【正文】 pany put RMB into the reinsurance mechanism。 speeding up the development in city business, which made the reform and development in the pany step into a new stage.II. Quickening steps to the innovation of system and mechanism Innovating the managing system. In 2001, the pany proposed canceling the degrees of internal administration and carrying on the degrees of management, decided to enhance the position of local main branches and subbranches having the premium scale at over 300 million yuan, the premium per capita and profit exceeding the average level in the country and in the province, meanwhile increased the treatment of the leader in charge of the main branches and the subbranches. This decision fully affirmed the position and function of the branch institutions, encouraged the enthusiasm of the mass local branch institutions to work well and speed up.Advancing the construction of “three centers”. The Head Office and the provincial branches respectively built up the leader group for the construction of “three centers” and promoted the construction of “three centers”. In the early half of the year, the Head Office drew out 《The Guidance for the Construction of Three Centers》based on the deep investigation and research. All the provincial branches carefully worked out the program for the construction of “three centers”. After repeatedly paring and demonstrating the programs by all the provincial branches, the pany, in October, formed a uniform improved 《An Operative Program for the Construction of Three Centers》, which created a condition for widely launching the construction of “three centers ” in the next year.Establishing a new mechanism for the development of products. The Head Office issued 《A Temporary Method for the Management in Developing Insurance Products》and founded the center for developing products. Most of branches also build up the institutions for developing products, equipped the talents and organized the team. The new mechanism of the management in developing products was primarily established. In 2001, the number of the new products developed in the pany was times more than that in 2000.Setting up the mechanism of business operation in big items and blanket policies. The pany drew out 《A Temporary Method for the Management in businesses of big items and blanket policies》, distinguished the duties of the Head Office and branches, established the mechanism for harmonization and organization in the acquisition, realized the renewal of the symbol items such as Civil Aviation Plane Team, China Ocean Oil, Da Ya Bay nuclear power station etc., insured some projects of the development in China’s west such as The Three Gorges Project, western gas into the east, Qing Zang Railway, Long Tan Power Station etc., also insured a large number of items that had an important influence such as China Petroleum and Chemical, China Food Storage, The Third Term of Tai Mount, Nanjing Subway, Shenzhen Subway, Shanghai Magnetic Suspending Railway and the liability of the notary and the ninth sports meeting etc.Building up the newtype mechanism of marketing. Facing the new situations of selfinsurance in the industry, the uniform insurance, government purchase, insurance brokers and specialist agents, the pany actively probed to build up the newtype mechanism of marketing, carried on the test of the personal agency marketing, established the system of customer managers in the industry and drove the construction of the newtype marketing mechanism.Achieving a breakthrough in the reform of reinsurance mechanism. In 2001, there was a big reform carried in reinsurance mechanism in the pany. Firstly, the pany changed “catastrophe got rid of” to the excess of loss within the system。 strengthening the concentrated management on money, establishing the mechanism of capital application。 adjusting the business structure。 taking the market as guidance, taking customers as center。%；；，%；固定資產(chǎn)凈值加在建工程占凈資產(chǎn)比例比年初下降3l%；，增長l7%；。在股市、基金持續(xù)不景氣情況下，有效地控制了投資風(fēng)險(xiǎn)，取得了較好收益。——資金運(yùn)用初見成效。%。%。家財(cái)險(xiǎn)、責(zé)任信用險(xiǎn)快速增長，%、%。%?！獧C(jī)動車輛險(xiǎn)穩(wěn)定增長，企財(cái)、工程險(xiǎn)止跌回升，貨運(yùn)險(xiǎn)增長較快，家財(cái)、責(zé)任信用險(xiǎn)快速增長，業(yè)務(wù)結(jié)構(gòu)有所改善。去年，公司保費(fèi)收入突破500億元大關(guān)，%，高于上年3個(gè)百分點(diǎn)，%。推行積極的財(cái)務(wù)政策，加大經(jīng)營目標(biāo)責(zé)任制考核；實(shí)行新的《資金管理辦法》，推行收入、支出、費(fèi)用三類賬戶和“收支兩條線”管理，實(shí)現(xiàn)資金高度集中；控制固定資產(chǎn)增量，調(diào)整固定資產(chǎn)存量，加大不良資產(chǎn)的處置，改善財(cái)務(wù)狀況；拓寬財(cái)務(wù)管理領(lǐng)域，清理過渡性科目，深化負(fù)債管理，優(yōu)化資產(chǎn)負(fù)債比率；強(qiáng)化成本管理，試行費(fèi)用預(yù)算，控制費(fèi)用增長，調(diào)整費(fèi)用結(jié)構(gòu)；全面推廣新型收付費(fèi)管理軟件，完善財(cái)務(wù)管理手段，初步實(shí)現(xiàn)財(cái)會數(shù)據(jù)集中和遠(yuǎn)程監(jiān)控。出臺了《綜合計(jì)劃管理暫行規(guī)定》、《統(tǒng)計(jì)信息管理暫行規(guī)定》等規(guī)章制度；建立了專業(yè)化的、獨(dú)立的計(jì)劃統(tǒng)計(jì)機(jī)構(gòu)，組建了隊(duì)伍；完善外部數(shù)據(jù)信息系統(tǒng)，實(shí)現(xiàn)業(yè)務(wù)信息集中；建立月度統(tǒng)計(jì)通報(bào)制度和季度經(jīng)營形勢分析制度；采用現(xiàn)代經(jīng)濟(jì)計(jì)量技術(shù)，建立業(yè)務(wù)發(fā)展預(yù)測模型，制定年度綜合計(jì)劃編制及考核辦法，推動了計(jì)劃統(tǒng)計(jì)工作向系統(tǒng)化、科學(xué)化方向發(fā)展。制定了公司信息技術(shù)建設(shè)五年規(guī)劃，并開始全面實(shí)施；將公司標(biāo)準(zhǔn)化體系納入國家標(biāo)準(zhǔn)化體系規(guī)范，在國內(nèi)首次推出保險(xiǎn)標(biāo)準(zhǔn)化體系；參照IS09000標(biāo)準(zhǔn)化體系，完成了財(cái)產(chǎn)險(xiǎn)、責(zé)任險(xiǎn)標(biāo)準(zhǔn)化文件的編寫；新一代綜合業(yè)務(wù)處理系統(tǒng)的財(cái)產(chǎn)、責(zé)任險(xiǎn)部分全面投入使用，實(shí)現(xiàn)了業(yè)務(wù)、財(cái)務(wù)、統(tǒng)計(jì)全流程、一體化的電腦管理；全面推廣財(cái)產(chǎn)險(xiǎn)、責(zé)任險(xiǎn)、機(jī)動車輛險(xiǎn)等各險(xiǎn)種的新版收付費(fèi)軟件，在全公司范圍集中財(cái)務(wù)數(shù)據(jù)，并使用電腦分析，適時(shí)掌握財(cái)務(wù)狀況；在全國200多個(gè)城市分公司安裝使用95518專線服務(wù)電話計(jì)算機(jī)配套系統(tǒng)，提升了服務(wù)的技術(shù)水平。總公司建立了市場化的資金運(yùn)用管理機(jī)制，開始嘗試投資業(yè)務(wù)的市場運(yùn)作，取得了較好效益。一是改“大災(zāi)剔除”為系統(tǒng)內(nèi)巨災(zāi)超賠；二是向國際保險(xiǎn)市場購買巨災(zāi)超賠；三是將人民幣納入分保機(jī)制；四是有條件地?cái)U(kuò)大臨分授權(quán)?！俦ｋU(xiǎn)機(jī)制改革取得突破。面對行業(yè)自保、統(tǒng)保，政府采購，保險(xiǎn)經(jīng)紀(jì)人、專業(yè)代理人大量出現(xiàn)的新形勢，積極探索建立新型營銷機(jī)制。制定了《大項(xiàng)目、統(tǒng)括保單業(yè)務(wù)暫行管理辦法》，明確了總、分公司職責(zé)，建立了攻關(guān)展業(yè)協(xié)調(diào)、組織機(jī)制，實(shí)現(xiàn)了民航機(jī)隊(duì)、中海石、大亞灣核電站等標(biāo)志性項(xiàng)目的續(xù)保，承保了三峽工程、西氣東輸、青藏鐵路、龍灘水電站等西部開發(fā)工程，新保了中石化、中儲糧、泰山三期、南京地鐵、深圳地鐵、上海磁懸浮鐵路、公證員責(zé)任以及九運(yùn)會等一大批具有重大影響的項(xiàng)目。2001年。大多數(shù)分公司相應(yīng)成立產(chǎn)品開發(fā)機(jī)構(gòu)，配備了人才，組建了隊(duì)伍?！a(chǎn)品開發(fā)新機(jī)制。各省級分公司認(rèn)真制定了“三個(gè)中心”建設(shè)實(shí)施方案?？偣九c省級分公司分別成立“三個(gè)中心”建設(shè)領(lǐng)導(dǎo)小組，推動“三個(gè)中心”建設(shè)工作。這一決定，充分肯定了這些分支機(jī)構(gòu)的地位與作用，激發(fā)了廣大基層分支機(jī)構(gòu)做好工作、加快發(fā)展的積極性。2001年，公司提出廢除內(nèi)部行政級別、推行管理級別。此外，公司提出的保持業(yè)務(wù)快速增長、效益明顯提高；以市場為導(dǎo)向，以客戶為中心；以業(yè)績論英雄；調(diào)整業(yè)務(wù)結(jié)構(gòu)；建立信息技術(shù)大集中的管理機(jī)制；加強(qiáng)資金集中管理、完善資金運(yùn)用機(jī)制；建立產(chǎn)品開發(fā)和再保險(xiǎn)新機(jī)制；建立新型營銷機(jī)制；加快城市業(yè)務(wù)發(fā)展等加快發(fā)展的思