The Economic Impact of Huawei in The UK-Final

The Economic Impact
of Huawei in the UK
June 2015
Contents
Executive Summary 4
1 Introduction 8
1.1 About Huawei 8
1.2 Report structure 9
1.3 Methodology and sources 9
2 The economic impact of Huawei in the UK, 2012-2014 12

2.1 Direct effects arising from Huawei’s activities in the UK 12
2.1.1 Direct tax contribution 14
2.2 Indirect effects arising from Huawei’s supply chain 14
2.3 Induced effects arising from wages being spent 16
2.4 Huawei’s total economic impact, 2012-2014 16
2.5 Huawei’s economic contribution by region 17
3 Benchmarking against the public commitment made in 2012 20

3.1 Performance against the total expenditure commitment 20
3.2 Performance against the procurement commitment 21
3.3 Huawei’s investment in R&D 22
3.3.1 Co-operation with universities and other specific
developments – Case Study 1 23
3.4 Performance against the investment commitment 24
3.4.1 The activities of Huawei Global Finance – Case Study 2 25
4 Huawei’s wider contribution to the UK 26

4.1 Advances benefiting the UK consumer 26
4.1.1 Huawei’s partnership with EE – Case Study 3 26
4.1.2 Huawei’s partnership with Openreach - Case Study 4 28
4.2 How Huawei’s R&D benefits the wider UK economy 28
4.3 Further contributions to the UK’s policy ambitions 30
4.3.1 Alignment with the UK government’s broader growth strategy 30
4.3.2 Commitment to good corporate governance 31
4.3.3 Attracting visitors to the UK by hosting global events 31
4.3.4 Corporate social responsibility 32
Annex: Economic impact methodology 34

The economic impact of Huawei in the UK June 2015
Executive Summary
Huawei, a Fortune Global 500 company, is a leading provider of global

information and communications technology solutions. It is the world’s
second-largest manufacturer of telecoms network equipment and
one of the world’s most innovative companies. Since opening its first
office in the UK in 2001, Huawei has been investing here, stating that
the country offers one of the most open and welcoming economies
in the world, with a more straightforward regulatory environment than
other countries. As a company Huawei has played an active part in
rolling out high-speed broadband across the UK, developing 4G and
5G, and recruiting a skilled UK workforce in the ICT, digital and high
tech industries.
Huawei has publicly committed to spending £1.3 billion in the UK. The company
Huawei has publicly made this commitment in September 2012, when it announced its intention to spend
committed to spending £1.3 billion (US$2 billion) in the UK over the five years from 2013-2017, split equally
£1.3 billion in the UK. between procurement and investment. This report assesses whether Huawei is on
Huawei is on track to track to meet these targets. It does so by analysing the economic impact that the
meet this spending company’s activities had on the UK economy in the years 2012-2014. It explores
commitment, making a range of quantifiable and less easily measurable channels and analyses these
it one of China’s largest impacts in the context of the £1.3 billion public commitment.
inward investors in Huawei is on track to meet this spending commitment, making it one of China’s
the UK. largest inward investors in the UK. If the levels of activity undertaken in 2014 were
merely maintained, then over the five years 2013-2017 procurement alone would
total £1.02 billion, and the total for investment and procurement combined would
reach £1.41 billion.
4 OXFORD ECONOMICS
June 2015 The economic impact of Huawei in the UK
Huawei’s UK investment and procurement spending
Total 2013-2017
Commitment
£ million 2012 2013 2014 if 2014 level
for 2013-2017
maintained
Total of investment
178.3 226.9 295.1 1,300 1,407
and procurement
The story is similar for investment, which in Huawei’s case mainly comprises
Research & Development (R&D). This spending started from a low base but increased
substantially between 2012 and 2014. If the recent rate of growth, excluding the
impact of ‘one-off’ events, is maintained, then total investment over 2013-2017
would reach £811 million, thereby also meeting the £650 million commitment.
The economic impact of Huawei on the UK economy extends beyond its

procurement and investment expenditure. It can be measured in terms of
contribution to GDP, its role in developing UK infrastructure such as high-speed
broadband or 4G, as well as the company’s contribution to UK employment and
government tax revenues. In the three years 2012-2014 Huawei’s total contribution
to UK GDP was £955.9 million, comprising Huawei’s direct (own) contribution of
£230.8 million, an indirect (supply chain) contribution of £435.3 million and an
induced (employee spending) contribution of £289.8 million. Between 2012 and
2014 this total GDP contribution grew at an average annual rate of 23.7 per cent.
Huawei’s total contribution to UK GDP, 2012-2014

£ million
400
23.7%
£390.1 m
350 annual growth
116.2
300 £310.8 m
250 98.5 Induced GDP

£255.0 m
75.2 Indirect GDP
200 171.2 Direct GDP
150 149.7
114.4
100
50 102.8
65.4 62.6
0
2012 2013 2014
Source: Oxford Economics
By 2014 Huawei supported 7,400 jobs in the UK economy, across the three
channels of impact. For every person employed directly by Huawei in the UK in
that year, a further six UK-based jobs were supported by supply chain linkages and
employee spending. Over the three years combined, the total contribution to GDP
was also sufficient to generate £411.4 million in tax revenues for the UK Exchequer.
In 2014 alone these tax revenues, at £161.9 million, would have been enough to
cover the wages of over 5,000 full-time nurses.
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Huawei in the UK has become a highly productive business. Looking at Huawei’s

own activities specifically, in 2014 its labour productivity – its GDP per employee –
was £99,800, compared to the UK average of £43,800.
Huawei’s contribution to the UK economy, 2012-14
Total Annual
£ million 2012 2013 2014
2012-2014 growth rate
Direct GDP 230.8 65.4 62.6 102.8 25.4%
Indirect GDP 435.3 114.4 149.7 171.2 22.3%
Induced GDP 289.8 75.2 98.5 116.2 24.3%
Total GDP contribution 955.9 255.0 310.8 390.1 23.7%
Annual
Headcount 2012 2013 2014
growth rate
Direct jobs 781 916 1,030 14.8%
Indirect jobs 2,539 3,181 3,724 21.1%
Induced jobs 1,759 2,255 2,632 22.3%
Total jobs contribution 5,079 6,352 7,386 20.6%
Total Annual
£ million 2012 2013 2014
Direct tax revenues 128.6 39.6 38.8 50.3 12.7%
Indirect tax revenues 125.7 33.1 43.6 49.0 21.5%
Induced tax revenues 157.1 41.4 53.0 62.7 23.1%
Total tax contribution 411.4 114.1 135.4 161.9 19.1%
Source: Oxford Economics; Huawei
Huawei’s economic impact is spread throughout the UK. The company now
has a presence in 15 locations across the UK. In the period 2012-2014 it sourced
goods and services from suppliers based in 86 of the UK’s 121 postcode areas. As
a result the contribution it makes to GDP and employment has a positive impact on
all of the UK’s regions. The largest contributions are found in the South East and
East of England, followed by London, but in 2014 the company’s activities also
supported over 300 jobs in each of the South West, Yorkshire and the Humber, and
North West regions.
Huawei is contributing to R&D and innovation in the UK. Huawei’s R&D spending
grew from £30.6 million in 2012 to £78.4 million in 2014 – an average annual
increase of 60.2% – helped among other things by the expansion of the Ipswich-
based Centre for Integrated Photonics (CIP), acquired in 2012, and the acquisition
of the Cambridge-based company Neul in 2014. Huawei has set a target of almost
doubling its R&D workforce from 156 currently to 300 by 2017.
The company has established a strong and growing set of R&D activities, under the
banner of the Huawei UK Innovation Programme. This programme has included
opening a new R&D centre in Bristol, focused on researching ICT chips, and
investing £10 million in joint project work with leading British universities, such as
the University of Surrey’s 5G Innovation Centre, where 5G technologies are being
pioneered. Huawei also operates two joint innovation centres in the UK, where it
collaborates on research with BT and Vodafone.
6 OXFORD ECONOMICS
Looking in more detail at Huawei’s R&D spending we can identify additional

or ‘spillover’ benefits from its activities. Huawei’s R&D activity will add to its own
revenues in future by increasing the value of its final outputs. But, importantly, the
benefits will also be felt by other companies across the UK (The benefits of R&D
activity have been shown by academic studies to go well beyond ‘private’ returns).
Other UK-based businesses are likely to gain, as partnerships, supply chain linkages
and employee mobility allow knowledge and technological advances to spread. This
would generate what Huawei calls a “win-win” effect for the UK economy at large.
UK-based R&D activity undertaken by Huawei, 2012-2014

£ million
£78.4 m
80
70
60 60.2%
annual growth
50
40 £38.0 m
£30.6 m
30
20
10
0
2012 2013 2014
Source: Huawei
Oxford Economics estimates that, if Huawei’s 2014 level of R&D activity were merely
maintained, UK GDP would eventually benefit by a further £310 million per annum,
on top of the £170 million annual return earned by Huawei itself. Much of this so-
called ‘spillover’ benefit could be expected to be felt, at least initially, by firms and
institutions local to Huawei’s project work.
Huawei’s activities have other positive impacts for the UK. These include, for
example, the benefits that arise for UK consumers, as illustrated by its partnerships
with customers in the UK. This report looks at two of these partnerships in more
detail, namely those with EE and Openreach on the rollout of 4G mobile telephone
infrastructure and superfast broadband infrastructure respectively. In addition,
Huawei’s aims align with some of the UK Government’s key goals in economic, trade
and technology policy. The company also has a strong commitment to corporate
social responsibility.
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1
Introduction
This report quantifies the economic contribution to the UK economy of

ICT company Huawei in the years 2012-2014. It also benchmarks that
performance against the company’s commitment to spend £1.3 billion
on procurement and investment in the UK over the five-year period
2013-2017, and analyses other aspects of its contribution to the UK’s
economic and social wellbeing.
1.1 About Huawei

Huawei is a leading multinational information and communications technology
solutions provider and a Fortune Global 500 company. It opened its first office in
the UK in 2001 and won its first major UK contract, with BT, in 2005. In the decade
since it has grown from a telecoms provider to a fully integrated ICT supplier, and has
helped roll out parts of the UK’s broadband and telecoms networks.
Huawei’s partnership with BT remains an ongoing one, presently focused on the

provision of Superfast Broadband, and, in addition, the company is involved in
partnerships with other household names, including EE’s 4G roll-out and Vodafone’s
‘Project Spring’. Employing over 1,000 people in the UK, its UK headquarters are in
Reading, one of 15 Huawei workplaces situated around the UK.
Globally, Huawei is headquartered in Shenzhen, China. It employs 170,000

individuals around the world, 76,000 of whom are engaged in R&D-focused work,
and its products can be found in over 170 countries, serving more than a third of
the world’s population. It has three core operating divisions: the Carrier Network,
Enterprise and Consumer business groups.
8 OXFORD ECONOMICS
As one of China’s largest inward investors in the UK, Huawei plays an important
role in investing in the next generation of computer scientists and engineers, their
skills and research and development in the UK. This is demonstrated through
the company’s support of undergraduates, through partnership projects with the
University of Cambridge, Imperial College London and the University of Surrey, and
through investing in technology research programmes with other British universities.
The company describes its vision as being “to build a better connected world and
enrich life through communication”.
1.2 Report structure

The report is structured as follows:
■■ An introduction to economic impact analysis is included in the remainder of this
chapter.
■■ Chapter 2 explores Huawei’s core economic contribution to the UK economy in
2012, 2013 and 2014, i.e. the contribution through its own activities, its purchases
of inputs from UK suppliers and the payment of wages which stimulates consumer
spending. It also breaks that contribution down by region.
■■ Chapter 3 examines Huawei’s performance further in the light of the £1.3 billion
five-year UK procurement and investment commitment, including a more detailed
analysis of its R&D activities and a study of the role of the Huawei Global Finance
Centre.
■■ Chapter 4 assesses Huawei’s wider contribution to the UK economy, looking
in turn at: its role in advancing technology to benefit UK consumers, including
through its partnerships with EE and Openreach; the benefit to the wider UK
economy of its UK-based R&D work; and other channels of impact including in
the field of corporate social responsibility.
■■ An annex sets out the methodology underlying the calculation of the economic
impact.
1.3 Methodology and sources

The first task of this report is to undertake a standard economic impact analysis to
identify the three core channels of impact that stem from the activities of Huawei in
the UK, which are characterised in Figure 1.1:
■■ The first is the direct effect of the activities of Huawei itself.
■■ The second is the indirect effect which encapsulates the activity supported in
Huawei’s UK supply chain as a result of its purchases of inputs of goods and
services.
■■ The third captures the impact of staff spending their wages on UK-produced
goods and services, both those working for Huawei and those employed in its
supply chain. This creates economic activity at the retail and leisure outlets that
they visit, and throughout these establishments’ supply chains. This is known as
the induced effect.
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Figure 1.1: The core channels of economic impact
Direct Induced Impact Total Impact

Impact
Consumer spending Contribution to
Indirect Impact out of staff wages GDP
(within UK economy)
Purchase of
• Food and beverages Employment
inputs from UK
• Recreation supported
suppliers
• Clothing
Suppliers’ own • Utilities Tax receipts
supply chains • Household goods generated
Purchases made from overseas suppliers (leakage from UK economy)
In accordance with standard economic impact assessments, the scale of the impact
of the business is measured using three key metrics:
■■ The contribution to the economy’s gross domestic product (GDP), i.e. the value
of goods and services produced.1
■■ Employment – measured in terms of headcount and embracing all ‘workforce
jobs’, i.e. including self-employed as well as employee posts.
■■ Taxation – covering tax revenue streams of all kinds generated for the UK
Exchequer.
The contributions were worked out by combining financial and employment data
supplied by Huawei, consistent where relevant with financial data supplied by the
company to Companies House, with a range of official datasets concerned with
patterns of output, income, expenditure and transactions across the UK economy.
The Annex explains the Economic Impact Assessment methodology in detail as well
as listing the specific data sources.
1 A company’s contribution to GDP is calculated as the difference between the value of its turnover and its payments
to other businesses for raw materials, non-capital goods and services. This will be equal to the sum of other
business operating costs (mainly staff costs) and gross profits. In standard economic assessments such as this,
gross domestic product is measured at ‘basic prices’, i.e. net of taxes on sales such as VAT. This measure, which
is also known as ‘gross value added’, is typically a little lower than the ‘headline’ measure of GDP, which is valued
at ‘market prices’ – i.e. including sales taxes.
10 OXFORD ECONOMICS
OXFORD ECONOMICS 11
2
The economic impact of Huawei
in the UK, 2012-2014
This chapter quantifies the contribution of Huawei to UK gross domestic

product (GDP), employment and tax revenues, in 2012, 2013 and 2014,
through the direct, indirect and induced channels.
Huawei’s direct 2.1 Direct effects arising from Huawei’s activities in the UK
contribution to UK gross Demonstrating Huawei’s commitment to the UK, the direct contribution of the
domestic product company to UK GDP totalled £230.8 million over the three year period 2012-2014,
totalled £230.8 million and grew at an average annual rate of 25.4% between 2012 and 2014 – a strong
over the three year growth curve. As a result, the number of individuals employed directly by Huawei in
the UK increased by 14.8% per annum, to reach 1,030. Further details are shown in
period 2012-2014, and
Table 2.1 and Chart 2.12.
grew by 25.4% per
annum in that time. Table 2.1: The direct contribution of Huawei to UK GDP and jobs
Total Annual
£ million 2012 2013 2014
Total direct GDP contribution 230.8 65.4 62.6 102.8 25.4%

Of which: costs (mainly staff costs) 203.1 55.2 66.4 81.5 21.5%
gross profits 27.7 10.2 -3.8 21.3 44.5%
Annual
Headcount 2012 2013 2014
growth rate
Total direct employment 781 916 1,030 14.8%
2 The direct GDP contribution is calculated by summing up over the cost elements included in GDP – wages,
employers’ national insurance and pension contributions, and taxes on production – and profits before tax, interest
and depreciation (‘EBITDA’ in company accounts).
12 OXFORD ECONOMICS
These figures include the activities of R&D establishments CIP and Neul, acquired
in 2012 and 2014 respectively, as well as Huawei’s more longstanding UK-based
operations.
Looking at 2014 in isolation, GDP per employee – labour productivity – works out at
With 1,030 staff in 2014,
approximately £99,800, compared to the UK average of some £43,8003 (Chart 2.2).
Huawei’s GDP per
This is likely to be due to the high-skilled and technical nature of much of Huawei’s
employee works out at
work in the UK.
£99,800 compared to the
UK average of £43,800. It is worth noting here that Huawei has a policy of recruiting locally. Before 2014 it
achieved a 70% local recruitment target in the UK. This was stepped up to 75% in
that year.
Chart 2.1: Huawei’s direct contribution to GDP and employment

Direct GDP (left scale) Direct employment (right scale)
£ million Jobs
105 1,050
90 900
75 750
60 600
45 450
30 300
15 150
0 0
2012 2013 2014
Source: Huawei, Oxford Economics
Chart 2.2: GDP per employee (labour productivity) in 2014
UK economy £43,800
per head
£99,800
Huawei
per head
£0 £20,000 £40,000 £60,000 £80,000 £100,000

3 The UK figure is for GDP at basic prices excluding imputed owner-occupied rent, per workforce job.
OXFORD ECONOMICS 13
2.1.1 Direct tax contribution

Over the three years, Huawei’s direct tax contribution totalled £128.6 million. This sum
grew by 12.7% per annum between 2012 and 2014. Details are shown in Chart 2.3.4
Chart 2.3: Huawei’s direct contribution to UK tax revenues

The direct tax
£ million
contribution of Huawei
60
and its staff amounted to
49% of GDP in 2014, 55
£50.3 m
compared to the UK-wide 50
ratio of around 37%. 45
£39.6 m £38.8 m
40 22.0
35
14.6
30 17.6 Employee taxes
25 Business taxes
20 14.4 VAT
11.2
7.2
15
10
13.7 14.0 13.9
5
0
2012 2013 2014
The direct tax contribution of £50.3 million in 2014 alone was equivalent to 49% of
Huawei’s direct GDP contribution, compared to the equivalent UK economy-wide
ratio of around 37%.
2.2 Indirect effects arising from Huawei’s supply chain

In 2012-2014, Huawei
spent £546.9 million Over the three years 2012-2014, Huawei spent a total of £546.9 million purchasing
inputs of goods and services from other UK-based businesses5, across a wide range
purchasing inputs of
of industries, with this so-called procurement total growing by 20.3% per annum
goods and services
over that time.
from other UK suppliers.
As an example of the sectors that Huawei procures from, engineering-type
consultancy services account for the largest share, at £61.0 million in 2014, followed
by electronic and electrical equipment at £40.1 million, telecommunications services
at £37.4 million, management-type consultancy services at £17.2 million, and
employment services at £15.3 million.
A small amount of the value of these purchases from UK suppliers can be accounted
for by content that was ultimately imported further along the supply chain, with
an even smaller amount needing to cover the cost of sales taxes on transactions
within the supply chain. The majority, however, represents the GDP either of the UK
suppliers to Huawei, or that of further rounds of UK-based suppliers. The value of this
so-called indirect GDP impact is put at £435.3 million over the three years. Average
annual growth in indirect GDP, between 2012 and 2014, amounted to 22.3%.
4 Business taxes as shown in the chart mainly comprise employers’ national insurance, corporation tax and business
property tax (‘rates’). Employee taxes comprise income tax and employees’ national insurance.
5 This includes purchases by Huawei’s global headquarters as well as UK-to-UK transactions.
14 OXFORD ECONOMICS
Chart 2.4 gives more details of these procurement and indirect GDP numbers.
Chart 2.4: Purchases from UK suppliers and resulting indirect GDP

£ million Purchases from UK suppliers
225 £212.5 m
Indirect GDP
200 £187.5 m
£171.2 m
175
£146.9 m £149.7 m
150
125 £114.4 m
100
75
50
25
0
2012 2013 2014
Chart 2.5: Supply chain jobs supported by industrial sector in 2014

Supply chain jobs
Metal
supported by these products
purchases grew by Other services Electronic products
21.1% per annum to Education Electronic equipment
reach 3,724 in 2014, Cleaning etc. Other industry
with these employees Construction
spread across a wide Wholesale & retail
range of activities. Employment
Transport services
services
Telecommunications
Computer-related
services
Financial services
Advertising
Real estate services
Legal services
Accounting services
Engineering Management
consultancy consultancy
This activity was sufficient to generate £125.7 million in indirect tax revenues over
the three years6, with these revenues growing at 21.5% per annum. It was sufficient
to support annual growth of 21.1% in supply chain jobs, with indirect employment
reaching 3,724 in the final year. The jobs supported are to be found in a wide range
of sectors as illustrated by Chart 2.5.
6 The indirect tax take includes sales taxes, production taxes, corporation tax and employers’ national insurance
paid by businesses in the supply chain, and income tax and national insurance paid by their employees.
OXFORD ECONOMICS 15
2.3 Induced effects arising from wages being spent

When employees of Huawei and those in its supply chain spend their wages, which have
been effectively derived from Huawei’s activities, further so-called ‘induced’ benefits are
created for local retailers, leisure outlets and other consumer-facing businesses, and for
suppliers to those businesses in turn. This so-called induced GDP is estimated to have
totalled £289.8 million over the three years, supporting tax revenues7 of £157.1 million,
with annual growth in these measures averaging 24.3% and 23.1% respectively.
Associated with this, Huawei’s induced jobs contribution grew by 22.3% per annum
between 2012 and 2014, to reach 2,631 jobs in the latest year.
For every individual 2.4 Huawei’s total economic impact, 2012-2014

employed directly by Taking the direct, indirect and induced impacts together, Huawei’s total
Huawei in 2014, an contribution to UK GDP can be put at £955.9 million over the three years 2012-
additional six UK-based 2014. During that time this contribution grew by 23.7% per annum, which is sufficient
to support annual growth of 20.6% in the total number of jobs. This in turn took the
jobs were supported by
total jobs contribution to 7,386 in 2014, meaning that, for every individual employed
supply chain linkages
directly by Huawei, an additional six UK-based jobs were supported by supply chain
and employee spending.
linkages and employee spending.
Huawei’s total tax contribution, meanwhile, totalled £411.4 million over the three
years. This contribution grew by 19.1% per annum, so that in the final year it would
have been sufficient to have covered the wages of 5,130 full-time nurses.8
Chart 2.6 shows greater detail on the breakdown by channel of impact and year.
Chart 2.6: The economic impact of Huawei in the UK, 2012-2014

Direct Indirect Induced
GDP contribution (£ million) Jobs contribution (headcount) Tax contribution (£ million)
400 23.7% £390.1 m 8,000 20.6% 200
7,386
annual growth annual growth 19.1%
350 7,000 175 annual growth
6,352 £161.9 m
£310.8 m 116.2
300 6,000 2,632 150
£135.4 m
£255.0 m 98.5 5,079 2,255 62.7
250 5,000 125 £114.1 m
75.2 53.0
200 4,000 1,759 100
171.2 41.4
150 149.7 3,000 3,724 75 49.0
114.4 3,181 43.6
33.1
100 2,000 2,539 50
50 102.8 1,000 25 50.3

65.4 62.6 39.6 38.8
781 916 1,030
0 0 0
2012 2013 2014 2012 2013 2014 2012 2013 2014
7 This includes sales taxes (e.g. VAT and excise duties) on the consumer spending of Huawei employees and those
in its supply chain, as well as sales taxes, production taxes, corporation tax and employers’ national insurance paid
by businesses in the consumer supply chain, and income tax and national insurance paid by their employees.
8 Based on the average pay of a full-time nurse in that year, sourced from: ONS, Annual Survey of Hours and
Earnings, 2014 provisional results.
16 OXFORD ECONOMICS
2.5 Huawei’s economic contribution by region

Huawei now has 15 offices located across the UK. These include:
■■ Its new headquarters in Reading, opened in 2013 following a move from
Basingstoke.
■■ The CIP research and development centre in Ipswich, acquired in 2012 and now
with a workforce of more than 80, as well as a second office at Adastral Park,
Ipswich.
■■ The R&D site in Cambridge, following the acquisition of Neul in 2014.
Huawei’s activities and
employees are spread ■■ A brand new R&D centre established in Bristol in 2014.
around the UK. ■■ The Huawei Global Finance Centre in the City of London, opened in 2013.
■■ The UK Cyber Security Evaluation Centre in Banbury, Oxfordshire, established in
2010.
■■ Further workplaces in Manchester, Newbury in Berkshire and Newport in South
Wales.
In addition the company is engaged in a number of partnerships with UK universities,

and therefore in activities taking place on their campuses (for example the research
on emerging 5G network technology at the University of Surrey in Guildford).
Information on staff costs, employee taxes and purchases of goods and services, by
postcode of employee and supplier, were provided by Huawei to Oxford Economics,
enabling the regional distribution of the direct, indirect and induced contributions to
be estimated. The results are summarised in Table 2.2.
Table 2.2: The economic contribution of Huawei to the UK by region
Yorkshire
South East of South North Rest of
£ million (total, 2012-2014) London and the Total UK
East England West West UK
Humber
Direct GDP 135.5 33.0 30.4 12.4 0.9 5.1 13.4 230.8
Indirect GDP 122.7 120.2 70.5 13.6 60.2 26.4 21.8 435.3
Induced GDP 109.8 57.9 56.1 11.6 20.4 14.7 19.2 289.8
Total GDP contribution 368.0 211.1 157.1 37.7 81.5 46.2 54.4 955.9
Total tax contribution 168.3 86.4 66.9 16.5 31.2 18.3 23.9 411.4
Yorkshire
South East of South North Rest of
Headcount London & the Total UK
East England West West UK
Humber
Total jobs contribution 2012 1,991 619 663 206 664 424 511 5,079
Total jobs contribution 2013 2,004 1,792 925 198 546 444 442 6,352
Total jobs contribution 2014 2,542 2,436 788 536 451 345 289 7,386
OXFORD ECONOMICS 17
Focusing first on supply chain impacts, in the course of the three years Huawei
In the course of the
purchased inputs of goods and services from suppliers located in 86 out of the
three years Huawei UK’s 121 postcode areas. Chart 2.7 illustrates how this translates into purchases by
purchased inputs from standard UK region.
suppliers located in 86
out of the UK’s 121 Chart 2.7: Huawei purchases of goods and services by region, 2012-2014
postcode areas. (£m, 2012–2014)
0 154
0
1
91
30
13
5 154
83
149
15
Chart 2.8 meanwhile illustrates the regional distribution of Huawei’s total contribution
Total GDP contributions
to GDP. This takes into account supply chain linkages between the regions as well
of £10 million or more as the regional distribution of Huawei’s own activities. It also includes the regional
were made over 2012- distribution of the induced impact, which is derived from the distribution of the
2014 in eight out of the spending power of Huawei and supply chain employees.
nine English regions.
The largest impacts are found in the South East, East of England and London, but
contributions of £10 million or more were made to the economies of eight out of the
nine English regions.
18 OXFORD ECONOMICS
Chart 2.8: Huawei’s total GDP contribution Chart 2.9: Huawei’s total employment
by region, 2012-2014 contribution by region in 2014
(£m, 2012–2014) (headcount, 2014)
0 368 0 2,600
5 24
2 12
1 5
81 451
46 345
10 62
27 94
9 211 92 2,436
157 788
368 2,542
38 536
In terms of the resulting total jobs impact in 2014, the largest contributions are found
Reasonably significant
in the South East and East of England, followed by London, but significant impacts –
total jobs impacts are of well over 300 jobs in each case – are also found in the South West, Yorkshire and
found in the South West, the Humber, and North West.
Yorkshire and North
West, in addition to the
strong jobs support
provided for the South
East, East and London.
OXFORD ECONOMICS 19
3
Benchmarking against the public
commitment made in 2012
In September 2012 Huawei announced a commitment to spend £1.3

In 2012 Huawei made a
commitment to spend billion (US$2 billion) in the UK over the following five years, i.e. 2013-
£1.3 billion in the UK over 2017, with this comprising £650 million of investment and £650 million
2013-2017, split evenly of procurement. This chapter assesses Huawei’s recent performance in
between investment and terms of achieving those goals. It includes a detailed look at Huawei’s
procurement. R&D activities which form the major part of its investment outlays.
In the charts throughout this chapter, the relevant first two years of
Huawei’s 2013-17 commitment are highlighted in blue boxes.
3.1 Performance against the total expenditure commitment

Sections 3.2 and 3.4 investigate the recent performance of Huawei in terms of
whether the company is on track to meet, respectively, the individual commitments
on procurement and investment. But looking at the total of these two spending
categories first, we know that this amounted to £226.9 million in 2013 and £295.1
million in 2014 (Chart 3.1). So even if this spending were merely held at the 2014
level through to 2017, then the total over the five relevant years would be £1.41
billion – i.e. meeting the total combined commitment.
20 OXFORD ECONOMICS
Chart 3.1: Huawei’s total procurement and investment spending

The combined target for
procurement and £ million
£295.1 m
300
investment would be
achieved even if the
2014 level were merely 250
£226.9 m
maintained.
200 £178.3 m
150
100
50
0
2012 2013 2014
Source: Huawei
3.2 Performance against the procurement commitment

As set out earlier Huawei’s total procurement from UK-based suppliers totalled £187.5
million in 2013 and £212.5 million in 2014. A very small amount of this procurement
– relating to spending on human capital and the cost of running Huawei Global
Finance – is counted as investment for the purposes of this benchmarking exercise
(see Section 3.4 below), but even excluding these amounts a total of £394.5 million
was spent in the two latest years (Chart 3.2).
Chart 3.2: Huawei’s procurement from UK-based suppliers

The target for
procurement alone £ million Amounts counted as investment Procurement on net basis
250
would also be
comfortably achieved £212.5 m
on the basis of simply 200 £187.5 m
maintaining 2014
activity levels. £146.9 m
150
208.5
100
186.0
146.5
50
0
2012 2013 2014
Source: Huawei
This means that even if net procurement spending were only maintained at the 2014
level over the next three years, the total over the five years 2013-17 would amount
to £1.02 billion – comfortably meeting the objective.
OXFORD ECONOMICS 21
3.3 Huawei’s investment in R&D

Huawei currently employs 156 people in its UK research and development operations,
with this number set to rise to 300 by 2017.
Given the nature of its business, Huawei’s spending on physical assets such as
buildings, plant and machinery is comparatively small. It does however undertake
significant amounts of research and development work, which falls within the national
accounts definition of fixed investment (‘fixed capital formation’) as that also includes
investment in ‘intellectual property products’.
An example of this R&D work would be the Huawei UK Innovation Programme,

launched in 2014. As part of this programme a new high-calibre research and
development centre was opened in Bristol, focusing on researching ICT chips,
software, and chip technology for the future.
Huawei has also established a series of joint innovation centres, at which it

collaborates with key customers and pioneers new technologies. The company has
18 of these centres worldwide, with the UK centre focused on R&D with BT and
Vodafone, two of its most important UK-based customers.
As Chart 3.3 shows, R&D spending falling within the national accounts definition of
investment amounted to £30.6 million in 2012, rising to £38.0 million in 2013 and £78.4
million in 2014 – meaning a growth rate of 60.2% per annum. These figures include the
R&D activities of CIP and, in 2014, the newly acquired Neul, together with R&D-type
activities at the Device Design Centre and Cyber Security Centre, and co-operation on
ICT and software development with both commercial and university partners.
Chart 3.3: Huawei’s R&D activity in the UK

£ million
£78.4 m
80
70
60
50
£38.0 m
40
£30.6 m
30
20
10
0
2012 2013 2014
Source: Huawei
22 OXFORD ECONOMICS
3.3.1 Co-operation with universities and other specific developments

Huawei has made a
– Case Study 1
number of commitments
In December 2013 Huawei announced plans to invest a further £10 million over
to build on its UK-based
2014-17 “to support technology research programmes with world-renowned British
R&D activities, including universities”, to build on the strong engagement of recent years.
a programme of joint
working with universities A large aspect of this programme focuses on developing 5G technology. The
worth £10 million over intention is that 5G will offer around 1,000 times more capacity than current 4G
technology, with speeds many times faster. 5G technology is expected to become
four years.
the underpinning for the Internet of Things (IoT), in which billions of everyday objects
will become ‘smart’ through wireless internet connections. Huawei’s investment in
this area will not only support 5G itself, but other related technological advances too.
The investment also includes key collaborations with these British universities, with
a focus on advanced multimedia, IT and optical technology, green radio, wireless
communications and product engineering. The funding has been made available
through the Huawei Innovation Programme, which extends the company’s long-term
focus on research and development into the academic world by forging partnerships
with global educational institutions.
The research programmes are aimed at significantly improving Huawei’s understanding

of these cutting-edge technologies, enabling the company to improve the consumer,
network and enterprise services and solutions it offers.
Huawei also opened a new R&D centre in Bristol in 2014, with the work there focusing
on researching ICT chips, software and chip technology for the future. Taking this
initiative into account, the number of Huawei staff focused solely on R&D activity
stood at 156 by May 2015. Huawei plans for this number to grow to 300 in 2017.
Box 3.1: Huawei’s involvement with the University of Surrey’s

5G Innovation Centre
Huawei’s involvement with the University
of Surrey’s 5G Innovation Centre (5GIC) in
Guildford, Surrey, provides a good example
of Huawei’s collaborative work. Announced
in November 2014, the 5GIC aims to be
the world’s leading independent facility for
researching and trialling 5G technologies. As
Photo: University of Surrey
part of this programme, Huawei and other
technology partners are working to develop the world’s first 5G testbed at the University’s
campus, to test emerging technologies in a real-world environment. One of the founding
members of the 5GIC, Huawei has provided expertise in and equipment for large scale
radio access for the testbed, and is investing £5 million in the Centre.
Currently under construction, the first phase of the testbed will be operational by
mid-2015. This will be used collaboratively by 5GIC researchers and industry partners
to develop and test advanced technologies and actively contribute to shaping the
communications standards of the future. In due course, it is envisaged that 5G will deliver
unprecedented data speeds and transform wireless communication, allowing a myriad
of applications in the Internet of Things in areas such as healthcare, transport, vehicle
telematics, the development of smart cities and entertainment.
OXFORD ECONOMICS 23
3.4 Performance against the investment commitment

In assessing Huawei’s spending against the target, we need to look at a slightly
broader definition of investment in line with Huawei’s intended goals. As well as R&D
outlays, Chart 3.4 therefore also includes:
■■ Spending on fixed capital equipment such as hardware.
■■ The purchase of equity stakes in other firms undertaking R&D-type activities. So
far this has included only one such purchase, relating to XMOS, in 2014.
■■ Spending on development of the UK skills base, including the cost of the Seeds
for the Future CSR project.
■■ The costs involved in running Huawei Global Finance, which should ultimately
yield broader benefits not just for the company but for the wider UK economy
(see Section 3.4.1 below).
Chart 3.4 Huawei’s investment on a broader definition

The target for
£ million
investment broadly
90 £86.6 m
defined would be met if
the recent rate of 80
growth in those outlays,
even excluding ‘one-off’ 70
Finance centre costs
impacts, continued
60
through to 2017. Investment in skills
50 Equity investment
£41.0 m Capital equipment
40 78.4
£31.8 m R&D activities
30
20 38.0
30.6
10
0
2012 2013 2014
Source: Huawei
Total investment on this broader basis amounted to £41.0 million in 2013 and £86.6
million in 2014. To meet the target for 2013-17, investment on this basis would have
to total £522 million over the three years 2015-2017, or an average of £174 million
per annum, requiring growth of 40% per annum.
Recent past performance suggests that this can indeed be achieved. The average
increase over the two years to 2014 was 65%, or 57% even if ‘one-off’ impacts
– the effect of Neul and the purchase of XMOS equity – are excluded. If this 57%
per annum ‘underlying’ growth rate were maintained through to 2017, investment
broadly defined would total £810.6 million over the five year period 2013-2017.
The achievement of the target will be helped by plans to develop Huawei’s own
R&D outlays (as described in Section 3.3 above) and to undertake the staff training
necessary as the UK-based workforce grows to the target of over 1,500 by 2017.
In addition, Huawei will continue to look for the potential to take up suitable equity
stakes in other UK-based R&D-rich businesses.
24 OXFORD ECONOMICS
3.4.1 The activities of Huawei Global Finance – Case Study 2

The opening of Huawei
Box 3.2 examines the role of the recently-opened Huawei Global Finance centre,
Global Finance aligns
based in London, showing how this contributes to the UK government’s policy aim
with the UK
of maintaining London’s pre-eminence as a global financial hub.
government’s desire to
maintain London’s pre-
eminent position as a Box 3.2: The role of Huawei Global Finance Centre
global financial hub. In November 2013 Huawei announced the opening of its new Global Finance Centre of
Excellence in London, which was evolved into Huawei Global Finance (UK) Limited earlier
this year. London has long been recognised as one of the world’s leading centres for
global finance, a role which the Government is keen to maintain as the Financial Secretary
to the Treasury stated at the time of Huawei’s announcement:
“We are proud of this position. We intend to work hard to keep London pre-eminent in the
global financial sector.”
The opening of Huawei Global Finance clearly aligns with this goal. When the
announcement was made the Secretary of State stated: “Huawei’s announcement
reiterates London’s position as a key financial hub.” The UK Government is keen for more
Chinese businesses to use the UK as a financial centre and Huawei’s decision to locate
the finance company here can be seen as setting an example to those other enterprises.
The company chose London as the base for Huawei Global Finance due to “its strategic
role as a leading global financial hub, with associated support services and a workforce
with the necessary skills and expertise to realise operational excellence”.
Huawei Global Finance is responsible for the critical financial functions of Huawei’s
extensive global operations, including treasury, accounting risk and credit control. It is a
key financial risk assessment and control centre for the global company, reinforcing its
international finance capabilities. It employs teams of senior professionals who advise
globally on credit and financial restructuring and recovery.
In the 18 months since the November 2013, operations have grown, with employment
now standing at around 60 and plans to grow to up to 130 local and expat employees by
the end of 2015. A significant majority of local employees are senior experts with over
15 years’ experience providing internal global advisory services to the Huawei group on
treasury, accounting and credit matters. Such growth has resulted in the centre recently
increasing its office space in the City of London.
Further growth in the operations of Huawei Global Finance is expected in the years
immediately ahead, bringing closer cooperation between London and Huawei’s headquarters
in China. Activities currently being established include setting up a fixed income portfolio in
excess of $1bn and FX transactions concentration to be held in London. These businesses
will result in trading relationships with over ten financial institutions located in London, and
intercompany funding and payment structures with global transactions flowing through
Huawei Global Finance. The finance company also regularly engages the London offices of
the large audit, advisory and legal firms to support its activities.
OXFORD ECONOMICS 25
4
Huawei’s wider contribution
to the UK
This chapter completes our analysis of Huawei’s contribution to the UK

economy and society by examining:
■ The company’s role in pursuing technological advances that benefit
the UK consumer.
■ The benefits of Huawei’s UK R&D activity for the wider UK economy.
■ Further contributions to the UK’s economic and social policy
ambitions.
Without the contribution 4.1 Advances benefiting the UK consumer

of technological Working closely with its partners, Huawei has played an important role in the recent
solutions along the lines technological advances in the field of telecommunications, greatly benefiting the UK
provided by Huawei, the consumer. This is best illustrated by its co-operation with EE in the roll-out of that
significant benefits set company’s 4G network (Box 4.1).
to be delivered by 4G, in 4.1.1 Huawei’s partnership with EE – Case Study 3
terms of both consumer The importance of the first of these partnerships is brought out by the findings of
satisfaction and a recent study of the mobile telecommunications industry undertaken by Capital
economic productivity, Economics for EE9. Concerning the sector as a whole, that report states that the
would not be possible. UK industry offers consumers access to the third cheapest mobile phone services
out of the OECD group of 34 industrialised economies. It went on to estimate that
the ‘consumer surplus’ – the difference between the hypothetical maximum that
consumers would have been prepared to pay for its services and the amount actually
paid – to have been between £28 billion and £34 billion in 2013.
On 4G Long Term Evolution (4G LTE) specifically, the report highlighted how:
■■ The technology delivers a step change in mobile broadband speeds compared
to the predecessor system, 3G.
9 Capital Economics, Improving connectivity – stimulating the economy: Mobile network operators and the UK
economy, November 2014.
26 OXFORD ECONOMICS
■■ As a result of the significant amount of investment recently undertaken, the UK

now has the fourth largest number of 4G subscribers in the world, despite being
the 53rd country to launch the technology.
■■ 4G LTE could boost the ‘consumer surplus’ delivered by the industry by £2 billion
per annum.
■■ The eventual productivity gains from 4G LTE could be worth around 0.7 per cent
of gross domestic product, or £12 billion annually.
The significant benefits set to be delivered by 4G, in terms of both consumer

satisfaction and economic productivity, would not be possible without the contribution
of technological solutions like those developed by Huawei and its partners.
Furthermore, as a technology leader, Huawei’s beneficial contribution to the UK

consumer is not just limited to 4G. For example, Huawei’s Smart City portfolio includes
cutting edge new technologies and expertise which is helping to address some of
the world’s most pressing urban challenges, from traffic to health and education. To
date Huawei has provided Smart City solutions in over 60 cities across more than 20
countries worldwide and this experience is directly beneficial to the UK.
Box 4.1: Huawei’s partnership with EE

As a leading technology developer and equipment vendor, Huawei In July 2014, Huawei announced that it was again partnering
has been EE’s core partner in building its 4G network, ever since with EE (and Qualcomm) to trial its latest 4G broadcast
it launched in 2012. The two companies have collaborated technology, known as eMBMS (Evolved Multimedia Broadcast
closely on a number projects over several years to bring the latest and Multicast Service). This is a multicast technology that is
technology from the test bed to real-world deployment. Huawei’s designed to give mobile operators a more efficient and cost-
4G R&D has brought real benefits to more than 10 million current effective means of sending popular content to a large number of
EE 4G customers and will do so for many more in the future. customers simultaneously over an existing 4G network. Huawei
provided the network components over which the content is
Huawei supplies all of the hardware equipment which EE
delivered and the intelligence which allows it to be broadcast.
installs in each of its base stations, which are then connected
to the radio antennae that provide the 4G mobile coverage. In 2015, the partners took this one stage further when they
The technology developed by Huawei has enabled EE to build demonstrated the capabilities of LTE Advanced to deliver
Europe’s largest 4G network, with coverage to nearly 90% of download speeds of more than 400Mb/second in a live test
the UK population across the largest 500 towns and cities, and environment at Wembley Stadium. This latest development
thousands of villages. It is the fourth largest such network from Huawei and EE will make it possible for many users
anywhere in the world, providing speeds of up to 60 Mb/ simultaneously to access speed-hungry applications, such as 4K
second, faster than the average fibre broadband speed. video, by maximising by the capacity and speed of the EE network.
In 2013, Huawei and EE announced the next stage in their

partnership, which was the launch of the world’s fastest
4G LTE Advanced, in London’s technology hub, Tech City.
Huawei’s LTE Advanced technology is the next generation
of wireless broadband network, which doubles the speed of
most existing 4G networks, by making more efficient use of
available radio spectrum. It allows operators to provide high-
performance mobile applications and multimedia including
Photo: EE
video conferencing, high-definition content transmissions,

high-speed video downloads and social networking platforms.
Huawei also develops the handsets and other devices
necessary to utilise the benefits of this technology.
OXFORD ECONOMICS 27
4.1.2 Huawei’s partnership with Openreach – Case Study 4

Box 4.2 meanwhile summarises Huawei’s partnership with Openreach, which has
also benefited UK consumers.
Box 4.2: Huawei’s partnership with Openreach

Huawei has been a supplier to BT and more recently Openreach, its network infrastructure
and delivery business, for more than 10 years. Huawei was selected in 2005 to be a
transmission and access supplier for the 21st Century Network (21CN) major network
upgrade project.
Over that decade Huawei has supplied multi-service access node products and core
optical products to Openreach. In the last few years we’ve supplied kit for the Openreach
Next Generation Access (NGA) programme – aiming to increase broadband speeds.
Huawei has played a significant role in supplying Openreach. Our equipment has been
deployed throughout the UK. We have also supplied ‘head end’ exchanges, modems and
home hubs.
As well as supplying kit for fibre rollout, Huawei has also supported Openreach and BDUK
(Broadband Delivery UK) in extending broadband availability to rural areas.
R&D activity can result 4.2 How Huawei’s R&D benefits the wider UK economy
in economic gains well Through its commitment to supporting the UK to become a world leader in ICT,
in excess of the Huawei invests over 10% of its total revenue into R&D at a global level and, as set
commercial return out in Section 3.3, it spent £78.4 million on these activities in the UK in 2014. In this
section we explore the extent to which these activities can be expected to benefit
subsequently captured
the wider UK economy.
by those carrying out or
funding the activity. Huawei’s spending on R&D should generate significant sales revenues for the
business itself further into the future. But the economic benefits from research and
development are not confined to such ‘private’ returns. The work can also lead to
gains for other UK-based entities, and benefit the wider UK economy and society,
through so-called ‘positive spillover impacts’.
These spillover benefits can arise through the following channels:

■■ Sale of products embodying new technology and consequent take-up and imitation.
■■ Migration of staff from one firm to another, taking their knowledge with them.
■■ Shared access to intellectual capital, for example through collaborative research
and/or university links.
■■ Partnerships between large firms and their suppliers aimed at improving the
suppliers’ products and processes.
■■ Other transfers of know-how through interlocking supply chains and knowledge
sharing.
28 OXFORD ECONOMICS
Academic studies have sought to quantify the economic benefits of R&D10. The
private return to this activity11 is broadly 25% on average in the literature, but the total
return is found to be in the order of 70%. The average spillover return – the difference
between the two – can therefore be put in the region of 45% per annum.
Furthermore, although such spillover benefits can in principle work across

international borders, there is academic evidence to support the view that ‘within-
country’ spillover benefits are much more significant than ‘cross-border’ spillover
benefits.12 This makes sense as, for example, an employee is much more likely to
move between two businesses in the same country than to move across borders.
Similarly, transfer of know-how through joint project work or through supply chain
linkages, although possible across borders, is also more likely to occur between
businesses located closely geographically.
The wider UK economy therefore stands to benefit much more from the R&D that
Huawei undertakes specifically in the UK than it does from R&D activity undertaken
elsewhere.
On the basis of standard assumptions13 used by Oxford Economics based on the

If Huawei simply academic work referred to above, if Huawei maintained the volume of R&D activity
maintained R&D activity undertaken in the UK in 2014 on an indefinite basis, the total benefit to the economy
at the 2014 level, the would eventually settle at around £480 million per annum (measured at today’s
GDP benefit to the rest prices). Of this amount, Huawei could be expected to capture £170 million per
of the UK economy annum as a result of improved commercial returns, but there would be a larger
would eventually settle spillover benefit to the wider UK economy on top of that, building eventually to £310
in the region of £310 million per year.
million per year. If UK R&D activity were stepped up to, say, £200 million per annum – which would
be potentially consistent with the step-up in total investment required by 2017 to
meet the five-year investment target – then the spillover benefit to the rest of the UK
economy would eventually settle at around £790 million per annum.
More specifically, these benefits are likely to accrue initially to other businesses located
geographically close to Huawei’s R&D centres in Ipswich, Cambridge and Bristol,
and close to the universities with which Huawei is co-operating, reflecting academic
findings that spillover benefits will tend to be captured, at least initially, by businesses in
the same neighbourhood, before spreading further afield gradually over time14.
10 A summary can be found in, for example, Department of Trade and Industry (DTI), Economics Paper 5: DTI
Strategy – The Analysis, November 2003, page 17.
11 The return to R&D is calculated in relation to the ‘stock’ of R&D – that is, the cumulative amount of R&D spending
over many years with some allowance for ‘depreciation’.
12 For example, Adam B Jaffe and Manuel Trajtenberg, Flows of knowledge from universities and federal laboratories:
modeling the flow of patent citations over time and across institutional and geographic boundaries, November
1996.
13 A total return of 70% per annum on the R&D ‘stock’, split in a 25:45 ratio between private and spillover benefits,
with the ‘stock’ depreciating at 10% per annum and no benefit felt after 20 years.
14 See for example Adam B Jaffe, Manuel Trajtenberg and Rebecca Henderson, Geographic localization of
knowledge spillovers as evidenced by patent citations, Quarterly Journal of Economics, August 1993.
OXFORD ECONOMICS 29
The company’s activities 4.3 Further contributions to the UK’s policy ambitions
also benefit the UK 4.3.1 Alignment with the UK government’s broader growth strategy
economy and society in Huawei is committed to forging close partnerships in and to playing an active role
several other ways. in helping the UK economy grow and develop as a world-leading ICT and digital
economy.
Just as Huawei Global Finance’s London location supports the government’s goal of
maintaining the UK’s pre-eminence as a global financial hub, so the company’s core
operations centred on technological advance align with the government’s broader
economic, trade, innovation and growth strategies.
Responding to Huawei’s September 2012 £1.3 billion investment and procurement

plan for the UK, Prime Minister David Cameron stated:
“The investment announced by Huawei today demonstrates once again that the UK
is open for business. I welcome this and I want to see more companies invest in the
UK as we work to achieve sustainable and balanced growth within our economy.
The British Government values the important relationship with China, both countries
have much to offer each other and the business environment we are creating in the
UK allows us to maximise this potential.”
The British government has claimed that the UK is “one of the world’s most digitally
advanced countries”, and wants to continue the country’s digital growth and
development.15
Huawei has developed the Global Connectivity Index (GCI), which benchmarks
the performance of a range of mature and developing economies in terms of the
availability and use of five major ICT technologies, namely cloud, the Internet of
Things, Big Data, broadband, and datacentre. The GCI report for 201516 concludes
that countries can be grouped into ‘Leaders’, ‘Followers’ and ‘Beginners’ based on
their GCI performance, with the UK falling into the first of these categories. Leaders
have a better supply of connectivity, but more importantly have invested to drive
better adoption in demand. They also benefit from a key factor for ICT development,
namely experience.
In fact the UK is high up amongst the Leaders in the GCI, being ranked fifth out of
the 50 nations included in the study. Huawei’s £1.3 billion commitment aligns with
the government’s ambition for the UK to maintain and build on its position as a front-
runner among the world’s digital economies.
15 https://www.gov.uk/government/speeches/opening-speech-for-d5-byfrancis-maude-minister-for-the-cabinet-office
16 Huawei, Global Connectivity Index 2015: Benchmarking Digital Economy Transformation. The link to the
GCI microsite is here: http://www.huawei.com/minisite/gci/en/index.html?utm_source=hp_nav&utm_
medium=wwwEN&utm_campaign=HomeFlow
30 OXFORD ECONOMICS
4.3.2 Commitment to good corporate governance

In February 2015 Huawei announced the appointment of Lord Browne of Madingley
as independent non-executive chairman of its UK subsidiary, Huawei Technologies
UK. Alongside Lord Browne, the Company also announced the appointment of
two further independent non-executive directors to the Board of its UK subsidiary,
Dame Helen Alexander, chairman of UBM plc and Sir Andrew Cahn, who served
as chairman of Huawei UK’s Advisory Board from 2011 to 2014. The inclusion on
Huawei UK’s Board of senior business figures, with such wide ranging experience,
demonstrates Huawei’s commitment to corporate governance as a foundation
for further growth and success. These independent non-executive directors are
responsible for reviewing the performance of Huawei in the UK, where 75% of
employees are recruited locally, and providing counsel to the UK Management Team,
as well as the standard legal obligations of directors of a UK limited liability company.
The enhanced UK Board that Lord Browne leads has six directors – three non-
executive and three executive.
Speaking at the time of his appointment, Lord Browne, Chairman of the Huawei UK
Board, said: “It is an honour to serve as the first independent Chairman of Huawei’s
Board in the UK. In a short period of time, Huawei has become a global leader in
technology and one of mainland China’s largest investors in the UK. I have worked
in China and with Chinese businesses for the past 40 years, and continue to be
impressed by the corporate sector’s ambition and potential. I am delighted to be
leading this Board as it supports Huawei’s next phase of growth.”
The three executive directors on the UK Board, sitting alongside the non-executive
directors, are: Ken Hu, Deputy Chairman of the Board, Rotating CEO, Huawei
Group; Chen Lifang, Board Director and Senior Vice-President, Huawei Group; and
Gordon Luo, CEO, Huawei UK.
4.3.3 Attracting visitors to the UK by hosting global events

In addition to the monetary and employment contributions to the UK economy that
we have been able to capture through the direct, indirect and induced channels,
Huawei contributes to the nation’s competitiveness in other ways, thereby generating
additional income for the local economy.
A key example of this is the hosting of events attracting participants, journalists and
other visitors from all over the world, thereby generating revenues for UK-based
businesses in the hospitality and transport services sectors amongst others. For
example between September 2013 and August 2014, Huawei hosted five events in
London including the Huawei Managed Services World Summit, the Global Mobile
Broadband Forum and the Global Professional Services Forum.
OXFORD ECONOMICS 31
4.3.4 Corporate social responsibility

Huawei also takes corporate social responsibility seriously, listing amongst its key goals:
■■ Promoting environmental protection.
■■ Seeking win-win development.
■■ Bridging the digital divide.
■■ Safeguarding stable and secure network operations.
Huawei created a comprehensive Sustainability Strategy in 2012 which it has been

These additional implementing over the last three years. Huawei promotes sustainable development
contributions include by providing energy-efficient green ICT solutions that reduce carbon emissions and
a clear commitment drive economic growth. It also collaborates closely with its customers to develop
to corporate social energy-efficient products and solutions, enabling them to reduce CO2 emissions
responsibility. and operating expenses.
In 2015, Huawei was awarded the BT Sustainability Gold Award at the BT Better
Future Supplier Forum (BFSF), having gained Silver Award status in 2013. The
scheme was set up to drive innovation in sustainability throughout BT’s supply chain
– a venture that has so far cut CO2 emissions by more than 250,000 tonnes.
Huawei’s ‘Seeds for the Future’ programme was successfully piloted in the UK in 2011
and has now been adopted as Huawei’s global corporate responsibility programme
which last year saw over 400 students from around the world visit China for valuable
work experience. From a UK perspective Huawei offers increasing numbers of
talented STEM (Science, Technology, Engineering and Maths) undergraduates with
the opportunity to travel to China on a four-week programme which provides valuable
Mandarin training and work experience in Huawei HQ in Shenzhen. In 2015, Huawei
will send 32 UK students on the ‘Seeds for the Future’ programme and since 2011
has so far sent over 100 students to China. As part of Huawei’s investment pledge
to the UK market in 2012 Huawei aims to send 50 students a year to China by 2017.
In addition:
■■ Huawei is a member of the Prince’s Trust Technology Leadership Group and
hosts a Winter Concert each year in support of the charity.
■■ The company was honoured with four awards at the World CSR Day conference:
two in the field of ‘Support and Improvement in Quality of Education’, one for
‘Corporate Responsibility in Education’ and one for ‘Green IT Initiative and IT
Excellence’.
32 OXFORD ECONOMICS
Annex: Economic impact methodology

Effect type Basis of calculation Sources
Direct effects
GDP Calculated as the sum of total employment costs (including employer pension and Huawei:
national insurance contributions), gross profits before tax, interest and depreciation, Data on staff costs (by postcode of
and taxes on production (business property rates only in this case). employee), gross profits and taxes
on production.
The regional split is based on wage costs, employer NICs and employer pension
contributions by postcode, with the profit and production tax elements assumed
to be distributed in line with the wage bill. All CIP and Neul employment costs are
allocated to the East of England.
Employment Taken as headcount at the end of each year. Huawei:
The regional split is assumed to be in line with the split for the wage bill. End-of-year staff headcount.
Taxation Taken to be the sum of net VAT payments on Huawei’s sales, employers’ national Huawei:
insurance contributions, corporation tax, business property tax (rates), other sales and Company and staff tax payments
business taxes, and staff payments of income tax and employees’ national insurance. (with employment taxes broken
down by postcode of the employee).
For the regional split, income tax and NICs are taken from the employment cost
data by postcode. Other taxes are allocated in proportion to the wage bill.
Indirect effects
GDP Huawei’s purchases of goods and services from other UK-firms were allocated Huawei:
across the 106 industrial sectors included in the ONS UK ‘input-output’ table, Purchases from other UK-based
taking into account the business of each supplier. This breakdown was then businesses, by individual supplier,
combined with ratios taken from that table – a matrix of transactions between with postcode.
UK-based industries, with imports separated out – to arrive at the final split in the
ONS:
value of Huawei’s initial purchases between UK GDP by sector, content ultimately
United Kingdom Input-Output
imported, and UK sales taxes. The calculation effectively takes into account all
Analytical Tables (consistent with UK
‘rounds’ of transaction in Huawei’s UK-based supply chains.
National Accounts Blue Book 2013).
The regional split combines data on spending by supplier postcode with estimated Regional GVA NUTS 1, table 1.3
regional input-output tables, with the latter arrived at by combining the UK input- (region by industry), December 2014.
output table with data on regional GDP (‘GVA’) by broad industry.
Employment Each industry’s indirect GDP is divided by its productivity, as measured by total ONS:
GDP per workforce job. The latest available dataset on GDP by detailed sector, for GDP low level aggregates 2014,
2014, was used. Workforce jobs at the detailed level were estimated by taking data April 2015.
on jobs at the broad industrial sector level for 2014, and splitting the totals into Employee and self-employed jobs
the more refined industrial sectors taking into account detailed business employee by industry (table ‘JOBS 02’) and
numbers for 2013 from the latest Annual Business Survey. by region and industry (‘JOBS 05’),
March 2015.
The regional split takes into account productivity by region and industry, arrived at
Annual Business Survey – 2013
by combining data on GDP by region and industry with data on jobs by region and
provisional results, November 2014.
industry.
Taxation The indirect tax calculation sums up over the following taxes: HMRC:
• Taxes on products and production, based on the ratio of these taxes to total Official Statistics table 11.5,
GDP for each sector in the input-output table. computation of corporation tax
liability, by industry, financial year
• Corporation tax paid by firms in the supply chain, estimated by combining the
ending 2013, August 2014.
share of each industry’s profits in GDP17 with the ratio of corporation tax to
Overview of Tax Legislation and
profits for each broad industry using HMRC data.
Rates, March 2014.
• Employers’ national insurance and employees’ income tax and national
insurance, estimated for each industry taking into account features of the ONS:
tax and NIC systems for the 2014/15 tax year, average pay in each industrial Annual Survey of Hours and
sector18 and the distribution of pay across the economy.19 Earnings (ASHE), 2014 provisional
results, tables 5 (UK and regional
• For the regions, indirect taxes were split in proportion to indirect GDP, but with
earnings) and P10 (employer
income tax and employee NICs adjusted to take into account the impact of
pension contributions).
higher average wages in London than elsewhere.
17 The share of each industry’s profits in GDP was estimated by taking the ratio of ‘gross operating surplus’ to GDP from the input-output table, and deducting the share
plausibly relating to self-employed income rather than corporate profits, taking into account ratios of self-employed to employee jobs by industry.
18 Average pay for each sector is calculated to be consistent with the GDP composition and jobs data already implicit in the calculations. Indirect GDP for each industry is
scaled by the share of employee compensation in GDP in the input-output table, with this share scaled up to include self-employed earnings and adjusted down to allow
for employer national insurance and pension contributions included in employee compensation. The result is divided by indirect workforce jobs for the sector as already
calculated. The adjustment for pension contributions is based on ‘ASHE’ data for the whole economy.
19 The tax and national insurance revenue totals are first calculated by applying the systems’ rates and thresholds to average pay for each industry. These totals are then
adjusted by factors calculated to reflect the impact of the distribution of pay around the average, based on the distribution of gross annual pay across the economy.
34 OXFORD ECONOMICS
Effect type Basis of calculation Sources

Induced effects
GDP Induced GDP is calculated in two parts, that derived from spending by employees ONS:
in the supply chain, and that derived from spending by Huawei employees. For the As for ‘indirect’ calculation.
supply chain workers, disposable earnings are derived by taking the total wage
Huawei:
bill of each industrial sector in the supply chain (scaled up to include the self-
Data on employees’ take-home
employed) and deducting income tax and national insurance contributions – these
pay (by postcode of employee).
elements having already been calculated to arrive at the indirect tax take. We
assume that all of this disposable income is spent.
The initial spending by supply chain workers is combined with information in the
input-output matrix – including household spending by product as well as intra-
industry transactions in this case – in order to arrive at the induced GDP impact.
The spending power of Huawei staff is worked out from the information supplied
by the company on its employees’ take-home pay. This is converted into a GDP
impact by using the same ratio as found for spending by supply chain employees.
Employment The induced jobs impact is derived by applying, to each industry, the GDP-to-jobs ONS:
ratios already worked out. As for ‘indirect’ calculation.
The regional split in induced jobs is derived from the regional split in induced GDP,
using the region-by-industry productivity numbers already calculated.
Taxation The induced tax impact is calculated by summing over the following elements: HMRC and ONS:
As for ‘indirect’ calculation.
• Taxes on products, taxes on production and corporation tax paid by businesses
in the consumer supply chain, calculated on the same basis as for the indirect ONS:
tax contribution. The effects of taxes and benefits
on household income, 2012/13,
• Employers’ national insurance and employees’ income tax and national
June 2014, table 16A.
insurance, paid by staff and firms in the consumer supply chain, calculated on
the same basis as for the indirect tax contribution.
• Taxes on sales (such as VAT and excise duties) relating to household spending
of Huawei staff and of workers in the Huawei and consumer supply chains.
This is calculated by combining average take-home pay in each industry (or of
Huawei staff) with consumer-tax-to-disposable-income ratios based on official
data, multiplied by the number of employees in each case.20
The regional split is in line with the regional split in induced GDP, but with
employee income tax and NICs adjusted for London in the same way as for the
indirect tax contribution.
20 The ratio of taxes on final household consumption of goods and services to disposable income is calculated on the basis of this data for the five income
quintiles, with the appropriate ratio then applied to each industry based on the disposable income quintile that that industry’s average after-tax pay falls into.
OXFORD ECONOMICS 35
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The Economic Impact

2 The economic impact of Huawei in the UK, 2012-2014 12

3 Benchmarking against the public commitment made in 2012 20

4 Huawei’s wider contribution to the UK 26

Annex: Economic impact methodology 34

Huawei, a Fortune Global 500 company, is a leading provider of global

Huawei’s UK investment and procurement spending

The economic impact of Huawei on the UK economy extends beyond its

Huawei’s total contribution to UK GDP, 2012-2014

250 98.5 Induced GDP

Huawei in the UK has become a highly productive business. Looking at Huawei’s

Huawei’s contribution to the UK economy, 2012-14

Looking in more detail at Huawei’s R&D spending we can identify additional

UK-based R&D activity undertaken by Huawei, 2012-2014

This report quantifies the economic contribution to the UK economy of

1.1 About Huawei

Huawei’s partnership with BT remains an ongoing one, presently focused on the

Globally, Huawei is headquartered in Shenzhen, China. It employs 170,000

1.2 Report structure

1.3 Methodology and sources

Figure 1.1: The core channels of economic impact

Direct Induced Impact Total Impact

Purchases made from overseas suppliers (leakage from UK economy)

This chapter quantifies the contribution of Huawei to UK gross domestic

Total direct GDP contribution 230.8 65.4 62.6 102.8 25.4%

Total direct employment 781 916 1,030 14.8%

Source: Oxford Economics; Huawei

Chart 2.1: Huawei’s direct contribution to GDP and employment

Chart 2.2: GDP per employee (labour productivity) in 2014

£0 £20,000 £40,000 £60,000 £80,000 £100,000

2.1.1 Direct tax contribution

Chart 2.3: Huawei’s direct contribution to UK tax revenues

2.2 Indirect effects arising from Huawei’s supply chain

Chart 2.4: Purchases from UK suppliers and resulting indirect GDP

Chart 2.5: Supply chain jobs supported by industrial sector in 2014

2.3 Induced effects arising from wages being spent

For every individual 2.4 Huawei’s total economic impact, 2012-2014

Chart 2.6: The economic impact of Huawei in the UK, 2012-2014

50 102.8 1,000 25 50.3

2.5 Huawei’s economic contribution by region

In addition the company is engaged in a number of partnerships with UK universities,

Table 2.2: The economic contribution of Huawei to the UK by region

Source: Oxford Economics; Huawei

In September 2012 Huawei announced a commitment to spend £1.3

3.1 Performance against the total expenditure commitment

Chart 3.1: Huawei’s total procurement and investment spending

3.2 Performance against the procurement commitment

Chart 3.2: Huawei’s procurement from UK-based suppliers

3.3 Huawei’s investment in R&D

An example of this R&D work would be the Huawei UK Innovation Programme,

Huawei has also established a series of joint innovation centres, at which it

Chart 3.3: Huawei’s R&D activity in the UK

3.3.1 Co-operation with universities and other specific developments

The research programmes are aimed at significantly improving Huawei’s understanding

Box 3.1: Huawei’s involvement with the University of Surrey’s

3.4 Performance against the investment commitment

Chart 3.4 Huawei’s investment on a broader definition

3.4.1 The activities of Huawei Global Finance – Case Study 2

2 The economic impact of Huawei in the UK, 2012-2014 12

3 Benchmarking against the public commitment made in 2012 20

4 Huawei’s wider contribution to the UK 26

Annex: Economic impact methodology 34