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Corporate Presentation HUAWEI TECHNOLOGIES

To Enrich Life Through Communication. Corporate Presentation HUAWEI TECHNOLOGIES. Huawei Cooperation Review Industry Transformation Huawei’s Preparation Huawei’s Value Proposition – with Telcos. 2. Huawei Technologies.

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Corporate Presentation HUAWEI TECHNOLOGIES

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  1. To Enrich Life Through Communication Corporate Presentation HUAWEI TECHNOLOGIES

  2. Huawei Cooperation Review Industry Transformation Huawei’s Preparation Huawei’s Value Proposition – with Telcos 2

  3. Huawei Technologies An innovative and customer-oriented ICT company established in 1988 and fully owned by its staff. • Over 35,000 staff members (over 48% engaged in R&D); more than 10% annual revenue invested in R&D. • Full product portfolio including wireless products, network products, application and software products and terminals. • A leading global supplier with products deployed in over 100 countries, including the US, the UK, France, Portugal, Russia, Brazil, Singapore and Thailand, and serving 28 of the world’s top 50 operators. • Contract sales amounted to US$8.2 billion in 2005. over 58% of which (US$4.8 billion) was from international markets.

  4. Continuous Growth • Serving 28 of the world’s top 50 operators • Strategic partner with BT, Vodafone, Telefonica, etc. Contract Sales （USD1 billion） 9 8.2 8 7 5.58 6 5 3.83 4 2.67 3 2 1 0 2002 2003 2005 2004

  5. Financial Performance USD in millions Year ended December 31 2004 2003 2002 2001 2000 3,827 2,694 2,128 2,290 Revenue 1,933 Net Income 624 384 108 258 345 396 311 204 385 Cash Flow From Operations 255 R&D Expenditure 487 389 180 355 342 Return on Net Assets 47% 31% 23% 7% 20% Revenue amounted to US$6,400 million in 2005 Notes: All financial data listed prior to 2005 are audited by KPMG.

  6. Human Resources Marketing, Sales and Customer Service : 38% 48% R&D:48% 38% 6% 8% Administration: 6% Supply Chain: 8% • Total staff: Over 35,000 employees

  7. Global Presence Huawei Technologies (Headquarters) Sweden UK Russia Netherlands Poland Canada Germany France Ukraine Romania Kazakhstan Bulgaria Portugal Kyrgyzstan Spain Italy USA Turkey Uzbekistan Greece Tunisia Turkmenistan South Korea Morocco Bangladesh Algeria Egypt Pakistan Shenzhen Mexico Nepal UAE Vietnam Saudi Arabia India Thailand Philippines Nigeria Cambodia Venezuela Malaysia Sri Lanka Colombia Kenya Singapore Ecuador Indonesia Peru Brazil Zimbabwe Australia South Africa Chile Argentina • 8 regional headquarters, 85 branch offices outside China • 3-level customer service system (HQ, regional, local)

  8. Management Transformation Huawei works with top management consultancies to bring world-class expertise to the company, provides customer end-to-end delivery with high quality. Integrated Product Development and Integrated Supply Chain consulting Human Resources & ESOP Financial Management consulting Quality Control Organization Transformation

  9. Strategic Partnership Selection Auditing Concern Areas Management Systems Environmental Sourcing with Human Dignity Project Management Product Realisation Policy Strategy and Planning People Relationship Management Facilities Capacity Risk Management Qualification ( Auditing) Philosophy Strategy and Policy Process supporting Process Implementation Quality Control Continuous Improvement Thought Leadership Full Audit by Key Operators Completed Auditing Overview • Motorola(2000-2003) • BT (2003-2005) • FT(2004) • Vodafone(2005) • O2 (2004) • Cable and Wireless(2005) • DT(2005)

  10. Global R&D Adopts asynchronous development, unifies product commercialization and speeds up response to market. • Global R&D • Stockholm, Sweden －Base Station architecture and system design, Radio technology and RAN algorithms • Dallas, USA －ASIC technology and CDMA algorithms • Bangalore, India －Software technology/platform • Moscow, Russia －Algorithms and RF • Shenzhen, China －CN, service platforms • Shanghai, China －RAN, terminals, ASIC chipsets • Beijing, China －Packet CN, GW, Terminals • Nanjing, China －BOSS, 3G services • CMM5 and IPD (Integrated Product Development) have been widely implemented into product development. • Four R&D divisions (Central software division and institutes in Bangalore, Shanghai and Nanjing) have been awarded CMM level 5 certification.

  11. R&D Based on a Shared Platform Constructing a “speed, quality and cost” advantage, through modular structure, standardization and sharing technology (CBB methodology). Uniform operation and maintenance platform Fixed access platform Wireless access platform Service control platform Intelligent network platform IP+Optical platform Terminal service platform Common software and hardware platform Uniform engineering and material development platform

  12. Standards and Patents Persistent investment in standards and patents to be at the forefront of future technology. • Standards • Participated in 70 international standardization organizations including ITU, 3GPP. • Patents Domestic Patents9600 pcs PCT International and Overseas Patents 1574 pcs Authorized Patents1844 pcs • 5% of international UMTS essential patents (69 patents), No.5 of global telecom companies • 　　 （Till 31 Dec. 2005）

  13. Dev Bus Plans Perform Segmentation Understand Market Portfolio Analysis Align & Optimize Manage & Assess Perf Huawei E2E Delivery Process Overview Research, standard, patent Technology roadmaps Within C2C framework, e2e delivery focuses on customer commitment to committed delivery Narrow e2e delivery Brand mgt MM Broad e2e delivery IPD Cus T Ome r Life Cycle Develop Qualify Launch Cus T Ome r Concept Plan OR issues Req mgt CS req NPI Salesmgt ISC CRM Engineering implement - win • leadership team • drive sales exection TS Relationshipmgt Supply chain plan - Relationship mgt - Buz partner mgt Salesexecution Contract signature Solution design Spare parts mgt Opportunity point mgt pro mfg logistics - Resource allocation • Customer sat mgt • Market req - Market forecast - Offering info training Ad/tradeshow mgt - Info mgt Partner and supplier mgmt FIN / HR / IT

  14. Beto -Huawei, Russia HeBei, China Amsterdam, Holland Cairo Factory, Egypt Shenzhen Headquarter, China Dubai Brazil-Huawei, Brazil Global Supply Chain and Logistics System • Shenzhen manufacturing and logistic center—supplies globally. • Hangzhou factory manufacture data-com—low level products . • Brazil factory—supplies to Latin America. • Beto-Huawei—supplies to Russia and Eastern Europe. • Hub in Holland—supplies to Europe. • Hebei manufacturing center—supplies to northern China and Russia. • Dubai logistics center—supplies to middle Asia and Africa.

  15. PLAN Plan Supply Chain ORDER Customers Suppliers SOURCE DELIVER MAKE Enable Plan Deliver Product Make Product Enable Deliver Enable Make Market Product Huawei RETURN RETURN Source Product Enable Source Supply Chain Processes Overview • Customer-oriented, process-based, building partnerships and sharing information • Integrated high-efficiency and open supply chain with advanced IT tools

  16. Info Security Infrastructure OA Support Facility & Service Video/Call Conference Service Web Sever, Common Web Sever+Apps Sever, Common Apps Sever Certification Center Directory Service Message Service Proxy Call Center SAN Storage System DB Sever Exabyte/Veritus Backup System Common DB Sever Data Center Disaster Recovery Center International Network Local Network Partners’ Network WAN Campus LAN, LAN Backbone Network Internet DMZ Global IT System

  17. Industry Position • 3G World-leading wireless network supplier, 18 commercial UMTS networks • NGN No.1 in global VoIP market (Dittberner) • Intelligent Network No. 1 in global market (21.6% of users)（Ovum） • Optical Network No.1 in global LH+MR DWDM market (Ovum-RHK) • Access Network No.1 in global IP DSLAM market (Infonetics) No.1 in global MSAN market in 1H05 (Infonetics) • Data Communication No.3 in worldwide service provider routers (Gartner)

  18. Vision and Mission VISION To enrich life through communication MISSION To focus on our customers’ challenges and needs by providing excellent communications network solutions and services in order to consistently create maximum value for customers. www.huawei.com

  19. Development Strategy • Serving our customers is the only reason Huawei exists; Customer demand is the fundamental driving force of our development. • High quality, excellent service, low operating costs, and giving top priority to meeting customer requirements to enhance their competitiveness and profitability. • Continuously performing management transformation to realize efficient process-based organization operation for ensuring high quality end-to-end delivery. • Developing with our peers in the industry as both competitors and partners to jointly create a favorable environment and share the benefits of the value chain.

  20. Social Responsibility Fulfilling our social responsibility as a responsible corporate citizen • A dedicated member of the United Nations Global Compact • December 2004 Tsunami: Donated 2.42 million USD worth of telecom equipment and an additional 2.42 million USD in cash from the company and its employees • August 1998 Flood (China): Donated US$3.7 million worth of equipment, and US$1.85 million in cash schools. • Education Fund: Donated US$3.09 million to set up a fund to help needy students complete an undergraduate education.

  21. Huawei Cooperation Review Industry Transformation Huawei’s Preparation Huawei’s Value Proposition – with Telcos 21

  22. Business Operation Models Face Transformation How should operators and equipment suppliers adapt to a more customer-focused business operation model? Service-focused Network-focused Customer-focused • Network layout • Technology updates • Homogeneous services • Service quality • Service provisioning capability • Service marketing • Customer increase • ARPU • Converged network • Converged services • Industry chain re-structuring • Integrated information services Mid and late 90s－ early 21st century 80s－mid and late 90s 21st century

  23. Cross-industry Penetration and Intensifying Competition • Carriers compete on a broader scale • Expanding into the IT service field to create value for business users • Expanding into content & entertainment and other fields to create value for end users Applications IT Infrastructure Mobile Fixed Voice/Data Content, Entertainment Broadband Internet

  24. Change of Revenue Structure Diverse contents & services and their short lifecycle makes time-to-market critical. $ Content services for consumers IT services for business users Voice（Including mobile） 1980 Voice operation 2002 Transformation 2010 Non-voice operation

  25. Value Chain Transformation Value distribution is shifting toward terminal and business service. The “carrier + equipment supplier”- focused value chain is meeting serious challenges. Value Future telecom value chain distributing Service provider Terminal Carrier Equipment supplier Forepassed telecom value chain distributing Service provider Terminal Carrier Equipment supplier

  26. Huawei Cooperation Review Industry Transformation Huawei’s Preparation Huawei’s Value Proposition – with Telcos 26

  27. Customer need quickly addressed through product roadmap. Marketing organization has shifted to the frontier, which:allows customer needs to be quickly transferred into a product roadmap through CCM (customer commitment management).ensures rapid roll-out of new products and services. Analyze and validate Collect Marketing Customer Follow-up and carry out Taken into product roadmap

  28. following Customer requirement oriented: Understand customer’s real requirements At the time of products, sales dominate; while at the time of solutions, especially non-voice service, consulting, solution + business model are the main marketing methods. The conformance of the strategy and the vision to the customers’ expectation decides their loyalty to the products. Customer requirements are the strategy and vision, which reflect the future market. Global Vendor Global Carrier Score 1031 Solution Marketing Capability 90 High Vision China branch Marketing Capability Global Market Customer Expectation Middle Vision Corporate capability and potentiality Local carrier Corporate capability and potentiality Low Vision Huawei 70 Corporate capability and potentiality The customer in the previously called customer requirement oriented is always local customer according to our lesson learnt in NGN. We are actually five levels behind global requirements. Sales capability 60 Vendor 1 Vendor n Vendor 2 Vendor 3 Competency among vendors

  29. Consultancy-style Marketing Improving wide-ranging service capabilities and supporting operators to expand to the two ends of the value chain • Service consultancy • Network layout & design • Network optimization & capability management • Network aggregation • Joint marketing Professional service • Technology and business plans & cooperative business expansion • Network layout & solution design • Cooperation process integration • Maintenance of special fields and 3-level maintenance • Design management and capability management Pre-sales cooperation solution design Outsourcing maintenance Customer Content trusteeship & solution application Management operation • Application • Database or content • Mobile equipment management • construction, operation and maintenance Management capability • Specialized management operation contract • General design, construction, operation and maintenance

  30. Experience-oriented Marketing Creating experience-based environment for end-users and establishing open lab for ISPs/ICPs to attain value from end-users. Terminal Producer Terminal Producer Huawei inTouch Lab SP/CP Operator Operator SP/CP Operation R&D Engineering Brand Cooperation Application layout AP Deployment Long-distance application AP Experience Application /content experience Application/content Verification Terminal experience Long-distance VCOL support Service Integration Verification Terminal IOT Verification AP(1-N) Deployment Open Lab Experiencing Environment

  31. Product-line Aggregation • Providing total network and end-to-end solutions; enabling the advantage of future network aggregation • Aggregating product lines; actively handling future network aggregation and service transformation Application and Service Core Network End-to-end Solutions IP+Optical Bearer Network Wireless/ Wireline Access Network Wireless/ Wireline Terminals

  32. Future Network Architecture - Simplified Key Features：Convergence, Mobile, Broadband, Content & Service

  33. Future Technologies Research Establishing laboratories to research FMC, IMS, WiMAX, IPTV, and other innovative technologies, riding the future trend of network convergence and service transformation. Business Operation Support System Personal App Platform Single billing, multi services and tariff package GSM/UMTS/ CDMA/WiMAX Bearer Layer Service POP Mobile Access Service Control • Metro • IP over WDM • MPLS • IPV4/IPV6 • BRAS • GSN • WSN • MG ICT Platform • IMS core (CSCF/HSS/…) Fixed BB Access xDSL /FTTx/ Cable/WLAN Media App Platform Operator’s Organization Support Network oriented to customer oriented FMC solution

  34. Specially Designed Get involved Interactive Impression Increasing Investment in Service Application and Terminal Providing abundant service applications and terminals to help operators expand to the two ends of the value chain. IMPS Web/WAP Surfing Streaming Service & Applications Mobile E-mail LBS MMS M-RBT Game Terminals

  35. Huawei Cooperation Review Industry Transformation Huawei’s Preparation Huawei’s Value Proposition – with Telcos 35

  36. “Size does matter”! Leveraging global economies of scale Global market expansion into high growth markets Global sourcing Open interfaces and standardized products Market trends Unpredictable customer demands - no more killer application! IT, telecom and entertainment convergence UMTS ubiquity! Always more competition! Speed to market has never been this important! Need to address multiple market segments Need to address markets with different cultural background Value Proposition-- Views on Telecom Industry A quick-response vendor can reduce the business developing cost !

  37. Value Proposition-- Telcos: Need Support From Strategic Partners -> Looking for committed partners, not box sellers “We have no clue of what our customers want. Our customers have no clue of what they want. Customers know good when they see it.” • -> Minimize risk from transformation in the telecom industry • Asia is leading the new round in the telecom industry. • Speed to market is the key. • Economies of scale is the key. • -> We are selecting Companies, not Products • History track • Development trend • Potential for the Growth

  38. Joint Annual Planning Sharing marketing intelligence Regular workshop for dedicated issues Monitor and survey on-going projects Open interfaces for executive team and development team Co-marketing and Co-service Innovation Create customized service Joint development Host a value chain and innovate new revenue Some alpha trial and test, Dedicated solution development Joint standardization actions New Business Model and Profit Model Outsourcing Alliance and service exchange Overseas extension and service operation Introduce SP/CP and service bundling Value Proposition– Collaboration with Carriers’ R&D

  39. Customized Service Development Governance Model • Operator: Requirement • Market • Vendors: Technique • Product JPOR Joint Planning and Operations Review • Operator Service BP • Operator & Vendors implement Service BP corporately Planning Direction TWG Technical Work Groups PMT Process Manage -ment Teams Issues/Actions • Operations&Capacity Management • Product Management & Marketing • Release Planning • Architecture • Testing Status NSQR Network & Service Quality Review Time to market, Quality of product, Network & service

  40. Joint Development (R&D) --Platform Strategy Supports Quick Response • Dedicated Team in PDT for each key customer • Close interaction between PDT & key customers guarantee the quick customization • Benefit from every upgrade of TDT platform PDT Platform PDT Wireless IN PDT Fixed IN PDT Mobile data PDT OSS AIS TEAM BT TEAM SUNDAY TEAM HUTCHSON TEAM … … … … … CMCC TEAM TELEFONICA TEAM TEAM CHINATELECOM TEAM -3~5 new features/services for AIS per month TDT platform … … Foundation Version N Foundation Version N+1 • Every upgrade is to fulfill the most trendy new major capability-set • Upgrade steadily for high quality of both TDT & PDT platform • Reusable for all PDTs to save the comprehensive cost Note: PDT-Product Development Team TDT-Technology Development Team

  41. CSD Current Service Realization Process (SRP) • A phased process that defines how new technology, features and services are realized. • 6 Phases • 4 Major Decision Points • Concurrent operation encouraged while managing risk Concept: Defines a high level view of the service idea and associated time and cost Concept Feasibility: Determines the best network implementation of the service or technology SG-14 MSD ROMA D1 Feasibility Definition: Defines the detailed plan and requirements needed to implement the service or technology SG-13 Feasibility Report Service Gates (Can We Go Forward) SG-14 Start ROMA SG-13 Start Feasibility SG-12 Start Feasibility Decision SG-11 Start Definition SG-10 Start Commitment SG-9 Start Development SG-8 Start Design Implementation SG-7 Start Unit Test SG-6 Start Integration SG-5 Start Performance Verification SG-4 Start Acceptance Test SG-2 Start ORT SG-1 Start Introduction SG-0 End Introduction D2 Definition Development: Creates the physical realization that implements the given requirements SG-11 TP, FSD, OTP, SOTP, FRS, Proj Plan Development Service Test: Tests the service against the test plan in simulated and live environments SG-9 SW/HW, Test Plans D3 Service Test Introduction: Introduce to all geographic areas and begin Life Cycle Management/Customer Care SG-4 SG-2 Test Results, Certification Matrix D4 Decision Gates:(Should We Go Forward) D1 Proceed with Definition D2 Proceed with Development D3 Proceed with CI or GA D4 Proceed with Life Cycle Introduction SG-0 SG-1 Service/Technology Launch

  42. Business Plan Customer Wants & Needs Roadmap Handoff to Market Management Process Requirements Management (Process & Tools) Charter LifeCycle Plan Develop Qualify Launch Concept Handoff to IPD Process Legend Key Inter-project (Inter-process) Handover Points JointGo To Market---How OR, MM, Go To Market & IPD Link Together From a cross-process perspective, the requirements management process will link to MM and IPD processes IPD Marketing Program - Conceptual Diagram MM MM Project HW Biz Strategy Go To MKT HW Historical Data Mkt Assess Align Biz Plan Dvlp Biz Plan Measure Performance Segmentation Opportunity Product Line Level Technology Customer Communications Release of Products Marketing Promotion Technical Support Market Requirements PMT Project OR Products Launch Requirements Project IPD Process IPD Product Level MKTG PDT Project PCR Project Offering Requirements Emerging Product Requirements Other events triggering PCRs

  43. Joint Go To Market-Case Study BT－ Datacom SME Solutions Approved, Launch, Training, Road Show, etc. China Mobile－ PPS, etc. China Telecom－ Baby On Line, AS8010, ICT, etc. Neuf Telecom－ Triple play/IPTV Deutsch Telecom－ SME Markets Launch Some resale partners such as

  44. Huawei Technologies Co., Ltd. Add: Huawei Base, Bantian, Longgang District, Shenzhen Tel: +86-755-28780808 Zip Code: 518129 http://www.huawei.com Enriching Life Through Communication

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