The textile industry is witnessing a concentrated wave of party-building activities. On the occasion of the 105th anniversary of the founding of the Communist Party of China, leading enterprises such as Shenghong Holding Group, Weiqiao Entrepreneurship Group, Tongkun Group, and Hengli Group have held diverse events including commendation conferences, red study tours, themed party lectures, and chorus concerts. These are not isolated ceremonial actions; they signify that the industry is deeply embedding party building into corporate governance and industrial upgrading.
Event Background
From late June to early July, multiple textile enterprises entered a 'red time' simultaneously. On June 30, Shenghong Holding Group held a commendation conference where Party Secretary Miao Hangen deployed a 'four-combination' strategy integrating party building with business, management, style, and talent development. On the same evening, Weiqiao Entrepreneurship Group organized a chorus concert with 2,000 employees, using classic red songs to enhance team cohesion. Tongkun Group led over 650 party members to Zunyi, Guizhou, for a red study tour, aligning the Long March spirit with the company's 40-year accumulated spirit of 'unity, hard work, pragmatism, and innovation.'
Hengli Group held a red light and shadow creative performance competition in Suzhou, with 12 party branches creating original performances based on classic red films. Dasheng Group commemorated the 100th anniversary of the founding of the Nantong Independent Party Branch, releasing annual key projects. Ordos Group, Hongdou Group, Dalisilk, Anhui Huamao, and Yueda Textile also participated through lectures, commendations, and experiential education. Behind this intensive action is a systematic practice of the 'party building + industry' integration model.
Industrial Impact
From an industrial perspective, this wave of party building is not mere political expression but carries clear strategic intent. In Shenghong's 'four combinations,' the integration of party building with business is prioritized, directly addressing corporate direction control; integration with talent development tackles the industry's chronic shortage of skilled workers and succession gaps. Dasheng Group linked its party building results exhibition to a 'project leadership' initiative, effectively turning party building into an organizational tool for solving specific production and management challenges.
Hongdou Group, guided by the four dimensions of the Yan'an Spirit, emphasized 'self-reliance and hard struggle,' which is particularly relevant against the backdrop of fluctuating external demand and rising costs. Tongkun Group's alignment of the Long March spirit with its experience of navigating economic cycles reflects the value placed on organizational resilience—'as long as people are united and steps are steady, difficulties can be overcome.' Ordos Group, through party building driving group activities, has won multiple provincial and municipal honors, indicating that party building yields quantifiable positive effects on corporate image and employee cohesion.
For buyers and foreign trade companies, this trend implies that enterprises with robust party-building systems and strong organizational mobilization often perform better in supply chain stability, on-time delivery, and employee retention. Party building is becoming an implicit indicator of corporate governance quality. Especially amid challenges like green transformation, smart manufacturing upgrades, and international trade frictions, internal organizational strength directly determines a company's ability to respond quickly to market changes.