Hagley Museum and Library

Opened in 1957, the Hagley Museum and Library features history from the early years of the du Pont family and the Hagley Corporation. The museum features demonstrations and exhibits that illustrate the connections between early industrial technology and American history. The museum also chronicles the lifestyle of the people who worked within the industry, focusing on their daily lives and habits. The Industrial Revolution plays a significant role in the museum's collection and programs.

History of the Du Pont Company

The Du Pont Company was founded by E. I. du Pont, a French immigrant, in July 1802 as a gunpowder mill on Brandywine Creek near Wilmington, Delaware. E. I. du Pont had apprenticed with Antoine Lavoisier in France and possessed knowledge of advanced gunpowder manufacturing techniques, including saltpeter refinement and mechanized production, which were superior to those in the U.S. The founding family left France in 1799 and was able to transfer wealth to the U.S.. The company was initially organized under French corporate law (société en commandite simple) in Paris in 1801 to raise capital from French and Swiss investors, partly based on assurances of "friendly relations with Mr. Jefferson" and the prospect of lucrative government contracts. The firm also benefited from access to advanced French technology, skilled laborers, and tools facilitated by individuals within France's military bureaucracy.

From the outset, Du Pont actively sought government contracts. Thomas Jefferson viewed contracting with the Eleutherian Mills as being "for the public interest" due to the superior quality of their product. A crucial long-term relationship developed with Callender Irvine, the superintendent of Military Stores at the Schuylkill Arsenal, who facilitated continuing military contracts. Federal sales constituted between 40 percent and 60 percent of DuPont’s annual production from 1804 to 1814, providing a reliable income source. The War of 1812 further cemented DuPont's status as a principal supplier, with the U.S. Navy specifically preferring DuPont's higher-quality powder even at a higher price. By 1820, DuPont was the largest gunpowder firm in the United States. Government support continued after the war, including the loan of federally owned gunpowder to the firm to help it survive during a period of general business stagnation and to ensure a domestic munitions source. Du Pont also diversified into the woolen industry around 1810, securing military contracts, although this was described as a "losing one" sustained by the gunpowder business. Around 1820, the company introduced a blasting powder for civilian use, signaling a partial shift in focus.

Decades later, in the mid-20th century, Du Pont faced challenges, including antitrust litigation. In this context, the company strategically used its 150th-anniversary festivities in 1952 and associated sponsored media as a public relations opportunity. The aim was to address perceived "misinformation and unfounded attacks" from the media, government, and public, and to shape perception. The central goal was to explicitly link the company's history to that of the nation. Public relations director Harold Brayman believed businesses faced hostility and that American industry was the basis of national strength. He focused PR efforts first on employees, who he felt were subjected to misinformation about the industry.

The 150th celebration, held on July 18, 1952, at the original mill site, drew nearly 7,000 guests (mostly employees) and promoted the theme "Du Pont grows with the growing nation."A dramatic reenactment linked the founder's early struggles and the company's creed to American ideals of liberty, duty, and progress. This narrative positioned Du Pont as a "good citizen" fulfilling its duty to the nation. The constructed history argued that large-scale industry was natural and desirable, and that national strength relied on industrial growth. Executives believed that if the public understood the necessity of large corporations like DuPont, antitrust lawsuits would appear "illogical and unpatriotic." Company president Crawford Greenewalt used his anniversary address to criticize antitrust attacks, arguing that government regulation stifled industrial initiative and harmed the nation. Sponsored media, such as the "Du Pont Story" film and later animated shorts, further linked the company and its founders to figures like Thomas Jefferson, promoting a vision of American free enterprise. The anniversary book, "Du Pont: The Autobiography of an American Enterprise," reinforced the theme of the company's intertwined growth with that of the nation, driven by free traditions and contributions from companies like Du Pont.

Through these efforts, DuPont deliberately transitioned its corporate culture, which had championed unfettered free enterprise as essential for American prosperity and security, into a public culture. The company sought to refute its image as a dangerous munitions company and promote its contributions to the nation's welfare and progress. By disseminating its corporate culture, DuPont aimed to argue that American welfare was best served by unfettered business, rather than government regulation or organized labor. Sponsored media also suggested that American democracy was realized through access to consumer products made possible by mass production. Films like "The Du Pont Story" were shown to millions of people across various groups, including students, and were used as institutional advertisements, attempting to shape Du Pont's public image.

Currie, Taylor Alexandra. "Du Pont Turns 150: Corporate Culture as Public Culture." Enterprise & Society 20, no. 3 (2019): 445–474.

Fagal, Andrew J. B. "The Mills of Liberty: Foreign Capital, Government Contracts, and the Establishment of DuPont, 1790–1820." Enterprise & Society 18, no. 2 (2017): 309–351.