安盛天平2026年度机构年中工作会议圆满召开
锚定“调结构、稳利润、促增长”战略 凝聚高质量发展合力
AXA Tianping Successfully Holds Its 2026 Mid-Year Branch Meeting
Committed to the “Restructure, Stabilize Profits, Drive Growth” Strategy, Rallying Momentum for High-Quality Development
7月27日至28日，安盛天平2026年度机构年中工作会议在成都召开。公司管理层、各区域及机构负责人、总公司各职能部门负责人共同参会，围绕上半年经营成果复盘、下半年重点工作部署及中长期战略落地展开深入探讨，进一步统一思想、明确路径，为全年目标达成及高质量发展筑牢根基。
复盘经营成果 明确战略方向
在开场致辞中，安盛天平首席执行官左伟豪先生回顾了公司自2019年独资以来的发展脉络，重点通报了2026年上半年经营“成绩单”：保费规模稳中有增，综合成本率同比改善，利润指标持续向好，核心经营指标符合预期。结合当前市场环境与行业趋势，左总对下半年重点工作作出系统部署，要求全司上下紧扣“调结构、稳利润、促增长”战略主线，确保全年目标高质量落地。
条线协同复盘 夯实业务底座
会上，各业务条线及职能部门依次作专项汇报，全面梳理上半年工作成效，明确下半年攻坚方向。
在渠道条线，区域及中心整体经营表现优异，多数机构保费达成率、利润贡献度保持稳健。下半年将重点推进大项目储备、渠道精细化运营与续保管理提质，持续强化“以客户为中心”的销售能力建设。
在产品条线方面，车险实现保费与效益双优，健康险、商业险、零售险与团险普惠业务稳健成长，多项新业务与渠道拓展逐步落地见效。
总部以“星火项目”推动跨条线协同创新，已形成多个可复制推广的项目经验，正在机构端逐步铺开；理赔客服聚焦消费者权益保护，加速数字化转型；市场营销完成战略传播体系升级；人力资源、大运营及合规条线分别从人才支持、监管合规等维度筑牢发展底座。
经验互鉴促提升 分区研讨解难题
28日上午，三大区域及四川、河北、苏州三家优秀机构代表依次作经验分享，围绕渠道精细化管理、健康险差异化经营、团客业务深度拓展等核心议题，输出了一批可复制、可落地的实战经验，为各区域、机构搭建了互学互鉴的高效平台。
28日下午，会议以区域为单位开展分组研讨。各区域紧扣自身经营痛点与发展机遇，聚焦2026年工作思路与实施路径，开展深度交流。总部各职能部门负责人及相关骨干分赴各区域参与讨论，通过“面对面沟通、点对点答疑”，进一步打通总分协作堵点，强化一线支撑力度。
明确七项要求 指引下半年工作
在大会总结中左总对下半年工作明确提出了七项要求，为全司行动划出清晰“路线图”：
一、坚持以客户为中心，把客户需求作为经营出发点；
二、严守合规底线、强化风险管控，筑牢稳健发展根基；
三、主动拥抱AI工具，以科技赋能提质增效；
四、高度重视消保，将消保要求贯穿服务全流程；
五、正视利润承压，对于全年各种可能风险，须高度警惕、做足预案；
六、守牢网络安全与客户信息红线；
七、敢于尝试突破，在转型中开新局。
锚定方向再出发 共谱发展新篇章
本次会议既是上半年工作的“复盘会”，也是下半年攻坚的“动员会”，更是中长期战略的“推进会”。全司上下将以此次会议为契机，在”调结构、稳利润、促增长”战略引领下，进一步统一思想、凝聚合力，以更坚定的步伐，迈向“盈利稳固、创新引领”的高质量发展新阶段。未来，安盛天平将持续秉持“以客户为中心”的理念，通过结构优化夯实业务根基，主动拥抱行业变革拓宽服务边界，在与时代同行的征程中，续写更加辽阔的篇章！
From July 27 to 28, AXA Tianping held its 2026 Mid-Year Branch Meeting in Chengdu. The Company’s senior management, together with the heads of all regions and branch institutions and the heads of the head office’s functional departments, attended the meeting. Participants engaged in in-depth discussions on reviewing the business performance of the first half of the year, prioritizing key tasks for the second half, and delivering on the mid- and long-term strategy, further aligning their thinking, clarifying the roadmap, and building a solid foundation for achieving the full-year targets and pursuing high-quality development.
Reviewing Business Results, Clarifying the Strategic Direction
In his opening address, Kevin, Chief Executive Officer of AXA Tianping, reviewed the Company’s development journey since it became a wholly-owned subsidiary in 2019, and gave a focused briefing on the business “report card” for the first half of 2026: premium volume grew steadily, the combined ratio improved year on year, profit indicators continued to trend upward, and the core operating indicators met expectations. Drawing on the current market environment and industry trends, Kevin made systematic arrangements for the key priorities of the second half, calling on the entire Company to stay closely aligned with the “Restructure, Stabilize Profits, Drive Growth” strategic theme to ensure the high-quality delivery of the full-year targets.
Cross-Line Review to Consolidate the Business Foundation
During the meeting, each business line and functional department delivered a dedicated report in turn, comprehensively summarizing the achievements of the first half and setting out the priorities to tackle in the second half.
On the distribution line, the regions and centers delivered strong overall business performance, with most branches maintaining steady premium attainment rates and profit contributions. In the second half, priority will be given to building up a pipeline of major projects, refining distribution operations, and improving the quality of renewal management, while continuing to strengthen customer-centric sales capabilities.
On the product line, motor insurance achieved both premium growth and profitability, while the health, commercial, retail and group inclusive-insurance businesses grew steadily, with a number of new business lines and channel expansions gradually taking root and delivering results.
The head office has been driving cross-line collaborative innovation through the “Xinghuo Project,” which has produced a number of replicable and scalable project experiences now being rolled out across the branches. The claims and customer-service function are focusing on the protection of consumers’ rights and accelerating digital transformation; marketing and communications has completed an upgrade of its strategic communications system; and the human resources, major operations and compliance lines are each reinforcing the foundation for development from the perspectives of talent support and regulatory compliance.
Learning from Each Other’s Experience, Regional Workshops to Solve Challenges
On the morning of July 28, representatives from the three major regions and from three outstanding institutions—Sichuan, Hebei and Suzhou—shared their experience in turn. Centering on core topics such as refined channel management, differentiated health-insurance operations and the in-depth development of group-client business, they produced a batch of replicable and actionable field-tested practices, building an efficient platform for regions and institutions to learn from one another.
On the afternoon of July 28, the meeting held group discussions organized by region. Each region, closely focused on its own business pain points and development opportunities, held in-depth exchanges around its working approach and implementation roadmap for 2026. The heads of the head office’s functional departments and relevant key staff joined the discussions in each region and, through face-to-face communication and point-to-point Q&A, further removed the bottlenecks in head-office-and-branch collaboration and strengthened support for the frontline.
Seven Requirements to Guide the Work of the Second Half
In his closing summary, Kevin put forward seven clear requirements for the work of the second half, drawing a clear “roadmap” for the actions of the entire Company:
1. Stay customer-centric, taking customer needs as the starting point of all business activities;
2. Strictly uphold the compliance bottom line and strengthen risk control to build a solid foundation for steady development;
3. Proactively embrace AI tools to enhance quality and efficiency through technology;
4. Attach high importance to consumer protection, embedding consumer-protection requirements throughout the entire service process;
5. Face profit pressure squarely, remaining highly vigilant about the various potential risks throughout the year and preparing thorough contingency plans;
6. Firmly guard the red lines of cybersecurity and customer information;
7. Dare to attempt breakthroughs and open up new prospects amid transformation.
Re-setting Out with a Clear Direction to Write a New Chapter of Development
This meeting was at once a “review session” for the work of the first half, a “mobilization meeting” for the second half’s push, and a “promotion meeting” for the mid- and long-term strategy. Taking this meeting as an opportunity, the entire Company will, under the guidance of the “Restructure, Stabilize Profits, Drive Growth” strategy, further align its thinking and rally its combined strength, and, with a firmer stride, advance toward a new stage of high-quality development characterized by “stable profitability and innovation-driven leadership.” Looking ahead, AXA Tianping will continue to uphold its “customer-centric” philosophy, consolidate its business foundation through structural optimization, proactively embrace industry transformation to broaden the boundaries of its services, and, marching in step with the times, write an even grander chapter.