China Pacific Insurance has fully launched the "Great Wellness" strategy, with the "1234" strategic framework coming to light.

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As China moves from the "14th Five-Year Plan" to the "15th Five-Year Plan", the senior care and wellness industry, as a key platform for "actively responding to population aging" and "accelerating the construction of a Healthy China," is embracing a golden period of development driven by both policy support and market demand. Leading insurance company China Pacific Insurance (CPIC) is fully committed to this cause.

Recently, at the "Great Wellness" themed open day, CPIC comprehensively showcased a new landscape of the wellness ecosystem. Business leaders from CPIC subsidiaries—Taibao Wellness Investment, Pacific Health Insurance, Pacific Medical Health Management, Shantai Technology, and Qingqing Growth, covering elderly care and health sectors—presented their strategic approaches and practical achievements, granting the public a deeper understanding of CPIC’s overall "Great Wellness" strategy.

CPIC President Zhao Yonggang stated that CPIC is actively responding to the structural challenges posed by China’s over 300 million elderly population, driving the strategic upgrade from "Great Health" to "Great Wellness". They focus on building a multi-dimensional ecosystem covering elderly care, health, and rehabilitation, establishing a full lifecycle service closed loop running through "prevention, diagnosis, treatment, rehabilitation, and care," with the goal of making a series of wellness services tangible, perceivable, and experiential under a unified brand ecosystem.

Anchoring the "1234" Strategic Framework

It is reported that as early as the beginning of the "14th Five-Year Plan", CPIC took the lead in formulating its "Great Health" strategy and began to lay out its wellness services. Moving toward the "15th Five-Year Plan", CPIC further established its "Great Wellness" strategy and specified the "1234" strategic framework.

Specifically, the "1234" framework includes: building an integrated "Great Wellness" ecosystem as the single strategic direction; strengthening the synergy between insurance investment and wellness services as two major clusters; implementing three core strategies—symbiotic growth, scenario integration, and value co-creation; and relying on four pillars—organizational management, talent cultivation, technological support, and quality control—to consolidate the foundation, ultimately achieving high-quality development of the wellness industry and other key initiatives.

Joint Development of the Incremental Health Insurance Market

Closely following the key threads of deepening the "Great Wellness" strategy, CPIC actively seeks incremental opportunities in the health insurance market, focusing on individual medical policies and the "corporate employee benefits + wellness services" combination, keeping a keen eye on the nationwide long-term care insurance policy rollout, upgrading product-service combinations, optimizing the health insurance product portfolio, and enhancing the integration of private and public health insurance to achieve high-quality development of health insurance business.

To foster synergy in development, CPIC has also created a collaborative model among its group business entities, clearly defining the functional positioning and interaction mechanisms for its property, life, and health insurance companies to jointly expand the health insurance market.

CPIC Vice President Ma Xin said that next, each service entity will leverage its respective strengths, moving from "comprehensive" to "specialized", forming distinct service features, and fully deepening the integration of wellness services with core insurance business scenarios to realize value co-creation.

Synergistic Development of the Second and Third Pillars

As a key element in the "Great Wellness" strategic layout, CPIC will continue to cultivate the three-pillar elderly care system—strengthening investment capabilities and strategic systems of the first pillar, expanding customer coverage and management scale of the second pillar, and optimizing product-service combinations and channel layouts of the third pillar.

At the same time, CPIC seeks to promote customer management through resource sharing, fuel product innovation through asset-liability linkage, and create a closed-loop of funds through product-service connection, fostering coordinated synergy between the second and third pillars and enhancing the two-way empowerment of retirement finance and wellness services.

Promoting Integration of Wellness Services with Core Business Scenarios

CPIC representatives also revealed that from the initial establishment of a full-chain service system covering "prevention-diagnosis-treatment-rehabilitation-care", to the next step of transforming service entities from "comprehensive" to "specialized" based on their unique strengths, CPIC has already made clear arrangements. This includes coverage of preventive services such as physical exams, vaccines, and youth health promotion; diagnostic services such as 7×24-hour online medical care, offline referrals, and county-level smart medical consortia; treatment services such as direct-pay medical networks, medical assistance, pharmaceuticals, and nursing; rehabilitation services such as rehabilitation hospitals and rehabilitation networks; as well as elderly care services such as institutional care and home care. By strengthening professional expertise and enhancing quality control, CPIC will fully reinforce the fundamental service capabilities of "Great Wellness."

In the next stage, CPIC will focus on three main scenarios: customer development, product innovation, and operational cost control, with full efforts to deepen the integration of service and core business scenarios and build a virtuous cycle of "service embedded in scenario, scenario feeds back into core business." In customer development, CPIC will enhance customer stickiness through frequent service interaction; in product innovation, services will be embedded into insurance product design to achieve a closed payment loop and improve product competitiveness; in cost control, the full-cycle service system will improve customer health, optimize operating costs, and ultimately achieve risk reduction.

Looking ahead, CPIC will continue to integrate and deepen the fusion of wellness services with its insurance core businesses, strengthen service specialization and quality level, and, focusing on the three major strategic directions of "Great Wellness, Internationalization, and AI+", strive to build a "first-class insurance and financial service group with market-leading and international competitiveness" and advance high-quality development.

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