Focusing on digital and intelligent transformation, and the main line of asset-liability coordination, multiple insurance companies outline their development priorities for 2026

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Seize the main line of digital-intelligence transformation and capital–liability coordination

Several insurance companies outline development priorities for 2026

◎Reporter He Kui

While responding to the low-interest-rate market environment, seize the opportunity of residents’ increasingly diversified asset allocation—“prevent risks and promote development” remains the main approach for insurance companies’ operations in 2026.

With the convening of 2026 operational work meetings of large insurance companies such as PICC and China Life, this year’s operational priorities and areas of focus for insurers are beginning to come into view. Specifically, based on the above approach, insurers will focus on serving the real economy, accelerating digital and intelligent transformation, and optimizing asset–liability matching and management, so as to better play the role of the insurance industry as an economic shock absorber and a social stabilizer. Supporting a good start for the “15th Five-Year Plan” is also a key focus of insurers’ work this year.

Stepping up efforts to serve the overall situation

2026 is the first year of the “15th Five-Year Plan.” Judging from the operational work arrangements of major insurers, helping to achieve a strong start for the “15th Five-Year Plan” is the top priority for insurer work.

PICC states: Step up efforts to serve the overall situation. Innovate in leveraging insurance’s cross-cycle and counter-cyclical adjustment role by focusing on boosting consumption, innovation-driven development, opening up to the outside world, coordinated development, “dual carbon” leadership, and people’s livelihood protection—making more contributions to the overall development of the economy and society; step up efforts to promote high-quality development, build a high-quality business portfolio, enhance high-quality service capabilities, expand high-quality investments, deepen efforts to improve quality while reducing costs and increasing efficiency, do a good job in high-quality value management, and promote the realization of an effective improvement in quality and reasonable growth in quantity.

China Taiping states: Focusing on coordinating development and security, on strengthening the core functions of the main responsibilities, on honing internal strengths to improve quality and efficiency, and on pushing comprehensive and strict Party governance further and deeper. Firmly establish and practice the correct view of political achievements. With “risk prevention, strong management, promoting development, and ensuring security” as the main line, we will make every effort to drive the Group to achieve new breakthroughs in high-quality development in the opening year of the “15th Five-Year Plan,” contributing greater strength to building a strong financial nation and advancing Chinese modernization in an all-round way.

As the only state-owned reinsurance group, China Re proposes that in 2026, the Group’s system-level operational and management work must resolutely implement the operating philosophy of “develop at scale, improve underwriting benefits, and invest prudently.” Seek breakthroughs through reform, promote development through transformation, increase momentum through innovation, and improve quality through management. We will hold the risk defense line steady and solid, continuously enhance the resilience of operational development, strive to achieve a strong start for the “15th Five-Year Plan,” and write a new chapter of high-quality development.

Accelerate digital-intelligence transformation

In recent years, the technological revolution represented by AI has been gathering momentum. Accelerating the integrated development of “insurance + technology” has gradually become a common understanding among insurance companies to embrace the future and look for new growth drivers. Building digital-intelligence capabilities has also become a key focus of insurers’ operational work in 2026.

Accelerating the digital-intelligence transformation is one of the key tasks of China Life Group’s “333 Strategy” in achieving comprehensive breakthroughs. China Life states: Supported by technology, guided by scenarios, and oriented toward value—coordinate technological innovation and operational upgrades; coordinate independent and controllable capabilities with open cooperation; coordinate strengthening long strengths with filling shortfalls; and coordinate development with security. Focus on six key elements—data, algorithms, computing power, platforms, ecosystems, and scenarios—to accelerate the shaping of a “future China Life” characterized by full integration of business technology, agile and transparent organizational operations, precise and efficient empowerment for the front line, products and services within easy reach, and real-time, full-domain risk awareness. This will explore China Life’s solutions for the development of digital finance.

PICC states: Step up efforts to prevent and control risks, improve the comprehensive risk management system, strengthen risk prevention and control in key areas, persistently take the lead in operating in compliance with regulations, and enhance the digital-intelligence level of risk control.

Coordinate efforts on both the asset and liability sides

In 2025, driven by optimization of product structures on the liability side and growth in asset investment returns, insurance companies’ performance was relatively strong. In 2026, how to further achieve efficient coordination on both the asset and liability sides remains a core task for insurers in responding to the low-interest-rate market environment.

From the liability side, after the accelerated “clearing out” of life insurance agency teams in recent years, life insurers have continued to deepen the high-quality transformation of their agency teams. Building a high-quality agency team is also the only way to meet clients’ professional and diversified needs.

Taiping Life states: It will launch the “Jun Cheng Plan,” accelerate team transformation, strengthen the cultivation of the internal operations team, keep in step with the pace of business transformation, and promote the shift of the frontline team toward “younger, more professional, more career-oriented, and performance-optimized.” This will lay a solid foundation for the company’s long-term development.

The insurance industry is continuously optimizing asset–liability management. Taiping Asset states: Further build investment capabilities that are suited to the characteristics of insurance funds. Everbright Suning Life proposes: Focus on optimizing mechanisms on the liability side, fully transform channel operations; advance reforms on the investment side and comprehensively improve investment capabilities.

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