Textile Industry's Party-Building Wave: The Logic of Converting Red Genes into Industrial Competitiveness

From late June to early July 2025, more than ten leading textile enterprises, including Shenghong Holding Group, Weiqiao Pioneering Group, Erdos Group, Hengli Group, Tongkun Group, Dasheng Group, Hongdou Group, Dali Silk, Anhui Huamao, and Yueda Textile, intensively held themed events celebrating the 105th anniversary of the Communist Party of China. These events included commendations, party lessons, red study tours, cultural performances, and visits, involving over 10,000 party members and employees.

From an industry analysis perspective, this concentrated wave is not mere political posturing. It occurs at a pressure point for the textile industry—slowing domestic demand, tariff barriers in foreign trade, and unresolved structural overcapacity. In this context, party-building is being redefined as an internal governance tool to build consensus, optimize management, and drive technological transformation.

Background

Shenghong's Party Secretary Miao Hangen proposed 'four integrations' in his party lesson, explicitly linking party-building with business, management system optimization, work style, and talent cultivation. This is not an empty slogan but targets specific management actions: using party organization networks to enhance cross-department collaboration, leveraging model party member posts to drive technical breakthroughs on production lines, and optimizing cadre selection through internal party evaluation mechanisms.

Dasheng Group's case offers deeper historical perspective. On June 27, it commemorated the 100th anniversary of the founding of the Nantong Independent Party Branch at its predecessor, Dasheng Cotton Mill, and reviewed the effectiveness of its 'Standing at Posts, Leading Projects' initiative. This embeds party activities into the narrative of the company's century-old heritage, making it a vehicle for cultural identity and craftsmanship. Party Secretary Bao Weidong urged branch secretaries to act as 'cultural propagandists,' effectively transforming party-building into an execution tool for internal cultural construction.

Erdos Group's practice highlights organizational density. Its party committee oversees 13 sub-committees, 8 general branches, and 92 branches, with 1,956 party members. Thirteen grassroots branches have been recognized as municipal-level 'strong fortresses.' This high-density network enables rapid response during sudden production tasks or cross-factory resource coordination.

Industry Impact

At the industry level, the concentrated party-building activities may have three impacts. First, accelerating management refinement. Hongdou Group's Zhou Haijiang used the four dimensions of Yan'an Spirit to chart the development path, emphasizing 'emancipating the mind and seeking truth from facts' to set development standards. This top-down ideological unification helps shift companies from extensive expansion to lean operations in an overcapacity environment, reducing internal decision-making friction.

Second, strengthening technical talent reserves. Companies like Shenghong and Hengli highlighted commendations for frontline party members and technical experts. Hengli's Party Secretary Lu Kun read out the 2026 commendation decision, recognizing 'model party member posts' and 'vanguard party member posts.' This mechanism links political honor with technical contribution, potentially creating positive incentives for subsequent R&D investment and technological upgrades.

Third, enhancing foreign trade resilience. Facing increasingly stringent supply chain compliance audits in European and American markets, companies with mature party-building systems can more easily provide institutional proof on labor rights, environmental standards, and corporate governance. Yueda Textile's red study tour to Nanjing essentially strengthens compliance awareness and organizational discipline, which can provide implicit advantages in winning orders from international brands.

Practical Recommendations

For Buyers - Monitor the correlation between a supplier's party-building coverage density and production stability. Factories with mature party organization networks typically exhibit more orderly personnel allocation and quality management during peak order seasons. - Include corporate party-building activities as a reference indicator in factory audit social responsibility assessments, especially concerning employee training, safety, and anti-discrimination clauses. - Prioritize long-term partnerships with companies that integrate party-building with technical problem-solving, as they often have more systematic internal mechanisms for process improvement and cost reduction.

For Foreign Trade Enterprises - Utilize the organizational mobilization capacity of the party-building system to quickly form cross-departmental response teams for sudden trade frictions or urgent customer demands. - Include party-member technical experts in overseas customer technical exchange teams to demonstrate technical strength and build trust through political identity endorsement. - During international exhibitions or business negotiations, appropriately introduce the company's party-building culture, especially in emerging markets like Southeast Asia and Africa, where such high organizational capacity can help build differentiated competitiveness.