Textile Enterprises Intensify Party-Building Activities: How to Turn Red Momentum into Industrial Competitiveness?

Around the July 1st anniversary, over ten leading textile and apparel enterprises—including Shenghong, Weiqiao, Hengli, Erdos, Dasheng, Hodo, Tongkun, Dali Silk, Anhui Huamao, and Yueda Textile—have intensively held a series of activities to commemorate the 105th anniversary of the founding of the Communist Party of China, such as commendation ceremonies, study tours, party lectures, cultural performances, and visits. This concentrated action is particularly noteworthy against the backdrop of multiple challenges currently facing the textile industry, including fluctuating external demand, domestic pressure, and rising costs.

Party-Building Activities Shift from 'Ritualistic' to 'Practical'

A prominent feature of this round of party-building activities is that enterprises generally link them to specific operational aspects. Shenghong's party secretary, Miao Hangen, explicitly proposed 'four integrations'—integrating party building with business, management system optimization, work style construction, and talent development. For Shenghong, a leading enterprise in chemical fiber and printing/dyeing, integrating party building into business means it will become a tool for driving internal process reengineering and cost reduction.

Dasheng Group synchronized its party-building achievements exhibition with the 100th anniversary of the founding of the Nantong Independent Party Branch at Dasheng Cotton Mill, releasing annual key projects. Party Secretary Bao Weidong emphasized that branch secretaries should act as 'cultural propagandists' to ensure the Dasheng spirit takes root. This suggests that for a century-old company like Dasheng, party building is becoming a key carrier for inheriting corporate culture and stimulating grassroots vitality.

From 'Red Mobilization' to 'Organizational Efficiency'

Erdos Group's data is noteworthy: it has 13 party committees, 8 general party branches, 92 party branches, and 1,956 party members. Thirteen grassroots party branches were rated as municipal-level 'strong fortress' branches. Such organizational density is uncommon in traditional manufacturing. For a diversified group covering cashmere, coal, and chemicals, this extensive party member network effectively forms a cross-business, cross-regional communication and collaboration platform, facilitating rapid internal dissemination of market information and standardization of production.

Tongkun Group organized over 650 party members for a study tour to Zunyi, Guizhou, emphasizing the commonality between the Tongkun spirit—'unity, struggle, pragmatism, innovation'—and the Long March spirit. As one of the world's largest polyester filament yarn producers with over 10 million tons of capacity, internal cohesion directly determines Tongkun's ability to maintain stable production and sales in the current oversupplied, low-margin chemical fiber market.

A 'Red Ecosystem' Along the Supply Chain

These activities are not isolated corporate actions. Hengli Group's event involved 12 party branches in original performances; Weiqiao's choir gala saw over 2,000 employees participate. From chemical fiber giants (Shenghong, Hengli, Tongkun) to cotton spinning leaders (Weiqiao, Dasheng, Huamao) and branded apparel/home textile companies (Hodo, Erdos, Dali Silk), party-building activities cover almost the entire textile supply chain.

This 'red ecosystem' can theoretically build a trust mechanism based on shared values within the supply chain. For instance, when both upstream Shenghong and downstream apparel companies emphasize 'integrating party building with business,' communication costs regarding order delivery, quality standards, and payment terms may decrease. This effect requires longer verification but the direction is clear.

Practical Recommendations

For Buyers - Focus on the actual content of suppliers' party-building activities, not just the form. If a company links party building to quality management, safety, and employee training, it often indicates more standardized internal management and higher product stability. - When prices are similar, prioritize companies whose party-building activities cover the front line and have clear project targets. Such companies typically have stronger delivery resilience.

For Foreign Trade Enterprises - Use party-building culture as a differentiated talking point when communicating with overseas clients, especially those along the 'Belt and Road' route. Emphasizing organizational stability and employee belonging can help build long-term trust. - Collect publicly available information on domestic suppliers' party-building activities as an auxiliary indicator for assessing their operational stability, particularly during periods of exchange rate volatility and trade policy uncertainty.