The textile industry is undergoing a quiet organizational revolution. Between late June and early July 2025, over a dozen leading textile enterprises—including Shenghong Holding Group, Weiqiao Pioneering Group, Erdos Group, Dasheng Group, Hongdou Group, Tongkun Group, Hengli Group, Anhui Huamao Group, and Yueda Textile—held a series of themed events to celebrate the 105th anniversary of the founding of the Communist Party of China (CPC). These were not mere ceremonial commemorations but systematic moves to embed Party building deeply into corporate governance, production management, technological innovation, and talent reserves.
From public information, a common thread emerged: an emphasis on the 'four integrations' of Party building with business operations—setting direction, building cohesion, fostering integrity, and cultivating talent. This signals that for textile giants with annual revenues in the tens of billions, Party building has evolved from a 'soft task' into a 'hard constraint,' becoming a new yardstick for measuring corporate governance capability.
How Party Building Translates into Industrial Competitiveness
First, increased organizational coverage directly strengthens grassroots execution. Erdos Group, for example, has 13 party committees, 8 general party branches, 92 party branches, and 1,956 party members. This 'red network' forms capillaries for rapid response and efficient coordination along the entire industrial chain—from mines to factories, workshops to teams. When the industry faces raw material price fluctuations or urgent orders, party member backbone often become key nodes in stabilizing production rhythms.
Second, Party building is reshaping the textile industry's 'talent view.' Shenghong Chairman Miao Hangen explicitly listed 'integrating Party building with talent cultivation' as one of four major tasks in his special party lecture. Dasheng Group proposed that branch secretaries should act as 'cultural propagandists' to ensure the corporate spirit of 'seeking truth, innovation, dedication, and progress' takes root. This reflects a trend: amid rising labor costs and recruitment difficulties, textile companies are using Party building platforms to build new systems for 'retaining, nurturing, and utilizing talent.'
Third, red culture is becoming a new source of brand premium. Dali Silk created red silk cultural and creative products using damask as paper and warp/weft as pen; Weiqiao held a chorus gala with 2,000 employees. While appearing as cultural activities, these actions transform 'red IP' into emotional value in consumption scenarios. For buyers, companies with mature Party building systems often mean more stable delivery, more compliant labor practices, and more sustainable supply chains.
Dual Empowerment of Historical Genes and Industrial Upgrading
Notably, some companies' Party building activities carry distinct historical depth. Dasheng Group, while celebrating the CPC's 105th anniversary, also commemorated the 100th anniversary of the establishment of the Nantong Independent Party Branch at Dasheng Cotton Mill. This means the century-old enterprise founded by Zhang Jian has intertwined red genes and industrial tradition for a century. Similarly, Tongkun Group organized party members on a red study tour to Zunyi, Guizhou, aligning the 'Long March Spirit' with the 'Tongkun Spirit'—unity, hard work, pragmatism, and innovation. This historical narrative is not nostalgia but provides spiritual impetus for current industrial upgrading.
From an industry perspective, textiles are under dual pressure of 'stock competition plus green transformation.' In 2025, China's textile and apparel exports face low-price competition from ASEAN and India, while domestic demand is affected by consumption downgrading. In this context, Party building activities emphasizing 'hard work' and 'self-reliance' essentially provide psychological resilience for companies to navigate cycles. Hongdou Group Chairman Zhou Haijiang deployed the enterprise development path using four dimensions of Yan'an Spirit—correct political direction, ideological line of emancipating the mind and seeking truth from facts, fundamental purpose of serving the people wholeheartedly, and entrepreneurial spirit of self-reliance and hard struggle—exactly reflecting this strategic intent.
Practical Recommendations
For Buyers - Include suppliers' Party building systems in due diligence: Companies with mature party committees and regular organizational activities typically perform better in labor compliance, safety, and delivery stability. - Pay attention to 'cultural product' outputs from Party building activities: Dali Silk's red cultural creations and Hengli's light-and-shadow performance competition can be leveraged for brand co-branding or terminal marketing materials. - Prioritize factories with 'Party Member Pioneer Post' identification: Such posts often correspond to higher quality inspection standards and lower defect rates.
For Foreign Trade Enterprises - Present Party building activities as part of corporate social responsibility (CSR) in overseas client communications: European and American brands have rigid demands for 'labor rights' and 'community engagement,' and Party building activities provide localized narratives. - Use Party building platforms for cross-cultural training: Tongkun's red study tour model can be adapted into 'Made in China Cultural Journeys' for foreign employees, enhancing team identity. - Monitor 'talent retention rate' indicators in Party building data: Companies with higher party member ratios typically have lower employee turnover, crucial for delivery cycle stability.
Overall, the concentrated Party building actions in the textile industry in 2025 send a clear signal: amid deglobalization and geopolitical complexity, China's textile industry is attempting to build an inimitable and irreplaceable competitive barrier through 'red management.' For upstream and downstream players, understanding and leveraging this trend will directly influence procurement strategies and market positioning over the next five years.