Focusing on digital and intelligent transformation, and asset-liability synergy as the main themes, multiple insurance companies outline their development priorities for 2026.

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Seize the main line of intelligent and digital transformation, and coordinated management of capital and liabilities

Multiple insurance companies have set their 2026 development priorities

◎ Reporter He Kui

While responding to the low-interest-rate market environment, seize opportunities arising from the diversification of residents’ asset allocation—“prevent risks and promote development” remains the main approach to insurance companies’ 2026 operations.

As major insurers such as China Property & Casualty Insurance (PICC) and China Life Insurance hold their 2026 business work meetings, insurers’ 2026 operational focus and directions are becoming clear. Centering on the above approach, they will focus on serving the real economy, driving digital and intelligence-based transformation, and improving asset-liability matching and management, so as to better play the role of the insurance industry as an economic shock absorber and a stabilizer of society. Helping the “15th Five-Year Plan” achieve a good start is also a key focus of insurers’ work this year.

Strengthen efforts to serve the overall situation

In 2026—the opening year of the “15th Five-Year Plan”—judging from the business work arrangements of major insurers, helping the “15th Five-Year Plan” get off to a strong start is the top priority of insurers’ work.

China Property & Casualty Insurance states: Strengthen efforts to serve the overall situation; around enhancing consumption, innovation-driven development, opening up to the outside world, coordinated development, “dual carbon” leadership, and people’s livelihood protection, innovate to fully leverage insurance’s countercyclical, cross-cycle adjustment role, and make greater contributions to the overall development of the economy and society. Strengthen efforts to promote high-quality development, build high-quality business portfolios, enhance high-quality service capabilities, expand high-quality investments, deepen efforts to improve quality while reducing costs and increasing efficiency, do solid work on high-quality value management of market capitalization, and promote effective qualitative improvement and reasonable growth in quantity.

China Taiping states that it will focus on coordinating development and security; on strengthening the core functions of its primary responsibilities; on honing internal strengths to improve quality and increase efficiency; and on advancing in depth the full and strict governance of the Communist Party. By firmly establishing and practicing the correct view of political achievements, it will use “prevent risks, strengthen management, promote development, and ensure safety” as the main line, and work to drive the Group to achieve a new breakthrough in high-quality development in the opening year of the “15th Five-Year Plan,” contributing greater strength to building a strong financial country and advancing Chinese-style modernization in an all-round way.

As the only state-owned reinsurance group, China Reinsurance Group proposes that in 2026 the Group’s system-wide operating and management work must resolutely implement the business philosophy of “develop at a certain scale, write business to improve underwriting profitability, and ensure investments remain sound.” It will seek breakthroughs through reform, promote development through transformation, inject momentum through innovation, and raise quality through management—guard and reinforce the risk defense line, continuously enhance the resilience of its business development, strive to achieve a good start to the “15th Five-Year Plan,” and write a new chapter of high-quality development.

Accelerate the digital and intelligent transformation

In recent years, with the technology revolution represented by AI steadily advancing, accelerating the integrated development of “insurance + technology” has gradually become a consensus among insurance companies as they embrace the future and look for new growth drivers. Improving digital and intelligent capabilities has also become a key focus of insurers’ 2026 business work.

Accelerating the digital and intelligent transformation is one of the key tasks of China Life Group’s “333 Strategy” for comprehensive breakthroughs. China Life states that with technology as support, scenarios as the driver, and value as the orientation, it will coordinate technological innovation and operational upgrades; coordinate self-controllable development with open cooperation; coordinate strengthening long boards while filling short boards; and coordinate development with security. It will focus on six key elements—data, algorithms, computing power, platforms, ecosystems, and scenarios—to accelerate the shaping of a “future China Life” characterized by comprehensive integration of business and technology, agile and transparent operational management, precise and efficient empowerment of front-line teams, products and services within easy reach, and real-time risk sensing across the entire domain. This will explore China Life’s solution for the development of digital finance.

China Property & Casualty Insurance states: Strengthen risk prevention and control, improve a comprehensive risk management system, strengthen risk prevention and control in key areas, lead by example in compliance operations with determination, and enhance the digital and intelligent level of risk control.

Coordinate efforts at both ends of assets and liabilities

In 2025, benefiting from optimization of product structures at the liability end and growth in asset investment returns, insurers performed relatively well. In 2026, how to further enhance efficient coordination between the two ends of assets and liabilities remains a core task for insurers to respond to the low-interest-rate market environment.

From the liability end, after years of accelerated “clearing” of life insurance agency teams, life insurers have continued to deepen high-quality transformation of their agency teams. Building a high-quality agency team is also the inevitable path for meeting customers’ increasingly professionalized and diversified needs.

Tai Ping Life states that it will launch the “Jun Cheng Plan,” accelerate team transformation, strengthen cultivation of the internal affairs team, keep pace with the steps of business transformation, and drive the external affairs team to transform toward “younger, more professional, more career-oriented, and performance-optimized.” It will lay a solid foundation for the company’s long-term development.

The insurance industry is continuously optimizing asset-liability management. Tai Ping Assets proposes that it will further build an investment capability that aligns with the characteristics of insurance funds. Everbright-Sun Life Life proposes: focus on optimizing mechanisms at the liability end, fully transform channel operations; and advance reform on the investment side to comprehensively improve investment capabilities.

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