In the last week of June 2025, at least ten leading textile and apparel firms, including Shenghong, Weiqiao, Erdos, Dasheng, Hongdou, Tongkun, Hengli, Huamao, Yueda, and Dasen, simultaneously launched high-profile party-building activities. The timing and scale are rare in recent industry history.
Public information shows the activities ranged from routine commendation meetings and themed lectures to red study tours, artistic performances, and immersive education. At Shenghong, party secretary Miao Hangen on June 30 outlined a framework integrating party building with operations, management optimization, work style, and talent development. This shifts party work from political rhetoric to a measurable management tool, directly targeting cost reduction and risk control.
Organizational Network and Industrial Resilience
Erdos Group provides a telling example: its party committee oversees 13 sub-committees, 8 general branches, 92 branches, covering 1,956 members. This vertical network often serves as the final mile for information transmission and decision implementation during raw material price volatility or unstable export orders. Industry data shows that in 2024, profit growth for large textile firms slowed to 3.2%, but those with robust party systems outperformed peers by 5-8 percentage points in inventory turnover and accounts receivable management.
Dasheng Group’s activities had historical depth. On June 27, it commemorated both the party’s 105th anniversary and the 100th anniversary of the founding of the Nantong Independent Branch of the CPC at Dasheng Cotton Mill. This underscores that the textile industry is not just an economic entity but also a cradle of China’s industrial labor movement. Chairman Bao Weidong’s call for branch secretaries to act as 'cultural propagandists' is essentially a channel for passing down century-old management experience through party structures, offering a model for other legacy textile brands.
From Ceremony to Strategy
Hongdou Group’s party secretary Zhou Haijiang directly mapped the four dimensions of Yan’an Spirit—political direction, pragmatism, service, and hard work—onto strategic decision-making, market analysis, customer relations, and cost control. This logic was echoed in Tongkun’s red study tour to Zunyi, where top executives linked the Long March spirit with the company’s own values of 'unity, hard work, pragmatism, and innovation,' emphasizing that solidarity and steady steps are key to navigating market cycles.
Hengli Group used a 'Red Light and Shadow' creative performance competition to combine party activities with employee training. Twelve branches created original performances based on classic films, effectively a low-cost, high-engagement internal team-building and branding exercise. For giants with tens of thousands of employees, such activities reduce cross-departmental communication costs.
Industrial Belt Reactions and Procurement Signals
Geographically, the firms involved span key textile belts: Jiangsu (Shengze, Nantong, Suzhou), Shandong (Weiqi), Inner Mongolia (Erdos), and Anhui (Huamao). For buyers, firms with rigorous party-building systems typically have more systematic internal controls on environmental compliance, labor standards, and safety. The EU’s new Ecodesign for Sustainable Products Regulation (ESPR) requires supply chain due diligence; firms with established party systems can often provide complete organizational and process documentation faster.
For factories, a hidden benefit of party building is talent retention. Shenghong’s framework explicitly links party building to talent development, while Huamao recognized outstanding individuals. This helps stabilize skilled workers amid a persistent labor shortage. China National Textile and Apparel Council data shows a 12% shortage of skilled loom operators in 2025, but firms with active party activities report 4-6 percentage points lower turnover.