Author: 陆俊融

星火计划系列访谈：
别人恐惧我尝试：广西新能源险车转型记
Spark Project Interview Series: While Others Fear, I Dare — Guangxi’s New Energy Vehicle Insurance Transformation Journey

引言：

在新能源汽车市场蓬勃发展的背景下，其保险业务却因风险模型不成熟、数据积累不足、赔付成本难测等挑战，成为许多保险同行谨慎观望的领域。

面对未知，广西分公司选择了一条突破常规之路，在别人恐惧时勇于尝试，躬身入局。这份尝试的勇气也换来了一份沉甸甸的成绩单：：经2024年下半年推动后，2025年实现了签单保费1193万，目标达成率113%、同比增速119%的亮眼佳绩。它生动诠释了：转型并非等来的风口，而是主动出击趟出来的出路。

• 机构转型名片

– 项目名称：新能源车险项目  

– 牵头机构：广西分公司  

– 转型关键词：勇于尝试、跨区域交互

– 核心数据亮点：25年机构签单1193万，目标达成率113%，同比增速119%高于全司。

对话机构一把手：梁友仁

• “这是一条‘差异化、品质高’的转型之路。”​

问题1：新能源车险赔付率偏高是行业普遍面临的挑战。广西分公司为何选新能源车险作为转型突破口？项目推进的过程中，机构是如何正视并判断这一问题的？

答：

在2024年下半年选择新能源车险转型尝试，是基于我们对车险市场的研判。

首先，源于我们的数据洞察与市场预判：2024年广西新能源汽车市场渗透率已超50%，领先全国；南宁、柳州更是整车制造与核心配件布局的重要生产基地，这是得天独厚的区位优势；此外，本地市场对新能源车接受度高，车险需求旺盛，车险增量空间清晰。只有主动入场，抢占先机，才能获得目标业务的选择权。

其次，源于我们的风险再识与主动破局。行业普遍担忧高赔付风险，但我们认为高赔付是阶段性痛点，而非不可逾越的红线，我们以项目推进形式开展业务，能有效打通条线岗位壁垒，项目组成员统一按照”精准承保、精益理赔、精细管理”的方向，有针对性地收集和积累承保、理赔、销售等一手数据，并逐步跑通车主驾驶、车辆数据、承保定价、理赔定损、风险管控的数据链路，这样就可以把部分集中的风险变成可控，最终达到动选择业务的目标。

最后，源于我们主动错位竞争的战略勇气。当同等量级的市场主体普遍观望时， 我们已切入布局，按规划完成承保任务；而当行业普遍谨慎时，我们又已积累数据，按风险优化承保政策；最终通过错位竞争，走出一条适合自己的“差异化、品质高”转型之路。

问题2：回顾整个项目过程，您认为：机构层面最关键的三项管理动作是什么？您认为哪些经验针对2026年的转型项目仍具有普适价值？

答：

最关键的三项动作是：定基调、拆藩篱、配资源。我认为这些经验对2026年的转型项目也具有很强的普适价值。

1. 定基调（战略对齐）：明确新能源车险不是理赔的“麻烦”，也不是业务的“鸡肋”，而是公司的“新机遇”。项目推进中团队逐渐统一思想，全员明确“现在的尝试是为了未来的发展”。

2. 拆藩篱（跨域协同）：我们成立的项目专项工作组，打破了条线岗位壁垒，业务机构及时收集渠道需求及市场动态，确保信息共享；理赔条线重点收集车系、里程、驾驶习惯等专项数据，反哺前端定价；业管部门综合分析数据，及时调整政策精准支持业务机构，促进整个团队协同作战的凝聚力。

3. 配资源（容错机制）：转型期间，最怕“既要马儿跑，又要马儿不吃草”。我们除了为项目配备条线骨干成员外，还设立了专门的考核要求和容错空间，不因为短期的赔付率波动而全盘否定，让项目团队始终保持“愿尝试、敢调整，会创新”的良好工作氛围。

问题3：如果让您给即将启动2026年转型项目的机构提三条建议，您认为是什么？

答：

有以下三个建议共勉：

1. 下场行动比推演更重要。不要等“完全准备好”再开始，数据永远不够，模型永远不完美，只能在实战中不断迭代向前。

2. 把握好风险控制与业务发展的平衡点。宁可慢一点、稳一点，也要守住盈利原则，实现项目的高质量可持续发展。

3. 团队聚力比方案更重要。转型项目所需的人力、资源往往需要跨部门重新分配，只有“一把手”站出来协调投入、解决冲突，项目才能推得动，效率高。

• 对话项目负责人：黎卓嘉

“主动学，主动做，主动连接”

问题1：在接到担任新能源车险星火项目负责人的任务时，当时您内心最真实的感受是什么？

答：

说实话，第一反应是既兴奋又忐忑。

兴奋的是公司对我的信任，可以有这样宝贵的历练机会；忐忑的是，如何聚焦目标客群，怎样挑选目标车型，如何差异化定价，怎么管理高风险业务等等，这一切都是未知数。但梁总一句“你们去做，有问题我来担”，给我吃了一颗定心丸，这种信任感让我的心态从“害怕失败”转变成了“聚焦成功”，可以心无旁鹭地扑在项目上。

问题2: 新能源车险的赔付率管控，往往涉及承保、理赔、销售等多方协同。广西机构是如何打破条线边界，形成整体经营视角的？

答: 

广西分公司长期以来执行轮岗培训、部门联动的工作要求，所以项目组特意吸纳了重点机构（南宁、柳州）、业管部、理赔部的负责人及部门骨干等在内的成员。大家快速达成了”防风险，保成本，促业务“的共识，建立了风险日报数据共享、定期周会共同复盘、联合走访渠道沟通等高频有效的合作机制，精准确定目标业务，共同推动业务达成。同时，在总公司的指导支持下、项目机构的无私分享中，收获了包括执行路径和管理方法等在内的宝贵经验，并逐渐形成了渠道优先报价、核保政策前移、风险前置反馈的工作模式，为后续新能源业务推动、赔付管控奠定了坚实基础。

问题3：对于即将在 2026 年参与转型项目、但同样没有项目经验的同事，您最想告诉他们的一点是什么？

答：

我想说的是：没有项目经验不可怕，只要”主动学，主动做，主动连接“，就会进步。例如在新能源项目推动过程中，业管学习理赔逻辑，理赔学习业务政策，销售学习数据原理大家聚在一起，把不同领域的知识连接起来，就发现原本想不通的问题，其答案往往就在与伙伴交流的灵光一现间。只要每人保持主动性，去做合格的“连接者“，就可以力争促成项目集体目标的达成。

• 小贴士：如想进一步了解新能源车险转型项目，欢迎联系：lizj1@axatp.com

• Introduction:​

Against the backdrop of the booming new energy vehicle (NEV) market, its insurance business has become a field many insurance peers cautiously observe due to challenges such as immature risk models, insufficient data accumulation, and unpredictable claim costs.

Facing the unknown, Guangxi Branch chose an unconventional path, daring to try when others feared, and diving in headfirst. This courage to attempt has yielded substantial results: after promotion in the second half of 2024, 2025 achieved a written premium of 11.93 million yuan, with a target achievement rate of 113% and a year-on-year growth rate of 119%. This vividly illustrates that transformation is not a windfall to be waited for, but a path forged through proactive action.

• Branch Transformation Profile
• Project Name: New Energy Vehicle Insurance Project
• Leading Branch: Guangxi Branch
• Transformation Keywords: Courage to Try, Cross-Regional Engagement
• Core Data Highlights: 2025 branchwritten premium of 11.93 million yuan, target achievement rate 113%, year-on-year growth rate 119% higher than the company average.

Interview with the Branch General Manager: Liang Youren

• “This is a ‘differentiated, high-quality’ transformation path.”​

Question 1:​ The high loss ratio of new energy vehicle insurance is a common challenge in the industry. Why did Guangxi Branch choose new energy vehicle insurance as the breakthrough point for transformation? During the project advancement, how did the institution recognize and assess this issue?

Answer:​

Choosing to attempt the new energy vehicle insurance transformation in the second half of 2024 was based on our analysis of the motor insurance market.

First, it stemmed from our data insights and market foresight: In 2024, the penetration rate of new energy vehicles in Guangxi had exceeded 50%, leading the nation; Nanning and Liuzhou are important production bases for vehicle manufacturing and core component layout, providing a unique geographical advantage. Additionally, the local market has a high acceptance of new energy vehicles, with strong insurance demand and clear growth potential. Only by actively entering the market and seizing the initiative can we gain the right to select target business.

Second, it stemmed from our risk re-evaluation and proactive breakthrough. While the industry generally worries about high claim risks, we believe high loss ratios are a phased pain point, not an insurmountable barrier. By advancing the business in project form, we effectively broke down departmental barriers. Project team members uniformly followed the direction of “precise underwriting, lean claims handling, and meticulous management,” systematically collecting and accumulating first-hand data on underwriting, claims, and sales. We gradually established the data chain covering driver behavior, vehicle data, underwriting pricing, claims assessment, and risk control. This allowed us to transform some concentrated risks into controllable ones, ultimately achieving the goal of actively selecting business.

Finally, it stemmed from our strategic courage for proactive differentiated competition. When market players of similar scale were generally observing, we had already entered and laid out, completing underwriting tasks according to plan. When the industry became generally cautious, we had already accumulated data and optimized underwriting policies based on risk. Ultimately, through differentiated competition, we carved out a “differentiated, high-quality” transformation path suited to ourselves.

Question 2:​ Looking back, what were the three most critical management actions at the branch level? Which experiences have universal value for other branches’ transformation projects in 2026?

Answer:​

The three most critical actions are: Setting the Tone, Breaking Down Barriers, and Allocating Resources. I believe these experiences have strong universal value for 2026 transformation projects.

1. Setting the Tone (Strategic Alignment):​ Clearly defining that new energy vehicle insurance is not a “trouble” for claims, nor a “chicken rib” for business, but a “new opportunity” for the company. During project advancement, the team gradually unified its thinking, with all members understanding that “today’s attempts are for tomorrow’s development.”
2. Breaking Down Barriers (Cross-Domain Collaboration):​ We established a dedicated project task force, breaking down departmental barriers. Business units promptly collected distribution demands and market dynamics to ensure information sharing. The claims department focused on collecting specialized data such as vehicle series, mileage, and driving habits to feed back into front-end pricing. The business management department conducted comprehensive data analysis, timely adjusted policies for precise business support, and fostered a cohesive team spirit for collaborative operations.
3. Allocating Resources (Error-Tolerant Mechanism):​ During transformation, the worst scenario is “expecting the horse to run fast without feeding it.” In addition to assigning departmental key members to the project, we established specific assessment requirements and room for error tolerance. We did not negate the entire effort due to short-term fluctuations in the loss ratio, allowing the project team to consistently maintain a positive working atmosphere of “willing to try, daring to adjust, and capable of innovating.”

Question 3:​ If you were to give three suggestions to other branches about to launch transformation projects in 2026, what would they be?

Answer:​

Here are three suggestions for mutual encouragement:

1. Action in the field is more important than simulation.​ Don’t wait until you are “completely ready” to start. Data is never enough, and models are never perfect. You can only keep iterating forward through practical experience.
2. Grasp the balance point between risk control and business development.​ It’s better to be a bit slower and steadier, adhering to profitability principles to achieve high-quality, sustainable development of the project.
3. Team cohesion is more important than the plan.​ The manpower and resources required for transformation projects often need to be reallocated across departments. Only when the “top leader” steps forward to coordinate inputs and resolve conflicts can the project advance efficiently.

Interview with the Project Leader: Li Zhuojia

​”Actively Learn, Actively Do, and Actively Connect”​

Question 1:​ When you were assigned the task of leading the New Energy Vehicle Insurance Spark Project, what was your most genuine feeling at that moment?

Answer:​

To be honest, my first reaction was a mix of excitement and concern.

I was excited about the company’s trust in me, offering such a valuable opportunity. I was apprehensive about the unknowns: how to focus on the target customer group, how to select target vehicle models, how to implement differentiated pricing, how to manage high-risk business, and so on. However, Mr. Liang’s words, “You go ahead and do it; I’ll take responsibility if there were any problems,” gave me a reassurance. This sense of trust shifted my mindset from “fearing failure” to “focusing on success,” allowing me to devote myself wholeheartedly to the project without distractions.

Question 2:​ The management of the loss ratio for new energy vehicle insurance often involves collaboration among underwriting, claims, sales, and other parties. How did the Guangxi branch break down departmental boundaries to form an integrated operational perspective?

Answer:​

Guangxi Branch has long implemented job rotation training and departmental linkage requirements. Therefore, the project team specifically included members such as heads and key staff from major branches (Nanning, Liuzhou), the Business Management Department, and the Claims Department. We quickly reached a consensus on “preventing risks, ensuring costs, and promoting business.” We established highly effective cooperation mechanisms, including daily risk data sharing, regular weekly joint review meetings, and joint channel visits for communication. This allowed us to precisely identify target business and jointly drive business achievement. Simultaneously, with the guidance and support from the Headquarters and the selfless sharing from project institutions, we gained valuable experiences, including execution paths and management methods. We gradually formed a working model of channel priority quotation, underwriting policy front-loading, and risk pre-feedback, laying a solid foundation for subsequent NEV business promotion and claim cost control.

Question 3:​ For colleagues who will participate in transformation projects in 2026 who similarly lack project experience, what would you tell them if there were only one thing for you to share?

Answer:​

What I want to say is: It’s ok if you don’t have any experience. As long as you “actively learn, actively do, and actively connect,” you will progress. For example, during the NEV project promotion, business management learned claims logic, claims learned business policies, and sales learned data principles. When everyone gathered, connecting from different fields, we found that the answers to previously puzzling problems often emerged in flashes of insight during exchanges with colleagues. As long as each person maintains initiative and strives to be a competent “connector,” we can work together to achieve the project’s collective goals.

• Tip:​ For further information about the New Energy Vehicle Insurance Transformation Project, please contact: lizj1@axatp.com

安盛天平荣膺“保险数字化转型创新奖”
数智实力闪耀上海金融科技节
AXA Tianping Recognized with “Insurance Digital Transformation Innovation Award”​ for Its Digital Intelligence Excellence at the Shanghai Fintech Festival

2026年3月20日，上海金融科技节暨“第十七届InsurAI保险人工智能峰会”圆满落幕。安盛天平财产保险有限公司（以下简称“安盛天平”）凭借在数智化领域的前瞻布局与卓越成效，成功斩获“FiNAL保险数字化转型创新奖”，彰显了公司在行业数字化浪潮中的创新引领地位。

安盛天平作为AXA安盛集团在华唯一全资财产保险公司，积极响应集团在华核心战略，持续加大资源投入，深耕数字化创新 实践。公司通过全面落地多维度智能应用场景，实现了平台转化与运营效率的双重提升，为行业数字化转型树立了成功典范。

作为拥有超200年历史的全球保险领先品牌，安盛集团对中国市场抱有坚定信心。安盛天平的此次获奖，是集团在华长期投入与技术赋能的集中体现，公司在数字化客户运营、数字化直销赋能及AI技术探索三大战略维度的实践路径，生动展示了从平台建设到智能场景应用的系统性创新成果，为行业同仁提供了极具价值的实战参考。

展望未来，安盛天平将继续以数智创新为核心引擎，在产品服务优化、运营效率提升与技术应用深化等领域持续深耕，致力于为广大客户提供更优质、更高效的保障体验，为中国保险行业高质量发展贡献“安盛智慧”，以实际行动践行了对中国市场的坚定承诺。

On March 20, 2026, the Shanghai Fintech Festival and the 17th InsurAI Insurance Artificial Intelligence Summit concluded successfully. AXA Tianping Property & Casualty Insurance Co., Ltd. (“AXA Tianping”) received the “FiNAL Insurance Digital Transformation Innovation Award” in recognition of its forward-looking digital strategy and outstanding achievements, further underscoring the company’s leading role in the industry’s digital transformation.

As AXA’s only fully owned property and casualty insurance company in China, AXA Tianping has actively aligned with the Group’s core strategy in the Chinese market, continuously increasing  investment and advancing digital innovation initiatives. By fully implementing intelligent applications across multiple scenarios, the company has achieved both stronger platform conversion and improved operational efficiency, setting a successful example for the insurance industry’s digital transformation.

With a history of more than 200 years, AXA is a leading global insurance brand with strong confidence in the Chinese market. This award reflects the Group’s long-term commitment and technology empowerment in China. Through its practical achievements in three strategic areas—digital customer operations, digital direct sales enablement, and AI technology exploration—AXA Tianping has vividly demonstrated systematic innovation from platform development to the deployment of intelligent application scenarios, offering valuable practical insights for industry peers.

Looking ahead, AXA Tianping will continue to use digital intelligence innovation as a core growth engine and further deepen its efforts in product and service optimization, operational efficiency improvement, and advanced technology application. The company remains committed to delivering higher-quality and more efficient protection services to customers, contributing AXA’s expertise to the high-quality development of China’s insurance industry, and demonstrating through concrete actions its long-term commitment to the Chinese market.

骐骥开盛势,骁骏拓新天—安盛天平2025年度机构年终工作会议圆满召开
AXA Tianping 2025 Annual Branch Meeting Successfully Held

2026年1月28日至29日，安盛天平2025年度机构年终工作会议在重庆隆重召开。安盛大中华区领导、安盛天平管理层、各区域总、中心及机构负责人，以及总分公司相关领导共聚一堂，全面复盘2025年经营发展成果，系统擘画2026年战略蓝图与核心工作，为公司高质量发展凝聚共识、汇聚力量。

安盛中国大陆、香港及澳门行政总裁尹玄慧女士为会议致开幕辞。尹总高度肯定了安盛天平在2025年的亮眼表现，对全体同仁的辛勤付出致以诚挚敬意。同时，安盛集团及大中华区，对安盛天平2026年的发展寄予深切厚望，尹总勉励全体同仁再接再厉，在新征程上续写辉煌。

随后，安盛天平首席执行官左伟豪先生带领全体参会人员回顾2025年整体经营业绩。在“调结构，稳利润，促增长”的战略指引下，公司上下同心、总分协同，直面市场挑战迎难而上，最终实现了规模与效益的双提升，交出了一份沉甸甸的年度答卷。左总在总结中强调，过往的成果来之不易，2026年更需凝心聚力、乘势而上，向着更高目标稳步迈进。

首席财务官LAUR PIERRE DENIS先生随后进行2025年财务报告，全面解析公司财务运行状况，并围绕2026年经营目标，明确了财务管控、成本费用优化等核心要求，为公司稳健运营筑牢财务根基。

安盛天平副总经理周连成先生随后公布了2025年区域、机构及中心KPI考核结果，对各区域、机构及中心在2025年的亮眼表现给予高度赞誉。在回顾2025年调结构工作亮点的同时，周总明确了2026年发展路径：持续强化机构销售能力建设，搭建“以客户为中心”的运营服务平台，通过多项务实举措，助力机构全面达成年度业绩目标，夯实长期可持续发展的基础。

首席战略官毕玉泉先生带领大家回顾“星火项目”的推进历程。会上展示了多个跨机构协同项目在保费增长、成本节降等方面取得的突破性成效，一批可复制、可推广的优秀实践脱颖而出。“星星之火，众志成城”，毕总强调，星火项目的成功实践印证了协同创新的强大动能，未来将持续深化跨机构、部门合作，释放创新发展新活力。

各业务条线及职能部门领导随后依次汇报工作。业务板块中，车险实现增速与成本管控双突破，2026年将聚焦结构优化与品质提升，筑牢盈利稳定性；健康险保费稳步增长，产品迭代与成本优化成效显著，未来将以产品升级为核心，持续提升客户服务体验；商业险通过成本结构优化实现续保率稳步提升，后续将强化专业队伍建设，以稳健的姿态应对当下市场变化；零售险持续调整业务结构，直销与分销渠道亮点纷呈，今年将聚焦旅行险、家财险等重点领域，通过产品升级和服务提升来应对市场挑战；团险业务规模稳步扩大，中小微企业业务占比持续提升，未来将深化政企合作，拓展普惠创新业务边界。职能板块中，理赔客服、市场营销与公共事务、人力资源、风险管理、法律合规等部门分别复盘2025年工作成果，围绕业务支持、品质把控、能力提升、风险防控等核心要求，明确了2026年工作重点，为公司整体战略落地提供坚实保障。

第一天会议尾声，安盛中国大陆、香港及澳门首席分销业务总监李俊豪先生与安盛天平首席执行官左伟豪先生分别作总结讲话。李俊豪先生高度赞扬安盛天平2025年取得的“惊艳”成绩，强调未来发展既要“守土”，筑牢既有优势，更要“破局”，寻找发展机遇。左伟豪先生对总部各部门报告进行逐一点评，对各个部门与机构的协同表现给予充分肯定，强调2025年的成绩是“利润与规模并进”的双重胜利，未来将持续夯实核心能力建设，推动公司向更高质量、更可持续的发展阶段迈进。会上，左伟豪先生还正式公布“第三届AXA安盛大中华高峰会”即将举办的消息，鼓励各机构奋勇争先，争取入围资格，在更高平台展现风采。

会议第二天上午，三大区域及山东、江苏、上海三家优秀机构代表上台分享经验。各分享单位围绕业务经营、队伍建设、渠道经营等核心议题，传递了可借鉴、可复制的宝贵经验，为各区域、机构相互学习、共同提升搭建了高效交流平台。

会议第二天下午，以区域为单位召开分区研讨会。各区域聚焦自身经营痛点与发展机遇，深入探讨2026年工作思路与实施路径，总部各部门领导及相关同事分赴各区域参与讨论，通过面对面沟通、点对点答疑，进一步加深总分沟通协作。

此次2025年度机构年终工作会议的圆满召开，不仅全面复盘了过往成绩、明确了未来方向，更凝聚了总分协同、上下一心的强大合力。随着总部战略蓝图逐步落地为各机构的具体实践路径，“调结构，稳利润，促增长”的立体作战矩阵已全面构筑。展望2026年，安盛天平全体同仁将以此次会议为新起点，秉持实干精神、强化协同意识，全力以赴冲刺年度目标，共同书写公司高质量发展的新篇章！

From January 28 to 29, 2026, AXA Tianping’s 2025 Annual Branch Meeting was grandly held in Chongqing. Leaders from AXA Greater China, AXA Tianping management, regional heads, center and branch leaders, along with relevant executives from the headquarters and branches, gathered to comprehensively review the operational achievements of 2025 and systematically outline the strategic blueprint and key priorities for 2026, consolidating consensus and pooling strength for the company’s high-quality development.

Ms. Sally Wan, CEO of AXA Mainland China, Hong Kong and Macau, delivered the opening address. Sally highly recognized AXA Tianping’s outstanding performance in 2025 and expressed sincere appreciation for the hard work of all colleagues. She conveyed AXA Group and Greater China’s high expectations for AXA Tianping’s development in 2026 and encouraged everyone to continue their efforts and achieve even greater success in the new journey.

Subsequently, Mr. Kevin Chor, CEO of AXA Tianping, led attendees in reviewing the company’s overall operating performance in 2025. Guided by the strategy of “adjusting structure, stabilizing profits, and driving growth,” the entire organization worked in unity, with close coordination between the head office and branches. Facing market challenges head-on, the company achieved dual improvements in scale and profitability, delivering a substantial annual performance. Kevin emphasized in his summary that the achievements of the past year were hard-won, and 2026 calls for even greater cohesion to build on this momentum and steadily advance toward higher goals.

Chief Financial Officer Mr. Pierre Laur then presented the 2025 financial report, providing a comprehensive analysis of the company’s financial operations. He outlined key requirements for financial control and cost optimization in alignment with the 2026 operational targets, laying a solid financial foundation for the company’s stable development.

Mr. Zhou Liancheng, Vice President of AXA Tianping, announced the 2025 KPI results for regions, branches, and centers, commending their outstanding performance throughout the year. While reviewing the highlights of the structural adjustment efforts in 2025, Mr. Zhou outlined the development path for 2026: continuously strengthening branch sales capabilities, building a “customer-centric” operations service platform, and supporting branches through practical measures to achieve annual performance goals and solidify a foundation for long-term sustainable development.

Mr. Bi Yuquan, Chief Strategy Officer, led a review of the progress of “Xinghuo Project.” The session showcased breakthrough results from several cross-branch collaborative projects in areas such as premium growth and cost reduction, highlighting a number of replicable and scalable best practices. “A single spark can start a prairie fire; unity is strength,” Mr. Bi emphasized. He noted that the success of Xinghuo demonstrates the powerful momentum generated by collaborative innovation, and the company will continue to deepen cross-branch and cross-departmental cooperation to unlock new vitality for innovation and development.

Leaders from various business lines and functional departments subsequently presented their work reports. On the business front, motor insurance achieved breakthroughs in both growth and cost control, with plans for 2026 focusing on structural optimization and quality improvement to solidify profitability stability. Health insurance saw steady premium growth, with significant achievements in product iteration and cost optimization; future efforts will center on product upgrades to continuously enhance customer service experience. Commercial insurance achieved a steady increase in renewal rates through cost structure optimization, with a focus on strengthening professional teams to respond steadily to current market changes. Retail insurance continued to adjust its business structure, with notable highlights in direct and distribution channels; this year, focus will be on key areas such as travel insurance and home insurance, addressing market challenges through product upgrades and service improvements. Group insurance experienced steady business expansion, with a growing proportion from small and micro enterprises; future efforts will deepen government-enterprise cooperation and expand the boundaries of inclusive and innovative business. Among functional departments, Claims & Customer Service, Marketing & Public Affairs & Corporate Communications, Human Resources, Risk Management, Legal & Compliance, among others, reviewed their 2025 work achievements and outlined key priorities for 2026 centered around business support, quality control, capability enhancement, and risk prevention, providing solid support for the implementation of the company’s overall strategy.

At the conclusion of the first day, Mr. Michael Lee, Chief Distribution Officer of AXA Mainland China, Hong Kong and Macau, and Mr. Kevin Chor, CEO of AXA Tianping, delivered closing remarks. Mr. Lee highly praised AXA Tianping’s “impressive” achievements in 2025, emphasizing that future development must involve both “holding ground” by reinforcing existing strengths and “breaking new ground” by seeking growth opportunities. Kevin provided detailed comments on the reports from various head office departments, fully acknowledging the collaborative performance across departments and branches. He emphasized that the achievements of 2025 represented a dual victory in both profit and scale, and that the company would continue to strengthen its core capabilities, driving toward a stage of higher quality and more sustainable development. During the session, Mr. Chor also officially announced the upcoming “Third AXA Greater China Summit,” encouraging all branches to strive for qualification and showcase their excellence on a higher platform.

On the morning of the second day, representatives from three major regions and three outstanding branches—Shandong, Jiangsu, and Shanghai—shared their experiences. The presentations covered core topics such as business operations, team building, and channel management, offering valuable and replicable insights and establishing an efficient platform for mutual learning and collective improvement across regions and branches.

In the afternoon of the second day, breakout sessions were held by region. Each region conducted in-depth discussions on work plans and implementation paths for 2026, focusing on their own operational challenges and growth opportunities. Leaders and relevant colleagues from head office departments participated in the discussions, strengthening communication and coordination between the head office and branches through face-to-face interactions and targeted Q&A sessions.

The successful convening of the 2025 Annual branch meeting not only provided a comprehensive review of past achievements and clarified future directions but also consolidated a powerful synergy between the headquarters and branches. As the head office’s strategic blueprint is gradually translated into concrete implementation paths for each branch, the multi-dimensional operational matrix of “adjusting structure, stabilizing profits, and driving growth” is now fully established. Looking ahead to 2026, all colleagues at AXA Tianping will take this conference as a new starting point, uphold a spirit of practical effort, strengthen their sense of collaboration, and dedicate themselves fully to achieving the annual goals, collectively writing a new chapter in the company’s high-quality development journey.

媒体之声 |“两会”特别报道
Media Voice | Special Report on the “Two Sessions”​

在全国”十五五”规划开局之年，2026年全国两会为经济社会发展擘画了新蓝图。安盛天平敏锐把握这一关键时机，主动发声，深度策划，积极对接核心媒体，获得央视新闻、券商中国、上海证券报等权威媒体的广泛关注与深度报道，充分展现了安盛作为外资保险机构代表的行业影响力与中国信心。

央视点赞 | 安盛天平看两会：深耕中国 大有可为！

今年两会政府工作报告首次提及商业健康保险，“着力建设强大国内市场”为保险行业打开了新的发展空间。两会期间，央视新闻进行深耕中国、跨国企业看两会的专题报告，安盛天平作为外资金融机构重要代表接受采访报道。安盛天平首席执行官左伟豪表示，“作为国内最大的外商独资财产保险公司之一，安盛天平亲历了从合资到独资的转变。报告特别提出‘稳步扩大规则、规制、管理、标准等制度型开放’，为外资企业提供了公平的竞争环境和更广阔的合作舞台。为行业创新注入了强劲的动力。”

中国市场具备长期增长的确定性，是安盛不容错失的战略市场。安盛天平将继续坚定看好中国经济前景，积极融入国家战略，充分发挥链接集团全球资源服务中国的枢纽优势，以专业保险力量服务中国经济高质量发展。

券商中国深度策划 | 安盛天平：报告极大提振外资保险信心

今年两会政府工作报告13次提及“保险”，商业健康保险、长期护理保险、农业保险、巨灾保险等多个领域的任务目标都更进一步；明确了“稳步扩大制度型开放”“加强对外资企业的服务保障”，提振外资保险信心。安盛天平首席执行官左伟豪表示，报告极大提振了外资企业在华发展信心，并提供了清晰的路径指引。安盛天平将持续发挥“耐心资本”优势，积极配合上海国际再保险中心建设进程，向海内外保险主体宣传上海国际再保险登记交易中心，增强上海在全球再保险市场中的话语权与竞争力；响应临港新片区战略定位，提升安盛拓展在科技应用开发、大数据服务和AI应用等方面的综合能力，实现保险科技服务出海；同时，安盛也会高度关注海南自贸港封关带来的历史性机遇，以便更好地服务国家战略。

安盛声音 | 从两会报告读懂中国机遇，安盛天平：以“耐心资本”深耕中国信心如磐

“十五五”开局之年的首份政府工作报告正式发布，展现出发展导向、民生优先、创新驱动、深化改革等特征，报告中共13处提及保险，聚焦覆盖人群大幅扩面、多层次保障体系完善、风险防控强化等多个层面。安盛天平第一时间发布两会声音，从报告中解读出宝贵的发展机遇。商业健康保险首次被《政府工作报告》提及，这为保险行业开辟了全新的发展空间，将激励安盛等市场参与者加快发展商业健康保险，推动医疗创新落地，与基本医保形成合力，共同守护人民健康。报告强调扩大高水平对外开放，安盛天平充分发挥链接集团全球资源服务中国的枢纽优势，全力护航中国企业“走出去”。以设立在中国的安盛新能源车险卓越中心为平台，研发适配海外市场的保险产品，填补当地新能源汽车风险评估标准、产品定价及保障服务的市场空白。安盛将继续坚定看好中国经济前景，积极融入国家战略，充分发挥链接集团全球资源服务中国的枢纽优势，以专业保险力量服务中国经济高质量发展。

In the inaugural year of China’s 15th Five-Year Plan, the 2026 National Two Sessions have charted a new blueprint for economic and social development. AXA Tianping has seized this important opportunity, proactively  sharing its perspectives,  carrying out in-depth planning, and actively engaging with leading media outlets. The company has garnered extensive attention and in-depth coverage from authoritative media such as CCTV News, Securities Times China, and Shanghai Securities News, fully demonstrating AXA’s industry influence and confidence in China as a representative foreign-funded insurance institution.

CCTV | AXA Tianping’s Perspective on the Two Sessions: Deepening Roots in China, Great Potential Ahead

This year’s Government Work Report presented at the Two Sessions mentioned commercial health insurance for the first time, with the emphasis on “building a strong domestic market” opening up new development space for the insurance industry. During the Two Sessions, CCTV News conducted a special report on multinational corporations’ perspectives on deepening their presence in China. AXA Tianping, as a key representative of foreign financial institutions, was interviewed and featured. Mr. Kevin Chor， CEO of AXA Tianping, stated, “As one of the largest wholly foreign-owned property insurance companies in China, AXA Tianping has witnessed the transition from a joint venture to a wholly foreign-owned entity. The report specifically proposes ‘steadily expanding institutional opening-up in rules, regulations, management, and standards,’ providing foreign-funded enterprises with a fair competitive environment and broader cooperation platform. This provides strong momentum for  innovation across the industry.”

The Chinese market offers strong long-term growth certainty and is a strategic market that AXA cannot afford to miss. AXA Tianping will continue to firmly maintain an optimistic outlook on China’s economic prospects, actively integrate into national strategies, fully leverage its hub advantage in connecting the group’s global resources to serve China, and contribute to the high-quality development of China’s economy through professional insurance capabilities.

Securities Times China In-Depth Feature | AXA Tianping: The Report Significantly Boosts Confidence of Foreign Insurance Companies

This year’s Government Work Report mentioned “insurance” 13 times, with task objectives in multiple areas including commercial health insurance, long-term care insurance, agricultural insurance, and catastrophe insurance making further progress. It clearly outlined “steadily expanding institutional opening-up” and “strengthening service guarantees for foreign-funded enterprises,” boosting confidence in the foreign insurance sector. Mr. Kevin CHOR, CEO of AXA Tianping, stated that the report significantly boosts the confidence of foreign enterprises in developing their businesses in China and provides clear guidance. AXA Tianping will continue to leverage the advantages of “patient capital,” actively support the development of the Shanghai International Reinsurance Center of the Shanghai International Reinsurance Center, promote the Shanghai International Reinsurance Registration and Exchange Center to domestic and international insurance entities, and enhance Shanghai’s influence and competitiveness in the global reinsurance market. In response to the strategic positioning of the Lingang New Area, the company will enhance AXA’s comprehensive capabilities in technology application development, big data services, and AI applications, achieving the export of insurance technology services. Simultaneously, AXA will pay close attention to the historic opportunities brought by the independent customs operations of the Hainan Free Trade Port to better serve national strategies.

AXA’s Voice | Reading China’s Opportunities from the Two Sessions Report, AXA Tianping: Deepening Roots in China with “Patient Capital,” Confidence as Steady as a Rock

The first Government Work Report of the inaugural year of the 15th Five-Year Plan has been officially released, showcasing characteristics such as development orientation, people’s livelihood priority, innovation-driven growth, and deepening reforms. The report mentions insurance 13 times, focusing on multiple aspects including significant expansion of coverage, improvement of the multi-level protection system, and strengthening of risk prevention and control. AXA Tianping promptly released its perspective on the Two Sessions, interpreting valuable development opportunities from the report. The first-time mention of commercial health insurance in the Government Work Report creates new growth opportunities for the insurance industry, encouraging market participants like AXA to accelerate the development of commercial health insurance, promote the implementation of medical innovation, and work in synergy with basic medical insurance to jointly safeguard people’s health. The report emphasizes expanding high-level opening-up. AXA Tianping fully leverages its hub advantage in connecting the group’s global resources to serve China, providing comprehensive support for Chinese enterprises “going global.” Using the AXA New Energy Vehicle Insurance Center of Excellence established in China as a platform, the company develops insurance products suitable for overseas markets, filling market gaps in local new energy vehicle risk assessment standards, product pricing, and protection services. AXA will continue to firmly maintain an optimistic outlook on China’s economic prospects, actively integrate into national strategies, fully leverage its hub advantage in connecting the group’s global resources to serve China, and contribute to the high-quality development of China’s economy through professional insurance capabilities.

2025年安盛天平可持续发展实践与进展
AXA Tianping’s Sustainability Initiatives and Progress in 2025

站在“十四五”圆满收官、“十五五”蓝图全面展开的历史新起点，安盛天平积极响应国家高质量发展号召，将企业可持续发展深度融入国家发展大局。2025年，安盛天平秉持“守护生命之本，践行人类进步”的品牌承诺，将安盛集团“守护自然”与“关怀人文”两大战略支柱深度融入本土实践，在绿色低碳、普惠金融、人才发展、数字治理等多个维度取得了丰硕成果。

在绿色低碳方面，安盛天平交出了一份亮眼的成绩单。公司所有办公场所已实现100%绿色电力覆盖，并如期达成安盛集团全球中期减碳目标。数字化运营成效显著，车险保单整体数字化率达99.99%，仅车险领域就累计节省纸张超过4759万张。在绿色产品创新上，牵头推动安盛集团与人保集团的战略合作落地香港和东南亚市场，为新能源车产业出海提供坚实保障。同时，公司持有的绿色债券余额达到9.1705亿元，以实际行动支持低碳交通和清洁能源产业发展。更令人自豪的是，“安盛气候学院”课程员工完成率高达95.9%，绿色共识已深深融入我们的组织文化。

普惠金融与社会责任是我们践行“关怀人文”的重要体现。安盛天平推出的员工福利保障计划已服务超525家企业，覆盖约15万人次员工，并荣获“普惠金融产品创新奖”。在公益实践上，“安盛筑爱在行动”汇聚了全国各地的向善力量，全年员工志愿者参与率达77.24%，累计贡献服务时长9222小时。安盛天平与工银安盛携手走进四川凉山，将儿童保护与教育支持相结合，为乡村振兴注入温暖力量。

人才是安盛天平最宝贵的财富。公司坚持“总分协同共建，机构自驱深耕”的培养策略，2025年机构员工人均学习时长显著提升。安盛天平构建了覆盖身体、心理、财务三大维度的全面健康福祉体系，并持续推动多元包容的职场文化建设。在薪酬福利、招聘渠道、工作安排等多个层面落实包容性政策，让每位员工都能在尊重与公平的环境中实现价值。

数字治理与稳健经营为我们提供了坚实保障。2025年，公司获得多项权威认可：首次荣获风险综合评级AA级评价，获得穆迪A2保险财务实力评级，标普评级上调至“A”级。安盛天平发布办公智能助手与数据智能平台，推动AI技术在理赔风控、人力资源等多场景应用，同时严格遵循数据安全法规，确保合规运营。

这些成绩的取得，离不开每一位安盛天平人的共同努力。展望“十五五”新征程，安盛天平将继续以更加务实的姿态推动可持续发展，积极响应国家战略部署，将企业自身发展深度融入国家发展宏伟蓝图，为经济社会高质量发展贡献我们的专业力量，在新时代续写安盛天平可持续发展的崭新篇章。

At this historic new starting point, as the 14th Five-Year Plan concludes successfully and the 15th Five-Year Plan blueprint unfolds comprehensively, AXA Tianping actively responds to the nation’s call for high-quality development, deeply integrating corporate sustainability into the broader national development agenda. In 2025, upholding the brand commitment of “Act for Human Progress by Protecting What Matters,” AXA Tianping has deeply embedded AXA Group’s two strategic pillars of “Nature” and “People” into local practices, achieving fruitful results across multiple dimensions including green and low-carbon initiatives, inclusive protection, talent development, and digitalization & governance.

Regarding green operation and low-carbon development, AXA Tianping has delivered an impressive set of results. The headquarters, together with all the branches, have achieved 100% green electricity coverage, delivering AXA Group’s global mid-term carbon reduction targets. Digital operations have yielded significant results, with the overall digitalization rate for motor insurance policies reaching 99.99%, saving over 47.59 million sheets of paper in the motor insurance sector alone. Regarding green product innovation, the company spearheaded the implementation of the strategic cooperation between AXA Group and PICC Group in Hong Kong and Southeast Asian markets, providing solid support for the overseas expansion of the new energy vehicle industry. Concurrently, the company’s green bond holdings reached 917.05 million yuan, demonstrating tangible support for low-carbon transportation and clean energy industry development through concrete actions. Most notably, the completion rate for the “AXA Climate Academy” training among employees reached 95.9%, indicating that a green consensus has been deeply integrated into our culture.

Inclusive protection and social responsibility represent crucial manifestations of our commitment to “Caring for People.” The employee benifits protection plan launched by AXA Tianping has served over 525 enterprises, covering approximately 150,000 employees, and was honored with the “Inclusive Financial Product Innovation Award.” In corporate philanthropic practices, the “AXA Hearts in Action” initiative has gathered goodwill forces from across the nation, achieving an annual employee engagement rate of 77.24% and accumulating 9,222 hours of service. AXA Tianping, in collaboration with ICBC-AXA, ventured into Liangshan, Sichuan to provide child protection with educational support as part of its overall rural revitalization efforts.

Talent is AXA Tianping’s most valuable asset. Adhering to the cultivation strategy of “Headquarters & Branches Collaborative Development and Institutional Self-Driven Deepening,” the company significantly increased the average learning hours per employee in 2025. AXA Tianping has established a comprehensive health and well-being system covering physical, psychological, and financial dimensions, while continuously promoting a diverse and inclusive workplace culture. Inclusive policies have been implemented across multiple levels including compensation and benefits, recruitment channels, and work arrangements, ensuring every employee can realize their value in an environment of respect and fairness.

Digitalization & governance and robust operations provide us with solid assurance. In 2025, the company received multiple authoritative recognitions: an AA rating in the comprehensive risk assessment for the first time, an A2 insurance financial strength rating from Moody’s, and had its S&P rating upgraded to “A” level. AXA Tianping launched an Office Intelligent Assistant and a Data Intelligence Platform, promoting the application of AI technology in multiple scenarios such as claims risk control and human resources, while strictly adhering to data security regulations to ensure compliant operations.

These achievements are inseparable from the collective efforts of every member of the AXA Tianping family. Looking ahead to the new journey of the 15th Five-Year Plan, AXA Tianping will continue to advance sustainability with a more pragmatic approach, actively responding to national strategic deployments. We will deeply integrate our corporate development into the grand blueprint of national development, contributing our professional expertise to the high-quality development of the economy and society, and writing a new chapter for AXA Tianping’s sustainable development in the new era.

2025年度理赔服务年报
AXA Tianping Releases 2025 Annual Claims Service Report

安盛天平2025年度理赔服务年报显示，公司全年累计赔付金额达38.22亿元，单笔最高赔付57.5万美元（约合人民币400余万元），以实实在在的理赔数据诠释对客户的承诺，展现专业保险服务商的坚实保障能力与服务温度。

车险业务方面，全年机动车辆保险赔付总额为27.92亿元，有力护航车主出行安全。车险线上理赔占比已达88.2%，极大提升理赔效率。全年完成垫付7549笔，垫付总金额1.58亿元，收获客户致谢锦旗195面，印证服务品质与客户信赖。

健康险方面，2025年赔付金额为5.97亿元，保障范围覆盖从1.2个月婴儿至84岁长者的全年龄段人群。常规案件3日结案率达到92.3%，最快理赔案件用时仅25分钟完成赔付。全球健康险单人最高赔付达109.5万元，单笔最高赔付55.1万元。

企业风险保障领域，全年商业险赔付金额为3.43亿元，涵盖责任险、财产险、货运险等多个险种。产品责任险年度赔付超3600万元，单笔最高赔付57.5万美元。全年为各类劳动者提供赔付超1.4亿元，守护员工家庭安居乐业。

理赔效率和服务便捷方面彰显速度与温度。全年万元以下理赔平均处理时效为10.2天，同比优化0.7天，最快理赔案件从申请到赔付仅用时6分11秒；意外险便捷赔付线上完成率达65%，自动审核率27%，以科技赋能实现理赔服务高效便捷。

安盛天平秉持“从赔付者到陪伴者”理念，积极履行企业社会责任。全年向1240万人次客户发送自然灾害预警信息，启动应急响应50余次，完成巨灾天气相关赔付3175笔。深入社区、学校及企业开展金融知识普及活动200余场，覆盖用户超3500万人。

作为中国境内规模最大、业务最多元的外商独资财险公司之一，安盛天平已在华设立25家分公司，累计服务超过400万中国家庭及企业客户。公司稳健运营获政府高度肯定与权威评级机构认可，在国家金融监督管理总局2025年第二季度风险综合评级（IRR）中荣获“AA”级评价；标普全球评级与穆迪分别授予“A”级和“A2”保险财务实力评级，长期展望均为“稳定”。

AXA Tianping’s 2025 Annual Claims Service Report reveals that the company’s total annual claim payments reached RMB 3.822 billion, with the single highest claim payment amounting to USD 575,000 (approximately over RMB 4 million). These tangible claims data demonstrate the company’s commitment to customers and showcase the robust protection capabilities as a professional insurance service provider.

Regarding motor, the total annual claim payments amounted to RMB 2.792 billion, effectively safeguarding owners’ travel safety. The proportion of online motor insurance claims has reached 88.2%, significantly enhancing claims processing efficiency. Throughout the year, the company completed 7,549 advance payment cases with a total amount of RMB 158 million, receiving 195 customer appreciation banners, validating service quality and customer trust.

Regarding health, the claim payment reached RMB 597 million, with coverage spanning all age groups from 1.2-month-old infants to 84-year-old seniors. The three-day settlement rate for routine cases reached 92.3%, with the fastest claim case completed in just 25 minutes from application to payment. The highest individual payment under global health insurance reached RMB 1.095 million, while the single highest payment amounted to RMB 551,000.

In the field of corporate risk protection for enterprises, the annual claim payment was RMB 343 million, covering multiple insurance types including liability insurance, property insurance, and cargo insurance. The annual product liability insurance claim payments exceeded RMB 36 million, with the single highest payment reaching USD 575,000. Throughout the year, the company provided claim payments exceeding RMB 140 million to various workers, protecting employees’ families and ensuring their stable livelihoods.

Caring and efficient were the two words to describe the efficiency and convenience of our claims services. The average processing time for claims below RMB 10,000 was 10.2 days, optimized by 0.7 days compared to the previous year, with the fastest claim case taking only 6 minutes and 11 seconds from application to payment. The online completion rate for convenient accident insurance claims reached 65%, with an automatic review rate of 27%, leveraging technology to achieve efficient and convenient claims services.

With “From Payer to Partner,” put at heart, AXA Tianping actively commits to its societal responsibilities. Throughout the year, the company alerted 12.4 million customer for natural disasters, initiated emergency responses over 50 times, and completed 3,175 natural catastrophe claim payments. The company conducted over 200 financial literacy promotion activities in communities, schools, and enterprises, reaching more than 35 million users.

As one of the largest and most diversified foreign-owned property and casualty insurance companies in China, AXA Tianping has established 25 branches across the country, cumulatively serving over 4 million Chinese families and enterprise clients. The company’s stable operations have received high recognition from the government and authoritative rating agencies. In the National Financial Regulatory Administration’s 2025 Q2 Risk Comprehensive Rating (IRR), AXA Tianping received an “AA” rating. Standard & Poor’s Global Ratings and Moody’s respectively granted “A” and “A2” insurance financial strength ratings, both with long-term outlooks of “Stable.”

清朗金融网络 守护安心消费
—— 安盛天平 2026 年 3・15 金融消保宣教多地联动
Clearing the Financial Network, Safeguarding Secure Consumption
​—— AXA Tianping’s Multi-Region Financial Consumer Protection Education Campaign for 2026 3·15

近日，为积极响应2026年“3·15”金融消费者权益保护教育宣传活动部署，安盛天平财产保险有限公司正式启动2026年金融消保教育宣传活动。公司高度重视、统一组织，紧扣“清朗金融网络 守护安心消费”主题，坚持以消费者为中心，聚焦重点人群、深入一线场景，以多形式、接地气、有温度的宣传服务，切实普及金融知识、提升风险防范意识、守护消费权益。活动期间，全国各分公司快速响应、高效落地，陆续推出一系列特色鲜明、精准高效的消保宣传举措。

3 月 4 日，安盛天平福建分公司聚焦网约车司机实际需求，在福州台江区开展 “守护安心消费” 消保宣传活动，结合司机职业特点开展一对一现场答疑，为一线从业者筑牢消费权益 “防护网”。

3 月 5 日，安盛天平重庆分公司联合江津区双河路社区党群服务中心，举办 “清朗金融网络 守护安心消费” 主题 “三八” 妇女节趣味运动会。活动现场重点宣讲金融消费者八项权利及妇女权益保障知识，针对女性群体提示 “过度索取个人信息”“非法代办” 等高发风险，有效提升社区居民风险防范意识，营造良好宣传氛围。

3 月 6 日，安盛天平上海、天津、安徽滁州、宁波等分公司及中支机构同步开展宣传行动。上海分公司为外卖骑手送上暖心物资包，将金融防骗、保险保障知识与贴心关怀一并送到新市民手中；天津分公司、安徽滁州中支走进快递驿站，面向快递员、外卖员及群众讲解金融诈骗套路，提醒警惕网络刷单、虚假理财等陷阱；宁波分公司深入快递站点、网约车服务中心、集运基地，面向 “两司两员”（货车司机、网约车司机、外卖员、快递员）开展金融知识普及，同步开展打击非法金融、反洗钱宣传，通过通俗易懂的讲解和案例警示，引导群众妥善保管个人信息、远离非法金融活动、依法理性维权。

同期，安盛天平河北分公司组织下辖七家中支，深入快递网点、物流园区开展 “金融知识进一线 + 暖心慰问到岗位” 活动，将消保知识普及、保险服务与暖心慰问相结合，在提升从业者金融素养的同时，送上慰问物资，切实传递行业关怀。

3 月 10 日，安盛天平陕西榆林中支持续下沉服务，走进村社区、驿站及货车销售点，面向 “两司两员” 群体开展精准宣传，把金融知识和权益保护送到基层末梢。

后续，安盛天平将持续把消保宣传与为民服务相结合，常态化开展重点人群、重点场景宣教活动，不断提升宣传实效，以实际行动守护金融消费者合法权益，助力营造安全、清朗、放心的金融消费环境。

Recently, in response to the 2026 “3·15” Financial Consumer Rights Protection Education and Promotion Campaign, AXA Tianping Property & Casualty Insurance Co., Ltd. officially launched its 2026 Financial Consumer Protection Education and Promotion Campaign. The company places strong emphasis on this initiative, with coordinated and unified organization, closely adhering to the theme of “Clearing the Financial Network, Safeguarding Secure Consumption,” and consistently centering on consumers. The campaign focuses on key demographic groups, delves into frontline scenarios, and  adopts diverse, practical, and people-centered approaches to effectively disseminate financial knowledge, enhance risk prevention awareness, and protect consumer rights. During the campaign period, branches nationwide have responded swiftly and  rolled out a series of targeted and effective consumer protection initiatives.

On March 4, AXA Tianping Fujian Branch, focusing on the practical needs of ride-hailing drivers, launched a “Safeguarding Secure Consumption” consumer protection promotion activity in Taijiang, Fuzhou.  Taking into account the nature of their work, the branch provided one-on-one on-site Q&A sessions, building a “protective net” for frontline workers’ consumer rights.

On March 5, AXA Tianping Chongqing Branch, in collaboration with the Shuangheroad Community Party-Mass Service Center in Jiangjin District, organized a “Clearing the Financial Network, Safeguarding Secure Consumption” themed fun sports event for International Women’s Day. The event focused on explaining the eight rights of financial consumers and knowledge about women’s rights protection. It highlighted  common risks scenariossuch as “excessive collection of personal information” and “illegal agency services” targeting the female demographic, effectively raising risk prevention awareness among community residents and  fostering a strong awareness of financial safety within the community.

On March 6, AXA Tianping branches and central sub-branches in Shanghai, Tianjin, Chuzhou (Anhui), Ningbo, and other locations simultaneously carried out promotional activities. The Shanghai Branch delivered warm care packages to food delivery riders, bringing financial fraud prevention, insurance knowledge, and thoughtful care to new urban residents. The Tianjin Branch and Anhui Chuzhou Central Sub-branch visited courier stations, explaining common financial fraud schemes to couriers, delivery personnel, and the public, and warning them to be vigilant against traps like online task fraud and fake wealth management products. The Ningbo Branch conducted outreach at courier stations, ride-hailing service centers, and logistics hubs, conducting financial literacy education targeting the “two-drivers and two-deliverers” (truck drivers, ride-hailing drivers, food delivery personnel, and couriers). Simultaneously, it promoted the crackdown on illegal financial activities and anti-money laundering awareness. Through easy-to-understand explanations and case studies, the branch guided the public to properly safeguard personal information, stay away from illegal financial activities, and exercise their rights rationally and legally.

During the same period, AXA Tianping Hebei Branch organized its seven subordinate central sub-branches to conduct “Financial Knowledge to the Frontline + Warm Care to the Workplace” activities in courier outlets and logistics parks. These activities combined consumer protection knowledge dissemination, insurance services, and warm-hearted care. While enhancing the financial literacy of practitioners, they also delivered care supplies, demonstrating the industry’s care and support

On March 10, AXA Tianping Shaanxi Yulin Central Sub-branch continued to extend its outreach to grassroots communities, entering village communities, service stations, and truck sales points to conduct targeted promotion for the “two-drivers and two-deliverers” group, bringing financial knowledge and rights protection to the grassroots level.

Moving forward, AXA Tianping will continue to integrate consumer protection promotion with public service, continuing to carry out regular education initiatives targeting key groups and real-life scenaeios. The company is committed to continuously improving the effectiveness of its promotional efforts, taking concrete actions to safeguard the legitimate rights and interests of financial consumers, and contributing to the creation of a safe, clear, and trustworthy financial consumption environment.

安盛天平CEO左伟豪接受央视两会专题采访
畅谈中国市场机遇与坚定信心
Kevin Chor, CEO of AXA Tianping Featured in CCTV Two Sessions Special Interview on AXA’s Confidence in China Market

 2026年3月6日，安盛天平财产保险有限公司（以下简称：安盛天平）首席执行官左伟豪应邀接受中央电视台两会专题采访。围绕新鲜出炉的《2026年政府工作报告》（以下简称：《报告》），左总作为在华重要外资金融机构代表，畅谈了对中国机遇与深耕发展的坚定信心，彰显了安盛在华发展的卓越成就与深远影响。

在采访中，左总首先就《报告》中提出的4.5%至5%的经济增长目标发表了看法。他表示，这一目标设定积极且务实，充分展现了中国经济的强大韧性与稳健步伐，为调结构、防风险、促改革留出充足空间，体现了“稳中求进“的智慧。安盛看好中国经济的长期发展前景，并对报告中强调的“进一步扩大高水平对外开放”深表认同，认为这将为包括安盛在内的外资企业提供稳定、透明、可预期的营商环境。作为“耐心资本”，安盛将持续深耕中国市场，与中国经济共成长、同发展。

当被问及对《报告》中各项重点部署的观察与理解时，左总结合安盛的运营实践进行了重点解读：

• 关于“着力建设强大国内市场”：安盛特别关注到《报告》首次提及商业健康保险，并强调推动创新药械发展以满足多元化的健康需求。他指出，这为保险行业开辟了全新的发展空间，将激励安盛等市场参与者加快健康险产品与服务创新，积极投身建设多层次医疗保障体系，更好地保障人民群众美好生活。

• 关于“进一步扩大高水平对外开放”：作为中国最大的外商独资财产保险公司之一，安盛天平亲身经历了中国金融市场开放的进程。《报告》中“稳步扩大制度型开放”的表述，进一步坚定了安盛扎根中国、长期发展的信心，为外资企业提供了公平的竞争平台和广阔的合作机遇。

• 关于“培育壮大新动能”与“扩能提质服务业”： 安盛天平充分发挥链接集团全球资源服务中国企业出海的枢纽优势，已建构起从中国香港、东南亚拓展至拉美市场的风险保障网络。以设立在中国的安盛新能源车险卓越中心为平台，为海外市场提供定制化保险解决方案。

展望未来，左总提出三大深耕方向：

一是加快商业健康保险发展。通过纳入创新药械、提供优质医疗资源和全周期健康管理，与基本医保形成合力，共同守护人民健康；

二是扎根临港服务中国。在海内外积极推广上海国际再保险登记交易中心，助力提升上海在国际再保险市场的话语权与竞争力。大力提升安盛拓展在科技应用开发、大数据服务和AI应用等方面的综合能力，实现保险科技服务出海；

三是把握海南自贸港封关运作的历史性机遇。积极研究当地市场潜力与保障需求缺口，以期更好地服务国家重大战略。

此次专访，是主流权威央媒对安盛天平在华发展成绩与行业领导力的重要背书。它不仅展现了公司管理层卓越的战略视野，更向内外传递了一个清晰而强有力的信号：安盛对中国市场的承诺坚定不移，对中国未来的发展充满信心。安盛天平将继续发挥其全球网络与专业优势，致力于成为连接中国与全球保险市场的重要桥梁，在服务国家发展大局、满足人民美好生活需要的过程中，实现自身的跨越式成长。

March 6, 2026 – Kevin Chor, Chief Executive Officer of AXA Tianping Property Insurance Company Limited (hereinafter referred to as “AXA Tianping”), was invited for CCTV Two Sessions special interview. Speaking as a a key foreign-funded financial institution representative in China, Kevin shared his insights on the opportunities in the Chinese market and the company’s unwavering commitment with a focus on the freshly released 2026 Government Work Report (hereinafter referred to as the “Report”). The interview highlighted AXA’s outstanding achievements and far-reaching influence in China.

During the interview, Kevin first shared his views on the economic growth target of 4.5% to 5% set out in the Report. He noted that this target is both proactive and pragmatic, fully reflecting the strong resilience and steady pace of the Chinese economy. It leaves ample room for structural adjustment, risk prevention, and reform, embodying the wisdom of “seeking progress while maintaining stability.” AXA is optimistic about China’s long-term economic prospects and strongly agrees with the Report’s emphasis on “further expanding high-standard opening up,” believing this will provide foreign-funded enterprises, including AXA, with a stable, transparent, and predictable business environment. As patient capital, AXA will continue to deepen its presence in the Chinese market, growing and developing alongside the Chinese economy.

When asked about his observations and understanding of the key priorities outlined in the Report, Kevin offered his insights based on AXA Tianping’s operational practices:

• On “Building a Strong Domestic Market”: AXA noted with particular interest that the Report mentions commercial health insurance for the first time, emphasizing the need to promote the development of innovative drugs and medical devices to meet diverse health needs. He pointed out that this opens up new development opportunities for the insurance industry, encouraging market participants like AXA to accelerate innovation in health insurance products and services, actively participate in building a multi-tiered healthcare security system, and better safeguard the people’s well-being.

• On “Further Expanding High-Standard Opening Up”: As one of the largest wholly foreign-owned property insurance companies in China, AXA Tianping has personally witnessed the process of opening up in China’s financial market. The Report’s statement on “steadily expanding institutional opening up” further strengthens AXA’s confidence in rooting itself in China for the long term, providing a fair competitive platform and broad cooperation opportunities for foreign-funded enterprises.

• On “Cultivating and Strengthening New Drivers of Growth” and “Expanding and Upgrading Services for Quality Growth”: Leveraging its role as a hub connecting its parent group’s global resources to serve Chinese enterprises going global, AXA Tianping has established a risk protection network spanning from Hong Kong and Southeast Asia to Latin America. Utilizing its AXA New Energy Vehicle Insurance Center of Excellence based in China as a platform, the company provides customized insurance solutions for overseas markets.

Looking ahead, Kevin outlined three key areas for deepening development:

First, accelerate the development of commercial health insurance. By incorporating innovative drugs and medical devices, providing access to high-quality medical resources, and offering comprehensive lifecycle health management, AXA aims to work in synergy with basic medical insurance to safeguard public health.

Second, strengthen operations rooted in the Lingang Special Area to serve China. Actively promote the Shanghai International Reinsurance Registration and Trading Center both domestically and internationally, enhancing Shanghai’s influence and competitiveness in the global reinsurance market. Substantially improve AXA’s comprehensive capabilities in technology application development, big data services, and AI applications, facilitating the export of insurtech services.

Third, seize the historic opportunity presented by the Hainan Free Trade Port’s independent operations. Proactively study the local market potential and protection needs to better serve major national strategies.

This exclusive interview serves as a significant endorsement from a leading authoritative state media outlet of AXA Tianping’s achievements and industry leadership in China. It not only showcases the exceptional strategic vision of the company’s management but also conveys a clear and powerful message both internally and externally: AXA’s commitment to the Chinese market is unwavering, and its confidence in China’s future is strong. AXA Tianping will continue to leverage its global network and professional expertise, striving to become a vital bridge connecting China with the global insurance market, and achieving its own transformative growth while serving the nation’s development priorities and meeting the people’s aspirations for a better life.

以轮岗砺精兵，以交流促发展
——车险委派核保人轮岗培养首期项目圆满结项
Sharpening Skills Through Rotation, Fostering Development Through Exchange
​—Successful Conclusion of the First Phase of Motor Insurance Delegated Underwriter Rotation Training Program

历经半年的探索实践，在总公司车险、人力资源部及各机构的共同推进下，车险委派核保人轮岗培养第一期试点项目于近日顺利完成各项轮岗任务，圆满收官。

2月8日至11日，由总公司殷兆男总带队，车险条线及人力资源部相关负责人组成的项目组，专程赴广东、河北、陕西三家机构，与当地机构班子及员工共同举行了轮岗结项仪式，现场见证三位轮岗人员的成长与收获。

在各地的结项仪式上，三位轮岗人员——欧阳俏（广西轮入广东）、陈晨（陕西轮入河北）、张翌辰（山东轮入陕西）分别进行了全面、详实的轮岗总结汇报，分享了轮岗期间的工作成果、心得体会和自我发展沉淀。作为首批轮岗人员，他们不仅是 “输送者”，将原机构优秀经验和实践融入新团队，为当地车险业务注入了新思路与新活力，不同程度地推动当地机构车险管理的标准化与体系化建设；同时也是团队成长的“催化剂”，通过日常的协作、交流，积极带动团队同事共同进步。与此同时，他们秉持开放共赢的思维，在新岗位上积极开拓视野，淬炼专业能力，充分展现了敢于突破、勇于探索的安盛价值观。总部及各机构领导、员工都对轮岗同志的贡献和成长给予了高度的评价。

轮岗项目的顺利推进，得益于各相关机构的高度重视与鼎力支持，吴波总、梁友仁总、刘的然总、董明明总、殷顺智总、王玉兰总、王红伟总等轮出与轮入机构领导亲自指导、言传身教，开放包容的为轮岗同事创造了快速成长、深入交流的平台，用实际行动为员工的发展赋能。在他们的引领下，轮岗员工迅速融入团队，轮岗成效显著。

结项仪式上，机构自发组织的欢送活动情真意切，气氛热烈，“粤桂情深，山海同行”“燕赵惜别，遥祝长安”“秦鲁和鸣，共赴前程”等暖心寄语，承载了轮岗交流的深厚情谊与对项目的肯定。大家一致表示，此次轮岗是跨机构深度交流的新尝试，借助轮岗的契机和平台，后续机构间将持续深化交流和合作，共同为公司发展和人才培育贡献力量。为表彰轮岗同事的优异表现，总公司特别为三位轮岗员工颁发了由总部领导亲笔签名的“车险核保专业化建设2025年度卓越贡献奖”，每一参与者都收获了满满的成就感与归属感。

作为公司深化专业人才培养、推动机构协同发展的重要探索，本次车险委派核保的轮岗项目旨在通过不同的业务场景，拓宽员工视野和能力提升，同时促进优秀经验在不同机构的流动与融合，推动车险专业人才梯队能力建设与车险业务的长期发展。

首期项目的成功，为委派轮岗的持续优化与推广奠定了坚定的基石，也为公司人才培育积累了宝贵的经验。总部车险条线及人力资源部将积极推动后续轮岗项目，为业务发展和员工成长保驾护航。

附1.广东结项现场画面

Guangdong Completion Ceremony Photos

附2.河北结项现场画面

Hebei Completion Ceremony Photos

附3.陕西结项现场画面

Shaanxi Completion Ceremony Photos

After six months of exploration and practice, with the joint efforts of the Headquarters Motor Insurance Division, Human Resources Department, and various branches, the first pilot phase of the Motor Insurance Delegated Underwriter Rotation Training Program has recently completed all rotation tasks and achieved a successful conclusion.

From February 8th to 11th, a project team led by Mr. Scott Yin from the headquarters, along with relevant leaders from the Motor and Human Resources, conducted visits to Guangdong, Hebei, and Shaanxi branches. Together with local branch leadership and staff, they held rotation completion ceremonies to recognize the growth and achievements of the three rotation participants.

At the completion ceremonies in each location, the three rotation participants—Ouyang Qiao (rotated from Guangxi to Guangdong), Chen Chen (rotated from Shaanxi to Hebei), and Zhang Yichen (rotated from Shandong to Shaanxi)—respectively presented comprehensive and detailed rotation summary reports. They shared their work accomplishments, insights, and personal development experiences during the rotation period. As the first batch of rotation participants, they served not only as “knowledge connectors,” integrating the excellent experiences and practices from their original branches into new teams, injecting fresh ideas and vitality into local motor insurance operations, and promoting the standardization and systematic construction of local branch motor insurance management to varying degrees; but also as “catalysts for team growth,” actively driving colleagues’ collective progress through daily collaboration and communication. Meanwhile, adhering to an open and win-win mindset, they actively broadened their horizons and honed their professional skills in their new positions, fully demonstrating the AXA values of daring to break through and courageously exploring. Both Headquarters and branches highly commended the contributions and growth of the rotation colleagues.

The smooth progress of the rotation program benefited from the high attention and strong support of relevant branches. Leaders from both sending and receiving branches—including Mr. Wu Bo, Mr. Liang Youren, Mr. Liu Deran, Ms. Dong Mingming, Mr. Yin Shunzhi, Ms. Wang Yulan, and Ms. Wang Hongwei—personally provided guidance and mentorship through words and deeds. They created an open and inclusive platform for rapid growth and in-depth exchange for rotation colleagues, empowering employee development with practical actions. Under their leadership, rotation employees quickly integrated into teams, achieving significant rotation outcomes.

During the completion ceremonies, the farewell activities spontaneously organized by branches were sincere and heartfelt, with a warm atmosphere. Heartwarming messages such as “Deep friendship between Guangdong and Guangxi, journeying together across mountains and seas,” “Farewell in Hebei, best wishes from afar to Shaanxi,” and “Harmony between Shaanxi and Shandong, marching forward together” carried the profound camaraderie of rotation exchanges and affirmation of the program. Everyone unanimously agreed that this rotation was a new attempt at cross-branch deep exchange. Leveraging the opportunity and platform of rotation, branches will continue to deepen exchanges and cooperation, jointly contributing to company development and talent cultivation. To commend the outstanding performance of rotation colleagues, the Headquarters specially awarded the three rotation employees the “2025 Motor Insurance Underwriting Professionalization Construction Outstanding Contribution Award” personally signed by leaders from the headquarters. Each participant gained a strong sense of achievement and belonging.

As an important exploration in deepening professional talent cultivation and promoting inter-branch collaborative development, this Motor Insurance Delegated Underwriter Rotation Program aims to broaden employee perspectives and enhance capabilities through different business scenarios. Simultaneously, it promotes the flow and integration of excellent experiences across different branches, advancing the capacity building of auto insurance professional talent echelons and the long-term development of motor insurance business.

The success of the first phase has laid a solid foundation for the continuous optimization and expansion of delegated rotation, accumulating valuable experience for company talent cultivation. The Headquarters Motor Insurance and Human Resources Departments will actively promote subsequent rotation programs, safeguarding business development and employee growth.

亲爱的安盛天平同事，

今年是“十五五”的开局之年，在这个关键时期，安盛天平作为外资企业的代表，登上了央视的两会专访。这不只是一次简单的采访，更是我们对中国市场的信心表达——我们在这里，是为长跑而来。

刚刚胜利闭幕的全国两会，给外资保险企业送来了清晰的信号。政府工作报告里提到要“扩大高水平对外开放”，还要“发展商业健康保险”，这为保险行业带来了实实在在的机遇。“稳步扩大制度型开放”这句话，尤其让我们这样的外商独资企业感到踏实，这意味着营商环境的不断优化，也让我们更坚定扎根中国、长期发展的决心。

这份决心，离不开每一位同事的辛苦付出。在“调结构，稳利润，促增长”的方针下，公司在2025年取得了不错的成绩：车险跑出了速度，也控住了成本；健康险稳步增长，结构越来越好。公司内部的“星火项目”也让我们看到，不同团队携起手来，能碰撞出不少好点子，孵化了一些值得推广的优秀实践。这些成绩，是我们迈向2026年的底气。

安盛天平是连接中国和全球保险市场的一座桥。我们既要发挥全球网络的优势，也要扎根中国，深入本地。公司的命运，始终和国家的脉搏同频共振。只有把我们的发展，融入国家发展的大局，路才能走得稳、走得远。

让我们带着两会传递出的精神，以2025年的优异成绩为起点，上下一心，真抓实干，大胆创新，全力完成2026年的各项目标。在服务国家大局、满足人民群众对美好生活向往的路上，我们一起，写下属于安盛天平的高质量发展新篇章！

Dear Colleagues,

This year marks the launch of the “15th Five-Year Plan”, a pivotal moment for China’s development. At this significant juncture, AXA Tianping, as a leading foreign-funded enterprise, was proudly featured in CCTV’s coverage of the “Two Sessions”. This recognition was more than just an interview. It was a powerful testament to our enduring confidence as well as our unwavering long-term commitment to the Chinese market.

The recently concluded National Two Sessions sent a clear signal to foreign-funded insurance companies. The Government Work Report  explically called for “expanding high-level opening-up” and “developing commercial health insurance,” creating real and meaningful opportunities for the insurance industry. Among them, the commitment to “steadily expanding institutional opening-up” is particularly reassuring for wholly foreign-owned enterprises like ours, signifying continuous optimization of the business environment and reinforcing our determination to take root in China for long-term development.

This determination is built on the hard work and unwavering dedication of everyone of you. Under the guiding principle of “adjusting structure, stabilizing profits, and promoting growth,” the company achieved solid results in 2025: our motor business achieved strong growth while maintain effective cost; health insurance maintained steady growth with an increasingly optimized structure. The internal “Xinghuo Project” also showed us that when different teams collaborate, they spark innovation and incubate excellent practices worth scaling across the organization. These achievements give us strong momentum as we move into 2026.

AXA Tianping serves as a bridge connecting China and the global insurance market. We harness the strength of our global network while remaining deeply rooted in China, furthering our local presence. Our development is closely aligned with the strategic priorities of the country, and by integrating our development into the broader context of national progress, we sure will achieve steady and sustainable long-term development.

Carrying forward the spirit of the Two Sessions, building on the outstanding achievements of 2025, we unite as one, forging ahead with diligence, pragmatism, and bold innovation to resolutely fulfil our objectives for 2026. On the path of serving the national agenda and meeting the customers’ aspirations for a better life, we strive to write a new chapter of high-quality development for AXA Tianping!

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安盛天平首席执行官 左伟豪
CEO of AXA Tianping Kevin Chor