On September 24, the Ministry of Industry and Information Technology (MIIT) publicly solicited opinions on the mandatory national standard "Technical Requirements for the Safety of Automotive Door Handles (Draft for Solicitation of Comments)." In fact, since the news of this standard's application for approval was announced in May this year, topics related to the design and application of door handles have immediately attracted widespread attention both within and outside the industry. A major reason for this is that, in recent years, cases involving hidden and electronic door handles used in new energy vehicles—such as failure to open after collisions, malfunctions in low-temperature conditions, and lockouts due to circuit failures—have been frequently reported. These issues are directly related to the fundamental safety concern of whether the "passage of life remains unobstructed" after an accident. The design and technical details of door handles may seem insignificant, but they are, in fact, closely tied to overall safety—a critical matter where immense importance hangs by a thread. With the imminent release of this mandatory national standard, it represents a proactive move by regulators to keep pace with technological advancements, signaling that automotive safety regulation will become increasingly refined and scenario-specific. However, the author would like to take this opportunity to discuss the collective consciousness within the automotive industry behind the formulation of this door handle standard. The reliability of traditional mechanical door handles has long been validated. In the Chinese market, hidden and electronic door handles can be regarded as "products of trend-following," aligning with the pursuit of reducing wind resistance and enhancing a sense of technological sophistication. Yet, for ordinary consumers, the design details of hidden and electronic door handles are not standardized. For instance, the opening mechanisms vary and can even be counter-intuitive, to the extent that some new car owners need to study and adapt before mastering their operation. This is just one issue. If the external door handles are unresponsive, they are more prone to potential hazards under extreme weather conditions. In emergencies, if the vehicle experiences a total power loss and lacks a mechanical backup solution, it becomes difficult to open the doors manually from inside or outside. For products used in scenarios such as ride-hailing services, drivers must educate passengers to avoid the awkwardness of fumbling during entry and exit. The author questions whether the emergence of hidden and electronic door handle designs is truly driven by consumer preferences. This is a question worth serious consideration by the industry. The rush of domestic companies to "seek guidance" has made hidden and electronic door handles increasingly popular in the market. Yet, the reality is that a significant portion of consumers do not embrace them. Clearly, "seeking guidance" does not necessarily lead to obtaining the "true principles." Distinguishing between what is "genuine" and "false" requires independent judgment—"the grass is always greener on the other side." The negative feedback received by hidden and electronic door handles [indicates/showes/suggests] that the automotive industry did not fully grasp market demands during the early development stages, making "blind benchmarking" an inadvisable approach. Why Do Companies Blindly Follow Trends in New Energy Vehicle Door Handle Design? Looking back at the early stages of China's new energy vehicle industry development, many traditional automakers were criticized for adopting a "fuel-to-electric conversion" design approach. Their products lacked standout exterior features, failed to meet consumers' emotional needs, and did not fully leverage the advantages of electrification. At that time, automakers, recognizing their shortcomings, naturally sought to comprehensively benchmark themselves against "model students." During the innovation phase, "crossing the river by feeling the stones" is not wrong, but being "led by the nose" is an extreme. Striking a balance between understanding consumer psychology and being swayed by market sentiment requires strategic resilience. The author believes that the persistence of flush-mounted and electronic door handles despite poor consumer feedback also exposes certain shortcomings in decision-making. The success or failure of a product's appeal seems entirely determined by the market, yet meeting consumers' genuine needs is an essential condition for a successful vehicle model. When defining vehicle models, should companies spend more time researching what constitutes "real demand" versus "pseudo-demand"? After distinguishing between the two, can this information be seamlessly communicated to the decision-making level? Behind the "blind imitation" may lie pain points in corporate decision-making. On the other hand, the initiation and formulation of the mandatory national standard for door handles reflect significant progress across the industry—the development ecosystem has become more efficient and flexible, and the understanding of intelligent connected new energy vehicles continues to deepen. The author believes that innovation in China's automotive industry will never cease. This reflects the importance of advancing this standard—the further innovation progresses, the more the industry needs to confront problems and challenges, promptly addressing safety gaps in innovative designs. This represents a collective "consciousness." From the "unconsciousness" of blindly following trends to the "consciousness" of strengthening regulations, the humble door handle mirrors the industry's introspection and maturity. Declaration: This article comes from China Automotive News. If copyright issues are involved, please contact us to delete.

Last month, Jaguar Land Rover, the largest automotive manufacturing enterprise in the UK, announced at the beginning of the month that it had halted production due to a cyber - attack. On September 23rd, Jaguar Land Rover declared that the production halt would be extended until October 1st. It is understood that the UK government may intervene due to concerns about the impact of the shutdown on the UK economy.The cyber - attack targeting Jaguar Land Rover occurred at the end of August. September 1st is the registration day for new vehicle licenses in the UK, which is one of the busiest days in the automotive industry each year. Hackers launched the attack at this critical moment, aiming to maximize the impact of the crisis on Jaguar Land Rover.On September 2nd, Jaguar Land Rover officially confirmed that it had suffered a cyber - attack. Approximately 33,000 employees at its three UK factories were required to stop work starting from the end of August. Meanwhile, the company was forced to shut down its information technology systems, causing multiple global production lines to come to a standstill. Production lines in Slovakia, China, India, and Brazil all ceased operations, and factories in the central region of the UK and Merseyside were also in a state of production halt.A hacker group calling itself “Scattered Lapsus$ Hunters” claimed responsibility for this attack.On September 10th, Jaguar Land Rover confirmed that the hackers had stolen some data. On September 16th, the 33,000 employees in the UK were informed that the production lines were still affected and were advised not to return to work for the time being. Production at its factories was not expected to resume until at least September 24th. A spokesperson for Jaguar Land Rover stated, “We made this (extended shutdown) decision because our investigation into the cyber incident is still ongoing, and we are in the process of planning to restart our global operations, which requires time.” The company indicated that it had been “working around the clock” to resume production since the attack on August 31st.David Bailey, an economics professor at the Business School of the University of Birmingham in the UK, believes that the production halt at Jaguar Land Rover will impact some small enterprises in its supply chain. Some suppliers and retailers are temporarily unable to use the computer systems and databases typically used for purchasing automotive repair spare parts or vehicle registration. Some small suppliers cannot access Jaguar Land Rover's order system and are in a semi - paralyzed state. Enterprises such as Evtec and WHS Plastics, which specialize in providing components for Jaguar Land Rover, have also had to suspend their operations. In addition, the Unite union in the UK has warned that if the company fails to resume production, its employees will face the risk of unemployment and has urged the government to introduce a furlough scheme to support them.The losses caused by this cyber - attack to Jaguar Land Rover are also continuously expanding. Experts estimate that this incident could result in daily losses of up to £5 million for Jaguar Land Rover. If the production halt continues until November, approximately 50,000 vehicles will not be produced, and the initial impact could lead to a loss of £120 million in profits.On September 19th, Jaguar Land Rover responded to the Chinese market, stating that the headquarters' IT team, in conjunction with third - party experts, had immediately begun to gradually restart the global systems, including the production and supply system, in a controlled and secure manner. Currently, the company is conducting real - time assessments and risk investigations regarding potential impacts on each link and has not yet affected deliveries in the Chinese market.In recent months, many large UK enterprises have suffered attacks from cyber - ransomware. According to Reuters, while the UK government hopes to protect the security of the supply chain and employment, it also plans to ban public sectors and operators of the country's critical infrastructure from paying ransoms to cyber - extortionists. A survey by S&P Global on the 23rd showed signs of a decline in UK manufacturing output; some factories surveyed indicated that the production halt at Jaguar Land Rover would affect the activities of the automotive industry's supply chain.Jaguar Land Rover has already faced challenges this year. Affected by the continuous uncertainty of the US tariff policy, Jaguar Land Rover has lowered its main profit - margin target for the fiscal year 2026 from 10% to 5% - 7%. In July, the company announced that its quarterly sales had declined by nearly 11% year - on - year and also declared that it would lay off 500 employees in the UK.In a statement on the 23rd, the company said that despite the extended production halt, it was formulating a plan to gradually resume production while continuing to investigate the cyber - attack incident.Declaration: This article comes from China Automotive News.If copyright issues are involved, please contact us to delete.

The tides have turned—fuel vehicles are regaining momentum!According to the latest data from the China Association of Automobile Manufacturers (CAAM), domestic sales of traditional fuel-powered passenger vehicles reached 902,000 units in August, a year-on-year increase of 13.5%. This reflects not merely a temporary fluctuation but the third consecutive month of growth in the fuel vehicle market.The question now is whether this recovery represents a short-lived rebound amid broader market transformation or a robust revival following a period of strategic adjustment.01 Signs of a Fuel Vehicle “Warm-Up” Have Been EvidentIn fact, indications of a fuel vehicle resurgence have been visible for some time.When examining a longer timeline, traditional fuel vehicle sales have been quietly sending positive signals. CAAM data shows that domestic sales of traditional fuel vehicles in 2024 totaled 13.989 million units, a year-on-year decline of 17.3%. However, from January to August of this year, domestic sales reached 8.747 million units, with the year-on-year decrease narrowing to just 0.3%.Earlier this year, executives from several automakers publicly reaffirmed their commitment to fuel vehicles. Wu Huixiao, Chief Technology Officer of Great Wall Motors, stated that due to considerations for the global market and ongoing domestic demand, the company would continue to invest in the fuel vehicle sector.Gan Jiayue, CEO of Geely Auto Group, also emphasized: “Geely will not abandon the fuel vehicle market. Fuel vehicles remain a critical component of the automotive industry, accounting for over 50% of market share. We will continue to strengthen our investments in this area.”Ma Jianting, Chairman of Ningbo Tiantian Auto Trading Co., Ltd., believes the recovery of fuel vehicles is an inevitable trend.On one hand, fuel vehicle technology continues to evolve. While pure electric vehicles have made significant progress in areas such as range and smart features, traditional automakers have also been enhancing fuel vehicle technology through measures such as optimizing engine efficiency and upgrading transmissions, further improving the economic and reliability aspects of fuel vehicles and ensuring they retain a competitive edge.On the other hand, healthy industry development requires policy-guided structural adjustments. Currently, many new energy vehicle companies face profitability challenges, with most relying on subsidies and capital injections to sustain operations. The phenomenon of being “large but not strong” is widespread. In contrast, the supply and industrial chains of fuel vehicles continue to play a vital role in supporting economic development. They contribute significantly to stabilizing employment, boosting domestic demand, and facilitating the national economic cycle. Moreover, the maturity and universality of the fuel vehicle industry ensure its irreplaceable role in safeguarding public welfare, enhancing mobility, and maintaining quality of life and happiness.02 Joint Venture Automakers Shift Strategy: Leveraging Larger Models to Compete with Smaller OnesOn one hand, new energy vehicles continue to break through in market penetration and reshape the industry landscape with technological innovations and policy support. On the other hand, traditional fuel-powered vehicles have suddenly gained momentum, staging a counterattack with consecutive sales growth and a strong rebound. The ongoing clash between these established and emerging forces remains highly unpredictable.Jin Yongsheng, Chief Knowledge Officer of Shanghai Shuce Software Co., Ltd., suggests that a more nuanced analysis of the data is necessary:First, the main force preventing a sharp decline in traditional fuel vehicle sales is the aggressive new model offensive from domestic brands. Many joint venture automakers have yet to reverse their downward trends.Second, joint ventures have indeed "awakened" to market realities and begun demonstrating renewed commitment by upgrading their vehicle models. This is particularly evident with brands such as Volkswagen, Toyota, and Nissan. The new Sagitar L has been upgraded to dimensions approaching those of a B-segment car; the new Corolla now adopts the body of the previous-generation Asia Lion; the new Levin has been elevated to the platform of the previous Ling尚; and the new Sylphy has also been enlarged to nearly B-segment size. Once-dominant joint venture brands have adopted the "Tianji赛马" strategy—a historical Chinese tactic of leveraging relative advantages—previously used by domestic brands as well as Korean and French manufacturers. By "using larger models to compete with smaller ones," it remains uncertain whether this approach will yield significant results, but it at least signifies a positive shift, indicating joint venture brands recognize that their historical advantages in traditional fuel vehicles are no longer secure and are beginning to adapt proactively.Third, recently launched fuel vehicle models and those already listed in the Ministry of Industry and Information Technology’s (MIIT) catalog awaiting market release have shown substantial improvements in areas such as autonomous driving, smart cockpits, connectivity, and interactive features. These upgrades have effectively narrowed the technological gap that once existed between fuel vehicles and new energy models. With the generational difference significantly reduced, consumer appeal has improved accordingly.Fourth, the complete phase-out of pure internal combustion engine vehicles will be a lengthy process. The transition from pure fuel vehicles to conventional hybrids, and then from conventional hybrids to plug-in hybrids or range-extended electric vehicles, will depend not only on market trends but also on various external factors. It cannot rely solely on technological superiority but will also require supportive policies, regulations, and shifts in consumer habits. Fifth, and most critically in Jin’s view, is that current prices of fuel vehicles across major market segments have "fallen to highly attractive, even astonishingly low clearance-sale levels." Taking A-segment and B-segment sedans as examples, both domestic and joint venture brands have exerted tremendous effort. Models such as the Changan Yidong, priced under ¥50,000, and the Buick Regal, starting at just over ¥100,000, represent "prices that are rock-bottom even by global standards—enough to win over consumers’ wallets."03 Significant Increase in Fuel Vehicles’ Appeal Index: Can They Have the Last Laugh?“The slowdown in the decline of fuel vehicle market share reflects a more mature market. This is not a short-term ‘rebound’ but a normalization of ‘stabilization’,” emphasized He Li, Director of Market and User Operations at SAIC Volkswagen’s North China Marketing Division, in an interview with China Automotive News during the 2025 Tianjin TEDA Auto Forum. He noted that China’s auto market is undergoing a rebalancing of its energy structure, and the stabilization of fuel vehicle market share signals both market maturation and a return to rationality among consumers.Recently released 2025 China Automotive Performance, Execution, and Layout (APEAL) Study by consumer insights and market research firm J.D. Power shows: The overall appeal index of China’s fuel vehicle industry in 2025 reached 751 points (on a 1,000-point scale), an increase of 14 points compared to 2024—marking the largest growth seen in the past five years.Yang Tao, General Manager of the Automotive Product Division at J.D. Power China, believes this indicates that traditional fuel vehicles not only remain highly competitive amid the rapid penetration of new energy vehicles, but also possess considerable potential for improvement. The noticeable leap in appeal of domestic brand products has been particularly outstanding. Lower fuel consumption, more attractive design, and more competitive pricing compared to new energy vehicles in the same class have given consumers a clearer understanding of “the rationale for choosing a fuel vehicle today.”Take Ms. Pan, who recently considered changing her car, as an example. She told a China Automotive News reporter that although her family recommended switching to a new energy vehicle, she still prefers fuel models. Refueling is convenient—gas stations are widespread in both urban and rural areas, allowing her to refuel and get back on the road in just 3–5 minutes. Additionally, she believes fuel vehicles retain their value better compared to new energy vehicles, which undergo rapid updates and model replacements.Liu Lijia, Global Partner Director at Holcim Group (Switzerland), pointed out that although the penetration rate of new energy vehicles in China has exceeded 50%, this has front-loaded some consumer demand. The future landscape will likely feature electric vehicles ascending in a spiral pattern, alternately taking the lead with fuel vehicles.However, Zhang Ruifeng, Secretary-General of the Guangdong-Hong Kong-Macao Greater Bay Area New Energy Vehicle Industry Technology Innovation Alliance, argued that the three consecutive months of sales growth for fuel vehicles are the result of multiple factors—including significant price reductions by automakers, promotional strategies such as financial incentives, and rising demand in colder regions and rural markets in eastern, western, and northern China. It should not be simplistically interpreted as either a short-lived rebound or a strong recovery.“In the short term, fuel vehicles will continue to hold a certain market share, coexisting with new energy vehicles. But in the long run, as new energy vehicle technology continues to advance and the market further matures, the market share of fuel vehicles may gradually diminish, potentially becoming concentrated only in specific segments and regions,” Zhang said.Declaration: This article comes from China Automotive News.If copyright issues are involved, please contact us to delete.

BEIJING, Sept. 15 (Xinhua) (Reporter: Tang Shining) On the 15th, the China Association of Automobile Manufacturers issued the "Initiative on Payment Norms for Accounts Payable of Automobile Vehicle Enterprises". Focusing on key aspects such as order confirmation, delivery and acceptance, payment and settlement, and contract duration, it put forward normative initiatives for relevant content in the procurement contracts between vehicle enterprises and supplier enterprises.The initiative emphasizes the implementation of the requirements of the "Regulations on Ensuring Payment for Small and Medium - sized Enterprises", refraining from using the dominant position of large enterprises to infringe upon the interests of suppliers, and striving to build a collaborative and win - win development ecosystem of "vehicles - components" to jointly promote the high - quality development of the automobile industry.The initiative clarifies that Party A (vehicle enterprise) and Party B (supplier enterprise) shall confirm matters such as the order date through the purchase order; Party B shall deliver goods to Party A in accordance with the purchase order and the delivery order; Party A shall complete the acceptance in a timely manner after receiving the goods (in principle, within no more than 3 working days).In terms of payment and settlement, the initiative proposes that the payment period of Party A shall be calculated from the date when Party B delivers the goods and passes Party A's acceptance, with a maximum of no more than 60 natural days (if the payment date falls on a legal holiday, it shall be postponed). If Party B is a non - small and medium - sized enterprise providing continuous supply, after negotiation between the two parties, centralized reconciliation can be carried out within a certain period, and the payment period shall be calculated from the reconciliation date of the two parties; Party A shall conduct centralized reconciliation at least once a month. If the two parties have not reached an agreement on the supply unit price, Party A shall make an advance payment of a certain proportion of the amount calculated according to the unit price of the latest supply contract or the development fixed - point unit price with Party B. It is encouraged to use cash or bank acceptance bills for payment. If Party B is a small and medium - sized enterprise, it is advocated to use all cash or bank acceptance bills for payment.The initiative also proposes to advocate that Party A and Party B establish a long - term and stable cooperative relationship, and the validity period of each contract signed shall be no less than one year.Declaration: This article comes fromXinhuanet. If copyright issues are involved, please contact us to delete.

In the new energy competition, power batteries represent a critical sector. Leveraging its industrial chain and manufacturing advantages, China has increasingly secured a pivotal position in the global power battery market. However, two recent developments have posed challenges to the overseas expansion of Chinese power battery manufacturers. First, South Korea's LG Energy Solution secured a $4.3 billion order for lithium iron phosphate (LFP) batteries，accelerating its push into China’s traditionally dominant domain and directly threatening related domestic industries. Meanwhile, Chinese battery manufacturer Sunwodalost a patent lawsuit against LG Energy Solution and Japan’s Panasonic Energy, exposing gaps in Chinese companies' intellectual property (IP) strategies and risk mitigation capabilities. As noted by Dong Yang, Chairman of the China Automotive Power Battery Industry Innovation Alliance, China’s power battery industry faces dual challenges in its global expansion: market encroachment and IP barriers. As the industry transitions from "scale-driven growth" to innovation-driven global expansion，how Chinese companies can respond to competition, address vulnerabilities, and establish a global presence for indigenous innovation is not only crucial for the power battery sector but also emblematic of the broader imperative for China’s manufacturing industry to achieve high-quality globalization. The international market is the next major battlefield. The investment landscape of China's electric vehicle (EV) industry chain is undergoing a profound transformation. According to a report by the consulting firm Rhodium Group, in 2024, Chinese enterprises in the EV industry chain made overseas investments of approximately 16 billion, surpassing domestic investments of 15 billion for the first time. Among them, the power battery sector became the core force of overseas investment, accounting for 74%. In recent years, leading domestic power battery enterprises have accelerated their overseas expansion plans. As an industry leader, CATL began its overseas journey as early as 2019, establishing its first factory in Germany. Currently, it has planned production capacity in Germany, Hungary, Thailand, Indonesia, and other regions. Among them, the Thuringia plant in Germany started production in 2022, with an initial capacity of 14 GWh. It not only supplies automakers such as BMW but also integrates energy storage production lines. The Hungarian factory is being constructed in three phases, with a planned capacity of 100 GWh, and will become a core base serving European automakers. In addition, CATL has formed a joint venture with Thailand’s Arun Plus and invested nearly 6 billion in Indonesia to build an end-to-end integrated industrial chain project. Sunwoda has also actively expanded globally, establishing overseas factories in Hungary, Morocco, Vietnam, and Thailand. The Hungarian base started construction in October 2024 and is expected to commence production in the second half of 2026. It plans to have production lines for power batteries and energy storage cells, mainly targeting the European market. The Thai base has an investment of over 1.4 billion and is scheduled to commence production in 2025, focusing on Southeast Asian and neighboring markets. EVE Energy has prioritized Southeast Asia and Europe. The first phase of its factory in Malaysia has already started production, and the second phase is progressing smoothly. The total investment exceeds ¥3 billion, with a planned capacity of 20 GWh. In Thailand, it plans to form a joint venture with EA Group to build a battery production base. In May 2024, it also announced the construction of a battery factory in Hungary to supply cylindrical batteries to BMW Group. Compared with established global leaders such as LG Energy Solution and Panasonic Energy, Chinese power battery companies have witnessed an overall upward trend in their global market share. Data shows that in the first half of 2025, among the top ten global power battery manufacturers by installed capacity, Chinese companies occupied six positions: CATL, BYD, CALB, Gotion High-tech, EVE Energy, and SVOLT. The total installed capacity of these six companies was 346.7 GWh, accounting for 68.7% of the global market share. Among them, CATL and BYD together accounted for 55.7%. It is worth noting that although LG Energy Solution ranked third, its market share dropped from 12.3% in the same period of 2024 to 9.4%, while Panasonic Energy’s market share was continuously squeezed, with both its ranking and share declining. In terms of market competitiveness, domestic enterprises benefit from complete industrial chains and cost control advantages, resulting in outstanding product cost-effectiveness. They possess strong competitiveness in the mid-to-low-end market and continue to invest in technological R&D. For instance, CATL has made breakthroughs in technologies such as high-nickel ternary and lithium iron phosphate (LFP). However, international players retain certain advantages in high-end technologies, brand recognition, and early customer resource accumulation. For example, LG Energy Solution excels in cylindrical battery technology, and Panasonic Energy has long served premium clients like Tesla, earning a strong reputation for battery consistency and safety. “Policy + Patent” BottlenecksFrom domestic capacity optimization to global market expansion, the vigorous "going global" of Chinese power-battery companies is no longer an optional path—it has become a necessary choice to align with industrial upgrading and break through development bottlenecks. Yang Guanghui, a senior figure in the European power-battery industry, notes that the global sector is now in a "hundred flowers blooming" phase: Korean, Japanese and Chinese players each have their own focus. Chinese leaders have established themselves through economies of scale, built on experience accumulated in the vast domestic market and a complete industrial-chain ecosystem—helping CATL stay at the top of global market-share rankings. However, as the domestic market saturates and competition intensifies, overseas markets have become a "blue ocean" for Chinese firms seeking to break through growth bottlenecks. Europe and Southeast Asia, in particular, show large demand gaps, spurring overseas investment by Chinese new-energy-vehicle and power-battery supply chains—sometimes exceeding domestic levels. This is both an active corporate choice and an inevitable shift from "domestic leadership" to "global layout," and from scale advantage to a global competitive edge. Yang goes on to warn that Chinese power-battery makers now face two core hurdles in their global expansion: policy barriers and intellectual-property (IP) risks. On the policy front, U.S. restrictions are the toughest. Although Washington promotes its own power-battery industry through incentives, the Inflation Reduction Act (IRA)—signed into law by the Biden administration—explicitly targets the Chinese supply chain: it narrows subsidy eligibility and bars packs/components sourced from "foreign entities of concern," including China. Even CATL and EVE Energy's "technology-export" model—in which foreign partners (e.g., Ford, Cummins) build the plants while Chinese firms supply technology and operations—is excluded from the subsidy. Europe, while politically more stable, is increasingly aligning with U.S. policy and remains cautious about Chinese investment. Consequently, leading Chinese players can only expand in Europe step by step, with little room for large-scale moves. Against this backdrop, companies are pivoting to Southeast Asia: CATL, Sunwoda and others are ramping up local capacity, forming a policy-driven globalization path. IP challenges are equally severe. International markets apply rigorous patent scrutiny. Sunwoda's defeat in its patent dispute with LG Energy Solution highlights Chinese firms' weak overseas patent portfolios and legal-risk preparedness. China's relatively lenient patent environment means some technologies may involve imitation or close resemblance, and many companies fail to file for international patents in time; once they enter foreign markets, they become easy targets for litigation. In overseas courts, Chinese companies—unfamiliar with local legal systems—often find themselves on the back foot. Of these two hurdles, policy restrictions are largely beyond companies' control; they can only adapt passively. IP issues, however, require proactive fixes: building robust patent portfolios and sharpening legal defenses. Together, these challenges test the resilience and global competitiveness of China's power-battery industry. Keep Technological Innovation in Our Own Hands   The international arena is set to become the next main battlefield for China’s power-battery industry. Confronted with policy barriers and intellectual-property headwinds, Chinese manufacturers that want to export innovation must mobilize support at the national level, craft smarter corporate strategies, and push for breakthrough technologies—coordinating all three dimensions to carve out a path that fits their own realities.   Yang Guanghui argues that securing state-level backing is the first insurance policy for going global. Because every country writes its own rules, individual firms are ill-equipped to fight discriminatory clauses. Beijing needs to take the lead, using platforms such as the WTO to challenge unfair treatment and to invoke international trade rules that level the playing field. Only when the state “has the back” of its industry will Chinese power-battery companies stand tall overseas and feel less drag from policy walls.   At company level, CEOs must be rational about “clubbing together” and avoid antitrust traps. Although a united front sounds appealing, top-tier rivals such as CATL and BYD are still competitors; forced collusion could be painted as cartel behavior and give Washington or Brussels an excuse for anti-dumping or anti-monopoly action—more loss than gain. A practical route is to hunt for policy windows. Not every overseas market is tightening the screws; some are openly welcoming. Southeast Asia and Belt-and-Road countries that actively court new-energy industries combine generous incentives with immature markets, leaving plenty of headroom. By concentrating on these friendlier jurisdictions first, firms can accumulate overseas operating experience and prepare for larger beachheads later.   But the core confidence to break a blockade is deep, home-grown technology. The real reason Washington keeps Chinese power-battery firms at arm’s length is fear of their technical muscle. The rise of LFP chemistry is Exhibit A: once dismissed by European and U.S. OEMs, it is now being copied by them—proof that Chinese breakthroughs can flip market perceptions.   Looking forward, companies must double down on next-generation advances—especially solid-state batteries. Japan and Korea are already racing in this lane; Chinese players have to accelerate R&D and keep the key IP in-house. Only by reaching technical heights that others cannot easily replicate can they create differentiated, defensible advantages, outflank policy walls, and move beyond “product export” to genuine “technology export” and “innovation export,” securing a firm foothold in the global power-battery market.Declaration: This article comes fromChina Automobile News. If copyright issues are involved, please contact us to delete.

Standing at a critical juncture of the global automotive industry's transformation, China's used car exports are embracing new opportunities. At present, China's used car export is in a golden period of overlapping policy dividends and market explosion. With over 400 million vehicles in stock, a mature supply chain system and high cost-performance model options, China's used car export has a solid foundation, said Luo Lei, vice president of the China Automobile Dealers Association, at the 2025 China Used Car Export Ecosystem Conference held recently. Data shows that in 2024, China's used car exports have exceeded 400,000 units, reaching over 160 countries and regions, emerging as a new force driving automotive consumption and promoting industrial upgrading. At the same time, China's used car exports urgently need to establish a collaborative development pattern guided by the government, led by enterprises, and empowered by associations, to break through overseas market barriers with standardized and internationalized service systems and form a more competitive global used car circulation network. Gao Dewu, CEO of CAR Inc, said that the global automotive circulation system is undergoing rapid changes. A reliable vehicle source is the cornerstone of the ecosystem, and transparent information is the bridge of trust. In the second half of used car exports, it is not simply about selling vehicles, but about "selling the ecosystem". Huang Ruoyu, the president of the Used Car Export Branch of CADA's Used Car Export Committee, stated that China is accelerating the global automotive trade process with a dual output of "technology and production capacity", and this trend is irreversible. With the "triple crown" of production, sales and exports, and a total export volume of 6.4 million vehicles globally, China is reshaping trade flows and laying the foundation for the market structure. On this basis, Chinese automakers are deeply cultivating the global market with differentiated strategies. In the Middle East market, they focus on the "reliability of fuel vehicles"; in the Central and European market, they focus on "infrastructure compatibility of electric vehicles"; and in the Latin American market, they emphasize the "high cost-performance advantage". This three-pronged strategy is continuously expanding the penetration and influence of Chinese automobiles in the global market, bringing new opportunities to the used car market. Li Jia, vice president of China Auto Rental, believes that China's used car exports need to overcome three major hurdles: the professional barrier, the trust barrier, and the scale barrier, in order to establish an international competitive edge. Based on China Auto Rental's overseas expansion experience, he has proposed three key paths: first, proactively "go global" by setting up direct sales networks in six key countries through port forward warehouses, overseas warehouses, and overseas offices, covering more than 30 surrounding countries and regions; second, integrate resources and form a "vehicle source working group" with domestic vehicle source providers to share overseas business opportunities and improve matching efficiency; third, focus on "standard-like products", promoting the transformation of non-standard used cars into standardized ones through the "four same" strategy of the same year, the same mileage, the same condition, and the same price, to enhance market trust. "Coordinated efforts from supporting enterprises such as institutional vehicle sources, logistics, and after-sales services are needed. By following the path of 'institutional vehicle sources leading the way, supporting services following up, and trading platforms going global', we can jointly promote the export of second-hand vehicles to a new level," said Li Jia. As one of the core achievements of the 2025 China Used Car Export Ecosystem Conference, the Used Car Institutional Vehicle Supply Export Task Force, jointly initiated by the China Automobile Dealers Association and China Auto Rental, was officially launched, marking the official entry of China's used car export into a new stage of "ecological, standardized and brand-oriented" development. As a member organization under the Used Car Export Branch of the China Automobile Dealers Association, the working group's first batch of members includes 23 automakers, 7 financial leasing institutions, 5 leasing and mobility enterprises, and 3 dealers, covering all key players from vehicle supply, financial services to circulation services. It will become one of the most representative industrial collaboration platforms in the current domestic used car export sector. It is reported that the core goal of the working group is to integrate the scattered institutional vehicle sources, technologies and channel resources into "one network", transforming used car exports from "individual battles" to "grouping for overseas expansion", and jointly building the overseas reputation of Chinese used cars, becoming the preferred channel for overseas bulk purchases. Guangdong is one of the provinces with the largest number of cars in China. Yan Fei, the president of the Guangdong Automobile Circulation Association, said that relying on the market foundation, Guangdong has accelerated the export of second-hand cars through policy support and service optimization. In the first seven months of this year, Guangdong exported 46,000 second-hand cars, exceeding the total of last year. Zhao Zhe, vice president of China Auto Rental, said that as the largest car rental company in China, China Auto Rental has built a full-chain ecosystem of "buy, rent, repair and sell", covering new car procurement, rental services, its own maintenance system and domestic and international second-hand car layouts. Xu Changming, a senior economist at the National Information Center, analyzed that the core driving force for global automotive demand growth is accelerating its shift from developed countries to emerging markets. Chinese domestic brands have performed strongly in regions such as Russia, Central Asia, the Middle East, and ASEAN. New energy vehicles have a market share of over 50% in emerging markets. Although challenges such as EU barriers lie ahead, with the improvement of the competitiveness of domestic brands, the improvement of local production and services, the prospects for the full-scale overseas expansion of China's automotive industry are broad.Declaration: This article comes fromEconomic Daily.If copyright issues are involved, please contact us to delete.

On August 19th, GAC Group released its "ADiMOTION" range-extending technology, first equipped on the Hyper HL Extended-Range Edition, achieving a CLTC pure electric range of 350 km and a maximum combined range of 1,369 km. On August 7th, SAIC-GM's Buick brand introduced the "True Dragon" range-extending system, debuting on the upcoming Zhijie L7, with a CLTC pure electric range of 302 km and a combined range exceeding 1,400 km. Earlier on August 1st, IM Motors launched SAIC’s in-house developed "Star" Super Range Extender, marking its entry into the extended-range market. This technology debuted on the new-gen IM LS6, boasting a CLTC pure electric range over 450 km and a combined range surpassing 1,500 km. In June, GAC Toyota announced plans to release extended-range versions of the Highlander and Sienna. XPeng also revealed it will launch its first extended-range model, the X9, this year. Additionally, reports suggest Xiaomi’s next EV will adopt extended-range technology. Whether it's joint venture brands or domestic ones, more and more automakers are beginning to lay out or increase their investment in range-extending technology. With the further increase in the number of players, the range-extending field has become even more crowded, and the competition has also intensified. Why is range-extending technology gaining popularity in the new energy vehicle sector? From the perspective of users, range-extending vehicles that can run on both electricity and fuel eliminate the anxiety over range and charging. Currently, some consumers still have concerns about the range and charging of pure electric vehicles. Range-extending vehicles, however, can be driven by electricity and generate power from fuel when the battery is low, significantly reducing range anxiety. They offer the pure electric driving experience while avoiding the charging limitations of pure electric vehicles. Compared with pure electric vehicles, range-extending vehicles do not rely on a dense charging network and are suitable for both urban commuting and long-distance travel, especially for users with limited charging conditions. From the perspective of enterprises, the technical threshold for range extender technology is relatively low, and the research and development cycle is short. Compared with the brand-new development of pure electric platforms, range extender technology can be optimized based on the existing fuel vehicle architecture, reducing research and development costs. Meanwhile, the range-extending system structure is simpler than that of plug-in hybrids, without the need for complex transmission matching, and is easier to achieve large-scale production. From a market perspective, brands like Li Auto and AITO have demonstrated that extended-range vehicles enjoy high acceptance in the high-end market, with consumers willing to pay a premium for the "pure electric experience without range anxiety." Data from the Passenger Car Market Information Joint Branch of the China Automobile Dealers Association shows that from 2021 to 2024, sales of extended-range models grew by 218%, 130%, 154%, and 70.9% respectively, far outpacing the growth rates of pure electric vehicles and fuel vehicles during the same period. Of course, extended-range technology is not without its drawbacks. For instance, although extended-range vehicles offer smoothness close to that of pure electric vehicles, they have pain points such as high fuel consumption, insufficient power, and obvious noise and vibration when the battery is low. To address these issues, the new generation of extended-range vehicles all adopt larger batteries to reduce the frequency of engine intervention; optimize the efficiency of the range extender to lower fuel consumption when the battery is low; and refine the oil-electric switching strategy to enhance quietness. Although "large battery + small fuel tank" has become the mainstream of the new generation of range-extending technology, industry insiders point out that the battery of range-extending vehicles is not necessarily the larger the better. A larger battery is a double-edged sword. While it provides better range, it also means higher costs, higher prices, and a heavier vehicle body, which will affect handling. Whether the improvement of range-extending technology is as excellent as car manufacturers claim remains to be seen. However, it can be predicted that in the field of new energy vehicles, technologies such as range extension, pure electric, and plug-in hybrid will coexist for a long time. The range extension technology is not perfect, but in the current stage where the charging infrastructure and battery technology are not yet fully mature, it offers a solution that balances range, cost, and driving experience. In the future, as ultra-fast charging becomes widespread and solid-state batteries are mass-produced, pure electric vehicles may gradually replace range-extended vehicles, but in the short term, range extension will still be an important transitional option. Declaration: This article comes from Economic Information Daily.If copyright issues are involved, please contact us to delete.

Nowadays, intelligent driving functions have almost become a "standard feature" for many new energy vehicles. However, in reality, many car manufacturers play "word games" when promoting their products, deliberately blurring the boundaries between "assisted driving" and "autonomous driving", misleading consumers into thinking they can drive with their hands off the wheel. But this is not the case. Besides "arbitrarily designing marketing slogans", some car manufacturers have also modified vehicle performance parameters through OTA (Over-The-Air) updates without authorization, causing damage to the rights and interests of car owners. To address various chaos in the industry, the State Administration for Market Regulation and the Ministry of Industry and Information Technology have recently jointly released the "Notice on Strengthening the Supervision and Management of Product Recall, Production Consistency and Standardizing Publicity of Intelligent Connected New Energy Vehicles (Draft for Comment)", which covers four major aspects including vehicle recall, production consistency, commercial publicity and incident accident reporting. The aim is to build a bottom line of product safety through full-chain supervision and guide the healthy development of the industry. It is worth noting that compared with previous policies, the new regulations have a more severe tone, with the word "shall not" appearing six times - including "shall not push software versions that have not been fully tested and verified to users" and "shall not hide defects through OTA, that is, remote online upgrades", etc. Furthermore, the new regulations also clearly stipulate that enterprises must not imply to consumers in the combination of driving assistance systems, function naming, and marketing promotion that they can be regarded as autonomous driving systems, in order to prevent drivers from abusing them. So apart from these, what other specific measures does the new regulation have in terms of ensuring user safety? Huang Jinjing, director of the Traffic Management Regulations Research Department of the Road Traffic Safety Research Center of the Ministry of Public Security: The so-called autonomous driving vehicles currently available on the market are actually assisted driving vehicles. In terms of legal definition, assisted driving does not relieve the driver of their obligations. The driver must abide by all the laws and regulations that ordinary drivers need to follow. Therefore, even if you have activated the so-called intelligent driving function while driving, you still need to keep both hands on the steering wheel, keep your eyes on the road conditions, and be ready to take over the vehicle at any time. In response to the current chaos in the industry regarding the promotion of functions, the draft for comments clearly stipulates that when enterprises provide consumers with information about the driving automation level, system capabilities, and system boundaries of intelligent connected new energy vehicles, they must be true and comprehensive. They are not allowed to make false or exaggerated claims about the system capabilities or engage in misleading promotions to ensure that consumers correctly understand and drive intelligent connected new energy vehicles. In the naming and marketing promotion of combined driving assistance systems or functions, enterprises must not imply to consumers that they can be regarded as autonomous driving systems or possess functions that they do not actually have, to prevent drivers from abusing them. Experts say that this is drawing a red line for false promotion, which can better ensure the safety of passengers, and prompt enterprises to abandon marketing gimmicks and focus on technological research and development and product optimization. OTA, or Over-the-Air update, has always been a matter of widespread concern among consumers. Previously, some car manufacturers have unilaterally modified vehicle performance parameters such as battery range and power output through OTA updates, or pushed untested software versions without informing users, causing damage to user rights and interests. In addition, some car manufacturers have used OTA updates to cover up hardware or software defects in vehicles, conceal vehicle safety hazards, and avoid traditional recall procedures. In this regard, the draft for comments states that OTA upgrade activities cannot be carried out without filing, and software versions that have not been fully tested and verified cannot be pushed to users. OTA cannot be used to conceal defects. It is necessary to ensure that the intelligent connected new energy vehicle products equipped with combined driving assistance systems produced by enterprises are consistent with the approved products, and enterprises should bear the responsibility for product safety. For enterprises that frequently carry out OTA upgrade activities, the State Administration for Market Regulation will conduct key spot checks and special verifications. Xiong Lu, the dean of the School of Automotive Studies at Tongji University: After cars achieve autonomous driving, there may be multiple functional issues or certain product functions set by enterprises in the early stage may have defects. Instead of delving into the root causes of these defects and reporting them, enterprises may cover up the problems through OTA. Moreover, in the current market environment, as enterprises continuously carry out OTA upgrades, the new added functions may also have defects. Once defects occur, enterprises may cover up the defects of the previous upgrade through subsequent OTA upgrades. The purpose of this new regulation is to standardize the OTA behavior of enterprises, precisely to prevent disorderly competition among enterprises. This regulation targeting OTA behavior will help reduce and even prevent such disorderly OTA upgrade behaviors by enterprises. It is understood that the public can provide feedback through official channels before September 15. Experts say that after the final policy is implemented, it is expected to establish clearer development rules for the intelligent connected new energy vehicle industry and achieve a balance between "technological progress" and "safety and controllability". Declaration: This article comes fromChina National Radio. If copyright issues are involved, please contact us to delete.

Global power battery companies have handed in their first-half “report cards.” Recently, Korean market analysis agency SNE Research released data showing that in the first half of 2025, the total installed capacity of power batteries in newly registered electrified vehicles worldwide (including hybrids, plug-in hybrids, and pure electric vehicles) reached 504.4 GWh, a year-on-year increase of 37.3%. From the top ten list of global power battery installations, Asian companies still occupy an absolute advantage. The pattern of six Chinese companies, three Korean companies, and one Japanese company has not changed. However, compared with the overall ranking in 2024, SVOLT has replaced Sunwoda in the top ten. In terms of market share, Chinese power battery companies are still steadily increasing their share, while the market share of Korea’s three major battery manufacturers and Japan’s Panasonic continues to decline. Specifically, in the first half of the year, the combined market share of the six Chinese companies reached 68.9%; for full-year 2022–2024, the figures were 60.4%, 63.5%, and 67.1%. The combined market share of Korea’s three major battery manufacturers in the first half was 16.4%, down 5.4 percentage points from the same period last year, and Samsung SDI was the only company among the top ten to see a year-on-year decline in installations. In addition, Panasonic, a main battery supplier to Tesla, also grew at a rate below the industry average. Domestic and Overseas “Blooming” in TandemChinese Companies’ Share Continues to Rise According to SNE Research’s statistics in recent years, from 2017 to 2024 global power battery installations achieved steady, high-speed growth, at 59 GWh, 100 GWh, 118 GWh, 148 GWh, 308 GWh, 515 GWh, 710 GWh, and 899 GWh, with a compound annual growth rate of 47.5%. Among them, the first half of 2024 was 367 GWh, while the first half of this year was 504.4 GWh, an increase of 37.3%. Maintaining such high growth owes much to Chinese power battery companies. In the first half of this year, the six Chinese companies in the global top ten—CATL, BYD, CALB, Gotion High-Tech, EVE Energy, and SVOLT—held a combined market share of 68.9%. In particular, CATL and BYD, with market shares of 37.9% and 17.8% respectively in the first half, were far ahead of other peers. If we include other Chinese companies outside the top ten, China’s share of the global power battery market exceeds 70%. Specifically, CATL firmly held the top spot, with 190.9 GWh of installed capacity in the first half, up 37.9% year-on-year. Not only do numerous Chinese automakers such as Zeekr, AITO, Li Auto, and Xiaomi purchase batteries from CATL, but international automakers including Tesla, BMW, Mercedes‑Benz, and the Volkswagen Group also use CATL batteries. Judging from CATL’s recently released financial report, in the first half of the year the company showed strong performance across multiple dimensions such as revenue, profits, installed capacity, technological innovation, and global footprint. Revenue reached 178.9 billion yuan, up 7.3% year-on-year; net profit was 30.5 billion yuan, up 33.3%. Meanwhile, CATL successfully listed on the Hong Kong Stock Exchange, formally establishing an “A+H” international capital platform. The company also moved quickly on new products. In passenger vehicles, it released the second‑generation Shenxing superfast‑charging battery, the Xiaoyao dual‑core battery, and the “Na‑Xin” sodium battery; in commercial vehicles, it launched the Na‑Xin integrated start‑stationary battery and the Kunshi chassis. Unlike CATL, BYD’s batteries are mainly used internally. Its rise in installed volume benefited from its continuously growing EV sales. In the first half of this year, BYD’s cumulative EV sales were about 2.146 million units, up 33% year-on-year. The carefully laid multi‑brand strategy is showing good synergy effects. It is worth mentioning that among the global top ten power battery companies in the first half, the fastest growth came from Great Wall Motor–affiliated SVOLT. Its installed capacity reached 12.9 GWh, soaring 107.7% year‑on‑year, making it the only company on the list to achieve triple‑digit growth. SVOLT originated from the power battery division established by Great Wall Motor in 2016, and its main customers include Great Wall Motor, Geely, Stellantis, Leapmotor, and BMW MINI. The explosive growth of SVOLT’s installed capacity in the first half was due in part to its expanding cooperation with European automakers. Previous data indicated that SVOLT has cumulatively supplied 128,000 battery packs to Stellantis and 110,000 sets to BMW MINI. Not long ago, SVOLT won a new battery program for the smart brand and will supply lithium‑iron‑phosphate short‑blade batteries to smart worldwide. In China, SVOLT supplies short‑blade batteries for models such as the Geely Galaxy E5, the Great Wall Ora Lightning Cat, and Baidu’s Apollo Go autonomous‑driving model Yichi 06. Another Chinese company worthy of attention is Gotion High‑Tech, which posted the second‑highest growth among the top ten. In the first half, its installed capacity reached 17.9 GWh, a year‑on‑year surge of 85.2%, and its market share rose from 2.6% in the same period last year to 3.6%. Of course, the greatest support for the increase in Chinese companies’ battery installations still comes from the domestic market. According to statistics from the China Association of Automobile Manufacturers, driven by trade‑in subsidies, in the first half of this year China’s NEV production and sales reached 6.968 million and 6.937 million units, respectively, up 41.4% and 40.3% year‑on‑year. Weakened Customer DemandKorean and Japanese Companies Show Sluggish Growth Compared with Chinese companies, in recent years the global market share of Korea’s three major battery manufacturers has been gradually declining, which is related to changes in demand in their main markets and among major customers. The Korean trio mainly rely on the European and U.S. markets and OEM clients there, but since the second half of 2023 those EV markets have clearly cooled. Moreover, an increasing number of European and U.S. customers, seeking to reduce costs and diversify risk, have chosen to hand part of their orders to Chinese companies. As a result, the performance of Korean battery manufacturers has naturally been affected, and their market shares have declined. In the first half of this year, LG Energy Solution’s installed capacity was 47.2 GWh, with a year‑on‑year increase of only 4.4%, significantly lower than the industry average. This caused its market share to fall from 12.3% in the same period last year to 9.4%. SK On’s installed capacity was 19.6 GWh, up 10.7% year‑on‑year. Samsung SDI even recorded a decline in installed capacity, from 17.4 GWh in the same period last year to 16 GWh now. Overall, in the first half of this year the combined market share of the three major Korean battery manufacturers was 16.4%, whereas for full‑year 2023 and 2024 the figures were 23.1% and 18.4%. Looking at the supporting vehicle models, LG Energy Solution’s batteries are mainly used in vehicles under Tesla, Chevrolet, Kia, and Volkswagen. SNE Research pointed out that in the first half of the year, the decline in sales of Tesla models led to a 28.9% year‑on‑year decrease in Tesla’s use of LG Energy Solution’s power batteries. Fortunately, the hot global sales of the Kia EV3 and the growth in North American sales of Chevrolet’s Explorer EV, Blazer EV, and Silverado EV became the main drivers of growth in LG Energy Solution’s installed capacity. By contrast, SK On’s batteries are mainly used in models under Hyundai, Kia, Mercedes‑Benz, Ford, and Volkswagen. After facelifts, the Hyundai IONIQ 5 and Kia EV6 saw sales gradually recover, and with stable sales of the Volkswagen ID.4 and ID.7, SK On’s installed capacity increased. However, slowing sales of the Ford F‑150 Lightning caused Ford’s use of SK On’s power batteries to drop 13.4% year‑on‑year. Samsung SDI’s main customers are BMW, Audi, and Rivian. BMW’s key EV models—the i4, i5, i7, and iX—all use Samsung SDI batteries. Among them, sales of the best‑seller i4 declined, resulting in a 5% year‑on‑year drop in BMW’s use of Samsung SDI power batteries. In addition, although sales of Rivian’s R1S and R1T in the U.S. remained stable, the newly launched standard‑range versions are equipped with Gotion High‑Tech’s LFP batteries, reducing Samsung SDI’s share in Rivian’s battery supply. However, with the start of sales of the Audi Q6 e‑tron, Audi’s use of Samsung SDI’s power batteries increased 8.8% year‑on‑year. Besides Korea’s big three, the market share of Japan’s Panasonic is also declining. In the first half of this year, Panasonic ranked sixth with 18.8 GWh of installed capacity, a year‑on‑year increase of 14.4%, below the industry average, and its market share fell from 4.5% in the same period last year to 3.7%. As is well known, Panasonic mainly supplies batteries to Tesla, and Tesla’s sales this year have been less than ideal, especially amid continued weakness in Europe. In the first half, Tesla’s global sales were 720,800 units, down 13.3% year‑on‑year, which dealt a considerable blow to Panasonic. In addition to Tesla, Panasonic also supplies batteries to Japanese automakers such as Toyota, Subaru, and Mazda, but their pace of electrification is relatively slow and cannot provide much support to Panasonic in the short term. Seeking New Growth DriversPushing into Overseas Markets with Different Areas of Emphasis At present, both Chinese and Korean/Japanese manufacturers are vying for overseas opportunities to find new growth drivers. The difference is that Chinese companies are targeting Europe and Southeast Asia, while Korean and Japanese manufacturers are focusing on Europe and North America. Europe and North America are the world’s second‑ and third‑largest EV markets after China, but for well‑known reasons, Chinese companies face limitations in North America; thus Europe—home to numerous automakers—and Southeast Asia, which is vigorously advancing green transformation, have become popular destinations for Chinese investment. Take CATL as an example: it is steadily advancing construction of its Hungary plant, its Indonesia plant, and its joint LFP plant in Spain with Stellantis, accelerating its global strategy. Among these, the Hungary plant is CATL’s second production base in Europe after Germany and one of its most important overseas factories. Phase One is expected to start production by year‑end, at which point it can supply Mercedes‑Benz, BMW, Volkswagen, and other automakers, serving major European markets. In addition, CATL is also laying out battery recycling, planning to work with local governments to build a recycling system. The joint LFP battery plant in Spain with Stellantis is expected to begin trial production at the end of 2026, with a planned capacity of 50 GWh. In Indonesia, CATL is cooperating with local companies to invest in nickel resources and battery industry‑chain projects. Chinese battery companies including BYD, Gotion High‑Tech, EVE Energy, SVOLT, Envision AESC, and Sunwoda are likewise accelerating overseas factory construction. Among them, BYD’s vehicle plants in Brazil and Hungary are paired with battery pack assembly plants. EVE Energy’s Hungary plant is under construction and is expected to start production in 2027, focusing on 46‑series large cylindrical cells, initially supplying BMW’s “Neue Klasse” models and later covering other European automakers and the energy‑storage market. Sunwoda’s Hungary plant is expected to start production in the second half of 2026. As for SVOLT’s Thailand plant, and Gotion High‑Tech’s Germany and Thailand plants, they have already started production. Envision AESC’s France plant began production in June this year, and its second U.K. plant, as well as plants in Spain and Hungary, are under construction. Overall, the overseas deployment of Chinese power battery companies has shifted from “staking claims” to “intensive cultivation.” Through supply‑chain coordination, technological innovation, and localized operations, they are gradually building global competitiveness. Compared with Chinese companies, Korea’s three major battery manufacturers began their European deployments earlier, but they urgently need to cope with intensifying competition as local OEM supply chains diversify. In the United States, leveraging the Inflation Reduction Act passed in 2022, Korean battery manufacturers have built multiple battery plants jointly with GM, Ford, Stellantis, and other OEMs, some of which have already gone into production. Panasonic’s battery factories are mainly located in North America and Japan. It is worth noting that changes in U.S. policy are affecting the layouts of Korean and Japanese companies. SNE Research pointed out that after the passage of the U.S. “Big and Beautiful” Act, the previously generous clean‑energy tax credits under the Inflation Reduction Act were substantially curtailed, and the “Foreign Entity of Concern (FEOC)” rule was introduced, restricting the eligibility of batteries and raw materials linked to certain countries (particularly China) to receive tax credits. This has had far‑reaching ripple effects on the EV and battery industries. In response, Korean battery manufacturers are adopting medium‑ to long‑term strategies such as increasing local production capacity in North America, reducing reliance on Chinese raw materials, and strengthening localization of their supply chains. Panasonic is likewise striving to reduce its dependence on Chinese raw materials, increase local procurement, and seek new sources to enhance the stability of battery production. In addition, the United States will end its long‑standing EV subsidy policy at the end of September, and the EV market is expected to be affected. Combined with the fact that the U.S. EV market has underperformed previous expectations, some manufacturers have adjusted their U.S. battery investment projects. For example, Japanese media reported not long ago that due to uncertain market prospects, Panasonic has decided to postpone the timetable for full‑capacity production at its newly built U.S. battery plant; Envision AESC has also put its South Carolina battery plant project on hold; and CATL’s battery project with Ford in Michigan faces a risk of suspension. This reflects companies’ cautious attitudes toward market prospects. Expanding the Energy‑Storage BusinessBuilding a Second Growth Curve It is noteworthy that for mainstream battery manufacturers, competition in the EV market is becoming increasingly fierce. As global EV sales growth slows, power‑battery businesses have been affected to some extent, and the urgency of expanding into new businesses is becoming more pronounced. In this context, energy storage has become the second growth curve for many battery manufacturers, and its contribution to revenue is gradually increasing. Take SVOLT as an example: through large orders from Stellantis and BMW MINI, it has achieved large‑scale overseas deliveries and accumulated extensive experience in going global, while also accelerating cooperation with multiple overseas automakers and in energy storage and other fields. In the energy‑storage segment, SVOLT’s products have entered more than 30 countries, with over 200 cumulative projects. In just the first half of this year, SVOLT received more than 4 GWh of energy‑storage battery orders, over 50% of which were for export. The company plans to rapidly increase the share of overseas deliveries, with energy‑storage battery shipments expected to reach 5 GWh in 2025 and 8 GWh in 2026. CATL is following a similar path. Financials show that in the first half of this year, CATL’s energy‑storage battery systems revenue was 28.4 billion yuan, down 1.47% year‑on‑year; gross margin was 25.52%, up 1.11 percentage points year‑on‑year. It can be seen that CATL’s energy‑storage revenue slowed compared with last year but remained at a high level, accounting for about 16% of the company’s total revenue, with profitability steadily strengthening—already an important growth pole for the company. In May this year at the Intersolar Europe battery‑storage exhibition in Munich, CATL released the 9 MWh ultra‑large‑capacity energy‑storage system solution TENER Stack. In June, at its “Energy Storage 587 Technology Day,” CATL announced that its 587 Ah large‑capacity energy‑storage cell had officially entered mass production and delivery. CATL pointed out that, driven by countries’ clean‑energy transition goals—and as the proportions of wind and solar installations rise, the flexibility requirements of power systems increase, energy‑storage technology advances, and system costs decline—market demand for energy‑storage batteries continues to grow rapidly. EVE Energy, which is seeking a Hong Kong listing, stated clearly in its prospectus that the funds to be raised will be primarily invested in a 30 GWh power‑battery plant in Hungary and a 38 GWh energy‑storage battery project in Malaysia, accelerating its global capacity layout. Reportedly, the Malaysia energy‑storage project is positioned as a “multi‑scenario lithium‑battery production base that covers Asia and radiates to the world.” EVE Energy stated that capacity expansion will help it better capture the rapid growth opportunities in the global energy‑storage battery market and further consolidate its market position. Korean and Japanese manufacturers naturally do not want to miss the take‑off of the global energy‑storage market, especially in North America. In May this year, LG Energy Solution’s first energy‑storage battery plant in Michigan, USA, went into production, with a planned capacity of 16.5 GWh. The company plans to increase its North American energy‑storage battery capacity to 30 GWh by the end of 2026. Samsung SDI plans to convert part of its North American power‑battery lines to energy‑storage battery production to improve line utilization. Around the supply of LFP materials for the North American market, SK On recently signed a memorandum of understanding with Korean battery‑materials manufacturer L&F, hoping to accelerate entry into North America’s fast‑growing energy‑storage field. Panasonic also recently stated that in April–June this year, operating profit in its energy segment (which houses its battery business) increased 47% year‑on‑year to 31.9 billion yen. Panasonic noted that, driven by the AI investment boom, demand for energy‑storage systems for data centers “exceeded expectations,” bringing the company new growth opportunities.Declaration: This article comes from China Automotive News.If copyright issues are involved, please contact us to delete.

As the global automotive industry undergoes rapid transformation, China's automotive sector is at a critical juncture of upgrading and transformation.Recently, three major Chinese state-owned automotive enterprises—China FAW Group Corporation (FAW), Dongfeng Motor Corporation, and China Changan Automobile Group—have each outlined their development goals in an effort to gain an edge and stand out amid fierce global competition.According to Zhang Xiang, a guest professor at Huanghe Science and Technology College, the official announcements of these development goals not only demonstrate the firms’ strong confidence in their growth trajectories but also reflect their sense of responsibility and commitment as China’s “national team” in the automotive industry.Specifically, at a media briefing held by China Changan on July 30, Chairman and Party Secretary Zhu Huarong stated that the company’s strategic goal is to build a world-class automobile group with global competitiveness and independent core technologies. Over the next five years, China Changan plans to launch over 50 new energy vehicle (NEV) models globally, including more than seven high-volume global models (each exceeding 300,000 units), and build a comprehensive NEV brand matrix under Avatr, Deepal, and Changan. In the next decade, Changan will invest approximately RMB 200 billion in the new energy sector, adding a 10,000-person tech innovation team to drive technology exploration and product commercialization. “By 2030, Changan aims to achieve 5 million units in vehicle production and sales, with NEVs accounting for over 60%, and overseas sales making up more than 30%. The company also strives to rank among the world’s top ten auto brands,” Zhu said.On July 31, FAW held a party congress where Chairman and Party Secretary Qiu Xiandong announced that over the next five years, FAW will adhere to a single strategic positioning. The plan is to complete key adjustment tasks within about three years and lay a solid foundation for transformation within two more years. By 2030, FAW aims to achieve six key goals: total vehicle sales to exceed 5 million units, including more than 3 million intelligent connected NEVs; over 2 million in self-owned brand sales; over 1.5 million intelligent connected NEVs under self-owned brands; and over 700,000 units sold in overseas markets. Additionally, the average income growth of employees is expected to surpass the central SOE average, achieving mutual success in enterprise development and employee well-being.On August 1, Dongfeng’s newly established Yi Pai Technology held a strategic press conference. Chairman Yang Qing stated that Dongfeng will continue to balance passenger and commercial vehicles, coordinate self-owned and joint ventures, and accelerate the development of its NEV business. Building on the goal of 1 million self-owned NEVs, the company is now pushing toward 3 million NEVs, aiming to restore overall sales to 4 million units and strive for even greater achievements.“The strategic goals in key areas such as NEVs and globalization set by the three major state-owned auto enterprises are not isolated strategies, but deeply aligned with the national top-level design for automotive industry transformation,” said Lin Shi, Secretary General of the Intelligent and Connected Vehicles Branch of the China-Europe Association for Technical and Economic Cooperation.Starting in 2024, the State-owned Assets Supervision and Administration Commission (SASAC) of the State Council will separately assess the NEV businesses of the three auto SOEs. This policy change moves away from traditional profit-based evaluations and incorporates key indicators such as market share and technological innovation, providing crucial institutional support and growth momentum for the realization of these ambitious goals. It encourages bold innovation and active exploration.Zhang Xiang added that against the backdrop of the global shift toward new energy and intelligent mobility, China’s three major auto SOEs—with their strong technological capabilities, complete industrial layouts, and robust market influence—are leading the high-quality development of China’s automotive industry. They are helping China transition from an automotive powerhouse to an automotive superpower. With their demonstration effect, China’s automotive industry is set to shine brighter on the international stage, contributing more Chinese wisdom and solutions to the global auto industry.Declaration: This article comes from Securities Daily.If copyright issues are involved, please contact us to delete.