Gasgoo Munich- On September 10, Gasgoo learned that the Certification and Accreditation Administration of China (CNCA) has ordered China Certification Center for Automotive Products Co., Ltd. (CCAP) to suspend operations for one month. The order, detailed in a "Notice of Business Suspension Rectification," cites violations in the company's mandatory product certification activities.

Image Source: Certification and Accreditation Administration of China

According to the notice, investigators found that CCAP failed to accurately identify product categories during the certification process. The agency conducted mandatory certifications on products that fall outside the mandatory catalog and subsequently issued CCC certificates.

Citing Article 43 of the Provisions on the Administration of Compulsory Product Certification, the CNCA has ordered CCAP to suspend operations from September 9, 2026, to October 8. During this rectification period, the company is barred from conducting mandatory product certifications within its designated scope.

Founded in 1998, CCAP is one of China's earliest third-party agencies specializing in automotive product certification. Now a subsidiary of Zhongji Huanyu Certification & Inspection Co., Ltd., the firm covers sectors including automobiles, motorcycles, and related components, and has long been a key player in the mandatory product certification system.

For an agency deeply entrenched in automotive certification, a regulatory penalty for "failure to accurately identify product types" raises serious questions about its professional judgment and internal compliance management.

The CNCA has further demanded that CCAP hold relevant personnel accountable, conduct a comprehensive review of its internal audit processes, refine its application material checks, and strengthen its ability to identify catalog boundaries. The agency must also organize regulatory training and submit a rectification report.

Notably, a one-month suspension may not be the final word. The CNCA will conduct a follow-up inspection of the company's rectification efforts; if it fails to pass muster, the suspension period could be extended. For a certification agency that relies heavily on public trust, the fallout from this violation clearly reaches beyond a one-month business halt.

Gasgoo Munich- Zotye Auto disclosed on the evening of September 9 that its new A0-segment model has officially entered trial production. The news sent the company's shares surging to the daily limit up for two straight trading days prior. It has been a five-year journey from the court's acceptance of its bankruptcy reorganization in 2021 to this stage of trial production.

Dubbed the Wink Y01 International Edition, this A0-class pure electric vehicle is positioned as a strategic cornerstone for overseas markets. Yet the company cautioned that regulatory approvals, distribution channels, and funding remain uncertain, noting that no sales have been recorded to date. What does trial production actually signify? Can an "overseas-first" strategy succeed? And are the financial fundamentals truly healing? This analysis explores those three critical questions.

From Bankruptcy to Trial Production: Zotye's Five-Year Trek

Zotye's crisis dates back to 2018, when sales were slashed in half to 154,800 units, initiating a downward spiral. In 2020, its parent company, Tieniu Group, was declared insolvent by the courts, dragging Zotye into a debt crisis of its own. The turnaround began in June 2021, when the Jinhua Intermediate Court accepted a restructuring application. By October, Jiangsu Shenshang Holding Group stepped in as an investor with 2 billion yuan, and the restructuring plan won court approval by December.

Image Source: Zotye Auto

The road to resuming vehicle production has been rocky since the restructuring. Although the company announced a restart in October 2022, progress was sluggish. For the full year of 2024, Zotye sold just 14 vehicles with zero production, effectively bringing its core business to a halt. The pace has accelerated noticeably since 2026: The Shenkang body mold factory resumed operations in March. On September 3, molds for the new model were delivered, and the mold factory fully reopened—marking the end of R&D verification and the transition to production batch validation. That same day, the coating line at the Yongkang base was commissioned. By September 9, the company held a launch ceremony for the Wink Y01 International Edition and officially kicked off trial production.

Image Source: Zotye Auto

In terms of specifications, the Wink Y01 measures 3,912mm by 1,745mm by 1,545mm with a 2,520mm wheelbase. Positioned as an A0-class EV, it is built on the newly iterated S-segment EV platform, slotting in size between the BYD Seagull and Dolphin. It is important to note that trial production is fundamentally different from the official Start of Production (SOP). The trial phase focuses on verifying process stability and quality consistency, not mass production or sales. As Zotye explicitly stated, the model has not yet generated any revenue.

Prioritizing Overseas Markets: A Viable Path Forward?

Zotye has pegged its 2026 strategy to four pillars: focusing on its core business, low-cost operations, rapid resumption of production, and prioritizing overseas markets. The logic for looking abroad is clear: the domestic NEV market is a white-hot battlefield. Given Zotye's current brand equity and financial muscle, diving headfirst into domestic competition would be an uphill battle.

The broader industry backdrop offers external opportunities. Data from the China Association of Automobile Manufacturers (CAAM) shows China's auto exports jumped 63% year-on-year to 4.06 million units in the first half of 2026. New energy vehicles have been the standout: according to the China Passenger Car Association (CPCA), NEV exports totaled 2.96 million units from January to July—a 72% surge.

Southeast Asia is emerging as a new growth engine. Data from the CPCA indicates Chinese auto exports to the region reached 1.99 million units in 2025, up 24.7%. The adoption of new energy vehicles is rising rapidly in markets like the Philippines, Australia, Thailand, and Indonesia. Leading automakers are accelerating their Southeast Asian expansion: Geely has set a 2026 target of roughly 300,000 units for the ASEAN region, with its overseas exports alone hitting 106,700 units in July—a 202% year-on-year leap.

Image Source: Zotye Auto

Zotye's overseas strategy focuses on ASEAN and South Asia. In the first half of the year, it reached a strategic consensus with Indonesia's BPKN to cover the entire NEV supply chain and signed a master agreement for KD (knocked-down) assembly with India's Kaly Emotors. The plan includes a joint SKD (semi-knocked-down) project with an annual capacity of 30,000 units. The company has established an international division at its Yongkang base and is negotiating partnerships across multiple markets. The KD model serves as a light-asset entry strategy, helping to dodge tariffs, cut costs, and leverage local distribution channels—aligning perfectly with the "low-cost operation" mandate.

Yet, the overseas-first strategy faces significant hurdles.

First, competition is intense. Rivals like the BYD Seagull and Wuling Bingo have already secured first-mover advantages in Southeast Asia, while Geely and Chery are rapidly building local capacity. As a latecomer, Zotye suffers from weak brand recognition.

Second, the regulatory certification cycle is lengthy, a factor Zotye itself has highlighted as a primary uncertainty.

Third, building distribution channels demands sustained investment. Signing KD agreements does not guarantee sales; ramping up capacity, establishing dealer networks, and setting up after-sales systems all require time and capital. The data reflects this early stage: overseas revenue totaled just 5.21 million yuan in the first half of 2026, accounting for a mere 2.74% of total revenue, with only a handful of vehicle orders shipped abroad.

Profitability Masks Persistent Risks

Zotye's 2026 semi-annual report shows revenue fell 32.08% year-on-year to 190 million yuan. However, net profit attributable to shareholders jumped 154.36% to 80.39 million yuan. This marks the first interim profit in seven years and has been a key driver behind the recent surge in share price.

Image Source: Zotye Auto 2026 Semi-Annual Report

Yet, the quality of this turnaround warrants scrutiny. The report reveals a recurring net loss of 152 million yuan—a 40.31% widening from a year ago—indicating that core operations remain deeply in the red. The profitability was driven primarily by non-recurring items like debt settlements, not operational improvement. Structurally, the 190 million yuan in revenue came mainly from auto parts and doors, not vehicle assembly, which has not seen a substantive restart. Looking back at the full year 2025, revenue dropped 6.66% to 521 million yuan, while the net loss narrowed by 63.29% to 367 million yuan. While losses are shrinking, the downward trend in revenue remains unchecked.

On the balance sheet, Zotye's debt ratio stood at 94.01% at the end of June. While down from 96.55% at the end of 2025, it remains dangerously high, signaling a fragile financial structure. Net operating cash flow improved significantly to 89.17 million yuan. Nevertheless, the company issued a stark warning: "We still face distinct funding pressure. Subsequent mass production and market launch require continuous capital investment, and the availability of funds remains uncertain."

Since the start of 2026, Zotye has made headway in resolving its debts. In January, it repaid 385 million yuan in debt to the Bank of China and China Construction Bank ahead of schedule, lifting judicial freezes on related assets and clearing the way for operations to resume. Yet, clearing historical debts is only the first step; the real key to recovery lies in generating sustainable operating cash flow. The mass production of the Wink Y01 and its performance in overseas markets will ultimately determine the trajectory of Zotye's fundamentals.

Conclusion

In summary, Zotye stands at a critical juncture, transitioning from mere post-bankruptcy survival to the substantive restoration of its vehicle business. The trial production of the Wink Y01, the completion of line upgrades, and the landing of overseas KD partnerships signal that the recovery has moved beyond financial restructuring to the actual rebuilding of production capacity.

However, the numbers—declining revenue, widening recurring losses, a towering debt ratio, and minimal overseas income—serve as a reminder that the path from trial production to mass-market sales is fraught with obstacles. Restarting production is merely step one. Whether Zotye can gain a foothold in the overseas A0-class NEV market and restore the self-sustaining cash flow of its core business remains a question that only time and capital can answer.

Gasgoo Munich- On September 10, the China Association of Automobile Manufacturers released its August 2026 economic data. Production and sales came in at 2.684 million and 2.712 million units, respectively. While those figures represent a 4.3% and 4.9% increase from July, they mark a 4.7% and 5.1% decline from the same period last year.

Image Source: China Association of Automobile Manufacturers

Chen Shihua, deputy secretary-general of the CAAM, noted that intensifying consumer subsidies and aggressive promotional campaigns across multiple regions drove the monthly rebound in August. Yet the domestic market remains under strain: monthly sales have now dropped by more than 20% year-on-year for five straight months.

New energy vehicles emerged as the industry's standout performer. NEV output and sales hit 1.653 million and 1.643 million units, climbing 18.9% and 17.8% from a year earlier. Their share of new car sales reached 60.6% — another monthly record. On the export front, shipments surged 65.3% to 1.01 million units. This marks the third consecutive month exports have topped the 1 million mark, providing a critical buffer for the broader market.

Cumulatively, from January through August, national production and sales reached 20.255 million and 20.315 million units, a slight dip from the previous year. NEV figures, however, showed resilience: production and sales totaled 10.668 million and 10.65 million units, both rising by more than 10%. This lifted the cumulative sales share of NEVs to 52.4%.

Gasgoo Munich- On Sept. 10, the CPCA released market scan data for the first week of September 2026 (Sept. 1-6). Retail sales hit 210,000 units in the first week, down 19% year-on-year and slipping 1% from the previous month. Cumulative retail sales for the year stood at 11.926 million units, a 21% annual decline.

On the wholesale side, automakers shipped 207,000 units from Sept. 1 to 6, a 21% year-on-year drop but a 13% increase from August. Cumulative wholesale volume for the year reached 17.39 million units, down 5%. Daily retail and wholesale figures both averaged 35,000 units.

Image Source: CPCA

On a daily basis, retail sales averaged 35,000 units in the first week of September, down 19% year-on-year and down 1% sequentially. Manufacturers' daily wholesale volume also hit 35,000 units, falling 21% annually despite a 13% monthly rise.

The new energy market remained relatively resilient. NEV retail sales for the first week came in at 150,000 units, down just 3% year-on-year but climbing 15% from August. Year-to-date NEV retail sales reached 6.824 million units, a 12% decline. On the wholesale side, NEV volume totaled 156,000 units, edging up 2% annually and surging 20% month-over-month, bringing the cumulative total to 9.934 million units—a 9% gain. The retail penetration rate hit 71.5%, while wholesale penetration reached 75.1%.

Turning to production, output of pure fuel light vehicles stood at 101,000 units in the first week—plunging 47% from last year but soaring 86% compared to the previous week. Hybrid and plug-in hybrid production reached 85,000 units, down 11% annually but up 35% sequentially. Dragged by a sharp slump in fuel vehicle retail, wholesale volumes for traditional combustion models plummeted 53% in the first week, leaving overall manufacturer sales sluggish.

The CPCA noted that September marks the start of the traditional "Golden September, Silver October" peak season, with showroom traffic expected to pick up. However, a high base from last year may limit the extent of this month's recovery.

OEM Trends | OEM Trend

• Gasgoo: On September 10, Li Auto CEO Li Xiang took to Weibo to announce that the Li i9 will officially launch on September 16. Li said the arrival of the Li i9 signifies that Li Auto has finally cleared three major hurdles, describing the vehicle as "the culmination of 11 years of proprietary technology and product thinking—a perfect score." He summarized the hurdles as: walking on two legs with both extended-range and pure electric power; insisting on self-developed core technologies and successfully integrating them; and staying true to the company's identity.

• Cailian Press: On September 10, sources revealed that Leapmotor plans to unveil over five new technologies at a September 16 tech showcase, including a "world model" intelligent driving system that ranks in the industry's first tier, a new mobile space architecture, and advancements in the three-electric domain. The company's ABCD series models are expected to feature this world-model smart driving across the lineup, with prices ranging from 60,000 to 300,000 yuan. Management previously disclosed at a mid-2026 earnings briefing that the assisted driving product set for release in September represents a massive, leapfrog improvement over Leapmotor's existing offerings.

• Cailian Press: On September 10, according to a post on the Skyworth Digital official account, Skyworth Auto Intelligence successfully secured the project nomination for Chery Jetour's center control display. The product will be applied to Chery Jetour's all-new product platform, marking a key debut model for the brand in the smart cockpit sector.

• Gasgoo: Volkswagen Group and India's JSW Group have signed a non-binding memorandum of understanding (MoU) to explore a strategic alliance in the Indian passenger vehicle market, according to reports. Skoda Auto Volkswagen India confirmed the signing, noting that both sides will discuss key principles for a strategic partnership. The companies aim to boost their competitiveness in India by expanding their product lineup, deepening localization efforts, and enhancing manufacturing and R&D capabilities.

Component Makers | Supply Chain News

• Gasgoo: On September 10, Aptiv announced that its new-generation smart front-view camera integrated machine—tailored for Chinese automakers expanding overseas—has entered mass production and delivery for a leading Chinese NEV maker's latest model destined for the European Union. Developed by Aptiv's China team using local automotive-grade SoC chips, the product runs on the Wind River Helix Real-Time Operating System (RTOS) and integrates global visual perception technologies.

• Gasgoo: TINYCHIP officially released the TSP007, an automotive-grade capacitive anti-pinch dedicated chip, designed for smart vehicle opening and closing scenarios such as electric doors, front trunks, tailgates, and windows. It offers a single-chip capacitive active anti-pinch solution, bolstering overall passive safety capabilities and marking another significant breakthrough for domestic anti-pinch sensing chips.

• Gasgoo: ChatGPT developer OpenAI is deepening its partnership with Samsung Electronics. As OpenAI advances its in-house chip development, the two parties are expanding cooperation in semiconductors and enterprise AI services. Harrison Kim, general manager of OpenAI Korea, stated at a press conference in Seoul: "One of the most significant and recognized areas of progress in our collaboration with Samsung Electronics is the joint development and production of our next-generation chips." However, he did not disclose further details.

• Gasgoo: Seyond and CORNEX have officially signed a strategic cooperation agreement. Leveraging their respective strengths in spatial intelligent perception and vehicle R&D, the two will engage in deep collaboration on high-level intelligent driving solutions. The cooperative models will feature Seyond LiDAR as their primary forward-facing lidar.

• Gasgoo: Shanghai Baolong Automotive Corporation recently secured a project nomination for robot rotary joint encoders from a leading new-energy vehicle startup brand, with mass production scheduled for December 2026. This follows a previous nomination for robot camera modules, further advancing the company's product layout in embodied intelligent visual perception and joint position sensing.

• Gasgoo: New Vision announced that it has entered the global supply system of a leading German automaker for the first time, securing a HUD project nomination for a model targeting the global market, with mass production set to begin in 2028. This marks New Vision's debut in the global supply chain of a top-tier German OEM.

• CCTV Finance: The U.S. Department of Justice is investigating whether Nvidia attempted to evade antitrust scrutiny, according to two people familiar with the matter. The probe involves a deal Nvidia reached last year with AI chip startup Groq. In December, Nvidia announced a $17 billion transaction with Groq. Under the agreement, Nvidia secured a non-exclusive license to Groq's chip technology and brought on several executives, including founder Jonathan Ross.

Industrial Focus | Industrial Economy

• Cailian Press: On September 10, the China Association of Automobile Manufacturers (CAAM) released production and sales data for August. The dominant position of new energy vehicles continues to solidify, serving as a key growth driver stabilizing the broader industry. The latest data shows the monthly sales share of NEVs hit a new high: in August, NEV production and sales reached 1.653 million and 1.643 million units respectively, up 18.9% and 17.8% year-on-year. NEV sales accounted for 60.6% of total new vehicle sales.

• Gasgoo Embodied Intelligence: Unitree's stock price continued to slide during morning trading on September 10, touching an intraday low of 498.7 yuan and falling below the 500 yuan mark for the first time. By the morning close, Unitree's latest price stood at 500.49 yuan, with a total market capitalization of 202.4 billion yuan. This represents a cumulative drop of over 54% from the opening high of 1,100 yuan per share on its August 19 debut, erasing more than 240 billion yuan in market value.

Policy Update | Policy Situation

• Gasgoo: Roberto Vavassori, head of the Italian automotive parts association Anfia, has called on the European Union to impose an 80% tariff on Chinese-made cars and parts exceeding a certain import quota to protect the European automotive industry. Vavassori stated that Chinese car imports could enjoy zero tariffs if kept within 8% of Europe's annual new car registrations; anything above that threshold would face the 80% levy. He argued the policy should cover both complete vehicles and components, as parts account for approximately 80% of a car's total value.

Personnel Changes | Change of personal

• Gasgoo: Harman International recently announced, the appointment of Dr. Thomas Irawan as Chief Operating Officer of its Automotive Division, effective immediately. Based in Germany, Dr. Irawan will report directly to Christian Sobottka, President and CEO of the Automotive Division. He will oversee the division's global operations, including core functions such as R&D, project management, supply chain, and manufacturing.

Gasgoo Munich- In a recent showcase at MHERO's general assembly plant, a domestic heavy-duty robot hoisted a 300-plus-kilogram M817 frame, handling its automated transfer and line loading with ease.

Within that same facility, the paint shop employs automated inspection and grinding robots, while humanoid robots are already in routine operation on the assembly SPS logistics line. AGVs manage transport, heavy-duty robots shift frames, specialized machines handle precision tasks, and humanoid robots bridge the flexible gaps.

This reality reflects the state of modern manufacturing far more accurately than the endless debate over whether factories actually need humanoid robots.

Factories are already selecting robots based on specific tasks. The real challenge arises as these machines proliferate: how to integrate them into a single production ecosystem.

On September 9, at the Convergent Intelligence Industry Development Conference (2026), Jin Bing, former first-class inspector and deputy director of the Policy and Regulations Department of the State Post Bureau, called for integrating unmanned equipment across the board—robots, autonomous vehicles, drones, and unmanned vessels. He outlined a vision of "one brain, one base."

Here, the concept of "one brain" refers closer to task-level coordination and scheduling, rather than forcing every robot to run on a single universal model.

As robots truly begin to enter factories, the competition is no longer confined to the hardware itself.

Robots Know How to Work; Factories Are Worrying About How to Use Them

The scenarios disclosed by MHERO this time illustrate the point well.

The heavy-duty robots boast a 750-kilogram rated payload and a 3.6-meter reach, with positional repeatability held within ±0.15 millimeters. They handle the cross-process transfer of frames weighing hundreds of kilograms. Meanwhile, the paint shop's automated inspection and grinding robots focus on identifying and locating paint defects, then polishing them. The humanoid robots, stationed on the assembly SPS logistics line, tackle more flexible grasping and transport tasks.

Different robots are judged by entirely different metrics.

Heavy-duty robots are measured by load, precision, and uptime. Grinding robots are rated on defect detection rates, smoothing efficiency, and polishing precision. For humanoid robots, the key metrics are grasp success rates, cycle times, and the ability to switch between workstations.

MHERO's data reveals that its humanoid robots' grasp success rate has climbed from 90% to 95.6%, while the cycle time per task has been slashed from 65 seconds to 20.

On a real production line, the so-called "advanced nature" of a robot quickly boils down to simple numbers: can it lift the weight? Is it accurate? Can it run continuously? Does it keep up with the beat? And how fast can it recover from a glitch?

At trade shows, fast running, high jumping, and complex moves grab headlines. But in a factory, a robot is first and foremost a piece of production equipment.

If a robotic arm can handle a fixed station, there's no need to force a humanoid into the role. For flat-ground logistics, AGVs and AMRs are usually the more mature choice. For transferring 300-kilogram frames, humanoids aren't the optimal solution either. Their advantage only becomes clear when workstations vary, tasks aren't standardized, and the machine needs to navigate existing human environments and tools.

So, manufacturers today aren't really agonizing over "what a robot should look like", they care about who does the job most efficiently.

The problem is, once robots find their respective places, a new complexity follows.

Take MHERO's current project. It simultaneously built an industrial scenario database, accumulating visual samples, operational actions, and abnormal condition data. As the project team noted, the real value lies not just in getting several types of robots into the factory, but in integrating robots, AI algorithms, machine vision, industrial software, and production systems into a unified whole.

This step shifts the question from "can robots do the work?" to "how does the system organize it?"

Scheduling Thousands of Robots Doesn't Mean Different Types Can Collaborate

Robot scheduling is nothing new.

The warehousing industry already manages hundreds, even thousands, of AMRs simultaneously. Some top-tier systems boast the ability to schedule clusters of several thousand robots in a single facility.

But there is a subtle distinction that is easy to overlook.

Managing 5,000 robots with similar capabilities is a completely different problem from managing 20 that are totally distinct.

In the past, robot scheduling mainly involved solving for location, battery level, route, and task allocation.

Which unit is closest to the shelf? Which one needs charging? Which route is blocked? The backend just needs to calculate the math. Because fundamentally, these robots possess similar capabilities.

As embodied intelligence advances, factories may soon host AMRs, robotic arms, humanoid robots, quadrupeds, and various specialized machines—all from different vendors.

The system needs to know not just where a robot is, but exactly what it can do.

Take "grasping," for example. Some robots can only handle standard cardboard boxes; others manage soft bags; still others perform precision assembly. Similarly for "movement": AMRs are for flat floors, quadrupeds can climb stairs, and humanoids might cross obstacles or operate equipment.

When a production task comes in, it will likely first be broken down into transport, recognition, grasping, assembly, and inspection—then assigned out based on the specific capabilities of different robots.

If one link fails, the system must decide: retry in place, switch to a different robot, or reschedule the entire subsequent workflow.

This is no longer "scheduling vehicles" in the traditional sense.

Moving from "which machine is free" to "which machine is best suited to get this done" requires a completely different set of system capabilities.

PIA Automation's automotive BMS multi-robot collaborative pilot line, showcased this year, already demonstrates this kind of layering.

Six robots cover raw material transfer, precision assembly, labeling and packing, rack stacking, patrol inspection, and predictive maintenance, all under the global control of the line's PLC. Ecosystem partners provide the bodies, interfaces, and base models, while PIA Automation handles process reconstruction, skill encapsulation, line orchestration, full-system integration, and mass production validation.

However, this remains a pre-designed production line. The equipment, interfaces, and process flows have all been adapted for this specific project.

It proves one thing: the robot hardware and the "organizer of the robots" can already be decoupled.

But turning this separation from a custom line into a replicable system capability means solving a harder problem—can processes, skills, interfaces, and task descriptions be standardized and encapsulated so they can be reused at the next factory?

That is the true threshold for moving from "multi-machine collaboration" to "heterogeneous collaboration."

Everyone Wants to Be the "One Brain"

If this capability is truly realized, a new battleground emerges: who controls the task orchestration and scheduling?

Robot manufacturers naturally hope the answer is themselves.

The hardware is theirs, the model is theirs, the data is theirs—so they'd prefer to keep the scheduling system in-house too. The interfaces align best, performance is easiest to optimize, and customers buying the whole package simplifies integration.

Tesla is a direction worth watching.

Optimus is being integrated into Tesla's own manufacturing and AI ecosystem. The robot body, model, chips, and factory scenarios are all being advanced through internal collaboration.

The advantages of this vertical closed loop are tangible: no need to move data across companies, hardware and software can be tweaked together, and problems are easier to diagnose.

Still, this closed loop is in its early stages. Optimus is still ramping up production and undergoing internal application validation. It points to a possible direction more than a proven result.

More importantly, most factories aren't as "neat" as Tesla's.

Equipment in a car plant might come from dozens, even hundreds, of suppliers. The last generation of lines hasn't retired yet, and the next generation of robots is already arriving. Future humanoid robots won't all be bought from a single company either.

This leaves room for another path: horizontal openness.

Industrial software firms can descend from the MES and WMS layers to the equipment layer; system integrators can move up from the line; AI companies hold the models; cloud platforms control the dev environment; and large manufacturers might even build their own layer.

Everyone's motive is roughly the same: whoever controls this layer isn't just selling products—they are defining how other products are used.

But the biggest rival for a horizontal platform isn't another platform—it's the closed loop itself.

If leading robot firms and major manufacturers generally choose to lock their hardware, models, data, and scheduling inside their own ecosystems, the market space for third-party horizontal platforms will be significantly compressed.

For robot companies, being closed isn't necessarily bad.

The deeper the interface binding, the higher the cost for customers to switch. Keeping data in-house accelerates model iteration. Selling hardware, software, and services together often yields fatter margins.

Factories, however, think the opposite. Buyers generally don't want to be locked in by a single supplier—especially in manufacturing, where equipment sources are complex and lifecycles are long. They want new robots to plug into old systems and the freedom to choose other suppliers in the future.

So, the real competition in the next phase may not be "third-party platforms replacing robot makers", it is more likely to be a long-term tug-of-war between two ecosystems, one chasing closed-loop efficiency, the other pursuing openness and compatibility.

Who gains the upper hand depends on what factories care about most in the end: the extreme efficiency of a single system, or the long-term freedom to choose suppliers.

Standards Are Just the First Step; The Hard Part Is Who Is Willing to Open the Door

Horizontal collaboration has one unavoidable prerequisite: everyone must first be able to "speak the same language."

The "Industrial Mobile Robot Scheduling System Underlying Data Interface Requirements" (GB/T 47864-2026), released in July, has already begun regulating industrial mobile robot scheduling interfaces at the national standard level.

The "Technical Specification for Humanoid Robot Integration Multi-Machine Management Systems" has also entered the national standard planning stage, covering robot access, tasks, monitoring, collaboration, management, and operations.

Standards address more than just "how to connect interfaces." The real issue is whether devices from different vendors can be understood by the same system.

Only when equipment status, task definitions, skill descriptions, and exception mechanisms gradually form a common language can cross-brand scheduling escape the cycle of "re-adapting for every new project."

Taking another step, we might even see a so-called "robot capability marketplace."

A factory might not need a robot from a specific brand, but rather a specific capability like "move 100 kilograms of material," "perform millimeter-level assembly," or "conduct continuous inspection for 8 hours." Whoever can do it, the system calls.

At that point, robot companies would be selling not just hardware, but callable skills.

It sounds like a technical issue, but the real difficulty isn't entirely technical.

Why should robot makers open up their most core interfaces?

If standardizing interfaces makes it easier for clients to switch suppliers, top vendors with scale, brand recognition, and a customer base may lack the motivation to open the door wide.

Industrial software vendors, integrators, and platform companies, on the other hand, want interfaces to be as unified as possible.

The easier it is to connect equipment, the higher their platform value.

So, behind standards lies a redistribution of interests.

How open to be, who gets to see what data, who gets to call which capabilities—these won't be decided by technology alone.

Scheduling Rights Don't Natively Equal Data Rights

If a system truly connects many different robots, it theoretically sees a picture that no single robot vendor can see.

Which task was assigned to which robot?

Why did it fail the first time?

Why did it succeed after switching to another robot?

Which process frequently requires human intervention?

Which equipment is most efficient in what environment?

As this information accumulates, the platform knows not just "where the machine is," but gradually "which machine is best suited for what."

This is where the most exciting potential for the scheduling layer lies.

But we shouldn't assume this will go smoothly.

Scheduling platforms don't naturally own this data.

In real commercial projects, production data may belong to the factory. Robot makers might restrict secondary use of operational data. Data involving core processes might require local deployment, never leaving the customer's server.

Even if the platform handles scheduling, it doesn't have the right to take that data and train its own models.

So, for "scheduling rights to become data rights," a critical precondition must be met: data usage rights, anonymization mechanisms, and contractual boundaries must allow the platform to truly accumulate cross-hardware experience.

Without this, the platform might hold only real-time control, not a long-term data moat.

This complicates the competition in the next phase.

It's not just about models and interfaces; it's about who can convince clients that plugging more equipment into their system won't mean losing control or data sovereignty.

Today, what catches everyone's eye is still the robot hardware. Who runs more steadily? Whose dexterous hand is more agile? Who dropped the price below 100,000 yuan? These make the news.

But a factory ultimately doesn't need 100 of the "smartest robots", it needs these machines to finish tasks on time, on beat, and to spec.

These are not the same thing.

Individual machine intelligence determines if a robot can get the job. System capability determines if a swarm of robots can truly form a productive force.

The next battle in embodied intelligence will, of course, still be fought over hardware, dexterous hands, models, and core components.

But a new front has opened up.

Whoever can organize robots, tasks, interfaces, and data into a replicable system will have the chance to capture the greater share of value that comes after robots reach scale.

Gasgoo Munich- Pony.ai and autonomous mobility firm Verne announced on Sept. 10 that they have launched fully driverless Robotaxi passenger testing on public roads in Zagreb, the capital of Croatia. The companies call it a first for Europe. The 22 km route connects Verne's headquarters with Franjo Tuđman Airport in Zagreb's main business district, with plans to gradually expand coverage across the city's operating zones.

Image source: Pony.ai

This test comes just over five months after Pony.ai, Verne, and Uber announced a partnership to launch Europe's first commercial Robotaxi service. Under the joint fleet model, Pony.ai supplies the full-stack autonomous driving technology, Verne handles local operations, and Uber provides the platform entry. Since going live in early April, the fleet has logged more than 200,000 km and completed thousands of rides, earning an average passenger rating of 4.7 out of 5.

The tests employ Pony.ai's seventh-generation Robotaxi, equipped with a self-developed L4 domain controller based on the NVIDIA DRIVE AGX platform and running safety-certified DriveOS. The vehicles feature 360-degree sensor coverage, multiple redundancies, and fail-operational capabilities. Pony.ai noted that it already operates fully driverless commercial services in China's tier-one cities, with over 100 million km of global road testing—more than 40 million of which were fully driverless. The initiative complies with Croatian regulations and has secured necessary approvals.

Pony.ai CEO James Peng called the move a significant step in the company's internationalization strategy. Verne CEO Marko Pejkovic described it as a critical leap from operations with safety operators to a fully driverless model. Pony.ai plans to deploy more than 4,000 Robotaxis overseas—including over 2,000 in Europe through its partnership with Uber—and aims to operate a global fleet exceeding 3,500 vehicles across more than 20 cities by the end of 2026.

Image source: AISTALAND social media platform

Screenshots circulating online show that in a media communication group named "9.4 AISTALAND GX7 Pre-sale Launch," a staff member mentioned "Xiaomi Pengcheng offense-defense," along with instructions regarding article publication and summaries for a core client group. Shortly after the message was sent, the media group was disbanded. The screenshots subsequently spread across social platforms, sparking public discussion about automakers' methods for handling competitor marketing.

In response, AISTALAND explained that "offense-defense" is internal terminology for monitoring information on competing products, analyzing differences, and verifying facts — not a strategy to plan attacks or disparage counterparts. At the same time, AISTALAND admitted the phrasing itself was "inappropriate," and that both the mistaken leak and the subsequent disbanding of the group were handled "unprofessionally."

From a timing perspective, this blunder coincides with a direct clash between two family SUVs. The AISTALAND GX7 opened pre-sales on September 4, priced between 249,900 and 311,900 yuan. Xiaomi's Pengcheng N70 and N90 series launched on September 7, similarly emphasizing range-extended power, family travel, and variable space, meaning the two have a significant overlap in target users.

While AISTALAND's explanation of "offense-defense" as routine competitor research has its logic within the industry, the rapid disbanding of the media group after the leak objectively amplified external speculation. For a new brand striving to break into the mainstream family SUV market, standardized PR operations are an integral part of brand management.

On the product level, the GX7 is positioned as a "spacious five-seater intelligent versatile SUV." It supports a 20-second one-click flat fold and offers over 12 space modes, with a wheelbase of 3,070mm, and comes equipped with Huawei's Qiankun ADS 5. In the increasingly crowded 250,000-yuan new-energy SUV market, rather than getting bogged down in controversy over "offense-defense" terminology, it will ultimately be product experience and actual sales that determine consumer choice.

Gasgoo Munich- On September 10, WeRide, Uber, and AVOMO jointly announced they have secured Spain's first Level 4 autonomous passenger vehicle operation license from the Directorate General of Traffic (DGT). The authorization clears the way for vehicle deployment, laying the groundwork for future commercial operations under the ES-AV framework.

Image source: WeRide

This marks the first national-level autonomous license for WeRide's Robotaxi GXR within the European Union. Under the agreement, initial deployment testing will kick off first. In the opening phase, dozens of Robotaxi GXR units equipped with WeRide's latest autonomous driving technology will hit the road across high-demand areas of Madrid, each with a safety operator behind the wheel.

Once preparations are complete and regulatory requirements met, WeRide will partner with Uber and AVOMO to launch commercial Robotaxi services to the public in 2026. Madrid residents will then be able to hail a WeRide Robotaxi directly through the Uber app. As key operational milestones are reached, the trio plans to expand the service area, aiming for fully driverless commercial operations across Madrid's core districts.

Madrid is the fourth city in WeRide and Uber's strategic roadmap and the first location for their commercial Robotaxi rollout in Europe. The partners plan to expand their collaboration to 15 cities globally by 2030, deploying tens of thousands of Robotaxis.

Previously, the partners announced in June 2026 that they would launch Madrid's first commercial Robotaxi service. That same month, Zurich became their second European city, with public operations also set to go live in 2026.

The project continues WeRide's "light-asset" global expansion model, integrating the company's autonomous driving technology with Uber's global mobility platform and AVOMO's fleet management capabilities. This creates a replicable commercial path for scaling Robotaxi services in high-value markets worldwide.

To date, WeRide has secured autonomous driving licenses in nine countries: China, Spain, Switzerland, Belgium, France, Singapore, the United Arab Emirates, Saudi Arabia, and the United States.

Gasgoo Munich- Geely Auto Group and Volvo Car signed a definitive agreement on September 10 regarding the commercial operations of the Lynk & Co brand in Europe, according to Gasgoo. Under the deal, Volvo Car will become the exclusive distributor for Lynk & Co in Europe starting January 2027, taking over local commercial and brand operations. The companies aim to drive Lynk & Co's scaled growth in the region through deep collaboration.

Image Source: Geely Auto

Geely noted that as its global business shifts to a higher-quality phase, the company is advancing regional strategic synergy. This collaboration will enable Lynk & Co to deploy a more scalable retail model in Europe while preserving its "trendy, sporty, and individualistic" brand identity—solidifying its status as a premium global new-energy brand. Volvo's established commercial infrastructure in Europe, particularly its retail and after-sales networks, will support Lynk & Co in boosting market influence and customer reach, accelerating its expansion on the continent. Geely views this as evidence of its ability to empower brands in high-potential markets—a key step in its globalization strategy.

The agreement specifies that the partnership does not involve changes to equity structures. Geely Auto Group will retain responsibility for core functions, including global product design, R&D, regulatory certification, and overall brand strategy for Lynk & Co. Lynk & Co will remain within Geely's global ecosystem, leveraging its global product lineup to complement Volvo and address the diverse mobility needs of global users.

Gasgoo Munich- It took humanity millions of years to stand upright, but the trait that truly separates us from the rest of the animal kingdom isn't our legs — it's our hands.

Opposable thumbs, rich tactile nerve endings, and a feedback system capable of rapidly adjusting grip strength: this is the precision machinery that allows a human hand to pick up a needle or swing a hammer with equal ease.

If humanoid robots are to replace humans, they must solve the same riddle: how to build a hand that is dexterous enough?

To explore that question, we sat down with Chen Yidong — Deputy General Manager of Zhaowei Machinery & Electronics and General Manager of Zhaowei Dexterous Hand — at the recent Juhe Intelligent Industry Development Conference 2026, co-hosted by the Juhe Intelligent Industry Innovation Center and Hubei Sci-Tech Investment.

Zhaowei has spent 25 years refining micro-transmission systems, establishing itself as a domestic leader. Now, the company is transplanting its automotive-grade system capabilities into the embodied intelligence arena. It has already launched four generations of dexterous hand products, which are now operational on the production lines of top-tier international manufacturers.

Chen Yidong, Deputy General Manager of Zhaowei Machinery & Electronics and General Manager of Zhaowei Dexterous Hand

Over 30 Billion Yuan Floods In, Igniting the "Dexterous Hand" Boom

In the humanoid robot race, the dexterous hand is currently one of the hottest sub-sectors.

Just how hot?

Data from IT Juzi offers a stark illustration. By early August this year, the dexterous hand sector had seen 74 funding rounds involving 47 companies, with disclosed totals reaching roughly 28.51 billion yuan — already surpassing the full-year tally for 2025.

Add in the recently disclosed 4.5 billion yuan raised by Sharpa, and the sector's total funding for the year has breached the 30 billion yuan mark.

The money isn't pouring in without reason.

On a macro level, China's 15th Five-Year Plan has identified embodied intelligence as a strategic priority. Industrially, nearly 100 companies have clustered in the dexterous hand space. And capital continues to flow in real money. As Chen puts it, "The entire embodied robotics sector has achieved more in the past two years than in the previous twenty."

The data offers the most direct proof. A report from the China Humanoid Robot & Embodied Intelligence Council shows that in the first half of this year, Chinese humanoid robot shipments exceeded 40,000 units — accounting for 97% of the global total. For all of 2025, that figure was under 20,000. Gasgoo Automotive Research Institute projects that global humanoid robot shipments could approach 100,000 units this year.

By 2030, optimistic forecasts suggest global shipments will approach, or even exceed, 1 million units.

One humanoid robot requires two hands. If fully equipped with dual hands, that implies a theoretical market space of nearly 2 million sets. Of course, actual penetration rates will depend on the assembly ratio of five-finger solutions.

Why the hand?

The answer is simple: Humanoid robots rely on versatility to replace humans. Break it down: the legs transport the robot to the workstation, the "brain"""decides what needs to be done, and the hand ultimately executes the task.

Every action a robot takes to interact with the physical world must pass through these hands. One could even argue that the dexterous hand determines the functional ceiling and commercialization speed of the humanoid robot; the boundary of the hand's capability is the boundary of the robot's deployment.

For now, in highly structured industrial scenarios — like fixed loading and unloading or sorting standard materials — simple grippers suffice. But what comes next?

Inserting wire harnesses, tightening screws, polishing, and precision assembly — each demands millimeter-level accuracy and gram-level force control. Further down the line, as robots enter homes, they face objects of varying shapes, materials, and weights. With no standard workflows or fixed stations, generalization is impossible without a dexterous hand.

Only when the "hand" is capable enough can humanoid robots break free from the limitations of a single workstation, transitioning from specialized automation equipment to general-purpose intelligent labor — thereby unlocking vast commercial applications.

Capital is betting on the hand for exactly this calculation.

Data from Qianzhan Industry Research Institute indicates that China's dexterous hand market is expected to reach 960 million yuan in 2026, a 170% year-on-year increase. By 2031, it could surpass 20 billion yuan, with a compound annual growth rate exceeding 80%.

Breaking it down to a single robot, Chen offers a clearer quantitative judgment: The dexterous hand will eventually account for 10% to 15% of the total hardware cost.

"While the overall cost of hardware is dropping very fast, and the price of the hand will fall accordingly — causing this ratio to adjust dynamically — the general direction won't change. It will hold steady at 10% to 15%."

Notably, foreign firms that have analyzed the bill of materials (BOM) for Tesla's Optimus estimate the hand accounts for about 17% of the value — broadly aligning with Chen's assessment.

By this calculation, the dexterous hand is set to become one of the independent modules with the highest value share on a humanoid robot.

Image source: Zhaowei Machinery & Electronics

How Do You Design a Good Dexterous Hand?

"My understanding might differ from others, but I believe the first goal is that it has to look good."

Chen's logic is straightforward. The hand is part of the human body, and people are naturally drawn to beautiful things. Guided by this philosophy, Zhaowei has consistently pursued a five-finger design. In March, their dexterous hand won a Red Dot Design Award for its anthropomorphic design.

But good looks only solve the problem of acceptance.

Digging deeper, the dexterous hand must ultimately boost productivity. The second hurdle, therefore, is reliability.

"The essence of reliability lies in the components — from the silicone and plastics matched with the hand to the bearings and even the assembly process. Everything must be reliable. That's why we define reliability as a critical aspect of the dexterous hand," Chen explains.

Looking further ahead, once the robot's "brain" becomes generalized, a single hand must adapt to various tasks — making high degrees of freedom (DOF) crucial.

So, the third hurdle is multi-DOF.

Anthropomorphic design, high reliability, and multi-DOF: these are the three goals Chen has set for a "good hand."

But building such a hand is no easy feat.

"Last year, my understanding was that dexterous hands were defined by ‘three smalls' and ‘three bigs.' The smalls were small size, light weight, and low price; the bigs were big data, high DOF, and intelligence. Now, my understanding is that a dexterous hand needs to be a ‘decathlon' athlete," Chen notes.

He also points out an easily overlooked detail: The development of the dexterous hand is tied to the investment in the entire embodied hardware system. Often, when a dexterous hand malfunctions, the root cause isn't the hand itself — it's the "brain" or the body.

A common example: A robot falls because its "brain" isn't capable enough to keep it stable. If the dexterous hand doesn't adjust during the fall and hits the ground directly, it gets damaged.

"So how does the hand close quickly during a fall? That involves a technical problem: high-speed motion under weak magnetic control. Electric vehicles rely on this control technology to reach speeds of 150 or 200 km/h. Zhaowei has transplanted it from the automotive sector."

Materials present another hurdle. If a robot malfunctions and flails about, the machine shouldn't break. This requires the dexterous hand to possess anti-collision capabilities.

Beyond materials, there are heat, vibration, noise, and jitter — each requiring a dedicated solution.

Heat is a "hard bone" for the entire industry. A high-DOF dexterous hand needs to cram over twenty motors into a palm-sized space. With heat sources stacked together, dissipation is incredibly difficult. Moreover, high temperatures cause tactile signals to drift.

Behind this, Chen attributes the bottleneck to two factors: chip performance and the "cerebellum" control strategy. Power consumption simply won't come down in high-temperature environments.

Vibration is often tied to motor selection. Stepper motors, for instance, jitter at low speeds and lack power at high speeds, easily losing steps during operation. Zhaowei replaced all finger joints with iron-core motors, smoothing out residual jitter through angle error compensation performed once per revolution.

Noise usually hides in gears and electromagnetics. Gear friction creates a dull thud, while electromagnetic harmonics produce a sharp whine. Robots are entering factories, shops, and eventually homes — the barrier of noise cannot be bypassed.

A major source of sway is backlash, or "lost motion," in the industry. There are always tiny gaps between gears and bearings. When a finger reverses direction, it "air walks" for a segment first, causing positioning to float. Over time, wear increases, making the sway more pronounced. This requires high-precision gear grinding and anti-backlash structures to suppress — which happens to be Zhaowei's core business from 25 years of making micro gearboxes.

Furthermore, dexterous hands need enhanced perception capabilities — specifically, skin sensing to achieve precise tactile identification of objects.

"Therefore, making a good dexterous hand requires a group of craftsmen, working solidly, day and night. It is extremely challenging," Chen says. Yet, in his view, if Zhaowei can provide a reliable hand to help the industry navigate the bubble cycle, that is a meaningful endeavor in this era.

Image source: Zhaowei Machinery & Electronics

Cable, Linkage, or Direct Drive: Which Path Is the Answer?

Technologically, there are currently three main paths for dexterous hands: cable-driven, linkage, and direct drive. Direct drive is further divided into linear and rotary motion.

Each path has its pros and cons.

Cable drive mimics the tendons of a human hand. Motors aren't placed on the fingers but moved to the forearm or palm, using steel wires or fiber ropes to pass through the wrist and pull the joints — somewhat like a "marionette".

The benefit is that the fingers themselves are light with low inertia, allowing for fine and flexible movements. DOF can be stacked high, and the motion is closest to a human hand. Tesla's Optimus follows this route.

But the weakness also lies in that cable. Under tension, the rope slowly elongates — known in the industry as "creep." Sliding back and forth inside a sheath creates friction, so when the motor sends a command, the finger lags behind. Achieving accuracy and stability requires massive algorithmic compensation. Over time, the rope wears and loosens, accuracy drops, and troubleshooting or replacing it is a hassle.

Linkage takes the rugged route. Motors are mounted in the palm, using rigid links to push the fingers to bend. It offers good rigidity, strong gripping force, simple structure, and low cost. Precision remains stable over long periods of repetitive work, and maintenance is easy.

The cost, however, is obvious: DOF is hard to increase, fingers tend to be clumsy and heavy, movements are stiffer, and anthropomorphic feel and fine operation take a hit.

Direct drive involves stuffing the motor directly into the finger joint. The motor shaft is rigidly connected to the joint, with no cables or long links. With a short transmission chain, response is fastest, control precision and force feedback are best, wear is low, and maintenance is easy — giving it the edge for fine work.

The price is that the finger is only so big. Motors, reducers, and heat dissipation are all crammed together. Design difficulty is high, and both heat and weight become headaches. Costs are hard to bring down.

Because each route has trade-offs, some companies are pursuing a "hybrid" approach.

One type is product-level "hybrid drive." For example, the Xynova Flex 2 released by Xinuo Future in May claims to be the world's first mass-produced "tendon + direct drive" hybrid dexterous hand, boasting 23 DOF. The Flex 2's logic: high-power-density micro electric cylinders handle rapid, precise responses, while tendons manage smooth movements, dividing labor based on joint needs to capture both the compliance of cable drive and the precision of direct drive.

Joyson Electronics showcased its "Lingxi" dexterous hand at WAIC 2026. The professional version features 20 DOF and even integrates direct drive, tendon, and linkage drive methods within the palm simultaneously.

Another type is company-level technological "fusion." Lingxin Qiaoshou is a typical representative; its product matrix covers the full spectrum of tendon, direct drive, and linkage. Models like the L6, O6, and L20 target different scenarios — a corporate-level hybrid approach that doesn't bet on a single route.

Zhiyuan Robotics' Critical Point, established as a spinoff in January 2026, is also laying out multiple paths. Its OmniHand series has delivered over 8,000 units cumulatively, with its latest valuation reaching $1 billion — a representative case of an OEM entering the fray to build hands in-house.

Zhaowei Machinery & Electronics, for its part, has laid out both direct drive and linkage technological routes and has launched different products for each.

Notably, hybrid drive is the direction heating up the fastest this year. The coexistence of these multiple technological paths also suggests the sector is still in its infancy.

That said, Chen believes the current mainstream route is still linkage. The reason sounds counter-intuitive: the "brain" isn't smart enough yet, and we still need to balance lightweighting with longevity.

But looking long-term, Chen argues that while cable drive is currently limited to specific scenarios due to creep, reliability, lifespan, and maintenance issues, if these problems are solved in the future, cable drive will certainly be a strong contender. The future of the dexterous hand ultimately points toward high DOF and high reliability.

As the market battles over routes, standards are simultaneously taking shape.

According to Chen, the national standard for dexterous hands is set to take shape by the end of this year. This means the industry will transition from "wild growth" to a new stage of regulated competition.

Image source: Zhaowei Machinery & Electronics Prospectus

From Auto to Dexterous Hand: What Is Zhaowei's Edge?

The first source of confidence is technological homology.

Founded in 2001, Zhaowei specializes in micro-transmission and drive systems. Its clients span smart vehicles, consumer electronics, healthcare, industrial manufacturing, and embodied robotics, with customized solutions for different scenarios.

The automotive business is Zhaowei's foundation, currently contributing about 60% of the group's output value. This revenue provides the financial backing for Zhaowei's expansion into embodied intelligence.

In the automotive industry, using legacy businesses to "feed" new ones is standard practice.

More importantly, the technological underpinning of Zhaowei's dexterous hand layout is homologous to its auto business: micro motors, micro transmissions, and micro controls. These are Zhaowei's "root technologies."

"We've been doing this for 25 years. It is also the only difference between us and the rest of the industry: we are the only company capable of full-stack self-development of core modules," Chen asserts.

Zhaowei is currently transferring its existing equipment, personnel, facilities, processes, and workflows from the automotive sector to embodied intelligence, building a full-process guarantee capability from requirement to delivery.

In tactile sensing, for instance, Zhaowei is attempting to integrate perception technologies from the automotive sector into the tactile system. "Vehicles already possess mature sensing systems for temperature and pressure, with natural advantages in reliability and anti-decay. We are extending this advantage into the field of tactile perception to achieve more stable, long-lasting sensing capabilities," Chen says.

The second source of confidence comes from understanding demand.

Chen distills this understanding into three sentences: Real scenarios, real demand, real products. Only when all three "reals" are validated does the business hold water.

The approach is to stand in the OEM's shoes: What scenarios will the robot enter? What kind of hand does that scene require? Then, reverse-engineer the product definition from that demand.

"We've watched this wave of embodied robotics development in China from the beginning — from a few people and a valuation of a few hundred million, to now tens of billions and teams of hundreds. We've seen it all." In his view, this shared journey grants them the authority to define products.

The third source of confidence is letting the product speak.

After all, to survive the bubble cycle and the industrialization cycle, you ultimately have to compete with hard products.

In the dexterous hand field, Zhaowei has built a multi-layered product matrix including the A17, B21, B06, and C06, covering both full-drive and under-actuated technological routes.

Its commercialized high-DOF dexterous hands employ a full direct-drive solution, with finger joints equipped with self-integrated micro-drive modules. This supports independent motion control for each joint, achieving both dexterous operation and stable, reliable performance.

The low-DOF series adopts a linkage under-actuated scheme. Through an ingenious linkage transmission structure, it achieves stable gripping with fewer drive units, effectively reducing system complexity and hardware costs while adapting to high-intensity operational scenarios.

At the core drive module level, a highly integrated mechatronic design is used to achieve high transmission ratio output within a compact space, providing a solid guarantee for the fine control and stable operation of the dexterous hand.

Through continuous iteration, Zhaowei's dexterous hand performance has evolved from the first generation's 17 DOF and 2 kg weight to a current weight of under 400 grams, with a static gripping force of 20 kg and an opening/closing lifespan exceeding 1 million cycles without failure. It can differentially adapt to humanoid robots of varying heights, such as 1.4 meters, 1.7 meters, and 1.8 meters.

Zhaowei's dexterous hands have already entered the production lines of top-tier international manufacturers for collaborative use, though the company has not disclosed client names or order volumes.

To better embrace the wave of large-scale dexterous hand deployment, Zhaowei announced this year that it plans to invest 800 million yuan to build a dexterous hand industrial park, preparing capacity in advance for the ecosystem's growth.

However, beyond the excitement, the financial statements tell a different story.

In the first half of this year, Zhaowei Machinery & Electronics achieved revenue of 816 million yuan, a slight increase of 3.8% year-on-year. Net profit attributable to shareholders was 74.6457 million yuan, a decline of 34.1%. Revenue from dexterous hands has not yet been listed separately in financial reports.

In other words, for Zhaowei, the dexterous hand is currently more like an "option" on a second growth curve, while the automotive foundation continues to provide the "blood transfusion."

Ultimately, Chen has a very specific answer for what this "option" will grow into — using his own dexterous hands to assemble his own dexterous hands on the production line.

That sounds like a tongue twister, but it is the most honest acceptance criterion.

Whether a pair of hands is dexterous and reliable enough? Let it assemble itself once, and you'll know.

Gasgoo Munich- On September 11, the Ministry of Industry and Information Technology (MIIT), together with the National Development and Reform Commission (NDRC), the Ministry of Public Security, the Ministry of Transport, the Ministry of Commerce, the Ministry of Natural Resources, the Ministry of Housing and Urban-Rural Development, the State Administration for Market Regulation, and the Cyberspace Administration of China, jointly issued the 15th Five-Year Plan for the Development of the Intelligent Connected New Energy Vehicle Industry.

Image Source: Ministry of Industry and Information Technology

Structured around a "1+4" framework, the plan outlines a series of development targets for 2030. The overarching objective is to cement China's advantages across the entire intelligent connected NEV supply chain and secure its status as a global automotive powerhouse. Specifically, new energy passenger vehicles and commercial vehicles are targeted to account for 70% and 40% of new sales in their respective segments, while vehicles with autonomous driving capabilities are expected to achieve widespread adoption.

Four specific sub-targets include: elevating key technologies, with average fuel consumption for passenger vehicles dropping to roughly 3.3 liters per 100 km and average energy consumption for battery-electric models falling to 11.5 kWh per 100 km; realizing high-level autonomous driving on highways, urban expressways, and select city roads. Industrial structure will be optimized, targeting a 15% rise in overall labor productivity compared to 2025, while fostering several automakers and parts suppliers to break into the global top 10 and top 100, respectively. A new phase of international development is envisioned, aiming to boost the reputation of Chinese brands and the country's influence over international standards. Finally, the plan seeks to enhance economic and social benefits, reinforcing the auto industry's role as a pillar of the national economy and achieving peak carbon emissions ahead of schedule.

To ensure these targets are met, the plan maps out 17 key tasks across five areas—including boosting technological innovation—alongside the launch of four major engineering projects and three strategic initiatives.

Gasgoo Munich- In a recent visit to Gasgoo, Böllhoff's global management team engaged in discussions covering China's automotive market development, technological innovation trends, and industry globalization. The exchange aimed to deepen their understanding of the shifts and future trajectories within China's auto sector.

Gasgoo CEO Zhou Xiaoying opened the event by welcoming the Böllhoff delegation. Subsequently, Zhou Yingxia, an analyst at the Gasgoo Automotive Research Institute, delivered a presentation on China's automotive industry trends. Her analysis spanned market shifts, technological evolution, and globalization, drawing on industry data and market observations to map out the sector's current state and future direction.

Turning to the Chinese market, the two sides discussed current shifts and the competitive landscape. As China's auto industry continues its transformation, competition has evolved beyond simple product rivalry to encompass technology, supply chains, cost efficiency, and overall system capabilities. This rapid pace of change is compelling upstream and downstream companies across the supply chain to accelerate innovation and product iteration.

Following the discussions, Böllhoff's executives tested the Leapmotor D99. Gasgoo organized hands-on product sessions for the visiting guests, combining static inspections with dynamic driving tests. These experiences provided a closer look at the latest practices by Chinese automakers in intelligentization, electrification, and product innovation.

As a pivotal market for the industry's ongoing transformation, China has become a key vantage point for observing global technological innovation, product shifts, and industrial trends. The visit by Böllhoff's global management team offered a valuable platform for both sides to gain deeper insights into the Chinese market and its development trajectory.

Looking ahead, Gasgoo aims to leverage its strengths in industry intelligence, research analysis, and resource connectivity. Through industry research and corporate exchanges, the company plans to maintain close dialogue with global automotive supply chain players, jointly monitoring the evolution of China's auto sector and the shifting global landscape.

Gasgoo Group is a leading industrial data and information service platform headquartered in China with a global reach. While deeply focused on the automotive sector, it is also incubating new tracks such as robotics and low-altitude aircraft. Guided by the mission to "discover good companies, promote good technology, and empower industry professionals," Gasgoo is committed to resolving information asymmetries and empowering global expansion through its "5S" full-link service system: supply chain matching, strategic analysis, brand showcasing, global expansion ecosystems, and system resources.

—Click the image to see Gasgoo through DeepSeek's eyes—

Gasgoo Munich- On September 4, FAW-Volkswagen introduced two Jetta SUVs to Madagascar — the VS5 and VS8 — launching them simultaneously. The move targets African buyers looking for German-engineered family SUVs and marks a new addition to the automaker's global footprint.

Image Source: FAW-Volkswagen

The launch event featured static displays, test drives, and interactive sessions designed to highlight build quality, performance, and suitability for emerging markets. More than 100 attendees gathered, including representatives from key local distributor Sodiama SA, industry media, and major clients. Initial market response, according to company data, has been positive.

FAW-Volkswagen views overseas expansion as a key driver of high-quality growth, having already entered markets across the Middle East, Uzbekistan, and Kazakhstan. Specifically for Africa, the VS5 and VS8 underwent specialized tuning to handle local road conditions and climate. The automaker also built a support framework covering international shipping, parts supply, and after-sales technical service.

As China's only joint venture automaker controlled by a central state-owned enterprise, FAW-Volkswagen frames its export strategy as a direct contribution to the "Belt and Road" Initiative and Sino-African economic cooperation. By exporting industrial capabilities, production capacity, and standardized services, the company aims to serve both domestic and international markets. The Madagascar debut underscores its commitment to globalization and openness, with a goal of setting a new benchmark for high-quality development.

Gasgoo Munich- Speaking at the 20th anniversary of the Automotive Talent Professional Committee, Wang Huinong, First Secretary of the Party Committee for Shenzhen's new energy and intelligent connected vehicle chain, said the new energy vehicle sector has emerged as the city's third pillar industry. The city's goal, he added, is to build itself into a world-class automotive hub for the new generation.

Image Source: Automotive Talent Professional Committee of China

Wang noted that Shenzhen's automotive industry rests on three corporate pillars. Alongside BYD and Huawei, local auto electronics leader Hangsheng Electronics brings significant strength in critical components and in-vehicle AI. Together, these three companies form the backbone of the city's auto sector.

Shenzhen is positioning itself in three strategic emerging sectors — new energy vehicles, artificial intelligence, and biomedicine — with the NEV and intelligent connected vehicle segment showing the strongest explosive growth. Leveraging joint organizational building and cross-industry collaboration, the industry chain committee has visited more than 20 universities, including Tsinghua and Jilin University, over the past three years to bridge the gap between corporate demand and academic resources.

The city's core strategy is to capitalize on its complete supply chain and talent advantages. By aligning with the talent committee, Shenzhen aims to integrate industry and academia, foster joint talent development programs, and accelerate the global expansion of its mature automotive enterprises.

Gasgoo Munich- JD.com has officially launched its "Physical AI Acceleration Plan." It introduced a "Super AI Supply Chain" designed to build the world's largest operations center for the physical world. By bridging data, models, and hardware, the company aims to push AI into a new era of physical intelligence.

On the data front, JD Cloud is establishing the world's largest collection center for embodied intelligence. The plan is to gather more than 10 million hours of video footage from real-world human scenarios within two years. This aims to solve the "data scarcity" problem that plagues embodied intelligence.

JD plans to deploy more than 80 "RoboBase" industrial hubs across China over the next five years, creating the world's largest network for robotics manufacturing. These hubs will offer a full suite of integrated services, ranging from display, delivery, and maintenance to R&D, pilot assembly, data collection, and iterative upgrades.

JD Industrial, meanwhile, has spearheaded the "Robot Component Industry Development Alliance." Over the next three years, the alliance aims to help 100 robot manufacturers cut costs. It plans to double revenue for 100 component suppliers. This positions JD to become the world's largest supplier of robot parts.

JD Retail is committing 10 billion yuan in resources by 2028 to help 100 brands surpass 1 billion yuan in individual sales. The initiative aims to deploy robots across one million terminal scenarios, reaching tens of millions of users, and securing JD's position as the world's largest retail channel for robotics.

Image Source: JD Logistics

In logistics, JD Logistics is assembling the world's largest fleet of embodied robots, with plans to purchase 3 million robots, 1 million autonomous vehicles, and 100,000 drones within five years. Already, the company operates the industry's largest and most diverse cluster of self-developed and co-developed robots in the supply chain, spanning warehousing, sorting, transportation, and delivery.

On the services side, JD aims to build a global after-sales network covering more than 100 countries over the next five years. This expansion will create over 100,000 new jobs for robot maintenance engineers, establishing the world's largest service network for robotics repairs.

Founded in September 2025, Kinetix AI is a full-stack embodied intelligence large model company. Its founding team brings together veteran executives from Huawei's autonomous driving division, technical experts from the University of Hong Kong, and serial entrepreneurs with deep experience in humanoid robotics—creating a complete closed-loop capability in innovation, engineering, and commercialization.

In less than a year, the company has rolled out a suite of products: a native embodied large model, the lightweight KAI Halo Lite data collection headset, an embodied AI Infra platform, the ultra-realistic KAIBot humanoid robot, and the high-degree-of-freedom KAI Hand dexterous gripper.

Image Source: Kinetix AI

Weighing just over 300 grams, the KAI Halo Lite is designed for extended outdoor and indoor data collection, significantly cutting both acquisition costs and the physical burden on the wearer.

The headset fuses multi-camera vision with IMU sensor data to rapidly perform 3D scene reconstruction, human pose recognition, and motion semantic annotation. Its companion terminal renders dynamic reconstructions with centimeter-level precision in real time.

Image Source: Kinetix AI

KAIBot is Kinetix AI's flagship ultra-realistic humanoid robot. It serves as a platform for training human-like movements and executing real-world tasks, while adapting to a wide range of lifestyle and commercial human-machine interaction scenarios.

Standing 173 cm tall and weighing 70 kg, the robot features 117 degrees of freedom across its body. It is equipped with custom tactile skin covering 80% of its surface, embedded with 18,000 high-precision sensing points capable of detecting forces as subtle as 0.1 N—ensuring safety and precision in close-proximity interaction and object manipulation.

Image Source: Kinetix AI

The KAI Hand replicates a human hand at a 1:1 scale with 37 degrees of freedom—comprising 20 active, 1 passive, and 16 compliant DoFs. Its fingertips can output over 30 N of force, enabling stable, long-duration gripping. Even after holding an object for 10 minutes, the hand's peak temperature does not exceed normal body heat.

All of Kinetix AI's front-end hardware and algorithm demonstrations are powered by its proprietary KAI Embodied AI Infra. This platform spans the entire workflow—data collection, model training, simulation evaluation, physical deployment, and iterative operations—serving as the core engine for rapid technological iteration and large-scale product deployment.

Currently, the KAI Hand and KAI Halo Lite are available for purchase globally, with units already delivered to industrial clients.

About Seeds Discovery:

Gasgoo's "Seeds Discovery" column is designed as a service platform connecting startups, ecosystem partners, investors, and local governments to empower the entire automotive supply chain. Since its launch, the column has focused on uncovering standout companies, technologies, and business models that offer inspiration and leadership during the wave of intelligent transformation, driving the growth of innovation in the auto industry. According to Gasgoo statistics, nearly every startup featured in "Seeds Discovery" has successfully connected with industrial ecosystem resources.

Gasgoo Munich- On October 16, 2026, Gasgoo will lead a delegation of suppliers specializing in smart cockpits, autonomous driving, connectivity, intelligent chassis, embodied intelligence, and low-altitude flight into Changan Automobile. The goal: face-to-face tech showcases and deep dialogue with Changan's R&D and procurement teams. This industry matchmaking event serves as a concrete step in Changan's transformation into a smart, low-carbon mobility tech company—and its bid to solidify its tech innovation system.

As a representative figure among Chinese automakers, Changan Automobile boasts 162 years of heritage and 40 years of car-building experience. Its global footprint spans 14 production bases and 33 factories dedicated to vehicles, engines, and transmissions. The brand portfolio includes proprietary labels like Changan NEVO, Deepal, Avatr, Changan UNI, and Changan Kaicene, alongside joint ventures such as Changan Ford, Changan Mazda, and Jiangling Motors.

Partial supply chain breakdown for the Changan Eado/Eado Plus; visit the Gasgoo Global Automotive Industry Big Data Platform at autodata.gasgoo.com for more details.

That comprehensive brand architecture has yielded strong market results. In August 2026, Changan's total deliveries reached 218,800 vehicles. Overseas performance was particularly bright, with 92,400 units delivered—a 78.6% year-on-year surge that marked the seventh consecutive month of growth. The new energy sector kept pace, delivering 105,000 units, up 22.7% from a year earlier.

This market resilience stems from Changan's relentless push into core technologies. On the intelligence front, the automaker has committed to full-stack in-house development. In February 2025, Changan upgraded its "Beidou Tianshu 2.0" strategy, vowing to halt development of non-intelligent products. The company has poured over 60 billion yuan into intelligent technologies—with 22.5 billion dedicated to smart products alone—growing its intelligent tech team from scratch to 7,500 people. Later, at the 2026 Changan Technology Eco Conference, it officially launched "Tianshu Navigation," a self-developed, one-stage end-to-end intelligent driving assistance system.

Currently, Changan is zeroing in on smart cockpits, in-car AI, and intelligent driving. Leveraging its "Tianshu Intelligence" technology brand, the company is achieving diverse breakthroughs while identifying clear needs for technical upgrades and cooperation in areas like domain control and efficiency improvements. Simultaneously, it is laying the groundwork in frontier fields such as embodied intelligence and the low-altitude economy to explore cross-sector collaboration paths.

To precisely match the practical needs of Changan's intelligent transformation, bridge the gap between parts suppliers and Changan's R&D and procurement systems, and showcase cutting-edge tech achievements, Changan Automobile has partnered with Gasgoo to host the "Launch New Journey, Unite the Chain" Walk into Changan Innovation Technology Exhibition.

The event features an all-day technology exhibition spotlighting frontier innovations across the supply chain. By gathering high-quality intelligent industry resources, it aims to discuss innovation directions and implementation paths. The ultimate goal: help Changan consolidate its competitive edge in intelligence and drive win-win, coordinated growth across the upstream and downstream automotive supply chain.

For participating suppliers, this event offers a high-efficiency channel to engage directly with the OEM's core decision-makers. It not only shortens the business cooperation cycle and increases the likelihood of project landing but also allows for close observation of the OEM's latest technology roadmaps and procurement directions—helping companies capture industry trends. Participants can deeply mine potential cooperation projects and accelerate their integration into Changan's supply chain system. Additionally, multi-channel media exposure will elevate brand influence among OEMs and industry circles, building a high-quality network with experts and peers. It's a chance to achieve technical exchange and resource sharing, while demonstrating hard product and tech capabilities in real industrial scenarios.

The event expects to recruit over 60 companies, and registration channels are now fully open. Gasgoo sincerely invites high-quality enterprises from the upstream and downstream automotive supply chain to this industry exchange gala. Interested companies can scan the QR code below to complete registration.

Gasgoo Munich- On, September 10, the Automotive Talent Professional Committee under the China Talent Research Society marked its 20th anniversary. At the event, Liu Songbo, vice dean of the School of Labor and Human Resources at Renmin University of China, offered a reality check on the industry's anxiety over AI displacement, sharing insights on how the AI wave is reshaping automotive talent.

Liu urged the industry to take AI's disruption seriously — but warned against panic. Citing Gallup survey data, he argued that many layoffs publicly attributed to AI aren't actually direct cuts caused by the technology. Instead, companies are often using AI as a cover to push through broader operational optimizations and business adjustments.

Image Source: Automotive Talent Professional Committee of the China Talent Research Society

Liu called for a realistic view of AI's limits. While the technology excels at processing standardized, routine information, it struggles with the value judgments, timing calls, and ethical boundaries required in complex scenarios. It also misses the subtle emotions and subtext in human collaboration. Those on-the-spot judgments and decision-making responsibilities remain the core of management, HR, and many hybrid roles across the auto sector.

Within the automotive industry, tasks that rely heavily on on-the-ground decision-making and human interaction — such as R&D collaboration, customer operations, localization management, and cross-cultural business communication — are unlikely to be fully taken over by AI. Only highly repetitive, standardized administrative work faces significant substitution pressure.

AI will reshape job content, but it won't simply eliminate roles. Liu believes the approach to talent development in the auto industry must shift accordingly. The competition for talent is no longer about mastering tools; it now hinges on comprehensive capabilities — like complex decision-making, cross-organizational communication, and risk balancing — that AI cannot replicate.

Gasgoo Munich- Geely Auto Group and Volvo Cars reached a final agreement on September 10, 2026, covering commercial cooperation for the Lynk & Co brand in Europe. From January 2027, Volvo Cars will serve as Lynk & Co's exclusive distributor in the region and assume responsibility for its local commercial and brand operations. The partnership is intended to support the brand's expansion across the European market.

Image source: Volvo Cars

Under the agreement, Lynk & Co will transition to a more scalable retail model in Europe while retaining a brand identity centered on contemporary design, sportiness and individuality. The company aims to strengthen its positioning as a premium new energy vehicle brand.

Lynk & Co will use Volvo Cars' established European commercial infrastructure, particularly its retail and after-sales network, to expand customer reach and support growth in the region. The arrangement also forms part of Geely Auto Group's broader strategy of strengthening coordination among its brands in key overseas markets.

The cooperation will not involve any change to Lynk & Co's ownership structure. Geely Auto Group will continue to lead the brand's global product design, research and development, regulatory certification and overall brand strategy.

Lynk & Co will remain part of Geely Auto Group's global ecosystem, with its product lineup complementing Volvo Cars' offerings as the two companies address a broader range of customer needs.