Zhang Yixin: Documenting the Early History of the Republic's Industrial Development — A Chronicle of the "156 Projects Research" Team
Against the backdrop of the accelerated reshaping of the industrial system in the New Era, the "156 Projects," which originated during the First Five-Year Plan period (1953–1957) as the foundational undertaking of New China's industrialization, have once again become a focal point of attention for society and academia. These projects covered fields such as steel, non-ferrous metallurgy, coal, power, chemicals, and machinery manufacturing, laying a solid foundation for the establishment of China's independent and complete industrial system.
The "156 Projects Research" group (hereafter referred to as the "research group") of the Institute of Economics of the Chinese Academy of Social Sciences (CASS) has spent several years traversing more than ten provinces and cities to conduct in-depth studies of 30 key enterprises. Utilizing a multidisciplinary approach, the group has systematically analyzed the logic of formation and contemporary significance of this major undertaking from historical, economic, and social dimensions, presenting the unique experiences and profound inspirations of China's path to industrialization.
Recently, a reporter from this newspaper interviewed the research group. Through "three-generation" oral history interviews, comparative archival analysis, and international case studies, the group has comprehensively restored the development history of some of the "Eldest Sons of the Republic" [1] enterprises. This research, stretching across time and space, not only demonstrates the historical depth of the "156 Projects" but also provides a new coordinate for thinking about the high-quality development of China's industrial system in the New Era.
Traveling Through the "Time Tunnel" of History
Inside the underground mines of the Yunnan Tin Group in Gejiu, members of the research group, wearing safety helmets and protective gear, followed staff members carefully through the tunnels. The interior of the mine is a crisscrossing network of passages where production vehicles shuttle back and forth in a bustling scene. Despite being underground, the area is brightly lit, giving one the sudden sensation of being on a movie set.
The experience was equally impressive when the research group took the elevator back to the surface to visit the modernized dispatch center. Through a digital monitoring system, staff can monitor underground mining activities in real-time and precisely schedule production processes. The mine director explained that in recent years, the Yunnan Tin Group has significantly improved resource utilization efficiency through technological upgrades and resource integration, while also strengthening safety and environmental protection measures.
In 1953, Yunnan Tin was listed as one of the 156 key construction projects in the First Five-Year Plan, with a capital construction investment of 144.54 million yuan. As time has passed, the Yunnan Tin Group now holds a quarter of the global tin market share—an achievement inseparable from the foundation laid by the "156 Projects."
The "156 Projects" were the first batch of major projects built by New China. More importantly, they represent the process of China’s persistence in independent innovation and its step-by-step movement toward being autonomous and controllable [2] in key fields, playing a foundational role in China's industrialization. The precious material heritage and cultural connotations formed during the construction of these projects are indispensable elements for telling China's story well, inheriting the "red genealogy" [3], and building a new form of human civilization.
To understand the "156 Projects," one must enter the enterprises themselves. After extensive preliminary preparation, the research group selected 30 enterprises for site visits. Regarding the selection of these companies, Zhao Xuejun, the head of the research group and a researcher at the CASS Institute of Economics, stated: "This was not an easy task because many of the enterprises have high administrative ranks, large scales, and strict confidentiality requirements. We put a lot of effort into preliminary liaison work and only succeeded with help from many parties."
After identifying the targets, the research group implemented a "general-to-specific" division of labor among its members, categorized into integrated research, industrial development research, and regional economic development research. Through this detailed and clear planning, the group more effectively clarified the contributions of the "156 Projects" to industrialization, industrial development, the development of the state-owned economy, and regional economic growth. Through their efforts, the research group has collected over 100 types of materials from relevant enterprises. These materials have enriched the research database for the "156 Projects Research" project and provided important data for in-depth studies of these enterprises and their respective industries.
Intergenerational Dialogue to Find the Code of Development
During the research process, the group employed a "three-generation interview method," conducting stratified surveys of veteran, middle-aged, and young technical backbones and management. In this method, whenever the group visited an enterprise, they would seek out three generations of employees based on different themes—such as technology, publicity, or management—and then communicate with them regarding specific products, equipment, and processes. This "intergenerational dialogue" not only allowed the research group to better understand the thread of corporate development and restore historical truth but also enabled them to identify important factors influencing development through comparison. For example, during the investigation of the North China Pharmaceutical Group (NCPC), the team used this method to uncover details of how the older generation of experts, such as Qi Moujia, made breakthroughs in Soviet fermentation technology in the 1950s.
In the 1950s, China's penicillin output was very low, leading to the import of a penicillin project and a starch project for antibiotic manufacturing from the Soviet Union. Qi Moujia, a technician at NCPC, was sent to the Soviet Union to study the research and production of antibiotics. During his time there, he worked tirelessly to study the production processes, mastering the growth characteristics of bacterial strains, fermentation parameters, and technological protocols. Upon his return, he served as a workshop director. After the withdrawal of Soviet experts [4], Tao Jingzi led the team to successfully breed superior strains, achieving the feat of "the blue being extracted from the indigo plant, yet surpassing it" (qing chu yu lan er sheng yu lan) [5]. Their spirit of exploration and dedicated service laid a solid foundation for NCPC's penicillin production and became a precious spiritual asset inspiring generations of pharmaceutical workers.
In the early 21st century, NCPC did not experience an ideal operating state. However, in recent years, its subsidiary Jintan Biotechnology utilized its original technical reserves and successfully achieved a transformation through vaccine R&D, with annual profits accounting for over 60% of the group's total. This "world of ice and fire" [6] situation fully proves the importance of "professional deep-cultivation" for the sustained development of state-owned enterprises (SOEs). They transformed the mission of "everything for human health" into a developmental momentum, relying on brand and technical advantages to target changes in the spectrum of human diseases, meeting public medication needs, and realizing a substantive transformation from an antibiotic origin to "biopharmaceutical leadership."
Faced with the strict confidentiality systems of defense and petrochemical enterprises, the research group adopted more flexible strategies. During the investigation of Lanzhou Petrochemical, the difficulty increased due to fragmented historical records. Facing the dilemma of inaccessible archives, the group attempted to find substitute materials from external sources, such as searching for Russian-language documents in Russia and comparing them with localized meeting minutes to obtain accurate historical information.
Yu Wenhao, a researcher at the CASS Institute of Economics and a member of the group, noted that some enterprises were uncooperative at first, increasing the difficulty of the research. However, the group maintained a "never give up" attitude and actively sought solutions, eventually gaining the companies' consent and ensuring the smooth progress of the work.
By comparing Russian archives and factory annals with on-site interviews of veteran employees, the group clarified the actual ratio of Soviet technical assistance to independent innovation at the time. They concluded that the proportion of independent innovation was actually very high, a finding that highlights China's independent R&D capability and innovative spirit during that specific historical period. Furthermore, by digging into these historical details, the group discovered many overlooked technical turning points and innovation milestones, providing important reference values for subsequent studies of technological history and the formulation of corporate development strategies.
Highlighting the Dual Narrative of Technological History and Social Responsibility
This research was not only an academic journey but also a soul-stirring "red journey." The development of the "156 Projects" enterprises is closely linked to the destiny of the nation. These enterprises are not merely economic entities but are also important inheritors and practitioners of "red culture." Their history of struggle and spiritual outlook are precious assets in the history of Chinese industrial development.
"If there was no heavy machinery, we used our shoulders; if there were no Soviet experts, we figured it out ourselves!" As the saying goes, "only when the waters subside do the hidden rocks appear" (cāng hǎi héng liú, fāng xiǎn yīng xióng běn sè) [7]; in the face of high winds and turbulent waves, the "mainstay" (dǐ zhù zhōng liú) [8] becomes even more visible.
Success requires a great price. During the research process, the group was deeply moved by the strong patriotism and great spirit of sacrifice within these enterprises. In the early years of the People's Republic, China could manufacture cars and planes, but the quality of oil products became a bottleneck restricting the development of weaponry. Faced with the hardship of the Soviet technical withdrawal, R&D personnel at Lanzhou Petrochemical braved difficulties to complete oil product development, effectively ensuring the normal operation of aircraft and vehicles. Yu Wenhao told the reporter with emotion: "At that time, many workers on the front lines had deformed joints and could not move normally, yet they remained at their posts and continued to work." They interpreted loyalty and responsibility to the country with their very lives. This history not only highlights the resilience and hard work of China in independent technology R&D and reflects the unity and collaboration of the whole country, but also allowed the research group to gain a deeper understanding of Chinese industrial history—recognizing that the success of the "156 Projects" stemmed not only from technological breakthroughs but also from national spirit and cohesion. Yu Wenhao remarked: "These workers filled the technical gap with their flesh and blood; their spiritual legacy is more worth remembering than their output value."
During the investigation of the Wuhan Iron and Steel Group, the research group found that the "red education" resources in SOEs are very rich. In particular, the internal factory history exhibition halls vividly reflect the difficult journey and glorious achievements of industrial construction under the leadership of the Party. The research group submitted suggestions on utilizing these "red education" resources to advance Party history study and education within SOEs.
The group also visited China First Heavy Industries (CFHI) located in the Fularji District of Qiqihar, Heilongjiang Province. This place is known as the "Number One Heavy Ground of Chinese Manufacturing." Behind its achievements are the tireless efforts of countless industrial workers day and night. They have not only mastered exquisite skills but also harbor a love for the country and a sense of responsibility toward national industry.
The research group was deeply shaken after gaining an in-depth understanding of CFHI's development history. They saw that there are not only modernized production equipment and advanced management concepts but also a powerful spiritual force supporting every employee. This force is an indispensable and precious asset in the history of China's industrial development. Inspired by these vivid research experiences, the group broke through the limitations of "GDP-only theory" to focus more on the performance of SOEs in terms of technological contribution, supply chain security, and social responsibility.
At the Harbin Turbine Company, the scene of an automated workshop "forest of robots with few human shadows" highlights the process of "Great Powers' Heavy Equipment" moving toward intelligence. Cases such as Anshan Iron and Steel investing huge sums in environmental protection upgrades demonstrate the silent dedication of SOEs in ensuring people's livelihoods and assuming ecological responsibilities. Meanwhile, the technical training provided by large SOEs to industrial workers is another important manifestation of their social value. These observations led Zhao Xuejun to further realize: "Efficiency is only one aspect of evaluating SOEs; the role they play in core technology autonomy, supply chain security, and social stability is irreplaceable." To this end, the research group paid special attention to how SOEs can fulfill their social responsibilities under a market system and submitted a report suggesting that SOE reform should coordinate "public-interest nature" with "corporate nature."
Contributing Wisdom to China's Industrial Development
What the "156 Projects" leave to the present is more than just memories; it is a spiritual gene of "independent tackling of key problems and ensuring the mission is accomplished." Today, this "struggle gene" remains the core driving force for breaking through "chokepoint" (kǎ bō zi) [9] dilemmas, and it has inspired the research group to go all out in deepening their project research.
Currently, the research group has completed preliminary manuscripts on the construction and commissioning of the "156 Projects," their relationship with the urban economic development of Luoyang and Anshan, and their impact on the development of the steel and petrochemical industries. Through rich historical materials and detailed data, the group has demonstrated the implementation effects and successful experiences of the "156 Projects" in different fields and regions, providing valuable references and inspirations for current and future industrial development. Furthermore, they have actively transformed their research results into policy recommendations, providing strong intellectual support for government decision-making and reflecting the group's high sense of social responsibility and mission. As the research deepens, the group will continue to excavate the historical value and contemporary significance of the "156 Projects" to contribute more wisdom and strength to the continuous development of Chinese industry.
The "156 Projects Research" is like a dialogue across time and space—it is both a tribute to history and a questioning of the future. The group has proven with solid research that SOE reform cannot simply copy market-oriented templates but must find a dynamic balance between historical experience, national strategy, and social responsibility. Heavy equipment is silent, but its soul is tied to the lifeline of the nation. This heavy mission will surge forward in the long river of China’s industrialization.