Focusing on digital and intelligent transformation, and asset-liability synergy as the main themes, multiple insurance companies outline their development priorities for 2026.

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Grasp the digital-intelligence transformation and the key line of assets-liabilities coordination

Multiple insurance companies set their development priorities for 2026

◎ Reporter He Kui

While responding to the low-interest-rate market environment, seize the opportunity of increased diversification in residents’ asset allocation—“prevent risks and promote development” remains the main guiding approach for insurers’ operations in 2026.

With the convening of major insurers’ 2026 business meetings, including China Property & Casualty Insurance (PICC) and China Life, insurers’ current-year operational priorities and points of focus have come into clearer view. Centering on the above approach, they will focus on serving the real economy, digital-intelligence transformation, and optimizing asset-liability matching and management, so as to better play the insurance industry’s role as an economic shock absorber and a social stability anchor. Supporting a strong start for the “Fifteenth Five-Year Plan” (15th Five-Year Plan) is also a key focus for insurers’ work this year.

Stronger efforts to serve the overall situation

2026 is the first year of the “Fifteenth Five-Year Plan.” Judging from the operational arrangements of major insurers, helping ensure a strong start for the “Fifteenth Five-Year Plan” is the top priority for insurers’ work.

China Property & Casualty Insurance (PICC) states: Strengthen efforts to serve the overall situation, innovate in key areas such as boosting consumption through services, innovation-driven development, opening-up to the outside world, coordinated development, “dual carbon” leadership, and people’s livelihood protection, and creatively leverage insurance’s across-cycle and counter-cyclical adjustment role to make greater contributions to the overall development of the economy and society. Strengthen efforts to drive high-quality development by building high-quality business portfolios, improving high-quality service capabilities, expanding high-quality investment, deepening efforts to improve quality, reduce costs, and increase efficiency, doing a good job of high-quality value/market value management, and promoting an effective improvement in quality and a rational growth in volume.

China Taiping states that it will focus on coordinating development and security; strengthening the core functions of its primary responsibilities and main businesses; honing internal skills to improve quality and efficiency; and advancing full and strict Party governance in depth. By firmly establishing and practicing the correct view of political achievements, it will follow the main line of “preventing risks, strengthening management, promoting development, and ensuring safety,” and work with full force to achieve a new breakthrough in high-quality development for the Group in the first year of the “Fifteenth Five-Year Plan,” contributing more to building a strong financial country and comprehensively advancing Chinese-style modernization.

As the only state-owned reinsurance group, China Reinsurance (Group) proposes that the Group’s 2026 system-level business management work must firmly implement the business philosophy of “growth with scale, underwriting that improves efficiency, and investment that remains sound.” With reform seeking breakthroughs, transformation driving development, innovation energizing momentum, and management improving quality, it will stand firm in building and strengthening the risk firewall, continuously enhance resilience in business development, strive to achieve a strong start for the “Fifteenth Five-Year Plan,” and write a new chapter of high-quality development.

Accelerate digital-intelligence transformation

In recent years, the technological revolution represented by AI has been gaining momentum. The accelerated integration and development of “insurance + technology” has gradually become a consensus among insurance companies as they embrace the future and seek new growth engines. Enhancing digital-intelligence capabilities has also become a key focus of insurers’ 2026 business work.

Accelerating digital-intelligence transformation is one of the key tasks in China Life Group’s comprehensive breakthrough of its “333 strategy.” China Life states: with technology as support, scenarios as the driving force, and value as the guiding principle—coordinate technological innovation and operational upgrades; coordinate independently controllable capabilities with open cooperation; coordinate forging strengths with addressing shortcomings; coordinate development with security. Focusing on six key elements—data, algorithms, computing power, platforms, ecosystems, and scenarios—it will accelerate the shaping of a future China Life characterized primarily by full business-tech integration, agile and transparent organizational operations, precise and efficient empowerment of the front line, products and services within easy reach, and real-time risk sensing across the entire domain—exploring China Life solutions for the development of digital finance.

China Property & Casualty Insurance (PICC) states: increase efforts to prevent and control risks, improve a comprehensive risk management system, strengthen risk prevention and control in key areas, lead by example in compliant operations with consistency, and improve the level of digital-intelligence in risk control.

Coordinated push on both sides of assets and liabilities

In 2025, benefiting from optimization in product structure on the liabilities side and growth in asset investment returns, insurance companies’ performance has been relatively strong. In 2026, how to further improve efficient coordination between the asset and liabilities sides remains the core work for insurers in responding to the low-interest-rate market environment.

From the liabilities side, after the rapid “clearing out” of life insurance agency teams over the past few years, life insurance companies have continued to deepen the high-quality transformation of their agency teams. Building a high-quality agency team is also the inevitable path for meeting customers’ professionalized and diversified needs.

Taiping Life states it will launch the “Jun Cheng Plan,” accelerate team transformation, strengthen the cultivation of its back-office team, keep pace with business transformation steps, and promote the transformation of its field force toward “younger, more professional, more career-oriented, and performance-optimized,” laying a solid foundation for the company’s long-term development.

The insurance industry continues to optimize asset-liability management. Taiping Asset Management proposes further strengthening investment capabilities that match the characteristics of insurance funds. Everbright Sun Life Insurance proposes: focus on improving the mechanism on the liabilities side and fully transform channel operations; promote reform on the investment side and comprehensively improve investment capabilities.

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