PJSC Aeroflot has in place the Code of Corporate Ethics/a>, a list of ethical and moral standards that the Company accepts and shares. Aeroflot respects employees’ rights and freedoms, provides equal opportunities, and guarantees protection from any form of discrimination defined by both Russian and international laws. The Company prohibits any preference on political, religious, national or other grounds when implementing its HR policy and remuneration policy, and providing social benefits. The Company has never used and does not tolerate child, compulsory or forced labour.

Aeroflot’s HR policy is designed to expand the Group’s local and global market footprint and win the trust of passengers, partners, and all stakeholders. Aeroflot’s priorities include attracting and retaining talent and ensuring their professional development, improving economic efficiency in all areas of HR management, as well as fostering a unique corporate culture to ensure the Company’s strong competitive edge.

Aeroflot consistently reviews and enhances its employees’ compensation and benefit packages, and develops flexible incentive schemes helping each employee reach their full potential.

Priority areas of the HR policy:

  • identify and attract candidates, including for cockpit and cabin crew positions;
  • retain highly skilled employees;
  • train employees, including training for working on new types of aircraft;
  • build up the talent pool;
  • conduct employee certifications;
  • develop incentive systems;
  • maintain high levels of employee loyalty;
  • provide employees with social support;
  • strengthen the Group’s positive image as the leading employer in the air transportation market.

The robust training and professional development process ensures that Aeroflot Group’s employees maintain high specialist skills in line with current requirements of international standards and the Federal Aviation Rules.

Talent Pool

To strengthen its talent capabilities and meet PJSC Aeroflot’s need for qualified personnel to fill vacant and new positions, the Company continuously leverages its management talent pools at different levels, targeting level 1, 2, and 3 management positions.

Candidates to management talent pools are selected in accordance with the selection criteria set forth in the Regulations, focusing on:

  • higher education in line with the profile of the target position;
  • at least two years’ employment with the Company;
  • high level of expertise;
  • strong performance in the area of expertise;
  • personal and business potential required for further professional development and career advancement.

Social programmes for Company employees

The Company runs a wide range of social programmes to create a comfortable environment encouraging employees’ professional and personal development, and ensure their social protection. Social programmes strengthen the Company’s competitive position, help attract qualified specialists, improve overall

performance, foster a favourable social and psychological climate, and boost the Company’s profile as a socially responsible employer.

PJSC Aeroflot has in place a Collective Agreement. On August 20, 2020 the Collective Agreement of PJSC Aeroflot for 2005-2008 (with amendments and additions as of August 20, 2020) was extended until December 1, 2023 by the joint resolution of the employer and the employees’ representative. The changes were registered by the Department of Labor and Social Protection of the Population of the City of Moscow of the Government of Moscow on March 10, 2021, No. 243. The social package described in the Collective Agreement considerably exceeds benefits, guarantees, and compensations established by applicable labour laws.

Social partnership

PJSC Aeroflot successfully develops social partnership. Ten corporate trade unions representing four different trade unions operate within the Company, including the Moscow Trade Union of Aviation Workers, Sheremetyevo Trade Union of Flight Personnel, Sheremetyevo Trade Union of Flight Attendants, and All-Russian Trade Union of Civil Aviation Engineering Workers. The total number of members of all corporate trade unions is about 9,000. Employees’ interests in the social partnership are represented by the United Representative Body of Aeroflot’s employees, which comprises representatives of the majority of corporate trade unions.

Responsible personnel management

The Aeroflot Group’s relations with employees are governed by the requirements of the applicable laws of the regions where it operates, internal regulations and the terms of collective bargaining agreements.


The Aeroflot Group’s HR priorities are:


  • locating and recruiting employees, including staffing cockpit and cabin crews;
  • retaining top talent;
  • training employees, including for work on new types of aircraft;
  • building a talent pool;
  • conducting employee appraisals;
  • developing incentive systems;
  • maintaining a high level of employee loyalty;
  • providing employees with social benefits;
  • boosting the profile of Aeroflot Group’s companies as leading employers in the airline industry.

Human rights activities

Aeroflot Group is fully compliant with Russia’s laws and regulations, international human rights standards and labor standards set forth in the following documents:

  • International Bill of Human Rights
  • UN Convention on the Rights of the Child
  • UN Guiding Principles on Business and Human Rights

The Code of Corporate Ethics is the code of ethical and moral standards applied and shared in Aeroflot Group’s companies. Aeroflot Group respects the rights and freedom of employees and business partners, provides equal opportunities and guarantees protection against any form of discrimination defined by Russian and international laws.

Aeroflot Group prohibits any preferences based on political, religious, national, or other grounds when implementing its HR policy, as well as its remuneration and social benefits policy. Aeroflot Group has never used child or forced labor.

Aeroflot has a multi-channel employee voluntary reporting system. Reports can be submitted through different channels: email, paper message boxes, management reports, and reports from internal systems.