Between late June and early July 2025, over ten leading textile enterprises including Shenghong Holding Group, Weiqiao Venture Group, Erdos Group, Dasheng Group, Hongdou Group, Hengli Group, and Tongkun Group intensively organized activities to celebrate the 105th anniversary of the founding of the Communist Party of China. The activities included commendation meetings, red study tours, themed party lectures, choir concerts, red-light shadow creative performance competitions, and on-site education, covering tens of thousands of party members and employees.
This concentrated wave of party-building activities is not an isolated 'political gesture.' From an industry observation perspective, it reveals how textile enterprises—especially large manufacturing conglomerates—are transforming 'party building' from a political task into a practical tool for organizational management, talent pipeline development, and cultural cohesion in the current economic cycle.
Activity Forms and Resource Commitment
Based on public information, the investment and form choices of each enterprise varied significantly. Shenghong Holding Group held an 'Two Excellence and One Advanced' commendation conference, where Party Secretary Miao Hangen personally delivered a themed party lecture, proposing 'four integrations': integrating party building with business operations, with management system optimization, with work style construction, and with talent cultivation. This structured deployment indicates that party building has been incorporated into the corporate governance framework.
Erdos Group focused on organizational network building. Its party committee oversees 13 party committees, 8 general party branches, and 92 party branches, with 1,956 party members. It has received the 'Inner Mongolia Charity Award' and multiple municipal-level 'Strong Fortress' branch titles. Such organizational density is rare among non-public textile enterprises.
Dasheng Group's activities had historical depth. On June 27, it held a party-building achievements exhibition, simultaneously commemorating the 100th anniversary of the founding of the Nantong Independent Party Branch at Dasheng Cotton Mill. This timeline directly linked the enterprise's own history with Party history, strengthening the identity narrative of a 'century-old factory.'
Hongdou Group used the four dimensions of Yan'an Spirit—correct political direction, emancipating the mind and seeking truth from facts, serving the people wholeheartedly, and self-reliance with hard struggle—as the outline for its party lecture, systematically deploying enterprise development paths. This approach of modularizing a specific historical spirit and mapping it to business dimensions is typical of 'management philosophy.'
Weiqiao Venture Group chose a high-participation choir concert, with over 2,000 employees watching live. Hengli Group adopted a 'Red Light and Shadow Creative Performance Competition,' where 12 party branches used classic red film clips as a medium, integrating party history interpretation and job insights for original performances. Tongkun Group organized over 650 party members for a red study tour to Zunyi, Guizhou, visiting the Red Army Martyrs Cemetery and the Zunyi Conference Memorial Hall.
Yueda Textile organized party cadres for on-site red education in Nanjing, visiting landmarks like the Presidential Palace and Meiyuan. Dali Silk used silk cultural and creative products as a vehicle, with artisans creating red-themed silk works, combining party building with intangible cultural heritage techniques. Anhui Huamao Group held a 'Three Firsts, One Excellence' commendation conference, emphasizing a 'virtue-first' talent selection orientation.
Industry Impact: How Does Party Building Land?
The commonality of these activities is the integration of party building with business operations. Shenghong's 'four integrations' is the most typical case: it upgrades party building from 'meetings and documents' to a 'management tool.' For example, 'integrating party building with management system optimization' directly addresses organizational efficiency, while 'integrating party building with talent cultivation' responds to the widespread technical worker shortage in manufacturing.
For buyers and factories, this integration has practical significance. Party-building activities often accompany mechanisms like 'Party Member Pioneer Posts' and 'Party Member Commando Teams,' which typically handle key tasks such as technical breakthroughs, quality control, and safety production. A supplier with a robust party-building system generally has higher internal management standardization and employee stability, which is a positive signal for long-term orders and quality consistency.
Meanwhile, forms like red study tours and red cultural products subtly reshape corporate culture. Tongkun Group analogizes its corporate spirit of 'unity, hard work, pragmatism, and innovation' with the Long March spirit, emphasizing that 'no matter how difficult the road, as long as people are united and steps are steady, they can get through.' This discourse provides practical support for employee morale and team cohesion during the industry's downward cycle.
It is worth noting that these activities are not easily replicable by small and medium-sized enterprises. The party-building investments of companies like Shenghong, Weiqiao, and Hengli are backed by large organizational scales and stable cash flows. For small and medium textile enterprises, a more feasible path is to borrow the 'party building + management' mindset, institutionalizing values building, employee care, and skills training modules, rather than pursuing activity scale and form.