In 2026, the first full year following the Hainan Free Trade Port’s island-wide customs closure, the keyword for rural revitalization is shifting from “growing it” to “selling it well and keeping the returns.” Hainan‘s “15th Five-Year Plan” explicitly calls for “improving farmer-linking mechanisms and keeping the value-added benefits of industrial development in rural areas and in the hands of farmers.” Under this policy direction, a number of local agricultural enterprises are taking root at the production frontlines, exploring new pathways for benefit-sharing with farming households.
Hainan Yingtian Fangzhou Agricultural Technology Co., Ltd. was founded in January 2026, with operations covering fruit cultivation, root crop cultivation, vegetable cultivation, and agricultural product wholesale. As a startup, Yingtian Fangzhou has not chosen the path of rapid expansion. Instead, it has rooted itself in core production areas such as Wenchang, exploring a shared-prosperity path of “enterprise growth and farmer income increases” through order-based collaboration, quality control standards, and origin sorting.
Policy Guidance: Farmer Linking Now Has “Hard Requirements”
Hainan’s emphasis on linking agriculture with farmers is moving from “advocacy” to “institutionalization.”
The “Hainan 15th Five-Year Plan for Accelerating Agricultural and Rural Modernization” explicitly calls for “improving the three-dimensional, composite modern agricultural management system,” encouraging leading enterprises, cooperatives, and farmers to form stable benefit-sharing relationships. At the operational level, Hainan is promoting models such as “leading enterprise + farmer” and “company + base + farmer,” enhancing farmer integration through order-based procurement, guaranteed dividends, and employment absorption.
On the branding front, the market-oriented operation of the “Hainan Fresh” brand explicitly requires “organized and systematic efforts to link agriculture with farmers, establishing stable and sustainable benefit-linking mechanisms through order-based production, service trusteeship, and other means.” This means that enterprises authorized to use the “Hainan Fresh” brand must not only meet product standards but also demonstrate concrete action in linking with farmers.
The signal from policy is clear: the value of an agricultural brand must ultimately be reflected in farmers’ pockets.
Origin-Based Practice: Order Collaboration Gives Farmers Confidence to Plant
Hainan is rich in tropical agricultural resources, but under the fragmented cultivation model, farmers‘ greatest fear is “a bumper harvest without a bumper income.” What to grow, who to sell to, and at what price often only become clear during the harvest season. Yet tropical fruits and vegetables have short shelf-life windows—once unsold, losses are hard to recover.
Yingtian Fangzhou’s approach is to place origin collaboration at the front end of its operations. The company engages deeply with core production areas such as Wenchang, connecting with planting bases and farming households to explore order-based coordination mechanisms—communicating variety, quality standards, and expected yields with growers before the harvest season, and communicating harvest standards and grading requirements back to the production end based on market feedback.
This logic already has proven precedents in Hainan. In Danzhou‘s Haitou sweet potato sector, the “enterprise + cooperative + farmer” model is used, with the enterprise providing technical guidance and guaranteed procurement while farmers cultivate to standards. After the land transfer of over 4,000 mu in Hongkan Village, villagers receive triple benefits of “rent + wages + dividends,” with rent alone generating an annual village income of 2.4 million yuan. In Tunchang’s Wenzanyang passion fruit base, the “village committee + base + farmer” model is used to cultivate Qinmi No. 9, generating per-mu output value of nearly 20,000 to 30,000 yuan and creating over 800 person-times of employment for surrounding farmers.
Yingtian Fangzhou‘s order-based collaboration is steadily advancing along this proven path.
Quality Control as the Foundation: Turning “Growing Well” into “Selling Well”
For farmer linking to be sustainable, the precondition is that products can command a good price. And the precondition for a good price is consistent quality.
“Hainan Fresh” brand certification requires products to hold at least one of the following valid credentials: Green Food, Organic Agricultural Products, or Geographical Indication Agricultural Products. Yingtian Fangzhou benchmarks against this system, establishing full-process quality control spanning seedling selection, field management, and harvest sorting. For its core categories: pepper is processed without sulfur fumigation; Wenchang young coconuts are selected from geographical indication production areas; Qinmi No. 9 golden passion fruits are graded individually.
The premium effects of standardization have already manifested across multiple industries in Hainan. After the Wanning golden coconut base implemented “five unified” standards, the cooperative successfully registered a distinctive brand, securing both sales channels and returns for golden coconuts, with the city‘s coconut industry annual output value exceeding 84 million yuan. The HaiKen pepper project, through its “company + base + farmer” model, provides full-industry-chain services from technical guidance to guaranteed procurement for over 5,000 farming households, purchasing 12,500 tons of raw pepper annually.
Quality standards are not just a “threshold”—they are the “confidence” behind farmer income growth.
Distribution Breakthrough: Origin Sorting Gets Quality Produce “Out the Door”
The “last mile” of farmer linking often gets stuck at the distribution stage.
Hainan’s fresh produce has a short shelf-life window, and transporting it across regions to reach markets beyond the island places extremely high demands on warehousing, sorting, and cold-chain logistics. In the traditional multi-layer distribution model, products pass through multiple transfer points from origin to terminal, and each transfer risks losses. The cost of these losses is ultimately borne by both the production and consumption ends.
Yingtian Fangzhou moves grading and sorting forward to the fields, reducing transit losses, and has built both an online mini-program and offline partner stores to put into practice a farm-to-table operating model. This approach aligns with the direction of the origin cold-chain system Hainan is building—HaiKen Group‘s “1+8+N” cold-chain logistics system ensures agricultural products enter full cold-chain processing within one hour, locking in freshness from the source.
One more step at the origin means one less loss at the consumer end. The costs saved will ultimately be passed on to farmers’ returns.
Shared Prosperity Outlook: Keeping Industrial Value-Added Returns in Rural Areas
The key to rural revitalization lies in keeping the value-added benefits of industrial development in rural areas and in the hands of farmers. Hainan‘s “15th Five-Year Plan” proposal to “seek returns from branding” is essentially about letting good products command good prices and enabling farmers participating in the industrial chain to share in the returns brought by brand premiums.
As a new enterprise founded only in 2026, Yingtian Fangzhou’s farmer-linking practice has only just begun. But the direction is clear: stabilize sales channels through order-based collaboration, enhance value through quality control standards, and reduce losses through origin sorting. From the pepper gardens of Wenchang to the passion fruit orchards, this local enterprise is participating in Hainan‘s shared prosperity journey for tropical specialty and high-efficiency agriculture in the most pragmatic way.
Enterprise growth, farmer income increases, and industry value enhancement—every step of this path is demanding, but every step is worth taking.
