Gasgoo Munich- According to a recent report by "Anting Guanwei," Anting Town in Shanghai's Jiading District has signed a strategic partnership agreement with GENMONO, marking the arrival of GENMONO's national headquarters in Anting.

Image source: Anting Guanwei

Once operational, the facility will attract high-end technical talent and drive collaborative innovation across the supply chain. It aims to bolster the regional intelligent connected vehicle sector, further solidifying Anting and Jiading's core competitive edge in automotive electronics.

Under the agreement, GENMONO will establish its national headquarters and sales settlement center in Anting, creating a "headquarters in Shanghai, production in Ningbo" dual-center layout. The project targets a cumulative output value exceeding 1.68 billion yuan over the next five years, with total economic contributions surpassing 100 million yuan—injecting sustained momentum into the local economy.

Founded in 2023, GENMONO specializes in critical fields like automotive electronic intelligent actuators and embodied intelligence sensors. The company has built comprehensive in-house software and hardware development capabilities, backed by expertise in production, sales, and overseas expansion.

Current mass-produced offerings include body control units, electronic valves for new energy exhaust systems, high-pressure fuel tank control modules, cell monitoring units, and smart table controllers. The portfolio also features MPS sensors and fingertip controllers for embodied intelligence applications. Its customer base spans state-owned enterprises, joint ventures, and emerging automakers, along with several top-tier auto parts suppliers.

The arrival of GENMONO's headquarters marks another strategic step for Anting in the automotive "New Four Modernizations" race. This year, the town has intensified efforts to attract intelligent connected vehicle firms, aiming to build a more resilient and dynamic industrial ecosystem. GENMONO's presence will not only deepen the region's technical reserves in automotive electronic actuators and sensors but also help cluster upstream and downstream suppliers, boosting the overall competitiveness of the supply chain.

Xing Bin views 2025 as a tipping point for the "democratization" of intelligent driving technology. As systems mature, vehicles priced between 100,000 and 150,000 yuan — or even lower — are now widely equipped with L2.5 to L2.9 systems. In the premium market above 500,000 yuan, however, L2+ capabilities are no longer a selling point; buyers are shifting their focus to higher-level autonomous driving functions.

At the same time Xing Bin highlighted the disruptive impact of chip iteration on the sector. Manufacturing processes have sprinted from double-digit nanometers to 5nm and 3nm, driving an explosion in computing power. With massive generational shifts occurring every two to three years, the industry is witnessing a revolution in software architecture and the accelerating trend toward "cockpit-driving integration."

Against this backdrop, luxury brands are being forced to rethink their path to differentiation.

Acknowledging the unique nature of the Chinese market, Xing Bin admitted that Jaguar Land Rover faces a complex web of challenges, including geopolitics, supply chain constraints, and industrial policy. Multinational automakers, he suggested, face a critical strategic choice: maintain a global operating model, or build an independent local decision-making team? For Jaguar Land Rover, he emphasized, all development requirements must ultimately stem from end-users. The core objective is to do the right thing at the right time, all while maintaining a tight grip on quality and testing protocols.

Addressing the "speed is everything" mentality dominating China's intelligent driving market, Xing Bin outlined a distinct stance for luxury brands. Building trust in autonomous driving is a slow grind, he argued, but it can collapse in an instant. If systems falter frequently, users may permanently abandon the technology.

Consequently, if forced to choose between "experience" and "speed," Jaguar Land Rover picks the former without hesitation. He reiterated that quality and the optimal user experience must run through the entire development process. By insisting on delivering only the best functions to the consumer, the brand aims to build a long-term defensive moat amidst the fierce efficiency race.

Gasgoo Munich-Jingwei Hirain and SEVCPOWER officially signed a strategic partnership on June 16, Gasgoo has learned. The two companies aim to deepen the fusion of "intelligence and solid-state energy," charting new routes for commercializing high-safety, high-energy-density solid-state batteries.

Image Credit: Jingwei Hirain

Under the agreement, the partners will leverage complementary strengths and shared resources to drive solid-state batteries from material innovation to large-scale commercialization. Frontier applications such as humanoid robots, specialized operation robots, and intelligent transport equipment will serve as pilot scenarios as they jointly build globally competitive products.

Solid-state batteries are emerging as a pivotal technology for transforming the intelligent terminal industry, according to Zhang Mingxuan, vice president and dean of Jingwei Hirain’s Central Research Institute. He noted that SEVCPOWER boasts end-to-end capabilities—spanning basic research to engineering conversion—in solid electrolyte materials and solid-state batteries. Jingwei Hirain, for its part, will tap its strengths in system integration, electronic and electrical architecture, and a global service network to drive solid-state energy from technological breakthroughs to mass adoption.

Zhu Gaolong, chairman and general manager of SEVCPOWER, highlighted Jingwei Hirain’s two decades of expertise in automotive electronics and intelligent transport. The partnership, he said, will fuse SEVCPOWER’s technological depth with Jingwei Hirain’s industrialization capabilities to define the energy solutions for the next generation of intelligent terminals.

Gasgoo Munich-Jemmell New Energy announced on June 17 that its self-developed universal smart wire-controlled chassis has officially rolled off the production line. Designed as a core technology foundation for intelligent unmanned vehicles, the system aims to deliver standardized, highly reliable motion control solutions for transport equipment across a range of scenarios.

Image Credit: Lingbao Auto

Built to automotive-grade development standards, the newly rolled-out chassis integrates Jimai’s proprietary Vehicle Control Unit (VCU), Battery Management System (BMS), and chassis domain controller. It also features key actuation components like electronic hydraulic braking (EHB) and electronic power steering (EPS). By enabling centralized control over steering, braking, and power systems—while decoupling software from hardware—the chassis delivers millisecond-level response times, making it suitable for Level 4 autonomous driving in closed or semi-closed environments.

Leveraging a highly scalable universal architecture, the chassis can be rapidly adapted into a variety of intelligent unmanned vehicles for mainstream operational scenarios. These include autonomous delivery vans for last-mile logistics, self-driving sweepers capable of path planning, and security patrol units equipped with monitoring, recognition, and broadcasting capabilities. The platform is also expandable to autonomous shuttles, disinfection vehicles, and factory transporters.

Jemmell New Energy described the rollout as a key milestone in its integrated strategy of combining proprietary chassis development, vehicle manufacturing, and intelligent driving integration. Moving forward, the company plans to use this chassis as a core platform to accelerate the R&D and mass production of a full range of intelligent unmanned vehicles. It also aims to collaborate with industry partners to drive large-scale commercial deployment across diverse scenarios.

Gasgoo Munich-SenseTime and Hong Kong Science and Technology Parks Corporation (HKSTP) officially signed a memorandum of understanding on June 16, according to an announcement from SenseTime. The two parties will launch a strategic partnership focused on AI computing infrastructure and the industry ecosystem, working together to advance the construction of domestic AI data centers (AIDC) in Hong Kong. The goal is to achieve a computing scale of over 40,000 PetaFLOPS by 2030, establishing the largest intelligent computing center in the city powered by domestic technology.

Image Source: SenseTime

Designed as a critical AI infrastructure backbone for the large-model era, the project will provide high-performance, stable domestic computing power across various industries. Covering diverse scenarios—from model training and inference deployment to large-scale application—the initiative aims to accelerate the adoption of AI in Hong Kong and further cement the city's strategic position in global innovation and technology development.

Computing power is the core engine driving AI breakthroughs. This collaboration actively responds to the direction of the national "15th Five-Year Plan" and aligns with the Hong Kong Special Administrative Region government's strategic push for "AI for All."

The project will proceed in phases, with the first stage expected to be completed within the year. The partners aim to build an intelligent computing center with a capacity of 40,000 PetaFLOPS by 2030. Once operational, the facility will be equipped with multiple domestic GPU clusters, forming a highly efficient and collaborative computing service system.

Gasgoo Munich-WEY officially launched the Gaoshan 7 SUV version, with a retail price of 285,800 yuan. Merging the comfort of an MPV with the high ground clearance of an SUV, this new model defines a new category for family travel. It fills gaps in the Gaoshan product matrix while addressing the limitations of traditional family cars, offering a fresh perspective for the high-end new energy MPV market.

Image source: WEY

Previously, the WEY Gaoshan lineup established a roster including the Gaoshan 7, 8, and 9, covering diverse family and business needs. Leveraging product strength, the Gaoshan series led cumulative sales of domestic new energy MPVs from January to May 2026. Observing that many consumers avoid MPVs due to low ground clearance risks, or choose SUVs and face cramped rear seats, the brand introduced the Gaoshan 7 SUV based on actual user needs.

Image source: WEY

The most significant change is the ground clearance, which has been raised by 30 mm to 185 mm. Combined with the Hi4 Performance intelligent four-wheel-drive system, the vehicle handles complex conditions like unpaved and gravel roads with stability. It features an exclusive hunting-style body kit, giving the exterior a more sporty and distinctive character.

The chassis underwent specialized fine-tuning, including the addition of rebound springs to optimize body posture. This balances off-road capability with urban ride comfort, while a minimum turning radius of just 5.6 meters ensures agility in city traffic. Power comes from the Hi4 four-speed hybrid architecture, delivering a maximum combined output of 337 kW. With a CLTC comprehensive range of 1,135 km, the vehicle requires less frequent charging for both short and long journeys.

Image source: WEY

Regarding space, the car inherits the Gaoshan family's strengths. The 3,085 mm wheelbase is paired with a 1,845 mm ultra-long shared rail and a flat floor design. The three-row seating layout is flexible, with trunk capacity adjustable between 233 liters and 1,725 liters. It comes standard with second-row business-class seats, a full-vehicle multi-screen smart cockpit, a 12.5-liter hot and cold refrigerator, and comprehensive active and passive safety systems—blending home comfort, long-distance relaxation, and smart technology.

At the industry level, while most automakers remain locked in specs battles within single MPV or SUV categories, WEY has leveraged Great Wall Motors' three decades of chassis expertise to break the mold with a crossover product. This shifts the competitive landscape toward value across all travel scenarios. The launch of the Gaoshan 7 SUV further expands the utility of MPVs, transforming the segment from a business tool into a family option suitable for both city commuting and outdoor exploration.

Gasgoo Munich-ACE ROBOTICS has teamed up with The Chinese University of Hong Kong's Multimedia Laboratory (CUHK MMLab) to release ACE-Ego, a new "one-brain, multi-type" embodied operation VLA model, and open-source it to the industry, Gasgoo learned on June 17.

Image Source: ACE ROBOTICS

On the internationally recognized RoboCasa GR1 TableTop benchmark for humanoid robots, ACE-Ego set a new record with a 72.8% average success rate—claiming the top spot and significantly outperforming mainstream models like Nvidia's GR00T, PI π₀.₅, and JD's JoyAI-RA. Meanwhile, in the rigorous domain randomization tests of the challenging dual-arm manipulation benchmark RoboTwin 2.0, ACE-Ego achieved a 90.62% success rate, demonstrating environmental robustness far above the industry average.

Back in December 2025, ACE ROBOTICS introduced a "Human-centric" ACE embodied research paradigm. By treating the laws of human-physical world interaction as the core starting point, the company built a comprehensive technical framework spanning "environmental data collection — Kaiwu World Model 3.0 — embodied interaction."

ACE-Ego can now reliably handle complex, long-cycle retail tasks involving strong physical contact—such as packing plastic bags and boxing shoes. Covering key offline retail stages like product sorting and order fulfillment, the model breaks through the limitations of earlier systems that were limited to simple tabletop grasping. This offers a cost-effective technical pathway for embodied intelligence to achieve large-scale industrial deployment.

Gasgoo Munich-On June 17, Nasdaq-listed Faraday Future hosted the first half of its "All-Form FFEAI Robot World" event. The company officially launched the new Futurist (2027 model) humanoid robot, the FXNavi quadruped, and the FFMasterMini and FFNova EAI robots.

Image Source: FF

As previously reported by Gasgoo, Faraday Future announced on June 5 that it had delivered a Master humanoid robot to a prominent medical institution in Los Angeles. This marks the first deployment of an FF EAI robot in a healthcare setting.

The recipient was the Wonderful Life Dental Group Los Angeles. The robot will primarily handle front-desk duties within the healthcare setting, including patient check-ins, appointment inquiries, reception assistance, and wayfinding.

On May 26, Faraday Future announced a strategic partnership with North American K12 education group Redwood Education, signing a sales contract for 23 FF EAI robots. The two parties will collaborate on K12 robotics curriculum development, instruction, teacher training, and youth developer programs.

Redwood Education is the third educational institution FF has signed recently. This partnership signals that FF is positioning itself in both B2B educational institutions and B2C home education. The order for 23 units also stands as FF's largest sales order for humanoid and bionic robots to date.

Under the agreement, Redwood Education will leverage its full-lifecycle education service system to jointly expand FF's consumer base within educational settings. Additionally, Redwood is joining FF's open-source developer platform. Together, they aim to drive the adoption of the developer ecosystem in education, with a focus on nurturing young developers.

Gasgoo Munich-Kepler Robotics debuted the "Mechanical Qilin" series of long-endurance, heavy-duty quadruped robots at the 2026 Zhangjiang Embodied AI Developer and Supply Chain Conference. This large-scale platform measures 2,175 x 800 x 1,630 mm and weighs approximately 300 kg. With a maximum load approaching one ton, the robot is designed for heavy-duty tasks such as in-plant material transfer, logistics, mountain transport, and emergency resupply.

Image Source: Kepler

The key differentiator of the Mechanical Qilin is its drivetrain. Kepler integrated its power chain — featuring self-developed planetary roller screw linear actuators designed for the K2 "Bumblebee" humanoid platform — into this quadruped architecture.

The screw drive offers advantages compared to traditional servo joints, which are prone to vibration and energy spikes under heavy loads, and hydraulic systems, which risk leakage and have limited temperature tolerance. This approach provides rigidity, preventing joint sag and chassis deformation. It also ensures controllable transmission efficiency, optimizing energy consumption. This enables a combination of capabilities challenging for the quadruped industry: heavy self-weight, high payload, and long endurance.

Image Source: Kepler

Official figures indicate a continuous operation time of approximately eight hours on a single charge for the 300 kg-class unit.

Demonstrations confirmed the platform's stability. With several engineers standing on its back, the chassis remained stable. It transported full pallets of industrial materials through the workshop, maintaining smooth motion during starts, stops, turns, and obstacle crossings. It also towed a full-size commercial vehicle.

The dual-form design is also notable. In addition to the flat heavy-duty variant, a rideable model is available. The lower body functions as the quadruped walking mechanism, while the upper body provides seating. This design supports last-mile transport of personnel and cargo within closed industrial parks or factory complexes.

Image Source: Kepler

The Mechanical Qilin is not just a hardware display; it is designed to work with the K2 "Bumblebee." The humanoid handles fine manipulation and situational assessment, while the quadruped manages heavy transport. This division of labor allows the system to address scenarios such as border patrol, emergency rescue, and field logistics.

Following Hangzhou Kerun's recent investment, the company is shifting from a hardware manufacturer to a full-stack platform combining hardware, real-world training data, and embodied intelligence. The Mechanical Qilin serves as a key component in this industrial expansion.

Gasgoo Munich-Richard Yu, Huawei's executive director and chairman of the Consumer BG, unveiled the market positioning of the Harmony Intelligent Mobility Alliance's new model, the STELATO G9. Targeting the rugged off-road SUV segment in the 500,000-yuan class, it will form a dual-flagship layout alongside the blockbuster AITO M9. This move aims to further penetrate the high-end SUV market and fill the void for premium, intelligent, rugged vehicles.

The AITO M9 has already established itself as a benchmark for family and business SUVs in the 500,000-yuan range, thanks to comprehensive luxury features and smart technology. However, market research indicates a lingering gap in this price bracket. A specific segment of buyers prefers outdoor travel and personal expression, seeking a vehicle that offers both distinctiveness and off-road capability.

Image Credit: Harmony Intelligent Mobility Alliance

Traditional rugged off-roaders generally lack intelligence and cabin comfort, while urban SUVs often miss the underlying hardware needed to traverse complex terrain. Few products manage to balance both. Addressing this market reality, Harmony Intelligent Mobility Alliance partnered with BAIC to develop the STELATO G9.

In terms of positioning, the STELATO G9 takes a differentiated approach, branding itself as "more rugged than luxury, more luxurious than rugged." It features a boxy, rugged silhouette that projects presence and recognition. On the hardware front, it is equipped with all-terrain configurations capable of handling long-distance expeditions and complex unpaved roads, meeting users' needs for outdoor exploration.

The interior will also integrate the brand's cutting-edge intelligent and digital technologies, addressing the shortcomings of traditional rugged models. This allows the vehicle to excel in both daily city commuting and outdoor off-roading scenarios.

Looking at the product matrix strategy, the STELATO G9 and AITO M9 occupy distinctly different positions. The AITO M9 leans toward an all-purpose family and business role, suitable for daily commutes and corporate hospitality. The STELATO G9 targets outdoor enthusiasts and individualists, focusing on a lifestyle of free exploration. Together, these "Dual 9" flagships complement each other, expanding Harmony Intelligent Mobility Alliance's coverage in the high-end SUV market.

Gasgoo Munich-the Ministry of Industry and Information Technology (MIIT) released its 408th batch of announcements in June 2026, formally removing the vehicle production qualifications of eight companies—including FAW Xiali, Brilliance Auto, Zotye, Leopaard, Lifan, Hawtai, BAIC Yinxiang (HYOSOW), and Haima—from the registry and permanently freezing them. This decision marks a substantive end for these brands on both legal and industrial levels, mandating the full sealing of production lines and stripping them of any legal right to manufacture vehicles.

Image source: Zotye Auto

These companies once dominated China's early auto boom. FAW Xiali held the title of best-selling sedan for 18 consecutive years, moving 253,000 units in 2011 and becoming synonymous with the "national family car." Zotye surged to 330,000 sales in 2016 on the back of aggressive value-for-money strategies. Leopaard, with its military roots, built a reputation in the government service market with rugged off-roaders, while Lifan pivoted from motorcycles. At various points, Brilliance Auto, Hawtai, BAIC Yinxiang, and Haima also commanded significant market share.

Analysts point to a lack of core technology as the fundamental driver of this collective exit. Most brands relied on an extensive model of "rebadging and assembly" for years, with R&D spending falling critically short. For instance, Zotye, Haima, and Brilliance Auto kept annual R&D budgets in the tens of millions to just over 100 million yuan—a stark contrast to the tens of billions routinely poured in by top-tier players. This long-term technological "hollowing" left them ill-equipped for the shift toward electrification and intelligence, unable to meet new demands like China VIb emissions standards or advanced autonomous driving. Compounding the issue, some automakers diverted capital into non-core sectors like real estate and finance, further eroding their manufacturing foundations.

The MIIT had actually established an exit mechanism as early as 2012, but early 2026 saw the "30,000-kilometer reliability verification" upgraded to a mandatory entry hurdle. Combined with a market chill that saw passenger car retail sales slump 19.5% year-on-year between January and May, the survival space for these brands was crushed. The market had already turned its back: residual values for their models collapsed, used-car dealers refused to stock them, and aftersales parts supplies began drying up.

Yet, industry resources haven't gone entirely to waste. Production bases and technical teams from some of these firms have been absorbed and revitalized by players like GAC AION and Geely, reallocating capacity and talent. The departure of these brands draws a line under the "Wild West" era—an age defined by imitation, low prices, and joint-venture dividends. They stand now as historical markers on China's path toward a more advanced automotive industry.

Gasgoo Munich-Baidu's autonomous ride-hailing platform, Apollo Go, has secured an L4 operational permit in Switzerland. The authorization covers an 80-square-kilometer area spanning the cantons of St. Gallen, Appenzell Ausserrhoden, and Appenzell Innerrhoden. It marks the first time Chinese autonomous driving technology has secured a scaled commercial operating license in Europe.

Image source: Apollo Go

Apollo Go is set to partner with Swiss Post's bus operator, PostBus, to roll out autonomous taxi services under the AmiGo brand. Road testing began on June 1, with all vehicles currently staffed by safety drivers to ensure safety. Once testing concludes, AmiGo will launch a limited pilot operation, with full commercial services expected to open to the public by 2027.

Baidu's sixth-generation autonomous vehicle, the Apollo RT6, serves as the technological backbone for the initiative. Unveiled in 2022, the all-electric model can carry up to three passengers and is equipped with more than 30 sensors. It integrates Baidu's proprietary in-vehicle computing platform, offering redundancy in perception and decision-making. The design also allows for the steering wheel to be removed, paving the way for the interior to be reconfigured as a dedicated passenger space once fully driverless operations begin.

Swiss officials noted that the decision to operate in the Alpine region aims to leverage the area's complex terrain and volatile climate to create an extreme testing environment, thereby enhancing the system's robustness. PostBus's CEO added that the partnership helps drive the transition toward smart public transport while expanding mobility options for residents in remote areas.

Gasgoo Munich-EVE Energy recently released its performance preview for the first half of 2026. The company forecasts net profit attributable to shareholders will be between 3.13 billion yuan and 3.37 billion yuan, an increase of 95% to 110% from a year earlier. Excluding non-recurring items, net income is projected to reach 2.43 billion yuan to 2.60 billion yuan, rising 110% to 125%.

Image source: Company announcement screenshot

EVE Energy attributes the increase to continuous product iteration and service upgrades, which enabled it to seize market opportunities and drive expansion. Revenue rose approximately 60% during the period. Even as supply chain costs increased, the company maintained effective management. By diversifying suppliers, planning strategic procurement, and using financial tools prudently, EVE Energy effectively absorbed material cost volatility and maintained core business profitability.

Data shows first-quarter revenue reached 20.68 billion yuan, an annual increase of 61.61%, while net profit attributable to shareholders reached 1.45 billion yuan, up 31.35%. This places second-quarter net profit at an estimated 1.68 billion yuan to 1.93 billion yuan, a sequential increase of 16.46% to 33.13%.

Regarding shipments, EVE Energy shipped 14.34 GWh of power batteries in the first quarter, up 40.93%, while energy storage battery shipments reached 20.38 GWh, increasing 60.82%.

Gasgoo Munich-On June 16, 2026, Leapmotor's strategic flagship—the all-new C10—officially launched. As a major mid-cycle refresh of the first global model built on the LEAP 3.0 architecture, the vehicle is positioned as a "smart family long-range medium SUV." It carries an official guide price of 125,800 to 142,800 yuan and is available in both extended-range and pure electric powertrains.

Image source: Leapmotor

The new C10 features more than 50 upgrades across five dimensions—styling, cabin, range, driver assistance, and handling—systematically bringing luxury features typically found in the 300,000 yuan class down to the 150,000 yuan segment. At the launch, Leapmotor announced that global sales of its C-series have surpassed 800,000 units, with an overall Net Promoter Score (NPS) of 65.5, putting it on par with the reputation of luxury SUVs priced above 300,000 yuan.

The pure electric version packs an 81.9 kWh battery, delivering a CLTC range of 660 km—the longest in its class. That performance results from a combination of energy-saving technologies, including an 800V high-voltage silicon carbide platform, a heat pump air conditioner, and an active grille shutter system. Fast charging from 30% to 80% state of charge takes 16 minutes. The extended-range version features a 38.7 kWh battery with 290 km of pure electric range and 1,300 km of total range. It also supports 3C fast charging, completing a 30% to 80% charge in 16 minutes.

On the intelligent driving front, the LiDAR version comes standard with a 300-meter ultra-long-range LiDAR and a 4nm Qualcomm SA8650 chip (200 TOPS equivalent computing power). Utilizing 28 intelligent sensing hardware units, it achieves 360-degree comprehensive perception. Functionally, it includes permanently free, standard gate-to-gate (P2P) navigation assistance, covering the entire chain from autonomous parking exit to open-road navigation and autonomous parking at the destination. This resolves three major pain points: cruising inside parking lots, crossing between floors, and passing through automatic gates. Inside the cabin, a 5nm Qualcomm SA8295P flagship chip powers the system, paired with the segment's largest 17.3-inch 3K central control screen and a 60-inch AR-HUD. The AI agent hub supports voice interaction in 14 dialects without requiring a wake word.

The new C10 comes standard with dual front 124-degree zero-gravity seats, offering 14-way power adjustment, ventilation, heating, and a 10-point massage function. In terms of space, the 4,749 mm length and 2,825 mm wheelbase deliver an 88% space utilization rate—leading its class—while maximum second-row legroom reaches 1,050 mm. The standard 510-liter trunk can hold seven 20-inch suitcases simultaneously, expanding to 1,809 liters with the rear seats folded flat. Inside, the Leap Sound 18-speaker PSS audio system reaches 2,088 watts and supports switching between shared, driver-focused, and private modes.

As a model targeting markets in over 40 countries, the new C10's chassis has undergone joint tuning by Chinese and European teams. The front MacPherson and rear five-link independent suspension system comes standard with FSD continuously variable damping shock absorbers. Braking relies on Continental's One-Box wire-controlled system, with a stopping distance of roughly 35 meters per 100 km/h. Passive safety maintains the five-star standards of China, Europe, and Australia. The CTC 2.0 Plus integrated protection system reduces lateral battery displacement by 47% during collisions and ensures no fire or explosion occurs within 48 hours of thermal runaway.

Image source: Leapmotor

Over the past three years, the C10 has undergone multiple iterations—from being the first to feature the 8295P cabin chip, to bringing 800V platforms and LiDAR to lower segments, and now forming a complete product loop with the new model's dual zero-gravity seats, 60-inch AR-HUD, and class-leading 660 km range among 50-plus upgrades. Leapmotor has gradually validated a path: in the mainstream family market, true competitiveness stems not from pushing a single selling point, but from the precise alignment of making technology accessible and understanding user needs.

Gasgoo Munich-As Chinese brands edge closer to claiming 70% of their home market, a fundamental question confronts every domestic automaker: How do you truly become a global player?

The answer has always pointed in one direction: the mature markets of Europe and the United States. Yet, constrained by trade barriers, expansion into North America remains slow. That leaves Europe as the definitive proving ground—especially Germany. As the birthplace of the auto industry, the setting for the world's strictest regulatory tests, and the ultimate arena for proving technical mettle and brand substance.

In 2025, total European car sales will sit at roughly 12 million, making it one of the world's most critical markets. Germany, the economic "engine" of Europe, offers a scale, purchasing power, and industrial depth that no automaker with global ambitions can ignore. Yet, one reality remains stark: Chinese brands still command less than 3% of the German market as of 2025.

The reasons for this gap go far beyond product quality or pricing. At a recent "Shanghai Connects Munich" event organized by Gasgoo, CEO Zhou Xiaoying joined European business heads from NIO, XPENG, and Joyson Electronics, alongside legal experts and chamber of commerce representatives. Their consensus was clear: Breaking into Germany is no longer a simple exercise in selling cars. It is a systemic campaign involving technical compliance, brand storytelling, supply chain restructuring, organizational capability, and cross-cultural trust.

The true value of the German market lies not in short-term sales volume, but in whether it can help the Chinese auto industry make the critical leap from cost-competitiveness to systemic strength.

Decoding the German Market

To understand Germany, you must first move past a single-minded focus on sales figures. Zhang Hui, Vice President of NIO Europe and Chair of the Automotive Working Group at the EU Chamber of Commerce in China, offered a macro perspective: Europe is not just a top-tier market; it is the birthplace of the auto industry, where most of the rules we know today were written.

Competing here means facing not just rivals, but an environment with arguably the highest intensity and breadth of regulations anywhere in the world.

That status as a regulatory highland means entering Germany demands a total immersion in compliance.

Liu Ling, a senior lawyer at Eversheds Sutherland in Germany, has observed Chinese investment in Europe for years. She identifies a common misconception: many companies view compliance as a one-time paperwork exercise, rather than an operational capability spanning transactions, market entry, after-sales service, and recalls. Liu points to recent EU policy shifts—from the application of anti-subsidy tariffs to the Automotive Industry Action Plan and the Industrial Acceleration Act. The direction is clear: policy increasingly emphasizes local manufacturing, supply chain resilience, continuous oversight, and long-term liability.

Today, the European market is less concerned with whether a company can get in, and more focused on whether it can survive long-term by playing strictly by the rules.

This strictness starts at the product and technology level. Hu Jingwen, XPENG's Overseas Technical Director and Vice Chairman of the Chinese Association of Mechanical and Electrical Engineering in Germany, shared firsthand experience: "XPENG established a European R&D center not just to add a location, but because Europe is itself a highland for products, markets, and compliance."

The center handles three main tasks: front-loading regulations and certification, localizing user experience feedback, and creating a closed loop for testing and validation. These are interconnected. Only by treating regulatory compliance as an integral part of the product from the start can companies feed genuine market demands back to headquarters and finalize validation through local testing.

The need for this proactive compliance stems from fundamental differences between the Chinese and European market environments.

Hu admits that while XPENG shines in China with its smart cockpit and autonomous driving features, those strengths can become liabilities in Germany. The reason? German regulations often lag behind tech iterations, sometimes constraining their deployment. Hu offered a telling example: In China, most consumers haven't listened to radio in a decade or two. In Europe, people use it almost daily. Every automaker entering Europe must re-study technologies considered obsolete in China and integrate them back into their products.

This ironic example highlights a core challenge for Chinese automakers in Germany: it is not about adding more smart features, but subtracting them. It involves adapting technologies that work in China to fit local regulations, ensuring they are both compliant and usable. "If technology is too aggressive, the potential ceiling may be high, but the floor becomes uncontrollable, ultimately breeding user distrust," Hu emphasized. "So in Europe, the most important task isn't adding features, but refining them to be solid and effective."

If compliance is the entry ticket, brand image and profit are the weights that measure long-term survival.

From a supply chain perspective, Wu Mei, General Manager of Joyson Electronics Europe, points to the market's multiple strategic values: pricing power and brand premiums; the ability to drive synergy between parts suppliers and European OEMs; and a current window for asset acquisition worth watching.

Furthermore, Europe holds a unique strategic significance today: it is driving a disruptive reconstruction of tech trends. Wu notes that the global auto industry no longer looks solely to German or American brands as bellwethers; China is becoming the standard-setter. Mention EVs globally now, and people think of Chinese brands and Tesla, not European legacy players. If Chinese companies can prove this technological leadership in Europe—especially on German soil—they will complete a fundamental shift in the industry's technical narrative.

Wang Xing, Secretary General of the German Chamber of Commerce in China, adds to this view of Germany's macro-strategic value. He sees Europe as a highland for both brand and profit, as well as an exam room for rules and standards. Wang points to a stark reality: China's domestic NEV sector has reached trillion-yuan valuations but suffers from razor-thin margins, while companies with a higher share of overseas revenue generally boast healthier financial models.

Moreover, European consumers are willing to pay a premium for green technology and quality. From a macro-strategic view, Europe is the key for Chinese manufacturing to break free from low-price competition and achieve profitability.

Yet, high profits often come with high costs and barriers. Take Germany: with a population of over 80 million and a top-tier GDP, its per capita GDP nears $60,000. At the same time, Germany enforces a minimum wage, and that standard is rising.

High labor costs, strict labor protection laws, and powerful unions form the complex fundamentals of operating in Germany.

Liu also detailed the severity of Germany's dismissal protection laws. Once a company hires more than a certain number of full-time employees, these constraints kick in. Termination requires not just advance notice but a valid reason—whether operational, personal, or behavioral—and each reason demands rigorous substantiation by the employer.

For Chinese companies used to flexible domestic labor practices, this high level of worker protection presents a massive management challenge.

Survey data shared by Wang reveals a disconnect: many leaders assume pay is the primary reason for employee turnover. Yet, when employees are asked, their strongest feedback lists unfair treatment, poor communication, and lack of long-term development plans—salary comes last. In the German market, pay is far from the core of retention; fairness, communication, and future prospects are the true deciding factors.

What Chinese Cars Need to Watch in Germany

On the surface, competition in Germany is a battle of products and technology. Deep down, it is a contest of systemic capability.

This systemic capability encompasses sustained investment in compliance, sophisticated channel design, precise management of used-car residual values, and deep integration into local operations.

Liu categorizes compliance requirements for entering Europe into three types. First is the choice of entry—wholly-owned subsidiary, joint venture with a local partner, or acquisition. Each requires a different focus: subsidiaries involve tax planning and liability allocation; JVs involve control and division of labor; acquisitions demand close attention to risks like foreign investment reviews.

Second is compliance regarding products, data, and software—including vehicle type approval, cybersecurity, software updates, data protection, and product liability.

Third is labor and local operations, specifically the protection of employee and union rights.

Data and software compliance are becoming particularly complex. Liu notes that as relevant EU data laws take effect, companies must consider not only who has access to data, but also who can use it and under what conditions it must be shared. If personal data is involved, different regulations overlap, significantly increasing the compliance burden.

At the same time, cybersecurity and software updates have entered the logic of European vehicle type approval. Regulators require companies to establish corresponding management systems, meaning vulnerability management, version control, upgrade approvals, and incident response must all be institutionalized and documented.

Notably, the EU's new Product Liability Directive explicitly includes software within the scope of product liability, treating cybersecurity flaws as a basis for determining defects. In other words, a technical issue today can easily become a product liability issue. A failed OTA update or a data breach could trigger legal consequences far more severe than those in China.

From the chamber's perspective, Wang points out several typical compliance misconceptions among Chinese firms. The first is viewing compliance as a cost, not an investment. Many Chinese firms prefer heavy assets over legal spending, hesitating to pay for lawyers or compliance advice. In Europe, however, legal and insurance spending is often seen by local entrepreneurs as an investment with solid returns. Some companies, by investing in professional teams and skillfully using rules to handle trade investigations, gain clear tariff advantages, while others face various tariffs. Wang notes that the former can vastly expand market coverage with minimal extra outlay, thanks to those tariff benefits.

The second misconception is believing compliance is solely the legal department's job. Many habitually outsource it to legal teams while R&D, production, and sales stay uninvolved. But requirements like data regulations often necessitate specific features during the design phase—meaning compliance must be front-loaded into the R&D process.

The third is underestimating compliance risks within Germany's relationship-based business culture. Wang cites a cautionary tale: a Chinese firm acquired a German supplier, then cut off supplies to a customer to force a price hike. Local mainstream OEMs viewed this as a betrayal of the partnership. The relationship collapsed, and the firm eventually went bankrupt. This case reveals the underlying logic of German business culture: long-term, stable, predictable partnerships matter far more than short-term price games.

In fact, the fundamental doubt German clients have about Chinese suppliers is not about technical ability or price competitiveness, but behavioral predictability under pressure. Wu lists typical pressure scenarios: When capacity is tight, will you prioritize other customers? When raw material prices rise, will you unilaterally change quality standards? If geopolitical risks flare, will you be forced to halt production? If quality issues arise, will you shift the blame? It is this high regard for predictability that gives channel construction and residual value management in Germany characteristics vastly different from those in China.

Turning to sales, Zhang Hui notes that the German market structure is roughly divided into three parts: private purchases, company cars, and rental and car-sharing vehicles. This structure means financial tools hold a strategic importance in Germany far beyond what they do in China. Auto finance is essentially a key tool for market entry—a point often missed by Chinese OEMs accustomed to a domestic market dominated by private buyers.

In terms of channel models, Europe features a mix of traditional importers and dealers, OEM direct sales, and subscription and agency models. Zhang Hui suggests that for newcomers, partnering with powerful local dealer groups is a more realistic path. This allows for asset-light operations, rapid network expansion, quick customer reach, and better leverage of the dealer's existing financial strength and rental company networks.

Used-car residual value management is another key area showcasing German market professionalism. Chinese automakers are currently pushing EVs into Europe, but their residual value guarantees haven't been fully tested by the market. To solve this, leveraging local dealer networks and auto finance tools is an efficient approach.

By partnering with large car rental companies and then flowing vehicles back into dealer groups, companies can effectively manage residual values.

Another critical support for residual value management is auto finance. When partnering with banks, financial institutions first assess the vehicle's value—only then can a reasonable lease rate be calculated.

Furthermore, residual value management is not just a technical issue; it is a brand trust issue. You must achieve quality equal to or better than European cars, from design and R&D to insurance ratings. As brand trust accumulates with customers, financial institutions will naturally recognize the vehicle's value and residual worth.

Deep, integrated localization is, of course, inevitable. The good news is that more and more Chinese automakers are establishing R&D and design centers in Europe and Germany.

Years ago, Chinese automakers began setting up global design centers in Munich. Today, Hongqi, Changan, Dongfeng, Leapmotor, Xiaomi, and Li Auto all have R&D centers there, while Chery, SAIC, and Geely have set up around Frankfurt. They are unanimously increasing R&D and design investment in Europe. This is no longer just a trade activity; it is a true ecological rooting, representing determination and long-term commitment to the market.

What Is True Localization, Really?

Once Chinese automakers clear the compliance hurdles and master the channel rules, the real test has only just begun: how to achieve true localization in the German market?

Joyson Electronics' years of practice in Europe offer a valuable reference model.

Joyson's understanding of localization goes beyond the physical—building plants and hiring staff. Wu points out that many Chinese firms take numerous localization steps, yet German clients keep their distance. Ultimately, this is merely formal localization, not what the German market truly values.

What German clients want is not a physical office, but the capability behind it: engineering capability, decision-making capability, and deep customer relationship management. Boiled down, the core element is making the company predictable.

This predictability is the key to understanding the difference between Chinese and German business cultures. Wu elaborates that the underlying logic of German business culture is not about relationships or price, but the probability of doing what you say. When Joyson acquired a German company, there were no successful investment cases as a reference, nor years of cooperation to build on. The trust established in a short time relied entirely on doing what was promised—fulfilling shareholder commitments one by one.

This "do what you say" culture is reflected in countless details of daily operations. Wu points to a typical cultural fault line between Chinese and German teams: Chinese companies often try to solve problems internally first, reporting to the client only after a fix is found. German expectations, however, are to report problems immediately—even before a solution is known. In German engineering culture, proactively reporting issues is a sign of professional competence, not weakness. Concealing problems or reporting only good news destroys trust more than the problem itself.

This cultural difference also extends to the emphasis on process and systems. German procurement is system-driven, not relationship-driven. Wu notes that having dinner with a German purchasing director won't speed up entry, but improving your score in system audits will substantively affect your supplier rating. Those scores are recorded in the system and remain even if the purchasing director changes.

"The role of relationships is to get someone willing to give you a chance to enter the system, but it cannot help you bypass the system," Wu says.

For Chinese companies hoping to develop in Germany for the long haul, respecting systems, processes, and transparency is the only path to building trust.

Wang Xing distills the meaning of localization from the chamber's perspective. Currently, Chinese firms expanding overseas are still in the geographic stage. The highest level of localization is actually cognitive localization. If a company can truly establish strong trust and stable predictability locally, it transcends basic product export and reaches the realm of cultural and value export.

This value-level localization is reflected in organizational management: full trust and empowerment of local teams.

Drawing on the historical experience of multinationals, Liu Ling poses a thought-provoking question: Look at the foreign companies that have succeeded in China—famous auto and consumer brands. Did they hand over local management and decision-making power to their Chinese teams? If every decision had to be referred back to European or American HQ, with the local team just passing messages, would you as a Chinese consumer feel that company could master the market? This question hits the mark: if Chinese companies in Germany still operate with HQ decision-making and European execution, how can they truly understand and integrate into the German market?

Perhaps it is time to shift the mindset: position yourself as an international company originating in China, rather than a purely Chinese company. Trust the local decision-making team. If German partners or clients find that the local executives they face have real authority, negotiation and cooperation efficiency will improve significantly.

Wang also emphasizes that while compliance, service, and channels are "techniques," true trust is the "Way." Without the Way of trust, compliance becomes a formality, service lags, and channels get blocked. How to do this specifically? First, trust and fully empower the local team. Second, trust the trend of localization and build long-term, interdependent, and healthy relationships with the local ecosystem. For parent-subsidiary relations, strategy must be aligned, the subsidiary must operate independently, and risk control must be maintained.

Once internal trust and empowerment are resolved, Chinese automakers need a clear view of their actual competitive position in Europe. So, what are the specific strengths and weaknesses of Chinese companies in the German market?

Clearly, on the new energy track, Chinese automakers have made significant progress thanks to broad support and their own efforts. But this success is largely based on China's massive market, complete supply chain, and cost and efficiency advantages. Simply copying these to Europe may not work. This is likely the deeper logic behind Chinese automakers setting up R&D centers in Germany: beyond local adaptation, it is about driving technical and product innovation that is limited or difficult to achieve in China.

There are also clear differences between Chinese and German consumers. In China, consumers care most about intelligence—autonomous driving and connectivity—followed by specs and parameters, and finally design. In Germany, users care most about reliability—Germans hold onto vehicles much longer on average. Second is after-sales service and accessibility—where service points are, how fast repairs are done, and how quickly parts arrive. Third is total cost of ownership, including energy consumption, maintenance costs, and residual value management. This difference in preference fundamentally dictates that Chinese automakers in Germany cannot simply replicate their domestic product definitions and marketing strategies.

Length, Width, Height, and Depth—the consensus reached by guests offering advice to Chinese firms. "Long" means long-term strategic patience. "Wide" means an after-sales network that is extensive and accessible. "High" means becoming a trusted premium brand. "Deep" means deep repair capability and fast parts turnover. From an R&D perspective, three specific levers matter: the Compliance Lever is the foundation, determining if you can sell; the Brand Lever uses good products to build trust and value; the Product Lever ensures the product truly fits local preferences.

The real challenge for Chinese automakers going global is not a lack of technology, but the ability to redefine products within the European context to claim the high ground.

"Chinese automakers in Europe are no longer elementary students coming to learn a decade ago, nor are they saviors bringing cool electric cars to rescue the German auto industry," Wu concludes. Their true identity should be that of a reliable partner offering safety and quality equal to German standards, while supplementing European shortcomings in electrification and intelligence—working together sincerely for the long term to co-create the future.

In short, the stance Chinese automakers should take in the German market is humble without losing confidence, pragmatic without losing vision.

Currently, Chinese automakers entering Germany are undergoing a profound transformation from product export to system embedding, and finally to value co-creation. The true value of the German market lies not in annual new car sales figures, but in its strategic position as a highland of global industry rules and a crucible of trust. Here, companies verify not only their product's technical strength but also their organizational management, cultural inclusivity, and strategic long-termism.

For Chinese automakers aspiring to be global players, the German market is not a multiple-choice question with a quick fix, but an essay question that must be answered with patience. The road is destined to be long and full of challenges, but the direction is clear, the pace is quickening, and the answer will gradually emerge through a commitment to long-termism.

OEM Movements | OEM Trend

• Gasgoo: On June 16, ZEEKR announced that cumulative deliveries have surpassed 800,000 units. To date, the ZEEKR brand has expanded into more than 50 countries and regions.

• IT Home: On June 16, Peng Lei, product director for Huawei's Smart Selection vehicles (Stelato series), revealed that after joining the Stelato team last year, multiple rounds of discussions were held regarding the Stelato G9, even though R&D on the product had already been underway for over a year. Peng Lei noted that the Stelato G9 unveiled today is the result of deep internal deliberation. Its underlying product definition, along with the "black tech" and experience it delivers, represents the crystallization of continuous breakthroughs and innovation between BAIC and HarmonySmart Mobility.

• Fast Tech: On June 16, Li Auto filed a notice with the Hong Kong Stock Exchange announcing a new executive equity incentive plan. The company granted a total of 35 million options for Class A ordinary shares to three core executives: CFO Li Tie, President Ma Donghui, and CTO Xie Yan, with a total value of approximately 1.99 billion Hong Kong dollars based on the closing price on the grant date. At the same time, it granted 5.5572 million Restricted Stock Units (RSUs) to Ma Donghui and 99 frontline employees, valued at roughly 316 million Hong Kong dollars (approximately 273 million RMB). The combined market value of these two incentive programs exceeds 2 billion RMB. The allocation breakdown shows Ma Donghui received 15 million options, while Li Tie and Xie Yan each received 10 million. However, these grants are not free; executives must pay 14.38 USD per ADS to exercise their options. If all three fully exercise their options, the total payment required will be 251.65 million USD.

• IT Home: In a recent interview, NIO founder and Chairman William Li didn't mince words: "Having been in the auto industry for so many years, this is truly the hardest year yet." The new Onvo L60 launched on June 11 with a purchase price ranging from 192,800 to 222,800 RMB — a drop of 14,100 RMB compared to the older model. Li acknowledged that the Onvo L60 still carries a gross margin, meaning the company isn't losing money on every unit sold, but the situation is 'grim,' largely due to significant price hikes on the supply chain side.

• Fast Tech: On June 16, reports indicated that Ford Motor and several other automakers are racing to secure licenses from the U.S. Department of Commerce to keep selling various models that have been on the market for years. New regulations set to take effect in the U.S. in January 2025—introduced by the Biden administration on national security grounds and set to remain under the Trump administration—restrict connected vehicles from using Chinese software. The software ban begins with the 2027 model year, while hardware restrictions apply to the 2030 model year. Ford has already submitted an application seeking permission to continue importing the China-assembled Lincoln Nautilus SUV, with plans to import the 2027 Nautilus as early as January. Meanwhile, Volvo stated in May that it has already obtained the necessary license, and General Motors has instructed suppliers to purge all Chinese-made components from their supply chains by 2027. The U.S. Department of Commerce will not publicly disclose these applications or their approval status.

Component Suppliers | Supply Chain News

• Gasgoo: On June 16, Celanese announced that Aisan Industry Kentucky LLC, a consolidated subsidiary of Japan's Aisan Industry Co., Ltd., has adopted Celanese's polyoxymethylene (POM) material produced using captured carbon dioxide to manufacture fuel pump modules for a North American automaker.

• Cailian Press: On June 16, Fawer stated on an investor interaction platform that its supporting products for flying cars have completed reliability verification and are about to enter mass production and supply, though this business currently contributes little to overall revenue. A joint venture related to physical AI robots is currently being established, with preliminary business negotiations proceeding steadily, though no large-scale orders have been secured yet.

• Gasgoo: Recently, Bosch Smart Driving successfully secured the contract for a leading domestic automaker's next-generation AI smart cockpit. Leveraging Bosch's cross-domain integration capabilities, the project is built on the Qualcomm Snapdragon^® Cockpit Platform Premium (Snapdragon 8397) and is expected to enter mass production in the third quarter of 2027.

• Fast Tech: In a recent interview, CATL Chairman Robin Zeng offered a clear assessment of the all-solid-state battery race: The likelihood of all-solid-state batteries reaching a million-unit installation volume before 2030 is very slim. Zeng defined all-solid-state batteries strictly as those with a completely solid electrolyte under normal temperature and pressure, excluding the semi-solid and quasi-solid products currently marketed by others. He noted that all-solid-state technology is still in its infancy, having only passed laboratory principle verification. The core bottleneck remains the solid-solid interface challenge, requiring breakthroughs in both performance stability and cost control before mass production is feasible. Meanwhile, CATL's condensed-matter semi-solid batteries are moving toward deployment, with small-scale installations expected this year or next.

• Gasgoo: Alibaba recently officially unveiled Qwen-Robot, the first complete embodied intelligence model series in the Qwen large language model family. Featuring a full-stack technology matrix covering "hands, feet, and brain," it provides robust technical support for the scaled deployment of various intelligent agents, including in-car robots.

Industrial Focus | Industrial Economy

• Gasgoo: On June 16, third-party Model-as-a-Service (MaaS) platform "SiliconFlow" announced that it has recently closed a Series B financing round totaling more than 2 billion RMB. Since its inception, SiliconFlow has championed a "Token factory" model, dedicated to democratizing AI technology by improving the production efficiency and scaled supply of tokens.

• Gasgoo: The latest data from UK consultancy Benchmark Mineral Intelligence (BMI) reveals that global new car registrations for battery electric and plug-in hybrid vehicles rose 3% year-on-year in May to approximately 1.8 million units. This marks the third consecutive month of month-on-month recovery, driven by ongoing subsidies and high fuel prices pushing consumers away from internal combustion engines.

• Gasgoo: Recently, general-purpose embodied intelligence robotics company Simple AI announced the completion of a Pre-Series A financing round worth several hundred million RMB. The round was led by DiDi, with participation from Plum Ventures and Keli Sensor, while existing shareholders Creation Ventures, Linear Capital, and Puhua Capital increased their investments.

Policy Updates | Policy Situation

• Economic Information News: Two mandatory national standards, "Safety Requirements for Electric Vehicles" (GB18384—2025) and "Safety Requirements for Traction Batteries of Electric Vehicles" (GB38031—2025), will officially take effect on July 1. The new standards require a physical disconnection of the high-voltage circuit between the vehicle's drive system and its rechargeable energy storage system. Notably, the "one-button power cut" is defined for the first time as a physical disconnection mechanism, completely replacing the previous reliance on software-controlled shutdowns to enhance the reliability and speed of emergency rescues. Additionally, the standards mandate that this function must be responsive to a single driver action—such as a tap or a long press—even when the vehicle is stationary and not charging.

Personnel Changes | Executive Movements

• Gasgoo: On June 16, Chongqing Changan Automobile Co., Ltd. released a board resolution announcement formally appointing senior executives Chen Zhuo and Di Zhirui as vice presidents of the company. Their terms will run from the date of the board's approval until the expiration of the ninth board's term.

Gasgoo Munich-CATL Chairman Robin Zeng recently offered a cautious assessment of the commercialization timeline for all-solid-state batteries. When asked whether the technology could be installed in millions of vehicles by 2030, he was blunt: the chances are "very small." He revealed that internally, CATL rates the current technology readiness at just TRL4 — level 4 out of a possible 9.

This pragmatic stance from the world's leading battery maker stands in stark contrast to the relentless "mass production" declarations echoing across the industry, forcing the market to reconsider the realistic timeline for large-scale commercialization.

Why Zeng Is Cautious: Cost and Technology Are Key

In Zeng's view, the core barriers to equipping millions of vehicles before 2030 are performance and cost. "To reach that scale, cars have to be affordable enough," he said, noting that achieving this balance poses significant challenges on both fronts.

Image Source: CATL

Zeng's assessment is grounded in hard numbers. Current costs for all-solid-state battery cells run as high as 1.6 to 2.2 yuan per Wh — 3 to 5 times the price of mainstream lithium iron phosphate (LFP) batteries, which cost between 0.39 and 0.5 yuan per Wh. For a typical family EV with a 70kWh battery pack, switching to all-solid-state technology would add more than 80,000 yuan to the cost of the battery alone.

Technical hurdles are equally formidable. Zeng places the current technology maturity at TRL4, meaning only basic laboratory principles have been validated. The technical pathway is far from settled, and the route to volume production and commercialization "still has a long way to go." He highlighted a core dilemma known as the "solid-solid interface": because the solid electrolyte and electrodes are both rigid solids, they cannot achieve the intimate contact possible in liquid-based batteries.

Image Source: CATL

The industry currently relies on warm isostatic pressing at 6,000 atmospheres to address this, but the materials involved — cathodes, anodes, and copper or aluminum current collectors — have vastly different compaction densities. High-pressure processing easily leads to material misalignment and interface failure. Even if a sample works in the lab, it often fails to translate to mass production applications.

For this reason, Zeng argues that technological breakthroughs should be viewed as "event-driven" rather than "time-driven." Innovation cannot be scheduled, he insists; true commercialization will only arrive when the critical scientific and technical problems are actually solved.

'Mass Production' Declarations vs. Cautious Progress

Zeng's cautious assessment provides a benchmark from the perspective of an industry leader. Yet on the ground, 2026 is widely viewed as the "first year of mass production" for solid-state batteries, with top players like CATL, BYD, and Gotion High-tech releasing aggressive timelines.

Looking at corporate roadmaps: CATL plans to achieve small-batch production of sulfide-based all-solid-state batteries by 2027. BYD's sulfide version has passed full automotive regulation verification by the China Automotive Technology and Research Center (CATARC), boasting an energy density of 400Wh/kg; a 2GWh pilot line in Shenzhen's Pingshan district is already operational, and a 20GWh mass-production line in Chongqing is set to begin construction in the third quarter. Dongfeng Motor, meanwhile, is taking a gradual "semi-solid first, all-solid later" approach, with its 350Wh/kg battery slated for installation in vehicles in the second half of 2026.

On the international front, Toyota has secured production approval in Japan and plans to launch small-scale production of solid-state batteries in 2026.

Yet, there is a fundamental difference between "small batches" and "mass adoption." Ouyang Minggao, an academician at the Chinese Academy of Sciences, stated publicly in early 2026 that large-scale volume production of all-solid-state batteries will "likely take another 3 to 5 years."

Tang Liming, Chief Strategy Officer of Geely Auto Group, also noted that solid-state batteries will "likely achieve batch and industrial application around 2030." The path from verification to volume production, he added, is blocked by three major hurdles: yield rates, costs, and supply chain maturity.

Industry researchers predict global shipments of solid-state batteries will hit 614.1GWh by 2030, accounting for roughly 10% of the total lithium battery market.

In terms of Technology Readiness Level (TRL), all-solid-state batteries remain at the initial stage of engineering validation (TRL4), with a long road ahead before large-scale commercialization. The critical challenges for industrialization right now are converging on a standard manufacturing process, optimizing production yields, and reducing the cost of core materials.

Conclusion

Zeng's coolheadedness and the industry's enthusiasm are not at odds; together, they sketch the true distance between the laboratory and the production line.

The substance of 2026's "mass production kickoff" may lie more in the scaling of semi-solid batteries. True implementation of all-solid-state technology still awaits solutions to critical scientific and engineering problems — and the rhythm of scientific breakthroughs never follows a calendar.

Gasgoo Munich- Chongqing Changan Automobile Co., Ltd. has officially appointed senior executives Chen Zhuo and Di Zhirui as vice presidents, according to a board resolution announcement seen by Gasgoo on June 16. Their terms will run from the date of approval until the expiration of the ninth board's tenure.

Chen Zhuo; Image source: Avatr Tech

Public records show Chen, 40, is a Chongqing native with a bachelor's degree in engineering. He joined Changan in 2006, focusing extensively on brand public relations and high-end operations. Over the years, he served as deputy general manager and later general manager of the brand PR department, also acting as the company's spokesperson. During his tenure at Avatr Tech, he held roles including senior executive vice president, general manager, party secretary, and president—playing a pivotal role in the strategic rollout and market expansion of the premium smart EV brand.

Di Zhirui, the other newly appointed vice president, is 45 and hails from Liyang, Jiangsu. Also an engineering graduate, he began his career in 2003, navigating roles across product planning, market operations, and multi-brand management. His resume includes stints as general manager of product planning, market director for Deepal, and general manager of the Oshan Auto Division, where he also served as party secretary and spearheaded the OX project. More recently, within the Changan Brand Division and the Qiyuan series, he served as executive deputy general manager, company spokesperson, and CEO of Qiyuan Products—building deep expertise in product definition and customer engagement across a multi-brand strategy.

With Chen's strength in brand marketing and Di's expertise in product lifecycle management, their promotions are set to refine the specialization of Changan's executive team. The move is expected to help the company's brand matrix—including Avatr, Deepal, and Qiyuan—achieve synergistic breakthroughs in electrification and intelligent transformation. Ultimately, these appointments underscore Changan's focus on cultivating high-end, versatile internal talent and its long-term commitment to succession planning.