• Yusheng is a warm world full of humanistic care, with awe and gratitude for nature and society.
• What we do is a cause that promotes the upward movement of life and the progress of society.
• We should not only create profits, but also create value.
• We pursue the harmonious unity of economic value, social value and ecological value.
• The premise of creating value is to live first.
• Only by surviving can we help more people.
• We work with stakeholders to thrive and win together.
• Only by adhering to the principle of long-termism can we create value continuously.

• We also carry out resource integration and collaborative planning with partners such as outsourcing and suppliers based on the principles of symbiosis and long-term.

• Innovation requires a hands-on approach and an indomitable entrepreneurial spirit.
• The risk of innovation is high, and the risk of not innovating is even higher.
• Technological innovation needs the soil of culture and mechanism.
• Changes in business models and organizational structures make the emergence of new technologies possible.
• There can be no progress without improvement, and no future without progress.
• Innovation requires breaking the rules, and people should be used in an unconventional way.
• Innovation requires the courage to tackle hard problems.
• Tolerance for failure is encouragement for innovation.
• Innovation should be done within the limits of capacity, and should not destroy the foundation of enterprise survival.
• Innovation can be a process of reorganization, a new combination of results.
• Innovation is market demand oriented and market success as the standard.

• Strategy is about not only what we are going to do in the future, but also what we will do to have a future.
• Strategic planning follows the principle of setting clearly the path, following the trend and optimizing our technologies.
• You can't find the new continent with an old map. To create a blue ocean, you must first solve the cognitive barrier.
• The group strategy should be adjusted dynamically, advancing and retreating in the industry, and advancing and retreating in an orderly and measured manner.
• The Group implements relevant diversification strategies and encourages subsidiaries to develop related products and services.
• To identify big development opportunities from the perspective of social, ecological and resource issues.
• Only a large market can have a large enterprise, and the choice of a large market is the basic principle of our industry selection.
• Establish development goals based on long-termism.
• Look at the big picture and start with the small things. Accumulate small victories into great ones.

• Being customer-oriented is the starting point and foothold of all our work.
• The product is the carrier of service, from selling products to selling services.
• Customers need not only products, but also services for product innovation.
• Strive to exceed customer expectations until they are touched and surprised.
• The pursuit of customer satisfaction is the common responsibility of all employees, and internal mechanisms are activated through market pressure transmission.
• Establish an internal customer awareness that the next process node and all collaborating departments are customers.
• Winning customer satisfaction is the common responsibility of the company and the outsourcing supplier.
• Building a strong team of application engineers is the key to building our core competitiveness.
• Focus quality resources on key customers or customers with potential for development.
• View customer complaints as opportunities for improvement.
• There are no small things in the front line of the market, and managers must serve the front line quickly and efficiently.

• Only by standardizing all work can we eliminate the randomness and disorder of management.
• The construction of the system should focus on systematicness, relevancy and necessity.
• A good system should not be left out, and a bad system should not be allowed.
• The judgment principle for whether to establish a system: when the same problem occurs twice in a row; when there is no system to do things well.
• The system is formulated with benevolence and righteousness, and the implementation of the system is strict.
• The system should be modified if it is unreasonable, but it should not be a reason for non-implementation.
• The premise of standard operation is to establish operational standards, which is the basis and starting point for continuous improvement.
• The process should be simple and effective, even "foolproof", so that people do not understand or misunderstand.
• Management should speak with numbers and let the data speak.
• Meetings should be short and effective, prepared before the meeting, not off-topic during the meeting, follow up after the meeting, and PDCA should not be forgotten.

• Safety is the fundamental guarantee of business.
• A comprehensive understanding of risks and overall security.
• Risk management should first do a good job of planning.
• Cash flow is the lifeblood of an enterprise.
• National security, social responsibility and low carbon economy are major risks and opportunities for enterprises.
• Everyone shall have a sense of cost at any time when dealing with anything during any step of their work.
• Quality is the standard to measure the level of products and services. When quality conflicts with cost, quality comes first.
• Keep an eye on every detail. A local crisis is the beginning of a collapse.
• Focus on both results and processes, and prevent risks through process control.
• We should neither replace control with trust, which would lead to chaos if we let go, nor replace trust with control, which would lead to failure if we control
• The more important the decision, the more strict the decision-making process should be. Under no circumstances should we go beyond the procedure just because the opportunity is rare.

• Corporate culture is a value system that employees agree to and follow.
• For an enterprise, what is deposited is not only products, but also ideas and culture.
• Corporate culture should keep pace with the times and meet the needs of social development.
• Our corporate culture guides all our actions, including strategy, operation, management and investment.
• Culture is the standard by which we measure people. We look for people, cultivate people and achieve people through culture.
• Culture is our driving force.
• We need to make culture "visible, audible, tangible and usable" and overcome the disconnect between cultural development and business management.
• Building a healthy corporate culture is always the top priority for cadres; an employee who is ambiguous in culture cannot be entrusted with important tasks.
• Only by combining corporate culture with employees' most direct feelings can they actively participate in the construction of culture.
• 《 The "Cultural Guidelines of Yunsheng" are the unbreakable behavioral boundaries for enterprises and employees.

• The organizational structure should follow the strategy and maintain relative stability.
• The group should establish a highly centralized and flexible command system, and create a group of high-quality management cadres who dare to take responsibility.
• Functional departments need to go deep into industries, processes, services and empower businesses.
• The goal of the organization construction of the subsidiary is to create value for customers first, and the organizational structure should change timely with the changes of customers and markets.
We believe work that benefits our clients is what we should strive for, and would in no case treat shabbily those doing benefiting work.
• Our HR construction stick to the policy of resposibility first and capability foremost, and decent pay and shared resources.
• Open up different career paths for all kinds of talents, so that professional people do professional things.
• Be good at finding talent in conjunction with major tasks.
• Cultivate teaching cadres and build a learning organization.

• A good man needs three helpers, and a fence needs three stakes. Unity is strength.
• We go further together and closer together with the same virtues.
• Value can only be created by integrating individuals, teams and enterprises.
• An incapable soldier is just a soldier, but an incapable commander would bring out a team of incapable soldiers. The success or failure of a team depends on the leader.
• New recruits and the elderly are like "paratroopers" and "ground troops". Only when they work together can we achieve great achievements.
• Form a ladder of cadres and strengthen the reserve of cadres.
• Be good at discovering and daring to use young people.
• Leaders should be good at putting good people in charge.
• Trust is a kind of respect, to be trusted is a kind of responsibility, we should respect the trust others have in us.
• Perspective-taking is the key to resolving conflicts and forming consensus.
• Respect and uphold the spirit of contract.

• Three steps of communication: listening, asking questions and giving feedback.
• Most management problems stem from poor communication.
• Put the problem on the table.
• Pay attention to tone and wording in written communication. When the problem is too complex to be explained in writing, face-to-face communication should be used.
• The language of communication should be honest and clear, without "subtext" or "half a sentence".
• A sincere apology can cut conflict in half.
• Stop using email immediately when there is a need for repeated arguments. Take the initiative to communicate face to face or by phone.
• Don't send arguments to many people to "watch". This is not a solution, but a conflict.
• When forwarding or sending an email, pay attention to the "tail" of the email to see if there is any content that is not suitable for forwarding.
• Be aware of the difference between complaining and routine work reporting, and subordinates should try to avoid reporting work beyond their level.
• When you find that the other party cannot complete the scheduled task on time and affects your progress, you must report to the other party, his direct superior and your superior in time.

• We adhere to the management philosophy of "good human nature".
• We should focus on "problem orientation", learn to capture opportunities in problems, and make progress and growth by training the logic of analyzing problems and methods to solve problems.
• Give cadres clear authorization, full trust, effective assessment and continuous improvement.
• Cadres should use their power carefully and teach by example rather than words.
• Responsibility is the duty of a manager.
• Analyze problems by asking questions.
• Bring a solution to the problem when you give feedback.
• Have a closed-loop thinking, everything has an echo, every item can be implemented.
• Be good at classifying your work, giving priority to urgent tasks and important tasks of equal importance.
• The cultivation of successors should be an important assessment index for the promotion of cadres.
• A good word can warm the spring. Give more praise and compliments.

• I for all, and all for me.
• Be honest, do things carefully and cherish every day.
• Live contentedly with life and strive for perfection in your career.
• Don't make simple mistakes, and don't repeat them.
• Start with small things, start with small kindness, do not undo good because it is small.
• Respect for others is respect for yourself.
• Be strict with yourself and lenient with others.
• Say what you mean and do what you say.
• Be strict in what you do. Don't settle for less.
• Strive to be a striver, not a good guy.
• To be cultured, first of all, you have to be polite.
• Adhere to personal independence and eliminate personal dependence.