2002年保险年鉴：中国平安保险股份有限公司解析

PAGE188公司版•平安•综述公司版•平安•综述PAGE189中国平安保险股份有限公司二〇〇一年概况2001年是新世纪第一年，也是我国“十五”计划的起始之年。中国平安保险股份有限公司在保监会等国家监管机关及董事会的正确领导下，坚持“稳健经营、强化管理、改革创新、突出效益”的经营方针，贯彻寿险、产险齐头并进，证券、信托两翼齐飞的策略，利用国民经济持续较快增长的有利时机，加快各项业务发展，继续推行一系列改革措施，取得了较好的经营业绩，进一步提升了管理水平。一、经营目标完成情况公司2001年经营计划指标为净资产收益率24%，税后利润16亿元；保费总收入380亿元，其中寿险320亿元，产险60亿元。经过经营班子和全体员工的共同努力，2001年公司共实现保费收入464.57亿元，比2000年同期增长70.03%，比全国平均水平高37.83个百分点，完成计划的122.26%；保险市场份额达到22.02%，较2000年同期增加了5个百分点。2001年，公司累计实现利润17.61亿元，完成年计划的110.06%。在业务规模快速增长的同时，公司资产质量得到进一步提升。截至2001年12月底，公司总资产达到948.31亿元，净资产达64.5亿元，分别比2000年同期增长了47.5%和30.15%，不良资产比例继续保持在1%以下。——寿险系列进一步强化产品开发和推展，继续加大投连产品推广力度，在国内第一个推出团体退休金投连产品，加快完善分红产品体系，开发定期健康险产品，继续保持并巩固产品体系领先地位，充分发挥产品拉动业务的优势。完善组织架构，在推进个团险专业化经营的基础上，成立银行代理事业部，全面推行收展制，积极拓展销售渠道，强化销售队伍建设，策划实施了一系列业务竞赛，有力地推动了业务发展。2001年，寿险实现保费收入400.17亿元，比2000年同期增长77.93%，完成年计划的125.05%，市场份额达到28.1%。——产险系列坚持“销售第一”理念，加强销售队伍建设，建立高技能、高生产力、高凝聚力的“三高”业务队伍，有力地促进了业务发展。2001年产险人均保费达73.5万元，同比增加14.6万元。大力推广会计师和律师责任险、董事及高级职员责任保险、旅行社责任保险等新险种。开发网上保险交易系统，货运险、家财险网上销售初战告捷。继续加大大项目承保力度，取得了显著成效。影响较大的项目有：独家承保了上海磁悬浮铁路、北京华能热电厂、河北邯峰电厂、中航油等项目，首席承保了岭澳核电站、秦山二期核电站的核保险项目，进一步确立了平安产险在核保险方面的优势。2001年，产险实现保费收入64.4亿元，比2000年同期增长33.26%，完成年计划的107.34%，市场份额达到9.4%。——投资业务继续加强投资管理委员会对投资业务的统一领导，加强投资风险管控，确保公司投资部门安全、高效运行。2001年，公司在投资环境急剧恶化的情况下，仍然实现投资绩效32.94亿元，同比增长22.54%，资产增值率达5.03%。——信托公司增资改制工作全面完成，重新登记工作已获中国人民银行总行正式批复，保牌工作圆满结束。积极调整清收策略，加大清收力度，全年清收资金9156万元，完成计划的127%。实行规范化物业管理，不断提高管理绩效，全年累计实现租金收入8899万元，完成计划的111%。二、管理目标完成情况——加强党建、思想政治工作及廉政建设认真贯彻落实党中央一系列关于加强党建和思想政治工作的指示精神，按照中央、广东省委、深圳市委的部署，在公司领导班子及其成员中深入开展了“三讲”学习教育活动，深入、系统学习了江泽民总书记“三个代表”重要思想和“七一”讲话，以及党的十五届五中、六中全会精神，找准了影响企业发展的主要问题，制定了切实可行的整改措施，进一步坚定了依靠党组织改善企业经营管理工作的信心和决心。进一步加强全系统党组织建设，强化党组织在公司发展中的重要地位，不断探索新路子，不断赋予思想政治工作新的内容，使公司思想政治工作更加富有时代性与开拓性，提高整个公司的思想政治工作水平。深入开展廉政教育，提高员工的思想道德素质，同时坚决查处了沈阳寿险等一批违法违纪案件，进一步促进了公司的廉政建设。——开展自查自纠工作2001年，按照国务院和保监会的统一部署，公司积极投入整顿和规范保险市场秩序工作，针对保险经营机构、高级管理人员任职资格、车险业务、团险业务、误导保险消费行为、资金运用、保险代理业务等方面，在全系统开展了深入、全面的自查自纠工作，并取得了积极成效。通过自查，公司进一步摸清了家底，找出了在规范经营上的不足之处，明确了今后的努力方向；通过自纠，公司解决了经营管理中存在的一些问题，消除了风险隐患。本次全面的自查自纠工作，使规范经营的理念在公司更加深入人心，促进了经营管理水平的进一步提高，为公司长远健康快速发展提供了有力保障。——进一步强化人力资源管理2001年，公司聘请原联合利华人事总监顾敏慎先生担任人力资源总监，规划并实施人力资源改革，开发人力资源管理系统，推行干部胜任素质管理和全新的绩效管理模型，制订潜质人才发展计划，改革薪酬体系，取得了明显效果。积极筹建平安金融大学，继续加强对管理干部的培训，60位高级管理干部参加了南京大学的MBA课程学习，800多名中级管理干部参加了在复旦大学举办的强化轮训，引进北京大学60门网上课程对B类以上干部进行系统培训，同时公司获准建立了全国保险行业第一个博士后工作站。强化一线销售队伍的基本技能，实施“龙腾计划”，引进优秀的保险销售管理人才和经营理念，提升营销队伍的品质；进一步加大人才引进力度，全年在人力资源、培训、银行保险、投资管理和精算等专业引进了多名资深外籍专家，进一步充实了公司高级人才队伍，促进了公司人才的国际化，并带动了本土人才的快速成长。——强化预算管理和财务管控牢固树立预算观念，彻底推行全面预算管理，严格预算纪律，严惩预算违纪行为，预算管理水平进一步提高。引进ORACLE财务系统并成功上线运行，该系统汇总分析功能强大，核算的准确性、数据的完整性、管理的精细化程度高，有助于建立高效预算控制信息系统，将成为公司成本竞争优势的重要技术保障。同时，公司还在全系统开展了“反对浪费，厉行节约”活动，有效地控制公司经营成本增长，收到了良好效果。——建立新的稽核管理体系积极落实稽核体制改革方案，在保留集团稽核部的同时，在产、寿险专业子公司分别设立稽核部。集中力量，完成了稽核建章建制工作，理顺了系统内稽核管理体系，开展了卓有成效的工作，有力地推进了稽核“促发展、促管理、促效益”目标的实现。——进一步提高客户服务水平继续加强“3A”服务体系建设，充实完善PA18网站，在全国范围内全面开通95511电话中心服务，在上海、广州等地新建标准的综合理财服务门店，使公司客户不管在任何时间（Anytime）、任何地点(Anywhere)、以任何方式(Anyway)都能得到平安高质量的服务。2001年，公司寿、产险分别开展了声势浩大的客户服务月（节）活动，产险还在全国推出了绘有统一标识的查勘理赔车，开始实行每周7天24小时接报案和紧急援助服务。同时，公司独立的产险电话中心也在积极筹建之中。服务水平的提高，得到了公司客户的一致认可，有力地促进了业务发展。——深入推进企业文化和品牌建设在2000年企业文化推广年的基础上，继续加强新价值管理文化的宣导和推广，使其不断深入人心。同时，按照“专业、价值”的定位要求，深入推广平安礼仪，继续强化平安品牌建设，实施纵深化、立体化、个性化、差异化的品牌宣传战略，公司知名度和美誉度不断提高。2001年，公司推出了“中国平安，平安中国”主打广告语，在中央电视台、凤凰卫视等主流媒体投放的形象广告（地名篇）在媒体评选的年度全国十佳广告中名列前茅，独家赞助了全国人大和政协“两会”文艺晚会，司歌《平安颂》唱进了中南海。另外，经权威机构中诚信国际信用评级有限公司评级，公司获得了“AAA”级信用等级证书，成为国内第一家获得“AAA”级信用等级的金融企业。同时公司还获得了香港《资本》杂志评选的中国大陆“最佳保险服务奖”。三、改革创新目标完成情况——重组IT系统综观跻身世界500强的优秀企业，其后援平台无不极其现代化、科学化和高效化。受此启发，2001年公司对IT系统进行了重组，改变过去的分块、分部作业模式，成立了数据、系统开发、客户资源管理三大中心，将所有的客户渠道整合到同一个IT后援平台上，提高了信息资源共享程度，提升了客户资源管理效率，有力地推动了平安向“国际一流综合金融服务集团”的远景迈进。——推行客户综合开拓根据金融市场发展趋势和客户需求，借助客户关系管理（CRM）的先进理念和方法，2001年公司积极尝试客户综合开拓工作，推动业务人员在销售本系列产品的基础上，销售其他系列的产品，借助电脑、依托公司的电子商务网络为客户提供综合产品的服务。从试点情况看，该项工作效果较理想，促进了公司业务的增长、人员素质的提升、销售队伍的稳定，提高了客户满意度和忠诚度，有利于提升公司综合竞争能力。——开拓新业务渠道公司成立了银行保险事业部，聘请前美国林肯国民再保险公司副总裁、林肯金融集团上海代表处首席代表史蒂芬·克林顿先生担任顾问，指导开发银行代理电脑系统和新的银行代理销售险种，积极推动公司与各大银行的合作，在全国重点城市与银行、邮政等重要合作渠道建立相对稳定的合作关系。2001年公司银行代理业务共实现保费收入30.28亿元，一举奠定了公司在该领域的绝对领先地位。此外，公司还借鉴国外同业的成功经验，在上海设立了卓越理财中心，瞄准社会高端客户阶层，开拓高价值客户群市场，为今后更高层次的竞争积极进行准备。——积极探索新的业务领域成立信用卡（筹备）中心，积极开展平安信用卡业务前期研究准备工作。同时，公司积极向有关监管部门申请发起成立平安基金管理公司。目前，平安信用卡业务已获保监会原则同意并已上报中国人民银行总行待批，平安基金管理公司已入选证监会优先审批的基金公司名单。四、发展目标完成情况——确立了进军500强、400优的奋斗目标当前的经济和市场发展形势决定了未来的3至5年将是平安今后发展最为关键的时期。为抓住机遇，促进发展，迎接未来市场更高层次的挑战和竞争，公司确立了争取在5年内努力使平安集团进入世界500强、全球400优的奋斗目标。为此，公司专门抽调人力、物力、财力，集中研究了世界500强企业的历史和发展内因，在全系统开展了“我为500强做什么”活动，并再次聘请麦肯锡公司帮助制定公司未来5年发展规划，统一思想，认定目标，坚定信心，以争取早日进入世界500强、全球400优。——募集外资，增加偿付能力根据公司三届四次董事会通过的《关于公司增资扩股的议案》以及中国人民银行《关于中国平安保险公司增资扩股的批复》（银复〔1996〕228号），公司当时拟扩股至25亿。由于主管部门变更等原因，其中2.8亿外资股至今仍未募齐。为了更好迎接中国加入WTO的挑战，公司经过慎重考虑，反复筛选，目前正与几家国外战略投资者商讨参股意向，向其募集不超过公司总股本10%的股份。此举将进一步充实公司资本金，提高公司偿付能力，促进公司持续、稳定、健康发展。——积极分业，加快上市步伐2001年，公司继续积极开展分业上市工作。经过长期艰苦的努力争取，公司分业方案已于2001年12月5日获保监会正式批准。这是对公司最为有利的一个方案，即中国平安保险股份有限公司更名为中国平安保险（集团）股份有限公司，更名后的中国平安保险（集团）股份有限公司将以公司原有的产险资产和寿险资产，控股发起设立中国平安财产保险股份有限公司和中国平安人寿保险股份有限公司，另外保留平安信托公司95%的股权，并通过其间接持有平安证券有限责任公司30%的权益。目前，公司正在按照保监会的要求加紧实施各项分业工作，并将根据进展情况，积极开展公司上市工作，以进一步壮大实力，提高盈利能力。在充分肯定工作成绩的同时，我们也清醒地认识到当前公司发展还存在不少困难和问题。如偿付能力不足和寿险利差损问题依然突出，保险投资渠道仍然狭窄，机构发展问题严重困扰公司发展，恶性挖角现象对公司发展造成冲击，公司品牌维护工作面临严峻形势，等等。2002年将是平安分业的第一年，也将是平安发展史上又一个新的突破、新的里程碑。新的形势为公司未来发展提供了良好的历史机遇，也要求公司全体员工勇敢地迎接严峻的挑战。尽管未来的任务非常艰巨，前进道路上困难重重，但平安满怀信心。新的一年里，平安将继续保持清醒的头脑，以更加高涨的激情、更加宽广的胸襟面向市场，以更加坚定的步伐推进各项改革，齐心协力，奋发图强，为实现平安早日跨入世界500强、全球400优的宏伟目标而努力奋斗！公司版•平安•综述PAGE191AnOutlineofPingAnInsuranceCompanyofChina,Ltd.in20012001wasthefirstyearofthenewcentury,alsothebeginningofChina’s“tenthfive-year”plan.PingAnInsuranceCompanyofChina,Ltd.(hereaftercalled"company"),underthecorrectleadershipofChinaInsuranceRegulatoryCommissionandothergovernmentsupervisorydepartmentsandtheBoardofDirectors,insistedontheoperatingpolicyof“stableoperation,strengtheningmanagement,makingreformandinnovationandvaluingbenefits”,carriedoutthestrategyofparalleladvanceinpropertyinsuranceandlifeinsuranceandflyingwiththetwowingsofsecurityandtrust,madeuseofthefavorablechanceofnationaleconomykeepingrapidgrowth,speededupallkindsofbusinessdevelopment,continuedtocarryoutaseriesofreformingmeasures,achievedbetterresultsinbusinessandfurtherenhancedthemanaginglevels. I.IntermsofaccomplishingoperativetargetTheoperativeplannedindexofthecompanyin2001was24percentofnetassetprofitrate,theprofitsaftertaxat1.6billionyuan,thetotalpremiumincomeat38billionyuan,thepremiumincomeoflifeinsuranceat32billionyuanandthepremiumincomeofpropertyinsuranceat6billionyuan.Withthecommoneffortsoftheoperativeleadershipandallthestaffmembers,in2001,thecompanyrealizedthepremiumincomeof46.457billionyuan,anincreaseof70.03percentovertheyear2000,whichwas37.83percenthigherthanthenationalaveragelevel,accomplishing122.26percentoftheplan.Theinsurancemarketsharereached22.02percent,up5percentfromthepreviousyear.In2001,theaggregatedprofitsrealizedbythecompanywere1.761billionyuan,accomplishing110.06percentoftheplan.Whilethebusinessscaleincreasedrapidly,theassetqualityofthecompanywasfurtherenhanced.BytheendofDecember2001,thetotalassetofthecompanyreached94.831billionyuanandthenetassetwas6.45billionyuan,whichwererespectivelyup47.5percentand30.15percentfromthepreviousyear.Theproportionofbadassetswentonkeepingunder1percent.LifeseriesThecompanystrengthenedthedevelopmentandpopularizationofinsuranceproducts,widenedthescopeoftheinvestment-connectedproducts.Thecompanybecamethefirstoneinthecountrytolaunchgrouppensioninvestment-connectedproducts,quickenedtoimprovethesystemofproductsparticipatedinprofits,developedregularhealthinsuranceproducts,continuedtokeepandconsolidatetheleadingplaceofproductseriesandfullyperformedtheadvantageofproductspullingbusiness.Thecompanyimprovedtheorganizationalstructure,establishedbankagentdepartmentsonthebasisoflaunchingtheprofessionaloperationingroupinsurance,widelycarriedoutthesystemofincomeandacquisition,activelyexploitthesaleschannel,reinforcedtheconstructionofsalesteam,designedandcarriedoutaseriesofbusinesscontestsandstronglypromotedthedevelopmentinbusiness.In2001,thepremiumincomerealizedinlifeinsurancewas40.017billionyuan,anincreaseof77.93percentfromtheyearof2000,accomplishing125.05percentoftheplanandaccountingfor28.1percentofmarketshare.PropertySeriesThecompanykepttheconceptof“salesfirst”,strengthenedtheconstructionofsalesteam,builtupabusinessteamwith“threehighs”highskills,highproductivityandhighcohesionandstronglypromotedthedevelopmentinbusiness.In2001,thepremiumincomepercapitainpropertyinsurancewas0.735millionyuan,up0.146millionyuan.Thecompanygreatlyspreadnewinsurancessuchastheliabilityinsuranceforaccountantsandlawyers,theliabilityinsuranceforthedirectorsandseniorstaffmembersandtheliabilityinsurancefortravelagencyetc.,exploitedthesystemforinsurancetransactiononlinewiththefirstvictoryonlineforcargotransportationinsuranceandhouseholdinsurance.Thecompanycontinuouslystrengthenedtheunderwritingpowerforbigprojectsandmadeamarkedprogressinthem.Forexample,thesignificantprojectswerethatthecompanyunderwroteindependentlytheMagneticSuspendingRailwayinShanghai,HuaNengThermoelectricPowerStationinBeijing,thePowerStationinHandanHebeiandChinaSailingOiletc.LingAoNuclearPowerStationandQinShanSecond-termNuclearPowerStationwerechieflyunderwrittenagainstnuclearrisks,whichfurtherdeterminedtheadvantageintheaspectofnuclearinsurancefromPingAnpropertyinsurance.In2001,thepremiumincomerealizedinpropertyinsurancewas6.44billionyuan,anincreaseof33.26percentfromtheyearof2000,accomplishing107.34percentoftheplanandaccountingfor9.4percentofmarketshare.InvestmentbusinessThecompanywentonstrengtheningtheuniformleadershipfortheinvestmentbusinessfromtheinvestmentmanagingcommittee,strengtheningthecontrolforinvestmentrisks,ensuringthesafeandhigheffectiveoperationintheinvestmentdepartmentofthecompany.In2001,undertheseriousworsensituationofinvestmentenvironment,thecompanystillrealized3.294billionyuanofinvestmentperformance,up22.54percentfromthepreviousyearandwith5.03percentofassetgrowthrate.TrustcompanyThecompanycompletedtheworkforincreasingsalaryandchangingsystem.There-registerwasratifiedbythePeople’sBankofChina.Theworkforprotectingthebrandwasoversuccessfully.Thecompanyactivelyadjustedthestrategyofclearingupandacceptingandmadegreatereffortstoit.Themoneyfromclearingupandacceptingintheyearwas91.56millionyuan,accomplishing127percentoftheplan.Thecompanycarriedonastandardizedadministrationandconstantlyincreasedmanagingperformance.Therentincomeaggregatedinthewholeyearwas88.99millionyuan,accomplishing111percentoftheplan.II.IntermsofaccomplishingmanagementtargetStrengtheningtheParty’sconstructionandtheideologicalandpoliticalworkandtheconstructionofincorruptnessThecompanycarefullycarriedoutaseriesofinstructivespiritsissuedbyCPCCentralCommitteeonstrengtheningtheParty’sconstructionandtheideologicalandpoliticalwork.AccordingtothearrangementoftheCPCCentralCommittee,GuangdongProvincialCommitteeandShenzhenMunicipalCommittee,thecompany’sleadersdeeplyheldthestudyandeducationalactivitiesof“ThreeTalks”,deeplystudiedtheimportantthoughtoftheGeneralSecretaryJiangZemin’s“ThreeRepresents”and“7.1.”talkandthespiritofthe5thand6thsessionsofthe15thCongressoftheCPCCentralCommittee,actuallyfoundthemainproblemseffectingthedevelopmentofenterprises,workedoutpracticalmeasuresforadjustingandcorrecting,furtherreinforcedtheconfidenceanddeterminationforimprovingthemanagementinenterpriseoperationrelyingontheParty’sorganization.ThecompanyfurtherstrengthenedtheconstructionoftheParty’sorganizationinthewholesystem,reinforcedtheimportantplaceoftheParty’sorganizationinthedevelopmentofthecompany,constantlyprobedthenewroad,constantlygavenewcontentstotheideologicalandpoliticalwork,madetheideologicalandpoliticalworkinthecompanymoretimelyandmoreexploitingandincreasedtheleveloftheideologicalandpoliticalworkintheintegratedcompany.Thecompanydeeplyheldtheincorrupteducation,enhancedtheideologicalandmoralqualityofthestaffmembers,meanwhilewithafirmhandsettledafewofcasesagainstlawsandrulessuchasthecaseofShenyangLifeInsurance,whichfurtherpromotedtheincorruptconstructionofthecompany.Carryingontheself-checkandself-correctworkIn2001,accordingtotheuniformarrangementbytheStateCouncilandChinaInsuranceRegulatoryCommission,thecompanyactivelycommitteditselftotheworkofadjustingandstandardizinginsurancemarketorder,carriedonadeepandwideself-checkandself-correctworkinthewholesystemforinsuranceoperativeinstitutions,seniormanagers’qualifications,motorinsurance,groupinsurance,misleadinginsuranceconsumingaction,moneyuseandinsuranceagencybusinessetc.,whichmadeanactiveprogress.Throughself-check,thecompanyfurtherknewarealsituationofthecompany,foundouttheshortcomingsinthestandardizationinbusinessandmadesureoftheworkingdirectioninthefuture;Throughself-correct.Thecompanysolvedsomeproblemsexistinginoperativemanagement,eliminatedthepotentialrisks.Thewidelyself-checkandself-correctworkmadetheconceptofstandardizedoperationintotheheartofpeopleinthecompany,promotedthelevelofoperativemanagementfurtherincreased,whichprovidedastrongprotectionforthelong-distance,healthyandrapiddevelopmentofthecompany.FurtherstrengtheningthemanagementofmanpowerresourcesIn2001,thecompanyinvitedtheformergeneraldirectorofLiangHeLiHua,Mr.GuMinshentobethegeneraldirectorofthemanpowerresource,designedandcarriedoutthereformofmanpowerresources,developedthemanagingsystemofmanpowerresources,launchedthemanagementofleaders’qualificationandthemodelforacompletelynewperformancemanagement,workedoutadevelopingprogramforpotentialtalents,reformedthesalarysystemandmadeanobviousresult.ThecompanyactivelypreparedtosetupPingAnFinancialUniversityandstrengthenedthetrainingformanagers.Therewere60seniormanagerstakingpartinthetrainingclassesofMBAinNanjingUniversityandover800middlemanagersjoininginthereinforcementtrainingheldbyFuDanUniversity.Thecompanyintroduced60coursesonnetworkfromBeijingUniversitytotraincadresoverB-typesystemicallyandmeanwhilethecompanywasapprovedtoestablishthefirstpostdoctoralworkingsiteinthenationalinsuranceindustry.Thecompanyconsolidatedthebasicskillsofthefirstlinesalesteam,implemented“FlyingDragonPlan”,introducedexcellenttalentsforinsurancemarketingmanagementandtheoperativeconcept,enhancedthequalityofmarketingteam,madegreatereffortstotheintroductionoftalents,introducedafewoffamousforeignexpertsintheaspectsofmanpowerresources,training,bankandinsurance,investmentmanagementandactuarialscienceetc.,furtherenrichedtheseniortalentteamofthecompany,madethetalentsofthecompanyinternationalandbroughtarapidgrowthinthelocaltalents.StrengtheningthebudgetmanagementandthefinancialmanagementThecompanyfirmlysetupthebudgetconceptandcompletelycarriedonthewholebudgetmanagement,strictlywithbudgetdisciplines,strictlypunishedtheactionsagainstrules.Therewasanincreaseinthelevelofbudgetmanagement.ThecompanyintroducedtheORACLEfinancialsystemandsucceededinoperatingonline.Thesystemhasastrongabilitytocollectinformationandanalyze,theaccuracyincheckingandcalculation,theintegrityofdata,ahighdegreeofmanagementindetail,whichhelpedtoestablishthehigheffectivesystemofbudgetcontrolinformationandwouldbecomeanimportanttechnicalprotectionfortheadvantageofcostcompetitionofthecompany.Atthesametime,thecompanyheldtheactivityof“againstwasteandforsaving”,effectivelycontrolledthegrowthinoperativecostofthecompanyandreceivedagoodresult.EstablishinganewsystemforauditandmanagementThecompanyactivelycarriedouttheprogramforauditsystemreform.WhileretainingtheauditdepartmentoftheGroup,thepropertyinsurancesubsidiaryandlifeinsurancesubsidiaryrespectivelysetuptheirauditdepartments.Thecompanyconcentratedonfinishingtheworkofestablishingrulesandsystemsforaudit,clearedupthesystemofauditmanagementintheinternalsystem,heldahighlyeffectivework,stronglypromotedtherealizationinthetargetof“promotedevelopment,promotemanagementandpromotebenefits”.FurtherincreasingthelevelofcustomerserviceThecompanycontinuouslystrengthenedtheconstructionof“3A”servicesystem,enrichedandimprovedPA18website,opened95511telephonelineforserviceinthewholecountry,establishednewandstandardizedcomprehensivefinancialservicestoresinShanghaiandGuangzhouetc.,whichmadethecustomersofthecompanygettheservicewiththehighestqualityfromPingAnanytime,anywhereandanyway.In2001,thepropertyinsuranceandlifeinsuranceofthecompanyrespectivelyheldremarkableactivitiesofcustomerservicemonth(holiday).Thepropertyinsurancecompanyalsostartedthesurveyclaimcarsprintedbytheuniformidentificationinthewholecountry,begantocarryonthenotificationandurgentaidservicewith24hoursperday7daysperweek.Atthesametime,theindependenttelephonecenterforpropertyinsuranceofthecompanywasactivelyunderpreparation.Therewasanincreaseinservicelevel,whichwasconfirmedbyallthecustomersandgreatlypromotedthedevelopmentinbusiness.DeeplyadvancingtheconstructionofenterprisecultureandbrandBasedontheyearforpopularizingenterpriseculturein2000,thecompanywentonstrengtheningthepublicityandpopularityofthenewvaluemanagingcultureandmadeitconstantlyintopeople’sheart.Meanwhile,accordingtothelocationrequirementof“specialtyandvalue”,thecompanydeeplypopularizedPingAnmanners,continuouslyreinforcedPingAnbrandconstruction,implementedthestrategyofbrandpublicitywithdepth,solid,individualanddifference.Therewasaconstantriseinthewell-knownnameandgoodreputation.In2001,thecompanypublishedtheleadingadsloganof“ChinaPingAn,PingAnChina”,whichwasrankedattheannualnationaltoptenexcellentadspraisedbythemainmediafortheimageadsuchasCCTVandPhoenixTVetc.,andindependentlysponsoredthe“twocongresses”entertainmentfortheNationalPeople’sCongressandtheNationalCommitteeoftheChinesePeople’sPoliticalConsultativeConference.Thecompany’ssong《PingAnOde》wassunginZhongNanHai.Furthermore,afterratedbytheauthorityinstitutionChinaHonestyInternationalCreditRatingCompanyLtd.,thecompanywashonoredas“AAA”creditratingcertificate,becamethefirstfinancialenterprisegaining“AAA”creditrateinChina.Meanwhile,thecompanywasalsoreceived“thebestinsuranceserviceprize”inthemainlandofChinabyHongKong《CapitalJournal》.III.IntermsofaccomplishingreformandinnovationtargetRe-organizingITsystemInviewoftheexcellententerprisesintothe500Topintheworld,thereisaverystrongbackplatformwithmodernization,technologyandhighefficiency.Enlightenedbythis,in2001,thecompanymadeare-organizationontheITsystem,changedthepastdivisionsandpartofoperativemodel,establishedthethreecentersofdata,systemdevelopmentandcustomerresourcemanagement,combinedallthecustomers’channelswithanITback-aidplatform,increasedthedegreeofsharinginformationandresources,raisingtheefficiencyofcustomerresourcemanagement,whichstronglyadvancedPingAninto“InternationalTopIntegratedFinancialServiceGroup”CarryingonthecomprehensiveexploitationincustomersAccordingtothetrendofthedevelopmentinfinancialmarketandtheneedsofcustomers,withthehelpoftheadvancedconceptandmethodforcustomerrelationmanagement(CRM),in2001,thecompanyactivelytriedthecomprehensiveexploitationincustomers,promotedthebusinessmentosellotherseriesofproductsonthebasisofsellingtheirownseriesofproducts,withthehelpofcomputersande-commercialwebsiteofthecompanyprovidedthecustomerwiththecomprehensiveproductservice.Fromthetesting,thisworkmadeanidealresult,whichpromotedthegrowthinbusinessofthecompany,theincreaseinthestaffmembers’qualityandthestabilityinthesalesteam,increasedthecustomer’ssatisfactionandloyaltyandhelpedtoenhancetheintegratedcompetenceofthecompany.DevelopingnewbusinesschannelsThecompanyestablishedabankinsurancesector,invitedtheformervice-presidentofAmericanLincolnNationalReinsuranceCompany,thechiefrepresentativeofLincolnFinancialGroupShanghaiOfficeMr.Stephen•Clintontobeaconsultant,toguidethedevelopmentinbankagencycomputersystemandthenewbankagencysalesinsurancecovers,activelypromotedthecooperationofthecompanywithallbigbanks.Thecompanyestablishedastablecooperativerelationwithbanksandpostofficeinsomekeycitiesinthecountryfortheimportantcooperativechannels.In2001,thepremiumincomefromthebankagencybusinessofthecompanywas3.028billionyuan,whichwithonehandplacedthecompanyintheabsolutetoppositionintheindustry.Moreover,thecompanyestablishedanexcellentfinancialcenterinShanghaiwiththehelpofthesuccessfulexperiencefromtheforeigncolleagues,focusedonthetopclassofcustomersinthesociety,exploitedthemarketofcustomerswithhighvalueandactivelypreparedforhigherdegreecompetition.ActivelyprobingintonewbusinessfieldsThecompanysetupcreditcard(preparation)centerandactivelydevelopedtheresearchandpreparationworkbeforePingAncreditcarbusiness.Atthesametime,thecompanyactivelystartedtobuildupPingAnFundManagingCompanybymakinganapplicationtosomerelevantsupervisorydepartment.Atpresent,PingAncreditcardbusinesswasagreedinprinciplebyChinaInsuranceRegulatoryCommissionandreportedtothePeople’sBankofChinaforratification.PingAnFundManagingCompanywasalreadyonthelistofthefundcompaniesforthepriorratificationbyChinaSecurityRegulatoryCommission.IV.IntermsofaccomplishingdevelopmenttargetDeterminingtothestrivingtargetofthe500strongandthe400goodThecurrentsituationofeconomicandmarketdevelopmentdecidedthatthefuture3to5yearswillbethemostimportantperiodforthedevelopmentofPingAninthefuture.Inordertograspthechance,promotedevelopmentandmeethigherdegreesofchanceandcompetition,thecompanydeterminedtothestrivingtargetofmakingPingAnGroupintotheworld500strongandtheglobe400goodwithinthefuture5years.Therefore,thecompanyspeciallytransferredmanpower,materialforceandfinancialstrengthtofocusonresearchingthehistoryanddevelopinginternalfactorsoftheworld500strongenterprises.Thecompanyheldtheactivityof“whatcanIdoforthe500strong?”inthewholesystem,againinvitedMckinsey&Companytohelpworkoutthedevelopingschemeofthecompanyforthefuture5years,unitedthought,determinedthetargetandkeptconfidenceandtriedtostepintotheworld500strongandtheglobe400goodearlier.RaisingforeigncapitalandincreasingsolvencyAccordingto《TheProposalofIncreasingCapitalandSharesoftheCompany》passedbythe4thsessionofthe3rdCongressoftheBoardofthecompanyand《TheReplyforIncreasingCapitalandSharesinPingAnInsuranceCompanyofChinaLtd.》bythePeople’sBankofChina(Bankreply[1996]No:228),thecompanydrewout2.5billionyuanforincreasingshares.Duetothereasonsfromthemainmanagingdepartment,therewas280millionyuanofforeigncapitalsharesthatwasnotraisedsofar.InordertomeetthechallengeafterChina’sentryintoWTObetter,thecompanywasdiscussingwithafewofforeignstrategicinvestorsforparticipatinginsharesandaskedforlessthan20percentofthetotalsharesofthecompanyaftercarefulconsiderationandfiltration.Thisactwillfurtherenrichthecapitalofthecompany,increasethesolvencyofthecompanyandpromoteacontinuous,stableandhealthydevelopmentinthecompany.ActivelyseparatingbusinessesandquickeningstepstobeonthelistIn2001,thecompanyactivelywentonholdingthebusinessseparationandbeingonthelist.Afteralonghardeffort,theprogramofthecompanyforseparatingbusinessgottheratificationbyChinaInsuranceRegulatoryCommissiononDecember5,2001,whichwasthemostfavorableprogramforthecompany,thatwasfromPingAnInsuranceCompanyofChinaLtd.toPingAnInsurance(Group)CompanyofChinaLtd..TherenamedPingAnInsurance(Group)CompanyofChinaLtd.willholdsharesandstarttoestablishPingAnPropertyInsuranceCompanyofChinaLtd.andPingAnLifeInsuranceCompanyofChinaLtd.withthepropertyinsuranceassetsandlifeinsuranceassetsoftheformercompany.Inaddition,theGroupwillretain95percentofequitycapitalinPingAnTrustCompanyandindirectlyhold30percentofequitycapitalinPingAnSecurityCompanyLtd.Atpresent,thecompanywascarryingonalltheseparatingbusinessworkwiththerequirementsofChinaInsuranceregulatoryCommission.Accordingtotheprocess,thecompanyactivelydevelopedtheworkofbeingonthelist,whichwillenlargestrengthandincreasethegainingability.Whilefullyconfirmingtheworkingachievements,wealsomakesurethattherearealotofdifficultiesandproblemsexistinginthedevelopmentofthecompany,suchasinadequatesolvencyandthelossbetweeninterestsandprofitsinlifeinsurance,narrowchannelsforinsuranceinvestment,seriousinstitutionproblemstroub