Decoding China Pacific Insurance's "Great Health and Wellness": Building a Foundation with Strategic Persistence and Breaking Through with "Integration" Upgrades

In the rehabilitation ward of Ruijin Hospital in Shanghai, 35-year-old Ms. Zhao reflects with deep emotion. In February 2025, she mentioned having thyroid nodules during an online consultation with Pacific Health Insurance’s “Medical Compensation Service” while being treated for a cold, but she did not undergo a follow-up examination. As a result, she was categorized as a high-risk individual by her service manager Xiao Li, who noted her long history of staying up late. After her initial two reminders were dismissed due to “not having time” and “sales pitches,” Xiao Li persisted in sending health tips to Ms. Zhao. In May, Ms. Zhao experienced a sore throat and heeded Xiao Li’s third reminder to get a follow-up, which revealed that her nodules had progressed to level 4a. Xiao Li quickly assisted in scheduling a biopsy and minimally invasive ablation surgery, and post-surgery, she was diagnosed with early-stage thyroid cancer. Fortunately, due to the timely discovery, she did not require chemotherapy or radiotherapy, and her claims were processed swiftly. “If it weren’t for those three reminders, I really can’t imagine the consequences,” Ms. Zhao said.

This case recorded in China Pacific Insurance’s 2025 annual report is a typical scene from its “Great Health and Wellness” service and serves as a vivid testament to China Pacific Insurance’s dedication to health and wellness and its impact on people’s lives.

During the performance release of the 2025 annual report, China Pacific Insurance Chairman Fu Fan stated that during the “14th Five-Year Plan” period, the company’s health and wellness layout has deepened, initially forming a “prevention-diagnosis-treatment-rehabilitation-care” service system that empowers its main business through contextualization, serving over 12 million customers cumulatively.

Behind these numbers is China Pacific Insurance’s long-term commitment and cultivation of the health and wellness sector, laying a solid foundation for the upgrade of its “Great Health” strategy to the “Great Wellness” strategy in 2025 and its continuous advancement. Through collaborative efforts across various sectors such as health insurance, elderly finance, institutional elderly care, and health management, China Pacific Insurance’s construction of a health and wellness ecosystem has become increasingly firm, with an integrated development profile becoming ever clearer.

Strategic Commitment: Long-Term Efforts in the Fertile Ground of Health and Wellness for the People

“The health and wellness sector is related to people’s livelihoods, and we must commit to long-term efforts.” This statement by Ma Xin, Vice President of China Pacific Insurance, at the performance release, encapsulates the essence of strategic commitment. Over the past five years, China Pacific Insurance has continuously deepened its focus on customer needs in both the medical health and elderly care industries.

In the medical health sector, China Pacific Insurance has created a closed-loop service between “health management-health insurance-rehabilitation management”: proactively managing health at the front end to reduce disease incidence and insurance payouts, while extending to professional rehabilitation services at the back end to assist customers in recovery, thereby forming a virtuous cycle of “cost control and health enhancement.”

In the health insurance field, Pacific Health Insurance centers around the “Blue Health Insurance” series, focusing on young individuals and families, consistently iterating its coverage and services. This long-term medical insurance launched in 2022 has developed a multi-tiered product matrix, serving over 3 million people. Additionally, Pacific Health Insurance has continued to make breakthroughs in “good doctors, good medicines, and good services”—for example, deepening cooperation with top hospitals to launch the “Shen Aibao” product for those with pre-existing conditions; upgrading the “Enterprise Safety Core” group health protection plan and achieving one-stop service for “medical treatment + claims” through “Medical Compensation Service.” According to annual report data, in 2025, Pacific Health Insurance’s insurance business revenue reached 8.933 billion yuan, a year-on-year increase of 14.4%; coverage of young individuals and families, as well as those with pre-existing conditions, continued to expand.

In the health management domain, Pacific Health has focused on establishing a comprehensive service system, with the number of customers served by its health management services exceeding 15 million. In the field of rehabilitation medicine, Pacific Health has established rehabilitation facilities in Xiamen, Jinan, and Guangzhou, marking a new level of physical service capability in rehabilitation medicine for China Pacific Insurance. Furthermore, youth health promotion has focused on building musculoskeletal health capabilities, with three stores already operational, further enhancing the comprehensive health service framework across the entire life cycle.

In the elderly care sector, China Pacific Insurance precisely targets the core pain points under the backdrop of an aging population, deeply laying out multiple businesses such as pension management, institutional elderly care, and home-based elderly care, effectively solving the practical issues of “where does the money for elderly care come from?” and “how to access quality elderly care services?”

In the field of pension finance, China Pacific Insurance’s pension management business encompasses the three-pillar pension guarantee system in China. Among them, the “Golden Late Sunshine” plan managed by Yangtze Pension under China Pacific Insurance is currently the largest collective plan in the occupational and corporate annuity market, with a scale exceeding 60 billion yuan. To ensure the preservation and appreciation of pensions, long-term investment performance is essential. According to the Ministry of Human Resources and Social Security, in 2025, Yangtze Pension’s individual fixed-income and collective fixed-income combinations ranked third among 22 pension management entities in terms of cumulative investment performance over the past three years, while individual and collective combinations with equity ranked fourth and seventh, respectively, with all four major investment portfolio performances falling within the top one-third of the industry. Simultaneously, Yangtze Pension actively leads innovation practices in corporate annuities. From the “unified initiation” in Shanghai Lingang to the “automatic enrollment mechanism” in Xiong’an, Yangtze Pension has deeply practiced in the “testing grounds” of these two national-level new districts, exploring innovative models for effective financial management.

In the field of institutional elderly care, since the opening of the first community, Taibao Home has continuously accumulated its health and wellness service capabilities. Particularly in the niche area of dementia care, through professional methods such as nostalgic scene memory awakening and daily rehabilitation training, it effectively delays cognitive decline in the elderly, with the dementia care area in the Putuo community even facing a situation of “hard to find a bed.” This “soft power” has been extended to surrounding communities in Jing’an, Suzhou, and Hangzhou. By the end of 2025, Taibao Home had formed a layout of “12 cities and 14 parks,” with over 3,000 long-term residents in operational communities and nearly 130,000 short-term elderly care service nights, covering diverse business formats such as elderly care, health care, and enjoyable living. Meanwhile, the acceleration of medical resource support has taken shape: 12 community medical institutions have opened, 8 have enabled medical insurance, 5 have opened long-term care insurance, and a professional medical team of over 400 people has been established to lay a foundation for the integration of medical and elderly care.

In the home-based elderly care sector, China Pacific Insurance has established the “Baishi Residence” brand and continuously upgraded the home-based elderly care service experience, focusing on “safety, medical treatment, and care” capabilities, expanding service coverage. Currently, the “Baishi Residence” home-based elderly care service has covered over 70 cities.

Strategic Upgrade: Collaborative Efforts to Build an Integrated Health and Wellness Ecosystem

After years of commitment to the health and wellness strategy, China Pacific Insurance’s “prevention-diagnosis-treatment-rehabilitation-care” service system framework has taken shape, laying a solid foundation for the next step of strategic upgrades.

In 2025, China Pacific Insurance will upgrade its “Great Health” strategy to the “Great Wellness” strategy. The core of this upgrade is not only to continue enriching the content of the health and wellness service system but also to make the entire structure more “integrated.”

This direction aligns with the development opportunities of the health and wellness industry during the “15th Five-Year Plan” and responds to the changing demands brought about by an aging population—now, the public’s demand for health and elderly care services has shifted from traditional, isolated modes to one-stop, ecological, and high-quality comprehensive service needs.

From the perspective of enriching content, Fu Fan envisions that in the “Great Wellness” strategy, China Pacific Insurance will seize opportunities from new policies in health insurance, innovate commercial health insurance products, strengthen professional management of pensions, promote the expansion of enterprise annuities, and enhance individual pension businesses, building a comprehensive and high-quality health and wellness service ecosystem.

According to Ma Xin, the work to build China Pacific Insurance’s “integrated” health and wellness ecosystem has also begun to advance.

First, an “integrated” working mechanism has been established. In September 2025, China Pacific Insurance established a health and wellness ecosystem organization at the group level, creating a three-tier organizational structure of “group-subsidiary headquarters-branch,” clarifying the responsibility system, and setting up a special honor incentive system to ensure the implementation of the strategy through a normalized operational management system. This mechanism, from a “top-level design” perspective, further achieves resource coordination and efficient collaboration.

Second, the “integrated” development goals for insurance and services have been clarified. China Pacific Insurance has defined a general strategy of “seizing increments, strengthening benchmarking, improving quality, and increasing market share” for health insurance and pension finance and has set quantifiable goals for the next five years; for each service entity, a comprehensive evaluation system has been designed around three dimensions: customer service, business development, and capability building, while exploring the establishment of a market-based pricing mechanism between service entities and insurance entities, making service value measurable and tradable to stimulate endogenous motivation.

Third, the construction of an “integrated” ecosystem is being promoted from general to specialized. Under the requirement for “integration,” China Pacific Insurance places the professional capabilities of various service entities in a more prominent position: institutional elderly care seizes opportunities in urban renewal, focusing on light assets and urban-centric health care to advance a new round of layout; home-based elderly care deepens advancement around “safety, medical treatment, and care,” enhancing service capabilities; at the same time, significant efforts are made to promote the AI technology construction of remote medical services to achieve better costs and higher efficiencies, accelerating the deep integration with various insurance scenarios.

Collaboration is the soul of the “integrated” ecosystem. As Zhao Yonggang, President of China Pacific Insurance, stated at the performance release: “Collaboration is the key path to transforming the advantages of the group’s comprehensive layout into core competitiveness.”

In fact, in the 2025 annual performance, the collaborative effect of “insurance + health and wellness services” has already begun to emerge. For example, under the attraction of “insurance + elderly care,” Taibao Home received nearly 300,000 customer visits throughout the year, a year-on-year increase of 41%; Xiamen and Jinan Yuanshen Rehabilitation Hospital have received over 12,000 visits from insurance business customers; in the auto insurance personal injury claims scenario, the “Ta医管家” medical technology platform piloted remote disability assessments while enhancing hospital care capabilities for the injured, achieving claim reductions.

Looking ahead, Zhao Yonggang stated that China Pacific Insurance will continue to focus on the goal of “one customer, one interface, comprehensive service,” advancing from “business collaboration” to “customer collaboration” and even “strategic collaboration,” providing more adequate risk protection for serving the real economy and social livelihoods.

“Strategic commitment is our original intention and determination; strategic upgrade is our direction and new landscape. The two complement each other, and we will certainly deepen the ‘Great Wellness’ strategy, presenting a response from China Pacific Insurance to the challenges of the aging era,” Ma Xin said.

When insurance is no longer just a tool for risk compensation but becomes an ecological hub connecting health and elderly care services, its value transcends finance itself, truly integrating into people’s lives and safeguarding the happiness and peace of every family.