What is the "COFCO" corporate culture of COFCO? Be specific and detailed! Kneel down!

COFCO's "loyalty culture" system includes three levels: the spiritual level, that is, the group's unified values, including mission, vision, strategy, enterprise spirit, brand belief and so on. Behavioral level: the expression of values in the thinking mode and behavior mode of managers and employees, including "five-step combination theory", "enterprise management logic system", "action learning method", "team work method", "strategic thinking", "professional manager", "big particles, no boundaries" and "high realm". Material level: various concrete forms of externalization of values, including COFCO visual identity system, office environment and promotional items, group activities, ceremonies, internal buzzwords, etc. "Loyalty and goodness culture" requires the managers and employees of COFCO to be both loyal and kind, and to be "high-minded and professional". Its main content is divided into two aspects: the first aspect is the "loyalty" of "loyalty culture", which refers to professional ethics and spiritual cultivation. The main contents include: (1) "cowboy culture", that is, how to correctly position ourselves as managers and employees of state-owned enterprises. Don't confuse the identities of "manager" and "shareholder", "manager" and "owner", "cowherd" and "boss", keep a correct attitude and stand, be loyal to their duties and the trust of shareholders in "manager". (2) "sunshine culture", that is, our behavior. Advocate a simple and transparent, honest and sincere, natural and just, kind and happy lifestyle. (3) "Team culture", that is, how we work together. Advocating equality, mutual cooperation, mutual sharing, mutual appreciation and mutual tolerance under the same values and big goals. Closely related to this is the "big COFCO, borderless culture" in the process of reorganization and merger, which breaks the intangible "boundary" between different levels, qualifications, division of labor and regions, and "one COFCO, one dream". (4) "Two High Cultures" is a moral requirement for managers. That is to say, to establish a "high realm" (pay more attention to spirit and ideals, and put the organization's goals and overall situation in a more important position), we can't touch the "high-voltage line" (refine a series of requirements of honesty and self-discipline into "fourteen rules for COFCO managers" that are easy to understand and remember, which is the "high-voltage line" that managers can't touch). The second aspect is the goodness of "loyalty culture", which refers to professional ability, how to manage the property entrusted by shareholders and create greater wealth for shareholders. The main connotation includes: (1) "performance culture", that is, how to judge professional ability. Professional or not, it must be tested by the market and customers, evaluated by shareholders, society, peers (competitors) and colleagues, and ultimately create greater value for customers, shareholders and society. (2) "learning culture", that is, how to improve professional ability. In addition to training, advanced studies and other conventional means, we should emphasize "learning by doing", develop a good habit of self-reflection, constantly sum up in practice, improve our professional ability, and strive to become an industry expert. The primary feature of "loyalty culture" is "professionalism", that is, the spirit of "professional manager" based on marketization and abandoning the consciousness of "official standard" under the planned economy system. In recent years, COFCO has been committed to transforming the "leading cadres" of state-owned enterprises into more market-oriented "professional managers" and building a loyal and ethical team of "professional managers". To this end, the Group specially changed the customary title of "cadre" to "manager" and put forward the resounding slogan of "Manager party member". Another notable feature of "Zhongliang culture" is "humanization". In the management philosophy of COFCO, people are placed in the most important position, emphasizing that the starting point of strategy is "customers" rather than "property", the starting point of management is "employees" rather than "systems" and "processes", and the starting point of investment is "shareholders" rather than "projects". Correspondingly, the "Loyalty and Good Culture" shows strong humanistic care from its connotation to its specific mode of communication.