)	Impairment of trade receivables and 
contract assets
The credit risk of customers is regularly assessed 
with a focus on the customer’s ability and 
willingness to pay, reflected by the Group’s 
estimation of the expected credit loss allowance 
on trade receivables and contract assets. The 
Group estimates expected credit loss by assessing 
the loss that will be incurred given customer 
default based on past payment experience and 
adjusted by the cash flow expected from collateral 
or credit risk mitigation received where these are 
considered to be integral to the asset, and by 
assessing the probability of default taking into 
account information specific to the customer as 
well as pertaining to the country and economic 
environment in which the customer operates. The 
estimate also incorporates forward looking data.
Impairment is assessed on an individual basis for 
trade receivables and contract assets meeting 
pre-determined criteria, including customers 
in financial difficulties, and contracts with risk 
mitigation arrangements or significant financing 
arrangements, amongst others. Apart from 
receivables and contract assets that have been 
assessed and provided for individually, allowances 
are estimated using provision matrices by 
management with reference to the customers’ 
credit risk ratings and aging analysis of the 
remaining trade receivable and contract asset 
balances. Different provision matrices have been 
developed by the Group based on different 
customer groups which exhibit different risk 
characteristics.
If the financial condition of customers were to 
deteriorate or improve, or actual future economic 
performance is different to the Group’s estimates, 
additional allowances or reversals may be required 
in future periods.
(iii)	Net realizable value of inventories
The net realizable value of inventories is the 
estimated selling price in the ordinary course of 
business, less the estimated costs of completion 
and the estimated costs necessary to make the 
sale, adjusted by the losses for obsolescence 
and redundancy. These estimates are based on 
the current market condition, economic lives of 
the Group’s products, availability of components 
required to assemble the Group’s products and 
the historical experience of inventory losses. 
They could change significantly as a result of 
industrial technology upgrades, competitor 
actions, development of the Events as described 
in note 4(c) or other changes in market condition. 
Management will reassess the estimations at the 
end of each reporting period.
(iv)	Impairment losses of other non-financial 
assets
The carrying amounts of other non-financial 
assets (including property, plant and equipment, 
right-of-use assets, goodwill and intangible 
assets and other long-term assets) are reviewed

2022 Annual Report
        113
periodically in order to assess whether the 
recoverable amounts have declined below their 
carrying amounts. In order to determine the 
recoverable amount, the Group uses assumptions 
and develops expectations, which requires 
significant judgment. The Group uses all readily 
available information in determining an amount 
that is a reasonable approximation of recoverable 
amount, including estimates based on reasonable 
and supportable assumptions and projections 
of production volume, sales price, amount of 
operating costs, discount rate and growth rate.
(v)	Income tax
The Group is subject to income taxes in 
various jurisdictions. Significant judgment is 
required in determining the Group’s provision 
for income taxes. There are many transactions 
and computations for which the ultimate tax 
determination is uncertain during the ordinary 
course of business. The Group recognizes 
liabilities in the relevant accounting period based 
on estimates of the probabilities of whether 
additional taxes will be due. Where the final 
tax outcome of these matters is different from 
the amounts that were initially recorded, such 
differences will impact current and deferred tax 
liabilities and the taxation charge for the year.
(vi)	Provision for warranties
As explained in note 28(b), the Group makes 
provision for assurance warranties, taking into 
account the Group’s recent claim experience and 
anticipated claim rates for affected products. As 
the Group is continually upgrading its product 
designs and launching new models, it is possible 
that the recent claim experience is not indicative 
of future claims that it may receive in respect of 
affected product sales. Any increase or decrease in 
the provision would affect profit or loss in future 
years.
(vii)	Other provisions
The Group makes provisions for onerous contracts, 
outstanding litigations and claims based on 
project budgets, contract terms, available 
knowledge, legal advice and past experience. The 
Group recognizes provisions to the extent that 
it has a present legal or constructive obligation 
as a result of a past event; that it is probable 
that an outflow of resources will be required to 
settle the obligation; and that the amount can be 
reliably estimated. Judgment is required in making 
such estimates and the ultimate outcome may be 
different.
The Group makes provisions for onerous contracts 
in respect of losses arising from non-cancelable 
procurement agreements when there is a change 
in the Group’s procurement demands such that 
the Group may not proceed with committed 
purchase orders or use the goods concerned. 
Provisions are made taking into account the 
contract terms, the suppliers’ losses resulting 
from the Group’s termination of the agreements 
and the extent to which the goods under the 
committed purchase orders will no longer be 
used in the Group’s production. In estimating 
the losses for redundancies, inventories held on 
hand and non-cancelable purchase orders are 
evaluated as a whole. Judgment is required in 
making the estimates and the ultimate outcome 
may be different. The Group regularly updates 
its production plan and procurement demands, 
estimates probable losses, and adjusts provisions 
accordingly.
(viii)	Deferred tax assets
Estimation uncertainty arises from the recognition 
of deferred tax assets in respect of unused tax 
losses and deductible temporary differences. As 
explained in note 3(o), all deferred tax assets are 
recognized to the extent that it is probable that 
future taxable profits will be available against 
which they can be utilized. Adverse changes to the 
operating environment or changes in the Group’s 
organization structure could result in a future 
write-down of the deferred tax assets recognized.
(ix)	Depreciation and amortization
Property, plant and equipment and right-of-use 
assets are depreciated on a straight-line basis 
over the estimated useful lives, after taking into 
account the estimated residual value. Intangible 
assets with finite useful life are amortized on 
a straight-line basis over the estimated useful 
lives. Both the period and method of depreciation 
and amortization are reviewed annually. The 
depreciation and amortization expense for future 
periods is adjusted if there are significant changes, 
such as operational efficiency or changes in 
technologies, from previous estimates.
(x)	Fair value of financial instruments
Some of the Group’s financial instruments 
are measured at fair value. In estimating the

114       Huawei Investment & Holding Co., Ltd.
fair value of a financial instrument, the Group 
uses market-observable data to the extent it 
is available. Where directly market-observable 
data are not available, the Group uses valuation 
techniques that include unobservable inputs 
to estimate the fair value of certain financial 
instruments. The Group regularly reviews 
significant unobservable inputs and relevant 
valuation results.
(c)	Financial impact of the Entity List event
On May 16, 2019 and August 19, 2019 
(dates in note 4(c) are in U.S. time), the U.S. 
Commerce Department’s Bureau of Industry 
and Security (BIS) added Huawei Technologies 
Co., Ltd. and certain non-US affiliates to the 
Entity List. On August 17, 2020, BIS amended 
the Foreign-Produced Direct Product Rule 
by expanding the scope of control over 
foreign-produced items, and further added certain 
Huawei non-US affiliates to the Entity List. Upon 
being added to the Entity List, export, re-export 
or in-country transfer of items subject to the 
U.S. Export Administration Regulations (including 
hardware, software, technology, etc.) to the 
listed entities shall be subject to a BIS license 
requirement (collectively referred to as the Events).
As a result, supplies of relevant items to the Group 
and sales of certain products of the Group are 
adversely affected. The Group has been taking 
active measures to mitigate the impact of the 
Events. In preparing these financial statements, 
management has applied significant judgments to 
estimate the impacts arising from the Events and 
relevant impairments and provisions have been 
recognized appropriately. The Group continuously 
assesses these impacts and makes adjustment to 
relevant estimates based on the development of 
the Events.
5	 Changes in accounting policies 
and accounting estimates
(a)	Changes in accounting policies
A number of new standards, amendments to 
standards or interpretations are effective from 
January 1, 2022 but they do not have a material 
effect on the Group’s consolidated financial 
statements.
(b)	Changes in accounting estimates
Benefiting from the improvements in hardware 
and software technologies, the estimated 
useful lives of the Group’s servers and network 
equipment, which are categorized as electronic 
equipment, are extended from three years to 
four years and from three years to five years 
respectively from January 1, 2022. This change 
in accounting estimates reduced the Group’s 
depreciation expense by CNY4.8 billion for year 
ended December 31, 2022, based on the relevant 
assets held as at December 31, 2021 and acquired 
during the year ended December 31, 2022.
6	 Possible impacts of 
amendments, new standards and 
interpretations issued but not 
yet effective for the year ended 
December 31, 2022
The International Accounting Standards Board has 
issued a number of new standards and amendments 
which will affect the financial statements in 
subsequent accounting periods. They are not 
expected to have a significant impact on the Group’s 
consolidated financial statements.
7	 Segment information
Operating segments are determined based on the 
types of customers, products and services provided, 
as well as the Group’s organization structure, 
management requirement and reporting system. 
The financial information of the different segments 
is regularly reviewed by the Group’s most senior 
executive management for the purpose of resource 
allocation and performance assessment.
The Group has changed the structure of its internal 
organization in a manner that causes the composition 
of its reportable segments to change. As a result, the 
Group now divides its business into the following five 
operating segments from January 1, 2022:
■	 ICT Infrastructure Business
The ICT infrastructure business mainly works on 
information distribution, interaction, transmission, 
processing, and storage, with a focus on two 
industries: connectivity and computing. The ICT 
infrastructure business provides global telecom 
carriers with end-to-end commercial network 
products, services, and solutions, including 
wireless networks, cloud core networks, fixed 
networks, services, and software, and provides 
government and enterprise customers in different 
sectors such as finance, energy, transportation,

2022 Annual Report
        115
and manufacturing with products and solutions 
including data centers, campuses, digital sites, 
WANs, and services.
■	 Consumer Business
The consumer business pursues a “1 + 8 + 
N” Seamless AI Life strategy. Driven by the 
HarmonyOS ecosystem, the consumer business 
focuses on five key scenarios: smart office, 
fitness & health, smart home, easy travel, and 
entertainment. It provides smartphones, tablets, 
personal computers, wearable devices, converged 
home devices, Huawei Zhixuan cars, as well as the 
applications and services that run on these devices 
for consumers and businesses.
■	 Cloud Computing Business
The cloud computing business focuses on 
delivering Everything as a Service by making 
Huawei’s ICT know-how, products and solutions 
accessible in the form of cloud services. It 
provides customers, partners, and developers in 
different industries with innovative technologies, 
including cloud native, artificial intelligence, 
data intelligence, audio and video services, and 
collaborative office.
■	 Digital Power Business
The digital power business integrates digital and 
power electronics technologies, with a focus on 
clean power generation, mobility electrification, 
and green ICT power infrastructure. It provides 
products and solutions covering smart PV, data 
center facilities, site power facilities, and DriveONE 
(including e-mobility products for new energy 
vehicles), to help the energy industry shift to 
low-carbon development.
■	 Intelligent Automotive Solution Business
The intelligent automotive solution business 
focuses on providing new components for 
intelligent connected vehicles, and aims to help 
the automotive industry go electric, connected, 
and intelligent. It provides products and 
solutions including intelligent cockpits, intelligent 
communication connectivity, intelligent driving, 
intelligent vehicle cloud service, and intelligent 
electric power.
Segment revenue includes both sales to external 
customers and inter-segment sales.
Prior to January 1, 2022, the Group divided its 
businesses into three operating segments:
■	 Carrier Business
The carrier business provides global telecom 
carriers with end-to-end commercial network 
products, services, and solutions, including wireless 
networks, cloud core networks, fixed networks, 
services, and software.
■	 Enterprise Business
The enterprise business builds ICT infrastructure 
by using advanced technologies like artificial 
intelligence, cloud, big data, Internet of Things, 
video, and data communications to help industries 
(e.g. smart cities, finance, energy, transportation, 
manufacturing, and education) go digital. Its 
products and solutions include Huawei Cloud, 
intelligent IP networks, Intelligent OptiX Network, 
computing, data centers, data storage, and 5GtoB.
■	 Consumer Business
The consumer business provides smartphones, 
tablets, personal computers, wearable devices, 
converged home devices, Huawei Zhixuan cars, 
as well as the applications and services that run 
on these devices for consumers and businesses. 
Driven by the HarmonyOS ecosystem, these 
products and services are designed to support five 
key scenarios: smart office, fitness & health, smart 
home, easy travel, and entertainment.
There were no inter-segment sales under the previous 
segment reporting structure.
Comparative information for the new reportable 
segments is not available and the cost to develop 
it would be excessive, and so previously presented 
information has not been restated. Therefore, 
segment information is presented as follows:
(i)	 reportable segments for the year ended December 
31, 2022, and
(ii)	previously reportable segments for the years 
ended December 31, 2021 and 2022 for 
comparative purposes.

116       Huawei Investment & Holding Co., Ltd.
(a)	Revenue information in respect of 
business segments
(i)	 Reportable segment revenue for the year ended 
December 31, 2022
(CNY million)
2022
ICT Infrastructure
353,978
Consumer
214,463
Cloud Computing
45,342
Digital Power
50,806
Intelligent Automotive Solution
2,077
Other items
3,978
Elimination
(28,306)
Total
642,338
(ii)	Previously reportable segment revenue for the 
years ended December 31, 2021 and 2022 for 
comparative purposes
(CNY million)
2022
2021
Carrier
283,978
281,469
Enterprise
133,151
102,444
Consumer
214,463
243,431
Other items
10,746
9,463
Total
642,338
636,807
(b)	Geographical revenue information
(CNY million)
2022
2021
China
403,999
413,299
Europe, the Middle  
East and Africa 
(EMEA)
149,206
131,467
Asia Pacific
48,048
53,675
Americas
31,898
29,225
Others
9,187
9,141
Total
642,338
636,807
8	 Revenue
(CNY million)
2022
2021
Revenue from contracts 
with customers
641,420
636,080
Rental income
918
727
642,338
636,807
Revenue from contracts with customers is analyzed by 
timing of revenue recognition as follows:
(CNY million)
2022
2021
Recognized at a point 
in time
513,594
520,682
Recognized over time
127,826
115,398
641,420
636,080
Further disaggregation of revenue by business and 
geography is set out in note 7.
The amount of revenue recognized for the year 
ended December 31, 2022 from POBs satisfied (or 
partially satisfied) in previous years amounted to 
CNY2,612 million (2021: CNY1,351 million). The 
revenue was constrained in prior years as the relevant 
customers were high credit risk rated and the 
collectability of sales consideration was estimated to 
be low.
Transaction price allocated to remaining 
performance obligations
As at December 31, 2022, the aggregated amount 
of transaction price allocated to the remaining 
performance obligations under the Group’s existing 
customer contracts is CNY83,535 million (2021: 
CNY82,387 million). This amount mainly represents 
the remaining performance obligations under the 
Group’s ICT infrastructure business contracts. The 
Group will recognize the revenue in future when 
control of the corresponding service or product is 
transferred to the customer as stipulated in note 
3(q). 76% of the amount is expected to occur over 
the next year (2021: 74%), while the remaining 
portion is expected to occur in the years that follow. 
The amounts disclosed above do not include any 
estimated amounts of variable consideration that are 
constrained.
The Group does not disclose information about 
remaining performance obligations that have original 
expected durations of one year or less as permitted 
by IFRS 15.

2022 Annual Report
        117
Revenue is recognized when a performance obligation is satisfied in accordance with the accounting policies in 
note 3(q). The timing of payment from customers relative to revenue recognition generates either contract assets 
or trade receivables for payments received in arrears or contract liabilities for payments received in advance.
Contract assets and contract liabilities are presented in notes 20 and 26 respectively.
9 Other income, net
(CNY million)
Note
2022
2021
Gain on disposal of subsidiaries and businesses
59
57,431
Fair value changes in financial instruments arising from  
disposals of subsidiaries and businesses
34
24,524
–
Government grants
(i)
6,552
2,571
Commissions on individual income tax payments withheld
640
573
(Impairment)/reversal of impairment of property, plant and 
equipment, intangible assets, goodwill and right-of-use assets
(229)
72
Factoring expenses
(1,147)
(672)
Donations
(187)
(231)
Net loss on disposal of property, plant and equipment,  
intangible assets and right-of-use assets
(80)
(112)
Others, net
1,438
1,165
31,570
60,797
(i)	 During the year ended December 31, 2022, government grants recognized as other income, net included unconditional grants of 
CNY976 million (2021: CNY844 million), and conditional grants of CNY5,576 million (2021: CNY1,727 million) which are generally 
related to research and development projects.
10 Personnel expenses
(CNY million)
2022
2021
Salaries, bonuses and allowances
153,022
143,684
Defined benefit plans
6,137
5,240
Defined contribution plans and others
17,772
15,614
176,931
164,538
Defined contribution plans
The Group contributes to defined contribution retirement plans for eligible employees. The plans are managed 
either by the governments in the countries where the employees are employed, or by independent trustees. 
Contribution levels are determined by the relevant laws and regulations concerned.

118       Huawei Investment & Holding Co., Ltd.
11 Finance income and expenses
(CNY million)
Note
2022
2021
Interest income on financial assets at amortized cost
– deposits and wealth management products
3,085
1,699
– other financial assets
413
669
Interest income on financial assets at FVOCI
185
122
Net gains on financial instruments mandatorily at FVPL
(i)
5,548
4,695
Gains on derecognition of debt securities at FVOCI  
reclassified from OCI
13(b)
–
4
Interest income on lease receivables
21
28
Dividend income and others
807
948
Finance income
10,059
8,165
Interest expense on loans and borrowings
(7,596)
(6,117)
Less: interest expense capitalized
(ii)
124
55
Interest cost on employee benefit obligations
(638)
(684)
Interest expense on lease liabilities
29(a)(ii)
(417)
(381)
Other interest expense
(202)
(166)
Net foreign exchange loss
(iii)
(277)
(358)
Reversal of impairment/(impairment loss)
4
(4)
Bank charges
(39)
(17)
Finance expenses
(9,041)
(7,672)
Net finance income
1,018
493
(i)	 The net gains mainly include fair value changes in investment funds, equity securities and beneficiary rights as well as compound 
financial instruments mandatorily at FVPL as disclosed in note 17.
(ii)	 Interest expenses capitalized represent interest costs on specific loans for property construction purpose.
(iii)	For the year ended December 31, 2022, net foreign exchange loss includes a net fair value loss of CNY557 million on foreign 
exchange derivatives that are not designated as hedging instruments (2021: net fair value gains of CNY331 million).
12 Income tax in the summary consolidated statement of profit or loss and 
other comprehensive income
Charge for the year
(CNY million)
2022
2021
Current tax
Provision for the year
9,487
6,592
Under/(over) provision in respect of prior years
142
(108)
9,629
6,484
Deferred tax
(1,245)
1,743
8,384
8,227

2022 Annual Report
        119
13 Other comprehensive income
(a)	Tax effects relating to each component of other comprehensive income
(CNY million)
2022
2021
Before-tax 
amount
Tax benefit
Net-of-tax 
amount
Before-tax 
amount
Tax benefit
Net-of-tax 
amount
Re-measurement of defined benefit obligations
– The Group
71
(6)
65
(350)
9
(341)
Net change in the fair value and impairment 
loss of financial assets measured at FVOCI
Net change in the fair value of equity 
investments
– The Group
(1,521)
352
(1,169)
3,366
(836)
2,530
Net change in the fair value and impairment 
loss of non-equity financial assets
– The Group
(266)
16
(250)
21
(4)
17
(1,787)
368
(1,419)
3,387
(840)
2,547
Translation differences on foreign operations
– The Group
3,500
14
3,514
(6,183)
–
(6,183)
– Share of associates and joint ventures
(1)
–
(1)
–
–
–
3,499
14
3,513
(6,183)
–
(6,183)
1,783
376
2,159
(3,146)
(831)
(3,977)
(b)	Components of other comprehensive income, including reclassification adjustments
(CNY million)
2022
2021
Net change in the fair value and impairment loss of financial assets measured  
at FVOCI:
Changes in fair value recognized during the year
(1,791)
3,397
Reclassification adjustments for amounts transferred to profit or loss:
– Gain on derecognition (note 11)
–
(4)
Loss allowances recognized/(reversals)
4
(6)
Net deferred tax credited/(debited) to other comprehensive income
368
(840)
Net movement in the fair value reserve during the year
(1,419)
2,547
Translation differences on foreign operations:
Recognized during the year:
– Translation differences
3,592
(6,214)
– Effective portion of changes in fair value of hedging instruments
(93)
–
Reclassification adjustments for amounts transferred to profit or loss:
– Disposal of subsidiaries
–
31
Net deferred tax credited to other comprehensive income
14
–
Net movement in the translation reserve during the year
3,513
(6,183)

120       Huawei Investment & Holding Co., Ltd.
14 Property, plant and equipment
(CNY million)
Freehold 
land
Buildings
Machinery
Electronic 
and other 
equipment
Motor 
vehicles
Construction 
in progress
Investment 
property
Decoration 
and leasehold 
improvements
Total
Cost:
At January 1, 2021
428
30,973
39,180
81,142
594
22,907
361
27,014
202,599
Exchange adjustments
(29)
(75)
(93)
(934)
(22)
(60)
(25)
(337)
(1,575)
Additions
16
1,673
2,610
4,552
54
24,086
93
1,200
34,284
Transfer from construction 
in progress
–
4,800
8,550
10,582
5
(27,936)
–
3,999
–
Disposals
–
(65)
(1,427)
(3,561)
(51)
(1)
–
(478)
(5,583)
Hyperinflation adjustments
–
–
1
75
9
2
–
49
136
At December 31, 2021
415
37,306
48,821
91,856
589
18,998
429
31,447
229,861
At January 1, 2022
415
37,306
48,821
91,856
589
18,998
429
31,447
229,861
Exchange adjustments
(10)
(8)
(6)
539
3
230
50
97
895
Additions
10
294
1,765
3,448
56
29,520
453
122
35,668
Transfer to investment 
property
–
(340)
(77)
–
–
–
517
(31)
69
Transfer from construction 
in progress
–
4,374
6,971
11,411
1
(26,301)
–
3,544
–
Disposals
–
–
(450)
(1,971)
(35)
(30)
(19)
(328)
(2,833)
Reclassified as assets held 
for sale
–
–
(9)
(1)
–
–
–
(8)
(18)
Hyperinflation adjustments
–
–
4
266
13
5
–
136
424
At December 31, 2022
415
41,626
57,019
105,548
627
22,422
1,430
34,979
264,066
Accumulated depreciation 
and impairment:
At January 1, 2021
–
5,327
16,386
46,750
413
13
102
15,230
84,221
Exchange adjustments
–
(7)
(29)
(631)
(11)
–
(2)
(222)
(902)
Depreciation charge for 
the year
–
1,075
4,645
18,006
58
–
14
3,249
27,047
Impairment loss
–
–
34
(1)
–
–
–
(86)
(53)
Disposals
–
(42)
(1,054)
(3,150)
(47)
(7)
–
(414)
(4,714)
Hyperinflation adjustments
–
–
1
71
4
–
–
52
128
At December 31, 2021
–
6,353
19,983
61,045
417
6
114
17,809
105,727
At January 1, 2022
–
6,353
19,983
61,045
417
6
114
17,809
105,727
Exchange adjustments
–
18
(1)
359
2
(1)
(2)
72
447
Depreciation charge for 
the year
–
1,244
5,472
12,104
53
–
93
3,686
22,652
Transfer to investment 
property
–
(6)
(1)
–
–
–
14
–
7
Impairment loss
–
–
33
129
–
75
–
4
241
Disposals
–
–
(410)
(1,631)
(32)
(1)
(10)
(320)
(2,404)
Reclassified as assets held 
for sale
–
–
(1)
(1)
–
–
–
(2)
(4)
Hyperinflation adjustments
–
–
3
232
8
–
–
133
376
At December 31, 2022
–
7,609
25,078
72,237
448
79
209
21,382
127,042
Carrying amount:
At December 31, 2022
415
34,017
31,941
33,311
179
22,343
1,221
13,597
137,024
At December 31, 2021
415
30,953
28,838
30,811
172
18,992
315
13,638
124,134

2022 Annual Report
        121
Based on the use of related assets, the depreciation charge for the year is allocated to cost of sales, research and 
development expenses, and selling and administrative expenses. Impairment losses are charged to cost of sales 
and other income, net in the summary consolidated statement of profit or loss and other comprehensive income.
As at December 31, 2022 and 2021, the Group did not hold any property, plant and equipment as collateral for 
liabilities or contingent liabilities.
Investment property
The fair value of investment property as at December 31, 2022 is estimated by management to be 
CNY1,479 million (2021: CNY488 million).
The fair value of investment property is determined by the Group with reference to market conditions and 
discounted cash flow forecasts, taking into account current lease agreements on an arm’s length basis.
15 Goodwill and intangible assets
(CNY million)
Goodwill
Software
Patents and 
royalties
Trademark 
and others
Total
(note (a))
Cost:
At January 1, 2021
4,240
2,739
13,379
3,298
23,656
Exchange adjustments
(122)
(5)
(18)
(19)
(164)
Additions
–
73
983
589
1,645
Disposals
–
(311)
(818)
(637)
(1,766)
Others
(4)
–
–
–
(4)
At December 31, 2021
4,114
2,496
13,526
3,231
23,367
At January 1, 2022
4,114
2,496
13,526
3,231
23,367
Exchange adjustments
320
10
20
26
376
Additions
–
396
1,048
176
1,620
Disposals
(10)
(412)
(862)
(1,088)
(2,372)
At December 31, 2022
4,424
2,490
13,732
2,345
22,991
Amortization and impairment:
At January 1, 2021
3,876
1,829
7,306
1,476
14,487
Exchange adjustments
(103)
(5)
(14)
(11)
(133)
Amortization for the year
–
494
1,389
635
2,518
Impairment loss
11
–
–
–
11
Disposals
–
(270)
(755)
(595)
(1,620)
At December 31, 2021
3,784
2,048
7,926
1,505
15,263
At January 1, 2022
3,784
2,048
7,926
1,505
15,263
Exchange adjustments
317
9
21
16
363
Amortization for the year
–
240
889
466
1,595
Impairment loss
16
–
–
4
20
Disposals
(11)
(362)
(839)
(1,086)
(2,298)
At December 31, 2022
4,106
1,935
7,997
905
14,943
Carrying amount:
At December 31, 2022
318
555
5,735
1,440
8,048
At December 31, 2021
330
448
5,600
1,726
8,104

122       Huawei Investment & Holding Co., Ltd.
(a)	As at December 31, carrying amounts of patents and royalties are analyzed as follows:
(CNY million)
2022
2021
Patents
4,507
4,038
Royalties
1,228
1,562
5,735
5,600
(b)	Based on the use of the related assets, the amortization charge for the year is allocated to cost of sales, 
research and development expenses, and selling and administrative expenses. Impairment losses are charged 
to cost of sales and other income, net in the summary consolidated statement of profit or loss and other 
comprehensive income.
(c)	As at December 31, 2022 and 2021, all of the carrying amount of goodwill is allocated across multiple 
cash-generating units and the amount so allocated to each unit is not significant.
(d)	As at December 31, 2022 and 2021, the Group did not hold any intangible assets whose title is restricted or 
pledged as security for liabilities.
16 Interests in associates and joint ventures
(CNY million)
2022
2021
Associates
6,414
3,864
Joint ventures
695
478
7,109
4,342
Associates and joint ventures are accounted for using the equity method. None of the associates and joint 
ventures is individually significant.
Aggregate carrying amounts and summarized financial information of associates and joint ventures are as follows:
(CNY million)
Associates
Joint ventures
2022
2021
2022
2021
Aggregate carrying amount
6,414
3,864
695
478
Aggregate amount of the Group’s share of 
associates’ and joint ventures’
Profit for the year
504
12
208
28
Other comprehensive income
(1)
–
–
–
Total comprehensive income
503
12
208
28

2022 Annual Report
        123
17 Other investments and derivatives
(CNY million)
Note
2022
2021
Financial assets at amortized cost
Fixed deposits
72,183
89,340
Debt securities
(i)
60
4,800
72,243
94,140
Loss allowances
(3)
(7)
72,240
94,133
Financial assets mandatorily at FVPL
Investment funds
(ii)
153,254
193,325
Equity securities and beneficiary rights
(iii)
62,495
13,273
Compound financial instruments
(iv)
3,946
2,998
Foreign exchange derivatives
305
244
220,000
209,840
Financial assets at FVOCI
Debt securities
(i)
9,077
5,396
Equity securities
(iii)
8,226
9,008
17,303
14,404
309,543
318,377
Non-current portion
83,055
30,194
Current portion
226,488
288,183
309,543
318,377
(i)	 Debt securities comprise investments in fixed rate bonds, floating rate notes, certificates of deposit, commercial papers, etc. Debt 
securities are measured at amortized cost where the Group intends to hold them to collect contractual cash flows. Other debt 
securities are classified as FVOCI since they are held to collect and for sale, and also give rise to cash flows which are solely 
principal and interest. The loss allowances on debt securities at FVOCI amounted to CNY3 million as at December 31, 2022 
(2021: CNY2 million).
(ii)	 Investment funds comprise short-term investments in structured deposits, bond funds, money market funds and variable net asset 
value wealth management products. Investment funds are measured at FVPL where the Group intends to sell them or where the 
investments do not give rise to cash flows which are solely principal and interest.
(iii)	Equity securities and beneficiary rights represent equity investments and interests in equity investment arrangements. These 
investments are designated at FVOCI where they are considered strategic to the Group and meet the definition of equity from 
the issuers’ perspective, or measured at FVPL. Dividend income received on these investments amounted to CNY80 million 
(2021: CNY15 million) for the year ended December 31, 2022.
Certain equity investments at FVOCI were disposed of during the year ended December 31, 2022, and the corresponding 
cumulative gain in fair value reserve of CNY35 million was transferred to retained earnings upon disposal of these investments 
(2021: CNY362 million).
(iv)	Compound financial instruments comprise equity instruments with redemption options and convertible notes which are designated 
at FVPL.
(v)	 As at December 31, 2022 and 2021, the Group did not hold any investments pledged as collateral for liabilities or contingent 
liabilities.

124       Huawei Investment & Holding Co., Ltd.
development expenditure totaling CNY4,408 million 
(2021: CNY1,079 million) have not been recognized as 
deferred tax assets.
During the year ended December 31, 2022, the tax 
credits relating to corporate income tax incurred by 
overseas subsidiaries totaling CNY3,862 million were 
certified and can be deducted for income tax purpose 
by the domestic parent company of relevant overseas 
subsidiaries within 5 years that follow.
19 Inventories and other contract 
costs
(CNY million)
2022
2021
Inventories
Raw materials
87,650
91,620
Manufacturing work in 
progress
28,751
23,191
Finished goods and 
consumables
29,036
30,557
Dispatched goods and 
contract work in 
progress
14,106
12,730
Other inventories
3,374
2,980
162,917
161,078
Other contract costs
365
228
163,282
161,306
As at December 31, 2022 and 2021, the Group did 
not hold any inventories pledged as collateral for 
liabilities or contingent liabilities.
(a)	Amount of inventories recognized as an 
expense and included in profit or loss:
(CNY million)
2022
2021
Carrying amount of 
inventories sold
271,396
250,942
Write-down of 
inventories
6,196
1,387
277,592
252,329
The write-down is included in cost of sales.
(b)	Contract costs
The Group’s contract costs represent contract 
fulfilment costs incurred to deliver services to 
customers, which will be charged to cost of sales 
when the corresponding performance obligations are 
satisfied.
18 Deferred tax assets/(liabilities)
(a)	Components of recognized deferred tax 
assets/(liabilities)
(CNY million)
2022
2021
Accruals, defined 
benefit obligations, 
refund liabilities 
and unperformed 
obligations
5,708
5,161
Fair value changes of 
financial assets at 
FVOCI
(1,078)
(1,453)
Depreciation and 
impairment of 
property, plant and 
equipment
(4,301)
(3,175)
Unrealized profit
4,736
3,693
Tax losses
3,654
2,343
Undistributed profits 
of subsidiaries
(1,129)
(1,126)
Write down of 
inventories
652
613
Provision for loss 
allowances
376
358
Others
(662)
(356)
Total
7,956
6,058
Reconciliation to the summary consolidated statement 
of financial position:
(CNY million)
2022
2021
Net deferred tax assets 
recognized
11,760
10,340
Net deferred tax 
liabilities recognized
(3,804)
(4,282)
7,956
6,058
(b)	Deferred tax assets not recognized
Deferred tax assets were not recognized on certain 
unused tax losses, deductible temporary differences 
and unused tax credits in accordance with the 
accounting policy set out in note 3(o).
As at December 31, 2022, deferred tax assets have 
not been recognized in respect of unused tax losses 
amounting to CNY207,383 million (2021: CNY79,223 
million) and deductible temporary differences 
amounting to CNY185,272 million (2021: CNY183,404 
million); additionally, unused tax credits relating 
to overseas withholding income tax and corporate 
income tax incurred as well as certain research and

2022 Annual Report
        125
No provision for impairment was required on contract 
costs as at December 31, 2022 or 2021.
20 Contract assets
(CNY million)
2022
2021
Gross carrying amount
52,821
52,810
Loss allowances (note 21(b))
(294)
(266)
52,527
52,544
Non-current portion
1,025
1,207
Current portion
51,502
51,337
52,527
52,544
Contract assets relate to the Group’s rights to 
consideration for performance obligations that have 
been satisfied but not billed, primarily from ICT 
infrastructure business contracts. Contract assets are 
transferred to receivables when the right to payment 
becomes unconditional, other than the passage of 
time. This usually occurs when the Group issues an 
invoice to the customer in accordance with the billing 
milestones agreed in the contract, which are generally 
upon passing of the product acceptance tests.
Significant changes in the gross balances of contract 
assets during the year are as follows:
(CNY million)
2022
2021
At January 1
52,810
53,924
Addition during the year
47,836
49,025
Transfers to receivables or 
reversal during the year
(48,640)
(48,765)
Exchange adjustments
815
(1,374)
At December 31
52,821
52,810
21 Trade and bills receivable
(CNY million)
Note
2022
2021
Trade receivables
Trade receivables from 
third parties
(i)
87,143
72,063
Trade receivables from 
related parties
31
34
179
87,177
72,242
Bills receivable
Bank acceptance bills
809
1,290
Commercial acceptance 
bills
1,647
4,807
Letters of credit
1,244
1,008
(ii)
3,700
7,105
90,877
79,347
Non-current portion
3,073
3,113
Current portion
87,804
76,234
90,877
79,347
(i)	 As at December 31, 2022, the Group’s trade receivables 
that may be sold through reverse factoring arrangements 
amounted to CNY7,112 million (2021: CNY6,085 million). 
These trade receivables are managed in a business model 
whose objective is achieved by both collection and sale, and 
are therefore measured at FVOCI.
(ii)	 The Group’s bills receivable are due within twelve months 
from issuance date.
(a)	Aging analysis
At the end of the reporting period, the aging analysis 
of trade receivables is as follows:
(CNY million)
2022
2021
Not past due
65,195
55,893
Less than 90 days past due
16,108
12,693
90 days to 1 year past due
6,876
4,900
1 year and above past due
2,170
1,611
90,349
75,097
Loss allowances
(3,172)
(2,855)
87,177
72,242
Trade receivables are generally due within 30 days 
from the date of billing.
(b)	Loss allowances of trade receivables 
and contract assets
Loss allowances in respect of trade receivables and 
contract assets are recorded using an allowance 
account unless the Group is satisfied that there is no 
reasonable expectation of further recoveries in which 
case the receivables are written off (see note 3(e)(i)).
The movement in loss allowances in respect of trade 
receivables and contract assets during the year is as 
follows:
(CNY million)
Note
2022
2021
At January 1
3,148
3,762
Loss allowances 
recognized/(reversals)
297
(423)
Uncollectible amounts 
written-off
(472)
(125)
Collection of previously 
written-off debtors
154
28
Disposal of a subsidiary
(1)
–
Exchange adjustments
371
(94)
At December 31
3,497
3,148
Representing loss 
allowances
– on trade receivables
3,172
2,855
– on contract assets
20
294
266
– included in OCI on trade 
receivables at FVOCI
31
27
Total
3,497
3,148

126       Huawei Investment & Holding Co., Ltd.
million (2021: CNY3,092 million) have been 
transferred to banks. These trade receivables are 
covered by insurance policies issued by third party 
credit insurance agencies with the transferees as the 
loss payees. In these transactions, the Group retains 
risk not covered by the insurance, therefore the Group 
has neither transferred nor retained substantially 
all the risks and rewards in relation to the trade 
receivables and the Group is considered to have 
retained control of these trade receivables as the 
transferees have no practical ability to sell these trade 
receivables without the Group’s consent. As such, 
the Group continues to recognize the transferred 
trade receivables of CNY567 million (2021: CNY595 
million) and associated liabilities of CNY610 million 
(2021: CNY641 million) to the extent of its continuing 
involvement. The associated liabilities are included 
in other liabilities. As at December 31, 2022, loss 
allowances of CNY405 million (2021: CNY419 million) 
were made on these transferred receivables.
(d)	Collateral
As at December 31, 2022 and 2021, except as 
disclosed in note 21(c), the Group did not hold any 
other trade and bills receivable pledged as collateral 
for liabilities or contingent liabilities.
Loss allowances recognized on trade receivables 
and contract assets are included in selling and 
administrative expenses.
During the year ended December 31, 2022, apart from 
exchange adjustments, the loss allowances of trade 
receivables and contract assets increased mainly due 
to additional allowance recognized on the long-aged 
receivables due from certain customers in Asia Pacific. 
Uncollectible amounts written-off were mainly due 
from certain customers in Southern Africa.
(c)	Transferred trade receivables not 
derecognized in their entirety
As at December 31, 2022, the Group’s undue trade 
receivables with the face value of CNY9 million (2021: 
CNY13 million) have been transferred to banks and 
the Group received the corresponding remittance 
of CNY9 million (2021: CNY13 million). As these 
transactions are with recourse, the Group therefore 
has retained substantially all the risks and rewards 
and continues to recognize these trade receivables 
and the relevant financing as loans and borrowings 
(note 24).
As at December 31, 2022, the Group’s trade 
receivables with the carrying amount of CNY3,256 
22 Other assets
(CNY million)
Note
2022
2021
Advance payments to suppliers
47,386
25,386
Tax receivables on unbilled deliveries
(i)
4,963
4,988
Income tax related assets
1,488
1,612
Other tax related assets
13,255
10,563
Pledged and restricted deposits with banks
1,608
1,709
Other third party receivables
33,968
24,447
Other long-term deferred assets
1,131
744
Related party receivables
31
386
263
Prepayment for acquisition of long-term assets
8,881
4,703
Assets held for sale
13
1
113,079
74,416
Non-current portion
14,628
10,493
Current portion
98,451
63,923
113,079
74,416
(i)	 Under certain tax regulations, value added tax (VAT) and other surcharges are payable at the earlier of delivery of goods and 
services or issuance of VAT invoices. These balances represent VAT and surcharge receivable from customers on unbilled deliveries 
and will be reclassified to trade receivables upon billing.

2022 Annual Report
        127
23 Cash and cash equivalents
(CNY million)
2022
2021
Cash on hand
7
6
Deposits with banks and other financial institutions
138,999
122,276
Highly liquid short-term investments
8,131
5,931
Deposits with third party merchants
132
182
147,269
128,395
Short-term investments included in cash and cash equivalents are highly liquid, readily convertible into known 
amounts of cash and subject to an insignificant risk of changes in value. As at December 31, 2022, these 
short-term investments comprised reverse repurchase agreements with maturities of less than three months of 
CNY500 million (2021: CNY3,300 million), and money market funds of CNY7,631 million (2021: CNY2,591 million). 
The short-term investments in December 31,2021 also include the fixed income broker structured notes of CNY40 
million. Money market funds comprise investments in short-term debt securities which have constant or low 
volatility net asset values and are measured at FVPL.
As at December 31, 2022, cash and cash equivalents of CNY836 million (2021: CNY531 million) were held in 
countries where exchange controls or other legal restrictions were in force.
As at December 31, 2022, the Group held cash equivalent to CNY8,312 million (2021: CNY3,671 million) in 
multicurrency pooling arrangements to meet its day to day cash requirements. The facilities allow participating 
subsidiaries to place deposits and borrow funds from the counterparty banks in any freely convertible currency 
subject to the overall balance on the pools being positive.
As at December 31, 2022 and 2021, the Group did not hold any cash and cash equivalents pledged as collateral 
for liabilities or contingent liabilities.
24 Loans and borrowings
Contractual terms of the Group’s loans and borrowings are summarized below.
(CNY million)
2022
2021
Short-term loans and borrowings:
– Unsecured
228
138
Long-term loans and borrowings:
– Intra-group guaranteed
205
421
– Trade receivables financing (note 21(c))
9
13
– Unsecured
140,484
122,963
– Corporate bonds
56,218
51,565
196,916
174,962
197,144
175,100
Non-current portion
183,183
162,276
Current portion
13,961
12,824
197,144
175,100
Intra-group guaranteed loans are external borrowings which have been raised by one group entity but contractual 
payments of principal and interest are guaranteed by another group entity.

128       Huawei Investment & Holding Co., Ltd.
Terms and repayment schedule
A summary of the main terms and conditions of outstanding loans and borrowings are as follows:
At December 31, 2022
(CNY million)
Interest rate
Total
1 year 
or less
1 to 
5 years
Over 
5 years
Intra-group guaranteed bank 
loans:
CNY
variable
4.26% p.a.
205
182
23
–
Trade receivables financing:
United States Dollar (USD)
variable
4.92% p.a.
9
2
6
1
Unsecured bank loans:
CNY
variable
2.95% ~ 4.31% p.a. 102,764
135
21,388
81,241
Euro (EUR)
variable
2.36% ~ 3.05% p.a.
5,266
–
4,291
975
Hong Kong Dollar (HKD)
variable
5.26% ~ 6.51% p.a.
22,039
–
17,663
4,376
Saudi Arabian Riyal (SAR)
variable
1.80% ~ 4.75% p.a.
43
43
–
–
Bahrain Dinar
variable
5.80% p.a.
104
104
–
–
Nigerian Naira
fixed
19.00% p.a.
75
75
–
–
EUR
fixed
1.75% p.a.
6
6
–
–
USD
variable
5.62% ~ 5.68% p.a.
10,415
10,415
–
–
140,712
10,778
43,342
86,592
Corporate bonds:
CNY
fixed
2.87% ~ 3.65% p.a.
31,954
2,999
28,955
–
USD
fixed
4.00% ~ 4.13% p.a.
24,264
–
24,264
–
56,218
2,999
53,219
–
197,144
13,961
96,590
86,593

2022 Annual Report
        129
At December 31, 2021
(CNY million)
Interest rate
Total
1 year 
or less
1 to 
5 years
Over 
5 years
Intra-group guaranteed 
bank loans:
South African Rand
variable
5.43% p.a.
57
57
–
–
CNY
variable
4.31% p.a.
364
159
205
–
421
216
205
–
Trade receivables financing:
USD
variable
3.48% p.a.
13
5
6
2
Unsecured bank loans:
CNY
variable
3.65% ~ 4.55% p.a.
88,107
95
49,143
38,869
EUR
variable
0.80% ~ 1.00% p.a.
5,116
–
1,900
3,216
Hungarian Forint
fixed
4.36% p.a.
55
–
–
55
HKD
variable
1.00% ~ 1.54% p.a.
20,157
–
12,045
8,112
SAR
variable
2.89% ~ 3.90% p.a.
134
134
–
–
Mexican Peso
fixed
16.40% p.a.
4
4
–
–
USD
variable
1.11% ~ 1.13% p.a.
9,528
–
9,528
–
123,101
233
72,616
50,252
Corporate bonds:
CNY
fixed
3.09% ~ 3.65% p.a.
22,965
5,995
16,970
–
USD
fixed
3.25% ~ 4.13% p.a.
28,600
6,375
19,060
3,165
51,565
12,370
36,030
3,165
175,100
12,824
108,857
53,419
Certain of the Group’s banking facilities are subject to compliance with covenants relating to financial ratios. In 
the event of breach, the drawn down facilities would become payable on demand. The Group regularly monitors 
its compliance with these covenants. As at December 31, 2022 and 2021, no covenants had been breached.

130       Huawei Investment & Holding Co., Ltd.
Corporate bonds
The Group’s CNY and USD corporate bonds were issued by the Company and its wholly-owned subsidiaries 
respectively. Main terms of the outstanding corporate bonds are as follows:
Corporate bond
Issue date
Principal amount 
million
Interest rate 
per annum
Term
USD bond
May 19, 2015
1,000
4.125%
10 years
USD bond
May 6, 2016
2,000
4.125%
10 years
USD bond
February 21, 2017
500
4.000%
10 years
CNY medium-term note
March 6, 2020
2,000
3.240%
5 years
CNY medium-term note
March 23, 2020
2,000
3.380%
5 years
CNY medium-term note
April 24, 2020
2,000
3.090%
5 years
CNY medium-term note
June 24, 2020
3,000
3.280%
3 years
CNY medium-term note
January 29, 2021
4,000
3.580%
3 years
CNY medium-term note
March 5, 2021
4,000
3.650%
3 years
CNY medium-term note
January 10, 2022
4,000
2.960%
3 years
CNY medium-term note
January 24, 2022
3,000
3.260%
5 years
CNY medium-term note
February 28, 2022
4,000
2.990%
3 years
CNY medium-term note
July 22, 2022
4,000
2.870%
3 years
USD bonds are fully guaranteed by the Company.
Reconciliation of movements of major liabilities to cash flows arising from financing activities
Year ended December 31, 2022
Related liabilities
(CNY million)
Other 
loans and 
borrowings
Corporate 
bonds
Long-term 
assets 
installments
Lease 
liabilities
Interest 
payable 
related to 
financing 
activities
Balance at January 1, 2022
123,535
51,565
1,998
9,504
886
Proceeds from borrowings
70,741
23,960
–
–
–
Repayment of borrowings
(55,355)
(21,338)
–
–
–
Long-term assets acquired
–
–
127
–
–
Installment payments
–
–
(535)
–
–
New leases
–
–
–
4,385
–
Payment of lease liabilities
–
–
–
(3,242)
–
Interest incurred during the year
–
–
–
417
7,127
Interest paid
–
–
–
(288)
(6,692)
Amortization of capitalized 
interests and transaction costs
85
54
40
–
–
Non-cash transactions (note)
(900)
–
–
–
–
Termination of leases
–
–
–
(84)
–
Exchange adjustments
2,820
1,977
17
(121)
23
Balance at December 31, 2022
140,926
56,218
1,647
10,571
1,344

2022 Annual Report
        131
Year ended December 31, 2021
Related liabilities
(CNY million)
Other 
loans and 
borrowings
Corporate 
bonds
Long-term 
assets 
installments
Lease 
liabilities
Interest 
payable 
related to 
financing 
activities
Balance at January 1, 2021
97,622
44,189
3,261
9,650
591
Proceeds from borrowings
55,063
10,976
–
–
–
Repayment of borrowings
(26,233)
(3,000)
–
–
–
Long-term assets acquired
–
–
58
–
–
Installment payments
–
–
(1,248)
–
–
New leases
–
–
–
3,557
–
Payment of lease liabilities
–
–
–
(3,088)
–
Interest incurred during the year
–
–
–
381
5,729
Interest paid
–
–
–
(247)
(5,360)
Amortization of capitalized 
interests and transaction costs
123
47
66
–
–
Non-cash transactions (note)
(1,322)
–
–
–
–
Termination of leases
–
–
–
(181)
–
Exchange adjustments
(1,718)
(647)
(139)
(568)
(74)
Balance at December 31, 2021
123,535
51,565
1,998
9,504
886
Note:	
Under certain financing arrangements, the Group’s entitlement to consideration from customer contracts is transferred for 
cash to financial institutions before the Group obtains unconditional rights, giving rise to financial liabilities included in loans 
and borrowings. The Group derecognized the relevant loans and borrowings under these arrangements upon becoming 
unconditionally entitled to the relevant contract consideration.
25 Trade and bills payable
(CNY million)
Note
2022
2021
Trade payables
Related party 
trade payables
31
1,054
839
Third party trade 
payables
84,218
80,855
85,272
81,694
Bills payable
Bank acceptance 
bills
1,745
–
Letters of credit 
payable
5,087
–
6,832
–
92,104
81,694
26 Contract liabilities
(CNY million)
2022
2021
Consideration received 
in advance of 
performance
16,041
10,686
Billing in advance of 
performance
71,534
67,463
87,575
78,149
Significant changes in contract liabilities during the 
year are as follows:
(CNY million)
2022
2021
At January 1
78,149
71,948
Revenue recognized 
that was included in 
the contract liability 
balance at the 
beginning of the year
(62,204)
(48,843)
Increases due to cash 
received or billing 
for unperformed 
obligations
69,848
57,552
Exchange adjustments
1,782
(2,508)
At December 31
87,575
78,149

132       Huawei Investment & Holding Co., Ltd.
27 Other liabilities
(CNY million)
Note
2022
2021
Accrued expenses
23,480
26,522
Refund liabilities
(i)
14,883
13,092
Other taxes payable
14,112
11,256
Due in relation to property, plant and equipment
11,430
8,003
Due in relation to intangible assets
2,051
2,219
Foreign exchange derivatives
(ii)
173
210
Others
50,905
38,163
117,034
99,465
Non-current portion
2,608
2,754
Current portion
114,426
96,711
117,034
99,465
(i)	 Refund liabilities mainly comprise the rebates and other sales-based incentives to customers.
(ii)	 As at December 31, 2022, the carrying value of the foreign exchange derivatives held as hedging instruments amounted to 
CNY30 million (2021: nil).
28 Provisions
(CNY million)
Note
2022
2021
Warranties
(b)
4,793
3,269
Onerous contracts with customers
719
722
Onerous contracts with suppliers
(c)
8,309
11,031
Others
(d)
2,761
2,421
16,582
17,443
(a)	Movement in provisions during the year is shown as below:
(CNY million)
Warranties
Onerous 
contracts with 
customers
Onerous 
contracts with 
suppliers
Others
Total
At January 1, 2022
3,269
722
11,031
2,421
17,443
Provisions made/(reversals)
5,986
294
(2,274)
192
4,198
Provisions utilized
(4,518)
(307)
(448)
(125)
(5,398)
Exchange adjustments
56
10
–
273
339
At December 31, 2022
4,793
719
8,309
2,761
16,582
(b)	Warranties
The provision for warranties is determined based on estimates made from historical warranty data associated 
with similar products and the amounts of products under warranty at the end of the reporting period and their 
corresponding remaining warranty periods.
(c)	Provision for onerous contracts with suppliers
The Group has entered into certain non-cancelable procurement agreements in its normal course of business. 
As a result of the Events disclosed in note 4(c), certain items under these procurement agreements may not be 
capable of being used in production and provision has been made for the estimated losses arising from fulfilling, 
amending or terminating relevant agreements in accordance with the accounting policy set out in note 3(p). The 
provision is charged to cost of sales.

2022 Annual Report
        133
(d)	Others
Others are mainly provisions for outstanding claims, cases and disputes.
29 Leases
(a)	As a lessee
The Group leases office premises, staff apartments, warehouses, production equipment and motor vehicles in 
its normal course of business. These leases typically run for an initial period of one to ten years. Some property 
leases contain extension options after the contract period and only a limited number of leases comprise variable 
payments. The Group also holds land use rights in the PRC, which are recognized as right-of-use assets at the 
date the Group became entitled to the rights.
Information about leases for which the Group is a lessee is presented below.
(i)	Right-of-use assets
(CNY million)
Land use 
rights
Buildings
Motor 
vehicles 
and others
Total
Cost:
 At January 1, 2021
10,994
12,621
1,414
25,029
Exchange adjustments
2
(650)
(74)
(722)
Additions
3,681
2,973
583
7,237
Derecognition
–
(1,493)
(316)
(1,809)
Hyperinflation adjustments
–
62
–
62
At December 31, 2021
14,677
13,513
1,607
29,797
At January 1, 2022
14,677
13,513
1,607
29,797
Exchange adjustments
4
219
63
286
Additions
834
3,923
462
5,219
Transfer to investment property
(69)
–
–
(69)
Derecognition
–
(2,021)
(474)
(2,495)
Hyperinflation adjustments
–
47
4
51
At December 31, 2022
15,446
15,681
1,662
32,789
Accumulated depreciation and impairment:
 At January 1, 2021
1,218
4,659
729
6,606
Exchange adjustments
–
(267)
(47)
(314)
Depreciation charge for the year
240
2,713
468
3,421
Impairment loss
–
(26)
–
(26)
Derecognition
–
(1,290)
(315)
(1,605)
Hyperinflation adjustments
–
49
–
49
At December 31, 2021
1,458
5,838
835
8,131
At January 1, 2022
1,458
5,838
835
8,131
Exchange adjustments
1
106
24
131
Depreciation charge for the year
303
2,793
476
3,572
Impairment loss
–
48
–
48
Transfer to investment property
(7)
–
–
(7)
Derecognition
–
(1,937)
(474)
(2,411)
Hyperinflation adjustments
–
36
3
39
At December 31, 2022
1,755
6,884
864
9,503
Carrying amount:
At December 31, 2022
13,691
8,797
798
23,286
At December 31, 2021
13,219
7,675
772
21,666
During the years ended December 31, 2022 and 2021, certain right-of-use assets were derecognized as a result of 
lease cancellation or entering into finance sub-leases.

134       Huawei Investment & Holding Co., Ltd.
(ii)	Amounts recognized in profit or loss
(CNY million)
Note
2022
2021
Interest expenses on lease 
liabilities
11
417
381
Expenses relating to 
short-term leases
544
681
Expenses relating to leases 
of low-value assets, 
excluding short-term 
leases of low-value 
assets
31
33
Variable lease payments 
not included in the 
measurement of lease 
liabilities
39
14
Income from subleasing 
right-of-use assets
92
75
(iii)	Amounts recognized in summary 
consolidated statement of cash flows
(CNY million)
2022
2021
Total cash outflow for leases
4,723
5,923
(b)	As a lessor
Most of the Group’s leases are operating leases under 
which certain properties are leased out (see note 8).
As at December 31, a maturity analysis of 
undiscounted lease payments to be received after the 
reporting date is as follows:
(CNY million)
2022
2021
Within 1 year
115
80
After 1 year but within 2 years
104
49
After 2 years but within 3 years
78
31
After 3 years but within 4 years
76
12
After 4 years but within 5 years
73
11
After 5 years
324
66
770
249
30 Capital commitments
(CNY million)
2022
2021
Contracted for acquisition  
and construction of  
long-term assets
21,843
16,430
Investment commitment
1,096
1,939
22,939
18,369
31 Related parties
A related party is a person or an entity that has 
control or joint control or significant influence over 
the Group, or is a member of its key management 
personnel, or is member of the Group, including joint 
ventures and associates.
Transactions between the Group and related parties 
are conducted on an arm’s length basis. Outstanding 
receivables and payables with related parties are 
collected or paid in accordance with contracts, 
without additional interest or collateral.
Details of the Group’s significant transactions with 
related parties are set out below.
Transactions with related parties
(CNY million)
Associates
2022
2021
Sales of goods and services
554
1,588
Purchase of goods and services
2,400
2,256
Balances with related parties
(CNY million)
Associates
December 
31, 2022
December 
31, 2021
Trade receivables
34
179
Contract assets
84
8
Other assets
386
263
Trade payables
1,054
839
Contract liabilities
18
118
Other liabilities
76
222

2022 Annual Report
        135
32 Group enterprises
(a)	Parent and ultimate controlling party
The Group’s ultimate controlling party is the Union of Huawei Investment & Holding Co., Ltd.
(b)	Major subsidiaries
Name of subsidiary
Place of 
incorporation
Proportion of
ownership interest
Principal activities
 
2022
2021
Huawei Technologies Co., Ltd.
Chinese 
mainland
100%
100%
Development, manufacture and sale of 
telecommunication and related products and 
provision of support and maintenance services
Huawei Device Co., Ltd.
Chinese 
mainland
100%
100%
Development, manufacture and sale of mobile 
communication products and ancillaries
Huawei Machine Co., Ltd.
Chinese 
mainland
100%
100%
Manufacture of telecommunication products
Shanghai Huawei Technologies 
Co., Ltd.
Chinese 
mainland
100%
100%
Development of telecommunication products
Beijing Huawei Digital 
Technologies Co., Ltd.
Chinese 
mainland
100%
100%
Development of telecommunication products
Huawei Tech. Investment Co., 
Limited
Hong Kong, 
China
100%
100%
Trading of materials
Huawei International Co. Limited Hong Kong, 
China
100%
100%
Distribution of telecommunication products
Huawei International Pte. Ltd.
Singapore
100%
100%
Distribution of telecommunication products
Huawei Technologies Japan K.K.
Japan
100%
100%
Development and sale of telecommunication 
products and ancillary services
Huawei Technologies 
Deutschland GmbH
Germany
100%
100%
Development and sale of telecommunication 
products and ancillary services
Huawei Device (Shenzhen) Co., 
Ltd.
Chinese 
mainland
100%
100%
Development, manufacture and sale of mobile 
communication products and ancillaries
Huawei Device (Hong Kong) Co., 
Limited
Hong Kong, 
China
100%
100%
Sale and related services of mobile 
communication products and ancillaries
Huawei Technical Service Co., 
Ltd
Chinese 
mainland
100%
100%
Installation and maintenance of 
telecommunication products and ancillaries, 
including consultancy
Huawei Software Technologies 
Co., Ltd.
Chinese 
mainland
100%
100%
Sale of cloud products and services
HiSilicon Technologies Co., Ltd.
Chinese 
mainland
100%
100%
Development and sale of semiconductors
HiSilicon (Shanghai) 
Technologies CO., LIMITED
Chinese 
mainland
100%
100%
Development and sale of semiconductors
HiSilicon Optoelectronics Co., 
Ltd.
Chinese 
mainland
100%
100%
Development, manufacture and sale of 
optoelectronic products related to information 
technology
Huawei Digital Technologies 
(Suzhou) Co., Ltd.
Chinese 
mainland
100%
100%
Development and sale of inverter
Huawei Technologies 
Coöperatief U.A.
Netherlands
100%
100%
Intermediate parent company for certain 
overseas subsidiaries

136       Huawei Investment & Holding Co., Ltd.
(c)	Acquisition of a subsidiary
The Group did not acquire any subsidiary for the year 
ended December 31, 2022.
33 Contingent liabilities
(a)	On September 2, 2014 (dates in note 33 are in 
U.S. time), T-Mobile USA, Inc. (“T-Mobile”) filed 
a civil action against the Group’s subsidiary, 
Huawei Device USA Inc., in relation to the 
alleged misappropriation of trade secrets relating 
to certain of T-Mobile’s mobile phone test 
equipment. The two parties reached a settlement 
on November 8, 2017.
On January 16, 2019, the United States 
Department of Justice issued an indictment 
against Huawei Device USA Inc. and Huawei 
Device Co., Ltd., containing 10 charges in relation 
to the alleged theft of trade secrets relating to 
the above equipment and alleged wire fraud and 
obstruction of justice. The charges relate to the 
years from 2012 to 2014.
(b)	On January 24, 2019, the United States 
Department of Justice issued an indictment against 
Huawei Technologies Co., Ltd., Huawei Device USA 
Inc. and other parties. The indictment contains 13 
charges in relation to alleged bank and wire fraud, 
violation of the International Emergency Economic 
Powers Act of the United States with respect to 
certain transactions involving Iran, and associated 
matters.
On February 13, 2020, the United States 
Department of Justice issued a superseding 
indictment which, on top of the charges filed on 
January 24, 2019, added Huawei Device Co., Ltd. 
and Futurewei Technologies, Inc. as defendants, 
and added 3 new charges of alleged racketeering 
conspiracy, alleged conspiracy to steal trade 
secrets and alleged conspiracy to commit wire 
fraud. The superseding indictment also includes 
new allegations including the defendants’ alleged 
involvement in transactions involving North Korea 
and Iran.
The Group has engaged external counsels to assist 
it in respect of the matters referred to in (a) and 
(b) above. With regard to the matter referred to 
in (a) above, due to the complexity of the charges 
contained in this indictment, its overlapping with 
the superseding indictment issued on February 13, 
2020 referred to in (b) above and the difficulties 
for the parties to prepare for the trial as a result of 
the continuing outbreak of COVID-19 pandemic, the 
US Government and the defendants filed motions 
on September 5, 2019, March 17, 2020, February 
23, 2021, February 18, 2022 and January 18, 2023, 
respectively, requesting the trial to be postponed, and 
such motions were granted by the judge. Pursuant to 
the judge’s decision on January 20, 2023, the trial will 
be continued until October 28, 2024. With regard to 
the matter referred to in (b) above, it is currently in 
the process of pre-trial discovery and the trial date 
has not yet been scheduled.
Given the relatively early stage of these proceedings, 
as at the date of approval of these financial 
statements, management considers that both 
the timing and the outcome of these matters are 
inherently uncertain, and that the amount of any 
possible obligation of the Group, if any, cannot be 
reliably estimated. Accordingly, these indictments 
give rise to contingent liabilities for the Group and 
no provision has been made in this regard in these 
financial statements. It is also not practicable at 
this stage for the Group to disclose an estimate of 
the possible future financial effect on the Group’s 
financial statements of these matters.

2022 Annual Report
        137
34 Sale of business and subsidiaries
In 2020 and 2021, the Group entered into agreements 
with third-party buyers respectively to sell the 
Honor business and certain subsidiaries engaged in 
manufacturing and sales of server products. Transfer 
of related assets and liabilities was completed in 
2021. The disposal gains of these transactions were 
recorded in “gain on disposal of subsidiaries and 
businesses” within other income, net (note 9), and 
consideration received, net of cash disposed of, 
was presented within investing cash flows in 2021. 
According to the contract terms, the buyers for 
both transactions should pay the considerations in 
installments, and there exists uncertainty over the 
ultimate considerations the Group is entitled to. 
Therefore, the financial instruments arising from both 
transactions were measured at fair value through 
profit or loss.
In 2022, fair value changes in these financial 
instruments are recorded in “fair value changes 
in financial instruments arising from disposals of 
subsidiaries and businesses” within other income, net 
(note 9). Cash receipts on the financial instruments 
are presented within investing cash flows. The 
financial instruments arising from these two 
transactions, being a financial asset and a financial 
liability respectively, are included in other assets and 
other liabilities as at December 31, 2022.
Subsequent to December 31, 2022, the Group and the 
buyer of the Honor business amended certain terms. 
The supplementary agreement has not yet come into 
effect as of the date of approval of these financial 
statements.
35 Subsequent events
(a)	Subsequent to December 31, 2022 and up to the 
date of approval of these financial statements, 
the Group has issued three tranches of 5-year 
medium-term notes and a super short-term 
commercial paper, with an aggregate principal 
amount of CNY12,000 million.
(b)	Subsequent to December 31, 2022 and up 
to the date of approval of these financial 
statements, the Group has drawn accumulatively 
CNY55,000 million from a credit facility and a 
syndicated loan facility entered into by Huawei 
Technologies Co., Ltd., a wholly-owned subsidiary 
of the Group.
36 Comparative figures
The presentation of certain prior year comparative 
figures has been adjusted to reflect current year 
presentation requirements. None of these changes 
were material.

138       Huawei Investment & Holding Co., Ltd.
Risk Factors
Huawei’s risk factors refer to factors that could make the company’s ultimate achievement of its business objectives 
uncertain. Such factors are identified in our strategic plans, business operations, financial systems, or the external 
environment. In this section, we will detail the major risk factors that could significantly impact the company’s 
survival, reputation, financial position, operating results, or long-term prospects.
■	 Business managers, as the primary risk owners 
in their respective business domains, proactively 
identify and manage risks to ensure they remain at 
an acceptable level.
At Huawei, risk management is incorporated into 
both strategic planning and business planning 
processes. We first systematically identify and assess 
risks during strategic planning. Then, we formulate 
appropriate countermeasures during annual business 
planning, and monitor and report on risks as part of 
our key task management during routine operations. 
Huawei ensures uninterrupted business operations 
by identifying major risk factors during strategic 
decision making and planning, and taking necessary 
measures to control risks during business planning and 
execution.
Strategic Risks
Digital technology is reshaping the world around us. 
Humankind will enter an intelligent world over the next 
two to three decades and we want to make sure that 
this future is inclusive so that everyone can benefit 
from the changes brought by digital technology. 
Mature commercial applications of new technologies – 
particularly 5G, cloud computing, AI, and blockchain – 
are speeding up the digital transformation of all 
industries. This presents enormous opportunities.
That said, Huawei’s external environment is more 
volatile and complicated than ever. With the world 
facing the formidable challenge of deciding how 
globalization should proceed, global economic 
growth will likely slow over the next few years. This 
expected stagnation will only be compounded by 
the US government’s efforts to continue containing 
the development of leading technologies outside its 
borders. Despite these challenges, we will continue 
working hard to survive and thrive.
The digital economy has already become the world’s 
main engine for economic growth, and green and 
low-carbon development is key to sustaining this 
growth. This combination of industry digitalization 
and green and low-carbon development will present 
tremendous growth opportunities in both the 
information processing and communications industries.
Huawei will focus on leveraging its ICT strengths to 
enable the digital transformation of all industries, and 
work with partners and developers to ultimately bring 
digital to every person, home and organization for a 
fully connected, intelligent world.
Huawei’s Risk Management 
System
Huawei uses an Enterprise Risk Management (ERM) 
system that accounts for our unique organizational 
structure and operating model, in line with the 
Committee of Sponsoring Organizations of the 
Treadway Commission (COSO) framework and 
referencing the ISO 31000 risk management standard. 
Under this system, we have defined a robust set of 
ERM policies and processes, continuously refined our 
ERM organizations and operating mechanisms, and 
ramped up efforts to evaluate our risk management 
system. Huawei’s ERM system ensures the following:
■	 The Board of Directors approves the company’s 
plans for managing major risks and crises, and 
handles unexpected major incidents.

2022 Annual Report
        139
Going forward, we will remain committed to embracing 
a globalized supply chain and working with partners 
worldwide to develop leading products. We will also 
continue to build diverse ecosystems that do not 
depend on any one country. We will keep enhancing 
our software engineering capabilities, pressing ahead 
with our US$2 billion five-year budget for building 
quality, trustworthy products and solutions.
External Risks
Macro environment: We expect growth to slow 
in many economies in 2023, and some may even 
experience significant declines. Furthermore, an overall 
rise in prices and interest rates will reduce consumer 
purchasing power and many companies will feel the 
impact of this on their business and profit margins. 
This will in turn delay investment. Regional conflicts, 
geopolitical tensions, and protectionism will continue 
to undermine both business and consumer confidence. 
Given this uncertain business environment, Huawei 
will closely monitor risk and promptly adapt response 
strategies.
Compliance: Operational compliance provides a solid 
foundation on which Huawei can survive and continue 
serving and contributing to the world. Huawei has 
always been dedicated to compliance with applicable 
laws and regulations in the countries and regions in 
which it operates. Through sustained investment, we 
have established a compliance management system 
that applies to all our businesses and employees 
worldwide and covers all legal obligations including 
but not limited to trade compliance, financial 
compliance, anti-bribery compliance, intellectual 
property (IP) and trade secret protection, and cyber 
security and privacy. This enables the systematic 
management of compliance risks through established 
policies, organizations, regulations, processes, etc.
Despite these efforts, we may still feel the impact 
of the complex legal environments of some of the 
countries and regions in which we operate. For 
example, there may be a lack of clarity or transparency 
in regards to local laws or ambiguity surrounding legal 
systems or law enforcement. Huawei will continue, 
as always, to learn from industry best practices and 
take preventive measures to address these risks. The 
certainty of legal compliance is our best bulwark 
against the uncertainty of the external environment.
Trade: In 2022, the complicated international 
geopolitical environment hugely impacted global trade. 
The lingering impact of the pandemic and regional 
conflicts has stalled trade growth and decreased 
import demand in major economies. Additionally, rising 
food and energy prices, and a sustained imbalance 
between supply and demand, have driven up inflation. 
Supply chain volatility has also forced many economies 
to pursue supply diversification, and the value 
chain policies being adopted by some countries are 
reshaping the global trade landscape.
With the imminent risk of an economic downturn, 
many are expecting policies that spur production and 
lift trade restrictions. Discriminatory policies will only 
exacerbate price hikes and undermine global interests. 
Huawei embraces free trade, open markets, and fair 
competition. We will continue to support equitable and 
non-discriminatory multilateral trade rules and place 
trade compliance above our own commercial interests.
At Huawei, we believe that the application of emerging 
technologies and ongoing innovation in these fields, 
as well as sustained digitalization and decarbonization, 
will help all countries better tackle the many 
uncertainties in our shared macro environment and 
inject vitality into international trade.
Natural disasters: It is our mission and primary social 
responsibility to maintain stable network operations. 
Earthquakes, typhoons, floods, and other natural 
disasters can impact Huawei’s business operations 
in many different ways and thus can impact the 
operations of the networks we have deployed. We have 
robust mechanisms for responding to natural disasters 
and are continuing to improve our capabilities in this 
regard. This has helped us to ensure our own business 
continuity, and more importantly, effectively support 
our customers’ network stability.
Country-specific risks: Huawei currently operates in 
more than 170 countries and regions worldwide. The 
complex international economic and political landscape 
we operate in exposes us to a variety of different risks 
in different countries and regions. These risks include 
economic and political instability, exchange rate

140       Huawei Investment & Holding Co., Ltd.
fluctuations, capital controls, and sovereign defaults. 
Any one of these risks could hinder Huawei’s local 
business operations and bring uncertainty to our local 
business development.
In 2023, developed economies will likely continue 
tightening monetary policies to curb inflation. Global 
economic growth will also likely continue slowing. 
This tightening financial environment will deal a 
blow to emerging markets with heavier debt loads. In 
response to these risks, we will closely monitor any 
changes in the environment, such as those related to 
post-pandemic economic recovery, regional conflicts, 
and commodity price fluctuations, and promptly 
employ effective countermeasures to help achieve 
business objectives.
Operational Risks
Business continuity: In today’s highly globalized 
and highly specialized world, Huawei’s operations 
rely heavily on third parties. This makes business 
continuity management (BCM) critical. Through years 
of sustained investment, Huawei has established a 
BCM system for domains such as R&D, procurement, 
manufacturing, logistics, and global technical services. 
This system covers our end-to-end processes, from 
suppliers to Huawei and on to our customers. As part 
of this system, we have developed and established 
effective measures to drive BCM and emergency 
response upskilling across organizations, allowing 
them to manage risks that arise during their daily 
work. Specifically, we have built up management 
organizations, processes, and IT platforms, embedded 
key BCM elements into our product development and 
supply management, prepared business continuity 
plans and emergency management plans, and 
organized BCM training and drills for employees.
(For further information, see the Improving the 
Management System section on pages 72 to 73 of this 
report.)
Information security and IP: Although Huawei has 
adopted stringent information security measures to 
protect its IP, it is impossible to completely prevent 
the improper use of our proprietary information. Even 
when we are able to protect our IP through judicial 
means, we may still suffer losses due to improper 
usage.
Huawei has long been dedicated to independent 
innovation and IP protection. We have a complete IP 
risk control system in place. Despite this, there still 
exists the possibility that rights holders may file IP 
claims against Huawei or third parties may infringe 
upon our patents, trademarks, or copyrights. Huawei 
proactively addresses these risks to safeguard our 
business operations.
Financial Risks
For further information, see pages 91 to 92 of this report.

2022 Annual Report
        141
Corporate 
Governance 
Report
142 Shareholders
142 The Shareholders’ Meeting and  
the Representatives’ Commission
144 Board of Directors
150 Supervisory Board
154 Independent Auditor
155 Business Structure
156 Improving the Internal Control  
System

142       Huawei Investment & Holding Co., Ltd.
The company only exists to serve its customers. The purpose of growing our harvest and increasing the fertility 
of our soil is to better serve our customers. “Staying customer-centric and creating value for customers” are the 
company’s common values. The conferment of authority is required to drive the facilitation and implementation 
of the company’s common values. However, without effective controls in place, authority un-checked will 
ultimately hinder such common values. The company has a well-developed internal governance structure, under 
which all governance bodies have clear and focused authority and responsibility, but operate under checks and 
balances. This creates a closed cycle of authority and achieves rational and cyclical succession of authority.
The company’s fate cannot be tied to any single individual and the governance bodies of the company shall 
follow a model of collective leadership. This collective leadership model is created upon common values, focused 
responsibility, democratic centralized authority, checks and balances, and growth by self-reflection.
In addition, the company stays customer-centric, inspires dedication, and continuously improves its governance 
structure, organizations, processes, and appraisal systems to sustain its long-term and profitable growth.
Shareholders
Huawei Investment & Holding Co., Ltd. is a private 
company wholly owned by its employees. Huawei’s 
shareholders are the Union of Huawei Investment & 
Holding Co., Ltd. (the “Union”) and Mr. Ren Zhengfei.
Through the Union, the company implements an 
Employee Shareholding Scheme (the “Scheme”), which 
involved 142,315 individuals, either current employees 
or retired beneficiaries, as of December 31, 2022. 
The Scheme effectively aligns employee contribution 
and development with the company’s long-term 
development, fostering Huawei’s continued success.
Mr. Ren Zhengfei is the company’s natural person 
shareholder and also participates in the Scheme. As 
of December 31, 2022, Mr. Ren’s investment accounts 
for nearly 0.73% of the company’s total share capital.
The Shareholders’ Meeting and 
the Representatives’ Commission
The Shareholders’ Meeting, the company’s 
authoritative body, comprises two shareholders: the 
Union and Mr. Ren Zhengfei.
The Representatives’ Commission (the “Commission”) 
is the organization through which the Union fulfills 
shareholder responsibilities and exercises shareholder 
rights. The Commission consists of no more than 
115 representatives of shareholding employees 
(“Representatives”) and exercises rights on behalf of 
all shareholding employees. In 2022, the Commission 
held one meeting. At the meeting, a new Supervisory 
Board was elected, resulting in a new set of regular 
and alternate members. The Commission also 
reviewed and approved the report from the Board of 
Directors on the company’s financial and operating 
results, the work report from the Supervisory Board, 
and proposals for matters such as annual profit 
distribution and annual capital increases.
The Commission holding a meeting in March 2022.

2022 Annual Report
        143
The Representatives and Alternate Representatives are elected by the shareholding employees with voting 
rights, and serve for a term of five years. In the event that there is a vacancy in the Commission, the Alternate 
Representatives shall take up the vacancy in a predetermined sequence.
The shareholding employees with voting rights elect the Commission on a one-vote-per-share basis, after which 
the Commission elects the company’s Board of Directors and Supervisory Board on a one-vote-per-person basis. 
The Commission, along with the Board of Directors and Supervisory Board, decides on, manages, and monitors 
major company matters.
Members of the current Commission are:
Mr. Ren Zhengfei, Ms. Sun Yafang, Mr. Liang Hua,  
Mr. Guo Ping, Mr. Xu Zhijun, Mr. Hu Houkun,  
Ms. Meng Wanzhou, Mr. Yu Chengdong,  
Mr. Wang Tao, Mr. Xu Wenwei, Ms. Chen Lifang,  
Mr. Peng Zhongyang, Ms. He Tingbo, Mr. Li Yingtao, 
Mr. Yao Fuhai, Mr. Tao Jingwen, Mr. Yan Lida,  
Mr. Li Jie, Mr. Ren Shulu, Mr. Li Dafeng,  
Mr. Song Liuping, Mr. Tian Feng, Mr. Yi Xiang,  
Mr. Li Jianguo, Mr. Peng Bo, Ms. Zhao Minglu,  
Ms. Shi Yanli, Ms. Zhang Xiaoqing, Mr. Yang Shubin,  
Mr. Zou Zhilei, Mr. Lu Yong, Mr. Peng Song,  
Mr. Yang Yougui, Mr. Li Peng, Mr. Cao Jibin,  
Mr. Wu Weitao, Mr. Chen Hao, Mr. Wang Shengniu,  
Mr. Wang Jianfeng, Mr. Chen Lei, Mr. Wu Hui,  
Mr. Meng Ping, Mr. Lyu Ke, Mr. Jiang Xisheng,  
Mr. Pan Shaoqin, Mr. Jiang Yafei, Mr. Wang Weijian,  
Mr. Su Liqing, Mr. Luo Wencheng, Mr. Zhang Hongxi,  
Mr. Xiong Lening, Mr. Ying Weimin, Mr. Wu Kunhong,  
Mr. Wei Chengmin, Mr. Wu Qinming, Mr. Xie Guohui,  
Mr. Wang Kexiang, Mr. Tang Qibing, Mr. Sun Fuyou,  
Mr. Ma Yue, Mr. Zhou Jianjun, Mr. Xun Su, Mr. Lu Qi, 
Mr. Lin Baifeng, Mr. Shen Huifeng, Mr. Zheng Liangcai, 
Mr. Ma Qingqing, Mr. Wang Hua’nan, Mr. Bai Limin,  
Ms. Yang Li, Mr. Hou Jinlong, Mr. Hu Kewen,  
Mr. Zhang Shunmao, Mr. Zha Jun, Mr. Zhou Hong,  
Mr. Ma Haixu, Mr. Liu Shaowei, Mr. Tang Xinhong,  
Mr. Yang Chaobin, Mr. Gong Ti, Mr. Cai Changtian,  
Mr. Gao Ji, Mr. Xiong Yan, Mr. Zhou Taoyuan,  
Mr. Wang Yixiang, Mr. Li Zhoujian, Mr. Yu Quan,  
Mr. He Gang, Mr. Zhang Ping’an, Mr. Bian Honglin,  
Mr. Xu Qinsong, Mr. Li Xiaolong, Mr. Zhu Ping,  
Mr. Shao Yang, Mr. Zhu Yonggang, Mr. Chen Yue,  
Mr. Bai Yi, Mr. Wu Congcheng, Mr. Ye Xiaowen,  
Ms. Song Yanling, Mr. Zuo Defeng, Mr. Xia Jian,  
Mr. Wang Nanbin, Mr. Zheng Pingfang, Ms. Cao Yi,  
Mr. Ran Weidong, Mr. Du Yanxin, and Mr. Wang Yanmin.
Elect
One vote
per share
Elects
Elects
Elects
One vote
per person
Shareholding employees with voting rights
Representatives’ Commission
Supervisory Board
Board of Directors
Executive Committee
of the Board of Directors
Executive Committee
of the Supervisory Board

144       Huawei Investment & Holding Co., Ltd.
The main responsibilities of the BOD are to:
■	 Develop proposals for corporate governance.
■	 Review proposals to increase or decrease the 
company’s registered capital, as well as proposals 
related to profit distribution and loss recovery.
■	 Review the company’s stock options plan and 
other long-term incentive plans.
■	 Review or approve the company’s plans for 
entering and exiting different industry sectors, and 
approve the company’s strategic plan.
■	 Approve major organizational restructuring, 
management system development, and business 
transformation.
■	 Approve major financial policies, financial plans, 
and business transactions.
■	 Approve the company’s annual budget proposal, 
annual operations report, and annual audit report.
■	 Approve the appointment/removal, compensation, 
and long-term incentives of senior management.
■	 Approve major HR policies and plans at the 
corporate level.
■	 Approve proposals for managing major risks and 
crises, and manage major emergencies.
■	 Approve the development of internal controls and 
compliance systems.
In 2022, the BOD held 11 meetings. At the meetings, 
the BOD reviewed and approved matters such as the 
company’s medium-to-long-term strategic plan, as 
well as the company’s annual business plan, audit 
report, profit distribution, and capital increases.
The BOD has 17 members, who are elected by the 
Commission and then voted in by the Shareholders’ 
Meeting. In March 2023, a new BOD was elected, 
resulting in a new set of regular and alternate 
directors. The BOD elected deputy chairs and 
executive directors, and determined the directors who 
will attend BOD Executive Committee meetings as 
non-voting attendees.
Board of Directors
The Board of Directors (BOD) is the highest body responsible for corporate strategy, operations management, 
and customer satisfaction. The BOD’s mission is to lead the company forward. It exercises decision-making 
authority for corporate strategy and operations management, and ensures customer and shareholder interests are 
protected.

2022 Annual Report
        145
From the left in the first row: Mr. Li Jianguo, Mr. Zhang Ping’an, Mr. Hu Houkun, Mr. Xu Zhijun, Mr. Liang Hua, Ms. Meng Wanzhou, Mr. Wang Tao, and 
Mr. Yu Chengdong
From the left in the second row: Mr. Yang Chaobin, Mr. Zha Jun, Mr. Zheng Liangcai, Mr. Hou Jinlong, Ms. He Tingbo, Mr. Peng Bo, Mr. Ren Zhengfei, 
Mr. Tao Jingwen, and Mr. Ying Weimin
Members of the current BOD are as follows:
■	 Chairman: Mr. Liang Hua
■	 Deputy Chairs: Mr. Xu Zhijun, Mr. Hu Houkun, and 
Ms. Meng Wanzhou
■	 Executive directors: Mr. Wang Tao, Mr. Zhang 
Ping’an, Mr. Yu Chengdong, and Mr. Li Jianguo
■	 Directors who will attend BOD Executive 
Committee meetings as non-voting attendees: Ms. 
He Tingbo and Mr. Zheng Liangcai
■	 Directors: Mr. Ren Zhengfei, Mr. Tao Jingwen, Mr. 
Peng Bo, Mr. Zha Jun, Mr. Hou Jinlong, Mr. Yang 
Chaobin, and Mr. Ying Weimin
In the event that there is a vacancy in the BOD, alternate directors will take up the vacancy in a predetermined 
sequence. Alternate directors are Mr. He Gang, Mr. Bai Yi, Mr. Cao Jibin, Mr. Zhou Hong, Mr. Bian Honglin, Mr. Jin 
Yuzhi, Mr. Lu Yong, Mr. Zou Zhilei, Mr. Jiang Yafei, Mr. Hu Kewen, and Mr. Wang Huanan.

146       Huawei Investment & Holding Co., Ltd.
Mr. Liang Hua 
(Howard Liang)
Chairman
Born in 1964, Mr. Liang holds a doctorate degree 
from Wuhan University of Technology. Mr. Liang 
joined Huawei in 1995 and has served as President 
of Supply Chain, CFO of Huawei, President of the 
Business Process & IT Mgmt Dept, President of the 
Global Technical Service Dept, Chief Supply Chain 
Officer, Chairman of the Audit Committee, and 
Chairman of the Supervisory Board. Mr. Liang is now 
Chairman of Huawei’s Board of Directors.
Mr. Xu Zhijun 
(Eric Xu)
Deputy Chairman, 
Rotating Chairman
Mr. Xu holds a doctorate degree from Nanjing 
University of Science & Technology. He joined Huawei 
in 1993 and has served as President of the Wireless 
Network Product Line, Chief Strategy & Marketing 
Officer, Chief Products & Solutions Officer, Chairman 
of the Investment Review Board, Rotating CEO of 
Huawei, and Chairman of the Strategy & Development 
Committee (SDC). Currently, Mr. Xu serves as Deputy 
Chairman of the Board and Rotating Chairman of 
Huawei.
Mr. Hu Houkun 
(Ken Hu)
Deputy Chairman, 
Rotating Chairman
Born in 1968, Mr. Hu holds a bachelor’s degree from 
Huazhong University of Science and Technology. 
Mr. Hu joined Huawei in 1990 and has served as 
President of the Marketing & Sales Dept in China, 
President of the Latin America Region, President of 
the Global Sales Dept, Chief Sales & Service Officer, 
Chief Strategy & Marketing Officer, Chairman of the 
Global Cyber Security and User Privacy Protection 
Committee (GSPC), Chairman of the BOD of Huawei 
USA, Deputy Chairman of the Board, Rotating CEO, 
and Chairman of the HRC. Currently, Mr. Hu serves as 
Deputy Chairman of the Board and Rotating Chairman 
of Huawei.
Ms. Meng Wanzhou 
(Sabrina Meng)
Deputy Chairwoman, 
Rotating Chairwoman
Ms. Meng holds a master’s degree from Huazhong 
University of Science and Technology. Ms. Meng 
joined Huawei in 1993 and has held positions 
including Director of the International Accounting 
Dept, CFO of Huawei Hong Kong, and President of 
the Accounting Mgmt Dept. Ms. Meng now serves 
as Deputy Chairwoman of the Board, and Rotating 
Chairwoman and CFO of Huawei.
Since 2003, Ms. Meng has led the establishment 
of Huawei’s globally unified finance organizational 
structure, processes, regulations, and IT platforms. 
From 2007 to 2014, Ms. Meng implemented the 
Integrated Financial Services (IFS) Transformation 
Program across the company around the world, 
making fine-grained management part of Huawei’s 
DNA for sustainable growth.
In 2014, Ms. Meng led the company’s data 
transformation and established a comprehensive data 
management system, creating a single source for data 
and making data a strategic asset of the company. 
During the same period, Ms. Meng implemented 
transformation programs for Internal Controls over 
Financial Reporting (ICFR), Consistency of Inventory 
Accounts and Goods (CIAG), treasury management, 
and tax management. This has transformed the 
finance team into a business partner and value 
integrator, and supported the rapid and stable 
development of the company’s business worldwide.
Since 2019, Ms. Meng has developed a blueprint 
for the digital transformation of finance based 
on the company’s strategic vision and long-term 
development plan. She has led the development of 
key risk indicators and risk control models, making 
contactless risk controls a reality at Huawei. She 
has guided the establishment of an agile operations 
management system which has facilitated intelligent 
operations management and decision-making based 
on data and AI algorithms. She has also guided the 
establishment of an integrated management platform 
for key financial operations scenarios, to achieve 
collaborative operations and matrix management 
based on data sharing and real-time interactions.
Under Ms. Meng’s leadership, Huawei has established 
a world-leading digital and intelligent finance 
organization, laying a solid foundation for the 
company’s operations and supporting the company’s 
efforts to realize its strategies in the new era.

2022 Annual Report
        147
Mr. Wang Tao 
(David Wang)
Executive Director
Born in 1972, Mr. Wang holds a master’s degree from 
Xi’an Jiaotong University. Mr. Wang joined Huawei in 
1997 and has served as R&D Manager in Wireless, Vice 
President of the UMTS Technical Sales Dept, President 
of Technical Sales of the European Area, Managing 
Director of Huawei Italy and Switzerland, President 
of the Wireless Network Product Line, President of 
the Network Product Line, President of ICT Strategy & 
Marketing, and President of ICT Products & Solutions. 
Currently, Mr. Wang serves as an Executive Director 
of the Board, Chairman of the ICT Infrastructure 
Managing Board, Chairman of the Investment Review 
Board, President of the Enterprise BG, and Chairman 
of the Board of Directors of Huawei Cloud Computing 
Technologies.
Ms. He Tingbo
Director
Born in 1969, Ms. He holds a bachelor’s degree 
in semiconductor physics, a bachelor’s degree 
in communications engineering, and a master’s 
degree from Beijing University of Posts and 
Telecommunications. Ms. He joined Huawei in 
1996 and has held positions in the chip business 
(development, research, architecture, and supply 
chain). She has served as R&D Director, President 
of HiSilicon, and President of the 2012 Laboratories. 
Currently, Ms. He serves as Chair of Huawei Scientist 
Committee, ITMT Director, and President of HiSilicon.
Mr. Zhang Ping’an
Executive Director
Born in 1972, Mr. Zhang holds a master’s degree 
from Zhejiang University. Mr. Zhang joined Huawei 
in 1996 and has served as Product Line President, 
Vice President of Strategy & Marketing, Regional 
Vice President, Vice President of the Global Technical 
Service Dept, CEO of Huawei Symantec, COO of the 
Enterprise BG, President of the Telecom Software 
Business Dept, and President of the Consumer Cloud 
Service Dept. Currently, Mr. Zhang serves as an 
Executive Director of the Board and CEO of Huawei 
Cloud Computing Technologies.
Mr. Yu Chengdong 
(Richard Yu)
Executive Director
Born in 1969, Mr. Yu holds a master’s degree from 
Tsinghua University. He joined Huawei in 1993 and 
has served as 3G Product Director, Vice President 
of the Wireless Technical Sales Dept, President of 
the Wireless Network Product Line, President of the 
European Area, and Chief Strategy & Marketing 
Officer. Currently, Mr. Yu serves as CEO of the 
Consumer BG, CEO of the Intelligent Automotive 
Solution BU, and Director of the Investment Review 
Board for Smart Devices and Intelligent Automotive 
Components.
Mr. Li Jianguo
Executive Director
Born in 1964, Mr. Li holds a master’s degree in 
engineering from Huazhong University of Science and 
Technology. Mr. Li joined Huawei in 1993 and has 
served as a product R&D engineer, Deputy Manager 
of the Development and Pilot (D&P) Dept, Manager 
of the Manufacturing Dept, Executive Vice President of 
Huawei Electric, Director of the Electronics Assembly 
Business Dept, Deputy Director of the Supply Chain 
Mgmt Dept, Director of the Product Engineering & 
Process Development Dept under the Central Research 
& Development Unit (CRDU), Director of the PDT/
TDT Leaders Mgmt Dept under the CRDU, President 
of the Manufacturing SBG, an executive member of 
the Supervisory Board, and a member of the Board. 
Currently, Mr. Li serves as an Executive Director of the 
Board and President of the Manufacturing Dept.
Mr. Zheng Liangcai
Director
Born in 1975, Mr. Zheng holds a bachelor’s degree 
from Tsinghua University. Mr. Zheng joined Huawei in 
1999 and has served as General Manager of the Rio 
de Janeiro Representative Office, General Manager 
of the Mexico Representative Office, President of 
the Northern Latin America Region, President of the 
Southern South America Region, President of the 
Latin America Area, and as a member of the ICT 
Infrastructure Managing Board, Investment Review 
Board (IRB), and Human Resources Committee 
(HRC). Currently, Mr. Zheng serves as a member of 
the Executive Steering Committee (ESC), Platform 
Coordination Committee, Disciplinary and Supervisory 
Committee, Global Cyber Security and User Privacy 
Protection Committee (GSPC), and President of the 
Human Resource Mgmt Dept. Mr. Zheng is also a 
member of the Board who will attend BOD Executive 
Committee meetings as a non-voting attendee.

148       Huawei Investment & Holding Co., Ltd.
Mr. Ren Zhengfei
Director
Born on October 25, 1944 into a rural family where 
both parents were school teachers, Mr. Ren Zhengfei 
spent his primary and middle school years in a remote 
mountainous town in Guizhou Province. In 1963, he 
studied at the Chongqing Institute of Civil Engineering 
and Architecture. After graduation, he was employed 
in the civil engineering industry until 1974 when he 
joined the military’s Engineering Corps as a soldier 
tasked to establish the Liao Yang Chemical Fiber 
Factory. Subsequently, Mr. Ren had taken positions as 
a Technician, an Engineer, and was lastly promoted 
as a Deputy Director, which was a professional role 
equivalent to a Deputy Regimental Chief, but without 
military rank. Because of his outstanding performance, 
Mr. Ren was invited to attend the National Science 
Conference in 1978 and the 12th National Congress of 
the Communist Party of China in 1982. Mr. Ren retired 
from the army in 1983 when the Chinese government 
disbanded the entire Engineering Corps. He then 
worked in the logistics service base of the Shenzhen 
South Sea Oil Corporation. As he was dissatisfied with 
his job, he decided to establish Huawei with a capital 
of CNY21,000 in 1987. He became the CEO of Huawei 
in 1988 and has held the title ever since.
Mr. Tao Jingwen
Director
Born in 1971, Mr. Tao graduated from Beijing 
University of Posts and Telecommunications. Mr. Tao 
joined Huawei in 1996 and has served as a product 
development engineer, Deputy General Manager of 
the Market Technology Section, Executive Deputy 
Director of the International Technical Sales Dept, 
Executive Vice President and President of the Sub-
Sahara Region, President of the Global Technical 
Sales & Marketing Dept, President of Huawei Device, 
President of the West European Region, and President 
of the Quality, Business Process & IT Mgmt Dept.
Mr. Zha Jun
Director
Born in 1971, Mr. Zha holds a master’s degree from 
Zhejiang University. Mr. Zha joined Huawei in 1997 
and has served as A8010 Development Manager, 
UMG SPDT Leader, Director of the IMS Product 
Family, President of the Router & Cyber Security 
Product Line, and President of the Fixed Network 
Product Line. Currently, Mr. Zha serves as Director 
of the 2012 Laboratories, President of the Central 
Research Institute, and Chairman of the Research and 
Innovation Management Committee.
Mr. Peng Bo  
(Vincent Peng)
Director
Born in 1976, Mr. Peng holds a bachelor’s degree 
in engineering from Harbin Institute of Technology. 
Mr. Peng joined Huawei in 1999 and has served as 
Director of the Vodafone Account Dept, Vice President 
of the European Area, President of the Carrier BG 
Global Sales Dept, President of the Global Sales & 
Accounts Business Dept, and President of the West 
European Region, Vice President of the Public Affairs 
and Communications Dept, and President of the 
Corporate Communications Dept. Currently, Mr. Peng 
serves as a member of the Board and President of the 
Global Procurement Qualification Mgmt Dept.
Mr. Hou Jinlong
Director
Born in 1970, Mr. Hou holds a bachelor’s degree from 
Shanghai Jiao Tong University. Mr. Hou joined Huawei 
in 1996 and has served as Wireless GSM R&D Product 
Director, Chief Engineer of the Wireless Account 
Dept, Wireless MSC 6.0 Pilot PDT Leader, Wireless 
Technical Sales Director, Director of the Wireless 
Network Marketing Dept, CEO of TD Tech, President 
of the Network Energy Product Line, President of the 
IT Product Line, President of Cloud & AI Products 
& Services, and President of the Cloud & AI BG. 
Currently, Mr. Hou serves as President of Huawei 
Digital Power Technologies.
Mr. Yang Chaobin
Director
Born in 1972, Mr. Yang holds a master’s degree 
from University of Science and Technology of China. 
Mr. Yang joined Huawei in 1998 and has served as 
Director of the Wireless Network Research Dept, 
President of the LTE Product Line, Chief of the Sweden 
Research Center, Director of the Wireless Network 
Solutions Dept, Director of the Wireless Network 
Marketing Dept, President of the 5G Product Line, 
and President of the Wireless Network Product Line. 
Currently, Mr. Yang serves as a member of the Board 
and President of ICT Products & Solutions.

2022 Annual Report
        149
Executive Committee
The BOD has established the Executive Committee, 
which acts as the standing executive body of the 
BOD. Entrusted by the BOD, the Executive Committee 
examines and reflects on major issues within the 
company, decides on issues authorized by the BOD, 
and oversees their execution. In 2022, the BOD 
Executive Committee held 18 meetings.
Members of the current BOD Executive Committee 
are Mr. Xu Zhijun, Mr. Hu Houkun, Ms. Meng 
Wanzhou, Mr. Wang Tao, Mr. Zhang Ping’an, Mr. Yu 
Chengdong, and Mr. Li Jianguo.
Rotating chairs
The BOD and its Executive Committee are led by 
rotating chairs. During their term, each rotating chair 
serves as the foremost leader of the company. The 
term of each rotating chair lasts six months. The 
rotation sequence is as follows:
■	 Ms. Meng Wanzhou:
April 1, 2023 to September 30, 2023
■	 Mr. Hu Houkun:
October 1, 2023 to March 31, 2024
■	 Mr. Xu Zhijun:
April 1, 2024 to September 30, 2024
Audit Committee
The Audit Committee (AC) operates under the BOD 
to oversee internal controls, including the internal 
control system, internal and external audits, corporate 
Mr. Ying Weimin
Director
Born in 1973, Mr. Ying holds a master’s degree from 
Shanghai Institute of Technical Physics of the Chinese 
Academy of Sciences. Mr. Ying joined Huawei in 
1998 and has served as President of the LTE Product 
Line, President of the GSM & UMTS & LTE Product 
Line, Director of the Wireless R&D Mgmt Dept, and 
President of the Global Procurement Qualification 
Mgmt Dept. Currently, Mr. Ying serves as a member of 
the Board, Chief Supply Chain Officer, and Director of 
the Group Procurement Management Committee.
processes, legal compliance, and adherence to the 
Business Conduct Guidelines (BCGs).
The main responsibilities of the AC are to:
■	 Approve the annual internal audit plan, and review 
its scope, required resources, and audit outputs.
■	 Approve corporate policies for internal controls; 
approve the corporate development plan for 
internal controls and the plan’s key milestones; 
and regularly assess the company’s internal 
control status.
■	 Evaluate the effectiveness of the ethics and 
compliance function, legal compliance, and 
adherence to corporate policies.
■	 Approve the selection of the external auditor, 
notify the BOD of any proposed change to the 
external auditor for approval, approve related 
budgets, and evaluate the work of the external 
auditor.
■	 Supervise the completeness, accuracy, and legal 
compliance of the company’s financial statements; 
and review compliance with and application of 
accounting policies as well as financial disclosures.
■	 Approve internal control Key Performance 
Indicators (KPIs), and instruct Global Process 
Owners (GPOs) and business executives to report 
internal control results.
The AC generally holds monthly meetings and 
convenes special sessions as necessary. Business 
executives and various experts are invited to attend 
as non-voting participants.
In 2022, the committee held eight meetings, focusing 
on topics such as anti-corruption, internal controls, 
internal and external audits, the oversight plans of 
level-1 organizations, and accountability and follow-
up regarding issues identified in audit reports. 
At the meetings, the AC reviewed and approved 
the company’s annual plans for internal controls 
and internal and external audits, and the annual 
oversight plans of level-1 organizations like the ICT 
infrastructure business, consumer business, Digital 
Power, and Huawei Cloud Computing. The AC also 
reviewed improvements regarding high-risk practices 
and issues surrounding labor outsourcing and contract 
signing authorization. In addition, the committee 
Chairman and the external auditor discussed the 
issues identified through the external audit, external 
audit plans, and proposals for Huawei’s management 
improvements.

150       Huawei Investment & Holding Co., Ltd.
Supervisory Board
As Huawei’s highest oversight body, the Supervisory Board exercises the authority of oversight on behalf of the 
company’s shareholders. The Supervisory Board is responsible for the company’s survival, development, and 
long-term prospects. Its core authorities are reflected in leader management, business reviews, and strategic 
vision. Through the observation of managers and cultivation of managerial candidates, the Supervisory Board 
promotes the development of leadership pipelines, aiming to ensure that the company has qualified successors. 
By establishing a rule-based, systematic oversight framework, the Supervisory Board comprehensively oversees 
matters such as the responsibility fulfillment of BOD directors and other executives, the company’s operating 
and financial status, and compliance and internal control systems, gradually guiding the company to change 
from experience-based management to rule-based management and enabling businesses to operate freely within 
preset boundaries.
In 2022, the Supervisory Board improved its basic institutions and organization, observed managers, managed 
the resource pool of managerial candidates, inspected and examined major areas with potential risks, oversaw 
the company’s operations management, and guided and managed the development of subsidiary boards. In 2022, 
the Supervisory Board held 12 meetings, and its members attended all BOD meetings as non-voting participants, 
overseeing the legitimacy of BOD decisions and operations, and overseeing and assessing the responsibility 
fulfillment of BOD directors and other executives.
The Supervisory Board has 15 members, who are elected by the Commission and then voted in by the 
Shareholders’ Meeting. On March 29, 2022, a new Supervisory Board was elected, resulting in a new set of 
regular and alternate members.

2022 Annual Report
        151
Members of the Executive Committee of the Supervisory Board are Mr. Guo Ping, Mr. Li Jie, Ms. Chen Lifang, Mr. Yao 
Fuhai, Mr. Li Dafeng, Mr. Li Yingtao, and Mr. Ma Qingqing.
From the left in the first row: Mr. Ren Shulu, Mr. Yao Fuhai, Mr. Guo Ping, Mr. Li Jie, and Mr. Li Yingtao
From the left in the second row: Mr. Song Liuping, Mr. Lyu Ke, Ms. Chen Lifang, Mr. Tian Feng, Ms. Shi Yanli, Mr. Peng Zhongyang, Ms. Yang Li,  
Mr. Li Peng, Mr. Li Dafeng, and Mr. Ma Qingqing
Members of the new Supervisory Board are as 
follows:
■	 Chairman:	
Mr. Guo Ping
■	 Deputy Chairman:	
Mr. Li Jie
■	 Executive members:	 Ms. Chen Lifang, Mr. Yao 
Fuhai, Mr. Li Dafeng, Mr. Li 
Yingtao, and Mr. Ma Qingqing
■	 Members:	
Mr. Song Liuping, Mr. Ren 
Shulu, Mr. Tian Feng, Mr. 
Peng Zhongyang, Ms. Shi 
Yanli, Ms. Yang Li, Mr. Lyu Ke, 
and Mr. Li Peng
In the event that there is a vacancy in the Supervisory 
Board, its alternate members will take up the 
vacancy in a predetermined sequence. Currently, the 
Supervisory Board has four alternate members: Mr. 
Wei Chengmin, Mr. Xu Qinsong, Mr. Wu Qinming, and 
Mr. Gao Ji.
The Supervisory Board has established the Executive 
Committee, which acts as the standing executive 
body of the Supervisory Board. Entrusted by the 
Supervisory Board, the Executive Committee examines 
and reflects on major issues within the company, 
decides on issues authorized by the Supervisory 
Board, and oversees their execution. In 2022, the 
Executive Committee of the Supervisory Board held 
20 meetings.

152       Huawei Investment & Holding Co., Ltd.
Born in 1966, Mr. Guo holds a master’s degree from 
Huazhong University of Science and Technology. Mr. 
Guo joined Huawei in 1988 and has served as R&D 
Project Manager, General Manager of Supply Chain, 
Director of Huawei Executive Office, Chief Legal 
Officer, President of the Business Process & IT Mgmt 
Dept, President of the Corporate Development Dept, 
Chairman and President of Huawei Device, Rotating 
CEO of Huawei, Chairman of the Finance Committee, 
Deputy Chairman of the Board of Directors, and 
Rotating Chairman of Huawei. Currently, Mr. Guo 
serves as Chairman of the Supervisory Board.
Mr. Guo Ping
Chairman of the 
Supervisory Board
Born in 1967, Mr. Li holds a bachelor’s degree in 
wireless communications and a master’s degree 
in computer image processing from Xi’an Jiaotong 
University. Mr. Li joined Huawei in 1992 and has 
served as an R&D engineer, General Manager of 
a representative office in China, General Manager 
of the Moscow Representative Office, President of 
the Commonwealth of Independent States Region, 
President of the Global Technical Sales Dept, President 
of the Global Technical Service Dept, President of the 
Human Resource Mgmt Dept, President of the Joint 
Committee of Regions, President of Huawei University, 
and President of the Corporate Leadership Mgmt 
Dept. Currently, Mr. Li serves as Deputy Chairman of 
the Supervisory Board.
Mr. Li Jie
Deputy Chairman of  
the Supervisory Board
Born in 1971, Ms. Catherine Chen graduated from 
Northwest University in China. She joined Huawei in 
1995 and has served as Chief Representative of the 
Beijing Representative Office, Vice President of the 
International Marketing Dept, Deputy Director of the 
Domestic Marketing Management Office, President 
of the Public Affairs and Communications Dept, and 
a member of the Board of Directors. Currently, Ms. 
Catherine Chen serves as an executive member of the 
Supervisory Board.
Ms. Chen Lifang 
(Catherine Chen)
Executive Member of  
the Supervisory Board
Born in 1968, Mr. Yao holds a bachelor’s degree from 
University of Electronic Science and Technology of 
China. Mr. Yao joined Huawei in 1997 and has served 
as Director of the Pricing Center, Vice President of 
the Business Process & IT Mgmt Dept, Vice President 
of the Strategy Cooperation Dept, Vice President 
of the Global Technical Sales Dept, President of 
the Global Technical Service Dept, President of 
the Global Procurement Qualification Mgmt Dept, 
Chief Supply Chain Officer, Director of the Group 
Procurement Management Committee, a member of 
the Supervisory Board, and a member of the Board 
of Directors. Currently, Mr. Yao serves as an executive 
member of the Supervisory Board and Chair of the 
Supervisory Board Lower House.
Mr. Yao Fuhai
Executive Member of  
the Supervisory Board
Born in 1966, Mr. Li holds a bachelor’s degree from 
the Department of Radio Engineering, Changchun 
Institute of Posts and Telecommunications, and a 
master’s degree in signal and information processing, 
Harbin Institute of Technology. Mr. Li joined Huawei 
in 1996 and has served as Deputy Sales Director of 
the Beijing Office, General Manager of the Tianjin 
Office, General Manager of the Shijiazhuang Office, 
Director of the China Telecom Account Dept, Vice 
President of the Eastern and Southern Africa Region, 
Director of the MTN Account Dept, President of the 
Eastern and Southern Africa Region, President of the 
Middle East and Africa Area, President of the Sales & 
Delivery Finance Mgmt Dept, and Director of the ICT 
Infrastructure Managing Board Office. Currently, Mr. 
Li serves as an executive member of the Supervisory 
Board.
Mr. Li Dafeng
Executive Member of 
the Supervisory Board

2022 Annual Report
        153
Born in 1969, Mr. Li holds a doctorate degree from 
Harbin Institute of Technology. Mr. Li joined Huawei 
in 1997 and has served as Chief of the Sweden 
Research Center, Director of the Product Mgmt Dept 
of Wireless Marketing, Director of the Research 
Dept of Products & Solutions, Director of the 
General Technology Office of Products & Solutions, 
President of the Central Research & Development 
Unit, President of the 2012 Laboratories, President of 
Products & Solutions, President of Network Products 
& Solutions, and President of Administration of the 
2012 Laboratories. Currently, Mr. Li serves as an 
executive member of the Supervisory Board.
Mr. Li Yingtao
Executive Member of 
the Supervisory Board
Born in 1973, Mr. Ma holds a master’s degree in 
system engineering from Northwestern Polytechnical 
University. Mr. Ma joined Huawei in 1997 and has 
served as an R&D engineer, Senior Product Manager 
of the Marketing & Sales Dept, Overseas Marketing 
Director, Director of the Human Resource Dept of 
Strategy & Marketing, and Director of the Consumer 
BG Human Resource Dept. Currently, Mr. Ma serves 
as an executive member of the Supervisory Board, 
President of the Corporate Leadership Mgmt Dept, 
Vice President of the Consumer BG, and Vice 
President of the Intelligent Automotive Solution BU.
Mr. Ma Qingqing
Executive Member of 
the Supervisory Board
Born in 1966, Mr. Song completed his postdoctoral 
research at Beijing Institute of Technology in 1996. 
Mr. Song joined Huawei in 1996 and has served as 
Manager of the Product Strategy Planning Dept, 
Director of the IPR Dept, Director of the External 
Cooperation Dept, PSST member, President of 
the Legal Affairs Dept, President of the Patent 
Review Board, Director of the Trade and Customs 
Compliance Committee, a member of the Disciplinary 
and Supervisory Sub-committee of the Human 
Resources Committee, and a member of the Platform 
Coordination Committee. Currently, Mr. Song serves 
as a member of the Supervisory Board, Chief Legal 
Officer, and Chief Compliance Officer.
Mr. Song Liuping
Member of the 
Supervisory Board
Mr. Ren holds a bachelor’s degree from Yunnan 
University. Mr. Ren joined Huawei in 1992 and has 
served as General Manager at the Lanzhou Office, the 
Guangzhou Office, and the Fuzhou Office, Director 
of the Customer Relationship Mgmt Dept, Director of 
the Internal Service Mgmt Dept, and President of the 
Capital Construction Mgmt Dept. Currently, Mr. Ren 
serves as a member of the Supervisory Board and 
Chief Logistics Officer.
Mr. Ren Shulu 
(Steven Ren)
Member of the 
Supervisory Board
Born in 1969, Mr. Tian holds a bachelor’s degree 
from Xidian University. Mr. Tian joined Huawei in 
1995 and has served as General Manager of the 
Shijiazhuang Office, HR Director of the Domestic 
Marketing Dept, Director of the Market Finance Dept, 
EVP of the Middle East and Northern Africa Area, 
President of the Middle East Region, President of the 
China Region, CEO of Huawei Agisson, Vice President 
(Acting) of the Human Resource Mgmt Dept, EVP 
of Huawei University, Director of the Institute of 
Education of Huawei University, Director of the 
Disciplinary and Supervisory Sub-committee of the 
Human Resources Committee, an executive member 
of the Management Team of the Joint Committee of 
Regions, Director of the Subsidiary Board Directors 
Resources Bureau, President of the Central Asia 
and Russia Area, a member of the Management 
Team of the Corporate Leadership Mgmt Dept, a 
member of the Audit Committee, a member of the 
ICT Infrastructure Managing Board, Director of the 
Disciplinary and Supervisory Committee, President of 
the Asia Pacific Area, President of the Internal Audit 
Dept, and a member of the Supervisory Board.
Mr. Tian Feng
Member of the 
Supervisory Board

154       Huawei Investment & Holding Co., Ltd.
Independent Auditor
An independent auditor is responsible for auditing a 
company’s annual financial statements. In accordance 
with applicable accounting standards and audit 
procedures, the independent auditor expresses an 
opinion as to whether the financial statements are 
true and fair.
The scope of the financial audit and the annual audit 
results are subject to review by the Audit Committee. 
Any relationship or service that may potentially affect 
the objectivity and independence of the independent 
auditor must be discussed with the Audit Committee. 
The independent auditor may discuss any issues 
identified or any difficulties encountered during 
the course of the financial audits with the Audit 
Committee.
KPMG has been Huawei’s independent auditor since 
2000.
Born in 1968, Mr. Peng holds a bachelor’s degree 
from Huazhong University of Science and Technology. 
Mr. Peng joined Huawei in 1997 and has served as 
Technical Service Engineer of the South China Area, 
Transmission Project Manager and Development 
Engineer of the Russia Representative Office, 
General Manager of the Yemen Representative 
Office, Assistant to President of the Middle East and 
Northern Africa Region, President of the Northern 
Africa Region, President of the China Region, 
President of the Corporate Leadership Mgmt Dept, 
and President of the Enterprise BG. Currently, Mr. 
Peng serves as a member of the Supervisory Board 
and the Lead of the Strategic Reserve.
Mr. Peng Zhongyang
Member of the 
Supervisory Board
Born in 1968, Mr. Lyu holds a master’s degree 
in information and electronics engineering from 
Zhejiang University, and an EMBA from China Europe 
International Business School. Mr. Lyu joined Huawei 
in 1993 and has served as a software engineer, 
project manager, Director of the Corporate Technical 
Cooperation Dept, Chief Operating Officer of Huawei 
Technologies India Private Limited (HTIPL), HR 
Director of R&D, President of the Human Resource 
Mgmt Dept, President of Huawei University, Lead 
of the Strategic Reserve, President of the Corporate 
Leadership Mgmt Dept, and Chairman of the 
Corporate Advisory Committee. Currently, Mr. Lyu 
serves as a member of the Supervisory Board.
Mr. Lyu Ke 
(Jack Lyu)
Member of the 
Supervisory Board
Born in 1977, Mr. Li holds a bachelor’s degree from 
Tongji University. Mr. Li joined Huawei in 1999 
and has served as General Manager of the Xi’an 
Representative Office, Assistant to the President 
of the China Region, President of the Eastern and 
Southern Africa Region, President of the Southern 
Africa Region, and President of the West European 
Region. Currently, Mr. Li serves as a member of the 
Supervisory Board and President of the Carrier BG.
Mr. Li Peng
Member of the 
Supervisory Board
Born in 1974, Ms. Shi holds a master’s degree from 
Central University of Finance and Economics. Ms. Shi 
joined Huawei in 2000 and has served as Director of 
the China Accounting Shared Service Center, Director 
of the Argentina Accounting Shared Service Center, 
Director of the Revenue Business Center, Director 
of the Accounting Solution Business Center, CFO of 
the West European Region, Vice President of the 
Accounting Mgmt Dept, President of the Accounting 
Mgmt Dept, and President of the Subsidiary Mgmt 
Dept. Currently, Ms. Shi serves as a member of the 
Supervisory Board and Deputy CFO of the Group 
Finance Mgmt Dept.
Ms. Shi Yanli
Member of the 
Supervisory Board
Born in 1963, Ms. Yang holds a master’s degree from 
Huazhong University of Science and Technology. Ms. 
Yang joined Huawei in 1998 and has served as Head 
of the HR Director Office, Assistant to HR Director 
of Sales & Services, Deputy HR Director of the 
Commonwealth of Independent States Area, Director 
of the Talent Mgmt Dept of the Human Resource 
Mgmt Dept, HR Director of the CEE & Nordic 
European Region, and Director of the HR Section 
of the Human Resources Committee. Currently, Ms. 
Yang serves as a member of the Supervisory Board, 
Chief Ethics & Compliance Officer, and Director of the 
Committee of Ethics and Compliance.
Ms. Yang Li
Member of the 
Supervisory Board

2022 Annual Report
        155
Business Structure
As one of Huawei’s core businesses, the ICT 
infrastructure business works on information 
distribution, interaction, transmission, processing, and 
storage, aiming to help customers build CT and IT 
infrastructure with its leading, innovative products, 
solutions, and services.
■	 The ICT infrastructure business comprises the 
carrier and enterprise businesses. Based on 
innovative products and solutions, the ICT 
infrastructure business works to build an open 
ecosystem, and serve carriers, governments, and 
enterprises, and more broadly, every person, 
home, and organization.
■	 ICT Products & Solutions comprises connectivity 
and computing businesses. In connectivity, Huawei 
proactively works with industry partners to define 
5.5G, as part of the effort to continuously drive 
this industry forward. In computing, Huawei works 
alongside partners around the world to develop 
digital infrastructure ecosystems centered on 
Kunpeng, Ascend, and Euler-related foundational 
software, lay the computing foundation for the 
digital world, deliver better service experience, and 
facilitate customers’ business success.
■	 Based on its over 30 years of delivery and 
service experience, Global Technical Services 
provides service and software solutions for 
carriers, governments, and enterprises. Focusing 
on the entire lifecycle of a network, including 
network planning, construction, operations and 
Group Functions
Corporate
Development
Strategy
Finance
Cyber Security &
Privacy Protection
2012 Laboratories
Supply Chain
Logistics Services
Quality, BP & IT
Human Resources
Leadership Management
PR & GR
Legal Aﬀairs
Internal Audit
Ethics & Compliance
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Business
ICT Infrastructure Business
Global
Technical
Services
ICT 
Products & 
Solutions
Enterprise
Business
Carrier
Business
maintenance (O&M), and optimization, Global 
Technical Services works with its partners to 
continuously improve customer satisfaction. Global 
Technical Services is committed to building green, 
efficient, secure, and robust ICT infrastructure that 
delivers ultimate experience to customers, and 
enabling the transformation of industries towards 
digital intelligence.
The consumer business puts users at the center of 
everything it does and is committed to creating a 
Seamless AI Life experience centered on products. 
Focusing on five key scenarios (Smart Home, 
Smart Office, Easy Travel, Fitness & Health, and 
Entertainment), the consumer business aims to 
deliver a superior user experience, build an ecosystem 
alongside its partners, and achieve business success.
Huawei Cloud Computing provides stable, reliable, 
secure, trustworthy, and innovative cloud services 
to customers. By diving into digital, Huawei Cloud 
Computing aims to deliver Everything as a Service 
and build the cloud foundation for an intelligent 
world with ubiquitous cloud and pervasive 
intelligence.
Digital Power offers enterprise and industry customers 
products and solutions like smart PV, data center 
facility, critical power supply, and DriveONE. Digital 
Power is committed to integrating digital and power 
electronics technologies to provide customers with 
high-quality, energy-efficient, green, and low-carbon 
power electronics products, facilitating customers’ 
business success.

156       Huawei Investment & Holding Co., Ltd.
The Intelligent Automotive Solution Business has 
brought Huawei’s expertise in ICT to the intelligent 
automotive sector, providing new components for 
intelligent connected vehicles and helping car OEMs 
build better vehicles with ICT technologies.
HiSilicon provides board-level chipsets and module 
solutions to sectors like smart devices, home 
appliances, and automotive electronics. It offers 
end-to-end technological capabilities like sensing, 
connectivity, computing, and display to help devices 
go digital, connected, intelligent, and low-carbon. 
Based on chipsets and components, HiSilicon works to 
empower connected smart devices, enable innovations 
across different sectors, and help customers achieve 
business success.
To gradually build a shared service platform to 
support the development of our multiple businesses 
and create an anchor for corporate policy execution, 
the company operates a Platform Coordination 
Committee. This committee is designed to drive group 
functions to optimize their execution and operations, 
simplify cross-function operations, and strengthen 
collaboration, so that group functions will become the 
best service organizations available to support and 
promote business operations. Group functions provide 
business support, services, and oversight. They are 
positioned to offer accurate, timely, and effective 
services to field offices and strengthen oversight while 
delegating sufficient authority to them.
Improving the Internal Control 
System
Huawei continued to design and implement an 
internal control system based on its organizational 
structure and operating model. The internal control 
framework and its management system apply to all 
business and financial processes of the company and 
its subsidiaries and business units. The internal control 
system is based on the five components of the COSO 
framework: Control Environment, Risk Assessment, 
Control Activities, Information & Communication, and 
Monitoring. It also covers internal controls of financial 
statements to ensure their truthfulness, integrity, and 
accuracy.
Control Environment
A control environment is the foundation of an internal 
control system. Huawei is committed to a corporate 
culture of integrity, business ethics, and compliance 
with laws and regulations. Huawei has issued the 
BCGs to identify acceptable business conduct. The 
BCGs must be observed by all employees, including 
senior executives. Regular training programs are 
offered, and all employees are requested to sign 
the BCGs to ensure that the BCGs have been read, 
understood, and observed.
Huawei has implemented a mature governance 
structure, with clearly defined authorization 
and accountability mechanisms. The governance 
structure comprises the Board of Directors (BOD), 
its committees, group functions, and multi-level 
management teams. Huawei clearly defines the roles 
and responsibilities of its organizations to ensure the 
effective separation of authority and responsibilities 
as well as checks and balances through mutual 
oversight. The CFO of Huawei is in charge of 
internal controls. The internal control management 
department reports to the CFO for any possible 
defects and improvements already made in terms 
of internal controls, and assists the CFO in building 
the internal control environment. The internal audit 
department independently monitors and assesses the 
status of internal controls for all business operations.
Risk Assessment
Huawei has a department dedicated to internal 
controls and risk management to regularly assess 
risks to the company’s global business processes. 
This department identifies, manages, and monitors 
significant risks, forecasts potential risks caused by 
changes to the internal and external environments, 
and submits risk management strategies along 
with risk mitigation measures for decision making. 
All process owners are responsible for identifying, 
assessing, and managing business risks and taking 
necessary internal control measures. Huawei has 
instituted a mechanism for improving internal controls 
and risk controls to efficiently manage critical risks.

2022 Annual Report
        157
Control Activities
Huawei has established the Global Process 
Management System and the Business Transformation 
Management System, released the global Business 
Process Architecture (BPA), and appointed Global 
Process Owners (GPOs) in line with the BPA.
Responsible for building processes and internal 
controls, GPOs:
■	 Identify key control points and the Separation of 
Duties Matrix for each process, and apply these to 
all regional offices, subsidiaries, and BUs.
■	 Conduct compliance tests on key control points 
and issue test reports to ensure the effectiveness 
of internal controls is continuously monitored.
■	 Optimize processes and internal controls based 
on business pain points and key requirements 
for financial statements. The aim is to improve 
operating efficiency and financial results, ensure 
compliance and the accuracy and reliability of 
financial statements, and help achieve business 
objectives.
■	 Perform annual assessments of internal controls, 
comprehensively assess overall process design and 
process execution within each business unit, and 
then report the results to the Audit Committee 
(AC).
Information & Communication
Huawei has developed multi-dimensional information 
and communication channels to ensure the timely 
acquisition of external information from customers, 
suppliers, and other parties. It has also created formal 
channels for transferring internal information, and 
offered an online space, the Xinsheng Community, 
for employees to freely communicate their thoughts 
and ideas. Corporate management holds regular 
meetings with departments at all levels to effectively 
communicate management orientation to employees 
and ensure effective implementation of management 
decisions. All business policies and processes are 
available on the company’s Intranet.
Managers and process owners regularly organize 
training programs on business processes and internal 
controls to ensure that up-to-date information is 
made available to all employees. The company has 
established a mechanism for process owners at all 
levels to regularly communicate with each other, 
review the execution of internal controls, follow up on 
internal control issues, and implement improvement 
plans.
Monitoring
Huawei has established an internal complaint channel, 
an investigation mechanism, an anti-corruption 
mechanism, and an accountability system. The 
Agreement on Honesty and Integrity that Huawei 
has signed with its suppliers clearly stipulates that 
suppliers may report improper conduct by Huawei 
employees through the channels stipulated in the 
Agreement to assist the company in monitoring 
the integrity of its employees. The internal audit 
department independently assesses the overall status 
of the company’s internal controls, investigates 
any suspected violations of the BCGs, and reports 
the audit and investigation results to the AC and 
senior management. Huawei has also implemented 
a mechanism for internal control appraisals of GPOs 
and regional managers, holding them accountable 
and pursuing impeachment when and where 
necessary. The AC and the CFO regularly review the 
company’s internal control status, and listen to and 
review reports on action plans for improving internal 
controls and plan execution progress. Both have the 
authority to request the relevant GPOs or business 
executives to explain their internal control issues and 
take corrective actions.

158       Huawei Investment & Holding Co., Ltd.
159 Introduction
161 Digital Inclusion
164 Security and Trustworthiness
166 Environmental Protection
169 Healthy and Harmonious Ecosystem
173 Respecting Human Rights
Sustainable 
Development

2022 Annual Report
        159
Introduction
Enterprises that want to build quality brands with a competitive edge in the global market should create social value 
in business activities through sustainability efforts, and seize new business opportunities while creating social value. 
This will form a positive cycle that allows enterprises in this globalized world to continue to grow and prosper.
In 2022, despite continued external volatility, Huawei remained focused, stayed true to its vision and mission, 
and maintained its commitment to building the foundations of the digital economy. In collaboration with our 
partners, we continued to work on our four sustainability strategies: digital inclusion, security and trustworthiness, 
environmental protection, and a healthy and harmonious ecosystem. By doing this, we wanted to create even 
greater value for our customers, partners, and society at large.
Overview of Huawei’s Sustainability Strategies and Initiatives in 2022
TECH4ALL’s education 
programs have benefited 
over 600 schools and 
more than 220,000 people, 
including K–12 students and 
teachers, unemployed young 
people, and senior citizens.
220,000
Huawei provided 
inclusive financial 
services to over 400 
million people in more 
than 20 countries around 
the world.
400 million
Huawei’s digital 
technologies have helped 
conserve biodiversity 
efficiently and manage 
natural resources 
sustainably in 46 
protected areas.
46
More than 12,000 senior 
citizens in China attended 
online and offline digital 
skills training offered by 
Huawei and the Beijing 
University for Seniors at 
community centers and 
nursing homes.
12,000
Digital Inclusion
TECH4ALL: Since the launch of Huawei’s TECH4ALL digital inclusion initiative in 2019, we have worked closely with 
our partners on projects that aim to foster a more inclusive, sustainable world using digital technology.
Huawei was awarded 
over 30 cyber security 
certificates, giving our 
customers internationally 
recognized security 
assurances.
30
Huawei supported stable 
communications during 
over 300 major events and 
emergencies.
300
Huawei handled over 
25,000 requests from 
data subjects promptly 
and effectively as part of 
its efforts to respect and 
protect user privacy.
25,000
Huawei passed over 50 
certifications and audits, 
ensuring that its corporate 
privacy protection policies 
are well enforced.
50
Security and Trustworthiness
Taking responsibility to build trust: Cyber security and privacy protection are a top priority at Huawei, and we 
continue to invest and remain transparent in both areas. We have worked to improve our software engineering 
capabilities and practices, build resilient networks, develop trustworthy and high-quality products, and support 
stable network operations and business continuity.
Huawei’s digital power 
solutions have helped 
customers generate 695.1 
billion kWh of green 
power and save 19.5 
billion kWh of electricity.
695.1 billion
Only 0.63% of the 
e-waste from Huawei’s 
ICT business went to 
landfills, and no e-waste 
from our consumer 
business went to 
landfills.
0.63%
Huawei’s Shenzhen and 
Dongguan campuses are 
now 100% powered by 
clean energy.
100%
Nearly 600,000 used 
devices have been resold 
through Huawei’s trade-
in program.
600,000
Environmental Protection
Contributing to a clean, efficient, low-carbon, and circular economy: We are committed to minimizing our 
environmental impact in manufacturing, operations, and over the entire lifecycles of our products and services. 
Huawei’s innovative products and solutions help industries reduce their energy consumption and emissions, and 
contribute to the circular economy. We actively work with all our industry partners to shrink our carbon footprint.

160       Huawei Investment & Holding Co., Ltd.
2022 Sustainability Honors and Awards
Honor/Award Name
Issued by
Climate A List
CDP
Excellent Environmental Leadership Award
CDP
Best Practices for Achieving SDGs in 2021 (Protecting the 
Environment & Addressing Climate Change)
Global Compact Network China
Huawei Intelligent Net-Zero Carbon Campus Solution: 
WSIS Prize 2022 Champion
ITU
DigiTruck in Kenya: Global Mobile (GLOMO) Award for 
Outstanding Mobile Contribution to the UN SDGs
GSMA
Forerunner in Green Development
China Environmental United Certification Center 
Co., Ltd.
Prime Minister Awards – Thailand Cybersecurity 
Excellence Award 2022
Thai National Cyber Security Agency
Top Employer in Europe and Northern Africa
Top Employers Institute
Outstanding Achievement for Customer Centricity
European Foundation for Quality Management 
(EFQM)
The Leaders Award for digital transformation in Egypt
Alam Al-Mal, a national media outlet in Egypt
Best Employer in Côte d’Ivoire
Côte d’Ivoire’s Ministry of Employment and 
Social Protection
ICT Industry and Talent Development Award issued by 
the Prime Minister of Tunisia
Tunisia’s Ministry of Economy and Planning
Huawei International Pte. Ltd.: Data Protection Trustmark 
(DPTM) certification
Singapore’s Infocomm Media Development 
Authority (IMDA)
Hong Kong Authorized Economic Operator Partnership 
Scheme Gold Award
Hong Kong Customs
Corporate Startup Star Award
Mind the Bridge and International Chamber of 
Commerce (ICC)
2022 ESG Innovator for New Growth in China
Harvard Business Review (Chinese Edition)
Huawei invested 
over CNY17 billion in 
employee benefits.
CNY17 billion
Huawei operated over 
270 social contribution 
programs worldwide.
270
Every Huawei employee 
received an average of 
66 hours of training.
66 hours
Huawei assigned CSR 
risk ratings to over 
1,600 major suppliers, 
representing over 90% 
of our procurement 
spending.
1,600
Healthy and Harmonious Ecosystem
Collaborating for the common good: We are committed to operating with integrity and complying with all 
applicable laws and regulations, and continue to enhance sustainability risk management. We work to ensure 
that our employees can develop and realize their personal value. We conduct due diligence on our global 
supply chain to ensure its sustainability. We actively contribute to the communities we operate in. Our goal is 
to work with all industry partners to build a healthy and harmonious business ecosystem.

2022 Annual Report
        161
Digital Inclusion
As the digital economy continues to develop rapidly, digital technologies like big data, IoT, and AI have been 
woven into every aspect of our lives. This makes digital inclusion critical in this new age. And so, Huawei launched 
the TECH4ALL initiative to promote digital inclusion, aiming to leave no one behind in the digital world.
In 2022, Huawei worked with more than 40 partners, including UNESCO and the International Union for 
Conservation of Nature (IUCN), and made substantial progress in TECH4ALL’s four areas of focus: education, 
environment, health, and development. Our efforts continue to support the UN SDGs and are helping foster an 
inclusive, sustainable digital world.
Driving Equity and Quality in Education
UNESCO believes that education is a basic right for all throughout life and that access must be matched by quality. 
As part of our work to contribute to UN SDG 4 (Quality Education), Huawei is working with partners, including 
UNESCO and Close the Gap, to use innovative ICT solutions to enable equal access to high-quality education. We 
aim to harness the power of technology and increase network coverage and connections to help make high-quality 
educational resources more accessible. We want to empower more people with digital skills to improve education 
quality and drive career development. We also support the development of science and technology courses to 
improve the scientific and technological literacy of teachers and students in remote areas. By the end of 2022, 
Huawei’s TECH4ALL education programs had benefited over 600 schools and more than 220,000 people, including 
teachers and students, unemployed young people, and senior citizens.
Technology-enabled Open School Systems for All
The Open Schools project provides digital skills training to teachers 
in Ethiopia
UNESCO, the ministries of education of Egypt, Ethiopia, 
and Ghana, and Huawei have jointly implemented a 
project to design, pilot test, and scale up Technology-
enabled Open School Systems. This project aims to 
promote the open school model by providing device 
access, network connectivity, and education cloud 
platforms. As part of this program, we build online 
learning platforms, provide digital skills training to 
teachers and students, and develop quality courses for 
pilot countries. Our goal is to ensure the continuity 
and quality of learning under both normal and crisis 
situations and provide inclusive, equitable quality 
education for all children.
In 2022, we visited pilot schools to assess their existing 
digital tools and provide digital skills training to seed 
teachers, and also released a policy framework. In 
Ghana and Ethiopia, we provided technical solutions 
and evaluation reports for 34 pilot schools to help them 
make better use of open learning resources. In Egypt, 
we launched a training program to help teachers 
in underserved communities improve their ICT and 
distance learning capabilities. So far, 300 teachers 
have been trained through this program.

162       Huawei Investment & Holding Co., Ltd.
Nature Guardians
An offline AudioMoth acoustic monitoring device deployed on a 
fruit tree on a farm in Italy
DigiSchool in China: Improving Scientific and Technological Literacy in K–12 Schools
Huawei and Rainforest Connection (RFCx) are 
using the solar-powered Nature Guardian acoustic 
monitoring system, enabled by Huawei’s cloud and 
AI technologies, to identify the sounds from the 
surrounding environment. This system helps rangers 
identify sounds of environmental threats in real time 
and allows conservationists to study and protect local 
biodiversity based on the collected acoustic data. By 
the end of 2022, Nature Guardians had been deployed 
in 37 protected areas around the world, covering 
forests, wetlands, and oceans.
In Austria’s Neusiedler See-Seewinkel National Park, 
the acoustic data collected by the Nature Guardian 
system gives conservationists insights into the status 
of the wetland and helps them study its effect on birds 
and amphibians in different seasons.
In Italy, Huawei and the World Wide Fund for 
Nature (WWF) have launched two projects. The first 
project aims to prevent illegal activities such as bird 
trapping, motocross, and firework displays in the three 
protected oases using the Nature Guardian system. 
So far, the devices have sent over 2,000 real-time 
alerts on sounds potentially associated with illegal 
activities, prompted over 30 field checks, and helped 
automatically recognize 49 species. The second project 
selected eight farms between the Alps to Sicily. A 
cloud- and AI-powered monitoring system has been 
deployed to compare biodiversity in agricultural areas 
managed using organic methods with biodiversity in 
The DigiSchool at No. 18 Elementary School of Xixia District, 
Yinchuan, Ningxia, China
areas managed using conventional methods. The goal 
of this project is to develop inclusive, healthy, and 
sustainable agricultural practices.
In Sarawak, Malaysia, Huawei and its partner also 
provided technical training to local forest rangers who 
deployed Nature Guardians, allowing them to remotely 
monitor activities in the rainforest in real time during 
the COVID-19 pandemic. A total of 34 alerts were 
issued for illegal logging activities after the system 
detected the sounds of chainsaws.
To improve the scientific and technological literacy 
of teachers and students in rural schools, Huawei 
launched the DigiSchool project in China in partnership 
with universities and other partners. Through this 
project, we developed a series of inquiry-based and 
multidisciplinary science and technology courses based 
on the STEAM education approach, K–12 education 
curriculum guide, and cutting-edge ICT know-how and 
practices. The courses were delivered by university 
volunteers, Huawei’s retired employee volunteers, and 
teachers from local schools.
By the end of 2022, the courses had been delivered 
in 20 rural elementary schools in Ningxia and Jiangxi 
provinces, benefiting more than 2,500 teachers and 
students. This program has improved rural teachers’ 
digital literacy and inspired new curiosity into science 
and technology among students.
Conserving Nature with Technology
According to a report released by the United Nations Environment Programme, biodiversity loss is one of the three 
main environmental crises facing humanity. The 2022 UN Biodiversity Conference (COP 15) ended with a landmark 
agreement to protect at least 30% of Earth’s lands and oceans by 2030. Under this agreement, signatories must 
take immediate action to not only jumpstart the implementation of the new Global Biodiversity Framework, but 
also to continue to accelerate and upscale the implementation of their National Biodiversity Strategies and Action 
Plans as we work together towards realizing the shared vision of living in harmony with nature and securing a 
sustainable future for all. Huawei is working closely with global environmental protection organizations, customers, 
and partners on projects that explore the use of ICT to protect forests, wetlands, and oceans, and increase the 
efficiency of biodiversity and natural resource protection and management.

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Enabling Inclusive Health and Well-being
Huawei believes that no one should be left behind in the digital world, and that everyone should have equal access 
to technology and the wonderful experiences that it can bring to their lives. As the world’s population ages faster 
than ever, we need to pay more attention to senior citizens who are struggling to integrate into the digital world. 
This is also an important area of focus of Huawei’s TECH4ALL initiative.
Tech4Nature
Digital Literacy Training for Senior Citizens: Helping Them Navigate Digital Life
Jaguar pawprints identified in the Dzilam State Reserve, Yucatan 
Peninsula, Mexico
A lecturer teaches photography techniques to a senior citizen
Since 2020, Huawei and IUCN have jointly 
implemented multiple Tech4Nature projects around 
the world, including pilot projects in Switzerland, 
Spain, China, Mexico, and Mauritius. The aim of 
Tech4Nature is to develop technology-based solutions 
for 300 protected areas to improve the efficiency of 
nature conservation efforts.
In Mexico’s Dzilam State Reserve, Huawei and a 
local partner deployed 20 infrared cameras and 60 
acoustic monitoring devices, covering an area of nearly 
20 square kilometers. Nearly 20,000 images, 710 
videos, and 170,000 audio recordings have since been 
collected in the area, including those of 50 endemic 
species including jaguars.
In China’s Hainan Bawangling National Nature 
Reserve, a real-time monitoring solution consisting 
of acoustic monitoring devices, wireless connections, 
cloud services, and AI can accurately identify the 
calls of Hainan gibbons, which are listed as “critically 
endangered”. The solution’s current recognition 
accuracy has reached 89.2%. In the future, it will be 
possible to automatically identify and classify their 
vocalizations, opening the gateway to potentially 
creating a unique voiceprint for each gibbon.
In a natural park in Barcelona, we also deployed an 
alarm detection system consisting of cameras, GPS 
The theme of the 2022 World Telecommunication and 
Information Society Day was “Digital Technologies for 
Older Persons and Healthy Ageing”. ICT companies 
around the world have taken on the task to improve 
digital inclusion and fulfill their social responsibilities 
by helping senior citizens integrate into and benefit 
from the digital world.
Huawei has leveraged its own ICT expertise to support 
an initiative launched by the Beijing University for 
Seniors that provides digital literacy training to senior 
citizens. This program offers both online and offline 
courses teaching senior citizens how to use basic 
smartphone functions and 10 other related subjects, 
including shopping online and guarding against online 
fraud.
receivers, and a cloud platform, to help park managers 
improve tourism management while reducing human 
disturbance in breeding areas of the Bonelli’s eagle.
In Switzerland and Mauritius, Huawei and its partners 
ran pilot projects to improve accounting on carbon 
sinks in a protected forest area and monitor and 
restore a coral reef ecosystem, respectively, using 
technologies like blockchain, wireless networks, and 
cloud. 
Since its launch two years ago, the initiative has been 
rolled out in multiple branches of Beijing University 
for Seniors as well as dozens of community centers 
and nursing homes. By the end of 2022, 135 training 
sessions had been provided, benefiting more than 
12,000 senior citizens.

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Huawei’s Mobile Money Solution: Advancing Financial Inclusion for All
Mobile payment makes Kenyans’ lives more convenient
Huawei is committed to working with its global 
partners to promote financial inclusion and improve 
lives by bringing equal, effective, comprehensive, and 
convenient digital financial products and services to 
every person and organization.
The Huawei Mobile Money solution is one part of our 
efforts to bridge the digital divide through mobile 
communications technologies and digital payment 
platforms. This solution aims to give unbanked people 
access to affordable and reliable financial services such 
as online deposits and withdrawals, mobile payments, 
remittance, loans, insurance, and savings management. 
These services are particularly impactful for low-
income and remote communities that lack access 
to traditional financial services. The Huawei Mobile 
Money solution is also geared towards empowering 
micro-, small-, and medium-sized enterprises.
By the end of 2022, Huawei had provided inclusive 
financial services to more than 400 million people in 
Driving Inclusive Digital Development
Traditional banking and financial services are expensive and require in-person support, making them out of reach 
for more than 1.7 billion adults across the globe. In 2005, the United Nations called upon organizations around the 
world to improve financial inclusion and ensure that responsible and sustainable financial services are available for 
all, especially those in rural and other impoverished areas who are often neglected by traditional financial services.
Security and Trustworthiness
As the world grows more interconnected, digital, and intelligent, cyberspace is becoming an integral part of 
life, business, and the economy. While digital technologies like cloud computing, big data, AI, and 5G are 
creating unprecedented new value for society, the world is also growing increasingly vulnerable. As digital assets 
increase, attack surfaces are continuing to expand, security vulnerabilities are being exploited more frequently, 
and cyberspace as a whole is becoming increasingly unsecure. These are making cyber security assurance more 
important than ever.
We must continuously improve cyber security and network stability to safeguard the development of our 
digital economy, which entails both challenges and opportunities. That means building digital trust and making 
critical infrastructure both more secure and more resilient. That means guiding enterprises through the digital 
transformation process. That means implementing management and technical measures to control risks, ensuring 
compliance, and protecting both networks and data. That also means giving people access to stable ICT services 
during major incidents like natural disasters and pandemics.
Cyber Security and Privacy Protection
Huawei has continued to make cyber security and privacy protection a top priority. We are committed to 
confronting cyber security and privacy challenges and seizing related opportunities through management 
transformation, technological innovation, and open collaboration. We are committed to fostering a better life for 
all in the future digital world where personal data is lawfully used and always protected by offering secure and 
trustworthy products, solutions, and services.
Openness and Transparency
Cyber security and privacy protection are a shared responsibility, and all stakeholders need to tackle this global 
challenge together. We are committed to strengthening communication and collaboration with all stakeholders 
and promoting common security standards, technological innovation, security governance, testing, and verification. 
We look forward to ongoing collaboration with all stakeholders to build cyber security and privacy protection 
capabilities, share value, and embrace both challenges and opportunities.
(For further information, see the Cyber Security and Privacy Protection section on pages 79 to 83 of this report.)
over 20 developing countries, such as Kenya, Ethiopia, 
Bangladesh, Pakistan, and Tanzania.

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Supporting Stable Communications
In the information age, communications technologies do more than just enrich our day-to-day lives. They have 
proven vital in times of need, supporting all sorts of important occasions like disaster relief, pandemic responses, 
and major events. As an ICT infrastructure provider, Huawei’s primary responsibility is to support stable operations 
and services of customer networks, giving people access to ICT services anytime and anywhere.
In 2022, more than 5,000 of our professional engineers worked side by side with customers around the clock to 
safeguard global communications networks and provide support during over 300 major events and emergencies.
Network Support During the FIFA World Cup Qatar 2022
During the 22nd FIFA World Cup held in Qatar, 
Huawei partnered with local carriers to support 
wireless communications in all eight stadiums and 
deployed end-to-end solutions at seven. This high-
profile event lasted 28 days, included 64 matches, and 
attracted more than 1.4 million tourists. Ensuring every 
corner of Doha had 5G coverage and building the 
world’s first 8K live broadcast system was a massive 
undertaking.
To ensure stable network operations with zero 
interruptions, zero accidents, and superior user 
experience, Huawei’s project team spent over 400 days 
to prepare for the event. Advanced technologies such 
as AR-assisted operations and maintenance and large 
digital screens were used to help our partners deliver a 
superior experience for nearly three million cumulative 
visitors in the stadiums and billions of streamers 
watching the matches live online. During the event, 
network throughput rose by more than 80%, with a 
single game generating network traffic that was up 
to three times that of the previous World Cup. The 
number of roaming subscribers watching the event 
also grew by 40%. All of these numbers were hitting 
record highs. Together with our partners, we delivered 
a superior network experience for audiences all over 
the world.
Restoring Communications Services During the 2022 Pakistan Floods
Huawei’s emergency support team takes a boat to the disaster-
affected area to restore local communications services
In August 2022, Pakistan was rocked by 
record-breaking floods, with the government declaring 
a state of emergency on August 25.
In response to this life-or-death crisis, Huawei Pakistan 
immediately set up an emergency support team to 
minimize losses caused by network interruptions. 
Before the floods, we had already prepared 32 
contingency plans and significant stockpiles of spare 
parts for possible disasters. So, our team was able to 
get key spare parts to affected sites within 12 hours 
and help our customers restore backbone networks 
within 36 hours. They stayed at the customer’s 
network management center and core equipment 
room around the clock for three consecutive weeks to 
provide support. Our team, alongside our customers, 
recovered 99% of network services. No secondary 
network accidents were caused by  
optic-fiber transmission interruptions or network 
signaling storms.
A Huawei engineer tests the signal in a stadium during the FIFA 
World Cup Qatar
Note: Huawei was not a supplier or sponsor of the FIFA World Cup Qatar 2022.

166       Huawei Investment & Holding Co., Ltd.
Business Continuity Management
Through years of sustained investment, Huawei has established a business continuity management (BCM) system for 
domains such as R&D, procurement, manufacturing, logistics, and global technical services. This system covers our 
end-to-end processes, from suppliers to Huawei and on to our customers. As part of this system, we have developed 
and established effective measures to drive BCM and emergency response upskilling across organizations, allowing 
them to manage risks that arise during their daily work. Specifically, we have built up management organizations, 
processes, and IT platforms, embedded key BCM elements into our product development and supply management, 
prepared business continuity plans and emergency management plans, and organized BCM training and drills for 
employees.
(For further information, see the Improving the BCM System section on pages 72 to 73 of this report.)
Environmental Protection
Green and low-carbon development is rapidly becoming a global priority. Huawei believes that digital technology 
will be a key enabler of nature conservation, green development, and response to environmental challenges. 
Digitalization and decarbonization build upon each other and can together promote green development. For 
years, we have followed our pledge of “Tech for a Better Planet” to proactively address climate and environmental 
challenges. We use innovative ICT solutions to protect our shared home by focusing on three areas: advancing 
energy conservation and emissions reduction, promoting renewable energy, and contributing to a circular economy.
Advancing energy 
conservation and 
emissions reduction
Promoting renewable energy
Contributing to a circular 
economy
We use managerial and technical 
measures to reduce the carbon 
footprint of our products. We also 
engage with our upstream and 
downstream partners to reduce their 
environmental impacts and work 
together to build a greener supply 
chain. Our innovative ICT solutions 
can help other industries reduce their 
carbon emissions, and we take every 
responsible step that we can to cut 
carbon emissions.
We use technologies like 
photovoltaics and AI to improve the 
efficiency of utilizing and generating 
electricity from renewable energy, 
drive the transition to renewable 
energy, and provide green power for 
the intelligent world.
We are moving to a less resource-
intensive and more sustainable mode 
of development. Our actions include 
selecting more eco-friendly materials, 
reducing the use of raw materials, 
making products more durable and 
easier to disassemble, and improving 
our product recycling program.
While actively pursuing green development during our own 
operations, Huawei has also envisioned green development 
trends for key industries by 2030 (for details, see the Green 
Development 2030 report). Through these efforts, we hope 
to work with our industry partners to create greater business 
value for our customers, continuously use our innovative 
digital technologies to help other industries conserve energy 
and reduce emissions, and ultimately, contribute to global 
sustainable development.
In fact, Huawei’s continuous efforts in environmental protection 
have been recognized by the environmental non-profit CDP, 
which placed Huawei on its 2022 “Climate A List” and also 
awarded our company the “Excellent Environmental Leadership 
Award”.

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Promoting Renewable Energy
Major economies around the world are increasingly focused on energy development strategies that reduce their 
dependence on fossil fuels. These strategies are also a key part of green development in the energy sector. At 
Huawei, we prioritize the use of renewable energy in our own operations wherever possible. In 2022, we used 
about 350 million kWh of electricity from renewable energy sources and 1.8 billion kWh from clean energy sources. 
Our campuses in Shenzhen and Dongguan are now fully powered with clean energy. Our digital power subsidiary 
also aims to drive an energy revolution by focusing on clean power generation, transportation electrification, and 
green ICT power infrastructure. By the end of 2022, our digital power solutions had helped customers generate 
695.1 billion kWh of green power and save 19.5 billion kWh of electricity.
Huawei’s Smart PV Solution Turns a Desert into a Horse-shaped Power Station in Inner 
Mongolia, China
In the Kubuqi Desert of Inner Mongolia, the State Power Investment Corporation used Huawei’s smart PV solution to 
build a 300 MW solar power station. The power station located in Dalad Banner, an administrative region in Inner 
Mongolia, boasts 196,000 solar panels that were installed in the pattern of a galloping horse. By the end of 2022, 
the power station had produced 2.566 billion kWh of green electricity, equivalent to saving 1.027 million tons of coal 
equivalent and reducing carbon dioxide emissions by 2.56 million tons. The project has also fixed more than 1,000 
hectares of sand.
Advancing Energy Conservation and Emissions Reduction
For years, Huawei has improved our products, operations, and supply chain management to support green and 
low-carbon development. Every department of our organization has incorporated green development goals into 
their strategic plans, product and business designs, and processes. In doing so, we want to minimize carbon 
emissions at the very source. We carefully manage our logistics carbon emissions through a visualization platform. 
We also use a systematic supplier management mechanism to encourage our top 100 and energy-intensive 
suppliers to collect statistics on carbon emissions and implement emissions reduction projects. In addition, we work 
closely with our partners in transportation, energy, campus, and other industries to explore how digital technology 
can be used to accelerate the shift toward green and low-carbon development.
Managing Logistics Carbon Emissions Through a Visualization Platform
To build a green supply chain, Huawei built a supply chain carbon calculation architecture in 2022 based on 
international carbon calculation standards and the logic behind its global supply network. This architecture makes 
carbon emissions visible throughout the global logistics and warehousing cycle. We employ a logistics carbon 
emissions visualization platform that supports multi-dimensional carbon emissions calculation by country, customer, 
and project. This platform helps our business departments dynamically predict the effects of different measures on 
our carbon emissions, and also helps us better measure our emissions, evaluate our carbon reduction efforts, and 
trace our carbon footprints.
Transportation in China
Goods return
Raw 
materials
Self-pickup of 
raw materials
Semi-finished 
product transport
Finished 
product transport
Carbon emissions from 
warehousing
International 
transport
Local dispatch
Raw material 
warehouse
Semi-finished 
product warehouse
Finished product 
warehouse
Central 
warehouse
Customer
Management model of Huawei’s logistics carbon emissions visualization platform

168       Huawei Investment & Holding Co., Ltd.
A horse-shaped power station in Inner Mongolia that has generated 2.566 billion kWh of green power using Huawei’s smart PV solution
Contributing to a Circular Economy
Huawei is committed to building a business model that incorporates circular economy practices and a closed-loop 
value chain. We are pursuing more eco-friendly materials, more durable products, greener packaging, and less 
waste throughout our product lifecycles so that all resources can be efficiently used, reused, and recycled. In 2022, 
Huawei provided support services to upgrade more than 100 older device models to HarmonyOS 3. So far, nearly 
600,000 used devices have been re-sold through our trade-in program. We also pursue green packaging for our ICT 
and consumer products. Last year, we reduced packaging waste by 10,256 tons (including 1,190 tons of plastic). 
In the past year, our ICT business disposed of 13,404 tons of e-waste, with only 0.63% going to landfills. Our 
consumer business disposed of 2,884 tons of e-waste, none of which went to landfills.
The solar panels do far more than just generate electricity. Local residents have been able to plant herbs and shrubs 
under the panels and cash crops like desert false indigo and Mongolian milk vetch between the arrays. This prevents 
further erosion of the land between the panel arrays and contributes to wind and sand fixation and ecosystem 
restoration. This power station serves as a perfect example of how PV can support desertification control and plans to 
replicate this success are being made in other desert lands of western China.
Recycling Discarded Devices to Reduce e-Waste
Huawei reuses and recycles discarded devices, contributing to the 
circular economy
When scrapping discarded devices, we extract most of the raw materials for recycling, and also consider resource 
reuse during device repairs. For example, we refurbish used screens and resell them after they have passed strict 
tests at nearly half the price of a new one. In 2022, we added smart watch screens to our refurbished offerings at 
a discounted price. These initiatives provide financial incentives to consumers while cutting down waste.
We also extract and reuse raw materials from 
discarded devices and parts. This involves 23 processes, 
including deforming, scanning, sorting, magnetizing, 
unsoldering, tin stripping, shredding, and heavy metal 
extraction. By partnering with specialized suppliers, we 
have taken measures that mitigate the negative impact 
that used mobile phones have on the environment, 
and enable us to reuse certain plastics and metals like 
aluminum, copper, and steel which would otherwise 
end up at landfills.

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As an advocate of a healthy work-life balance, Huawei works to improve employees’ lives through better environments and activities both 
on and off the clock
Healthy and Harmonious Ecosystem
The purpose of a company is to engage all its stakeholders in shared and sustained value creation. As a responsible 
enterprise, Huawei remains committed to openness and collaboration for shared success. We aim to bring in 
outstanding global talent while also unleashing the potential of our existing teams. In addition, we work with 
our industry and ecosystem partners to build a healthy and harmonious business ecosystem, and ultimately bring 
digital to every person, home and organization for a fully connected, intelligent world.
Caring for Employees
Our dedicated employees are the company’s most important asset, as it is only through them that we can create 
value. Huawei endeavors to take a positive, open, and diverse approach to human resources. There are no fixed 
rules for identifying or deploying talent at Huawei. We encourage our employees to explore uncertainties, develop 
a skilled localized workforce, and guide employees to keep learning through competency and qualification 
assessments. We are also working relentlessly to improve the working and living environments of our employees. 
To achieve this, we provide high-quality office, catering, leisure, and fitness services for employees, and organize 
different team building activities to inject vitality into the organization and improve employees’ physical and mental 
health.
Healthy Work-Life Balance
Huawei is an advocate of a healthy work-life balance. We are committed to offering employees a safe, comfortable 
workplace, and improving their work and living conditions. We operate facilities like canteens, cafes, gyms, and 
libraries. We also provide prayer rooms on our campuses and lactation rooms for nursing mothers. These facilities 
help us provide quality services that meet the diverse needs of our employees. We also organize team activities 
around the world to create a positive organizational climate. We encourage employees with shared hobbies to form 
recreational communities, which include music clubs, dance clubs, reading clubs, running clubs, and photography 
clubs.

170       Huawei Investment & Holding Co., Ltd.
Business Ethics
We are committed to conducting business with integrity, adhering to business ethics, and observing all 
applicable laws and regulations in the countries and regions where we operate. This is a guiding principle for 
our management team. For years, we have worked hard to build a compliance management system that aligns 
with industry best practices and embedded compliance management into every link of our business activities and 
processes. These efforts continue to this day. Huawei values and works hard to create a culture of integrity, and 
requires all employees to comply with its Business Conduct Guidelines.
(For further information, see the Regulatory Compliance section on pages 73 to 75 of this report.)
Supply Chain Responsibilities
Corporate social responsibility (CSR), or corporate sustainable development (CSD), is an important part of Huawei’s 
procurement strategy. Our CSR management system in procurement was designed in accordance with international 
standards like the UN’s Guiding Principles on Business and Human Rights, the OECD’s Due Diligence Guidance for 
Responsible Business Conduct, and the IPC-1401 Corporate Social Responsibility Management System Standard.
Our CSR agreements signed with suppliers are prepared according to internationally recognized industry 
standards such as the Responsible Business Alliance (RBA) Code of Conduct and the Joint Audit Cooperation (JAC) 
Supply Chain Sustainability Guidelines. We require all of our suppliers to sign the agreements and cascade our 
requirements to their suppliers.
We have incorporated CSR requirements into all parts of our supplier management process, from supplier 
admission, qualification and selection to performance appraisals and portfolio management, and we work closely 
with customers and industry organizations to help suppliers continually improve. In 2022, Huawei continued to 
optimize its CSR management system in procurement, shared due diligence management information with more 
than 40 customers, nominated three suppliers to participate in the JAC’s joint audits, and shared our audit results 
with customers.
In 2022, we assigned CSR risk ratings to more than 1,600 major suppliers, which represented over 90% of our 
procurement spending, and conducted onsite audits on 190 new suppliers and existing suppliers that posed 
medium or high risks. The results of these audits informed our supplier performance assessments and supplier 
selection decisions.
We also conducted more than 900 EHS audits on our subcontractors around the world. When we discovered 
problems during an audit, we helped the supplier use the CRCPE (check, root cause analysis, correct, prevent, 
evaluate) methodology to identify common problems and encouraged them to make improvements until the 
problems were resolved.
Helping Suppliers Reduce Carbon Emissions to Build a Green Supply Chain
As a leading global provider of ICT infrastructure and smart devices, Huawei understands the critical importance 
of sustainable development within the global supply chain. We work closely with our partners to reduce the 
environmental impact of enterprises’ production and operation activities and facilitate this shift within our supply 
chain toward green and low-carbon development.
Huawei held its second Supplier Carbon Emissions Reduction Conference in May 2022 to pass on our supply 
chain strategies and requirements for carbon emissions reduction to suppliers. At the event, we also updated 
our suppliers on the status of global carbon emissions reduction, our initiatives and requirements for them, and 
presented awards to suppliers who had performed admirably in this regard over the last year. We invited these 
suppliers to share their best practices and discuss how we could further cut emissions. All suppliers attending the 
conference expressed their full understanding of Huawei’s emissions reduction requirements and their commitment 
to action.

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As cross-border exchanges became possible again 
in 2022, we brought back many offline activities for 
Seeds for the Future outside China. In Thailand, where 
the Seeds for the Future program was first launched, 
students from 16 Asian countries enjoyed a nine-day 
cross-cultural digital journey. At our Accelerator 
Camp in Singapore, we provided one-week advanced 
mentorship to the winning teams of Huawei Asia 
Pacific Seeds for the Future Tech4Good Competition 
on how to translate ideas into market-ready offerings. 
In Spain, European Seeds for the Future alumni spoke 
at the UNESCO World Higher Education Conference. In 
Tunisia, Seeds for the Future alumni from 20 countries 
attended the Alumni Reunion event, where they took 
part in activities like digital leadership workshops, 
sustainable development roundtables and cross-cultural 
communication. In Mexico and Greece, we held the 
Latin America and the Caribbean ICT Talent Summit 
and European Talent Summit, respectively, offering 
Seeds for the Future alumni a broader communication 
platform.
In 2022, more students participated in the second 
Tech4Good Global Competition and proposed 
innovative digital solutions that had great commercial 
and social value. The first, second, and third prizes were 
respectively awarded to the Irish team for the “Roll 
On” system that helps wheelchair users independently 
board trains, the Algerian team for their rust detection 
system “FarmAI”, and the Italian team for “AlarmDeck”, 
a system that tackles the alarm fatigue of healthcare 
staff. This competition showcases the innovation of 
global youth to the world.
By the end of 2022, all of Huawei’s top 100 and 
energy-intensive suppliers had collected statistics on 
their carbon emissions and implemented emissions 
reduction projects. Of the top 100 suppliers, 67% 
already use clean energy, 13% have set science-based 
targets, and some have made commitments to achieve 
carbon neutrality ahead of 2050 – a target set by the 
UN. These efforts have led to a noticeable decline in 
the emissions intensity of Huawei’s supply chain over 
the past few years.
Community Responsibilities
Huawei is committed to creating value for the communities where we operate. We believe communications 
networks have a critical role to play in connecting the unconnected and providing access to information across all 
boundaries. Achieving these goals will have a huge impact on socioeconomic development. As more countries and 
regions become increasingly interconnected, we have been working more closely with governments, customers, 
companies, and non-profit organizations to roll out social contribution programs. These programs aim to protect 
the environment, provide education opportunities, and develop skilled ICT workforces. In addition, we are 
committed to giving back and donating to the countries and regions in which we operate so that we grow hand in 
hand with local communities and drive local socioeconomic recovery.
Offline Seeds for the Future Activities Return, with Tech4Good Competition Showcasing 
the Innovation of Global Youth
Launched in 2008, Huawei’s Seeds for the Future program takes many different forms, including intensive, 
short-term training, alumni reunion events that foster long-term exchanges, and the annual Tech4Good Global 
Competition. These projects aim to help outstanding students better understand ICT and digitalization. Seeds for 
the Future participants can then apply what they learn in the program to build local digital communities, while also 
building connections with other outstanding digital talent and future leaders from around the world to accelerate 
local digital transformation.
2022 Huawei Supplier Carbon Emissions Reduction Conference, 
where we shared our carbon emissions reduction strategies and 
requirements with suppliers and presented awards

172       Huawei Investment & Holding Co., Ltd.
Huawei’s flagship CSR program Seeds for the Future is dedicated to cultivating digital talent and promoting digital transformation of local 
communities
Since the Seeds for the Future program started in 2008, Huawei has launched various education programs, 
including scholarships and technology competitions. In July 2021, Huawei integrated these education programs 
and officially launched the Seeds for the Future 2.0 program. This program aims to help professionals working in 
different industries, including the public sector, improve their digital skills and nurture leadership. It also organizes 
competitions to motivate university students. As part of the program, Huawei provides training on basic digital skills 
to local communities. By the end of 2022, the program reached more than 150 countries and benefited more than 
2.43 million people.
Promoting Gender Equality and Cultivating Female Leadership in the Tech Industry
Huawei launched the Women in Technology initiative in 2020, through which we have initiated a number of 
projects in many countries, including the 27 EU member states, South Africa, Morocco, the UAE, Argentina, Brazil, 
Thailand, and Indonesia. With a philosophy of “Tech for Her, Tech by Her, Tech with Her”, the initiative aims 
to use Huawei’s technologies and platforms to improve women’s well-being, help more women enter the tech 
industry, and cultivate female leadership. With this initiative, we also want to build and maintain a female-friendly 
environment in tech communities to improve women’s representation in the tech industry.
In 2021, Huawei launched the European Leadership Academy as its flagship program for women in Europe. In 
2022, two editions of the Schools for Female Leadership in the Digital Age, and a ground-breaking edition of 
the Women’s Academy for Rural Innovation were organized, all focusing on enhancing women’s leadership and 
strengthening their digital skills. Most of the participants were college students. For each of the schools organized 
by the European Leadership Academy, Huawei provided full scholarships to 29 outstanding young women, 
representing 27 EU member states and two EU candidate countries. We also gave them a week-long MBA-style 
education covering technology and leadership, as well as other core skills, such as public speaking, negotiation in a 
global context, and sustainability. During each edition, Huawei also invited European thought leaders, policymakers, 
CEOs, and industry experts to provide top-level lectures and skills training sessions for the 29 women. The topics 
discussed included building a sustainable and inclusive society and the importance of digital skills for global 
progress.

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Respecting Human Rights
Huawei believes that connectivity is a basic right for every human being. We are committed to building better 
network connectivity and providing convenient and affordable information and communications services to billions of 
people around the world using our innovative technologies. Ubiquitous broadband and connectivity will create jobs, 
promote development, decrease poverty, and improve quality of life. In addition, connectivity will help us respond to 
global challenges, reduce the human impact on the environment, and provide essential communications services to 
support rescue and relief efforts during natural disasters.
A student participating in discussions at the European Leadership Academy
Huawei is committed to adhering to all applicable 
international conventions and national laws and 
policies, and respects all basic human rights as 
promoted by the Universal Declaration of Human 
Rights. We develop products and services in compliance 
with international standards and certifications. We strive 
to ensure that our business activities will not cause or 
contribute to any adverse impacts on human rights. 
Huawei has been a member of the United Nations 
Global Compact (UNGC) since 2004, and a member 
of the Responsible Business Alliance (RBA) since 2018. 
In addition, Huawei is committed to the UN’s Guiding 
Principles on Business and Human Rights and standards 
released by the International Labour Organization.
Key Areas
Huawei’s Corporate Sustainable Development 
Committee is responsible for overseeing any human 
rights risks that may exist within our business activities 
or supply chain, and strengthening our management 
of key areas that may have an impact on human 
rights.
■	 Ensuring that technology is used to benefit 
humanity: Technology should be used to enhance 
human, social, and environmental well-being. 
Huawei firmly opposes the misuse of technology 
that has an adverse impact on human rights. We 
carefully evaluate the long-term and potential

174       Huawei Investment & Holding Co., Ltd.
impact of our new technologies on society based 
on widely recognized industry standards in the 
design, development, and use of our products, 
and work hard to ensure that our products and 
services are used in accordance with their intended 
commercial purpose. To address the unknown risks 
that may arise from the widespread use of new 
technologies, Huawei has expanded its existing 
processes and governance programs, and we are 
committed to working with our suppliers, partners, 
and customers to manage any potential adverse 
impact of technology development.
■	 Protecting privacy: Huawei attaches great 
importance to privacy protection, and we take 
our responsibilities seriously. We are committed 
to complying with all applicable privacy laws 
worldwide, including China’s Personal Information 
Protection Law and the EU’s General Data 
Protection Regulation (GDPR). Huawei has 
embedded privacy protection requirements into 
our corporate governance and every phase of our 
personal data processing lifecycle. We follow the 
principles of privacy and security by design and by 
default and conduct privacy impact assessments 
before the release of any product or service, 
paying careful attention to sensitive personal 
data or sensitive usage. Huawei also requires its 
suppliers to comply with requirements for personal 
data protection. In addition, Huawei requires 
all of its employees to receive privacy training 
to enhance their understanding of the domain, 
and we encourage our employees to participate 
in professional privacy certification programs. 
More than 480 Huawei employees have been 
certified by the International Association of Privacy 
Professionals, placing Huawei among the top 
companies globally in this regard.
■	 Safeguarding labor rights: Huawei supports 
and protects the rights of its employees through 
detailed, equitable regulations that cover all stages 
of an employee’s relationship with the company, 
including recruitment, employment, and exit. We 
are committed to providing equal opportunities 
for all employees. When it comes to employee 
recruitment, promotion, and compensation, we 
do not discriminate against anyone on the basis 
of race, religion, gender, sexual orientation, 
nationality, age, or disability. We prohibit the use 
of forced labor, whether overt or covert, and all 
use of child labor.
■	 Maintaining a responsible supply chain: 
Huawei has established a CSR management 
system in procurement in accordance with the 
UN’s Guiding Principles on Business and Human 
Rights and the OECD’s Due Diligence Guidance for 
Responsible Business Conduct. Our CSR agreements 
signed with suppliers are prepared according to 
internationally recognized industry standards 
such as the Responsible Business Alliance Code of 
Conduct, the Joint Audit Cooperation Supply Chain 
Sustainability Guidelines, and IPC-1401 Corporate 
Social Responsibility Management System Standard. 
During this process, Huawei also works closely with 
its supply chain, both upstream and downstream. 
In addition, we comply with our customers’ 
sustainability requirements and conduct joint audits 
with them. We also require our direct suppliers 
to cascade our requirements to their sub-tier 
suppliers, asking them to respect the rights of their 
employees and comply with all legal requirements 
regarding environmental protection, health and 
safety, privacy, and anti-bribery compliance. 
Together, our goal is to create a responsible supply 
chain. Huawei has a comprehensive qualification 
process for all new suppliers, and carries out 
risk-informed annual audits on current suppliers. All 
suppliers are evaluated based on their sustainability 
performance, the results of audits, and the 
completion of any corrective actions. Huawei has 
a zero-tolerance policy towards the use of forced 
labor. If a supplier is found to have violated this 
policy, we will take disciplinary action against them 
like terminating our business relationship. To date, 
no use of forced labor has been discovered among 
our suppliers.
Respecting human rights has been a long-standing 
focus for Huawei. While remaining committed 
to observing applicable laws, regulations, and 
standards, we actively communicate with international 
organizations, governments, and industry institutions 
to develop human rights standards and guidelines in 
the use of new technologies. At the same time, we will 
continue to optimize management mechanisms and 
work with our suppliers, partners, and customers to 
promptly identify, manage, and mitigate any human 
rights risks or adverse impacts.
For more details, please see
the Huawei 2022 Sustainability Report.

2022 Annual Report
        175
Abbreviation
Full Name
3GPP
3rd Generation Partnership Project
AC
Audit Committee
ACM
Association for Computing Machinery
ADN
Autonomous Driving Network
AI
Artificial Intelligence
AICC
Artificial Intelligence Contact Center
AII
Alliance of Industrial Internet
aPaaS
Application Platform as a Service
ARPU
Average Revenue Per User
AZ
Availability Zone
BCGs
Business Conduct Guidelines
BCM
Business Continuity Management
BG
Business Group
BOD
Board of Directors
BU
Business Unit
CAGR
Compound Annual Growth Rate
CBS
Converged Billing Solution
CCSA
China Communications Standards 
Association
CEM
Customer Experience Management
CFO
Chief Financial Officer
CSR
Corporate Social Responsibility
DC
Data Center
ECC
Electronic Communications Committee
EHS
Environment, Health, and Safety
ELAA
Extremely Large Antenna Array
EMEA
Europe, the Middle East and Africa
ESG
Environmental, Social, and Governance
ESS
Energy Storage System
ETSI
European Telecommunications 
Standards Institute
EV
Electric Vehicle
FA
Feature Ability
FTTH
Fiber to the Home
FTTR
Fiber to the Room
Abbreviation
Full Name
FVOCI
Fair Value Through Other 
Comprehensive Income
FVPL
Fair Value Through Profit or Loss
GIO
Global Industry Organizations
GPO
Global Process Owner
GSMA
Global System for Mobile 
Communications Association
HCIE
Huawei Certified ICT Expert
HDR
High Dynamic Range
HMS
Huawei Mobile Services
ICT
Information and Communications 
Technology
IETF
Internet Engineering Task Force
IFRS
International Financial Reporting 
Standards
IoT
Internet of Things
IP
Internet Protocol
IPD
Integrated Product Development
ISO
International Organization for 
Standardization
ISP
Internet Service Provider
IT
Information Technology
ITU-T
International Telecommunication 
Union-Telecommunication 
Standardization Sector
IUCN
International Union for Conservation of 
Nature 
MEC
Multi-access Edge Computing
NCIe
Network Carbon Intensity Energy
O&M
Operations and Maintenance
OECD
Organisation for Economic Co-
operation and Development
ONT
Optical Network Terminal
OS
Operating System
OTN
Optical Transport Network
Abbreviations, Financial Terminology, and Exchange Rates

176       Huawei Investment & Holding Co., Ltd.
Financial Terminology
Operating profit
Gross profit less research and development expenses, selling and administrative expenses, plus other (expenses)/
income, net
Cash and short-term investments
Cash and cash equivalents plus other current investments
Working capital
Current assets less current liabilities
Liability ratio
Total liabilities expressed as a percentage of total assets
Cash flow before change in operating assets and liabilities
Net profit plus depreciation, amortization, impairment, exchange loss, interest expense, loss on disposal of property, 
plant and equipment and intangible assets, and other non-operating expense, less exchange gain, investment 
income, gain on disposal of property, plant and equipment and intangible assets, and other non-operating income
Exchange Rates
CNY/USD
2022
2021
Average rate
6.7643
6.4441
Closing rate
6.9533
6.3753
Abbreviation
Full Name
OTT
Over The Top
PC
Personal Computer
PLC
Power Line Communication
POB
Performance Obligation
PV
Photovoltaics
R&D
Research and Development
SDG
Sustainable Development Goal
SFP
Security Framework and Practice
SLA
Service Level Agreement
Abbreviation
Full Name
SME
Small- and Medium-sized Enterprise
SSP
Stand-alone Selling Price
UI
User Interface
UNESCO
United Nations Educational, Scientific 
and Cultural Organization
VR
Virtual Reality
WAN
Wide Area Network
WSIS
World Summit on the Information 
Society
XR
Extended Reality

2022