Textile Enterprises Intensify Party-Building Activities: The Internal Logic from Red Culture to High-Quality Development

In late June and early July 2025, over a dozen leading textile and apparel companies—including Shenghong Holdings, Weiqiao Pioneering Group, Hengli Group, Erdos Group, Dasheng Group, Hodo Group, Tongkun Group, Anhui Huamao, Yueda Textile, and Dali Silk—held intensive activities to celebrate the 105th anniversary of the founding of the Communist Party of China. The events ranged from commendation ceremonies and specialized party lectures to red-themed study tours, choral concerts, cultural creations, and on-site educational experiences.

This concentrated wave is not merely a commemorative ritual. It represents a microcosm of the Chinese textile industry's attempt to reshape internal management logic through organizational culture building after completing its scale expansion. Based on public disclosures, most companies are integrating party building with four core dimensions: business operations, management optimization, talent development, and work style improvement.

Deep Coupling of Party Building with Production and Management

Shenghong Holdings' Party Secretary Miao Hangen outlined a "four combinations" deployment for the next phase: combining party building with business, management system optimization, work style improvement, and talent cultivation. This covers almost all core areas of modern enterprise management, signaling a shift from "soft tasks" to "hard indicators."

Erdos Group provided more concrete data: its 13 party committees, 8 general party branches, and 92 party branches cover all production and operation units, with 1,956 party members forming a backbone network from R&D to workshops to sales. The group explicitly stated that party-building advantages should be transformed into "core competitiveness on the high-quality development track."

Dasheng Group's case carries deeper historical weight. Its party-building achievements conference also commemorated the 100th anniversary of the establishment of the Nantong Independent Party Branch at Dasheng Cotton Mill. This means the century-old enterprise, inheriting the entrepreneurial spirit of Zhang Jian, is using party building as a contemporary institutional tool to revitalize its corporate ethos of "seeking truth, innovation, dedication, and progress." Party Secretary Bao Weidong's request for branch secretaries to serve as "cultural ambassadors" essentially pushes corporate culture from slogans on walls to behavioral norms for all employees.

Potential Impact of Red Culture on Industrial Resilience

From an industrial economics perspective, this wave of party-building activities may have tangible effects on textile companies' organizational efficiency and risk resistance.

Tongkun Group organized over 650 party members for a red-themed study tour to Zunyi, Guizhou, with Chairman Chen Shiliang, Party Secretary Xu Jinxiang, and Deputy Party Secretary Chen Lei personally leading. Tongkun analogized its corporate spirit of "unity, hard work, pragmatism, and innovation" to the Long March spirit, stating that "no matter how difficult the road, as long as people are united and steps are steady, we can get through it." This statement carries strong practical relevance given the textile industry's current challenges of export volatility, rising raw material costs, and slow domestic demand recovery.

Hodo Group's Party Secretary Zhou Haijiang used the four dimensions of Yan'an Spirit—"firm correct political direction, emancipating the mind and seeking truth from facts, serving the people wholeheartedly, and self-reliance and hard struggle"—as a guiding framework for corporate development. This is essentially a strategic management methodology: decision-making principles packaged in political language, whose core requires managers to maintain strategic focus and innovative flexibility in complex market environments.

Notably, Dali Silk integrated its party-building activities with Silk Road cultural heritage and product development. Artisans used silk as canvas and warp-weft as brushes to create red-themed textile cultural products. This combination of party-building themes with product R&D not only strengthens the brand's cultural depth but also opens new narrative space in the high-end customized gift market.

Potential Implications for Buyers and Foreign Trade Companies

For buyers and foreign trade companies in the textile industry, these seemingly "internal" party-building activities convey several important industrial signals.

First, organizational stability among leading companies is improving. Party building extending to workshops, teams, and R&D units means these companies likely exhibit higher frontline execution and employee loyalty than peers. For buyers requiring long-term stable supply, this reduces supply chain disruption risks.

Second, the green transformation and technological innovation promoted by party building are not empty talk. Shenghong's "four combinations" explicitly include "deep integration of party building with technological innovation." Multiple grassroots party branches at Erdos Group won municipal-level "Strong Fortress" awards, and their innovation teams received provincial-level May Fourth Youth Medals. Such honors often reflect actual process improvements or technological breakthroughs.

Third, cultural output is becoming a new source of brand premium. Dali Silk's red-themed cultural creations, Weiqiao's choral concert, and Hengli's red light-and-shadow performance competition all enhance brand recognition and emotional connection. For brands targeting the domestic market, this cultural narrative could translate into consumer preference.

For Buyers - Prioritize suppliers with well-established party-building systems covering frontline production; their organizational discipline and delivery reliability are typically higher. - When evaluating suppliers, use whether their party-building efforts are linked to technological innovation and quality management as auxiliary judgment criteria. - For custom cultural product procurement, consider companies that have integrated red culture with product development (e.g., Dali Silk).

For Foreign Trade Companies - When conducting compliance reviews for European and American clients, standardized party-building activities can serve as evidence of "sound modern corporate governance" rather than a negative label. - Leverage cases of technological innovation and green transformation emerging from party-building activities as added value during client factory audits. - Avoid using party-building content directly in overseas marketing materials, but subtly reference "organizational culture building" and "employee cohesion" as universal management terms in corporate introductions.