The textile industry is undergoing a deep transformation from a 'scale-first' to a 'governance-first' model. On the 105th anniversary of the founding of the Communist Party of China, more than ten leading enterprises including Shenghong, Weiqiao, Erdos, Dasheng, Hongdou, and Hengli simultaneously intensified party-building activities, covering commendations, study tours, party lessons, and cultural performances. This wave is not an isolated ceremonial expression but a systemic signal that the industry, under the triple pressures of capacity reduction, green transition, and foreign trade strain, is attempting to enhance internal governance through organizational culture reshaping.
How Organizational Culture Translates into Industrial Efficiency
The most immediate output of party-building activities is organizational identification. For example, the Erdos Group has 13 party committees, 8 general branches, and 92 branches covering 1,956 members, forming a horizontal-to-vertical organizational network. This network provides a low-cost, high-stickiness internal communication and mobilization mechanism beyond the traditional 'man-machine-material-method-environment' management framework. The 'four combinations' proposed by Shenghong Chairman Miao Hangen—integrating party building with business, management system optimization, work style construction, and talent cultivation—essentially addresses the governance challenge of 'big but not strong' commonly faced by textile enterprises: how to maintain strategic consistency across a giant organization spanning regions and categories.
Data-wise, Dasheng Group reviewed the effectiveness of its 'Standing on the Job, Leading by Secretaries' projects during its party-building achievement exhibition. Such projects typically link party-building assessment with KPIs through 'vanguard posts' and 'key projects.' Industry public data shows that textile enterprises implementing similar mechanisms have per capita output efficiency 12%–15% higher than peers of similar scale without such mechanisms. This is not a coincidence but an inevitable result of transforming party building from 'soft culture' into 'hard indicators.'
From 'Red Study Tours' to Supply Chain Resilience
Tongkun Group organized over 650 party members to Zunyi for a red study tour, while Hengli Group recreated historical party segments through a red light-and-shadow creative competition. These activities seem distant from production operations, but they address a core proposition: how to sustain long-term team morale in an era when textile industry profit margins are generally compressed to 3%–5%.
More notably, party-building activities are extending to upstream and downstream supply chains. Hongdou Group, guided by the four dimensions of Yan'an Spirit, directly maps 'self-reliance and hard struggle' onto new material R&D and smart manufacturing investments. Weiqiao's chorus gala involving over 2,000 employees is essentially a grassroots morale mobilization. Such mobilization directly affects factory capacity utilization rates and delivery punctuality during periods of export order volatility and raw material price fluctuations. General Administration of Customs data shows that in the first half of 2025, textile and apparel exports grew 4.2% year-on-year, while exports from head enterprises with systematic party-building activities grew 7.8%, nearly double the industry average.
The 'Red Sample' of Regional Industrial Clusters
Nantong-based Dasheng Group commemorated the 100th anniversary of the founding of the Nantong Independent Party Branch during its party-building activities. This historical milestone reflects the unique 'industry-serving-the-country' tradition of the Nantong textile industrial belt. From Zhang Jian's founding of Dasheng Cotton Mill to the present, the Nantong textile cluster has formed a complete chain from spinning, weaving to home textile finished products. Here, party-building activities are not just organizational behavior but a contemporary activation of the triple heritage of 'entrepreneurial spirit, red genes, and craftsmanship.'
Similarly, Shenghong’s base in Wujiang Shengze and Hengli’s Suzhou Industrial Park are key textile hubs in the Yangtze River Delta. The intensive party-building activities objectively strengthen internal coordination within regional industry alliances—on policy implementation fronts like environmental protection limits and energy consumption caps, the party-building network serves as an efficient communication channel between enterprises and local governments. This explains why, during the 2025 summer peak electricity period, the impact of power curbs on textile enterprises in these regions was about 5 percentage points lower than the national average.