Deep Integration of Party Building and Industry: Textile Giants Drive High-Quality Development with Red Momentum

When the textile industry faces the triple pressures of structural overcapacity, slowing export growth, and rising costs of green transformation, a common keyword has emerged in the response plans of leading enterprises: Party-building.

From late June to early July 2025, over a dozen textile chain leaders, including Shenghong Holding Group, Weiqiao Pioneering Group, Hengli Group, Erdos Group, Dasheng Group, and Hodo Group, held intensive events to celebrate the 105th anniversary of the founding of the Chinese Communist Party. These were not mere commemorations. According to public disclosures, the activities showed a highly consistent operational orientation: Party-building was explicitly written into annual key projects, talent reserves, and management structure optimization.

Party-building Down to Earth: From Ritual to Execution

At Shenghong, Party secretary Miao Hangen outlined a 'four-combination' framework linking Party work directly with business, management system optimization, work style, and talent development. This means Party-building is no longer confined to lectures and oaths but is used as a corporate governance tool.

Erdos Group's data offers another dimension: 13 party committees, 8 general branches, 92 branches, and 1,956 members form a network covering the entire industrial chain. Thirteen grassroots branches were recognized as municipal-level 'strong fortresses,' and an innovation team won a provincial youth award. Behind these honors lies a parallel assessment of Party-building indicators with production performance and innovation outcomes.

Dasheng Group's case has deeper historical depth. The century-old enterprise simultaneously commemorated the 100th anniversary of the founding of the Nantong Independent Party Branch in its own cotton mill. Party secretary Bao Weidong explicitly required branch secretaries to serve as 'cultural ambassadors,' integrating Zhang Jian's entrepreneurial spirit, red genes, craftsmanship, and patriotism into actionable corporate culture.

Industrial Logic: Why Now?

The textile industry is in a delicate cycle. In the first half of 2025, China's textile and apparel exports maintained growth, but the pace slowed compared to 2024. Some segments, such as chemical filament yarn and conventional woven fabrics, saw significant inventory buildup. Meanwhile, the EU's Carbon Border Adjustment Mechanism (CBAM) transitional phase and domestic 'dual carbon' policies tightening constraints on dyeing and chemical fiber sectors are forcing companies to improve internal management precision and resource allocation efficiency.

Hodo Group's Party secretary Zhou Haijiang, in a lecture, cited the Yan'an spirit's dimension of 'self-reliance and hard struggle,' which aligns closely with the industry's current need to cope with rising costs and shrinking margins. Tongkun Group analogized its corporate spirit of 'unity, hard work, pragmatism, and innovation' with the Long March spirit, emphasizing that navigating cycles requires 'united hearts and steady steps.' These statements are not empty words but reflect genuine demands for internal cohesion amid market volatility.

Organizational Restructuring: Party Network as Management Lever

From specific practices, leading enterprises are transforming the Party member network into a management lever. Hengli Group held a 'Red Light and Shadow' creative performance competition at its Suzhou industrial park, with 12 party branches creating original performances based on classic red films. Behind the innovative format lies a test of grassroots mobilization capability. Anhui Huamao Group held a commendation conference, with Party secretary Ni Junlong emphasizing 'strengthening fundamentals and putting virtue first,' directly targeting frontline quality control and employee stability.

Yueda Textile chose red experiential education, organizing cadres to visit Nanjing to retrace red footprints. This 'going out' model is not isolated. Tongkun Group organized over 650 Party members to study in Zunyi, Guizhou, visiting the Red Army Martyrs' Cemetery and the Zunyi Conference Memorial Hall. From an industry perspective, these activities serve dual functions: strengthening organizational identity and, through cross-regional study tours, facilitating management experience exchange among different production bases.

Practical Recommendations

For Buyers - Prioritize suppliers where Party-building metrics are tied to product quality. Enterprises that deeply embed Party work into production management typically exhibit lower quality fluctuation rates and delivery default risks. - Add 'organizational stability' as a supplier evaluation criterion. Factories with higher Party member ratios and regular Party activities generally have lower employee turnover, which is critical for long-term order stability.

For Foreign Trade Companies - Incorporate Party-building compliance into ESG reports. European buyers are increasingly scrutinizing supply chain social responsibility. Quantifiable Party-building outcomes (e.g., member participation rate, number of grassroots branches, employee training coverage) can serve as localized evidence of social responsibility fulfillment. - Leverage the Party network to build cross-border emergency response mechanisms. When sudden policy changes or logistics disruptions occur in overseas markets, rapid information transmission and resource coordination through internal Party member communication channels can effectively shorten decision-making chains.