Textile Industry's Party-Building Activities Surge: A Hundred Firms Reshape Organizational Resilience with Red Genes

The textile industry is witnessing a rare organizational cultural resonance. From June 27 to 30, over a dozen leading textile companies—including Shenghong Holding Group, Weiqiao Venture Group, Tongkun Group, Hengli Group, Erdos Group, Dasheng Group, Hongdou Group, Dali Silk, Anhui Huamao, and Yuedai Textile—held intensive celebrations for the 105th anniversary of the founding of the Communist Party of China. These activities covered major industrial belts from the Yangtze River Delta to Shandong and Inner Mongolia, spanning categories such as chemical fiber, cotton spinning, home textiles, and silk.

Industrial Belt Coordination: Large-Scale Party-Building Features

The density of this round of Party-building activities is rare in recent years. On June 30 alone, three firms—Shenghong, Weiqiao, and Hengli—held major events simultaneously. At Shenghong, Party Secretary Miao Hangen outlined a "four combinations" strategy linking Party-building with business operations, management optimization, work style improvement, and talent cultivation. That evening, Weiqiao held a choir gala at its theater, attended by over 2,000 employees. Hengli staged a red film reenactment competition at its Suzhou industrial park, with 12 Party branches performing original skits based on classic revolutionary films.

This concentrated action is not isolated. Dasheng Group held a Party-building achievement exhibition on June 27, simultaneously marking the 100th anniversary of the founding of the Nantong Independent Party Branch at Dasheng Cotton Mill—a historically symbolic milestone. Yuedai Textile organized a red education tour to Nanjing the same day. Anhui Huamao and Hongdou held commendation meetings and special lectures on June 28 and 29, respectively. Tongkun Group organized 650 Party members on a study tour to Zunyi, Guizhou, throughout June.

Geographically, these firms cover Jiangsu (Shenghong, Hengli, Dasheng, Hongdou), Shandong (Weiqaio), Zhejiang (Tongkun, Dali Silk), Inner Mongolia (Erdos), and Anhui (Huamao)—essentially the core regions of China's textile industry. This cross-regional synchronization suggests an internal coordination mechanism or policy guidance within the industry.

From Ceremony to Productivity: Embedding Party-Building into Business Logic

Notably, these activities are not merely ceremonial. Multiple firms explicitly linked Party-building with core business functions such as production, innovation, green transition, and talent development. Shenghong's "four combinations" places "Party-building with business" first, emphasizing alignment of corporate direction. Erdos Group embeds Party-building "deep into the enterprise's development fabric," with 13 Party committees, 8 general branches, and 92 branches covering business units from chemicals to textiles.

This embedding logic reflects real challenges facing the textile industry. Since 2024, export growth has slowed, domestic demand weakened, raw material prices fluctuated, and profit margins squeezed. Against this backdrop, using Party-building to reshape organizational culture, stabilize the workforce, and boost execution has become a pragmatic choice for many firms. Weiqiao's choir gala, with over 2,000 participants, offers a team-building effect that routine exercises cannot match.

Dasheng's case is particularly illustrative. This century-old enterprise integrates Zhang Jian's entrepreneurial spirit, revolutionary heritage, craftsmanship, and patriotism into a "Dasheng culture," requiring Party branch secretaries to serve as "cultural ambassadors." Such a cultural integration strategy is rare in traditional manufacturing, but its impact on employee buy-in and production quality is worth monitoring.

Implications for Buyers and Foreign Trade Firms

From a supply chain perspective, the surge in Party-building activities may bring two changes. First, corporate governance becomes more standardized. Many activities emphasized "work style improvement" and "talent cultivation," which could translate into better quality management, on-time delivery, and employee stability. For buyers, sourcing from such firms reduces transaction risk. Second, for foreign trade firms, Party-building activities may serve as a plus factor in CSR audits. International brands increasingly require evidence of labor rights and organizational governance; standardized Party-building can provide relevant documentation.

For Buyers - Monitor the frequency and content of suppliers' Party-building activities. Firms with regular activities tend to have better employee stability and internal management. Consider including this as a non-financial indicator in supplier evaluations. - Prioritize suppliers that link Party-building with quality control and talent development. Such firms typically have more standardized production processes and lower defect rates.

For Foreign Trade Firms - Incorporate Party-building content into CSR reports. International clients are sensitive to "organizational governance" and "employee engagement." Party-building activities can be quantified as indicators like "employee participation rate" or "organizational cohesion." - Leverage cross-enterprise platforms built through Party-building to access industry information and cooperation opportunities. Many activities involve cross-departmental and cross-branch exchanges; foreign trade firms can proactively participate to expand client networks.