A cashmere yarn manufacturer with annual revenue exceeding 5 billion yuan took its party members to a cinema for a film screening. In early July, the Party branch of Kansai Knitting Group organized all members to watch the revolutionary historical film 'Four Crossings' to celebrate the 105th anniversary of the founding of the Communist Party of China. This Ningbo-based textile leader is attempting to reconstruct its internal organizational logic through a red narrative.
From Ceremony to System
After the screening, the group's Party secretary conveyed Chairman Xue Jingli's holiday greetings to all members and shared reflections on high-quality enterprise development inspired by the Long March spirit. This was not an isolated event—in the 'Two Excellences and One Pioneer' selection by Ningbo city and Jiangbei district, Kansai's Party branch was named an advanced grassroots Party organization at the district level, and secretary Yin Xiaofeng was honored as an outstanding party worker at the municipal level.
For a non-public textile enterprise, receiving municipal-level party work recognition is rare. Industry data shows that among textile enterprises above designated size nationwide, about 68% have established party organizations, but fewer than 20% truly integrate party building into performance reviews and talent promotion systems. Kansai's approach indicates that party building is shifting from a 'plaque on the wall' to a 'tool in hand.'
How Organizational Cohesion Translates into Productivity
The textile industry faces common challenges: high turnover among frontline workers, generational skills gaps, and intergenerational management conflicts. According to publicly available data from China's National Bureau of Statistics, the average turnover rate in the textile industry reached 23% in 2025, about 5 percentage points higher than the manufacturing average.
Through its 'political birthday' system—issuing personalized cards to members on the anniversary of their party membership—Kansai seeks to reduce turnover intentions at an emotional level. This approach has demonstrative significance in labor-intensive industries: when companies can offer employees a sense of spiritual belonging beyond salary, organizational resilience tends to be stronger. Business owners in the Ningbo textile cluster have begun privately discussing whether Kansai's party-building practices can be replicated.
Supply Chain Stability and Red Governance
The upstream and downstream transmission effects are equally noteworthy. Kansai Knitting primarily serves international luxury brands, where raw material sourcing and yarn processing demand extremely high quality control standards. A stable management and frontline backbone team directly determines on-time delivery rates.
- At the factory level: Party activities reduce turnover among team leaders and above, indirectly lowering new employee training costs
- For buyers: A stable organizational structure means more reliable delivery commitments, critical for fast-response orders
- For foreign trade companies: Overseas clients increasingly demand supply chain ESG compliance; systematic party-building records can serve as evidence of corporate governance transparency