【CXO观点】孟晚舟5000字演讲：打开作业与管理边界，打开思想和能力边界

一、核心要点

01 打开作业边界，责任在哪里，我们就在哪里：财务与业务紧密配合，冲在最前线。

02 打开管理边界，机会在哪里，我们就在哪里：不断发现每一个管理改进的机会，不断提升财务管理水平。

03 打开组织边界，人才在哪里，我们就在哪里：吸收新的优秀的人员加入财务团队，提升财务团队战斗力。

04 打开思想边界，方法在哪里，我们就在哪里：提倡财务创新，使财务管理也成为公司创效的重要手段。

05 打开能力边界，工匠在哪里，我们就在哪里：倡导专业精神，培养财务管理的工匠。

二、演讲全文

年末，财务例行陷入一片忙乱之中，大量的数据要看、要算、要管、要分析、要核对、要测算。差不多每年十月之后，财务便进入了常态化的加班，全球各个子公司的年度结账与审计工作开始启动，与此同时，新一年的预算编制和评审工作也在同步进行着，财务的每个组织都被这两条主线紧紧地捆绑着，拖曳着，陷入无边无际的数字海洋。

“却顾所来径，苍苍横翠微”，即将要过去的一年对财经团队来说，是沉沉甸甸的回忆，更是满满当当的收获。特别是，当我们回身想想，一年之前所站的那个高度，再转过身来看看，一年之后所站在的这个高度，我相信，不少的团队，不少的同事，都有无限的感慨，更是无比的自豪。

当我们站在这个新的高度，极目远眺曾经翻过的重峦叠嶂，闭目回想曾经蹚过的曲折泥泞，怎能不为自己的努力而欣喜，怎能不为自己的坚韧而鼓舞。当然，此时此刻的超然，只是下一段雄关漫道的开始。

三、打开作业边界，责任在哪里，我们就在哪里

项目是公司经营管理的基本细胞。项目财务队伍已经持续建设了三年多，今年，各个区域还给我们补充了不少项目财务人员，在“形似”上，项目的财务人员配置已基本到位；在“神似”上，我们距离管理层的期望还很远。虽然，项目财务的整体能力还处在半山腰，不过，比比三年前还在山脚的那个我们，还是值得小小地自我激励一下。全球1500名项目财务扑在合同上，扑在项目上，他们无处不在的努力、矢志不渝的执着，正在世界的各个角落燃点着熠熠生辉的星星之火。

S代表处的项目财务，朴实无华，凭借着自己扎扎实实的付出，赢得了一线的认同，证明着自己的价值。他们顶着炎炎烈日深入沙漠站点120公里，每月上站稽查修路情况，为项目降低350万美元的修路成本；他们驱车至2公里深的大峡谷，与站点工程师、分包商们一起实地考察站址，拿出“降低峡谷10个站点的交付成本”的可行方案；他们泡在站点，与当地村民慢慢协商、慢慢沟通，用村民临时接电替代油机费用，为项目的31个站点，节省了十个月的油机费用38.8万美元。

2016年，N国汇率大幅波动，代表处的项目财务主动请缨参战。与客户合同谈判前，收集信息、仔细测算，框算合同整个履约周期内可能的外汇损失。合同谈判时，现场参与汇损分担机制的条款谈判，即便是谈判陷入僵局，仍然有礼有节、尽职尽责地维护着公司的利益。合同签约后，一刻也不松懈地投入到回款跟踪上，跟踪交付计划，跟踪客户付款计划，主动协调两边的工作效率和工作进展，有效地关闭了外汇风险敞口。

看庭前花开花落，望天空云卷云舒。虽然，项目务有了点滴的进步，但大家更明白：“到此处才行一步，望诸君莫废半途。”

我们是一支持续努力、不懈奋斗的团队，我们有信心、有意愿、更有能力，再用2～3年的时间，向一线交付一支“首战用我、用我必胜”的项目财务团队。

对财经团队来说，履行岗位职责是我们的必修课，没有写在岗位职责中的管理机会点，是我们的选修课。财经团队一直努力在必修课上，成为ICT行业的最佳实践者；与此同时，也持续努力在选修课上，成为业务最愿意信赖，也最值得信赖的伙伴。

四、打开管理边界，机会在哪里，我们就在哪里

项目财务的专业能力还处在爬坡阶段，在探索中成长，适配中修正，将是我们未来几年的常态。财经的另一个变革项目——内控体系建设，经过数年的努力，如今已走出了迷雾。

2007年，内控管理作为IFS的子项目，开启了从零起步的变革大门。十年磨一剑，如今，我们的内控意识、内控机制、内控能力已浸入到各个业务活动之中，业务在哪儿，内控就在哪儿，形成了以“流程责任和组织责任”为基础的全球内控管理体系。

内控推行之初，财经被视为业务的对立面，内控目的似乎就是为了阻止业务快速通过。在混沌和迷茫中，我们渐渐找准了自己的定位，提出“内控价值要体现在经营结果改善上”的管理目标，并沿着这个目标把内控工作揉细了、掰碎了，一个一个区域、一个一个组织逐个讲解、逐个沟通、逐个松土，逐个确定本领域、本组织的内控工作目标。有了目标，就要承诺；有了承诺，就要实现；内控管理在经营活动中渐渐地扎了根、发出了芽，一线团队也渐渐接受了内控概念，愿意沿着内控的管理要求展开作业。

M代表处内控团队推行自动化验收、开票与核销系统，以提升OTC流程的作业质量，使得开票时间从80分钟缩短至10分钟，客户拒票率下降98%。

L代表处内控团队同样聚焦OTC流程改进，针对业务实际痛点，他们选择的主攻方向是PO与客户自动对接，项目实施后，当年减少3200万美元的应收账款差异和1100万美元的退货损失。

这些都是内控机制“润物细无声”的运行过程中，实实在在带来的经营收益。当庞大机器运转之时，内控既是润滑剂，又是制动器。改善经营、优化作业，我们是润滑剂；分权制衡、数据透明，我们是制动器。有效的内控管理，为“积极授权、有效行权”提供了制度性的保障。让听得见炮火的组织，敢于行权、积极行权；让看得见全局的组织，合理授权、有效控制；这才是我们想要的管理和控制机制。内控机制的真正受益者是公司的各级作业组织，权力更多、责任更大、边界更清，每个组织都能在自己的权责边界内活得精彩、活得滋润。

五、打开组织边界，人才在哪里，我们就在哪里

一个组织，必须在开放的耗散结构中，勇敢地开枝散叶，积极地吸收新能量，才能获得持续不断的成长原动力。这就像植物的光合作用，一颗种子才能长成参天大树。

在过去的两年里，财经正努力打开组织边界，引入新鲜血液，获取全世界的优秀人才。2014年11月，集团财经首次在英国尝试开展财经专场招聘会，迈出主动拓展海外人才的第一步。现在华为财经团队来自牛津、剑桥、哈佛、耶鲁等著名大学的优秀学生有数百名，他们正逐渐成为我们的新生力量。财经的海外招聘已逐渐形成机制，从雇主品牌建设到校园宣讲安排，从暑期实践活动到财经挑战赛，我们在顶尖高校的声誉正慢慢积累起来。2016年度，财经招聘了近340名留学生，占我们今年校园招指标的38%。

加入到华为财经的留学生群体有改变世界、实现个人价值的强烈渴望，有激情、有冲劲、有极强学习能力、极宽的思维方式。曾经，他们凭借着扎实的成绩和优秀的品格考入世界名校，他们在异国他乡独立生活，努力求知。如今，他们加入我们的战队，所体现出来的普遍品质是“能吃苦”“懂得珍惜”“时间管理强”“团队融入快”。他们身上表现出来的艰苦奋斗精神与华为的核心价值观高度契合，我们期待着这些年轻人能够快速成长，绽放出耀眼的光芒。

与此同时，我们贴近人才建组织，贴近人才建能力。

2015年，税务规划团队、关联交易团队整体搬迁伦敦。在此后的一年多的时间里，我们发现这两个领域的高端人才明显比以前容易获取，而且他们融入团队更平滑、更有效。这些在行业内极富专业影响力的专家们，拉动我们的专业税务能力建设快速走上新台阶。大家都把他们尊称为“老爷爷”和“老奶奶”，能与这些老爷爷和老奶奶们一起共事，更是我们这些渴望成长的年青人的最佳非物质激励。

打破组织边界，引入“不带华为工卡的同僚”，无论你是雇员，还是顾问，无论你是全职，还是兼职，我们都将非常开放地合作，“一切为了胜利”，是我们唯一的目标。葛兰素史克全球关联交易的主管，大家敬爱的Nike papa，他曾经主导了全球最大的关联交易诉讼案件，在他以顾问身份参与我们的税务变革项目后，我们大胆地把技术总监的角色交给了他，事实证明，由他所主导的关联交易架构的技术方案，完全处在行业的领先水平。

六、打开思想边界，方法在哪里，我们就在哪里

在一切边界中，最难打破的，就是无形的思维边界。只有打破思维模式的禁锢，积极尝试新方法、新工具；突破作业习惯的边界，努力尝试新角度、新立场，才能跟上这个瞬息万变的时代。如今的我们，早已超越了基础财务服务的范畴，ICT行业的先进工具和方法，正装备着我们的队伍，创造着无限的活力。

在会计核算领域，我们积极尝试自动化、智能化，将标准业务场景的会计核算工作交给机器完成。目前，年平均约120万单的员工费用报销，员工在自助报销的同时，机器根据既定规则直接生成会计凭证；98个国家和746个账户实现互联互通，支付指令可以在2分钟内传递至全球任一开户银行；我们的付款准确率水平高于银行100倍以上；在AP领域的四个业务场景上，我们启用了计算机自行处理，试点半年来，通过手工作业进行并行校验，其结果证明准确率为100%。

我们在全球实施的RFID物联资产管理方案，目前已经覆盖52个国家、2382个场地、14万件固定资产。RFID标签贴在需要管理的固定资产上，每5分钟自动上报一次位置信息，每天更新一次固定资产的使用负荷（或者闲置）情况。部署RFID后，固定资产盘点从历时数月下降为只需数分钟，每年减少资产盘点、资产巡检的工作量9000人天。资产位移信息、资产闲置信息及时更新、共享，使我们在资产管理能够有的放矢。

在资金规划领域的四个大数据项目，展现出令人惊讶的创造力，“经营性现金流预测”和“分币种现金流预测”的大数据项目已正式上线应用。基于大数据模型，由计算机进行上万次数据演算和模型迭代，经营性现金流已实现12个月定长的滚动预测。从历史数据的拟合度看，最小偏差仅800万美元。对于在170个国家实现销售，收入规模约800亿美元，年度现金结算量约4000亿美元的公司来说，800万美元的现金流滚动预测偏差，已经是极为理想的结果。

与机器共舞如此美妙！数字予机器以温度，其惊喜犹如燃情的岁月。 

七、打开能力边界，工匠在哪里，我们就在哪里

财经团队的每个成长脚印里，总有说不完、数不清的动人故事，锲而不舍、艰苦奋斗、精益求精的工匠精神，支撑着整个组织的前进。

存货账实相符项目的实施，在公司近三十年的经营史上，首次实现了站点存货的可视、可盘点、可管理。站点存货账实一致率，从2014年的76%提升至2016年的98.62%；全球中心仓的账外物料8800万美金实现再利用；清理超期存货7500万美元；中心仓和站点存货的货龄结构大幅改善；ITO同比上年提升44天；这一条条、一项项可圈可点的成绩，再次证明了我们是一支“说到必将做到”的团队。2014年，我们向公司承诺，用三年时间做到全球存货账实相符，“言必行、行必果”，如今，我们兑现了自己当初的承诺。

账务核算已经实现了全球7*24小时循环结账机制，充分利用了我们共享中心的时差优势，在同一数据平台、同一结账规则下，共享中心接力传递结账作业，极大缩短了结账的日历天数。24小时系统自动滚动调度结账数据，170+系统无缝衔接，每小时处理4000万行数据，共享中心“日不落”地循环结账，以最快的速度支撑着130+代表处经营数据的及时获取。

全球259家子公司均要按照本地会计准则、中国会计准则、国际会计准则的要求，分别出具三种会计准则下的财务报告。还有，按产品、区域、BG、客户群等维度分别出具责任中心经营报告，这些报告都可以在五天之内高质量输出。

巴西的税务专员Carlos 发现， 按照INSS的规定，已交纳的社保税可以申请抵扣。于是，他放弃休假，用了两个多月的时间，在堆积成山的仓库中找到150 多份退税证据。Carlos的努力和坚持，为我们从巴西税局退回了 3000 万美元的“冤枉钱”。

“支付工匠”马阿丽，高峰期每天要盖3000个章，每15秒就要盖一个章，以至于端着饭碗时手会不停地颤抖。然而，既使是这样的高强度、高压力，马阿丽连续十余年，数千亿美元的资金从她手上付出，竟然没有一分钱的差错。这是怎样的努力，又是怎样的付出？！ 

传统的财务服务，早已不再是我们孜孜以求的目标。那个驼着背、弯着腰、端着水杯、戴着老花眼镜的账房先生，绝不再是我们的形象代言。

财经已经融入公司所有业务活动之中。从合同概算到项目回款、从产品规划到市场分析、从出差申请到费用报销、从资产管理到存货管理、从销售融资谈判到融资规划落地、从税务筹划到定价设计……，伴随公司的成长，财经组织从“非常落后”走到了“比较落后”，又从“比较落后”走到了“有点先进”。孔子问志，颜渊曰：“愿无伐善，无施劳。”虽然我们的文化是低调的，但财经团队的持续努力和点滴成就，还是相当令我们自豪，如今，我们的财经专业能力，普遍处于行业较佳水平，个别领域已处于行业最佳水平。

正如舒婷在《致橡树》里写的一样，财经组织与业务组织的关系，就像橡树与木棉那样，既相互独立、又相互依偎。

翻译：

The core points

01 Open the operation boundary, where the responsibility is, we are where: finance and business closely cooperate, rush at the forefront.

Open the management boundary, where the opportunity is, we are there: constantly find every opportunity for management improvement, and constantly improve the level of financial management.

Open the organizational boundary, where the talent is, we are: absorb new excellent personnel to join the financial team, improve the financial team combat effectiveness.

Open the boundary of thought, where the method is, we are where: advocate financial innovation, so that financial management has become an important means of company effectiveness.

Open the capacity boundary, we are where the craftsmen are: advocating professionalism, training craftsmen of financial management.

Full text of the speech

At the end of the year, the financial routine is thrown into a flurry of data to look at, calculate, manage, analyze, check and measure. Almost every year after October, the finance will enter the normal overtime, the global subsidiaries of the annual closing and audit work began to start, at the same time, the New Year’s budget preparation and review work is also carried out simultaneously, each organization of the finance is tightly bound by the two main lines, dragging, into the boundless digital ocean.

The past year is not only a heavy memory, but also a full harvest for the financial and economic team. In particular, when we think about where we stood a year ago, and then turn around and look at where we stand a year later, I believe that many teams and colleagues have infinite feelings, but also extremely proud.

When we stand at this new height, overlooking the mountains once crossed, and closing our eyes, recalling the twists and turns and mud we once waded through, how can we not be happy for our own efforts, how can we not be encouraged by our tenacity. Of course, the detachment at this moment is only the beginning of the next heroic passage.

Open the operation boundary, where the responsibility is, where we are

Project is the basic cell of company management. The project financial team has been continuously built for more than three years. This year, we have added many project financial personnel in each region. In terms of “appearance”, the project financial personnel allocation has been basically in place. On the “likeness”, we are far from the expectations of management. Although the overall financial capability of the project is still in the middle of the mountain, it is worth a little self-motivation compared to those of us who were at the bottom of the mountain three years ago. The global 1500 project financial staff are devoted to contracts and projects. Their ubiquitous efforts and unswerving persistence are igniting the shining stars in every corner of the world.

The project finance of S representative office is simple and unadorned. By virtue of its down-to-earth efforts, it has won the recognition of the front line and proved its value. They traveled 120 kilometers into the desert in the scorching sun to inspect the road every month, reducing the project’s cost by $3.5 million. They drove up to the canyon 2 kilometers deep, visited the site with site engineers and subcontractors, and came up with possible solutions to “reduce the delivery cost of the 10 sites in the canyon.” They stayed at the site, negotiated and communicated with the local villagers slowly, and used the villagers to temporarily connect electricity instead of the cost of the oil machine, saving the cost of the oil machine for 10 months for 31 sites of the project, $388,000.

In 2016, the exchange rate of N country fluctuated greatly, so the project finance of the representative office volunteered to participate in the war.

Before contract negotiation with clients, collect information and carefully calculate the possible foreign exchange losses during the whole contract performance cycle. During the contract negotiation, I participated in the negotiation of the terms of the foreign exchange loss sharing mechanism on the spot. Even when the negotiation was deadlocked, I still protected the interests of the company in a polite manner and with due diligence. After signing the contract, I devoted myself to payment collection tracking, tracking delivery plans, tracking customer payment plans, actively coordinating the work efficiency and progress of both sides, and effectively closed the foreign exchange risk exposure.

See the court flowers bloom and fall, look at the sky clouds. Although, the project has a bit of progress, but we understand more: “to this step, hope you don’t waste half way.”

We are a team of continuous efforts and unremitting efforts. We have the confidence, willingness and ability to deliver a project finance team of “use me in the first battle and win with me” to the front line in 2 ~ 3 years.

For the financial and economic team, the performance of job responsibilities is our compulsory course, and the management opportunity points not written in the job responsibilities are our optional courses. The finance team has been striving to become the best practitioner in ICT industry in the required courses; At the same time, I continue to strive to become the most reliable and trustworthy partner of the business in the elective course.

Open the management boundary, we are where the opportunity is

The professional ability of project finance is still in the climbing stage. It will be our normal in the next few years to grow in the process of exploration and adaptation and modification. Another reform project of finance and economics — the construction of internal control system, after several years of efforts, has now come out of the fog.

In 2007, internal control management, as a sub-project of IFS, opened the door of change from zero. After ten years of grinding, our internal control consciousness, internal control mechanism and internal control ability have been immersed in various business activities. Where the business is, the internal control is located, and a global internal control management system based on “process responsibility and organizational responsibility” has been formed.

When internal controls were introduced, finance was seen as the antithesis of business. And the purpose of internal controls seemed to be to prevent business from passing quickly. In the chaos and confusion, we gradually find their own positioning, put forward the “internal control value should be reflected in the improvement of business results” management objectives, and along this goal to the internal control work knead fine, broken, a region, an organization one by one explanation, one by one communication, one by one loose soil, one by one to determine the field. The organization of the internal control work objectives.

Have a goal, be committed;. There is a commitment, it is necessary to achieve. Internal control management gradually takes root and shoots out in business activities. And the first-line team gradually accepts the concept of internal control and is willing to carry out operations along with the management requirements of internal control.

The internal control team of M representative office implemented automatic acceptance

The internal control team of M representative office implemented automatic acceptance, billing and verification system to improve the working quality of OTC process, reducing the billing time from 80 minutes to 10 minutes. And reducing the rejection rate of customers by 98%.

The internal control team of L representative office also focused on the improvement of OTC process. Aiming at the actual pain points of business, they chose to focus on the automatic connection between PO and customers. After the implementation of the project. The difference of accounts receivable of US $32 million and the loss of returns of US $11 million were reduced that year.

These are the internal control mechanism “moisten things silently” in the process of operation, real business income. When the huge machine is running, the internal control is both lubricant and brake. Improve the operation, optimize the operation, we are lubricant; Checks and balances, transparency of data, we are the brake. Effective internal control management provides institutional guarantee for “active authorization and effective exercise of power”. Let the organizations that can hear the gunfire, dare to exercise power, active exercise power;. Let the organization see the overall situation, reasonable delegation, effective control;. That’s the kind of management and control mechanism we want. The real beneficiaries of the internal control mechanism are the operation organizations at all levels of the company. Which have more power, greater responsibility and clearer boundaries. Each organization can live a wonderful and moist life within its own power and responsibility boundaries.

Open the boundaries of the organization, we are where the talent is

An organization must open branches and scatter leaves in an open dissipative structure. And absorb new energy actively in order to obtain continuous growth motive force. It’s like photosynthesis in plants. It takes a seed to grow into a giant tree.

In the past two years, Caijing has been trying to open the boundaries of the organization, bring in new blood, and recruit the best people from all over the world. In November 2014, Group Finance attempted to hold a special financial job fair in the UK for the first time, taking the first step to actively expand overseas talents. Now Huawei Finance team has hundreds of outstanding students from Oxford, Cambridge, Harvard, Yale and other famous universities, and they are gradually becoming our new force. The overseas recruitment of finance and economics has gradually formed a mechanism. From employer brand building to campus publicity arrangement. From summer practice activities to financial challenges, our reputation in top universities is slowly accumulating. In 2016, Caijing recruited nearly 340 international students, accounting for 38% of our campus recruitment target this year.

The international students who join Huawei Finance have a strong desire to change the world and realize their personal value

The international students who join Huawei Finance have a strong desire to change the world and realize their personal value. As well as passion, drive, strong learning ability and broad way of thinking. Once upon a time, they were admitted to world famous universities by virtue of their solid grades and excellent character. They lived independently in a foreign land and sought knowledge. Today, they join our team, reflected in the common qualities of “hard-working”, “know how to cherish”, “good time management”, “fast team integration”. Their hard work spirit is highly in line with Huawei’s core values. We hope these young people will grow up quickly and shine brightly.

At the same time, we are close to the talent building organization, close to the talent building capacity.

In 2015, the tax planning team and related transaction team were relocated to London. In the year or so since, we’ve found that top talent in both areas is significantly easier to acquire than before. And their integration into the team is smoother and more effective. These highly professional and influential experts in the industry, pull our professional tax capacity building quickly to a new level. We all call them “grandpa” and “grandma”. And working with these grandpa and grandma is the best non-material motivation for us young people who want to grow up.

Break the boundaries of the organization and introduce “colleagues without Huawei card”. No matter you are an employee, or a consultant. Or whether you are full-time or part-time, we will cooperate very open. “Everything for victory” is our only goal. The head of GlaxoSmithKline global connected transaction, the beloved Nike papa, once led the world’s largest connected transaction litigation case. After he participated in our tax reform project as a consultant, we boldly gave him the role of technical Director. It has been proved that the technical solution of connected transaction architecture led by him. Totally at the leading level of the industry.

Open the boundary of thought, where is the method, we are where

In all boundaries, the most difficult to break, is the invisible boundary of thinking. Only break the shackles of thinking mode, actively try new methods, new tools;. Push the boundaries of your work habits and try new angles and positions to keep up with the ever-changing times. Today, we have gone beyond basic financial services. And the advanced tools and methods of the ICT industry are equipping our team and creating unlimited vitality.

In the field of accounting, we actively try to automate and intellectualize the accounting work of standard business scenarios to be completed by machines. At present, the annual average of about 1.2 million employee expenses reimbursement, employees in the self-service reimbursement at the same time, the machine according to the established rules directly generate accounting vouchers:. 98 countries and 746 accounts are connected. And payment orders can be sent to any bank in the world within 2 minutes. Our payment accuracy level is more than 100 times higher than the bank; In the four business scenarios of AP field, we enabled the computer to process by itself. In the past six months, we conducted parallel verification through manual work, and the result proved that the accuracy rate was 100%.

Our RFID IOT asset management scheme implemented globally has covered 2,382 sites and 140,000 pieces of fixed assets in 52 countries.

RFID tags are attached to the fixed assets to be managed, and the location information is automatically reported every 5 minutes, and the usage load (or idle) of the fixed assets is updated once a day. After the deployment of RFID, the inventory of fixed assets is reduced from several months to only a few minutes, and the workload of asset inventory and asset inspection is reduced by 9,000 person-days per year. The information of asset displacement and idle assets can be updated and shared in time, so that we can have a target in asset management.

Four big data projects in the field of capital planning show surprising creativity. The big data projects of “operational cash flow forecast” and “cents cash flow forecast” have been officially put into use. Based on the big data model, tens of thousands of data calculations and model iterations have been carried out by the computer, and the operating cash flow has achieved a 12-month fixed length rolling forecast. According to the fitting degree of historical data, the minimum deviation is only $8 million. For a company with sales in 170 countries, revenues of about $80bn and annual cash balances of about $400bn, a rolling cash flow forecast of $8m is an extremely desirable outcome.

Dancing with machines is so wonderful! Numbers warm the machine, its surprise like burning years.

Open the boundaries of capabilities. Where are the craftsmen, we are there

There are countless touching stories in every growth footprint of the financial team. Perseverance, hard work and the spirit of craftsmanship support the progress of the whole organization.

The implementation of inventory matching project, in the company’s nearly 30 years of operation history, the site inventory can be visible, inventorable, manageable for the first time. Site inventory consistence rate increased from 76% in 2014 to 98.62% in 2016; 88 million dollars of off-account materials in the global central warehouse were reused; Liquidation of overdue inventory of $75 million; The aging structure of central warehouse and station inventory has been greatly improved; ITO increased by 44 days year-on-year; This article, item by item commendable achievement, once again proved that we are a “said will do” team. In 2014, we promised the company that it would take three years to achieve global inventory balance and that we would “walk the walk”. Now, we have fulfilled our original promise.

Accounting has realized the global 7*24 hours circular settlement mechanism, taking full advantage of the time difference of our shared center.

Under the same data platform, the same settlement rules, the shared center relay the settlement operation. Greatly shortening the calendar days of settlement. 24 hours system automatic rolling scheduling checkout data, 170+ system seamless connection, processing 40 million lines of data per hour, sharing center “never sets” cycle checkout, with the fastest speed to support the timely acquisition of 130+ representative office business data.

All 259 subsidiaries in the world are required to issue financial reports under three accounting standards respectively in accordance with the requirements of local accounting standards, Chinese accounting standards and international accounting standards. In addition, the management reports of the responsibility center are issued by product, region, BG, customer base and other dimensions. And these reports can be exported with high quality within five days.

Carlos, Brazil’s tax commissioner, has found that under INSS, social security taxes already paid can be claimed as a credit. So he gave up his vacation and spent more than two months digging through mountains of warehouses to find evidence of more than 150 tax refunds. Carlos’s hard work and persistence helped us get $30 million back from the Brazilian tax Bureau.

Ma Ali, a “payment crafter”, seals 3,000 stamps a day at her peak. One every 15 seconds, so much so that her hand shakes when she holds her rice bowl. However, even with such high intensity and pressure. Ma Ali has paid hundreds of billions of dollars from her for more than ten years without making a single mistake. What kind of effort is that, and what kind of effort is that? !

Traditional financial services are no longer our goal.

That hunched back, bent, holding a water cup, wearing reading glasses, accounting room Mr., is no longer our image endorsement.

Finance is integrated into all of the company’s activities. From contract budget estimate to project payment collection. From product planning to market analysis, from business trip application to expense reimbursement. From asset management to inventory management, from sales financing negotiation to financing planning landing, from tax planning to pricing design…… With the growth of the company, the financial organization went from “very backward” to “relatively backward”. And then from “relatively backward” to “somewhat advanced”. Confucius asked his will, Yan Yuan said: “I wish no cutting good, no labor.” Although our culture is low-key, we are still very proud of the continuous efforts and achievements of our financial team. Now, our financial professional ability is generally at the best level in the industry. And some fields have been at the best level in the industry.

As Shu Ting writes in “To the Oak Tree”. The relationship between financial organizations and business organizations, like oak trees and kapok, is both independent and close to each other.

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