Textile Industry's Party-Building Wave: From Red Genes to Green Competitiveness

When a chemical fiber giant with annual revenue exceeding 100 billion yuan places Party building alongside 'management system optimization,' and a cashmere group with nearly 2,000 Party members extends its red organizational network to production teams, the latest wave of 'July 1st' Party-building activities in the textile industry has clearly moved beyond traditional commemorative events.

Public information shows that more than ten leading textile companies, including Shenghong, Weiqiao, Erdos, Dasheng, Hongdou, Tongkun, Hengli, Huamao, and Yueda, held intensive events to celebrate the 105th anniversary of the founding of the Communist Party of China between June 27 and 30. These companies span sub-sectors such as chemical fiber, cotton spinning, wool spinning, silk, and apparel, and are geographically spread across Jiangsu, Shandong, Inner Mongolia, and Anhui.

Industrial Signals Behind Party-Building Moves

These activities are far from mere ceremonial reports. In terms of content, the Party-building deployments of various companies show a highly pragmatic orientation. Shenghong Holding Group's Party Secretary Miao Hangen proposed 'four integrations'—integrating Party building with business, management system optimization, work style construction, and talent cultivation—covering almost all core aspects of corporate governance. The Erdos Group demonstrated its 'four steps ahead' demonstration mechanism and the concrete achievement of 13 Party branches being recognized as municipal-level 'strong fortresses.'

Notably, Dasheng Group's Party-building results exhibition was deliberately timed to coincide with the 100th anniversary of the founding of the Nantong Independent Party Branch—a century-old mill founded by Zhang Jian, connecting the red gene with industrial spirit. Hongdou Group directly transformed the four dimensions of Yan'an Spirit into a corporate development path, emphasizing the practical significance of 'self-reliance and hard struggle' for the current critical period.

These cases reveal a trend: at a time when the textile industry faces fluctuating external demand, rising costs, and pressure for green transformation, Party building is being redefined by companies as a tool for 'organizational resilience.' It is no longer just a political task but is being embedded into specific business scenarios such as technological innovation, supply chain management, and talent pipeline building.

From 'Red Study Tours' to 'Green Transition'

Tongkun Group organized over 650 Party members to Zunyi for a red study tour; Hengli Group used a red light-and-shadow creative performance for Party history education; Dali Silk created silk cultural and creative products to express red themes. Behind these innovative formats lies the substantive integration of Party building with business operations.

Taking Shenghong as an example, its Party-building deployment explicitly prioritizes 'keeping the company's development direction on track.' In the current context of structural overcapacity in the chemical fiber industry and squeezed profits in the PX-PTA-polyester filament yarn chain, Party building's role in strategic decision-making becomes concrete. Similarly, Erdos Group's emphasis on 'transforming Party-building advantages into core competitiveness' echoes its recent investments in sustainable cashmere standards and pasture traceability systems.

From an industry perspective, this round of Party-building fervor impacts the textile chain at three levels:

• **Upstream standardization**: Linking Party-building assessments with quality control and energy consumption indicators in chemical fiber and cotton spinning companies helps standardize production processes and implement energy-saving and emission-reduction measures.
• **Midstream talent reserves**: Many companies combine Party building with talent cultivation. For example, Dasheng's 'Standing at Posts, Leading Projects' initiative essentially establishes an internal selection and promotion channel for technical backbone.
• **Downstream brand trust**: Terminal brands like Hongdou and Dali Silk strengthen their social responsibility narrative through Party-building activities, which can translate into ESG compliance advantages when exporting to European and American markets.

Practical Recommendations

For Buyers - Monitor the correlation between suppliers' Party building and ESG: Some chemical fiber and fabric companies have incorporated Party-building assessments into their supplier management systems. Prioritizing suppliers with clear records of linking Party building with green transition can reduce supply chain compliance risks. - Use the Party-building event window for in-depth factory inspections: The period around 'July 1st' is when internal management transparency is relatively high. Schedule on-site visits to supplier factories, focusing on production site management and employee training systems. - Leverage technology exchange opportunities behind 'red study tours': Companies like Tongkun and Hengli often combine red study tours with technical seminars. Buyers can proactively engage to obtain first-hand information on new materials and processes.

For Foreign Trade Companies - Convert Party-building cases into ESG report material: Western brands increasingly scrutinize supply chain social responsibility. Incorporate content on employee care, skills training, and production safety from Party-building activities into the social dimension (S) of ESG reports. - Beware of compliance risks from 'superficial Party building': Some companies' Party-building activities lack substance. Before cooperating, verify whether a company's Party building has concrete business integration records, such as technical breakthrough projects or cost-reduction cases, to avoid being misled by ineffective information. - Use Party-building networks to explore overseas cooperation: Some leading companies' Party-building systems include organizational structures in overseas branches. This can provide insights into their overseas market strategies and identify potential cooperation entry points.