On the banks of the Hutuo River, a glorious chapter was written, and now I’ll share the story of Dedication. In the previous installment, we learned that Li Ganpo resolved to build a 30‑ton converter, putting an end to Jingye Group’s history of having iron but no steel. As with earlier chemical and iron‑making projects, daunting challenges—such as securing funding, recruiting talent, and acquiring land—loomed large before Li Ganpo and his team.

The steelmaking project requires the acquisition of over 500 mu of land. To complete this daunting task as quickly as possible, the responsible officials have been visiting villages and households day and night to engage with local residents. Some cadres and employees living nearby have also been on call, doing their utmost to expedite the land‑acquisition process. With the support of government authorities, the land‑use issue was swiftly resolved.

Temporary Steelmaking Command Post

No sooner had the land‑related issues been resolved than securing top technical talent became the pressing priority. This responsibility fell to Zhang Yonghai, then a vice president of the group. At the time, the term “headhunter” was not yet in common use, and with steel projects proliferating nationwide, skilled technical personnel were in short supply. After extensive inquiries, Zhang Yonghai made three earnest visits to the home of Wang Mingchen—formerly a vice president at a major steel plant—before finally persuading him to join the company.

Wang Mingchen has previously led the construction of numerous steelmaking projects, boasting extensive technical expertise and strong managerial skills. Upon his arrival, he was appointed by Jingye as the chief commander of the steelmaking project, assuming responsibility for its entire development. A quintessential workaholic, Wang typically arrives at the site at 6 a.m. and holds project briefings until 10 p.m., with an unwavering sense of time and meticulous attention to detail—his task assignments are often scheduled down to the minute. On one occasion, he convened an impromptu meeting set for 9:10 p.m.; yet when the appointed hour struck, only a handful of attendees had shown up, with many arriving more than ten minutes late. Firmly addressing the group, Wang declared, “For a manufacturing enterprise, time is profit. Every task must be completed on schedule; otherwise, serious problems will arise.” As a result, Wang Mingchen’s rigorous, painstaking approach has created a “catfish effect,” introducing fresh ideas and practices to the Jingye Group. His management acumen and technical expertise have earned him widespread recognition and robust support from both management and staff.

Subsequently, Jingye Group recruited fifty to sixty technical professionals through various channels and established a “master‑apprentice” system, ensuring that every position was staffed by skilled workers. This was no mere formality: masters and apprentices were required to sign contracts, and formal initiation ceremonies were held. Such arrangements imposed mutual accountability—masters taught diligently, while apprentices learned quickly. This master‑apprentice training model has endured to this day, and all externally hired technical personnel are respectfully addressed by employees as “masters.”

The steelmaking project requires not only specialized technical experts but also highly skilled operators. To build a robust talent pool, Jingye recruited 180 recent graduates and, together with some veteran employees, assembled a team of over 200. Led by Cao Xijun, then deputy director of the steel plant, the team traveled to Chengde Iron & Steel for training. The “study group” was stationed about five kilometers from Chengde Steel; every day, they arrived an hour early, lined up at dawn, sang the “Jingye Song,” and marched to the plant, returning only late at night—exhibiting unwavering enthusiasm that left a lasting impression on their Chengde counterparts. At first, when seeking guidance from Chengde’s experienced workers, they would often reply, “It’s nothing—after a while, you’ll get the hang of it.” But the study group refused to be discouraged. They proactively cleaned their workstations ahead of schedule and improved the plant’s environment, earning the respect of their mentors through steady, diligent effort. In turn, the mentors began to patiently and meticulously pass on their expertise, step by step. Ultimately, the steelmaking study group successfully completed its training and, upon returning, immediately threw itself into the steelmaking project.

Key challenges—such as land, talent, and technology—have been successively overcome, and the blueprint for the steel‑making project has now taken clear shape. Yet another hurdle remains: securing sufficient funding. How will Li Ganpo wield his wisdom to navigate this critical challenge? Stay tuned for the next installment!