axapublication

破局存量，红海掘金：山东分公司燃油二手车车险转型实战复盘
Breaking Through the Existing Market and Finding Growth in a Red Ocean: A Practical Review of Shandong Branch’s Transformation in Fuel-Powered Used-Car Auto Insurance

引言

面对二手车车险道德风险高、风险因子复杂、渠道把控难等行业痛点，以及监管趋严、业务结构优化的迫切需求，山东分公司于2024年率先锚定燃油二手车车险赛道，确立“低费高价”的核心战略。通过深度市场调研、差异化区域策略及全流程风控体系建设，实现签单保费同比增长59%，全司业务占比提升至63%，成本可控，探索出一套可复制、可落地的存量业务转型方法论。

机构转型名片

– 项目名称：燃油二手车车险转型项目

– 牵头机构：山东分公司

– 转型关键词：存量破局、风险精控、低费高价、渠道深耕

– 核心数据亮点：

• 规模增长：2025年机构二手车签单保费同比增速59%。
• 结构贡献：二手车业务全司占比高达63%，较2024年提升12个百分点。
• 经营质效：保单成本实现盈利，实现规模与效益双优。

对话机构一把手：山东分公司总经理吴波

“低费高价，不是保守，而是跳出粗放竞争、回归长期经营的主动选择。”

问题一：2024年，行业对二手车车险多是粗放拓展模式，您为何提出“低费高价”这一核心思路？

放眼2024年整体保险市场，多数主体仍在拼费用、抢份额，导致行业费用持续高位、盈利空间收窄。加之我司2023年新能源业务已出现明显亏损，且“优质优费”策略与当前高压监管态势相悖。因此，我们选择  “低费”——严控渠道费用、优化业务成本，摒弃无效费用投入，拒绝恶性价格战，将经营重心从费用比拼转向服务与风控，实现成本可控、经营可持续；“高价”——在精准承保的前提下，聚焦优质业务、提升定价充足度，筛选良性标的、提高业务品质，最终实现公司、客户、渠道三方共赢。

可以说，“低费高价”的本质是跳出粗放竞争，回归长期健康经营理念，契合总公司高质量发展的战略导向，也是基于监管形势与市场竞争压力作出的精准抉择。

问题二：当总部提出燃油二手车可作为发展方向时，山东分公司是如何快速完成从“方向参考”到“本地落地策略（单交/交三）”的转化的？

关键在于快速响应与本地化落地。

首先，全员下沉开展调研。分公司销管部、车险部联动各地市机构车险团队，对山东本地二手车市场体量、车源结构、车主消费习惯、渠道合作模式及同业成本结构等进行全方位摸底。

其次，精准锁定主攻产品与渠道策略。鉴于二手车业务道德风险相对较高，车险部在充分考量理赔队伍配置的基础上，精准梳理出以燃油“单交+交三”为主攻方向，明确核心业务场景与产品需求。优化承保规则，针对燃油二手车风险特征合理设定承保条件，在严控风险的前提下提升报价量与成交率。

最后，快速启动机构试点与标准化落地。精准对接本地二手车交易市场、头部二手车商、汽车修理厂、大型中介等核心渠道，制定适配山东市场的承保规则与渠道政策，选取济南、潍坊、临沂、德州、聊城等机构先行试点；同步召开全省专项会议宣导，明确业务目标、操作规范与考核导向，确保策略执行不走样。

问题三：项目启动时，二手车市场鱼龙混杂且道德风险高发，您是如何敲定“先试点、严管控”的推进节奏，平衡业务拓展与风险防控的？

二手车市场主体繁杂、车辆状况参差不齐，骗保、虚假投保等道德风险突出，是行业公认的共性难题。盲目全面铺开，极易引发大规模风险亏损，背离了高质量发展的初衷。为此，在充分调研、反复研判和审慎决策的基础上，我们最终确立了“先试点、严管控”的推进节奏，核心是守住风险底线，实现业务拓展与风险防控的动态平衡。

试点先行，坚持“小范围试水、精细化打磨、可复制推广”。优先选择规模基础扎实、风控队伍完善的重点地市开展试点，快速验证策略可行性并及时优化；严格筛选业务标的，明确试点范围、承保限额与客户准入标准，不盲目追求规模。通过小范围试点打磨风控流程、积累风险处置经验，成熟后再稳步向全省复制推广，从源头降低大规模业务风险。

闭环风控，构建全流程风险管控体系。依托公司风险定价及外部风控模型，对投保信息、车辆车况、历史理赔数据进行实时核验，强化承保核保管控，堵住虚假投保漏洞；建立专项风控排查小组，对二手车车险理赔案件从严审核，坚决打击骗保等道德风险；建立风险预警机制，实时监控业务数据，一旦发现隐患，第一时间叫停整改，确保风险可控。

我们始终认为，二手车车险业务拓展必须风控先行。“先试点、严管控”的节奏，既保障了业务稳步有序推进，又牢牢守住了风险底线，确保二手车保险业务在合规稳健的前提下实现可持续、高质量发展。

对话项目负责人：山东分公司副总经理胡炜

“因地制宜，用数据说话——从零开始，我们趟出了一条可监控、可调控、可复制的路。”

问题一：接到项目时，总部仅给出燃油二手车的发展方向，无现成落地方案，且内部缺乏实操经验。您最想分享的核心心得是什么？

第一，把握政策与市场红利，理性研判业务风险。

依托国家新能源战略转型、汽车以旧换新国补及省补政策，二手车市场销量迎来高速增长，夫妻过户、亲属过户等业务批量涌现。从实际风控来看，这类合规过户业务的风险并未出现明显抬升；但二手车整体风险显著高于普通非过户车辆，且潜藏不少道德风险，对管理能力和专业水平要求极高，也因此限制了市场入局主体的数量。基于此，我们确立了核心原则：不拉高渠道费用，不扰乱区域市场，依托自身成熟的管理体系、广泛的渠道触达能力和灵活的销售节奏，稳中求进布局业务，不走激进路线。

第二，因地制宜差异化经营，结合地市机构特色精准破局。

各地二手车市场形态差异显著，不能以一套规则通用全省。以临沂为例：2024年放开鲁W双牌照后，大量吉祥号、靓号号牌集中释放，市民争相抢号，由此催生旧车占号、夫妻过户、亲子过户、个人转企业乃至僵尸车过户、过户至未成年人等多样化场景。这类车辆实际风险并未明显增加，但保费充足度提升超过40%。临沂中支精准把握这一窗口期，及时优化核保规则，对优质良性业务适度放宽年龄、车龄等限制，稳稳吃下市场红利。

再如济南拥有全国头部二手车平台瓜子二手车，潍坊有全省领先的中高端二手车平台蚂蚁好车——每个地市都有自身的资源禀赋与市场标签。我们坚持“一机构一策略”，走多元化、差异化的发展路径，以本地市场特点为根基开展业务。

第三，沉淀标准化项目管理体系，以数据闭环驱动良性发展。

在从零推进二手车项目的过程中，我们同步构建了一套覆盖机构、渠道、项目全维度的成熟管理体系。依托自有系统优势，建立起“报价量监控—核保通过率动态调整—业务成交率提升”的数据化闭环管控机制，以真实数据为指引，反向引导地市机构优化经营节奏、调整核保尺度、提升转化效能，让二手车业务从摸索试水演进为可监控、可调控、可复制的标准化经营模式。

问题二：为规避道德风险，团队亲赴山东各地二手车市场进行多轮专项调研。哪些场景令您印象最深？有没有哪个瞬间打破了团队原有的判断？这些“意外”最终如何转化为本地专属风控举措？

这次调研遍及山东各地二手车交易市场与集散地。最深的体会是：眼见为实才能颠覆认知，实地调研才能突破经验惯性。尤其是车险作假、套路过户、刻意包装车况这几类场景，彻底刷新了我们原有的常规风控逻辑，也倒逼我们重新搭建本地化的风控规则体系。

场景一：集中批量过户的“套路车集群”乱象。很多地市二手车市场周边，聚集着大量代办过户、代办号牌、代办车险的中介工作室。操作模式并非单车零散交易，而是成批打包推进——夫妻过户、亲子过户、个人转企业过户，乃至批量过户至未成年人或空壳企业名下，一应俱全。表面上看是正常的二手车流转，实则是车商借助过户规则进行车况洗白与风险隔离，将事故车、调表车、泡水车通过多次过户逐步淡化历史痕迹，再流向终端客户。整套操作链条成熟、分工明确，从常规车辆档案中几乎难以发现破绽。

场景二：车险专业作假团队产业化运作，隐蔽性极强。这是调研中最触目惊心的发现：市场里存在专业化的车险黑色产业链作假团队，分工精密、流程规范——有人专门收购问题车，有人负责篡改车况里程，有人伪造维修记录，有人对接渠道完成投保，还有人专职策划后期虚假理赔。这些团队对保险公司常规核保审核要点了如指掌，能精准规避系统风控节点，利用二手车信息不对称与过户信息割裂的漏洞，将问题车包装成普通个人代步车投保，从中牟取保费差价与理赔获利。其作案手法高度本地化，常规教科书式的风控标准几乎难以奏效。

基于这些来自一线的认知颠覆，我们彻底放弃通用化、模板化的风控逻辑，针对性出台了山东本地专属风控举措：

一是实行地市差异化风控尺度。结合临沂、济南、潍坊等各地市场特点，不搞全省一刀切，针对双牌照城市、大型二手车集散地、中高端二手车集群等不同区域，定制专属核保政策与风控强度，做到“一地一风控、一类场景一规则”。

二是搭建内部风险案例共享库。将调研中发现的作假套路、典型风险场景与识别特征全部整理入库，并针对过户、投保时间节点创建“A、A1、B、B1”四维风控标准；同步对机构和渠道一线人员开展专项培训，从“只看数据”转变为“懂市场、识套路、辨人为包装”，全面提升对道德风险与车险作假行为的识别能力。

问题三：项目推进中，需要定价核保、承保、理赔、销管等多部门协同，在落实“低费高价”和风险管控的过程中，如何打破条线壁垒，确保各部门执行标准统一、动作高效配合？

我们以“低费高价+风险管控”为统一目标，建立统一规则、统一流程，将定价核保、承保、理赔、销管从“各管一摊”整合为“一条链路闭环”，从机制层面打破条线壁垒。

一是成立二手车保险专项跨部门工作组。由销售管理部牵头，定价核保、承保审核、理赔风控、销售管理、渠道管理、合规风控等部门整体配合，形成固定例会机制，建立全新板块业务发展月报监控。

二是形成统一的二手车保险执行策略。以分公司统一承保准入为基准、机构特色化核保调整为辅助，结合风控联动闭环，实现理赔数据反向赋能核保定价、动态迭代执行标准：

• 理赔端建立二手车风险案例库，涵盖事故高发车型、高频骗保渠道、营转非高风险车辆、维修虚高案例，定期同步核保与销管部门；
• 定价核保根据理赔风险数据动态调整费率系数与准入门槛，同步更新执行手册；销管同步调整渠道展业方向；
• 销管对高风险渠道、高风险业务实行限流或暂停准入，从源头管控业务量与风险，确保“低费高价”落地不盲目冲量。

内部研讨

2024年半年会第一次分享二手车项目

2024年年会确立二手车项目目标

实地调研

机构推动

Introduction

Facing industry pain points in used-car auto insurance, such as high moral hazard, complex risk factors, and difficulty in channel control, as well as the urgent need for stricter regulatory compliance and business structure optimization, Shandong Branch took the lead in 2024 by focusing on the fuel-powered used-car auto insurance segment and establishing a core strategy of “low commission and high pricing.”

Through in-depth market research, differentiated regional strategies, and the construction of an end-to-end risk control system, the branch achieved a 59% year-on-year increase in signed premiums. Its share of the company’s used-car business rose to 63%, while costs remained under control. This has created a replicable and implementable methodology for transforming existing business.

Branch Transformation Profile

Project Name:​ Fuel-Powered Used-Car Motor Insurance Transformation Project

Leading branch:​ Shandong Branch

Transformation Keywords:​ Breaking through the existing market, precise risk control, low commission and high pricing, deep distribution cultivation

Core Data Highlights:​

• Scale Growth:​ In 2025, the branch’s used-car signed premiums increased by 59% year-on-year.
• Structural Contribution:​ Used-car business accounted for as much as 63% of the company’s total used-car business, up 12 percentage points from 2024.
• Operating Quality:​ Policy costs achieved profitability, delivering both scale growth and efficiency improvement.

Interview with the Branch General Manager Mr. Wu Bo

“Low commission and high pricing is not a conservative choice. It is a proactive decision to move beyond extensive competition and return to long-term business management.”

Question 1: In 2024, most players in the industry were still expanding used-car motor insurance in an extensive manner. Why did you propose the core idea of “low commission and high pricing”?​

Looking at the overall insurance market in 2024, most market players were still competing through commissions and market share, which led to persistently high industry expenses and shrinking profit margins. In addition, our company had already seen significant losses in its new energy vehicle business in 2023, while the “better quality, better commission” strategy ran counter to the current high-pressure regulatory environment.

Therefore, we chose “low commission” — strictly controlling distribution expenses, optimizing business costs, abandoning ineffective expenditure, and refusing to engage in vicious price wars. We shifted our operating focus from commission-based competition to service and risk control, thereby making costs controllable and operations sustainable.

We chose “high pricing” — under the premise of precise underwriting, focusing on high-quality business, improving pricing adequacy, selecting sound risks, and enhancing business quality. Ultimately, this creates a win-win outcome for the company, customers, and channels.

In essence, “low commission and high pricing” means moving beyond extensive competition and returning to a philosophy of long-term and healthy business management. It aligns with the head office’s strategic direction of high-quality development and is also a precise choice made in response to the regulatory environment and market competition pressures.

Question 2: When the headquarters identified fuel-powered used cars as a potential development direction, how did Shandong Branch quickly transform this from a “directional reference” into a localized implementation strategy, namely compulsory-only and compulsory-plus-third-party-liability products?​

The key lay in rapid response and localized implementation.

First, all staff went down to the front line to conduct research.​ The branch’s Sales Management Department and Motor Insurance Department worked together with motor insurance teams across prefecture-level institutions to conduct a comprehensive review of the local used-car market in Shandong. This included market size, vehicle source structure, car owner consumption habits, distribution cooperation models, and peer company cost structures.

Second, we precisely identified the main products and distribution strategy.​ Given the relatively high moral hazard in used-car business, the Auto Insurance Department fully considered the configuration of the claims team and then identified fuel-powered “compulsory-only” and “compulsory plus third-party liability” products as the main focus. We clarified the core business scenarios and product demand, optimized underwriting rules, and reasonably set underwriting conditions based on the risk characteristics of fuel-powered used cars. This improved quotation volume and conversion rates while keeping risks under strict control.

Finally, we rapidly launched institutional pilots and standardized implementation.​ We precisely connected with core distributions such as local used-car trading markets, leading used-car dealers, motor repair shops, and major intermediaries. We formulated underwriting rules and channel policies adapted to the Shandong market, and selected branches in Jinan, Weifang, Linyi, Dezhou, Liaocheng, and other areas for initial pilots. At the same time, we held a province-wide special meeting to communicate the strategy, clarify business objectives, operating standards, and assessment orientation, ensuring that implementation did not deviate from the intended direction.

Question 3: At the start of the project, the used-car market was highly mixed and moral hazard was frequent. How did you decide on the pace of “pilot first, strict control,” and how did you balance business expansion with risk prevention?​

The used-car market involves complex market participants and vehicles of uneven quality. Moral hazards such as insurance fraud and false applications are prominent, which is a common industry challenge. If we had expanded blindly across the board, it would have been very easy to trigger large-scale risk losses, contradicting the original intention of high-quality development.

Therefore, based on sufficient research, repeated analysis, and prudent decision-making, we ultimately established a pace of “pilot first, strict control.” The core was to hold the risk bottom line and achieve a dynamic balance between business expansion and risk prevention.

Pilot first, adhering to “small-scale testing, refined improvement, and replicable promotion.”​ We prioritized key cities with a solid business foundation and mature risk control teams for pilot implementation. This allowed us to quickly verify the feasibility of the strategy and optimize it in time. We strictly screened business targets, clarified pilot scope, underwriting limits, and customer access standards, and did not blindly pursue scale. Through small-scale pilots, we refined risk control processes and accumulated risk handling experience before steadily replicating the model across the province, thereby reducing large-scale business risk from the source.

Closed-loop risk control, building an end-to-end risk management system.​ Relying on the company’s risk pricing and external risk control models, we conducted real-time verification of application information, vehicle condition, and historical claims data. We strengthened underwriting and approval controls to close loopholes in false insurance applications. We established a special risk control investigation team to strictly review claims cases involving used-car motor insurance and resolutely crack down on moral hazards such as insurance fraud. We also established a risk early-warning mechanism to monitor business data in real time. Once hidden risks were identified, rectification was immediately initiated to ensure that risks remained controllable.

We have always believed that risk control must come first in the development of used-car motor insurance. The pace of “pilot first, strict control” not only ensured steady and orderly business progress, but also firmly held the risk bottom line, enabling used-car insurance business to achieve sustainable and high-quality development under compliant and prudent conditions.

Interview with the Project Lead Mr. Hu Wei, Deputy General Manager of Shandong Branch

“Adapt to local conditions and let data speak. Starting from zero, we carved out a path that is monitorable, adjustable, and replicable.”

Question 1: When you received the project, the headquarters had only provided the development direction of fuel-powered used cars. There was no ready-made implementation plan, and the organization lacked internal operating experience. What is the most important lesson you would like to share?​

First, seize policy and market opportunities while rationally assessing business risks.​

Driven by the national strategy for new energy transformation, as well as national and provincial subsidies for vehicle trade-ins, the used-car market saw rapid growth in sales. Scenarios such as transfers between spouses and relatives emerged in large volumes. From an actual risk control perspective, these compliant transfer transactions did not show any obvious increase in risk. However, the overall risk of used cars is significantly higher than that of ordinary non-transferred vehicles, and there are many hidden moral hazards. This places extremely high demands on management capability and professional expertise, which also limits the number of market participants.

Based on this, we established a core principle: do not raise distribution commissions, do not disrupt the regional market, and rely on our mature management system, broad distribution reach, and flexible sales rhythm to steadily develop the business. We chose not to pursue an aggressive route.

Second, adopt differentiated operations according to local conditions and break through precisely based on the characteristics of each prefecture-level institution.​

Used-car markets vary significantly from place to place, so one set of rules cannot be applied across the whole province. Take Linyi as an example. After the opening of the Lu W dual-license-plate policy in 2024, a large number of lucky and attractive plate numbers were released, prompting residents to compete for them. This created diverse scenarios such as using old cars to reserve plate numbers, transfers between spouses, transfers between parents and children, transfers from individuals to enterprises, and even transfers of dormant vehicles or transfers to minors. The actual risk of such vehicles did not increase significantly, but premium adequacy rose by more than 40%. Linyi Central Sub-branch accurately captured this window of opportunity, promptly optimized underwriting rules, and moderately relaxed restrictions on age and vehicle age for high-quality, sound business, thereby steadily capturing the market opportunity.

Another example is Jinan, which has Guazi Used Cars, one of the country’s leading used-car platforms. Weifang has Ant Good Car, a leading mid-to-high-end used-car platform in the province. Each prefecture-level market has its own resource endowment and market characteristics. We adhered to the principle of “one strategy for one branch” and pursued a diversified and differentiated development path rooted in local market characteristics.

Third, establish a standardized project management system and drive sound development through a data-based closed loop.​

In the process of promoting the used-car project from scratch, we simultaneously built a mature management system covering branches, distributions, and projects across all dimensions. Relying on the advantages of our own systems, we established a data-based closed-loop management mechanism of “quotation volume monitoring — dynamic adjustment of underwriting approval rate — improvement of business conversion rate.” Guided by real data, we helped prefecture-level institutions optimize their operating rhythm, adjust underwriting standards, and improve conversion efficiency. This enabled used-car business to evolve from exploratory testing into a standardized operating model that is monitorable, adjustable, and replicable.

Question 2: To avoid moral hazard, the team personally visited used-car markets across Shandong for multiple rounds of special research. Which scenarios left the deepest impression on you? Was there any moment that overturned the team’s original judgment? How were these “surprises” ultimately transformed into localized risk control measures?​

This research covered used-car trading markets and distribution centers across Shandong. The strongest feeling was that seeing is believing. Only on-site research can overturn assumptions and break through experience-based inertia. In particular, several scenarios — motor insurance fraud, manipulated transfers, and deliberate packaging of vehicle conditions — completely refreshed our conventional risk control logic and forced us to rebuild a localized risk control rule system.

Scenario 1: The disorder of “scheme-based vehicle clusters” involving concentrated batch transfers.​ Around used-car markets in many cities, there are large numbers of intermediary offices that handle ownership transfers, license plates, and auto insurance. Their operating model is not scattered single-vehicle transactions, but batch-based packaged operations. Transfers between spouses, transfers between parents and children, transfers from individuals to enterprises, and even batch transfers to minors or shell companies are all available. On the surface, these appear to be normal used-car transactions. In reality, dealers use transfer rules to whitewash vehicle conditions and isolate risks. Accident vehicles, odometer-tampered vehicles, and flood-damaged vehicles are repeatedly transferred to gradually dilute historical traces before being sold to end customers. The entire operation chain is mature and clearly divided in responsibilities, making it almost impossible to detect problems from ordinary vehicle records.

Scenario 2: Professional motor insurance fraud teams operating industrially and with strong concealment.​ This was the most shocking discovery during the research. There are professional black-market motor insurance fraud teams in the market, with precise division of labor and standardized processes. Some people specialize in acquiring problem vehicles, some modify vehicle conditions and mileage, some forge repair records, some connect with channels to complete insurance applications, and others specialize in planning subsequent false claims. These teams are highly familiar with the routine underwriting review points of insurance companies and can accurately avoid system risk control nodes. By exploiting information asymmetry in used cars and the fragmentation of transfer information, they package problem vehicles as ordinary personal-use vehicles for insurance, thereby profiting from premium differences and claims payouts. Their methods are highly localized, and conventional textbook-style risk control standards are almost ineffective.

Based on these frontline insights that overturned our previous understanding, we completely abandoned generic and template-based risk control logic and introduced targeted risk control measures tailored specifically to Shandong.

First, we implemented differentiated risk control standards by prefecture-level market.​ Combining the market characteristics of Linyi, Jinan, Weifang, and other areas, we avoided a one-size-fits-all approach across the province. For different regions, such as dual-license-plate cities, large used-car distribution centers, and mid-to-high-end used-car clusters, we customized underwriting policies and risk control intensity, achieving “one local risk control strategy for one region, and one rule for one type of scenario.”

Second, we built an internal risk case-sharing database.​ We organized and entered into the database all fraudulent methods, typical risk scenarios, and identification features discovered during the research. We also created four-dimensional risk control standards — “A, A1, B, and B1” — based on transfer and application time points. At the same time, we provided special training for institutional and channel frontline staff, helping them shift from “only looking at data” to “understanding the market, recognizing schemes, and identifying artificial packaging.” This comprehensively improved their ability to identify moral hazard and auto insurance fraud.

Question 3: The project required collaboration among pricing and underwriting, policy issuance, claims, sales management, and other departments. In the process of implementing “low commission and high pricing” and risk control, how did you break down departmental barriers and ensure unified standards and efficient coordination across departments?​

We used “low commission and high pricing plus risk control” as the unified objective and established unified rules and processes. This integrated pricing and underwriting, policy issuance review, claims risk control, sales management, distribution management, and compliance risk control into “one closed-loop chain,” breaking down departmental barriers at the mechanism level.

First, we established a special cross-departmental working group for used-car insurance.​ Led by the Sales Management Department, the group brought together pricing and underwriting, policy issuance review, claims risk control, sales management, distribution management, compliance risk control, and other departments. A fixed regular meeting mechanism was established, along with a new monthly business development monitoring report for this sector.

Second, we developed a unified execution strategy for used-car insurance.​ Based on the branch’s unified underwriting access standards, supplemented by institution-specific underwriting adjustments, and combined with a closed-loop risk control mechanism, we enabled claims data to feed back into underwriting and pricing, dynamically iterating execution standards.

• The claims side established a used-car risk case database covering accident-prone vehicle models, high-frequency fraud channels, high-risk commercial-to-non-commercial vehicles, and inflated repair cases. This information was regularly shared with underwriting and sales management departments.

• Pricing and underwriting dynamically adjusted rate factors and access thresholds based on claims risk data, and updated the execution manual accordingly. Sales management simultaneously adjusted channel business development directions.

• Sales management implemented flow restrictions or suspended access for high-risk channels and high-risk business. This controlled business volume and risk from the source, ensuring that “low commission and high pricing” was implemented without blindly pursuing volume.

2026年车险条线年度会议圆满落幕
The 2026 Annual Motor Insurance Line Conference Concludes Successfully

2026年5月13日至16日，2026年车险条线年度工作会议在深圳顺利召开。本次会议集结机构委派核保人及核保骨干、机构车险分管总、部分机构一把手、总部及区域相关部门，全员凝心聚力、齐聚一堂，复盘工作进展、部署重点任务、交流工作经验，为车险业务高质量发展进一步明确方向、夯实根基。

此次年会得到了公司管理层的高度重视，首席执行官左伟豪、副总经理兼首席渠道管理和销售官周连成、总经理助理兼总精算师殷兆男、首席人力资源官杜楠、首席战略官兼机构发展部负责人毕玉泉等均参会并发表了重要讲话。左总在开场致辞中充分肯定了车险条线过去的工作成果，指出车险条线在近三年成熟度明显提升，实现了业绩与成本、能力建设、集团影响力等各方面的突破。同时，针对下阶段车险业务发展，左总提出明确工作要求，期待车险业务能把握好行业节奏和市场机遇，平衡好短期业绩提升及长期战略布局，稳步实现业务盈利能力稳中有升。左总对车险条线员工的成长也提出了要求和期待，表示公司愿意在车险人才培养上做更多建设性的投入，为员工创造更多发展机会。

本次会议内容总分联手，干货满满。全国近百位车险条线同事围绕“业务复盘及分析、数字化直通项目、新能源车险业务、监管规则应对、车险人才培养、星火推修体系建设”等专题报告深入交流。一是总部领导同事立足公司整体战略，全面复盘车险近几年的突破，当前业务经营现状、重点项目推进进度，并传达车险人才标准及人才培养思路。二是各机构领导同事结合区域市场特点，分享数字化竞争性定价策略、新能源业务品质管控、监管阈值管理及应对等实战经验，为跨区域经验互通提供有力参考；同时多位一把手亲自传授当前环境下新型核保队伍的成长经验。三是轮岗员工代表结合岗位历练经历，分享个人成长收获与工作心得，充分展现了车险队伍锐意进取、实干奋进的精神风貌。

为表彰先进、树立标杆，会议现场举行了隆重的表彰仪式。公司管理层为工作中表现优异的先进团队与优秀个人颁奖，分别颁发“精益求精奖”“勇于突破奖”“卓越贡献奖”三大荣誉奖项，用于致敬精细管理、主动转型的团队及工作求真务实、潜能无限的个人，以榜样力量引领车险条线员工争先创优、砥砺前行。

在总结环节，殷总表示，车险业务须深化精细化管理，进一步优化经营模式、严控经营成本，全方位夯实业务发展根基。他要求核保人员立足全局视角履职担当，严守风险底线、优化核保策略，主动破解业务发展难题。同时他强调，各机构负责人应立足团队长远发展，高度重视人才培养，为下属提供充分的锻炼机会与成长空间，筑牢业务发展人才梯队。

5月15日，车险条线的同事们集体走进腾讯微保，参与了主题为“关于AI在金融领域的应用与未来展望” “财险AI 转型实践”的两场培训；通过培训，全体参训人员进一步拓宽了行业视野，为车险业务AI数智化转型储备了新思路、新方法。

本次年度会议兼具总结复盘、战略部署、经验交流与能力提升等多重意义，既是一次盘点成果、剖析问题的复盘总结会，更是一次凝聚共识、锚定目标的动员部署会。接下来，车险条线全体员工将全面落实本次会议工作部署，全力破解业务发展中的痛点难点，推动公司车险业务高质量发展再上新台阶。

Held in Shenzhen from May 13 to 16, 2026, the 2026 Annual Work Conference for the Motor Insurance Line brought together authorized underwriters and core underwriting specialists from all branches, branch vice presidents in charge of motor insurance, top leaders of selected branches, as well as relevant teams from Headquarters and regional departments. All participants gathered to review operational progress, deploy key priorities, exchange work experience, and further clarify directions and consolidate foundations for high-quality development of auto insurance business.

This annual conference garnered high attention from the company’s senior management. Mr. Kevin Chor, Chief Executive Officer; Liancheng Zhou, Deputy General Manager & Chief Distribution Management and Sales Officer; Scott Yin, Assistant General Manager & Chief Actuary; Nan Du, Chief Human Resources Officer; Yuquan Bi, Chief Strategy Officer & Head of Branch Development Department, among other senior executives attended the conference and delivered important speeches.

In his opening address, Mr. Kevin Chor fully recognized the achievements delivered by the motor insurance line over the past years. He pointed out that the motor insurance line has seen remarkable maturity growth in the past three years, delivering breakthroughs across business performance & cost control, capability building, and group influence. For the next phase, Mr. Kevin Chor put forward clear work requirements: the motor insurance business shall capture industry trends and market opportunities, balance short-term performance growth and long-term strategic layout, and steadily lift overall business profitability. He also set expectations for the professional growth of all motor insurance staff, stating that the company will ramp up constructive investment in motor insurance talent development to create more career advancement opportunities for employees.

Packed with valuable insights, the conference featured joint presentations by headquarters and branch teams. Nearly 100 nationwide motor insurance colleagues held in-depth discussions on themed reports covering business review & analysis, digital direct connection project, new energy vehicle insurance business, regulatory compliance management, auto insurance talent cultivation, and Xinghuo Vehicle Repair Service System development.

1. Headquarters executives and specialists reviewed the multi-year breakthroughs, current operational status, and progress of flagship projects from the group-wide strategic perspective, while communicating standardized competency criteria and talent development frameworks for auto insurance teams.
2. Leaders from each branch shared frontline practices tailored to regional market conditions, including digital competitive pricing strategies, quality control for new energy vehicle insurance, and regulatory threshold management & response. These shared cases enabled cross-regional experience exchange. Multiple branch top leaders also shared best practices for growing new-generation underwriting teams amid the current market landscape.
3. Rotating staff representatives shared personal growth takeaways and work insights from their cross-functional postings, fully demonstrating the auto insurance team’s enterprising, pragmatic and hardworking spirit.

A grand award ceremony was held to recognize outstanding performers and set role models. Senior management presented three major honors to top-performing teams and individuals: the Excellence in Refinement Award, the Trailblazing Breakthrough Award, and the Outstanding Contribution Award. These awards acknowledged teams excelling in refined management and proactive transformation, as well as pragmatic, high-potential individuals, inspiring all auto insurance staff to strive for excellence and forge ahead with benchmark examples.

During the closing summary, Mr. Yin emphasized that the motor insurance business must deepen refined management, further optimize operational models, strictly control operating costs, and comprehensively consolidate the foundation for sustainable business growth. He required all underwriters to fulfill their duties from a holistic perspective, strictly uphold risk control benchmarks, optimize underwriting strategies, and proactively resolve challenges hindering business expansion. Meanwhile, he stressed that all branch leaders must prioritize long-term team development, provide sufficient training opportunities and career paths for subordinates, and build a robust talent pipeline to support business growth.

On May 15, all motor insurance conference participants visited Tencent WeSure and attended two special training sessions themed AI Applications and Future Outlook in the Financial Industry and AI Transformation Practices for Property & Casualty Insurance. The sessions broadened participants’ industry horizons and equipped the auto insurance team with new ideas and methodologies to drive digital and AI-enabled transformation.

Serving multi-fold purposes including annual review, strategic rollout, experience sharing and capability upgrading, this annual conference stands as both a retrospective to review achievements and diagnose operational challenges, and a mobilization assembly to align consensus and anchor new targets. Moving forward, all staff of the auto insurance line will fully implement all work arrangements outlined at this conference, strive to resolve pain points and bottlenecks in business development, and propel the high-quality growth of the Company’s motor insurance business to new heights.

安盛天平荣获“金融业AI创新领军奖”
AXA Tianping Got Recognized with the “Leading Enterprise Award for AI Innovation in the Financial Industry”

2026年4月14日，在上海举行的第十二届CDIE数字化创新博览会主论坛暨颁奖典礼上，安盛天平财产保险有限公司凭借在人工智能领域的创新实践，荣获“金融业AI创新领军奖”。这一奖项不仅是对安盛天平在AI技术应用与业务融合方面卓越成就的高度认可，更彰显了其在引领保险行业智能化转型中的标杆地位。

安盛天平首席运营官&首席数据官余健光先生受邀参会，并在活动主论坛——”C-suite协同：驱动AI时代的企业进化“中，代表金融行业与来自实业制造、消费零售等领域的商业领袖，围绕“如何将AI从技术概念转化为真实生产力”展开深度对话。交流中，余总针对保险行业数据敏感、监管严格的特点，介绍了安盛天平的 AI 落地实践——按照 “后端先行、内部优先、客户端审慎推进” 的原则稳步布局应用，通过自主搭建私有 AI 体系，严守安全合规底线。现阶段安盛天平以自主研发为主，未来成熟后将适时开展外部合作，平衡创新与生态协同。他同时建议企业 AI 转型应先夯实数据治理基础，积极拥抱数字化，让AI成为发展核心动力。

安盛天平始终致力于将AI技术与保险业务全链路深度融合，重塑从风险洞察、产品设计到客户服务的每一个环节。此次荣获“金融业AI创新领军奖”，既是对公司在AI战略布局与工程化实践中持续深耕的权威认定，也激励后续在AI赋能保障的征程中勇毅探索，为客户开启智能安心、高效便捷的全新体验时代。

自2015年首次举办以来，CDIE数字化创新博览会已成长为中国最具权威性和前瞻性的的数字化转型盛会之一，是持续引领科技创新风向，搭建连接全球智慧与中国实践的高端交流平台。

On April 14, 2026, at the main forum and award ceremony of the 12th CDIE Digital Innovation Expo held in Shanghai, AXA Tianping Property & Casualty Insurance Co., Ltd. was honored with the Leading Enterprise Award for AI Innovation in the Financial Industry for its innovative practices in artificial intelligence. This prestigious award not only serves as high recognition of AXA Tianping’s outstanding achievements in integrating AI technology with business operations, but also underscores its benchmark status in spearheading the intelligent transformation of the insurance sector.

Philip Yu, Chief Operating Officer & Chief Data Officer of AXA Tianping, attended the event as a guest speaker. During the main forum panel discussion themed C-suite Collaboration: Driving Corporate Evolution in the AI Era, he represented the financial industry alongside business leaders from manufacturing, consumer retail and other sectors, engaging in in-depth exchanges on “translating AI from a technical concept into tangible productivity”. During the discussion, addressing the insurance industry’s unique characteristics of sensitive data and stringent regulatory requirements, Mr. Yu shared AXA Tianping’s on-the-ground AI implementation roadmap. The company advances AI deployment steadily under the principle of “Backend-first, Internal Prioritization, Prudent Rollout for Client-facing Applications”. By building a proprietary private AI ecosystem in-house, AXA Tianping rigorously safeguards compliance and data security. At present, the company prioritizes independent R&D; it will explore external collaborations at a mature stage to strike a balance between technological innovation and ecosystem synergy. He also advised enterprises embarking on AI transformation to solidify data governance foundations and fully embrace digitalization, so that AI can become a core engine driving corporate growth.

AXA Tianping has long committed to deeply integrating AI technology across the full insurance value chain, reshaping every link ranging from risk insight and product development to customer service. The receipt of the Leading Enterprise Award for AI Innovation in the Financial Industry stands as authoritative validation of the company’s sustained investment in AI strategic planning and engineering-based application practices. It further motivates the team to forge ahead on the journey of AI-powered insurance protection, delivering a new era of intelligent, reassuring, efficient and streamlined service experiences for all customers.

First launched in 2015, the CDIE Digital Innovation Expo has evolved into one of China’s most authoritative and forward-looking summits dedicated to digital transformation. It acts as a high-end communication platform that continuously charts the trajectory of technological innovation, bridging global expertise with local industry practices in China.

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.