In late June and early July 2025, China's textile industry witnessed a concentrated wave of Party-building activities. Over a dozen leading enterprises, including Shenghong Holding Group, Weiqiao Venture Group, Ordos Group, Dasheng Group, Hodo Group, Dali Silk, Tongkun Group, Hengli Group, Anhui Huamao Group, and Yueda Textile, almost simultaneously held events ranging from commendations and red-study tours to themed party lectures and cultural performances, showcasing the deep integration of Party-building with production and operations. This phenomenon is not merely ceremonial; it represents a strategic move by industry leaders to convert organizational strength into industrial competitiveness.
Background
Public information shows the core events were concentrated from June 27 to 30, coinciding with the 105th anniversary of the Communist Party of China. However, each company adopted a tailored approach: Shenghong's Party secretary Miao Hangen proposed a 'four-combination' framework linking Party-building with business, management optimization, work style, and talent development. Ordos Group, with its network of 13 party committees, 8 general branches, and 92 branches, emphasized a 'four-step-ahead' model and linked outcomes to external honors like the 'Inner Mongolia Charity Award'. Dasheng Group, marking the 100th anniversary of the Nantong Independent Party Branch, simultaneously released annual key projects, directly connecting Party-building with project effectiveness.
Notably, these activities have evolved from simple document study to diverse practical carriers. Hengli Group held a Red Light and Shadow Creative Performance Competition involving 12 party branches. Tongkun organized over 650 party members for a red-study tour to Zunyi, Guizhou, aligning the Zunyi Conference spirit with its corporate ethos. Dali Silk used silk cultural and creative products as a Party-building medium. This 'one enterprise, one policy' approach reflects a high degree of customization in building organizational culture.
Industry Impact
The impact of this Party-building wave on the textile industry can be observed from three dimensions.
First, organizational efficiency. The integration of Party-building with management is changing decision-making chains and execution capabilities in traditional textile firms. Shenghong's plan to combine Party-building with management system optimization essentially uses the Party's discipline and mobilization power to reduce internal communication costs and accelerate strategy implementation. For large textile groups with tens of thousands of employees, this organizational advantage is critical in navigating market fluctuations.
Second, innovation drive. Several companies explicitly linked Party-building with technological innovation and green transformation. Hodo Group used the Yan'an spirit's dimension of 'self-reliance and hard struggle' to demand all party members promote high-quality development in the new era. Anhui Huamao emphasized 'strengthening fundamentals to ensure high-quality development through high-quality Party-building'. This narrative shift means Party-building is no longer a separate activity but is directly embedded into hard targets like technological breakthroughs and energy conservation.
Third, talent pipeline. The binding of Party-building with talent development is reshaping the textile industry's HR logic. Shenghong's 'four combinations' explicitly includes 'Party-building with talent development to build a talent reserve system'. Dasheng Group requires branch secretaries to serve as 'cultural propagandists' to embed the Dasheng spirit. This shift from 'managing people' to 'nurturing people' may offer a non-salary solution to the industry's chronic recruitment and retention challenges.