【正文】 d a variety of business contests, put the developing strategy of the Head Office into effect and made eminent achievements. In 2001, the premium ine in 75 big and middle cities was billion yuan, accounting for 57 percent of the total premium ine of China Life Insurance Company, which was 2 percent higher than that in 2000 with 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 pany 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 pany 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 differentgrade panies 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 ine of products participating in profits in the year was billion yuan, accounting for percent of the firstyear business premium ine. The products participating in profits became the fist product for driving business development in the pany.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 differentgrade panies, the division of duties and the number of staff members. The pany drew out a scientific management and checking method for the staff members strictly plying with the number of the staff members to deicide the posts and persons. By the end of 2001, the pany 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 bee eminent. Secondly, the pany 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 pany deepened the reform of distribution system, established the newtype salary system, carried out the position salary and distributed by duty and ability, paid more to the business post and the special professional post, bined the personal ine with the personal performance and the business benefits of the pany and reasonably drew the distribution difference. All theses measures were carried out for the pany to create a good of employment environment inside the pany and primarily formed the system of the management in manpower resource bining the personal development of the staff members with the enterprise development.4. Strengthening the overall intensive management China 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。各地還注意發(fā)揮工會(huì)、共青團(tuán)等群眾團(tuán)體的作用，加強(qiáng)了相關(guān)組織的建設(shè)，民主管理進(jìn)一步推進(jìn)。切實(shí)加強(qiáng)了教育培訓(xùn)工作，總公司制訂了教育培訓(xùn)綱要和培訓(xùn)大綱，舉辦了各類培訓(xùn)班90個(gè)，參訓(xùn)人數(shù)達(dá)6600多人次。加強(qiáng)了黨風(fēng)廉政建設(shè)，領(lǐng)導(dǎo)干部廉潔自律、反腐敗抓源頭和執(zhí)法監(jiān)察等工作都取得了積極成效。八、大力推進(jìn)了領(lǐng)導(dǎo)班子建設(shè)全國(guó)系統(tǒng)認(rèn)真開展了“三個(gè)代表”重要思想的學(xué)教活動(dòng)，組織學(xué)習(xí)了江總書記“七一”重要講話和黨的十五屆六中全會(huì)《決定》，增強(qiáng)了廣大黨員干部實(shí)踐“三個(gè)代表”重要思想的能力和自覺性。此外，在石家莊爆炸案、重慶武隆縣城山體滑坡、廣西南丹縣拉甲烯礦透水事故等一系列在全國(guó)產(chǎn)生重大影響的災(zāi)害事故發(fā)生后，當(dāng)?shù)毓径技皶r(shí)開展救助和賠付工作，經(jīng)媒體報(bào)道后，產(chǎn)生了很好的社會(huì)反響。為了配合分紅保險(xiǎn)和“95519”客戶服務(wù)專用電話的推出，策劃組織了大規(guī)模宣傳活動(dòng)。在全國(guó)300多個(gè)城市開通“95519”客戶服務(wù)專用電話，方便了客戶，強(qiáng)化了文明優(yōu)質(zhì)服務(wù)，樹立了自己的專業(yè)服務(wù)品牌和形象，把公司的客戶服務(wù)工作提高到了一個(gè)新的水平，有效地改善了業(yè)務(wù)發(fā)展環(huán)境。在投資渠道比較窄、資本市場(chǎng)不景氣的情況下，取得這樣的成績(jī)很不容易、意義重大，既促進(jìn)了公司整體資金運(yùn)用水平的提高，也有力地支持了公司業(yè)務(wù)的發(fā)展。五、切實(shí)加強(qiáng)了資金運(yùn)用工作2001年，按照管理規(guī)范化、操作制度化、經(jīng)營(yíng)市場(chǎng)化的改革思路，積極進(jìn)行了資金運(yùn)用體制改革，建立起了一個(gè)投資決策、投資運(yùn)作、風(fēng)險(xiǎn)控制“三位一體”的新型資金運(yùn)用體制，組建了專業(yè)化的資金運(yùn)用中心，公司的資金運(yùn)用進(jìn)一步集中。重點(diǎn)進(jìn)行了個(gè)人代理業(yè)務(wù)傭金的使用和管理專項(xiàng)稽核，促進(jìn)了營(yíng)銷業(yè)務(wù)的健康發(fā)展；開展了經(jīng)理離任責(zé)任審計(jì)，為人事部門任用干部提供了參考依據(jù)。根據(jù)國(guó)務(wù)院和保監(jiān)會(huì)的有關(guān)決定，在全系統(tǒng)廣泛開展了整頓和規(guī)范保險(xiǎn)市場(chǎng)的活動(dòng)，進(jìn)一步規(guī)范了各級(jí)的經(jīng)營(yíng)行為。實(shí)現(xiàn)了省級(jí)公司的數(shù)據(jù)集中和9個(gè)直轄市、計(jì)劃單列市的業(yè)務(wù)數(shù)據(jù)向總部集中的工作；對(duì)全國(guó)系統(tǒng)的計(jì)算機(jī)設(shè)備實(shí)行了集中采購(gòu)，有效地節(jié)省了費(fèi)用。這些措施的落實(shí)，在公司內(nèi)部營(yíng)造了一種良好的用人環(huán)境，初步形成了把員工個(gè)人發(fā)展與企業(yè)發(fā)展融為一體的人力資源管理體系。其次是全面推進(jìn)了勞動(dòng)用工制度改革，進(jìn)一步完善了全員勞動(dòng)合同制和崗位聘用制，打破了用工界限，實(shí)行同工同酬、同崗?fù)?zé)。分紅產(chǎn)品成為帶動(dòng)公司業(yè)務(wù)發(fā)展的拳頭產(chǎn)品。分紅保險(xiǎn)在全國(guó)系統(tǒng)推出后，各級(jí)公司都認(rèn)真策劃，積極推動(dòng)，通過舉行產(chǎn)品說明會(huì)等多種形式，迅速掀起了推廣銷售分紅保險(xiǎn)的熱潮。二、適時(shí)推出了適銷對(duì)路的分紅產(chǎn)品2001年，公司在產(chǎn)品的開發(fā)和投放策略上，不跟風(fēng)，不盲從，而是認(rèn)真分析我國(guó)壽險(xiǎn)市場(chǎng)所處的發(fā)展階段和公司自身的實(shí)際情況，適時(shí)推出分紅產(chǎn)品系列。各級(jí)公司認(rèn)真貫徹落實(shí)大中城市業(yè)務(wù)推動(dòng)會(huì)議精神，結(jié)合本地實(shí)際，出臺(tái)了許多發(fā)展新舉措，積極進(jìn)行了有效增員，努力拓寬了團(tuán)險(xiǎn)銷售渠道，廣泛開展了多種形式的業(yè)務(wù)競(jìng)賽，將總公司的發(fā)展戰(zhàn)略落到了實(shí)處，收到了顯著成效。2001年,中國(guó)人壽第一次明確提出把大中城市作為公司業(yè)務(wù)發(fā)展的重點(diǎn)和主攻方向，并率先在75個(gè)大中城市實(shí)施了大中城市業(yè)務(wù)發(fā)展戰(zhàn)略。到年末。中國(guó)人壽保險(xiǎn)公司二〇〇一年概況155 / 122001年，中國(guó)人壽保險(xiǎn)公司系統(tǒng)員工在江總書記“三個(gè)代表”重要思想的指引下，在上級(jí)有關(guān)部門的正確領(lǐng)導(dǎo)和大力支持下，在國(guó)務(wù)院派駐的監(jiān)事會(huì)的直接督導(dǎo)下，認(rèn)真貫徹落實(shí)年初全國(guó)工作會(huì)議以及大中城市業(yè)務(wù)推動(dòng)會(huì)議、電視電話會(huì)議精神，團(tuán)結(jié)一心、銳意進(jìn)取、頑強(qiáng)拼搏，在市場(chǎng)競(jìng)爭(zhēng)日益激烈、工作難度不斷加大的情況下，經(jīng)受住了各種嚴(yán)峻考驗(yàn)，取得了顯著成績(jī)。完成了年計(jì)劃的 123%，%，%。一、強(qiáng)力啟動(dòng)了大中城市業(yè)務(wù)發(fā)展戰(zhàn)略大中城市是公司業(yè)務(wù)發(fā)展的戰(zhàn)略要地，也是同業(yè)公司展開競(jìng)爭(zhēng)的主戰(zhàn)場(chǎng)。總公司專門召開了大中城市業(yè)務(wù)推動(dòng)會(huì)，制定了推動(dòng)大中城市業(yè)務(wù)發(fā)展的28條措施，加大了對(duì)大中城市業(yè)務(wù)發(fā)展的考核力度，并將大中城市公司的工資總額與可提費(fèi)用掛鉤，調(diào)動(dòng)了這些公司發(fā)展的積極性。2001年75個(gè)大中城市公司共實(shí)現(xiàn)保費(fèi)收入468億元，%，較2000年提高了近2個(gè)百分點(diǎn)，%。分紅產(chǎn)品的推出，適應(yīng)了社會(huì)需求，有效地拓寬了業(yè)務(wù)發(fā)展空間，極大地鼓舞了展業(yè)隊(duì)伍的士氣，激發(fā)了廣大員工的工作熱情。%。三、深入進(jìn)行了“三項(xiàng)制度”改革首先是按照精簡(jiǎn)、高效、統(tǒng)一的原則，明確了各級(jí)公司的部門設(shè)置、職責(zé)劃分和人員編制，嚴(yán)格按照編制定崗、定員，制訂了較為科學(xué)的員工管理和考核辦法，截至2001年底,共精簡(jiǎn)各類人員824人，并打破了論資排輩的舊框框，為優(yōu)秀年輕干部脫穎而出創(chuàng)造了條件