When the 105th anniversary coincides with a cyclical downturn in textiles, over a dozen leading enterprises are showcasing party-building results alongside business data. This is not mere ceremony but a signal that the industry is shifting from scale expansion to refined governance.
Background
At Shenghong Holding Group's June 30 award ceremony, Party Secretary Miao Hangen proposed 'four integrations,' embedding party-building directly into business direction, management optimization, work style, and talent development. This means party-building is no longer confined to pledges and visits but is being used as a quantifiable management tool.
Erdos Group's data is more compelling: 13 party committees, 8 general branches, and 92 branches form an organizational network of 1,956 party members. Thirteen of its grassroots branches were rated as municipal-level 'strong fortresses,' and a PVC innovation team won the Inner Mongolia Youth May Fourth Medal—evidence of party-building and business operations resonating at the same frequency.
Dasheng Group adds historical depth. On June 27, the group celebrated the 105th anniversary of the CPC while commemorating the 100th anniversary of the founding of the Nantong Independent Party Branch at Dasheng Cotton Mill. From a red spark in 1925 to today's 'Standing Firm and Leading' project, a century of heritage has found concrete expression in textiles.
Industry Impact
This concentrated display is no coincidence. According to publicly available data from China's National Bureau of Statistics, from January to May 2025, profits of textile enterprises above designated size fell by approximately 3.2% year-on-year, and export growth slowed to 2.1%. Under profit pressure, companies need new management levers.
Party-building is becoming that lever. At Hongdou Group, Party Secretary Zhou Haijiang directly transformed the four dimensions of Yan'an Spirit into development standards: correct political direction corresponds to development stance, seeking truth from facts corresponds to development standards, serving the people corresponds to development初心, and self-reliance and hard struggle correspond to development style. This transformation means companies are trying to use an ideological framework to standardize decision-making logic.
Hengli Group's red light and shadow creative performance competition demonstrates another possibility—party-building as a carrier for corporate culture. Twelve party branches created original performances based on classic red films, integrating party history interpretation and job insights. This is essentially a low-cost, high-adhesion team-building method, especially suitable for manufacturing giants with tens of thousands of employees.
For buyers and downstream companies, what does this shift mean? First, companies with deep party-building integration into management tend to perform better in compliance and supply chain stability. Second, companies with strong red governance often have shorter decision-making chains and stronger execution when responding to policy changes and market fluctuations.
Practical Advice
For Buyers - When selecting suppliers, consider the maturity of party-building as a soft indicator, especially for long-term orders. Companies with institutionalized party-building typically have more stable management and lower default risk. - Focus on companies that integrate party-building with talent development, such as Shenghong's 'four integrations' model. These companies tend to have lower turnover of skilled workers and more consistent product quality.
For Foreign Trade Enterprises - When presenting company advantages to overseas clients, frame 'stable governance structure' as a selling point rather than mentioning party-building directly. Use international terms like 'institutionalized employee motivation' or 'long-termist management culture.' - Learn from Tongkun Group's red study tour experience—combine team building with historical education to boost employee belonging while keeping costs manageable. Tongkun sent 650 party members to Zunyi for study, with controllable per-person costs but significant cohesion gains.
From Shenghong's 'four integrations' to Dasheng's century-old heritage, from Erdos's grid-like organization to Hengli's light and shadow performances, party-building in the textile industry is evolving from a 'political task' into a 'management science.' For an industry at the bottom of a cycle, this may be an underestimated path to breakthrough.