In the quiet moments of conversation with his colleagues, the director of a small chemical fertilizer plant often found himself reminiscing about the time he was still a technician at a smaller facility. He remembered how the entire industry operated with strict oversight and precision, especially during the era when the Ministry of Chemical Industry played a central role in regulating production.
Back then, every morning, a designated person would ride a bicycle to the post office, sending two telegrams—one to the Provincial Department of Chemicals and one to the Ministry of Chemical Industry. These messages contained detailed reports on the plant’s 24-hour operations. By the next day, the ministry had full visibility into the factory's daily activities. If something unexpected happened—like an accident or an emergency—the ministry would already be aware before any local response could be mobilized. The level of control was so tight that even minor issues were immediately addressed by higher authorities.
He recalled the “Six Unifications†and “Eight Inaccuracies†that governed operations, along with the strict “three certificates†system. Every task required specific permits—whether it was a fire permit, an entry permit, or a boarding pass. Even climbing a ladder needed approval. Without these, it was considered illegal. At the time, safety was non-negotiable, and mistakes were not just frowned upon—they were unthinkable. Not only were accidents strictly avoided, but even small leaks were reported to the industry. The plant manager wouldn’t even consider hiding them.
Now, when the director reflects on those days, he often compares them to the present. He wonders how many workers today know about the “three certificates.†Many don’t even understand the risks of their work. Some don’t know when to add a catalyst, which can affect both product quality and safety. He points out that while someone may be in charge now, the complexity of chemical fertilizer production requires deep technical knowledge. He recalls an instance where a technical supervisor from a government office couldn’t identify a 1.6-meter-diameter pipe as an atmospheric one. When told it was a high-pressure tube, the supervisor still didn’t understand. It left the director speechless.
Every time he tells this story, he sighs, saying, “The Ministry of Chemical Industry is gone. No one is really in charge anymore.â€
The plant manager, who once worked under the Ministry’s guidance, never had the chance to meet anyone from the ministry directly. But he remembers a time when a minister visited the factory. The minister walked straight to the most critical part of the plant—the compressor—and examined it closely. He even called the director over, asking questions with such intensity that the director was too nervous to look up for a long time. That moment left a lasting impression on him.
In the chemical industry, there are many like the director—people who remember the “era of the Ministry of Chemical Industry†with pride. They may not have had direct contact with the ministry, but they felt its influence throughout their careers. It represented a time of discipline, professionalism, and a sense of responsibility that is hard to find today. For them, the ministry symbolized the height of industrial order and meticulous management. That is why the director misses it so much.
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