Fushun Special Steel Holds the 2026 Compliance Management System Construction and Certification Kickoff Meeting

(Source: Fushun Special Steel)

To advance the construction of the company’s compliance management system and effectively integrate compliance management concepts into actual production and operations, and to complete the ISO 37301 compliance management system certification as soon as possible, on the morning of March 26, Fushun Special Steel held the 2026 Compliance Management System Construction and Certification Kick-off Meeting in Conference Room 2. More than 70 participants attended the meeting, including consultants from a third-party professional consulting organization, company leadership, heads of various units, and compliance management system liaisons. The meeting was chaired by Qi Yong, the Executive Deputy General Manager, Deputy Secretary of the Party Committee, and Secretary of the Discipline Inspection Commission of Fushun Special Steel.

At the meeting, the project leader from the third-party professional consulting organization provided a detailed introduction on the value and importance of developing a compliance management system, the relationship between existing systems, the construction path and tools of the compliance management system, the focus and methods of this on-site research, and more.

Sun Liguo, Chairman and General Manager of Fushun Special Steel, pointed out that the construction of the compliance management system and ISO 37301 compliance management system certification is an important part of the company’s promotion of standardized and modern management. Today’s meeting is not just a kick-off for a management consulting project but also an important deployment for the company to engage in self-reform and look towards the future. The special steel industry is facing profound changes; enterprises must deal not only with the compounded pressures of traditional compliance risks but also with new compliance challenges arising from increased supply chain entry barriers and digital transformation. Therefore, empowering high-quality development through compliance has extremely important practical and strategic significance. The construction and certification of the compliance management system is not a “restart” of the company’s existing management work but an innovative practice that deeply integrates the ISO 37301 international standard with the actual scenarios of the company’s production and operations. It is a core task for the company to optimize management models, improve governance levels, and achieve compliance management; it is a systematic project that involves the participation of all employees, continuous improvement, and long-term efforts. Each unit should unite their efforts and collaborate to promote, under the professional guidance of the third-party consulting organization, strictly adhere to standard requirements, and ensure that all work is implemented in detail to ensure successful certification.

Sun Liguo raised requirements for compliance management work: First, unify thoughts, elevate positions, and deeply recognize that compliance is the lifeline for the survival and development of enterprises. We must be fully aware that in an era of strict regulation, non-compliance means no right to exist. Compliance is the “ballast” for the stable and long-term development of enterprises. Only by establishing a systematic compliance framework can enterprises shift risk prevention from passive response to proactive prevention, integrating compliance requirements into pre-planning, which is also an important prerequisite for ensuring the sustainable development of the enterprise.

Second, clarify the core objectives of constructing the compliance management system and ISO 37301 system certification, using ISO 37301 standards as a lever to enhance the governance system and governance capabilities of listed companies. We should take this system construction and certification as an opportunity to strictly align with ISO 37301 standard requirements, combine them with the actual production and operation and development of listed companies, and build a compliance management system that is “well-governed, with clear responsibilities and processes.” This will promote the company’s transition from traditional “system-based” governance to “compliance-preventive” governance, transforming compliance controls from a “top-down” requirement to a conscious “horizontal and vertical collaboration.”

Third, focus on key issues of the compliance management system construction and ISO 37301 system certification, insisting on integrating functions while clarifying boundaries in line with ISO 37301 system standards. We must ensure that the integration and coordination of the system are interconnected, ensuring that the ISO 37301 system complements and progresses with existing management systems. We should fully absorb the achievements of existing systems, deeply integrate and coordinate the compliance management requirements of the ISO 37301 system with existing quality, safety, environmental protection, and energy systems.

Fourth, lead by example, engage all employees, and empower the company’s high-quality development through compliance construction. Each unit should earnestly carry out this work, eliminating any disconnect between compliance management system construction and actual business. Compliance controls should extend wherever business expansion occurs. Employees need to understand that compliance is not a shackle that binds us but a “protective shield” that safeguards our professional careers and the survival and development of the enterprise. We should benchmark against top companies in the industry regarding compliance management systems, ensuring that the compliance management system we establish not only meets standards but also operates efficiently and cost-effectively. Ultimately, we aim to solidify compliance requirements within the information system through digital means, making compliance management “seamless” yet “efficient.”

Qi Yong asked all units to deeply understand the Chairman’s speech and the work requirements and standards from the consultants, proactively cooperate with the on-site research for the compliance management system construction, and be objective and truthful when providing materials and during interviews, daring to expose problems and shortcomings, so as to provide a basis for the professional team to formulate a tailored compliance management system implementation plan for the enterprise, laying a foundation for the subsequent construction of the compliance management system.

Text: Ji Yong, Wan Ye

Editor: Zhao Xia

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