At the symposium of Huawei's supervision system held on December 1st last year, Ren Zhengfei delivered a speech on "Inside and Outside Compliance, More Food, and Escort to Win the Future." In his speech, he concluded that there is no development force without organization. Huawei's rapid development and less corruption benefit from efforts in the areas of management and control. His evaluation of the company's overall internal control supervision is that compared with Huawei's business development and organizational scale, the company's problems have been relatively small, and it is in a clear downward trend. "Should everyone send a medal, the medal is engraved with the hero Long live," Although you have a lot of problems with the company, we think that the overall situation should be good, absolute purity does not exist, and we pursue relative purity."
This speech revealed that Huawei's water flow in 2015 was 1 trillion US dollars, and last year it should be about 1.5 trillion US dollars. Ren Zhengfei said that the flow of each document may be tricky, but it is not as much as imagined. This is mainly due to the contribution of supervision and internal control. "When our sales revenue reaches 200 billion US dollars, the flow may reach 5 or 6 trillion US dollars. If such a large amount of water has not yet had a big problem, from the front, the internal control has made a great contribution."
Ren Zhengfei believes that the company does not develop because of corruption, nor does it tolerate corruption because of development. Huawei must establish strict and not evil rules to strengthen the implementation of the accountability system. At the same time, he also stressed that the work of supervising the post should be from success to scientific, procedural, improved methods, and improve skills; cadres should be audited when they leave office, and they should be audited when they are in office; internal control and supervision are not blocking speed, but making the process smoother and more speedy. fast.
The following is the speech of Ren Zhengfei at the forum of the regulatory system:
It is not easy for Huawei to establish this supervision team. An organization must have iron discipline, and without iron discipline there would be no sustainable development. The best thing about Huawei is to unite 170,000 employees and form this kind of power. The company is developing so fast, with so little corruption, thanks to our efforts in management and control. Although, in your eyes, you can still see the problems of the company in one way or another, compared with our business development, these problems have been relatively small compared to the size of our organization, and it is in a trend of significant decline. Have your credit.
I personally recommend that all employees in internal control, internal audit, audit, CEC, legal affairs, information security, directors of supervisors, etc., should have a medal for each of them if they have more than three years of supervisory work experience. The medal is engraved with "Long live the hero." Not only are you here, the employees in the frontline supervision positions are harder than you, and you can't miss them if you have good things.
First, the company does not develop because of corruption, nor does it tolerate corruption because of development.
The faster the company develops, the less management coverage is, and the more temporary vulnerabilities. Therefore, we have set up a three-layer defense line for internal control.
The first layer of defense, business supervisor / process owner, is the first responsible person of internal control, establish internal control awareness and ability in the process, not only to comply with the process, but also to comply with the substantive compliance of the process. The substantive compliance of the process is the quality of exercise. Implement the process responsibility system, the process OWNER / business managers should truly assume the responsibility of internal control and risk supervision, 95% of the risk should be resolved in the process of operation. Business executives must have two capabilities, one to create value and the other to do internal control.
The second layer of defense, internal control and risk supervision of the industry sector, for the cross-process, cross-disciplinary high-risk matters for the management of the pull, not only responsible for the construction and promotion of the methodology, but also the empowerment of all levels. The focus of the audit system is the helper of the business executives. Don't be overwhelmed. The business executives are still responsible for management. The auditing system is to help business executives manage their business maturely, identify problems, promote problem improvement, and effectively close the loop. The role of auditing and internal control is to achieve supervision in the process of helping the business complete the process. The responsibility of internal control is not in the inspection department, nor in the internal control department. This must be clarified.
The third layer of defense, the Internal Audit Department is the judicial force, through the independent assessment and after-the-fact investigation to establish a cold deterrent. The audit seized a seam and did not hesitate to investigate it in the end. If there was a big problem at the side, it would be temporarily ignored. The risk was clarified and checked through this small problem. One is vertical, the other is horizontal, there is no law, not to line up by size, what to check for what to do, so to establish a cold deterrent. Cold deterrence is to let everyone not do bad things, nor dare to do bad things.
Now the major case has established a mechanism to train the team. We must continue to manage the entry management of the documents and not pile up the mud. It is necessary to establish strict and not evil rules, and clearly identify the transactional employees who have received the supplier, the customer, the documents, and the complaints. They must post the message on the bulletin board on the same day or no later than the next day; Organize the upload and give the customer a notice. Check the audit to check if it is not an employee. In the first five years of intentional delay in the delivery of documents, the transactional staff who have received the supplier's travel vacation... have to reflect, the unsuitable employees have to enter the last phase of the resource pool, but they can still work in the province. Light can be reduced or reduced, and the virtual stock ESOP or TUP is discarded. Boldly promote the employees with strong sense of responsibility. We have achieved the greatness of the accounts on the main channel. We can promote some outstanding employees, enter the logistics and some marginal business areas, fully realize the accounting, and effectively solve the problem of the impetuous. Data transparency is the basis of regulation and the basis of anti-corruption. Second, the positive distribution of human resources is doing a lot of money. Now the company has a lot of profits, which are created. Since everyone can create them, why should they steal chickens and dogs? No need. Therefore, on the one hand, we use positive distribution to guide everyone not to make mistakes; on the other hand, use cold deterrence to control the company without major problems. In this way, as we move forward, we complete the rectification of ourselves. From chaos to order, it takes time and needs a process, so we need such a huge supervision team, standing next to us, always reminding and warning the places we need to work hard to improve.
Third, strengthen the implementation of the accountability system. In the transition period, you will be given a chance to rehabilitate by setting up a clean account. Without a clean account, everyone must be stricter. Closing a clean account is not a reduction in anti-corruption, but a further strengthening of the constraints on the team. Local justice is a form. Through the construction of the accountability system, everyone is willing to do things along the right rules, and is willing to do things with due diligence.
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