The textile industry is undergoing a deep transformation from scale expansion to refined management, with internal organizational strength and culture becoming new competitive fulcrums. In early July 2026, Kaisaini Group's Party branch organized all Party members to watch the revolutionary film 'Four Crossings' and conducted a series of Party-building activities. This seemingly routine internal initiative reflects the strategic intention of textile enterprises to hedge against external uncertainties by strengthening organizational cohesion in a complex market environment.
Background
On the 105th anniversary of the Communist Party of China's founding and the 29th anniversary of Hong Kong's return, Kaisaini Group arranged for all Party members to watch the film 'Four Crossings' in a cinema. The film recreates the historical scene of the Red Army crossing the Chishui River four times during the Long March. After the event, Group Party Secretary Yin Xiaofeng conveyed holiday greetings from Chairman Xue Jingli and called on employees to stay grounded and tackle challenges. Notably, the group's Party branch was recently awarded the title of Advanced Grassroots Party Organization in Jiangbei District, Ningbo, and Secretary Yin Xiaofeng was named Outstanding Party Worker in Ningbo city.
From an industrial geography perspective, Kaisaini Group is based in Ningbo, Zhejiang, a key node in the Yangtze River Delta textile belt. Adjustments in organizational management by leading enterprises here often set an example for upstream and downstream coordination across the entire supply chain. By combining Party-building activities with internal incentives—such as issuing political birthday cards to members with July anniversaries—the group institutionalizes organizational care, aiming to foster a stronger sense of belonging among employees.
Industry Impact
The value of textile enterprises using Party-building activities as an organizational management tool lies in enhancing employee identification with the company. This is particularly critical given current industry challenges such as order fluctuations, rising costs, and export pressures. A stable workforce is essential for maintaining production continuity and product quality. Kaisaini's approach is not an isolated case; in recent years, leading enterprises in textile clusters like Shengze and Keqiao have similarly strengthened Party organizations and conducted themed education to cultivate a culture of 'overcoming difficulties.'
Data shows that in 2025, the industrial value-added growth of China's textile industry above designated size was about 4.2% year-on-year, but profit growth was only 2.1%, with cost pressures persistently squeezing margins. In such an environment, relying solely on technological upgrades and cost control is insufficient to fully hedge risks. Improved organizational management, especially the stimulation of employee initiative and innovation, becomes a hidden lever for cost reduction and efficiency gains. Kaisaini's 'overcoming difficulties' signal through Party-building activities is essentially an attempt to manage employee expectations—using shared values to unite people when industry sentiment is uncertain.
The potential impact is that this may shift the traditional 'pay-to-retain' model in textile enterprises. As industry competition intensifies, the marginal effect of simple salary increases diminishes, making corporate culture and spiritual incentives more prominent. For export-oriented textile firms, stronger internal cohesion facilitates more efficient cross-departmental collaboration when dealing with tight delivery schedules and higher quality standards from overseas buyers.