In late June 2025, China's textile industry witnessed a rare concentrated wave of Party-building activities. More than ten leading enterprises including Shenghong, Weiqiao, Erdos, Dasheng, Hongdou, Hengli, Tongkun, Dali Silk, Anhui Huamao, and Yueda Textile held commendation ceremonies, red study tours, themed party classes, and cultural performances within a few days. This synchronized phenomenon is no calendar coincidence.
It reveals a deeper logic: as the industry enters a period of deep adjustment characterized by stock competition, thin margins, and uncertain external environments, companies are actively seeking organizational glue beyond pure commercial management. Party building is evolving from a political task into a management tool.
Background: Collective Choice at the Cyclical Bottom
Public information shows that at Shenghong Holding Group, Party Secretary Miao Hangen explicitly linked Party building to four key areas: business operations, management system optimization, work style construction, and talent development. These four dimensions directly address core pain points of enterprise operations: direction, efficiency, culture, and talent. Similarly, Erdos Group embedded Party building into the fabric of its corporate development, with a red network covering 13 party committees, 8 general party branches, 92 party branches, and 1,956 party members, yielding measurable results: 13 grassroots party branches were recognized as city-level 'strong fortress' branches.
The case of Dasheng Group carries greater historical depth. On June 27, while celebrating the 105th anniversary of the Communist Party of China, the group also commemorated the 100th anniversary of the establishment of the Nantong Independent Party Branch at Dasheng Cotton Mill. This dual commemoration at a century milestone temporally binds red genes with industrial heritage. Chairman Bao Weidong emphasized that all party members and cadres must answer the era's questionnaire of 'inheritance' and 'development', essentially using historical narrative to strengthen internal identity during the enterprise's generational transition.
From an industry perspective, this wave of Party-building activities concentrated in late June to early July 2025, coinciding with the mid-year operational review. Companies chose this time window to conduct large-scale Party-building activities, suggesting an attempt to couple organizational construction with semi-annual performance summaries and second-half strategic deployment. This is not merely ritual but a reset of management rhythm.
Industry Impact: From Ideological Unity to Execution Efficiency
The actual impact of Party-building activities on textile enterprises is shifting from 'soft' cultural construction to 'hard' management efficiency. Hongdou Group used the four dimensions of Yan'an Spirit—firm correct political direction, emancipating the mind and seeking truth from facts, serving the people wholeheartedly, and self-reliance and hard struggle—as a guiding principle to systematically deploy development pathways. This essentially uses a highly condensed value system to unify the action logic of employees across multiple business segments.
Tongkun Group's red study tour organized over 650 party members to visit Zunyi, Guizhou, touring the Red Army Martyrs Cemetery and the Zunyi Conference Memorial Hall. Chairman Chen Shiliang, Party Secretary Xu Jinxiang, and Deputy Party Secretary Chen Lei all participated. The direct cost of such a large-scale study tour is significant, but the hidden benefit is that by retracing the Long March route, the group reinforces its corporate spirit of 'unity, hard work, pragmatism, and innovation', effectively injecting resilience into the team through a collective ritual.
Hengli Group's red light and shadow creative performance competition involved 12 party branches using classic red films as carriers, integrating party history interpretations with job insights. This innovation in form signals a shift from 'listening to reports' to 'immersive participation'. When frontline party members need to create, perform, and express themselves, their absorption of organizational values far exceeds passive reception.
For buyers and foreign trade companies, these internal activities may seem unrelated to orders, but they send important signals: a company willing to invest real resources in organizational construction typically demonstrates higher management stability, delivery reliability, and long-term cooperation willingness. Especially in foreign trade, as overseas clients increasingly focus on supply chain social responsibility and compliance, a company's internal red governance system actually constitutes a non-financial credit endorsement.