The textile industry has recently witnessed a concentrated wave of Party-building activities. From Shenghong and Weiqiao to Erdos and Dasheng, over ten leading enterprises held commendation meetings, red study tours, and themed party lessons from late June to early July. On the surface, these are routine celebrations for the 105th anniversary of the CPC. However, a deeper analysis reveals a fundamental shift: Party-building is evolving from a 'political task' into a 'management tool,' especially in the current industry cycle marked by export pressure and weak domestic demand. The depth of this integration directly determines a company's resilience.
Integration of Party-Building and Business: From 'Two Separate Skins' to 'One Rope'
A notable detail is that Miao Hangen, Party Secretary of Shenghong Holding Group, explicitly proposed 'four combinations' in his party lesson, the first being 'combining Party-building with business to steer the company's direction.' This is not empty talk. Erdos Group, for example, has 1,956 party members distributed across 13 party committees, 8 general branches, and 92 branches, forming a red organizational network covering the entire industrial chain. This network is not only an ideological base but also an execution guarantee—when market demand shifts sharply, party member backbones often respond fastest, driving production line adjustments.
The case of Dasheng Group carries historical depth. This century-old enterprise not only celebrated the 105th anniversary but also commemorated the 100th anniversary of the establishment of the Nantong Independent Party Branch in Dasheng Cotton Mill. Party Secretary Bao Weidong urged answering the 'inheritance and development' question of the era. This means Party-building is not a slogan on the wall but a contemporary transformation of Zhang Jian's entrepreneurial spirit, red genes, craftsmanship, and patriotism. For buyers, choosing suppliers with such historical depth and institutional resilience means more stable delivery times and lower management risks.
Red Study Tours and Talent Development: Hard Investment in Soft Power
Tongkun Group organized over 650 party members on a red study tour to Zunyi, Guizhou, not a simple trip. Led by Chairman Chen Shiliang, Party Secretary Xu Jinxiang, and Deputy Party Secretary Chen Lei, the tour aligned the Long March spirit with Tongkun's spirit of 'unity, hard work, pragmatism, and innovation.' Such investment appears as a cost on paper but is essentially an investment in team cohesion. Data shows Tongkun's capacity utilization remained above 90% in 2025, far above the industry average, partly due to efficient internal organization.
Zhou Haijiang, Party Secretary of Hongdou Group, directly translated the four dimensions of Yan'an Spirit—correct political direction, seeking truth from facts, serving the people wholeheartedly, and self-reliance—into four standards for corporate development. The practical value of this framework is that when facing transformation decisions, it provides a decision-making coordinate system beyond short-term profits. For example, when deciding whether to invest in green dyeing technology, the Yan'an Spirit's 'self-reliance' would guide the company to choose independent R&D rather than simply purchasing overseas equipment.
Typical Events and Industry Impact: From Commendation to Breakthrough
Weiqiao Entrepreneurial Group's chorus gala attracted over 2,000 on-site participants. The scale itself is a brand declaration. For foreign trade clients, a company capable of organizing such a large employee event demonstrates labor stability and corporate culture. Hengli Group used a red light-and-shadow performance competition to integrate the job insights of 12 party branches into party history interpretation, reducing formalism and increasing employee engagement.
More noteworthy is Anhui Huamao Group. Party Secretary Ni Junlong emphasized 'virtue first' as the primary criterion for talent selection. In an industry facing recruitment and retention challenges, this value orientation may offer a long-term solution. Yueda Textile chose to conduct a red experiential education trip to Nanjing, connecting historical scenes with current challenges, prompting party members to think about breaking through technical bottlenecks.