Mr. C. C. Ma, the first chairman of China Steel Corporation, defined the CSC values as teamwork, entrepreneurial approach, pursuit of innovation, and down-to-earthness in the inaugural issue of the "CSC Bimonthly" published on January 28, 1976. While doing so, he laid the cornerstones of CSC's corporate culture. Mr. Ma hoped that CSC employees would apply what these values represent to their day-to-day work and living, so he elaborated them in an article published on January 1, 1981 in the "CSC Bimonthly." Mr. Ma felt that although these values enabled CSC to become a good corporate role model at home and to reap fame abroad, both intrinsic and extrinsic changes in the business environment call for new connotations to these values. Such changes prompted Mr. Ma to exhort CSC employees again with an article in the special edition of the "CSC Bimonthly" to commemorate CSC's twentieth anniversary.

Mr. C. C. Ma, the first chairman of China Steel Corporation, defined the CSC values as teamwork, entrepreneurial approach, pursuit of innovation, and down-to-earthness in the inaugural issue of the "CSC Bimonthly" published on January 28, 1976. While doing so, he laid the cornerstones of CSC's corporate culture. Mr. Ma hoped that CSC employees would apply what these values represent to their day-to-day work and living, so he elaborated them in an article published on January 1, 1981 in the "CSC Bimonthly." Mr. Ma felt that although these values enabled CSC to become a good corporate role model at home and to reap fame abroad, both intrinsic and extrinsic changes in the business environment call for new connotations to these values. Such changes prompted Mr. Ma to exhort CSC employees again with an article in the special edition of the "CSC Bimonthly" to commemorate CSC's twentieth anniversary.

Teamwork means replacing internal rivalries with coordination and cooperation, with a common goal in mind－the corporate objectives. CSC is a mammoth company with complex work processes and sophisticated equipment. What contributed to CSC's success was teamwork, not individual efforts. Mr. Ma strongly felt that CSC had to be an organic whole. So there was special significance when he placed teamwork at the top of the CSC values.

In 1976 when CSC was about to become a state-run company, Mr. Ma was concerned lest CSC people should turn into bureaucrats after the transition. He exhorted them to continue to run the company as if it had remained a private business, and to apply the day-to-day problems, while stressing efficiency, preserving the growth. Now that, since 1995, it has shed its status as state-owned business, more than ever, it is aware of its responsibility to provide superior products and services to its neighboring communities and society. To its employees it provides an environment to grow professionally and intellectually, and to its shareholders satisfying returns on their investments.

Being innovative keeps a company abreast of the latest development of an industry. A company should never be contented with its past laurels. Instead, it should have the courage to innovate. The courage to try something new should be valued, and mistakes should be forgiven so long as they are not deliberate or illegally motivated. CSC has always placed extra focus on research and development. Only by offering innovative products and services to customers can a company survive the competition in the marketplace.

There was a fire at CSC's acid pickling line in June 1985, and the facilities and equipment destroyed in the fire were worth more than sixty million NT dollars. Mr. T. C. Chang, Executive Director from the Commission of National Corporations, Ministry of Economic Affairs, came to investigate the cause of the fire. Afterwards he told Chairman Y. T. Chao of the Council for Economic Planning and Development, Executive Yuan, who had once been CSC's chairman, that he was indeed surprised to hear everyone in CSC from the chairman to the operator state that it was his fault.

To have the courage to admit one's mistakes enables a person to self-examine what the shortfalls in his alertness and efforts were so as to seek solutions to prevent accident recurrence. CSC employees are engrained at the outset of their employment with the idea that they are encouraged to maintain their drive to excel, and they should not be afraid of making honest mistakes.