Between late June and early July 2026, at least ten leading textile enterprises—including Shenghong, Weiqiao, Erdos, Dasheng, Hodo, Hengli, Tongkun, Dali Silk, Anhui Huamao, and Yueda Textile—concentrated their activities celebrating the 105th anniversary of the founding of the Communist Party of China. This phenomenon is not mere ceremonial commemoration but reflects a deeper logic of seeking management efficiency and organizational resilience amid industry cycles.
Industrial Landing: From Ritual to Management Tool
Public information shows that these enterprises adopted diverse formats including commendations, study tours, party lectures, cultural performances, and visits. Notably, most have linked party-building to specific business goals. Shenghong's party secretary Miao Hangen proposed a 'four-combination' deployment, explicitly integrating party-building with business, management system optimization, work style, and talent development. This effectively transforms the party organization structure into an internal management network.
Erdos Group's data provides evidence: its 13 party committees, 8 general branches, and 92 branches cover 1,956 members, forming a dense organizational node network. For manufacturing enterprises with tens of thousands of employees, such organizational density itself is a management resource, enabling rapid response in cost control, quality supervision, and technical breakthroughs.
Dasheng Group's approach has deeper historical roots. On June 27, while commemorating the 100th anniversary of the Nantong Independent Party Branch, it simultaneously released annual key projects and reviewed the effectiveness of its 'Standing Post and Leading by Secretaries' initiative. This means party-building activities are directly used to drive project execution and acceptance, not just slogans.
Cultural Capital and Employee Identification
Weiqiao held a choral evening with over 2,000 employees. Hengli adopted a 'Red Light and Shadow Creative Performance Competition' format, with 12 party branches creating original performances based on classic red films. The return on investment for such activities cannot be measured solely by short-term financial metrics; their more important role is strengthening employees' collective belonging and corporate identity.
In an era of high labor mobility and diverse values among younger workers, building emotional bonds through cultural activities helps reduce frontline staff turnover. Dali Silk took a more direct approach: artisans created red-themed silk cultural and creative products, combining silk road heritage with party-building themes. This serves both brand communication and adds cultural premium space to product lines.
Hodo Group approaches from an ideological angle. Party secretary Zhou Haijiang used the four dimensions of Yan'an Spirit as a framework to deploy enterprise development paths. This method of transforming ideological resources into management methodology has practical significance for enterprises requiring long-term technical investment and craftsmanship.
Organizational Resilience: A Hidden Competitive Edge
Tongkun organized over 650 party members for a study tour to Zunyi, Guizhou. Chairman Chen Shiliang and party secretaries Xu Jinxiang and Chen Lei all participated. Management-level collective participation signals high priority on organizational culture. Tongkun officially compares its corporate spirit of 'unity, hard work, pragmatism, and innovation' to the Long March spirit, emphasizing the ability to navigate cycles through 'united hearts and steady steps.'
Amid current pressures on textiles—slowing export growth, domestic demand fluctuations, rising raw material costs—organizational resilience becomes a key variable for sustainable development. Anhui Huamao party secretary Ni Junlong explicitly stated at the commendation meeting that facing new situations and tasks, the company must 'use high-quality party-building to ensure high-quality development.' Yueda Textile conducted red-themed field education in Nanjing, transforming historical resources into team cohesion.
From an industrial competition perspective, when technology gaps narrow and product homogeneity increases, management efficiency and employee execution often become the differentiating factors. If party-building activities can genuinely land as management tools, their return on investment is considerable.