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Caring for Employees
  • To ensure employees' health and welfare
  • To promote the individual value of employees
  • To enhance the well-being of employees

Huawei focuses on enhancing employees' awareness of and compliance with ethics. We attach great importance to employee health and welfare by creating a sound work environment and climate. We also ensure that dedicated employees receive reasonable and timely rewards. As the company continues to grow, wecare about our employees' career development by offering different paths for both international and local personnel to realize their own personal potential.

Total Number of Employees: 140,000+

Caring for Employees1

Huawei has operations in over 140 countries around the world. The regional employee workforce breakdown is shown in the table below. Facing this diversified and globalized employee population, Huawei wants to ensure that maximum benefits are brought to both the business andthe employees.

Caring for Employees2


Huawei's policy of equal opportunity is reflected in our recruitment, promotion, compensation, and other aspects. Huawei stipulates that there should be no discrimination in terms of race, gender, region, nationality, age, pregnancy, or disability. In addition, we haveestablished a policy for anti-discrimination and abide by the requirements of applicable laws in different locations.

Employee Compensation

While complying with the minimum wagerequirements as stipulated by local laws, Huawei has established a competitive compensation system and a set of social security and welfare mechanisms for all employees. Under these systems, the compensation Huawei offers is notlower than the requirements of local policies, including mandatory social security insurance andadditional welfare benefits. The bonus plan for Huawei employees closely relates to employee performanceand is decided on a quarterly basisbased on:

  • Responsibilities undertaken by individual employees
  • Workperformance
  • Completion of main projects

Huawei reviews the compensation scheme annually to ensurethat the scheme is balanced in terms of competitiveness and costs.

Employee Benefits

Huawei has set up a complete employee benefits system,including additional commercial insurance benefits (listed below) beyond those stipulated by local laws, and has introduced a company-wide medical assistance plan for special circumstances.

  • Commercial Personal Accident Insurance
  • Commercial Critical Illness Insurance
  • Commercial Life Insurance
  • Commercial Medical Insurance
  • Business Travel Insurance

Huawei's Total Benefit Plan Cost for global employees in 2011: CNY45.34 billion

Special Needs Employee Management Process

Huawei has established a Special Needs Employee Management Process which is used for managing female employees under "four special phases" and employees with certain physical disabilities. The management process is aimed at ensuring Huawei's compliance with applicable laws and regulations and protecting the health and rights and interests of employees in specific groups.

Overseas Local Employees

Huawei's strategy for local employees overseas:

  • Selecting, deploying, developing, and retaining excellentlocal managers andemployees
  • Deepening local employees' understandingofHuawei's core values, policies, processes, and systems

The majority of Huawei's operations outside China are sales and retail-oriented activities. In 2012, Huawei will institute a local hiring policy that seeks to employ more local people in these regions who will be responsible for coordinating with local customersto ensure smooth communication and a thorough understanding of customerneeds.

The percentage of local employeesoutside China is 72%.

Talent Management

100% of Huawei employees receive regular performance and career development reviews.

Talent Development at Overseas Locations

Huawei awards employeesaccordingto theircontributions andlength of employment at Huawei.Huaweigrantscontribution service awards to local employees who hold important managerial positions in overseas representative offices or who work in keytechnical positions if these employees satisfy the requirements for job levels, length of employment, and performance.

Local Managers: Through in-depth interaction and communication between Chinese and non-Chinese trainees as well as between trainees and management teams, we help enhance mutual understanding, facilitate integration, improve local managers' understandingof the company's core values and the role of managers, and help them meet the requirements of their positions.

Local Key Employees:To motivate local key employees to perform outstandingly, we provide job rotation opportunities at Huawei headquarters to help them better understand company operations.

Local New Employees:We provide comprehensive on-the-job training for new employees and allocate tutors during their probation period to assist them with required skills and knowledge.

BuildingEmployee Capabilities

We believe that the foundation for Huawei's progressis to build employee capabilities. Employee training is an important part of developing employee capabilities. Huawei provides employees with technical expertise and professional skills based on the business needs and individual characteristics of each position.

Caring for Employees3

-Learning Training

Huawei has instituted an e-Learning system to provide online interactive trainingtoemployeesto build up their capabilities. More than 7,500 courses were provided and over 1.5 million participants used the e-Learning platform in 2011.

Huawei University

Huawei Universitysupports Huawei's overall strategy. Currently, the most important mission of Huawei University is to disseminate Huawei's core values and management philosophy, galvanize Huawei's corporate culture, train personnel forbusiness and management, and help employees realize theirpotential.

Huawei Universityfocuses on key personnel, key abilities,leadershipdevelopment, and the dissemination of the cultureand core values through general training sessions, core learning and development programs, and cross-departmental professional skill development programs. These capability building activities involve summarizing business cases and experiences, and provide business-performance-related workshops based on key case studies and strategic focus.

Employee Health

Overtime Management Policy

Huawei's overtime management policy specifies the overallrequirements within the company. Employees followa voluntary principle for working overtime, which shall be declared and approved. Overtime shall not exceed two hours a day generally or three hours a day under special circumstances. There shall be at least one day off duty per week. Huawei has introduced the following measures to ensurethat the overtime policy is implemented:

  • Established the overtime management system for the manufacturing department where overtime is monitored through an IT platform and adjusted if too much overtime is planned.
  • Strengthenedcross-skill employee trainingto help with manpower adjustments at peak times for different products by developing employees with skills for multiple positions.
  • Carried out an overtime analysis which reviews abnormal overtime and performs an audit. The review resultsare circulated and the "Overtime Management Briefing" is prepared and released on a monthly basis.

Stress Relief

Huawei requires managers and HR departments at all levels to focus on employees' physical and mental health. In May 2011, Huawei started a "Stress Relief" initiative in departments such as R&D and the Joint Committee of Regions. This initiative is aimed at helping employees recognize their stress levels and identify the sources of their sterss.Through onsite team discussions and sharing, employees learn methods of stress relief. Through in-depth communication between managers and employees, we help create an open and upbeat team climate, strengthen mutual understanding and trust, and increase team cohesiveness.

By the end of December 2011, Huawei had organized 2,200stress self-testsfor over 63,460employees. Health and safety materials were also distributed to increase employee awareness of "caring for oneself and others". We promote the "4x1" initiative (making a friend, participating in an activity, developing a hobby, and reading a good book) to help staff alleviate stress and improve their physical and mental health.

In 2011, the manufacturing departmentorganized a "Healthy and Happy Work and Lives" seminar for frontline employeesto promote healthy living and work. The seminar was attended by over 1,200 people. Along with experts on ethics and compliance and representatives from relevant departments and the local government, we carried out health education and staff psychological counseling activities to enable employees to practice a healthy living lifestyle. In addition, our courseware, Creating Happiness Through Dedication, has been well-received among employees.

Case Study: Employee Assistance Program

The Employee Assistance Program (EAP) is an initiative that requires managers at all levels to focus on the mental health of their employees and take precautionary measures whenever they notice unusual behavior.

Huawei worked with a reputable enterprise management consulting firm to conduct a series of EAP-related training programs for its employees from March 2011 through March 2012. The EAP consists of four trainings:

  • Identification of and Assistance for Psychological Crises
  • Fulfilling Work–Enhancing Mental Competencies
  • Energy Management–Being Efficient in Work and Life
  • Management of Generation Y Employees

Huawei employees appreciated the EAP program and acknowledged its benefits.

Medical Examinations and Disease Prevention

Huaweiprovides free medical examinations for its employees, including examinations for new employees, annual examinations for regular employees, occupational health examinations, and medical examinations for overseas employees. Huawei provides professional channels to interpret employees' medical examination reports, track health problems found during the examinations, and provide guidance on how to handle health issues. Huawei alsoidentifies positions that are exposed to occupational hazardsaccording to regulatory requirements, standardizes the management of these positions, and arranges for staff to have occupational health examinations. As a result, no occupational diseases occurred in 2011.

Medical examinations for new employees


Special health checks for overseas employees


Annual medical examinations for regular employees


Occupational health examinations


In 2011, Huawei continued to focus on the prevention of infectious diseases in areas where they are prevalent and promoted the implementation oftravel health care systems across the globe. For employees working in areas where diseases are prevalent, disease prevention awareness and knowledge increased to 80% and 85% respectively, and the infection rate decreased by 10.2%.For cholera-affected areas in the Congo,dengue-affected locations in the Middle East, and flood-stricken areas in Thailand, Huawei providedemployees with full medical support and guidance. Over the course of the year, Huawei provided 2,000 emergency medical first-aid kits for employees in107 countries.