rejects possibility of stock market listin ...
Ren Zhengfei, the founder of Huawei, has described shareholders of
public companies as greedy and short-termist, in a forceful rejection of
the idea of listing the Chinese telecoms equipment maker.
“In reality, [public] shareholders are greedy and want to squeeze every
bit out of a company as soon as possible,” he told a gathering of
western journalists in London. “People who own this company are not
greedy?.?.?.?Not listing on the stock market is one of the reasons we
have overtaken our peers.”
In the rare discussion, Mr Ren said Huawei was already transparent
enough in its dealings without a listing, in spite of the concerns
raised in the US and Australia about connections to the Chinese state.
The debate has been reversed in recent months after documents from
Edward Snowden suggested that the US National Security Agency had itself
been hacking into Huawei’s corporate servers.
近幾個月來，這場爭論的形勢發生了逆轉，原因是愛德華?斯諾登(Edward Snowden)披露的文件顯示，美國國家安全局(US National
Mr Ren said that he had held suspicions that the company was being
monitored, but used the Snowden disclosures to emphasise that nothing
was being hidden by the Chinese group.
“The monitoring behaviour by the United States is within expectations,”
he said. “I believe that there is no secret around myself. Huawei’s
approach has [always] been open.”
Even so, he said Huawei would strengthen protection around the
“higher-end technologies” being created by the group, which has become a
leading provider of equipment and services in areas such as telecoms
networks and smart devices.
Mr Ren’s role in the Chinese military until 1983 has caused longstanding
suspicion about the involvement of the Chinese state in Huawei, which
has grown rapidly from an initial investment of Rmb21,000 in 1987, to a
multinational corporation that generates about $40bn in annual revenue.
The group was banned from bidding on certain national contracts in
Australia, while a US congressional report raised fears about Huawei’s
links with the Chinese state, although the report presented no evidence
of actual wrongdoing. Huawei has been forced to curtail its involvement
in the US market as a result of the suspicions.
Mr Ren said there was no need for a public listing to provide greater
transparency, instead pointing to dangers of shareholdership. Huawei
workers are offered a stake in the company, which Mr Ren said meant
there was a “longer-term view”.
Mr Ren holds the position of chairman and maintains a veto on decisions,
even though there are three rotating chief executives under him with
operational control. 任正非現任華為副董事長，對公司決策保有否決權。在他之下有三名輪值首席執行官，他們擁有公司的運營控制權。
He has never used the right of veto, he said, instead preferring to talk
to his senior management. The future leadership structure of Huawei had
not been settled, he added. “Ultimately we want to find a mechanism for
succession,” he said.
Mr Ren said that revenues could double in the next four years to between
$70bn and $80bn. However, he ruled out making any acquisitions to boost
its business in smart devices or telecoms equipment in the short term.
Huawei’s revenue rose almost 12 per cent last year to $39.5bn,
generating a net profit of $3.5bn. In 2013, Huawei invested $5.1bn in
research and development, and Mr Ren said it would continue to focus on
developing new products.
He said Huawei would also keep investing in countries such as the UK and
parts of Europe that have been more welcoming to the Chinese company.
Continued investment in businesses in the region would mean that in
future it would be perceived as a European company, he added.
A ‘shy’ man who regrets not fulfilling his filial duties 一個遺憾未能盡孝的“害羞”男人
Ren Zhengfei provided a rare insight into the motivations of a “shy” man
with almost no hobbies who has created one of the world’s largest
technology groups in spite of early setbacks.
“Work and making money – there are no other hobbies,” said Mr Ren,
founder of Huawei, as he described a hard early start to life in a poor
family that spared little time for personal interests. “My personal life
is not that colourful,” he said.
On prompting by an adviser, Mr Ren disclosed that he enjoyed reading and
drinking tea – specifically, of the British afternoon variety.
Mr Ren had never spoken to the Western press until recently, which he
acknowledged had created a reputation of himself as mysterious. But he
said this was “maybe because I am a person who is shy.”
However, he then opened up about his personal life at a meeting in
London, describing how after leaving the Chinese army in 1983, he headed
to Shenzhen to start his own business.
Mr Ren was let go from the army at a period when non-combatant officers
were being cut back, which he said was accepted reluctantly given the
progress he had made.
A salary of $30 a month was difficult to leave behind, he added, until
he got to Shenzhen and realised that workers were earnings $50 a month.
However, his initial business attempts were set back by duplicitous
partners. “It turned out that I was cheated by the others in the
business,” he said. 然而，他的首次創業嘗試卻因合伙人使詐而遇挫。他說：“結果證明，我被合伙人騙了?！?br>
This forced him into learning about how the law worked, which led to a
realisation about how to benefit from the shift happening in China from
a controlled to a market economy. He grasped that the key element of
business under his control was the quality of the supply chain, which
began a life-long obsession with research and development.
Even so, he said that many of Huawei’s Shenzhen peers from that period
had died away, making him a “moth surviving the flames”. The one word
that summed up his experience of Shenzhen was “pain”, he added, as a
succession of challenges during that period exhausted him.
But the biggest pain for Mr Ren is a personal one. “I didn’t fulfil my
obligations to my parents,” he said, which has left him with a
“life-long regret”. 但他最大的痛苦是個人方面的。他說，“我沒有對父母盡到孝道”，這給他留下了“終身的遺憾”。