中国人寿保险公司

中国人寿保险公司二〇〇一年概况2001年，中国人寿保险公司系统员工在江总书记“三个代表”重要思想的指引下，在上级有关部门的正确领导和大力支持下，在国务院派驻的监事会的直接督导下，认真贯彻落实年初全国工作会议以及大中城市业务推动会议、电视电话会议精神，团结一心、锐意进取、顽强拼搏，在市场竞争日益激烈、工作难度不断加大的情况下，经受住了各种严峻考验，取得了显著成绩。

全年实现保费收入813.14亿元，完成了年计划的 123%，同比增长了24.78%，占全国寿险市场份额的56.7%。

到年末，公司总资产达到2209.66亿元。

一、强力启动了大中城市业务发展战略大中城市是公司业务发展的战略要地，也是同业公司展开竞争的主战场。

2001年,中国人寿第一次明确提出把大中城市作为公司业务发展的重点和主攻方向，并率先在75个大中城市实施了大中城市业务发展战略。

总公司专门召开了大中城市业务推动会，制定了推动大中城市业务发展的28条措施，加大了对大中城市业务发展的考核力度，并将大中城市公司的工资总额与可提费用挂钩，调动了这些公司发展的积极性。

各级公司认真贯彻落实大中城市业务推动会议精神，结合本地实际，出台了许多发展新举措，积极进行了有效增员，努力拓宽了团险销售渠道，广泛开展了多种形式的业务竞赛，将总公司的发展战略落到了实处，收到了显著成效。

2001年75个大中城市公司共实现保费收入468亿元，占全系统总保费的57.62%，较2000年提高了近2个百分点，增幅达到27.12%。

二、适时推出了适销对路的分红产品2001年，公司在产品的开发和投放策略上，不跟风，不盲从，而是认真分析我国寿险市场所处的发展阶段和公司自身的实际情况，适时推出分红产品系列。

分红产品的推出，适应了社会需求，有效地拓宽了业务发展空间，极大地鼓舞了展业队伍的士气，激发了广大员工的工作热情。

分红保险在全国系统推出后，各级公司都认真策划，积极推动，通过举行产品说明会等多种形式，迅速掀起了推广销售分红保险的热潮。

全年共实现分红险保费163.78亿元，占首年业务保费收入的46.89%。

分红产品成为带动公司业务发展的拳头产品。

三、深入进行了“三项制度”改革首先是按照精简、高效、统一的原则，明确了各级公司的部门设置、职责划分和人员编制，严格按照编制定岗、定员，制订了较为科学的员工管理和考核办法，截至2001年底,共精简各类人员824人，并打破了论资排辈的旧框框，为优秀年轻干部脱颖而出创造了条件。

其次是全面推进了劳动用工制度改革，进一步完善了全员劳动合同制和岗位聘用制，打破了用工界限，实行同工同酬、同岗同责。

第三是深化了分配制度改革，建立了新型的工资制度，实行了岗位工资，按职责、按能力分配，并向业务岗位和特殊专业岗位倾斜，将个人收入与个人工作业绩和公司经营效益挂钩，合理拉开分配差距。

这些措施的落实，在公司内部营造了一种良好的用人环境，初步形成了把员工个人发展与企业发展融为一体的人力资源管理体系。

四、全面加强了集约化管理中国人寿在业务处理、财务和信息技术中心的建设方面取得了新进展，基本实现了以地市级以上公司为单位的业务、财务集中处理；实施了《寿险实务》和核保、核赔、保全手册等一系列业务管理规范，统一进行了CBPS7版的转换升级工作，推广了两核人员特殊专业岗位资格制度；普遍重视了业务结构调整，一些公司力度还比较大，夯实了发展基础。

实现了省级公司的数据集中和9个直辖市、计划单列市的业务数据向总部集中的工作；对全国系统的计算机设备实行了集中采购，有效地节省了费用。

加强成本核算，注意发挥费用政策的导向作用，进一步推行了预算制管理。

根据国务院和保监会的有关决定，在全系统广泛开展了整顿和规范保险市场的活动，进一步规范了各级的经营行为。

加强了资产的清理、清收工作，进一步摸清了家底。

重点进行了个人代理业务佣金的使用和管理专项稽核，促进了营销业务的健康发展；开展了经理离任责任审计，为人事部门任用干部提供了参考依据。

集约化管理程度的提高，有效地促进了业务结构的调整和经营效益的改善。

五、切实加强了资金运用工作2001年，按照管理规范化、操作制度化、经营市场化的改革思路，积极进行了资金运用体制改革，建立起了一个投资决策、投资运作、风险控制“三位一体”的新型资金运用体制，组建了专业化的资金运用中心，公司的资金运用进一步集中。

总公司集中的资金占全系统可运用资金的比例由2000年的46.6%提高到2001年的66.27%，提高了19.67个百分点，年末资金运用余额1258.63亿元，比年初增加626.34亿元，收益达43.67亿元。

在投资渠道比较窄、资本市场不景气的情况下，取得这样的成绩很不容易、意义重大，既促进了公司整体资金运用水平的提高，也有力地支持了公司业务的发展。

六、初步构建了客户服务框架按照业务集中管理方案的部署，大部分省市分公司都设立了客户服务机构，配备了专职客户服务人员，建立了一整套服务制度与规范。

在全国300多个城市开通“95519”客户服务专用电话，方便了客户，强化了文明优质服务，树立了自己的专业服务品牌和形象，把公司的客户服务工作提高到了一个新的水平，有效地改善了业务发展环境。

七、积极开展了公司品牌宣传2001年，全系统加大了以主打广告语的宣传为主要内容的品牌宣传力度，各地纷纷在交通要道和繁华地带推出了巨型广告牌。

为了配合分红保险和“95519”客户服务专用电话的推出，策划组织了大规模宣传活动。

总公司抓住北京申奥、团中央实施进城务工青年发展计划、张健横渡英吉利海峡等全国人民关注的热点事件，策划了一系列宣传活动，并在中央电视台黄金时段推出了公司形象广告。

此外，在石家庄爆炸案、重庆武隆县城山体滑坡、广西南丹县拉甲烯矿透水事故等一系列在全国产生重大影响的灾害事故发生后，当地公司都及时开展救助和赔付工作，经媒体报道后，产生了很好的社会反响。

品牌宣传工作的加强，提升了公司的知名度和美誉度，促进了业务发展。

八、大力推进了领导班子建设全国系统认真开展了“三个代表”重要思想的学教活动，组织学习了江总书记“七一”重要讲话和党的十五届六中全会《决定》，增强了广大党员干部实践“三个代表”重要思想的能力和自觉性。

加大了对省级公司领导班子的考核和调整力度，全年对33个省级分公司领导班子的118名成员进行了调整，起用了一批素质较高的优秀年轻干部。

加强了党风廉政建设，领导干部廉洁自律、反腐败抓源头和执法监察等工作都取得了积极成效。

全年共查处各类违法违纪违规案件59件，处分（处理）有关人员64人。

切实加强了教育培训工作，总公司制订了教育培训纲要和培训大纲，举办了各类培训班90个，参训人数达6600多人次。

各级公司也广泛开展了员工和代理人培训。

各地还注意发挥工会、共青团等群众团体的作用，加强了相关组织的建设，民主管理进一步推进。

此外，代理人队伍不断发展壮大，到2001年底实有营销网点4681个，同比增长了17.8%；个人代理人达42.4万人，同比增长了38.2%。

An Outline of China Life Insurance Company in 2001In 2001, under the guidance of “the Three Represents”brought forward by Comrade Jiang Zemin, the General Secretary of the Party, under the correct leadership and great support of the upper relevant departments and under the direct supervision of the commission sent by the State Council, all the employees of China Life Insurance Company carried out the spirit of the national working conference at the beginning of the year, the meeting of launching business in big and middle cities and the TV telephone meeting, uniting as one mind, determining to advance and struggling tough. Under the situation of increasing intensive competition and more difficulties in work, they went through all kinds of severe tests and made eminent achievements. The premium income realized in the whole year was 81.314 billion yuan, accomplishing 123 percent of the annual plan, up 24.78 percent from the previous year, accounting for 56.7 percent of the market share in life insurance in China. By the end of the year, the total assets of the company were 220.966 billion yuan.1. Greatly starting the strategy of business development in big and middle citiesBig and middle cities are the strategic place of business development, also the main battle of competition between the insurance companies. In 2001, China Life at first determined the key point and the attacking direction of business development of the company in big and middle cities and carried out the strategy of business development of big and middle cities in 75 big and middle cities. The Head Office specially held the meeting for launching business in big and middle cities, worked out the 28 measures for driving the business development in big and middle cities, made greater efforts to checking the business development in big and middle cities, combined the payroll of the big and middle cities with expenses available and encouraged the enthusiasm of the company in the development. All the different-grade companies carefully carried out the spirit of the meeting for driving business in big and middle cities, combined the local practice, issued many new measures for the development, actively increased the effective persons, tried to expand the sale channel for group insurance, widely held a variety of business contests, put the developing strategy of the Head Office into effect and made eminent achievements. In2001, the premium income in 75 big and middle cities was 46.8 billion yuan, accounting for 57 percent of the total premium income of China Life Insurance Company, which was 2 percent higher than that in 2000 with 27.12 percent of the growth rate.2. Launching proper and suitable products participating in profitsIn 2001, in the exploitation of products and the issuing strategy, the company did not copy others and did not follow like sheep, but carefully analyzed the developing stage of life insurance market in China and the practical situation of the company itself, in time launched a series of products participating in profits. The launch of the products participating in profits met with the social need, effectively expanded the space for developing business, greatly encouraged the morale of the acquisition team and stimulated the working enthusiasm of all the staff members. After the products participating in profits were launched in China Life in the whole country, all the different-grade companies carefully planned, actively launched and rapidly raised the hot tide for launching insurance products participating in profits by different ways such as the meeting for instructing the products. The premium income of products participating in profits in the year was 16.378 billion yuan, accounting for 46.89 percent of the first-year business premium income. The products participating in profits became the fist product for driving business development in the company.3. Deeply carrying on the reform of “three systems”At first, according to the principle of condensation, high efficiency and uniformity, there was a definitude in the establishment of the departments of all different-grade companies, the division of duties and the number of staff members. The company drew out a scientific management and checking method for the staff members strictly complying with the number of the staff members to deicide the posts and persons. By the end of 2001, the company reduced all kinds of persons of 824. The old framework that seniority must be give top priority was broken, which created a condition for the excellent young men to become eminent. Secondly, the company widely advanced the reform of employment system, further improved the working contractual system of all staff members and the position employment system, broke the employment fields and implemented the same work with the same salary and the same position with the same duty. Thirdly, the company deepened the reform of distribution system, established the new-type salary system, carried out the position salary and distributed by duty and ability, paid more to the business post and the special professional post, combined the personal income with the personal performance and the business benefits of the company and reasonably drew the distribution difference. All theses measures were carried out for the company to create a good of employment environment inside the company and primarily formed the system of the management in manpower resource combining the personal development of the staff members with the enterprise development.4. Strengthening the overall intensive managementChina Life made new advance in the aspect of the construction of business, finance and information technology centers, primarily realized the concentrated handle for business and finance in over the city branches; implemented 《The Practice in Life Insurance》and a series of standards of business management in checking underwriting and claims and the handbook for protecting business, uniformly updated the CBPS7 edition, spread the system of the qualification for two-check special professional positions, generally valued the adjustment of business structure and some companies paid more attention to it and tamped the developing base. The company realized the data concentration in the provincial branches and the business data in 9 municipalities and planning-singled cities concentrating on the Head Office, carried on the concentrated purchase on the computer equipment in the whole system and effectively saved the expenses. The company strengthened the cost accounting, paid attention to the guidance function of the expense policy, further carried on the management of the budget system. According to the relevant decisions of the State Council and China Insurance Regulatory Commission, there was an activity of adjusting and standardizing insurance market, which further standardized the business action of all the companies. The company strengthened to clean up and collected the assets, further made sure the bottom of the family, made emphasis on the special audit for the use and management in the commission of personal agency business, promoting a healthy development in marketing business. The company made an audit for the manager off post and provided the reference evidence for the personnel department to appoint cadres. The company increased the degree of the intensive management and effectively promoted the adjustment of the business structure and the improvement of business benefits.5. Really strengthening the capital applicationIn 2001, according to the reforming thread of managing through standards, operating through systems and makingbusiness through market, the company actively carried on the systematic reform for capital application, established the new-type of capital application with investment decision, investment operation and risk control as “three aspects as one body”, built up a center of professional capital application. The capital application was further concentrated in the company. The funds concentrated by the Head Office accounted for 66.27 percent of the funds available in the whole system in 2001, which was 19.67 percent higher than 46.6 percent of the year 2000. The balance of the capital application at the end of the year was 125.863 billion yuan, increasing 62.634 billion yuan from the beginning of the year. The income was 4.367 billion yuan. Under the situation of a narrow investment channel and the depression in capital, it was not easy to achieve such a result and was significant, which both promoted an increase in the overall level of capital application and strongly supported the development in business of the company.6. Primarily forming the framework of customer serviceAccording to the arrangement of concentrated business management, most of the provincial branches established customer service institutions, equipped the full-time persons for customer service, built up a set of service systems and standards. In over 300 cities of the country opened the “95519” custom er service special telephone, which was convenient to customers. The company strengthened the civilized service with excellent quality, set up the brand and image of its own professional service, increased the customer service of the company to a new level and effectively improved the environment of business development.7. Actively publicizing the brand of the companyIn 2001, China Life greatly publicized the brand with the main ad wording as the main contents. There were many big bill-boards at the main traffic street and busy roads. In order to cooperate with launching the products participating in profits and using the “95519” customer service line, the company organized a large scale of publicity. The Head Office used the focus events such as Beijing Bidding for Olympic Games, the scheme for the development of the young workers in cities by the League Central Committee’s and Chang Jian crossing the English Channel to design a series of publicities and made ads of the company’s image on CCTV at the golde n time. Moreover, after a series of big accidents occurring, such as the explosion in Shijiazhuang, the hill slide at Wulong County Chongqin and the penetrating water at the Tin Mine in Lajia Nandan Guangxi, the local companies held the salvage and dealt with claims in time, which generated a good social response after the report by the media. The company strengthened the publicity of the brand, enhanced the well-known name and reputation of the company and promoted the business development.8. Greatly advancing the construction of leadershipAll the staff members of China Life carefully held the activity of learning and teaching the important thought of “three represents”, organized to study the important talking of “7.1.” made by General Secretary Jiang and the 《The Decision》in the Sixth Plenary Session of the 15th CPC Central Committee and reinforced the ability and the self-consciousness of all the Party members and cadres in carrying out the important thought of “three represents”. The company strictly checked the leaders of the provincial branches and adjusted them, over the year adjusted 118 members of the leadership of 33 provincial branches, used a large number of excellent young cadres with high quality. The company strengthened the construction of the Party’s style and incorruptness with a positive achiev ement in the incorruptness and self-regulation of the leaders, grasping the original resource against corruptness and executing laws and supervision. 59 cases that were illegal and against rules in all kinds were handled and 64 persons involved in were punished. The company really strengthened the education and training work. The Head Office worked out the program for education and training and the training syllabus, holding 90 all kinds of training classes with over 6600 person-times participating. All-grades companies also widely held the training for staff and agents, paid attention to the function of the Labor Union and the League, strengthened the construction of the relevant organizations and further advanced the democratic management. Moreover, the team of agents grew fast. By the end of 2000, there were 4681 sales places, up 17.8 percent from the previous year; The personal agents were 424 thousand persons, an increase of 38.2 percent from the previous year.中国人寿保险公司资产负债表与损益表BALANCE SHEET AND LOSS & PROFIT SHEET OF CHINA LIFE INSURANCE COMPANY, LTD（2001年12月31日货币单位：人民币百万元）表1资产负债表损益表项目2001年2000年资产现金及银行存款93555.44 62408.21 贷款2808.21 2958.99 减：贷款呆帐准备233.26 29.59 投资94741.97 72254.89 减：投资风险准备390.61 216.98 存出保证金 1.30 1.50 应收保费8.59 4.19 应收款项2654.60 2148.93 减：坏帐准备102.10 21.53 保户质押贷款158.74 163.20 预付赔款66.66 58.98 固定资产16192.87 13997.92 其它资产11503.41 6040.67 资产总额 220965.81 159769.38 负债未到期责任准备金3241.12 2964.97 人身险责任准备金185962.29 143893.66 未决赔款准备金693.43 621.31 存入分保准备金0.00 0.00 保户储金621.64 686.08 应付分保帐款42.82 260.90 其他应付帐款2095.41 2432.37 其他负债20072.79 1820.22 负债合计 212729.51 152679.49 少数股东权益294.99 94.40 所有者权益实收资本4600.00 4600.00 资本公积744.07 707.72 盈余公积58.29 58.29 总准备金0.10 0.10 保险保障基金1130.68 1060.19 未分配利润1408.19 569.18 所有者权益合计 7941.32 6995.49 负债及所有者权益 220965.81 159769.38项目2001年2000年收入项目233374.91 183025.76 保费收入81313.01 65164.17 分保业务收入 1.17 0.98 其他业务收入4496.88 2724.34 转回未到期责任准备金2964.98 2701.27 转回人身险责任准备金143977.56 111791.58 转回未决赔款准备金621.31 643.42支出项目234475.98 183291.82 赔款支出4614.40 3537.40退保金及给付22847.61 17782.92分保业务支出-235.72 264.08 手续费及佣金支出8772.78 7247.79 费用及其他支出8006.54 6456.50 提存未到期责任准备金3241.13 2964.97 提存人身险责任准备金185962.29 143893.66 提存未决赔款准备金693.43 621.34 提存保险保障基金64.41 59.30 营业税金及附加509.11 463.86 营业利润-1101.07 -266.05 加：投资收益2461.35 1473.25 加：营业外收入125.85 65.88 减：营业外支出814.87 354.00 加：以前年度损益调整74.27 11.43 利润总额 745.53 930.51 减：所得税 2.92 10.99 减：少数股东本期收益-11.91 -3.60 净利润 754.52 923.12分公司人身保险业务统计表THE STATISTICS OF LIFE INSURANCE BUSINESS OF BRANCHES 表2 （单位：人民币百万元，Unit:RMB1000000；万件）公司版•国寿•统计149最新精品资料整理推荐，更新于二〇二一年一月二十日2021年1月20日星期三07:10:36最新精品资料整理推荐，更新于二〇二一年一月二十日2021年1月20日星期三07:10:36续表2 （单位：人民币百万元，Unit:RMB1000000；万件）150 公司版•国寿•统计最新精品资料整理推荐，更新于二〇二一年一月二十日2021年1月20日星期三07:10:36○ 1月9日、9月10日，中国人寿保险公司与北京大学联合举办第二期、第三期中青年高级管理干部研修班。