BACHELOR OF INFORMATION SCIENCE (HONS) RECORDS MANAGEMENT

IM 246

MANAGEMENT OF RECORDS IN ORGANISATION (IMR 451)

GROUP ASSIGNMENT:
PROPOSAL OF ORGANISATION (HUAWEI) IN ASPECT OF
MANAGING THE RECORDS

GROUP: IM246 2ST4

PREPARED BY:

FAZIRA BINTI FAUZI 2021865096

VALENTINA MENING LAUT 2021847338

WAN NURALYSA QAMARINA BINTI WAN AZMI 2021486466

PREPARED FOR:
MADAM ANIZA BINTI JAMALUDDIN

SUBMISSION DATE:
21 JUNE 2022

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 ACKNOWLEDGEMENT

We are really thankful to have managed to finish the final project, Proposal of
Organisation (Huawei) in Aspects of Managing Records within the time given by our lecturer
Madam Aniza Binti Jamaluddin. The assignment would not be complete without the
attentiveness, effort, and cooperation from our team members, Fazira Binti Fauzi, Valentina
Mening Laut, and Wan Nuralysa Qamarina Binti Wan Azmi. Still feel very grateful and blessed
to have Madam Aniza to guide, help, teach and encourage us. Last but not the least, most
importantly we would like to thank our parents for their emotional support, motivation, and
reassurance. Thank you.

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TABLE OF CONTENTS

Content Page

Acknowledgment i

Introduction 1-3
I. Records
II. Management
III. Records Management
IV. Integrated Records Management Program (IRMP)

Section 1: Details of Organisation 4 -10

1.1 Name of Organisation
1.2 History of Organisation
1.3 Organisation Chart
1.4 Map End Full Address of Organisation

Section 2: Types of Organisation 11 - 15

2.1 Organisation
2.2 Types of Business Activity
2.3 Branches and Subsidiaries

Section 3: Types of Records 16 – 41

3.1 Annual Report
3.2 Sustainability Report
3.3 Corporate Governance Report
3.4 White Paper
3.5 Position Paper
3.6 Security Baseline Document
3.7 Brochure
3.8 Journal
3.9 Photo
3.10 Video
3.11 Article
3.12 Media Statement
3.13 Interview
3.14 Publication
3.15 Product Environment Information

Section 4: Records Management Issues 42 - 46

4.1 Lack of Policy
4.2 Business Orientation

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4.3 Laws and Enforcement
4.4 Data Accuracy and Integrity
4.5 Maintain Compliance with Regulations
4.6 Perform Self-Examination or Auditing for the System
4.7 Make the Plan Correctly
4.8 Manage Digital Assets in Several Locations
4.9 Perception Change

Section 5: Proposes the Implementation of IRMP 47 - 49

5.1 Restricting Existing Systems
5.2 Organising and Controlling Records
5.3 Providing Physical Protection for Records
5.4 Managing Records in Records Centres
5.5 Managing Archives
5.6 Supporting and Sustaining the IRM Programme

Conclusion 50

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INTRODUCTION
Records are one of the most vital elements in any organisation. They can be fractionated
into two groups, namely paper records and non-paper records. Examples of paper records include
computer printouts, correspondence, and appointment diaries whereas non-paper records are roll
microfilm, sound recordings, and x-ray films. To a greater extent evolving with current
technologies, the manufacturing of electronic records is also increasing as they are held in online
databases, or copied on magnetic tape. Each organisation is responsible for producing static,
authoritative, unique, and authentic records. Significantly, records administer a trustworthy,
legally verifiable reference of evidence for organisations. Records role throughout-in many
departments, such as human rights, accountability, infrastructure of policies, systems, standards,
and practices, knowledge management, human resources management, and financial
management. However, the collapse of organisations’ record-keeping systems could occur on
account of poor management practices. To overcome these, the organisation must take
authoritative action concerning the staff education, leadership value, accountability
considerations, and records accuracy. The implementation of IRMP or integration records
management programme is also a great alternative to avoid or reduce record collapse in
organisations.

I. Definition of records
The phrase records can be described as any kind of document in any kind of format such as
paper, electronic, cinematograph, or image. Either created or received in organisations. The
content of records determined its value

Common Records Disposable Records

● Correspondence ● Duplicate or additional copies of

● Emails correspondence
● Forms ● Drafts of letters or reports
● Instant messages ● Routing slips
● Meeting minutes ● Correspondence unrelated to job duties
● Memoranda
● Policy statements
● Budgets
● SharePoint files

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 ● Annual reports
● Agreements

II. Management
Management indicates the integration and administration of duties or tasks in accomplishing the
organisation's goals. By settling strategies and cooperating with labour work to reach the desired
targets via accessible resources. Further referring to the hierarchy of organisational structure.

III. Records management

Records management is the integration and administration of any kind of record without regard
to the formats. About accomplishing records economy and efficiency in the creation,
maintenance, use, and disposal within organisations. For the whole of their life cycle, as well as
making the information accessible in support of the organisation’s business.

IV. Integrated Records Management Program (IRMP)

The justification of an integrated records management program (IRMP) is to preserve records
and archives in an accessible, intelligible and practicable form supposing they have continuing
value. Also, in producing the availability of accurate information format from records and
archives, aimed at the right people at the right time.
Below are the key stages in the development of IRMP:
1. Restructuring existing systems
● Reviewing and revising legislation and policies
● Reviewing and revising organisational policies and structures
● Determining resource requirements
● Developing strategic and business plans
2. Organising and controlling records
● Building sound record keeping-system
● Managing the creation, maintenance, and use of files
3. Providing physical protection for records
● Implementing and maintaining preservation measures

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 ● Developing emergency plans to protect records
● Identifying and protecting vital records
4. Managing records in records centres
● Developing and maintaining records centre facilities
● Transferring, storing, and retrieving records according to disposal schedules
● Disposing of records as indicated by the schedules
5. Managing archives
● Acquiring and receiving archives
● Arranging and describing archives according to archival principles
● Providing public access to archives
6. Supporting and sustaining the IRM programme
● Promoting records services to the government and the public
● Promoting education for records and archives personnel
● Developing and expanding the records and archives professions

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Section 1 Details of Organisation
1.1 Name of Organisation

Figure 1: Huawei Company Logo

1.2 History of Organisation

Huawei is a telecommunications company founded by seven people in 1987 in Shenzhen.
With a capital supply of only RMB 20,000 (about US $ 2,400) in 1988, Huawei made the big
transition from local-owned businesses to potentially competitive global giants in no time. It
started as a rural business agent for a Hong Kong-based cable and telephone business. The
Huawei company expanded to the metropolitan area of China when urbanisation took place.
Large cities in China are in dire need of complex and effective communication networks.
Therefore, this is a great opportunity for Huawei and its company to continue to grow at an
incredible rate by focusing on expanding and serving these needs. To date, Huawei's products
and devices are used by more than 170 countries, and are the third largest manufacturer of global
telecommunications routers, switches and equipment serving more than one-third of the global

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population. With market share after Alcatel-Lucent and Cisco, Huawei is a brand that also joins
the competitive ultra smartphone race.

The company is the largest provider of network and telecommunications equipment in China
and is also the world's largest provider of infrastructure equipment in mobile telecommunications
technology. Huawei's success is based on its strong and competitive R&D team. Huawei's
innovations have opened the market for its network and telecommunications equipment. Huawei
operates through three segments including carrier and consumer networks, and Huawei carrier
network business segments that are also involved in the construction and development of various
wireless networks, telecommunications software, fixed networks, and core networks, as well as
service solutions for telecommunications operators for Huawei.

However, for many observers, Huawei has never been one of the most dominant device
technology brands in the world. Especially in business-to-business (B2B) companies, Huawei's
biggest profits are still beyond the reach of the company. Key customers are also included in the
telephone and internet operators, using Huawei's expertise in providing quality service to
customers on their brand, not the Huawei brand. Therefore, it does not gain fame because of its
origins in China. With one-fifth of the world's population within China's borders, Huawei is still
growing at a small rate.

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1.3 Organisation Chart
These organisational structures and systems ensure that Huawei's vision and strategy are well
understood and effective throughout their organisation, in line with their vision and strategy with
the goals of the organisation.

Figure 2 shows organizationion chart the of corporate governance framework of Huawei

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 Figure 3 shows the Huawei’s Corporate Governance Overview
Figure 2 and Figure 3 illustrate the organisational structure overview of Huawei consisting of
levels and subordinates. Below is a further explanation of the positions and duties of workers in
Huawei:
● Huawei’s authoritative body is the Shareholders’ Meeting which decides on the important
matters of the company including capital increases, profit distribution, and election of the
Board of Directors and the Supervisory Board’s members.
● The Board of Directors or BOD acts as the top body in charge of corporate strategy,
operations management and customer satisfaction. Its mission is to lead the company
forward. The BOD practices decision-making authority for corporate strategy and
operations management. As well as making sure the customers’ and shareholders’
interests are safeguarded.
● The Board of Directors along with their Executive Committee are led by rotating chairs
that are in the service as the top leader of Huawei.
● The Supervisory Board practices the authority of superintendence representing the
company’s shareholders.
● Huawei’s independent auditor is KPMG, accountable for the auditing of the company's
annual financial statements. Also, conclude if the financial statements are true and fair.

1.3.1 Board of Directors

a) Chairman: Mr. Liang Hua

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 b) Deputy Chairs/ Rotating Chairs: Mr. Xu Zhijun
Mr. Hu Houkun
Ms. Meng Wanzhou
c) Executive Directors: Mr. Wang Tao
Mr. Yu Chengdong
d) Directors: Mr. Xu Wenwei
Ms. He Tingbo
Mr. Ren Zhengfei
Mr. Tao Jingwen
Mr. Yan Lida
Mr. Li Jianguo
Mr. Peng Bo
e) BOD Executive Committee: Mr. Xu Zhijun
Mr. Hu Houkun
Ms. Meng Wanzhou
Mr. Wang Tao
Mr. Yu Chengdong
1.3.2 Supervisory Board
a) Chairman: Mr. Guo Ping
b) Deputy Chairman: Mr. Ding Yun
Mr. Li Jie
c) Executive Members: Ms. Chen Lifang
Mr. Yao Fuhai
Mr. Li Dafeng
Mr. Li Yingtao
d) Members: Mr. Song Liuping
Mr. Ren Shulu
Mr. Tian Feng
Mr. Peng Zhongyang
Ms. Shi Yanli
Ms. Yang Li

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 Mr. Ma Qingqing
Mr. Lyu Ke
e) Members of Executive Committee: Mr. Guo Ping
Mr. Ding Yun
Mr. Li Jie
Ms. Chen Lifang
Mr. Yao Fuhai
Mr. Li Dafeng
Mr. Li Yingtao

1.3.3 The Shareholders’ Meeting and the Representatives’ Commision

a) Current Members of the Commision:
Mr. Ren Zhengfei, Ms. Sun Yafang, Mr. Liang Hua, Mr. Guo Ping, Mr. Xu
Zhijun, Mr. Hu Houkun, Ms. Meng Wanzhou, Mr. Ding Yun, 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. Gao Aozhan, Mr. Yang Shubin, Ms. Ji Hui,
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. Zhang Wenlin, 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. Deng Taihua, Mr. Zheng Yelai,
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,

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 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. Wang Chenglu, Mr. Xu Qinsong, Mr. Li Xiaolong, Mr. Zhu
Ping, Mr. Shao Yang, Mr. Su Jie, 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,
and Mr. Du Yanxin.

1.3.4 Independent Auditor

KPMG has been Huawei’s independent auditor since 2000

1.4 Map and full address of Organisation

Figure 4 shows the location of Huawei Technologies (Malaysia) Sdn. Bhd’s location

(Source: Google Map)

The organization of Huawei Technologies (Malaysia) Sdn. Bhd located in Intermark Mall, Jln
Tun Razak, Hampshire Park, 50450 Kuala Lumpur, Wilayah Persekutuan Kuala Lumpur

Figure 5 shows the building of Huawei Technologies (Malaysia) Sdn. Bhd

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 (Source: Google Map)
Section 2 Types of Organisation

2.1 Introduction to Organisation

Huawei is a private sector company wholly owned by its employees. Shareholders in their
company do not have a third party or a government that intervenes in the affairs of their
company, in their operations, or that may influence their decision-making. Huawei is an
independent company committed to supporting secure network operations with its customer
service. It is designed to support a stable, safe, and reliable operating network in any case
whether natural disasters, social conflicts, or cyber-attacks occur. Huawei operates worldwide.

Their creations have never caused network damage on a large scale, and they have never
experienced serious cyber security violations. Huawei adheres to the standards and norms set for
public companies including publishing the Annual Report containing the audited financial
statements of KPMG which is an independent third-party organisation. This is to help consumers
understand what Huawei is, their integrity as well as their business and their freedom. Huawei is
owned by a holding company called Huawei Investment & Holding, with two shareholders, Ren
with 0.94%, and another shareholder called Union of Huawei Investment & Holding, where it
holds a remaining 99.06% on behalf of qualified employees.

2.2 Types of Business Activity

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There are several basic operations of business activities namely operations, investment, and
financing. This activity is part of a common business function that can affect a company's
monthly income and profits. An organisation's business activities include any activity carried out
by a business to generate profits.

I. OPERATING

Prioritising customers has been at the core of corporate strategy within Huawei and is key
to its success. This corporate strategy is customer-centred as it is a reflection of the
company's core values. This is an inseparable part of Huawei including management to
sales and beyond to the marketing and operations of the company. Externally, Huawei's
customer-centric strategy and its operations are tailored to the needs of the customer. To
globalization, Huawei's operating team conducts their research diligently to understand
the needs and wants of customers by conducting research in each local market. The data
obtained from this research will then be streamlined to the design of the products and
services offered. With this, Huawei's international entrepreneurial activities will be more
responsive and efficient. From Huawei's knowledge management point of view, the
company has the best and most diversified strategy in which it meets specific market
needs. Internally, in response to the continued demand from customers for innovative
product quality, Huawei has shifted from operating cost strategy to innovation and
product quality.

II. INVESTMENT

Huawei plays an important role in various industry-based organisations. Huawei is an

active member of about 700 standard organisations including industry alliances,
academic associations, and even open source communities. With the company's
innovative technology, they are implementing a collaborative alliance while helping the
industry grow by focusing their business needs on the customer's priority. In international
collaboration with other organisations, Huawei has created a source of support for the
implementation of projects in industries such as the internet, 5G networks, AI, video, and
smart computing. As an active member of the collaboration organisation, Huawei holds
approximately 400 important positions such as serving on the board or as an executive

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 committee, as well as a premium partner in 3GPP, Linux Foundation, CCSA, China
National Auto Standardisation Technical Committee (NTCAS), and so on.

III. FINANCING
Huawei has partnered with airlines as a partner in creating a simple and smart ICT
infrastructure. Tests conducted by Huawei show the 5G network built by Huawei in
ensuring customers experience the best and most effective user experience. To date,
Huawei's company has expanded beyond more than 3,000 industry 5G applications. Not
only that, but Huawei has also launched 11 scenario-based solutions for key sectors
including government, manufacturing, energy, transportation, and finance. They have set
up to integrate resources in a more comprehensive way, the Smart Road Team, and
Customs & Port Team, in serving the customer's needs efficiently and systematically.
Huawei has over 700 organisations as their digital transformation partners, and now they
work with more than 6,000 services and operations partners globally.

2.3 Branches and Subsidiaries

Branches can be referred to as subunits of an organisation within a company organisation. Each
company has its sub-units for business management for specific operations such as financial
team operations, technology management and development and so on. Organisational branches
are part of a corporate entity whose operations are of the same purpose but differ in the
framework aspect.

2.3.1 Office Branches

1. The Carrier BG and the Enterprise BG
Responsible for managing and supporting solution marketing, sales, and services
that target carrier customers and enterprise/industry customers separately. These
departments provide innovative, differentiated, and progressive analysis centred
on the business characteristics and operational patterns of various customers while
constantly updating the company’s industry competitiveness and customer
contentment.
2. ICT Products & Solutions

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 Lays out ICT infrastructure products and solutions to carriers and
enterprise/industry customers. In control of product planning, development, and
delivery along with building product competitiveness. ICT Products & Solutions
department is obligated in building the pioneering ICT infrastructure products and
solutions, incorporating those linked to connectivity and computing, developing
digital infrastructure ecosystems surrounding Kundeng, Ascend, and open Euler-
related basic software, setting the computing power foundation for the digital
universe, providing superior service escapades, and empowering the business
success of customers.
3. The Device BG
This group engages in serving device services and ecosystem partners and deals
with all areas of the device domain. As well as managing business performance,
risk controls, market competitiveness, and customer satisfaction in the device
business. With users being the centrality of everything it does, the Device BG is
dedicated to creating a Seamless Al Life experience. Five key scenarios include
smart office, fitness & health, smart home, easy travel, and entertainment as the
focus, the Device BG reaches business success by giving outstanding experience
and service.
4. Huawei Cloud
Accountable for the end-to-end operations and commercial success of Huawei’s
cloud services by advancing the associated organisations and capabilities, such as
R&D, sales, consulting, service, and supply. Also committed to providing stable,
reliable, secure, trustworthy, and innovative cloud services. Huawei Cloud aims to
transfer all as a service, and build the cloud foundation for an intelligent world
with ubiquitous cloud and general intelligence.
5. Diligent Power
Diligent Power proposes enterprise/industry customers’ products and solutions.
For example, clean power generation, transportation electrification, site power
facilities, and embedded power. This organisation is committed to integrating
digital and power electronics technologies by offering customers with finest,

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 energy-efficient, green, and low-carbon power electronics products, facilitating
their business success.
6. The Intelligent Automotive Solution BU
An end-to-end organisation in control of the company’s intelligent automotive
business. By capitalising on Huawei’s expertise in ICT, the BU is responsible for
providing the latest components for intelligent connected vehicles and assisting
car OEMs to build better vehicles.
7. HiSilicon
A provider of a wide spectrum of chipset and module solutions for sensing,
connectivity, computing, and display, serving multiple markets. Counting smart
devices, display panels, home appliances, and automotive electronics. Also takes
part in research and development, marketing, ecosystem development, and sales
and services for chipsets and modules. It is independently accountable for its own
business results, risk management, market competitiveness, and customer
contentment.

The term subsidiaries can be described as a company that is in the hands of another company.
Parent company or holding company. These companies hold a controlling interest in their fellow
subsidiaries. Namely, the parent company owns more than half of its stock.

2.3.2 List of Huawei’s Subsidiaries

1. HiSilicon
2. Huawei Symantec
3. Huawei Technologies Canada Co., Ltd
4. Huawei Device Co., Ltd.
5. Huawei Technologies South Africa Pty Ltd.
6. Huawei Device (Hong Kong) Co., Limited
7. Hubble Technologies
8. HexaTier Ltd.
9. Shenzhen Xunlian Zhifu Network Co., Ltd.
10. Hisilicon Optoelectronics Co., Ltd.

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 11. Centre for Integrated Photonics
12. Huawei Device (Dongguan)
13. Huawei Technologies USA, Inc.
14. Chinasoft International Technology Services Co., Ltd.
15. Huawei Enterprise USA, Inc.
16. Huawei Technologies De México, S.a. De C.v.
17. Toga Networks Ltd.
18. PT Huawei Tech Investment
19. Huawei Technologies (Thailand) Co., Ltd
20. M4S N.V.
21. Caliopa N

Section 3 Types of Records

Being a huge company, Huawei produces tons of records a year. The records vary in many forms
like annual reports, statement policies and more. Further are the example of records in Huawei:

3.1 Annual Report

The annual report refers to a comprehensive document designed to provide readers with
information about the company's performance in the previous year.

● Driving Ubiquitous Connectivity

Huawei supports the evolution of innovative 5G services in terms of technical validation

for commercial applications. Innovative, 5G-powered applications like AR, VR, as well
as free-sighted videos have come true in many places. Huawei's RuralStar series solution
has provided high quality, especially in mobile broadband services in remote villages
where it can drive rural digitalization. Huawei is committed to implementing IP in real
life and has launched its end to the Smart Cloud-Network Solution. Not only that,
Huawei Cloud continues to grow in a variety of data centres and acceleration networks.
Through cloud networks, communication with people, things, and even applications

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 provide a seamless experience of the community by enabling efficient distribution and
fast processing of information flow wherever they are.

● Building a Digital Platform

Huawei has built its strength in ICT infrastructure technology, which has been
characterised by network-cloud device synergies. They are working to implement a
digital ecosystem where players can create and share shared values in helping to grow the
digital go industry. Huawei Cloud is pursuing a major that is experiencing rapid growth
in cloud service providers and is increasingly empowering their industry. Huawei Cloud
has also launched the MacroVerse aPaaS platform. With its core developer, this open
platform is under the combination of partners from various industries offering expertise
as a service to empower better innovation in the industry while accelerating the
development of digitalization of the industry.

Figure 6: Annual Report of Huawei in 2021

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 Figure 7: Huawei Five Year Financial Highlights

Huawei's Vision, Mission, and Strategy

Can bring digital technology to everyone, home, and organization for a smart and fully
connected country. They hope to drive technological connectivity everywhere while promoting
equal access to multiple networks to lay the groundwork for the smart world. In addition, it is
expected to provide a variety of computing powers to facilitate the delivery of cloud technology
and intelligence everywhere. By developing a powerful digital platform to help various
industries become more efficient and dynamic, they redefined the user experience with AI by
offering more personalised and intelligent services.

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 Figure 8: Huawei Strategy

3.2 Sustainability Report

This report explains the great progress Huawei has made over the last four years including four
strategies for sustainability which are digital inclusion, trust, security, ecosystems as well as
protection against a healthy and harmonious environment.

● Huawei's initiative in digital use TECH4ALL: Not leaving anyone in the digital
world.

In the report, the Huawei company said the COVID-19 pandemic had caused weaknesses in
the education and healthcare system in ways never before seen. As such, the company has

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used a variety of innovative ICT solutions to give people in different regions the opportunity
to access the same technology to quality healthcare and education resources, in addition to
playing a role in combating the spread of the epidemic. In a report in 2020, Huawei launched
the Skills on Wheels and Connecting Schools program at several schools in Malaysia, where
it can benefit students and the community. Huawei has also used ICT solutions to assist in
the response to pandemics among the communities in which it operates by providing
technical assistance to the community. Huawei has done its best to support the local
community in times of great need. As part of Huawei's efforts in providing universal access
to digital technologies and applications, they have provided 15 accessibility functions in their
smartphone creations. People can use this function which enables them to enjoy a smarter
lifestyle more effectively.

● Become a company that remains focused: The second initiative is to build products,
satisfactory services, safe solutions, and high quality.

Through the following reports, Huawei believes technology needs to serve people in a way
that respects their full consumer rights through the right assurance of choice and consent.
Huawei considers cyber security and privacy protection a priority in protecting relationships
with users. In this regard, Huawei has launched the Software Process Trust Capability
Assessment Framework and Criteria which creates a complete set of reliable and effective
encoding production mechanisms. Huawei continues to ensure that communication runs
smoothly among the community and can support network stability under any circumstances.

● Technology for a Better Country: Empowering Green and Sustainable Development

with Technology.

Increased advances in technology can certainly help society better understand and protect
nature by reducing the impact of human activities. Huawei believes that technology can work
in balance with nature and can help make this place a better place. In its company's quest to
create a sustainable digital world, Huawei focuses on carbon emissions by promoting
renewable energy and contributing to the circular economy. The company also implements
the use of more environmentally friendly materials by designing durable products for longer
life where they have used more sustainable packaging to reduce waste.

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3.3 Corporate Governance Report
This report states the scheme can coordinate the contribution of workers and development
to the long-term development of the company by effectively fostering Huawei's continued
success. This report describes the Shareholder Meeting, which is a competent body company
consisting of two Union holders and Mr. Ren Zhengfei holds the position of the Representative
Commission which is an organization in which the Union will fulfill and carry out its
responsibilities as a shareholder and exercise the rights of a shareholder. The Commission
consists of 115 representatives, a shareholder who is ("Representative") and reserves the right to
exercise the right on behalf of all shareholders and employees in the company. In 2021, the
Commission convened and held two meetings, the purpose of which is to review and approve
reports from the Board on financial results and operations, work reports from the Board of
Trustees, annual capital increases, and recommendations for such matters as annual profit
distribution, Supervisory Board Selection Rules as well as the Supervisory Board System.

Alternative Representatives and Representatives are those who have been selected by the
shareholder by voting for eligibility and have served for five years. This report also explains that
in the event of a vacancy, the Alternative Representative Commission will select the vacancy in
the order in which it is set. Shareholders who have the right to vote will be selected by the
Commission by a one-vote vote and the Commission will then elect the Board companies and the
Board of Trustees as the basis for one vote per person. The Commission, together with the Board
of Directors and the Board of Trustees, has the right to choose to manage and monitor and decide
on the key points of the company.

3.4 White Papers

White Paper is a form of an informational document presented by a company or non-
profit-making organisation. In this case, it was Huawei’s. Concerning promoting or highlighting
the features of a solution, product, or service that it offers or plans to offer. These records work
as a method of introducing government policies and legislation and gauging public reaction or
belief. Professionally, White Paper is intended to provide persuasive and factual evidence of
Huawei's offering. Written in academic style with the least 2500 words. Aim to be a marketing

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tool or user manual or technical document to the respective purchaser also for business-to-
business between a manufacturer and a wholesaler, or between a wholesaler and a retailer. In the
B2B market thoroughly, three dominant forms are identified. Includes backgrounders, numbered
lists, and solution white paper.

List of Huawei white papers:

1. HUAWEI 5G Security White Paper (2019.5)
2. AI Security White Paper (Oct 01, 2018)
3. Huawei Cloud Security White Paper (2020.08)
4. HUAWEI Cyber Security White Paper (2016.06)
5. HUAWEI Cyber Security White Paper (2014.12)
6. HUAWEI Cyber Security White Paper (2013.10)
7. HUAWEI Cyber Security White Paper (2012.09)

Figure 9: Huawei 5G Security White Paper Figure 10: AI Security White Paper

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 Figure 11: Huawei Cloud Security White Paper Figure 12: Huawei Cyber Security White Paper (2016.06)

Figure 13: Huawei Cyber Security White Paper (2014.12) Figure 14: Huawei Cyber Security White Paper (2013.10)

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 Figure 15: Huawei Cyber Security White Paper (2012.09)

3.5 Position Paper

A position paper is a detailed report that recommends a course of action on a particular
issue (Merriam-Webster). The purpose of its creation is to generate support. Describe the
author’s position on an issue and the rationale for that position. By a research paper
incorporating supportive evidence, a position paper provides a solid cornerstone for the author’s
logic. This type of record can be addressed as a critical analysis of a position using facts and
inductive reasoning, that directs on both merits and demerits of the author’s belief.
Regarding Huawei’s Position Paper, there are Huawei’s Position Paper on Cyber
Security, Intelligent World 2030, and Respecting and Protecting Intellectual Property: The
Foundation of Innovation. Created for different reasons and aims, such as the first paper’s
purpose was to discuss cyber security issues. The innovation of current technologies particularly
cloud, IoT and AI all contribute to the rising threat of cyber security. The identified solution
discussed in this position paper concentrates on two questions. ‘Analysing the issues’ and
‘related to solutions’.

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Figure16: Huawei’s Position Paper on Cyber Security

Figure 17: Intelligent World 2030

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 Figure 18: Respecting and Protecting Intellectual Property: The Foundation of Innovation
3.6 Security Baseline Document
Security Baseline can be defined as an assortment of objectives that must be complied
with by any particular service or system. The objectives are supposedly reasonable, absolute, and
do not impose technical means. For Huawei, their product security baseline is result-based,
universal, applicable-to-all, and perpetually optimised. Whereby constructive, impracticable,
valid, and constantly advancing Huawei products’ standard of security. Moreover, the security
baseline was developed based on regular and precarious security requirements. By distinguished
through its study of pertinent laws and regulations together with a deep understanding of legal
and regulatory requirements, customers’ business requirements, industry best practices, common
arguments, and more. There are a total of 54 requirements under 15 categories and 112 entries
for implementation guidance and interpretation in the Huawei Product Security Baseline.

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 Figure 19: Huawei Product Security Baseline

3.7 Brochure
Originally derived from the French word brocher which means “to stitch '' or “a stitched
word”, Small booklets or pamphlets once jointly stitched, forming brochures. The regular
brochure's design is a single sheet folded in thirds. Purposely to make it the correct size to fit in
an envelope. Huawei advertises or introduces its company overview, products and services
through brochures. Which contains illustrations, eye-catching and easily read.

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Figure 20 & Figure 21: Innovation Brochure

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 Figure 22: Tech Cares Brochure

3.8 Journal
A journal can be referred to as a daily record of occurrences, experiences, or
observations. The type of detailed record of everything from personal feelings to opinions on the
latest event or news. Thus, journals assist a variety of intentions. By collecting ideas and
observations on plenty of things and illustrating everyday occurrences in writing. The Huawei
form of the journal is a fully recorded interview with Mr. Ren, Huawei Founder. Starting with
Volume I in January 2019 until Volume VIII in March 2020.

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 Figure 23 shows the cover of ‘In his own words:Dialogues with Mr. Ren’ journal series

3.9 Photos
Photo is a portrayal of a person or scene in a print or transparent slide recorded by a
camera. Also known as a photograph, picture, image, snap, print, and more. Fundamentally, the
main goal of taking photos is to transfer and record any moments at any minute. In the Huawei
multimedia gallery, there are a substantial amount of recorded photos from various categories.
To illustrate, the categories display Huawei campus, industry applications, innovation and R&D,
as well as products, social contribution, a greener world, events, and at last talent. This type of
record appears from worldwide locations specifically in Asia, Europe, the Middle East and
Africa, and the Americas.

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 Figure 24: Photo of Huawei Matebook x pro

Figure 25: Photo of Huawei Xiliubeipo Village

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3.10 Videos
Video can be defined as a program, movie, or other visual media product featuring
moving images, with or without audio, that is recorded and saved digitally or on a videocassette
(Dictionary.com). Video recording is one of the most essential elements in any organisation as it
allows clearer communications and easy understanding of a story. Huawei videos gallery
provides and keeps a lot of videos in different categories from different regions. Includes
cybersecurity and privacy, cool tech, entrepreneurship, a greener world, industry applications,
talent, tech explainers, who is Huawei, and women in tech. The records take place in Asia,
Europe, the Middle East and Africa, and the Americas.

Figure 26: Thumbnail for ‘Innovation: The Future in our Head’ video

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3.11 Articles
A particular section or item of a series in a written document can be considered an
article. Huawei kept the articles on the company’s official website under Voices of Huawei.
Huge companies as follows need this kind of record for building trust and as a medium for a
marketing opportunity. The available articles are 28 in total. Among the interesting articles’ titles
are ‘Huawei Connects the Unconnected in Papua, Indonesia’, ‘How 5G Changes Business and
Life’, and ‘A man, a cook, and his dogs’.

Figure 27: Huawei Connects the Unconnected in Papua, Indonesia

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Figure 28: How 5G Changes Business and Life

Figure 29: A man, a cook, and his dogs

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3.12 Media Statements
Media statements are reported stories written by a public professional association and
disseminated to a wide range of media outlets. Synonym as a news bulletin, press release, or
news release. Companies depend on great media statements to keep positive fame. Media
statements become the platform for information, to create any forms of official statements, or to
make a declaration to the public.

Figure 30: Media Statement on the Bloomberg Report

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 Figure 31: Media Statement on The Washington Post Coverage

Figure 32: Media Statement on Germany Unveiling Its Catalog of Security Requirements

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3.13 Interviews
An interview means a procedure originating to acquire information from a person through
conversation. Face-to-face conversation between two different parties. Interviewer and
interviewee respectively. The first party seeks replies from the second party or the potential
human resource. Further, “Interview is a selection procedure designed to predict future jobs
based on applicants’ oral responses to oral inquiries.” (Gary Dessler). Huawei’s website stores an
impressive amount of interviews in the form of written dialogue.

Figure 33: Jiang Xisheng’s Online Interview with the BBC

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 Figure 34: Ren Zhengffei’s German Media Roundtable

Figure 35: Ren Zhengfei’s Interview with Bloomberg TV

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3.14 Publications
The phrase publication stands for something made to communicate with the public.
Regularly in the forms of paper printed, such as books and magazines. However, with the
emerging world of technology, the amount of online publications delivered via the Internet is
preferable. Huawei publications consist of Huawei Tech, WinWin, ICT Insights, and Huawei
People. These types of records are issued regularly and frequently updated. Visitors or customers
can download it on the official websites. Different publications with different aims and themes.
For instance, the publications of Huawei Tech explore the latest industry trends, technologies
and solutions, while ICT Insights magazine talks in-depth on relevant ICT issues.

Figure 36: HUAWEI TECH 2022 Issue 02

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 Figure 37: WinWin Issue 40

Figure 38: ICT Insights Issue 30

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 Figure 39: HUAWEI PEOPLE Issue 339

3.15 Product Environmental Information

Huawei is a company that takes the most care of its strategy. “Green Pipe, Green
Operations, Green Partner, Green World”. The strategy to incorporate circularity and CE
concepts into the design of products. Therefore essential for reducing the crucial environmental
effect. Leads to the creation of product environmental information records. These records
uncover the environmental performance of Huawei products. Comprise of product carbon
footprint, product water footprint, constricted substances, energy and material efficiency, and
established innovations.

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Figure 40: Product Environmental Report of HUAWEI MateBook HZ-W09

Figure 41: Product Environmental Report of Honor 5C Smartphone

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Section 4 Records Management Issues

4.1 Lack of Policy

Systematic, efficient and effective record management requires policy. The policy is a
statement that serves as a guide in guiding the organisation to make any decisions and
recommendations in the record management initiative. Therefore, record management requires
policies to enable systematic framework development. Policies are very important in record
management as emphasised by ISO-15489 where policy assistance in building procedures and
training to ensure record-keeping is handled appropriately as indicated in its statement that is,
"An organisation must establish, document, maintain and also implement policies for the
management of important records to outline the creation system that can identify conditions in
the process of storing content types, media, business process at the policy planning stage''. The
system should be made into rules and regulations as well as audit requirements other than those
that can be expanded and flexible in meeting future needs. Access to information should be taken
into account because without a policy, organisations will not know what to defend and also
destroy.

4.2 Business Orientation

Records are maintained to ensure business efficiency, help make decisions, store evidence,
improve excellence, and also help organisations efficiently and smoothly. The information
recorded can help organisations to be more transparent, credible, and responsible for gaining
high confidence and customer confidence in their products and services. Different approaches to
record management will have different effects.

● First approach: record management is not an emphasis because records are not referenced
or used regularly in business operations. Therefore, an organisation does not give high
priority to the creation, use, maintenance, and disposal of records. Records are only
visible when there is a need to commemorate or celebrate events.
● Second approach: Records are needed to assist in improving an organisation's ability to
make informed and effective decisions to avoid past mistakes. Records can also increase

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 efficiency in better business transactions as well as increase accountability as well as
transparency.

4.3 Laws and Enforcement

The law on records is not improved and enforced. The National Archives Act specifically
states record management. Emphasis will be given specifically to public records even if it is
implied in personal records. Maintenance and backup of these records is a law that also provides
efficient protection for "informants" at any company where it has been publicly traded and
sentenced to new crimes in connection with the conspiracy, fraud, and interfering with the
investigation. Related documents have been provided to assist record managers in developing
regulations related to and their potential impact on how organisations manage their organisation
data as follows: record management, data protection, is within the jurisdiction of the contingency
planning team as well as off-site storage and data storage.

4.4 Data Accuracy and Integrity

Data accuracy is one of the key aspects of the business process. It is important for a
business to have the right data that can be used in the process of making a decision. Data
accuracy also plays an important role in maintaining records as well as data integrity by ensuring
that all information is recorded, analysed, stored, retrieved, and shared. If the business in
question does not have the right data then any decision cannot be set accurately or cannot be
utilised. It has been a major challenge in record-keeping management. The increasing the
number of records, the harder it is to manage and maintain this record.

4.5 Maintain compliance with regulations

The primary purpose of reactor compliance is to ensure that all records or documents,
including the policies and procedures for compliance with the care and health care, are required
to protect the integrity of a current organisation with sound law, systematic rules, and applicable
and well-maintained requirements. Organisational policies are listed regularly to facilitate and
help protect the company over the long term. It covers a wide range of topics, including security
and privacy. To comply with this policy, companies need to understand and know-how rules can
be applied. The compliance process involves a variety of long-term work as well as a tedious job

44
for the company. It is also very important for employees to conduct data and information about
employees and customers in their company to maintain compliance with an organisation's
policies. If record management compliance is not performed properly, the excess amount of time
will be wasted on the task of finding related files or records due to the poor filing cabinet.
Precious office space is used as a paper storage space, this will force the company to pay a
premium price for document storage.

4.6 Perform Self-examination or Auditing for the System

Self-examination or auditing of the system is very important and it needs to be done
periodically to ensure system accuracy. When all the plans are completed and put forward, with
the backup data completed, it is very important for an organisation to conduct several rounds of
inspections to avoid any problems and inefficiencies that may occur. Through these rounds of
inspections, organisations may be able to find ways to correct errors if the record-taking process
arrives faster for more time-saving processes. Therefore, increasing the efficiency of delivering
records both within and outside the organisation ensures the importance of both the employee
and customer organisations.

4.7 Make the Plan correctly

Proper plans and plans must have clear, specific, measurable goals and achieve
organisational objectives. The first step is to make a plan to ensure that the organisation has a
better view and understanding of the types of actions that the organisation needs to take and
implement. In the plan, organisations are encouraged to make regular decisions in managing and
maintaining their records. If information and records are physical, since off-site storage is
mandatory, where the officer in charge of maintaining and managing the records uses the proper
practice of the professional with evidence and experience. By using off-site storage, they can
come up with a budget plan to build their own facilities or to secure third parties in providing
savings to better save on organisational costs. If the record is digital, organisations can use
professional, free and expensive cloud storage to ensure their security.

45
4.8 Manage digital assets in several locations
Record management is one of the most important functions of any type of organisation or
business. It requires an efficient and orderly ability to maintain digital assets and processes in
several locations, to ensure that the records or documents kept are accessible from anywhere and
at the same time are also from unauthorised access. The challenge to record management is to
find the right balance between security systems and accessibility. As such, a business needs to
use a security solution that enables an organisation to manage its digital assets in any location,
while making them accessible from anywhere. Therefore, it is up to a business to find an outlet
that can assist them in managing digital assets in any location and also provide a safe and
effective way to ensure that records are accessible at any time.

4.9 Perception Change

There are several factors that can contribute to the change in perception of record
management. Perception is very important in any organisation or business. However, the
perception is only considered to be an unwanted pile of paper. Losing is not too worrying. But
now, the inability to detect or access accurate, reliable and timely information contained in the
record will leave serious implications for the organisation. This record is now considered a
capable asset:

● Increase public recognition of the value of information as a source. This phenomenon is

particularly helpful to the community or organisation in raising awareness of the use of
record management that actually involves recorded information.

● Increased interest in storing information in electronic and paper formats can put pressure
on record management to determine future record management. The professionals in the
area will realise that they can be removed from their assignments if they continue the
conventional record management system. The staff needs to accept the fact that records
management skills today are indispensable to developing an efficient control system for
electronic records.

46
● The availability of IT to improve document and record control processes is crucial for
operations that use record management. Progressive record management can continue to
monitor new IT development processes as well as work with computer experts on using
IT technology to improve control of recorded information involving computers,
electronic mail, scanners, facsimile machines, communications networks, as well as
magnetic and optical storage.

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Section 5 Proposes the Implementation of IRMP
An integrated records management programme is in place to guarantee that authoritative and
trustworthy records are created and maintained. It provides record management efficiency and
economy by avoiding duplication of work, producing and preserving just the records that are
required, systematising retention and disposal, and so on. There are several advantages to
implementing an IRM programme. The creation of integrated information management
initiatives is one example. Then there is the removal of redundant services. The IRM program's
implementation might increase access to and use of information and records. It has the potential
to lower the cost of records management services. The next step is to plan for the long-term
preservation of historical and research records through a systematic records management
procedure. An IRM programme is developed in six stages:

5.1 Restructuring Existing Systems

To restructure operations, first determine the aims and objectives of a comprehensive
records management programme. To maintain such a programme, existing services must be
restructured. The study and updating of records legislation, as well as organisational policies,
processes, and systems, will all be part of this reorganisation. The consequences for resource
management, including staffing, must be examined after that is accomplished. Lastly, strategic
plans must be created.

5.2 Organising and Controlling Records

Organising and controlling records at the moment of production and using them as
current records is the first step in managing records throughout their life cycle. The goal of
current record management is to assure office efficiency and economy, oversee the generation
and use of information, and safeguard important information from loss or destruction. Current
records are usually kept at the office where they were created or in a related records office or
registry. Officers of the creating office are the primary users, however other agencies may have
access in specific circumstances. Current government records are seldom accessible to the

48
public, however some, such as company registrations, may be required by law to be seen. The
following are the stages involved in organising and controlling current records:
● analysing and restructuring records systems
● maintaining records systems
● developing and implementing classification systems
● developing and implementing records schedules
● appraising records and retaining those with continuing value while disposing of non-
current records.

5.3 Providing Physical Protection for Records

If records are not kept in good physical condition, they will not last long enough to serve
their administrative and cultural objectives as proof and information about current and historical
actions. The proper administration of records and archives is an effective means of assuring the
survival of the material. Depending on the stage of the record's life cycle, preservation conditions
will naturally change. Current records will not always be kept in climate-controlled spaces.
Semi-current records held in records centres will be protected, but only minor preservation work
will be done. To conserve significant information, archival repositories should be kept to the
greatest environmental and physical standards available.

5.4 Managing Records in Records Centres

The administration of semi-current records, which are frequently kept in separate records
centres, is the next important stage in the management of records throughout their lives. Some
documents can be destroyed according to disposal schedules when they become semi-current.
The bulk, however, will be moved from the records offices to a single offsite location where they
may be safely stored, utilised as sources of information, and disposed of in a methodical manner.
Records management in records centres entails a number of procedures:
● developing and maintaining offsite facilities
● transferring, storing and retrieving records according to disposal schedules
● disposing of archival or obsolete records

5.5 Managing Archives

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 The archive refers to records that are eligible for permanent preservation when they can be
used as evidence or for research materials. The archive is an elite body of records. It provides a
valid and reliable knowledge base on which it enables the records to be restored by
implementing a redesign and understanding. Without an archive, the missing record will remain
unknown. By documenting any decisions, important events of political, transactional, social, and
economic life, the archive can serve as a link in the chain of human history. The archive can also
be stored and operated by an archival institution specialist where records will be kept safe. The
archive plays a direct role in preserving and identifying the small and permanent percentage of
records that are at the centre of the mass of records produced in daily affairs. To fulfil this role,
the archive is likely to be directly involved in the record management process as long as it is
used as part of a careful and efficient record-keeping continuity. Records that have been
transferred to the archive repository to maintain records for longer, the archive will be involved
in the design process as well as the implementation of a record-keeping system to ensure culture,
as well as well-maintained business functions.

5.6 Supporting and Sustaining the IRM Programme

Record and archive institutions are an important function of business organisation
management. Efficient and orderly record keeping is important especially in the public sector, as
records are crucial to all aspects of modern national management. A well-managed record by an
organisation is essential to help the government grow effectively, implement policies, provide
public services and also introduce meaningful program reforms among the public. Records are
also important to ensure organisational accountability where records are the evidence needed by
senior managers, auditors and other relevant authorities when examining the performance of
relevant organisations or individuals. Thus, records with permanent values (archives) are a
collective national memory and they are an important link in the network of human history. Each
generation record is a contributor to the growing archival heritage.

50
CONCLUSION
In conclusion, Huawei's success is due to the selection of accurate and good record
management in shaping various strategies to enter new markets and grow the company's
progress. The strategic decisions that the company and their policies have taken and
implemented, as well as training in analysing and identifying the advantages that companies can
achieve if they use different entry modes to penetrate specific markets. With its huge portfolio,
its products have contributed significantly to the company's rapid growth and transformed it into
one of the most important and well-known brands in the technology sector. Regardless of the
strategy, it can be seen that Huawei has to go through constant change to stay in the top position
and its current runners, and most importantly, at some point, his company may need to
implement radical changes to rebuild his company.

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APPENDICES

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