HNA Group: 7 salary increases! Over 1.9 billion yuan in bonuses distributed!
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Currently, the global civil aviation industry is still facing multiple challenges: international oil prices are high and volatile, market low prices are intensifying, and land transportation such as high-speed rail continues to divert passenger flow. Many airlines are trapped in the dilemma of "increasing volume without increasing revenue, increasing revenue without increasing profits." Salary cuts, reduced benefits, and staff loss have become common phenomena in the industry. Against the background of sluggish overall growth in the industry and sharply increasing difficulties in profitability, the new HNA Aviation Group, which joined Liaoning Fangda Group in December 2021, has completed its rebirth in just over four years. Its operating performance has steadily increased year after year, its business layout has been implemented in depth, and its corporate chassis has continued to be consolidated. The core secret of its growth against the trend is not simply relying on market dividends, but adhering to the concept of "Fangda develops for its employees, Fangda's development relies on employees, and Fangda's development achievements are shared by employees". It uses salary increases, special benefits, and performance incentives to gather the motivation of all employees, and has embarked on a two-way win-win path of increasing employee income and increasing corporate efficiency, providing a model with great reference value for the high-quality development of the civil aviation industry.
Human-centered empowerment, staying true to our original aspiration, diversified incentives, activating the endogenous motivation of all employees
In an environment where the entire industry is generally reducing labor costs and tightening employee benefits, the new HNA has always adhered to the principle of "work hard to get rewarded, work hard, get more", continue to return corporate development dividends to employees, activate the endogenous power of the company with all-round incentives, and form a virtuous cycle where employees work hard and the company steadily improves.
Since joining Liaoning Fangda Group, the new HNA has completed a total of 7 salary increases, increasing labor costs by more than 1.1 billion yuan each year. As of this year, the total amount of red envelopes issued by the new HNA has exceeded 1.9 billion yuan, of which the total amount of red envelopes issued in a single round on the eve of the Spring Festival in 2026 will exceed 800 million yuan; in terms of welfare protection, the new HNA has restored and optimized the original welfare system, added special welfare projects, and has distributed holiday and production bonuses in total over the past four years. The daily benefits exceed 538 million yuan, the "filial piety allowance" paid to employees' parents exceeds 829 million yuan, the medical expenses subsidies for employees and their families exceed 168 million yuan, and the annual expenditure on free working meals is nearly 60 million yuan, achieving the goal of "one person living in Fangda, the whole family is protected."
In addition, in order to stimulate the vitality of all employees to innovate and create results, the new HNA has established and improved a diversified incentive mechanism, comprehensively implemented special reward systems such as cost reduction and efficiency creation, and rationalized suggestions, and encouraged all employees to make suggestions based on their positions and improve quality and efficiency. Over the past four years, the new HNA has blocked more than 15,000 "emissions, leaks and leaks", achieved more than 36 billion yuan in cost reduction and efficiency creation, and distributed a total of 14.48 million yuan in cost reduction and efficiency creation incentives to employees. From January to July this year alone, the new HNA received a total of more than 2,500 rationalization suggestions from employees, and after evaluation and adoption, more than 900 were adopted, and the reward amount was nearly 150,000 yuan.
On the other hand, some of the measures taken by other airlines are in sharp contrast to the continued incentives of the new HNA in the context of facing the same industry situation. For example, this year some Korean airlines took unpaid leave measures and delayed the payment of safety bonuses to employees. For example, a foreign airline announced that it would not pay bonuses this year after achieving huge annual profits.
The new HNA's incentive system has completely broken the solid model of traditional airlines, allowing employees to transform from "passive performance of duties" to "active creation of results." The enthusiasm of all employees for entrepreneurship has fully burst out, becoming the core confidence for the company's production and operation to grow against the trend.
Operations are stable under pressure. Comparing the industry highlights the resilience of operation and development.
Relying on the refined management system of Liaoning Fangda Group and the operational vitality brought by employee welfare incentives, the new HNA after bankruptcy and reorganization has completely reversed its previous business decline.
As the core operating entity, its listed company HNA Holdings has achieved a leapfrog reversal in performance and completely bid farewell to continued losses. Data shows that HNA Holdings quickly stabilized and rebounded after completing its reorganization. In 2025, it achieved a net profit of 1.98 billion yuan attributable to the parent company, turning a loss into a profit, ranking first among the four major airlines in profit.
Not only that, the new Hainan Airlines has achieved operating profits for the first time in the past five years since 2023. Subsequently, the company's revenue has jumped year after year. In recent years, the new Hainan Airlines has continued to carry more than 100 million passengers per year. The entire business system of air passenger transport, air cargo, general aviation, and aviation auxiliary industries has continued to increase its volume, and its market competitiveness has continued to rise.
In addition, the new HNA is based on the national strategy and accumulates surging momentum for the company's long-term development through precise hub layout.
As a leading local company rooted in the Hainan Free Trade Port, the new Hainan Airlines continues to increase air transport capacity in the Free Trade Port and expand domestic and international route layout. Its subsidiary Hainan Airlines continues to win the honor of SKYTRAX five-star airlines, firmly ranking among the world's high-quality airlines. At the same time, the new HNA is deeply involved in the free trade port's airport industry, and its freight company has built a direct channel for global fresh food to support the construction of the free trade port's international fresh food distribution center; its subsidiary HNA Technology's domestic and overseas airline inspection and revision orders are fully scheduled, supporting the framework of the Hainan Free Trade Port's aircraft maintenance industry.
At the same time, the new Hainan Airlines has been deeply integrated into the construction of the Chengdu-Chongqing economic circle, and international routes have continued to expand, of which intercontinental routes account for more than 90%; the air cargo market share ranks first in Chongqing, opening up air logistics channels connecting Europe, Asia, and ASEAN, and building an air bridge for the opening up of inland areas; under Liaoning Fangda Group's "12341" Chongqing Aviation City development plan, aviation-related industries have taken root, and the regional strategic layout has achieved both economic benefits and industrial value. The future development prospects are broad.
Set a new benchmark in the industry and a two-way win-win model leads the new trend in the industry
The company treats its employees well, employees empower the company, and the two-way development model allows New HNA to gain a firm foothold and thrive in the cold winter of the industry. The civil aviation industry is still at a critical stage of transformation and upgrading, and many companies have fallen into the short-sighted misunderstanding of "cutting salaries to maintain operations," ultimately leading to brain drain and sluggish development. The practice of New HNA has fully proved that the core competitiveness of enterprise development is ultimately talent competitiveness. Short-term cost savings cannot support long-term development. Only by adhering to sharing results and being people-oriented can we gather the joint efforts of all employees and activate development potential.
The new HNA's growth path of inspiring people and promoting development through win-win provides valuable reference for the entire civil aviation industry and even real economy enterprises. Enterprises in the industry should use the new HNA as a benchmark, abandon extensive cost control thinking, establish a benign employee incentive and sharing mechanism, and realize the comprehensive improvement of development quality, operating efficiency, and talent vitality through the two-way achievements and complementation of enterprises and employees, and jointly promote the high-quality and steady progress of the civil aviation industry.
