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An Ode to My Journey in Huawei Malaysia

An Ode toMy Journey in

By William Syrillus Tunsin

Working with the Government for the past 17 years, I have seen the efficiency of Government services increase year by year.

Always believing that there is room for improvement in anything we do, I chose to apply for the Cross Fertilisation Programme (CFP) under the Public Service Department, where Government officers are given placements in the private sector for a year, to learn from, as well as, to share best practices between both sectors.

When applying for the CFP, I had not considered Huawei Technologies (Malaysia) Sdn Bhd (Huawei Malaysia) as a potential placement. However, fate intervened, and this global tech giant selected me to be part of their team. It was an unexpected but very welcome surprise.

With bated breath, I joined Huawei in November 2023. Assigned to the Public Affairs and Communications Department (PACD), which was later renamed the Business Environment Department, I assumed the role of Environmental, Social and Governance Manager.

My initial perception of Huawei was that its services were limited to mobile devices and wearables, which I mistakenly believed constituted the majority of its business.

Upon deeper exploration, I discovered that the consumer business segment for Huawei only constituted five per cent of the company’s revenue.

Huawei Malaysia

As my tenure progressed, I gained a broader understanding of Huawei’s global operations and its commitment to cutting-edge research and development. I learnt about its various business departments which included the Carrier Network Business, the Enterprise Business, the Cloud and AI Business and the Digital Power Business.

What surprised me was that Huawei’s footprint in Malaysia began in 2001 and that it currently serves more than 95 per cent of Malaysia’s connectivity needs.

Another interesting perspective for me was the constant emphasis on upskilling, reskilling and cross-skilling. I learnt that this company takes learning very seriously with its employees required to learn a minimum of one hour weekly and having to take compulsory examinations via their online “iLearning” platform. Even I was required to take examinations during my tenure!

Initially, I struggled to grasp the company’s core values and business model. However, a transformative experience during the Digital Leadership Excellence (DLE) Programme in Shenzhen, China, provided invaluable insights.

The inception of the DLE Programme came about after a call by Prime Minister Dato’ Seri Anwar bin Ibrahim, when he delivered the closing address at the Malaysia ICT Summit hosted by Huawei last year. The Prime Minister had said Malaysians are a very talented lot, and that organisation leaders just needed that extra “niche” to lead their respective establishments down the path of digital transformation.

The DLE Programme industry visit to China included a visit to Huawei’s Headquarters in Shenzhen, which gave me a glimpse of the driving forces behind the company’s sustainable growth.

Customer-centricity

Huawei’s vision and mission are to “bring digital to every person, home, and organisation for a fully connected, intelligent world.” Customer-centricity is the cornerstone of Huawei’s existence. Recognising that a company is only as good as its people, these core values are instilled in every employee. It is evident that the company prioritises the cultivation of a strong corporate culture as the enduring foundation of its success.

As my time as an ESG Manager draws to a close, my journey to fully comprehend Huawei’s core values and culture has only just begun. I am immensely grateful to Vice President Mr. Oliver Liu and the dedicated staff of BED for their invaluable guidance and mentorship.

I will forever be grateful to Huawei Malaysia for providing me with this extraordinary opportunity. As I bid goodbye to Huawei, I bring with me the best practices and exceptional culture I have experienced here to my next posting, which I believe can serve as a valuable model for enhancing Government administration. One of the most valuable things that I have witnessed is how the power of technology empowers change. The remarkable transformation of Shenzhen from a fishing village to a global tech hub is a testament to the power of innovation and visionary leadership. This will serve as my inspiration.

*William Syrillus Tunsin is currently the Deputy Director, Security and Passport Division, Department of Immigration Malaysia