In late June 2025, at least nine leading textile enterprises—including Shenghong, Weiqiao, Erdos, Dasheng, Hongdou, Tongkun, Hengli, Huamao, and Yueda—held concentrated events to celebrate the 105th anniversary of the founding of the Communist Party of China. The scale and diversity of these activities surpassed typical annual levels, shifting from simple commendation meetings to a multi-dimensional mix of themed lectures, red study tours, cultural performances, and on-site education.
This wave of activities coincides with a period of capacity utilization divergence, export order pressure, and tight cash flow for some small and medium-sized textile firms. The decision by market leaders to intensify party-building efforts at this juncture reveals a clear governance logic: using organizational strength to hedge against external uncertainties.
Event Background
Shenghong Holding Group held a "Two Excellences and One Pioneer" commendation meeting on June 30. Party Secretary Miao Hangen proposed "four integrations" linking party-building with business operations, management system optimization, work style improvement, and talent development. These four dimensions directly address core management pain points: business direction correction, process efficiency, internal risk control, and succession planning.
Erdos Group emphasized a "four-step-ahead" demonstration model. Its organizational structure includes 13 party committees, 8 general party branches, and 92 party branches covering 1,956 members. The group linked party-building with external recognition such as the "Inner Mongolia Charity Award," while 13 branches were rated as municipal-level "strong fortress" branches, and an innovation team from the chemical division won the Inner Mongolia Youth May Fourth Medal.
Dasheng Group's timing was particularly significant: June 27 marked not only the 105th anniversary of the Party but also the 100th anniversary of the establishment of the Nantong Independent Party Branch at Dasheng Cotton Mill. Party Secretary Bao Weidong integrated Zhang Jian's entrepreneurial spirit, red genes, craftsmanship, and patriotism into a "Dasheng culture" framework, requiring branch secretaries to act as "cultural ambassadors."
Industry Impact
From an industry perspective, this round of party-building activities sends several key signals.
First, leading firms are using party-building as a mechanism for talent screening and retention. Tongkun Group organized over 650 party members to Zunyi for a red study tour, with Chairman Chen Shiliang and Party Secretaries Xu Jinxiang and Chen Lei all participating. Placing management and grassroots members in the same study environment essentially strengthens cultural identity and team cohesion—a strategy with lower marginal cost than pure salary increases in a high-turnover labor market.
Second, the linkage between party-building and technological innovation or green transition is becoming more concrete. Hengli Group held a red light-and-shadow creative performance competition at its Suzhou Industrial Park, where 12 party branches created original performances based on red film materials combined with job insights. Hongdou Group mapped the four dimensions of Yan'an Spirit—correct political direction, seeking truth from facts, serving the people, and self-reliance—directly onto management dimensions of development stance, standards, original intention, and work style. This transformation means party-building is no longer a separate activity from business.
Third, party-building approaches across different ownership types are converging. Whether private firms like Shenghong, Hengli, and Hongdou, state-controlled firms like Huamao and Dasheng, or mixed-ownership firms like Erdos, the themes are highly consistent: commending advanced individuals, renewing party oaths, and delivering themed lectures. This convergence suggests a unified push from industry associations or higher-level party organizations.