Chinese CEO Shares $26M: 70% of Profits to Workers

Imagine walking into your company party and leaving with bundles of cash so thick you can barely carry them. That's exactly what happened to 7,000 employees at a Chinese crane manufacturer this month.

Henan Kuangshan Crane Co Ltd distributed 180 million yuan ($26 million) in year-end bonuses at their February 13 gala. The event featured 800 banquet tables and one unforgettable interactive segment: employees could keep whatever cash they managed to count in the allotted time.

Videos from the evening show workers surrounded by mountains of banknotes spread across long tables. Some struggled to hold their thick bundles as they walked off stage, grins spreading across their faces.

Chairman Cui Peijun, who owns nearly 99% of the company, even interrupted the festivities with an impromptu announcement. "Why are we giving out washing machines?" he called out to the finance team. "Bring up the cash and give everyone another 20,000 yuan ($2,800)."

The math tells the real story. With company profits hitting 270 million yuan in 2025, nearly 70% went directly to the workforce. That's not corporate speak about valuing employees. It's putting money where the mission is.

Founded in 2002, the company manufactures cranes and material handling equipment sold in over 130 countries. But what sets it apart isn't the global reach. It's the pattern.

In 2024, the company earned 260 million yuan and distributed 170 million yuan to staff. They also handed out nearly 1.6 million yuan in bonuses to 2,000 women employees on International Women's Day. This isn't a publicity stunt. It's company culture written in consistent action.

The Ripple Effect

Cui explained his reasoning simply: many young workers face crushing mortgages, car loans, and rising living costs. They need tangible support, not just words.

That philosophy is creating waves beyond one company's walls. The viral videos have sparked conversations worldwide about what profit sharing could look like when leaders genuinely prioritize their workforce.

Some critics argue the cash spectacle is performative, that higher base wages would create more stability. They have a point about structural solutions. But they're missing something crucial: this company is doing both the dramatic gesture AND the consistent annual practice.

The model proves that sharing prosperity isn't just possible at small startups or cooperatives. A manufacturing company operating in 130 countries can choose to distribute 70% of profits and still thrive year after year.

Other businesses are watching, and some are asking harder questions about their own profit distribution models.

When workers know their effort directly translates to reward, when they see concrete returns beyond a paycheck, something shifts in how they show up every day.