The Party Committee of the China National Textile and Apparel Council (CNTAC) organized a themed Party Day event on July 1, involving over 700 Party members. This was not just a commemorative ceremony but a public recalibration of the industry's governance logic. The core of the event was a thematic lecture by Party Secretary Sun Ruizhe, which systematically outlined how industry organizations can use a correct view of performance to promote high-quality development, clearly identifying three major deviations to guard against: pragmatism, departmental egoism, and short-termism.
Deep Integration of Party Building and Governance
The event combined oath-taking ceremonies for new members, the awarding of commemorative medals to long-serving members, and a ceremony for newly adjusted grassroots Party organizations, creating a closed loop of organizational succession. Sun Ruizhe’s lecture, structured around five aspects, connected political direction, value pursuit, working methods, and service effectiveness, effectively transforming Party building from a 'soft requirement' into a 'hard constraint' on industry governance.
Notably, the CNTAC Party Committee’s emphasis on a 'correct view of performance' directly addressed a long-standing dilemma for industry organizations: when business pressures conflict with political requirements, how to avoid sliding into short-term incentives? Sun proposed four criteria for performance—inspiring unity, regulating the industry, leading innovation, and advancing international cooperation—providing a set of actionable benchmarks.
Industry Warnings from Three Deviations
The lecture specifically highlighted the risks of 'pragmatism undermining political stance,' 'departmental egoism impacting overall development,' and 'short-termism affecting long-term growth.' These warnings are highly relevant to the textile industry, which currently faces multiple challenges including supply chain restructuring, green transition, and digital upgrading. If industry associations only pursue short-term order data or local interests, they risk missing the window for structural adjustment.
Sun used 'systematic thinking' as a corrective tool, emphasizing the need to transform service resources into overall synergy. This means that future industry services, from standard-setting to international cooperation, must be advanced with the role of an 'industrial ecosystem builder' rather than a 'single-link service provider.'
From Organizational Building to Industrial Impact
The event's decentralized organizational model—one main venue plus 42 sub-venues—itself reflects the systematic and grassroots nature of Party building work. For textile industry practitioners, this organizational adjustment implies that industry policy communication and implementation will become more efficient, and the feedback chain for grassroots enterprises may be shortened.
Sun’s goal of building an industry organization that is 'politically aware, professionally strong, responsible, accountable, respected, and authoritative' essentially represents a comprehensive upgrade of the association’s service capacity. At the industrial cluster level, this upgrade will be directly reflected in faster policy response to textile clusters (such as Keqiao and Shengze) and a shift from 'point-based' to 'area-based' technical assistance for small and medium enterprises.