2002年保险年鉴：新华人寿保险股份有限公司.doc

新华人寿保险股份有限公司二一年概况 公司版新华综述 215新华人寿保险股份有限公司是经中国人民银行批准，于1996年8月成立的全国性、股份制专业寿险公司，注册资本金为12亿元人民币，是我国首批依照保险法设立的专业寿险公司。经营业务包括各类人寿保险、健康保险和意外伤害保险。公司总部设在北京市丰台区莲花池西里八号新华保险大厦。2001年，在公司董事会领导下，经过全体员工的顽强拼搏和辛勤努力，公司全年实现总保费收入22.98亿元，比2000年增长52.6%，全面超额完成年初下达的各项指标，保费规模创造了历史新高。其中个人业务新契约保费收入7.19亿元,同比增长166;续期保费收入3.58亿元,完成年度计划的138%;团体业务保费收入9.74亿元，同比增长14%;代理业务保费收入2.47亿元，同比增长60 %;占全国市场份额为1.63%，全年实现投资收益2.96亿元，投资收益率达8.61%，居同行业领先水平。公司综合费用率为18.2%，控制在年初确定的22%的计划比例之内，费用结构日趋合理。截止到年底,公司总资产达到59.7亿元，负债45.7亿元，净资产14亿元，现有业务价值比去年增长48%，偿付能力大大超过了监管部门规定的最低标准。在全面完成经营计划的基础上，2001年公司还实现了下述转变：第一，业务结构得到了优化，个人业务占比持续提高，个人业务保费收入第一次超过了团体业务。第二，业务质量得到了提高，个人期缴比例大幅上升，续期达成率在业内保持较高水平；短期健康险、意外险的赔付率一直控制在合理的范围内。第三，产品利率风险得到了有效控制，非传统产品已占保费收入的56%，有利于公司规避利率风险。第四，保费收入增长速度高于费用增长速度。第五，公司的总体费用发生比例、有效人力、总资产、经营利润、内涵价值等指标看好。上述五项转变表明，公司的经营模式基本实现了由过去注重规模的粗放型经营向以效益为中心的集约型经营的转变。此外，公司还在以下十个方面实现了重点突破：一、全面超额完成销售任务指标截至年底，北京、济南、武汉、天津、成都和杭州六家分公司全面超额完成全年销售任务。特别是北京分公司保费收入突破16.88亿元，市场份额16.6%，位居北京寿险市场第二位并首次实现费差益。二、投资业绩保持领先公司不仅在投资收益率方面继续保持了同业领先水平，还在金融投资领域推行了模拟投资银行运行模式，初步形成了包括业务操作、风险控制和业务管理为主体的组织框架，为下一步投资体制的创新打下了基础，为公司发展拓宽了更大的空间。同时，加大专业人才引进和培育研发能力的力度，通过搭建市场研究及基础设施平台，提升研发水平；充分借鉴国际的成型经验，建立起资产负债管理体系，形成现代化的投资风险控制体系。三、产品开发取得突破一年来，产品开发坚持以市场为导向、以为公司提供费用来源为目标，一手抓老产品的改造，一手抓新产品的开发，产品推出呈现出力度大、速度快、质量高的特点。2001年相继开发了裕祥团体年金保险（分红型）、红双喜两全保险（分红型）、新千年养老团体投资连结产品和国内第一款分红型健康产品“健乐增额终身重大疾病保险”，使公司在非传统寿险产品的开拓上迈出了重要的一步，并初步构建了包括传统产品及新型产品在内的团体、个人、代理全方位的产品体系，有力地支持了一线业务拓展。四、信息系统建设迈出新步伐在确保现有系统正常运转的基础上，完成了广域网建设，搭建了总分之间数据实时交换的平台，各分公司的业务数据都由广域网直接汇总到总公司，公司财务软件系统实现了全国统一集中处理，保证了业务、财务的集中管理，加快了办公自动化建设，进一步提高了内部运作效率。在开发新系统方面，成立了开发领导小组，组成专门队伍全职负责公司新系统的开发工作。五、客户服务出现起色2001年制定了包括客户服务全过程的“客户服务标准规范”，从承保出单到理赔、售后服务等全过程树立以客户为中心的理念和管理要求，坚持一手抓规划，明确公司服务发展目标、体系框架及实施策略；一手抓基础，以保单服务为基础，以特色服务、增值服务为辅助，提高客户的满意度。同时完善客户服务平台建设，研究和论证客户电话服务运营管理模式；在全系统范围内加强客户服务中心及柜面的标准化建设，推行“一站式服务”。通过建立以客户为中心的管理理念和经营模式，建设专业、规范、高效的客户服务体系，树立公司的客户服务品牌。六、财务体系逐步完善一年来，财务管理工作继续完善全面预算管理体系，通过推行新财务软件，实现了由静态监控向动态监控的转变。强化了收支两条线的管理模式，新收保费即时进入总公司帐户。强化了财务垂直管理体系建设，加强了预算管理和费用控制。为尽快在运行机制和财务管理体系上与国际先进水平接轨，新华公司按国际化标准聘请著名的普华永道国际咨询公司进行审计和评估，使公司财务管理体系建立在一个较高起点上。 七、业管水平不断提升一年来，业务管理工作把抓规范、打基础作为一项重要任务，围绕核保核赔、保全、续期收费等环节出台了一系列制度，有效地控制了经营风险，确保了业务的质量。八、分支机构建设开创了新的局面2001年3月，上海、广州、杭州、武汉、济南和哈尔滨等分公司相继开业，加上已有的北京、天津、南京、成都分公司，公司分支机构达到十家，初步覆盖了国内重要经济城市。2001年12月，苏州、无锡等七家首批中心支公司获准正式开业，三级机构建设迈出了实质性步伐，作业区域向纵深延伸。中国保监会批准公司筹建25家分公司和105家中心支公司后，短短一个月内，九家分公司的筹建工作已经全面启动，大大加速了公司完成全国性战略布局的进程。九、培训对一线的支持日益加大一年来的培训工作紧紧围绕“三校合一”的宗旨展开，形成了全面、系统的教材体系，在公司系统进行了组训专员培训班的探索，为一线队伍作业能力的提升起到了积极的支持作用。公司视培训为长期性、战略性的基础工作，注重培训工作对推动业务发展和人才培养的贡献率，建立并完善三级培训体系。2001年8月，公司组织了三期“高级管理干部研修班”。十、人力资源管理机制得到强化2001年，公司通过推行和落实人力资源管理制度体系改革，进一步深化用人、激励机制改革，形成吸引人、用好人、留住人的良好环境。通过职业发展管理制度为员工规划好职业生涯，拓宽员工发展空间。公司加大人力成本投入的力度，通过薪酬管理制度、福利保障制度提高员工薪酬水平，强化激励机制作用，并且在重点人才的培养引进方面加大力度。目标是形成一流的激励机制、一流的薪酬待遇、一流的组织文化、一流的人才队伍，形成在寿险业内具有较强核心竞争优势的人力资源管理体系。An Outline of New China Life Insurance Company, Ltd. in 2001New China Life Insurance Company, Ltd. is a national and stock specialist life insurance company, founded in August 1996, ratified by the Peoples Bank of China, with 1.2 billion yuan registered capital and one of the first specialist life insurance companies complied with Insurance Lawof China. The operative businesses include all kinds of life insurances, health insurance and personal accident insurance. Its Head Office is located in New China Building, No. 8 Lian Hua Chi Xi Li, Feng Tai District, Beijing City. In 2001, under the leadership of the Board of Directors, through hard work and diligence by all the staff, New China Life Insurance Company Limited (hereafter called “the company) accomplished the premium income at 2.298 billion yuan, up 52.6 percent from the year 2000, completely fulfilling all targets assigned at the beginning of the year with a new historical height in the scale of premium, of which the premium income from the new policies of personal business was 719 million yuan, up 166 percent from the previous year; the renewal premium income was 358 million yuan, accomplishing 138 percent of the annual plan; the premium income from group business was 974 million yuan, up 14 percent from the previous year; the premium income from agency business was 247 million yuan, up 60 percent from the previous year, accounting for 1.63 percent of the national market share and realizing the annual investment income at 296 million yuan with 8.61 percent of investment profit rate, ranking at the first place in the same industry. The comprehensive expense rate of the company was 18.2 percent, controlled within the 22 percent of the plan decided at the beginning of the year and the expense structure was gradually reasonable. By the end of the year, the total asset of the company was 5.97 billion yuan. The liability was 4.57 billion yuan. The net asset was 1.4 billion yuan. The current business value was up 48 percent from the previous year. The solvency greatly exceeded the minimum standard stipulated by the supervisory department.On the basis of fully accomplishing the business plan, in 2001, the company also realized the following changes: firstly, the business structure was optimized. The proportion of personal business kept on increasing. The premium income from personal business was the first time to exceed that from group business. Secondly, the business quality increased and the proportion of personal time-payment was greatly up. The renewal rate kept at a higher level in the same industry; the loss ratio of short-term health insurance and accident insurance was always controlled at a reasonable extent. Thirdly, the interest rate risk of products was effectively controlled. The premium income from the non-traditional products accounted for 56 percent, which was helpful for the company to avoid the interest rate risk. Fourthly, the growth speed for the premium income was higher than that for the expense growth. Fifthly, there was a good situation in the proportion of the overall expense occurred, effective manpower, the total asset, operative profits and implied value. The above five changes indicated the operative model in the company primarily realized the change from the past extensive operation with more attention to the scale to the intensive operation with the benefits as center.Moreover, the company also realized the important breakthrough in the following ten aspects:I. Fully overfulfilling the target of sales taskBy the end of the year, the six branches, Beijing, Jinan, Wuhan, Tainjin, Chengdu and Hangzhou, fully overfulfilled the annual sales task. Especially the premium income from Beijing Branch broke through 1.688 billion yuan, accounting for 16.6 percent of market share, ranking at the second place in life insurance market in Beijing and realized the balance of premium difference at first.II. Keeping ahead in the outstanding achievements in investment The company not only kept ahead in the return rate of profits in investment, but carried out a stimulant operative model of investment bank in the financial investment field, primarily formed an organizational framework including business operation, risk control and business management as the main body, which laid a foundation on the innovation of the next investment system and gave a larger room for the development of the company. At the same time, the company made greater efforts to introducing talents and cultivating, researching and developing the ability, enhanced the level of research and development by building the platform for market research and basic facility; making full use of the international taking-shape experience, establishing the system for managing assets and liabilities and forming a modern system for investment risk control.III. A breakthrough in the development of productsOver a year, the development of products kept the market as guidance, the resource of providing expenses for the company as target, one hand grasping the reconstruction of the old products and the other hand grasping the development of the new products. There was a feature with strong power, quick speed and high quality in launching products. In 2001, the company developed Yu Xiang Group Pension (participation in profits), Red Double Happiness Endowment Insurance (participation in profits), New Millennium Pension Group Investment-Connected products and the first national health product participation in profits “Whole Life Heavy Illness Insurance With Joy and More Amount”, which made an important step in the development in non-traditional life insurance products, primarily establishing the system of products including traditional products, new products and all the products in group, personal and agency and strongly supporting the first line business exploitation.IV. A new step into the construction of information systemOn the basis of ensuring the normal operation of the present system, the company accomplished the construction of WAIS, built a platform of exchanging the timely data between the Head Office and branches. All the branches directly put their business data into the Head Office through WAIS. The financial system of the company realized the national centralized settlement, ensured the centralized management on business and finance, speeded up the construction of auto office and further increased the efficiency of the internal operation. In the aspect of developing new systems, the company set up a leader group for development and formed a specialist team full-time in charge of the developing the new systems for the company.V. A good turn in customer serviceIn 2001, the company set down the “customer service standard” including the full process of customer service, from underwriting and issuing policies to handling claims, service after sale, the full process to set up the concept of taking customer as center and the requirement for the management, adhered to grasp the plan on one hand for determining the target of service development, the system framework and practical strategy; grasp the base on the other hand for increasing the customers satisfaction by taking the policy service as base, the special service, adding-value as supplementary. Meanwhile, the company improved the construction of the platform of customer service, researched and confirmed the managing model of service operation in customers telephones, strengthened the construction for the standardization in customer service center and the counter in the company and launched the “one-stop service”. Through the establishment of managing concept of taking customer as center and the operative model, the company built up the specialist, standardized and high efficient system of customer service and set up the brand of the companys customer service.VI. A gradual improvement in the financial systemOver the year, the company continuously improved the system for the whole budget management in the financial management and realized the transfer from the static monitor to the dynamic monitor by using the new financial software, strengthening the managing model with the two lines of income and expenditure and the new premium timely put into the account of the company. The company strengthened the construction of the system of vertical management in finance and the cost control in budget management. In order to mix with the international advanced level in the operative mechanism and the financial managing system, the company invited the famous Pricewaterhouse Coopers to check and audit in accord with the international standards, which established a higher starting point in the system of financial management.VII. A constant rise in business management levelOver the year, the company grasped standardization and laid foundation in business management for an important task, issued a series of systems for checking sum insured and checking claims and the renewal premium etc, effectively controlled the operative risks and ensured the quality of business.VIII. Creating a new situation in the construction of branch institutionsIn March 2001, the branches in Shanghai, Guangzhou, Hangzhou, Wuhan, Jinan and Haerbin etc. were open to business one after another. In addition, the branches in Beijing, Tianjin, Nanjing and Chengdu, there were 10 branches, which primarily covered the national important economic cities. In December 2001, at first, seven main branches in Suzhou and Wuxi etc were approved to establish. The construction of the third-grade institutions went into the material step and the operative areas went forward the deep areas. After China Insurance Regulatory Commission ratified the company to establish 25 branches and 105 main branches, within one month the preparation for 9 branches widely started, which greatly accelerated the process to the national strategic pattern of the company.IX. An increasing support to the first line trainingThe training work over the year was held tightly with the aim of “three school combined as one”, which formed an overall and systematic textbooks. There was a probe into the class of group trainer in the company, which played an active supporting part in enhancing the operative ability of the first line team. The company considered the training work as a long-term and strategic basic work, paid more attention to the contribution rate of driving business development and talent cultivation from the training work and built up and improved the three-grade training system. In August 2001, the company organized “Senior Manager Seminar” three times.X. Strengthening the mechanism of manpower resource management In 2001, the company further deepened the systems of employment and encouragement by carrying out the reform in the system of manpower resource management, forming a good environment of attracting persons, making good use of persons and retaining persons. Through The Managing System for Career Development，the company made a good career plan for the staff and spread a developing room for the staff. The company will put more manpower and cost to increase the staffs salary through The System of Salary Managementand The System of Welfare Protection, strengthening the function of encouragement mechanism and greatly introducing and cultivating the important talents. The aim is to form a top encouragement mechanism, a top salary, a top organizational culture and a top talent team and establish the system of manpower resource management with a strong core competence in life insurance industry. 公司版新华综述 219新华人寿保险股份有限公司资产负债表与损益表BALANCE SHEET AND LOSS & PROFIT SHEET OF NEW CHINA LIFE INSURANCE COMPANY, LTD.（2001年12月31日 货币单位：人民币百万元） 公司版新华统计 221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 2245 2397贷款减：贷款呆帐准备投资 1490 2034减：投资风险准备 存出保证金 248应收保费应收款项 45 32减：坏帐准备 4保户借款预付赔款固定资产 591 581其它资产 1378 116资产总额 5993 5298 负 债未到期责任准备金 21 14 人身险责任准备金 3822 3041未决赔款准备金 5 3存入分保准备金保户储金 应付分保帐款 3 1其他应付帐款 85 34其他负债 595 96负债合计 4541 3839所有者权益实收资本 1200 1200资本公积 190 197盈余公积 28 29保险保障基金 29 28未分配利润 5 5所有者权益合计 1452 1459负债及所有者权益 5993 5298项目 2001年 2000年收入项目保费收入 2298 1506分保业务收入 其他业务收入 3 1转回未到期责任准备金 14 6转回人身险责任准备金 304 1997转回未决赔款准备金 3 2支出项目赔款支出 22 9退保金及给付 1288 397分保业务支出 24 8手续费支出 3费用及其他支出 408 273提存未到期责任准备金 21 14提存人身险责任准备金 3822 3041提存长期责任准备金提存未决赔款准备金 5 3提存保险保障基金营业税金及附加 4 1 营业利润 - 240 -234加：投资收益 216 238营业外收入减：营业外支出加：以前年度损益调整利润总额 21 4减：所得税净利润 21 4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）分公司Branches保 费 收 入 Premium Income有效保单件数PoliciesInForce赔 款 支 出 Benefit Paid退保Surrender合计Total个人业务 Personal Insurance团体业务 Group Insurance其中新单保费InitialPremium合计Total个人业务 Personal Insurance团体业务 Group Insurance人寿保险Life Insurance Business意外伤害险PersonalAccidentInsurance健康险HealthInsurance人