China Life President Li Mingguang Outlines Five Key Reform Areas for 2026 Corporate Development

On March 26, at the 2025 annual results presentation held by China Life, President Li Mingguang detailed the company's strategic priorities for the upcoming year. He identified five major areas of reform and corresponding initiatives for 2026.

The first area involves advancing digital transformation. The company will implement a digital change initiative, deeply integrating digital technology into all aspects of its operations. This will empower every segment, including product design, precision sales, operational services, and risk management, to comprehensively drive high-quality development.

The second focus is on upgrading the business management model. Efforts will be made to further refine asset-liability management and its transmission mechanisms, promoting a more advanced and extensive approach to managing assets and liabilities. Strengthening these requirements is not only a regulatory necessity but also essential for building robust, cross-cycle, and long-term management capabilities.

The third key area is promoting the coordinated development of all channels. The company will leverage its multi-channel operational strengths to enhance the professional sales and service capabilities of each channel. This includes expanding online and offline customer touchpoints and coverage to better align the supply of sales and services with client demand. The goal is to meet diverse insurance needs, such as annuities, life insurance, and health insurance, creating a supportive, multi-driver framework that boosts stable operations and core competitiveness.

The fourth aspect is deepening customer operations by perfecting the company's extensive service system. This entails providing solid foundational services, optimizing value-added services, and strengthening specialized services to steadily improve both service quality and efficiency.

The fifth area is enhancing investment capability. The company will continue to strengthen its organizational structure to meet new asset-liability management demands, while persistently building capabilities in asset allocation and investment across various instruments. This will enhance its ability to serve broader strategic objectives, acting as patient capital to achieve value investing, stable returns, and long-term investment growth.