In the weeks surrounding the July 1st anniversary, the textile industry witnessed an intensive wave of Party-building activities. Over a dozen leading enterprises including Shenghong, Weiqiao, Erdos, Dasheng, Hongdou, Hengli, Tongkun, Dali Silk, Anhui Huamao, and Yueda Textile launched campaigns. This is not an isolated phenomenon—it reflects an industry grappling with cyclical volatility, attempting to rebuild internal cohesion and strategic focus through organizational development.
Three Common Features of Party-building Activities
Based on public disclosures, these activities are far from mere formalities. Shenghong Group's Party Secretary Miao Hangen proposed 'four integrations' linking Party building with business operations, management optimization, work style improvement, and talent development. Erdos Group embedded Party organizations across its entire value chain, with 13 Party committees, 8 general branches, and 92 branches covering 1,956 Party members forming a battle fortress.
Dasheng Group's case carries deeper historical significance. The century-old enterprise simultaneously commemorated the 100th anniversary of the Nantong Independent Party Branch founded within its mill, packaging Zhang Jian's entrepreneurial spirit, red genes, craftsmanship, and patriotic sentiment into a unified corporate culture. Hongdou Group drew on the four dimensions of Yan'an Spirit—firm political direction, practical truth-seeking, serving the people, and self-reliance—as its development framework.
What these enterprises share is a shift: Party building is no longer a 'second skin' separate from operations but is integrated into management structures and strategic execution. Shenghong's 'four integrations' essentially translate the Party's mobilization capacity into cross-departmental collaboration efficiency; Erdos's 'four first-to-act' approach aims for rapid technical breakthrough response through Party member vanguard posts.
Industrial Impact: How Organizational Strength Translates into Competitiveness
Why are textile enterprises focusing on Party building now? The answer lies in industry data. China Customs data shows textile and apparel export growth slowed to 3.2% year-on-year in the first five months of 2025, while domestic demand faces consumer confidence headwinds. Against volatile orders and shrinking margins, enterprises urgently need team stability and reduced internal friction—and Party building provides an institutionalized platform for communication and motivation.
Tongkun Group sent over 650 Party members to Zunyi for a red study tour, aligning its corporate spirit of 'unity, hard work, pragmatism, innovation' with the Long March spirit. The implicit message: when market conditions are as tough as the Long March, enterprises need organizational strength to survive cycles. Yueda Textile chose Nanjing for immersive red education, transforming historical scenes into team cohesion training grounds.
More notable is the linkage between Party building and talent strategy. Shenghong explicitly integrates Party building with talent development to build a reserve pool; Anhui Huamao emphasized 'virtue first' in its selection criteria at the award ceremony. This means Party organizations are becoming key channels for identifying, developing, and retaining core talent—especially in labor-tight regions like the Yangtze River Delta and Pearl River Delta, where such 'red talent pools' have practical significance.
Actionable Recommendations
For Buyers - Evaluate suppliers' Party-building activity levels: Companies with robust Party work typically have better management, lower turnover rates, and more stable delivery and quality. - Include 'Party organization coverage' as a non-financial indicator when assessing suppliers, especially for long-term, large-volume orders. - Monitor technical innovation directions revealed in Party-building awards—Shenghong and Hengli often link Party member vanguard posts with technical breakthrough teams, offering early signals of product iteration pace.
For Foreign Trade Enterprises - Present Party-building cases in overseas clients' ESG due diligence: China's Party-building practices can be framed as evidence of employee rights protection and governance stability. - Leverage Party-building communication networks to access first-hand industrial policy information—many local economic and information bureaus channel preferential policies through enterprise Party organizations. - In overseas order negotiations, selectively showcase Party-building outcomes (e.g., employee stability data, training coverage rates) as soft power endorsements.
Trend Assessment
The textile industry's Party-building activities are evolving from 'political tasks' to 'management tools.' When billion-dollar enterprises like Shenghong, Erdos, and Dasheng systematically incorporate Party building into strategic frameworks, the signal is clear: in an era of zero-sum competition, organizational efficiency becomes a new moat. Small and medium enterprises need not copy the scale of large firms' Party-building efforts but can learn the core logic—using institutionalized communication mechanisms to reduce internal transaction costs and leveraging shared values to hedge against market uncertainty.
The sustainability of this Party-building wave depends on whether enterprises can genuinely convert organizational advantages into financial returns. So far, leading companies' experiments show positive results: enterprises with solid Party work outperform industry averages in employee satisfaction, patent output, and policy resource acquisition. This is no coincidence—it is the inevitable choice of organizational strength during economic downturns.