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gement system, favorable wages and quite a few opportunities of further overseas studies and promotion. As those people have lots of years’ work experiences and certain customer group, their leaving results in the loss of some traditional customer groups of domestic insurers, which makes domestic insurance companies, in badly need of talents, in a worse situation. It can be safely said that the lack of professionals is the major problem of both domestic and foreign companies. AIA has cooperated with Fudan University to cultivate certain number of insurance professionals. But, anyway, China is such a big country and the present number of professionals is far from enough to meet the demand. It is reported that in a long period of time, China’s insurance companies have not set up the department of actuary even without actuary to take charge of their own business operation. The actuarial technology is the key technology of insurance industry on which the determination of the death rate and premium rate. Although there have been more than 10 universities, like Tsinghua University and Peking University, and actuary test centers cultivating professional people on actuary, most of them mainly teach theory of actuary and it is still a long way to meet the requirements to practical actuary. Even so, the number of those people is still very limited. On the one hand, Chinese companies lack certain professional people; worse yet, they are losing many employees. It is also reported that PICC alone has lost more than 100 senior managers recently needless to say more salesmen going away. This country’s No.1 property insurer has to move ahead with the all-out reform of its operational and management systems to sharpen its competitive edge. This large-scale state-owned insurance companies have realized that they still lag behind foreign counterparts in many fields, such as cost control and funds management experience, though PICC holds an advantageous position in terms of brand name, networks, its staff and its understanding of the local culture. On the contrary, foreign companies have carried out their strategies for human resources in China. The first step is to offer financial aids to domestic universities’ insurance test centers. Some of them also set up scholarship or help train actuaries and provide professional teaching materials so as to impress local people deeply, especially to graduates. The next step is the localization of human resources. For example, the U.S. Company, Mei Ya, Shenzhen Branch, has only two employees from the head office among over 70 employees, the rest of which are all local people. The third is to promote capable Chinese employees to higher position so as to realize their individual value. Quite a few foreign companies have increased wages of Chinese employees to make a balance between Chinese and foreign employees so as to prevent their local employees to flow back to domestic companies. Faced with internal problems and external competitions, domestic companies have to find some ways to settle the problems. The backward actuarial technology forces our companies to achieve procrustean uniformity, deciding the unified premium rate in the whole country despite many differences in natural conditions and economy development levels among different cities. It extremely conditions the development of our insurance industry and it is hard to develop the new insurance types to meet the demands of the society for newly increasin