Fuda Alloy Launches "Quality Excellence 2030" Strategy to Set a Global Benchmark

During the conference, Vice President Song Linyun delivered remarks titled "From Strategic Deployment to a Strong Quality Foundation", highlighting the strategic importance of quality management within our 2030 strategy. He emphasized that quality is a critical credential enabling Fuda Alloy to compete in high-end global markets.

He noted that Fuda Alloy will accelerate the development of a world-class quality assurance system, shifting from "scale-driven growth" to "quality-led development". Fuda Alloy will benchmark against leading global peers—and strive to outperform them—in both product performance and quality, thereby laying a solid foundation for achieving our 2030 strategic goals.


Yang Guoming, Executive Director of the Quality Center, presented the Center's strategic plan and key initiatives. He provided an in-depth review of Fuda Alloy's current quality management landscape, assessing performance across seven dimensions—including operational efficiency, talent capability, management systems, and customer service quality management—and delivered a comprehensive diagnostic report. Aligned with the requirements of the QMS (Quality Management System), further clarified priority improvement directions and practical action paths.

Looking ahead to 2026, he noted that the Quality Center will concentrate on four priorities: strengthening the quality organization, driving product-quality improvement initiatives, building a strong quality culture, and enhancing quality management mechanisms. These efforts will support the development of a systematic, process-driven, and preventive modern quality management system. Fuda Alloy aims to become a world-class benchmark in quality by 2030 and achieve globally leading quality management.


A well-functioning management system depends on a robust performance evaluation mechanism to ensure closed-loop execution. Ma Siping, Director of the Quality Center, delivered a focused briefing on the Quality Performance Management Policy, highlighting that quality management must uphold clear incentives and accountability, with aligned authority and responsibility. He also underscored two non-negotiable requirements—environmental compliance and meeting functional performance standards—and defined the management "red lines" that must not be crossed.


During the quality commitment statements, leaders from each business unit and subsidiary voiced unequivocal support for Fuda's quality transformation. The conference concluded with a solemn pledge of quality by all attendees, reaffirming Fuda's unwavering commitment to quality. Each participant pledged to strengthen our quality safeguards and to act as a champion of excellence, reliability, and continuous improvement.


At the close of the conference, Wang Dawu, Chairman and President, delivered concluding remarks. He emphasized that Fuda's operating philosophy is "quality is more important than output, brand is more important than profit, and responsibility is more important than benefit". He noted that quality is the fundamental reason Fuda earns customers' recognition and respect—and the cornerstone for sustaining our leadership in the industry.

When speaking about building Fuda's quality management system, Wang Dawu recalled an early story from Fuda's founding years. From the outset, Fuda set out to introduce the ISO 9001 Quality Management System. Unlike many companies at that time, Fuda chose not to pursue a fast-track certification approach—often described as "an extra RMB 30,000 and three months to get it done".

Instead, we brought in external experts for on-site training and guidance, established a dedicated task force for QMS implementation, and worked strictly against international standards, improving step by step from the ground up. Over the course of two years, Fuda standardized our quality management practices and ensured a quality-first culture took root across the organization—shaping our pragmatic, continuous-improvement mindset in quality management for more than three decades.


Wang Dawu stated that Fuda's quality work in 2026 will drive three major shifts: from end-of-line inspection to process control, from reactive response to proactive prevention, and from experience-based decision-making to system-based management.

He emphasized that delivering strong quality performance requires three priorities:

• First, company-wide participation and shared commitment. Quality improvement depends on active involvement across the organization—only when everyone takes ownership and fulfills their responsibilities can quality management improve steadily.
• Second, stronger leadership and strict enforcement of the "one-vote veto" mechanism. Leaders of all functions and departments must embed a "quality-first" decision mindset, go to the frontline to identify and resolve issues, and enforce non-negotiable quality standards to foster a zero-defect culture. Leaders should be empowered to exercise veto authority when necessary, strengthen oversight, and remain accountable for quality outcomes.
• Third, a customer-driven approach with precise requirement alignment. The quality system should strengthen proactive communication with customers and the marketing team, fully understand customer needs, and translate those requirements into clear internal quality standards and controls.

In closing, Wang Dawu emphasized that the entire Fuda organization must provide full support and the necessary resources for quality management, working together to set a global benchmark for quality.

Quality work is a long-term mission—but every journey begins with a single step. Looking ahead, Fuda will continue to uphold a craftsmanship spirit of continuous improvement, supported by systematic, data-driven management and a frontline-focused service mindset. We will keep creating value for our partners, contribute to the high-quality development of the new materials industry, and support the continued global competitiveness of China's manufacturing sector.