Chapter 10 2. Huawei Basic Law

First, the purpose of the company. 1. Core values. (Pursue) Article 1 Huawei's pursuit is to realize customers' dreams in the field of electronic information, and rely on bit by bit and perseverance to make us a world-class leading enterprise. In order to make Huawei a world-class equipment supplier, we will never enter the information service industry.Through the transmission of market pressure without dependence, the internal mechanism is always activated. (staff) Article 2 Huawei's greatest asset is its employees who are responsible and manage effectively.Respecting knowledge, respecting individuality, collective struggle and not giving in to successful employees are the inherent requirements for the sustainable growth of our business.

(technology) The third article widely absorbs the latest research results in the field of electronic information in the world, humbly learns from outstanding domestic and foreign enterprises, develops a leading core technology system in an open and cooperative manner on the basis of independence, and uses our excellent products to stand independently among the world's communication powers . (Spirit) Article 4 Loving the motherland, loving the people, loving the cause and loving life is the source of our cohesion.Awareness of responsibility, spirit of innovation, professionalism and spirit of unity and cooperation are the essence of our corporate culture.Seeking truth from facts is our code of conduct.

(Benefit) Article 5 Huawei advocates forming a community of interests among customers, employees, and partners.Efforts should be made to explore the internal dynamic mechanism of distribution according to production factors.We will never let Lei Feng suffer, and devotees will definitely get a reasonable return. (culture) Article 6 Resources will be exhausted, and only culture will be endless.All industrial products are created by human wisdom.Huawei has no natural resources to rely on, only to dig out large oil fields, large forests, and large coal mines in the human mind...spirit can be transformed into material, and material civilization is conducive to consolidating spiritual civilization.We adhere to the policy of promoting material civilization with spiritual civilization.

The culture here not only includes knowledge, technology, management, sentiment..., but also includes all intangible factors that promote the development of productivity. (social responsibility) Article 7 Huawei takes serving the country through industry and rejuvenating the country through science and education as its own responsibility, and contributes to the community where the company is located.For the prosperity of the great motherland, for the rejuvenation of the Chinese nation, and for the happiness of myself and my family, I will make unremitting efforts. 2. Basic objectives. (quality)

Article 8 Our goal is to meet the growing needs of customers with excellent products, reliable quality, superior lifetime performance-to-cost ratio and effective services. Quality is our pride. (human capital) Article 9 We emphasize that the goal of continuous appreciation of human capital takes precedence over the goal of appreciation of financial capital. (Core technologies) Article 10 Our goal is to develop a world-leading electronic and information technology support system with independent intellectual property rights. (profit) Article 11 We will set reasonable profit margins and profit targets for each period in accordance with the requirements of sustainable growth of our business, instead of simply pursuing profit maximization.

Three, the company's growth. (growth field) Article 12 When we enter a new growth field, it should be conducive to improving the company's core technology level, giving play to the company's comprehensive advantages in resources, and driving the company's overall expansion.Conforming to the general trend of technological development, the general trend of market changes, and the general trend of social development can enable us to avoid major risks. Only when we see the right opportunity and have a new idea, and we are sure that we can make a unique contribution to customers in this field, will we enter the relevant new field with a broad market.

(growth traction). Article 13 Opportunities, talents, technologies and products are the main driving forces for the company's growth.There is an interaction between these four forces.Opportunities attract talents, talents attract technology, technology attracts products, and products attract more and bigger opportunities.Increasing the traction of these four forces and promoting a virtuous circle between them will accelerate the growth of the company. (growth speed) Article 14 We pursue the maximization of growth at a certain level of profit rate.We must achieve and maintain a growth rate higher than the industry average and the growth rate of major competitors in the industry in order to enhance the vitality of the company, attract the best talents, and realize the best allocation of various operating resources of the company.In the electronic information industry, either become a leader or be eliminated, there is no third way to go.

(growth management) Article 15 We do not simply pursue the expansion of scale, but to make ourselves better.Therefore, senior leaders must be alert to the fragility and hidden shortcomings that long-term rapid growth may cause to the company's organization, and must effectively manage growth.While promoting the company to quickly become a large-scale enterprise, greater management efforts must be made to make the company more flexible and more effective.Always maintain the coordinated development of momentum and practice. Fourth, the distribution of value. (Value Creation) Article 16 We believe that labor, knowledge, entrepreneurs and capital create the entire value of a company.

(knowledge capitalization). Article 17 We use the form of transformation into capital to reflect and reward the cumulative contributions of labor, knowledge, and entrepreneurial management and risks; use the arrangement of equity to form the backbone of the company and maintain effective control over the company , so that the company can grow sustainably.Knowledge capitalization and a dynamic property rights system that adapts to technological and social changes are the directions we are constantly exploring. We implement employee stock ownership system.On the one hand, Pratt & Whitney recognizes Huawei's model employees and forms a community of interests and destiny for the company and employees.On the other hand, the most responsible and talented people will continue to enter the company's backbone.

(value distribution form) Article 18 The value that Huawei can distribute is mainly organizational power and economic benefits; the distribution forms are: opportunities, powers, wages, bonuses, security pensions, medical insurance, equity, bonuses, and other personnel benefits.We implement a distribution method that combines distribution according to work and distribution according to capital. (principle of value distribution). Article 19 Efficiency priority, fairness and sustainable development are the basic principles of our value distribution. The basis of distribution according to work is: ability, responsibility, contribution and work attitude.The distribution according to work must fully widen the gap, and the distribution curve must be continuous and there should be no inflection point.Equity allocation is based on: sustainable contribution, outstanding talent, character and risk assumed.Equity allocation should be tilted towards the core and middle-level, and the equity structure should be dynamic and reasonable.The proportion of distribution according to work and distribution according to capital should be appropriate, and the increase or decrease of distribution amount and distribution ratio should be based on the principle of the company's sustainable development.

(Rationality of value distribution) Article 20 We follow the law of value, insist on seeking truth from facts, introduce external market pressure and a fair competition mechanism within the company, establish a fair and objective value evaluation system and continuously improve it, so that the value distribution system is basically reasonable.The ultimate criterion for measuring the rationality of value distribution is the company's competitiveness and achievements, as well as the morale of all employees and their sense of belonging to the company. Second, basic operating policies. 1. Business center of gravity. (operation direction) Article 21 Our short-term business direction is focused on the technology and quality of communication products, key breakthroughs, leading systems, getting rid of the passive situation of competing in low-level markets, and developing related information products at the same time.The company gives priority to resource-sharing projects. The diversification of products or business areas closely revolves around resource sharing. It does not carry out other attractive projects and avoids dispersing limited strength and funds. Our past success shows that only a large market can incubate large enterprises.Choosing a large market is still the basic principle for our future industry selection.But success is not always a reliable guide to our future.We must strictly control entry into new areas. For small unplanned projects, we encourage internal entrepreneurial activities of employees, and will allocate certain resources to support employees in transforming outstanding ideas into products that customers need. (Business model) Article 22 Our business model is to seize opportunities, rely on high investment in research and development to obtain leading advantages in product technology and performance-price ratio, and form positive feedback in the shortest time through large-scale sweeping marketing A virtuous circle to fully obtain the excess profits of the "window of opportunity".Continuously optimize mature products, control the price competition in the market, expand and consolidate the dominant position in the strategic market.We will establish our organizational structure and talent team in accordance with the requirements of this business model, and continuously improve the company's overall operational capabilities. Building technology, quality, cost and service advantages in design is the basis of our competitiveness.The low cost of Japanese products, the stability of German products, and the advanced nature of American products are the benchmarks for us to catch up. (resource allocation) Article 23 We adhere to the "principle of pressure", and allocate resources with a strength that exceeds that of major competitors in terms of key success factors and selected strategic growth points. Financial resources to achieve key breakthroughs. In the allocation of resources, efforts should be made to eliminate the obstacles to the rational allocation and effective use of resources.We realize that the distribution of the three key resources of human, financial and material is first of all the distribution of outstanding talents.Our policy is to equip the best people with sufficient authority and necessary resources to carry out the tasks assigned to them. (Strategic Alliance). Article 24 We attach importance to extensive peer-to-peer cooperation and the establishment of strategic partnerships, and actively explore various forms of external cooperation based on mutual benefit. (Service Network) Article 25 Huawei is committed to providing customers with products and services for life. We want to establish a complete service network to provide customers with professional and standardized services.The interests of customers are the most fundamental interests of our survival and development. We must use service to set the purpose of team building, and take customer satisfaction as the yardstick for measuring all work. 2. Research and development. (Research and Development Policy) Article 26 The evolution trend of customer values ​​guides the direction of our products. Our product development follows the principle of extensive open cooperation on the basis of independent development.When choosing a research and development project, dare to break the routine and take a path that others have not gone through.We must be good at using the controlled state of chaos to seek breakthroughs in research in unknown fields; we must improve the competitive rational selection process to ensure the success of the development process. We promise to allocate 10% of sales for research and development, and will increase the proportion of allocation when necessary and possible. (Research and Development System) Article 27 We need to establish three research systems that are parallel to each other and conform to the strategy of large companies, namely the product development strategic planning research system, product research and development system, and product intermediate test system.With the development of the company, we will also establish branch research institutions in areas with talent and resource advantages at home and abroad. In the relevant basic technology fields, we will continue to cultivate a group of top basic technology talents according to the requirements of "narrow frequency band and high amplitude".In terms of product development, cultivate a group of cross-field system integration leaders.Consider basic technology research as part of the R&D cycle. Without the depth of basic technology research, there will be no high level of system integration; without the traction of market and system integration, basic technology research will deviate from the correct direction. (intermediate test) Article 28 We attach great importance to the quality demonstration and test method research of new products, new devices and new processes.It is necessary to establish a product intermediate test center with excellent equipment, advanced testing methods, and composed of many excellent engineering experts with "broadband and high amplitude".In order to make the level of talents and equipment of our intermediate test world-leading, we only build one such large-scale center in the world.It is necessary to filter new products and new devices through centralized and strict screening, improve product reliability through continuous quality demonstration, continuously conduct tolerance design tests and improve processes to reduce product costs, and accelerate the commercialization of technological development results. Three, marketing. (market status) Article 29 Huawei's market positioning is the best equipment supplier in the industry. Market position is the core objective of marketing.We are not satisfied with the growth of the overall sales, we must be clear about the market share of each leading product of the company, and how large it should be.Especially new products, market share and sales share in emerging markets are more important.Brand, marketing network, service and market share are the key elements to support market position. (market expansion) Article 30 The competition for strategic markets and the development of markets with great potential are the focus of marketing.We must not only grasp the rapid penetration and expansion of emerging product markets, but also strive to promote the expansion of mature products in traditional markets and emerging markets, so as to form an absolutely dominant market position. As a network equipment supplier, the key point of market strategy is to gain competitive advantage and control market dominance.Market expansion is a kind of overall operation of the company. We must pass on market pressure by affecting the vital interests of each employee, and continuously improve the company's overall responsiveness. (marketing network). Article 31 The framework of the marketing system is to establish a sales system by object and a marketing system by product to form a marketing network covered by a matrix. (Marketing team building). Article 32 We attach importance to cultivating a team of high-quality sales engineers and marketing managers with team spirit, and to discovering and cultivating strategic marketing management talents and international marketing talents. We need to build a marketing team with long-term goals, motivated and driven by common career, responsibility and honor. (Resource Sharing). Article 33 The randomness of market changes, the dispersion of market layout and the diversity of the company's products require that the front-line marketing team must receive timely and powerful comprehensive support, and that we must be able to quickly dispatch and organize a large number of resources to seize market opportunities and form a local advantage.Therefore, the marketing department must adopt a flexible mode of operation, and realize the dynamic and optimal allocation and sharing of resources through prior planning and on-site help. 4. Production method. (Production Strategy) Article 34 Our production strategy is to establish an agile production system on the basis of ultra-large-scale sales.Adopt the world's advanced manufacturing technology and management methods according to local conditions, insist on endless improvement, continuously improve quality, reduce costs, shorten delivery time and enhance manufacturing flexibility, so that the company's manufacturing level and production management level can reach world-class large companies benchmark. (production layout) Article 35 In line with the trend of diversification of the company's business fields and internationalization of business regions, we will concentrate on manufacturing key basic components and dispersely assemble final products in accordance with the principles of economies of scale, comparative costs and closeness to customers, and distribute the products nationwide and worldwide. Reasonably plan the production layout and optimize the supply chain. 5. Financial management and investment. (funding strategy) Article 36 We strive to diversify financing methods and continue to implement debt management steadily.Open up sources of funds, control capital costs, speed up capital turnover, and gradually form a financing partnership that supports the company's long-term development needs to ensure the realization of the company's strategic plan. (Investment Strategy) Article 37 Our short-to-medium-term investment strategy still insists on product investment, in order to maximize the concentration of resources and rapidly enhance the company's technical strength, market position and management capabilities.When we make major investment decisions, we don't necessarily pursue today's high-profit projects, but at the same time, we must pay attention to the growth opportunities of emerging markets and new products with great potential.We do not engage in any unrelated diversification that diverts company resources and senior management efforts. (capital management) Article 38 We explore capital management on the basis of successful operation in the product field, and use the property rights mechanism to mobilize resources on a larger scale.Practice has shown that achieving this transformation depends on our technical strength, marketing strength, management strength and timing.The extension of the extension depends on the implementation of the connotation, and the capture of opportunities depends on the preparation in advance. Knowledge-based capital is the key to accelerating the virtuous circle of capital management.When we expand capital, we should focus on choosing those strategic partners who have technology, market, and complementarity with us, followed by financial capital. Capital management and external expansion should be conducive to the growth of potential, the growth of benefits, and the unity of the company's organization and culture.The company's listing should be conducive to consolidating the foundation of the value distribution system we have formed. Third, basic organizational policies. 1. Basic principles (Policy established by the organization) Article 39 The establishment and improvement of the Huawei organization must: 1. It is conducive to strengthening the responsibility and ensuring the realization of the company's goals and strategies. 2. It is conducive to simplifying the process and responding quickly to customer needs and market changes. 3. It is conducive to improving the efficiency of collaboration and reducing management costs. 4. It is conducive to the exchange of information, promoting innovation and the emergence of outstanding talents. 5. It is conducive to cultivating future leaders and making the company grow sustainably. (Principles for establishing the organizational structure) Article 40 Huawei will always be a whole.This requires us to maintain control over any form of cooperation involving the Huawei logo. Strategy determines structure is the basic principle on which we build our company organization.Key business and new business growth points with strategic significance should have a clear responsible unit in the organization, and these departments are the basic elements of the company's organization. The evolution of organizational structure should not be a spontaneous process, its development has stages.The relative stability of the organizational structure within a certain period of time is the condition for stabilizing policies, stabilizing the cadre team and improving the management level, as well as the guarantee for improving efficiency and effectiveness. (Principles for the Establishment of Positions) Article 41 The establishment of management positions is based on a reasonable division of functions and business processes, and is based on a regular job that must be performed to achieve organizational goals.Job scope should be designed to be large enough to enhance accountability, reduce coordination, and increase the challenge and fulfillment of tenure. The authority to establish positions should be centralized.The purpose, scope of work, affiliation, duties and powers, and qualifications for the establishment of positions shall be clearly defined. (manager's responsibilities) Article 42 The basic responsibility of the manager is to carry out the work actively and responsibly according to the purpose of the company, so that the company has a bright future, the work is fruitful, and the employees are full of achievements.The extent to which a manager fulfills these three basic responsibilities determines the extent to which his authority and legitimacy are accepted by subordinates. (expansion of the organization) Article 43 The growth of the organization and the diversification of its operations will inevitably require outward expansion.The expansion of the organization needs to seize the opportunity, and whether we can seize the opportunity and the extent to which the organization can expand depends on the quality of the company's cadre team and the ability of management and control.When relying on the expansion of the organization cannot effectively improve the efficiency and effectiveness of the organization, the company will slow down the pace of external expansion and instead devote itself to the improvement of organizational management capabilities. 2. Organizational structure. (basic organizational structure) Article 44 The company's basic organizational structure will be a two-dimensional structure: divisions by strategic business and regional companies by region.The business department undertakes the responsibilities of development, production, sales and customer service within the business scope specified by the company; the regional companies effectively use the company's resources to carry out operations in the regional market specified by the company.Business divisions and regional companies are both profit centers and bear actual profit responsibility. (main structure) Article 45 The principle of functional specialization is the basic principle for establishing management departments.For areas of business activity whose main objectives are to improve efficiency and strengthen control, divisions should generally be divided according to this principle. The company's management resources, research resources, pilot test resources, certification resources, production management resources, market resources, financial resources, human resources and information resources are the company's public resources.In order to improve the efficiency of public resources, auditing is necessary.Organize corresponding departments according to the principle of functional specialization to form the main body of the company's organizational structure. (Business Department) Article 46 The principle of object specialization is the basic principle for establishing new business departments. The division principle of the business unit can be one of the following two principles, namely the principle of product field and the principle of technological process.The business divisions established according to the principle of product field are expansion business divisions, and the business divisions established according to the principle of technological process are service business divisions. The expansion business unit is a profit center, which implements a centralized policy and decentralizes operations.Under the principle of effective control, it should be equipped with the necessary functions required to carry out independent operations, which not only fully authorizes but also strengthens supervision. For products or business areas with relatively independent markets, operations that have reached a certain scale, and relatively independent operations that are more conducive to expanding and strengthening the responsibility for final results, an organizational form that is more conducive to its development should be selected in a timely manner. (regional company) Article 47 A regional company is a wholly-owned subsidiary or a subsidiary controlled by the head office, which is classified according to the region and has the qualifications of a legal person.Regional companies make full use of the resources assigned by the company and mobilize the company's public resources to seek development within the specified regional market and business field, and take full responsibility for profits.In the regional market that the regional company is responsible for, the head office and each business division do not compete with them for the same business.If each division needs to expand its business, it can do so by cooperating with or supporting regional companies. (Evolution of Matrix Structure) Article 48 When the departments classified according to the principle of functional specialization and the departments classified according to the principle of object specialization operate cross-operationally, a matrix structure is formed in the organization. The matrix structure of the company organization is a dynamic evolution process that constantly adapts to changes in strategy and environment, from the original balance to imbalance, and then to a new balance.If the original balance is not broken, it will be impossible to seize opportunities and develop rapidly; if a new balance is not established, it will cause long-term uncertainty to the company's organizational operations and weaken the foundation for establishing responsibilities. In order to maintain the principle of unified command and the principle of equal responsibility and power under the matrix structure, reduce organizational uncertainty and improve organizational efficiency, we must strengthen management in the following aspects: 1. Establish an effective top management organization. 2. Implement full authorization and strengthen supervision. 3. Strengthen the unity and authority of the plan. 4. Improve the assessment system. 5. Cultivate team spirit. (help network) Article 49 We should appropriately introduce horizontal and reverse network action methods into the vertical hierarchical structure of the company to activate the entire organization and maximize the use and sharing of resources.We must not only ensure the smooth flow of government orders for formulating and implementing decisions in the forward linear functional system, but also respond promptly and flexibly to the reverse and horizontal help-seeking systems, so that highly responsible grassroots managers who are closest to customers and are the first to perceive changes and opportunities And employees can get support from the organization in a timely manner and make distinctive contributions to the organization's goals. (level of organization) Article 50 Our basic policy is to reduce organizational levels in order to increase organizational flexibility.To reduce the organizational level, on the one hand, the level of departments must be reduced, and on the other hand, the level of positions must be reduced. 3. Top management organization (top management organization) Article 51 The basic structure of the high-level management organization consists of three parts: the company executive committee, the high-level management committee and the company's functional departments. The company's top management committees include: Strategic Planning Committee, Human Resources Committee, and Financial Management Committee. (Top Management Responsibilities) Article 52 The company's executive committee is responsible for determining the company's future mission, strategy and goals, making decisions on major issues of the company, and ensuring the company's sustainable growth. The Senior Management Committee is an advisory body composed of senior personnel.Responsible for drafting strategic plans and basic policies, reviewing budgets and major investment projects, and reviewing the implementation results of plans, basic policies and budgets.The deliberation results are approved and implemented by the executive meeting of the president. The company's functional department manages the company's public resources on behalf of the company's president, and guides and monitors each business department, subsidiary, and business department.The functional departments of the company should be set up under centralized control to avoid the phenomenon of multi-headed leadership as much as possible. Top management tasks should be implemented in the form of projects.After the completion of the high-level management project, the specific work and system will be formed and incorporated into the responsibilities of a certain functional department. (decision-making system) Article 53 We follow the principles of democratic decision-making and authoritative management. Major high-level decisions need to be fully discussed by the high-level management committee.The basis for decision-making is the company's purpose, goals and basic policies; the principle of decision-making is to follow the good and not the crowd.The truth is often in the hands of a few people, and it is necessary to create an environment in which different opinions can exist and be expressed.Once a resolution is formed, it is necessary to implement authoritative management. The collective decision-making of high-level committees and the office meeting system under the responsibility system of department heads are important measures for implementing high-level democratic decision-making.Our policy is to let go of high-level democracy and give full play to wisdom; strengthen grass-roots implementation so that responsibilities can be fulfilled. The heads of various departments belong to various professional committees. These committees discuss matters but do not handle them, and have the right to supervise the resolutions formed to prevent one-sidedness in the one-man system.The daily management decisions of the heads of departments should follow the principles determined by the office meeting of the heads of departments, and take personal responsibility for the consequences of the decisions.The results of the discussions at the executive meetings at all levels are reported to the superiors in the form of meeting minutes.The report must be signed by more than two-thirds of the official members, and the different opinions during the discussion process should be specially noted in the report. The president of the company has the final decision-making power. When exercising this power, he must fully listen to his opinions. (Code of Conduct for Senior Managers) Article 54 Senior managers should: 1. Maintain a strong enterprising spirit and a sense of urgency.Take personal risk for the company's future and major business decisions. 2. Adhere to the company's interests above departmental interests and personal interests. 3. Listen to different opinions and unite with all those who can be united. 4. Strengthen the training of political character and the cultivation of moral character, honesty and self-discipline. 5. Keep learning. Fourth, the basic human resource policy. 1. Human resource management principles. (basic purpose) Article 55 Huawei's sustainable growth fundamentally relies on organizational and cultural construction.Therefore, the basic purpose of human resources management is to establish a large team of high-quality, high-level and highly united, and to create a mechanism for self-motivation, self-discipline, and promotion of outstanding talents to provide for the company's rapid growth and high efficiency. operation is guaranteed. (basic guidelines) Article 56 All Huawei employees, regardless of their positions, are equal in personality.The basic principles of human resource management are impartiality, fairness and openness. (just) Article 57 Common values ​​are the criteria for us to make fair evaluations of employees; setting clear challenging goals and tasks for each employee is the basis for us to make fair evaluations of employees' performance improvements; Demonstrated ability and potential are fair criteria for evaluating ability that are more important than academic qualifications. (fair) Article 58 Huawei pursues the principle of giving priority to efficiency and taking into account fairness.We encourage every employee to compete on the basis of sincere cooperation and responsibility commitment; and provide fair opportunities and conditions for the development of employees.Every employee should rely on their own efforts and talents to strive for the opportunities provided by the company; rely on work and self-study to improve their own quality and ability; rely on creative completion and improvement of their own work to satisfy their desire for achievement.We fundamentally deny short-sightedness, comparison and egalitarianism in evaluation and value distribution. (public) Article 59 We believe that following the principle of openness is a necessary condition to ensure the fairness and fairness of human resource management.The formulation of important policies and systems of the company requires full consultation and consultation.Suppress luck, clarify praise and criticism, and improve the transparency of system implementation.We fundamentally deny anarchy, disorganization, and undisciplined individualistic behavior. (Human Resource Management System) Article 60 We do not engage in a lifetime employment system, but this does not mean that we cannot work at Huawei for life.We advocate a free employment system, but it does not deviate from China's reality. (internal labor market) Article 61 We introduce competition and selection mechanisms in human resource management by establishing an internal labor market.Through the replacement of the internal labor market and the external labor market, it promotes the emergence of outstanding talents, realizes the rational allocation of human resources and activates the precipitation layer.And fit man to duty, and duty to man. (person in charge of human resource management) Article 62 Human resource management is not only the job of the human resource management department, but also the responsibility of all managers.The managers of each department have the responsibility to record, guide, support, motivate and reasonably evaluate the work of the subordinates, and are responsible for helping the growth of the subordinates.The display of the talents of subordinates and the recommendation of outstanding talents are important factors in determining the promotion and personnel treatment of managers. 2. Obligations and rights of employees. (Employee's Obligations) Article 63 We encourage employees to have a sense of ownership and behavior towards the company's goals and their own work. Each employee mainly contributes to the company's goals by doing their job well.Employees should strive to expand their job horizons, deeply understand the requirements of the company's goals for themselves, develop a way of thinking that contributes to others, and improve their collaboration level and skills.On the other hand, employees should abide by the restrictive relationship between responsibilities, avoid overstepping their responsibilities, and expose management loopholes and problems covered by unclear responsibilities in a restrained manner. Employees are obliged to report the malpractices and mistakes in the management that are covered up by leapfrogging the truth.Allow employees to act cheaply in emergencies, and contribute to the company's ability to seize opportunities, avoid risks, and mitigate disasters.However, in this case, the reporter who leapfrogged or did things cheaply must take responsibility for his actions and their consequences. Employees must keep company secrets. (Employee's Rights) Article 64 Every employee has the following basic rights, namely, the right to consult, to make suggestions, to appeal and to reserve opinions. Under the premise of ensuring the smooth development of work or business, employees have the right to consult with their superiors, and the superiors have the responsibility to make reasonable explanations and explanations. Employees have the right to make reasonable suggestions for improving operation and management. Employees have the right to appeal to the supervisor of the direct supervisor for the treatment they consider unfair.Appeals must be factual and submitted in written form, and must not affect their work or interfere with the normal operation of the organization.Complaints made by supervisors at all levels to subordinate employees must be clarified as soon as possible.