Gasgoo Munich-At the 14th Automotive and Environment Innovation Forum and the 8th Gasgoo Awards "China Solutions, Global Value" Ceremony, Hu Tiegang, Chief Technology Lead at China Changan Automobile Group and General Manager of Product Planning at Chongqing Changan Automobile Co., Ltd., delivered a speech on global automotive industry trends and Changan's global strategy.
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Hu projects that the global auto market is entering a steady state, with annual growth hovering around 1% to 2% over the next few years and total volume holding at 75 million to 76 million units. China's domestic market, however, is set to shrink starting in 2026. He also noted that exports are expected to top 10 million vehicles this year and reach 16.1 million by 2030—meaning roughly half of all cars made in China will be sold overseas.
Regarding powertrains, Hu said that by 2030, HEVs and internal combustion engines (ICE) will account for about 50% of the global mix, while EVs and PHEVs will make up 40% to 43%. In China, NEVs and PHEVs are expected to reach around 70%, leaving ICE with 30% to 40%. On intelligent driving, China has entered a phase of rapid L2+ adoption with a penetration rate of about 70%. Demand varies significantly in regions like Europe, the Middle East, and Africa, requiring a selective entry strategy based on local economic, political, and regulatory conditions.
Turning to Changan's recent developments, Hu noted that on July 30, 2025, the company was promoted to a Tier-1 central state-owned enterprise, aiming to build a world-class automotive group with global competitiveness and proprietary technology. Changan is driving its transformation through three major strategies: the Shangri-La Plan, the Beidou Tianshu Plan, and the Globalization Plan. The 30 millionth vehicle is set to roll off the assembly line in December 2025. On R&D, Changan has invested 11.7 billion yuan over the past five years and employs 24,000 personnel, with 7,500 dedicated to the Beidou Tianshu Plan across 44 global R&D and technology development centers.
On global product layout, Hu emphasized that Changan has built two end-to-end systems spanning R&D, production, supply, sales, and transport, as well as purchasing, usage, repair, and service. Through market segmentation, the company is targeting C- and B-segment SUVs. Adopting a "hit product" strategy, it is developing multi-category, multi-powertrain models to support global coverage with a single vehicle architecture. While R&D focuses on overseas benchmarking and user needs—with platforms, powertrains, and vehicle development primarily based in China—the company is advancing parts localization and verification abroad. On production, meeting localization rate requirements in markets like Thailand and Europe requires a local presence to lower overall costs. The supply chain is also shifting from China-centric to global sourcing. In terms of sales networks, Changan already covers 149 countries with nearly 19,000 outlets.
Hu also cautioned that automakers going global shouldn't focus solely on profit; they must align with local government priorities, public welfare, and social development, executing strong localized operations. Looking toward 2030, Changan aims to achieve 5 million in global sales, with new energy vehicles accounting for about 60%.
