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Chinese automotive executives are touting safety features during the country's premier automotive show, after a high-profile crash involving assisted driving technology prompted regulators to clamp down on what they deemed "exaggerated" advertising.
Seres Group, which sells electric vehicles under the Aito brand, dubbed its Auto Shanghai news conference on April 23 an "intelligent safety launch event."
"Safety is the greatest luxury," said the company's president, He Liyang, stressing that the "safety of our users is our highest priority." He described the cars' technology as "intelligent assisted driving," a subtle but significant change from the broader "intelligent driving" he had used in the past.
Geely, the carmaker behind the Zeekr EV brand, said it invested RMB 2 billion (USD 280 million) to build what it calls the world's largest standalone safety testing facility, which will gradually begin operations at the end of this year. Local media reported that Gan Jiayue, CEO of Geely Auto Group, used the word "safety" 61 times during a 20-minute presentation at Auto Shanghai.
The more cautious wording and sharp focus on safety come after the Ministry of Industry and Information Technology told automotive industry representatives to stop "exaggerated or false advertising." According to minutes of the closed-door meeting, published by local media, they can no longer use words like "autonomous driving," "self-driving," and "intelligent driving" in their marketing.
The meeting followed a fatal highway crash involving Xiaomi's SU7 electric vehicle in late March. Xiaomi said the vehicle had been in "navigate-on-autopilot" mode when it approached road work and crashed into a concrete barrier at 97 kilometers per hour. The accident, which is still under investigation, killed three female passengers, according to local reports.
Unlike most of its peers attending Auto Shanghai, Xiaomi did not hold an opening-day news conference on April 23. Its low profile was a stark contrast to last year's show in Beijing, when CEO Lei Jun toured the venue and drew a huge crowd. The electronics company denied a report by Bloomberg that it will delay the launch of its new YU7 electric SUV, slated for June or July.
In mainland China, the majority of self-driving technologies are classified as Level 2, meaning drivers must keep their hands on the steering wheel at all times. China is actively pursuing Level 3 autonomous driving, which shifts liability from the driver to the automaker. Several companies are due to release Level 3-capable vehicles this year.
However, in Chinese, smart driving and self-driving are pronounced similarly, and some consider them synonymous. Photos and videos on Chinese social media appear to show drivers on highways falling asleep or playing video games with their vehicles in assisted driving mode.
These dangerous situations are "partly because of some car manufacturers over-promoting their product, partly because some of the consumers [are] probably abusing the system," said James Peng, chairman and CEO of Pony.ai, a company developing even more extensive Level 4 autonomous driving technology.
Speaking to reporters on the sidelines of Auto Shanghai on April 23, Peng said tighter advertising rules are "a good thing," as it is important to clarify drivers' responsibility. He was confident that the restrictions would not impact the development of his company, which announced a new generation of robotaxis at the automotive show and plans to have a fleet of 1,000 vehicles by the end of this year.
As recently as 2023, BYD founder Wang Chuanfu had told investors that "all that talk about autonomous driving is nonsense."
"One accident involving autonomous driving and the car becomes unsellable, and who takes the responsibility? It ends up being the consumer," said Wang at the time. "We believe autonomous driving will ultimately just be an advanced driver assistance system."
But in February this year, BYD started to deploy its <a title="" href="https://asia.nikkei.com/Business/Technology/BYD-aims-to-democratize-self-driving-tech-with-latest-God-s-Eye-system" target="_blank" rel="noopener">DiPilot autopilot system</a> in nearly all of its models to "democratize" self-driving tech. This reflected the rise of smart driving as a benchmark for Chinese automakers desperate for new sales points amid fierce competition—at least before the tragic Xiaomi SU7 crash.
In March, Geely Automobile Holdings CEO Gui Shengyue appeared to mock BYD's stance on smart driving, without naming its rival.
"Attitudes toward intelligent driving differ widely, some are genuinely commendable, while others are difficult to make sense of. Just a year ago, some critics dismissed autonomous driving as a scam. Now, they claim to democratize the technology," said Gui in a conference call.
In January, Geely's domestic sales surpassed BYD's. In March, it rolled out its new G-Pilot smart driving system.
Gui said his company's view was clear: "Without powerful computing, vast datasets and advanced models, intelligent driving, especially full autonomy, remains an illusion. In today's environment, we must treat autonomous driving with caution and respect. After all, safety is, and must remain, the core principle of automotive design."
Bill Russo, founder and CEO of Shanghai-based consultancy Automobility, said the technology had hit a "speed bump."
But he said that "China is, by nature, a market that experiments more and deploys in a way that encourages companies to learn. … There will be accidents."
This article first appeared on <a href="https://asia.nikkei.com/Business/Automobiles/Electric-vehicles/Chinese-EV-makers-pivot-to-safety-after-ban-on-exaggerated-ads">Nikkei Asia</a>. It has been republished here as part of 36Kr’s ongoing partnership with <a href="https://www.kr-asia.com/nikkei-teams-up-with-36kr-in-asia-tech-news-coverage/">Nikkei</a>.

Chinese EV makers pivot to safety after ban on "exaggerated" ads

Geely

Zeekr

East Asia

China

Transportation

Electric Vehicles

Mobility

Konka Group reported a strong start to 2025. On April 29, the company posted first-quarter revenue of RMB 2.544 billion (USD 356.2 million), a 3.32% increase year-on-year. Total profit jumped 141.79% to RMB 258 million (USD 36.1 million), a result that underscores the momentum behind Konka’s two-pronged strategy in consumer electronics and semiconductors.
This synergy is becoming more visible. In February, Konka’s Chongqing-based unit, Konka Optoelectronics, showcased its latest micro LED chips at the 2025 Global Mini/Micro LED TechDays event. The company has already achieved in-house development and volume production of RGB epitaxial wafers and micro LED chips, positioning it to meet a wide range of market needs.
A key milestone is Konka’s progress in red micro LED chips. It has refined vapor deposition, activation, and bonding processes, reportedly reaching a 98% bonding yield rate. That indicative performance ranks among the industry’s best and lays the groundwork for broader commercial adoption.
On the semiconductor side, Konka is building vertically from the ground up, from materials to packaging and testing. Its Hefei-based subsidiary, Konsemi, has developed full-stack capabilities for storage controller chips, covering everything from IP and hardware to firmware and system integration. That depth enables it to target supply chain bottlenecks and drive localization across the value chain.
The company’s micro LED ambitions rest on two pillars: chip development and mass transfer. It has assembled an end-to-end supply chain spanning epitaxial chips, packaging, display modules, and finished screens—accelerating the commercialization of micro LED devices.
These upstream gains are now feeding into downstream products. For example, the Aphaea A7 television series now features Konka’s in-house artificial intelligence chips. The TVs command higher price premiums, signaling stronger product differentiation.
This integration also improves time-to-market. Years of experience with consumer-facing products give Konka a nuanced understanding of how components are used, enabling better alignment between upstream design and downstream application.
Konsemi’s storage controller chips and modules now power a wide array of devices—across consumer, automotive, and industrial markets. Applications include robotics, automotive electronics, security cameras, Wi-Fi 6 routers, drones, smart terminals, augmented and virtual reality headsets, TVs, smartphones, tablets, projectors, and industrial automation platforms.
The rebound in consumer electronics semiconductors is another tailwind. Following a downturn in 2022 and 2023, shipments of smartphones, tablets, laptops, and wearables are ticking up. The pace quickened in late 2024 with the release of new products, lifting overall industry sentiment.
Localization trends are gaining ground too. Chinese chipmakers continue to advance in design, fabrication, and packaging. Domestic chips are increasingly used in consumer electronics, further fueling sector growth.
Meanwhile, China’s household appliance market is hitting saturation—with penetration above 95%—shifting the industry dynamic from growth to zero-sum competition. In 2023, the top five white goods makers lost 4.2% in combined market share, a sign that single-product moats are eroding.
That raises the bar. Future winners will be those that build full-stack capabilities, and competition will depend on three areas:
<ul>
<li aria-level="1">First is technical depth. Companies must move beyond end products and develop upstream core components—creating a chip-to-module-to-device innovation loop. Konka has carved out defensible IP in gallium nitride power devices and MEMS (microelectromechanical system) sensors.</li>
<li aria-level="1">Second is ecosystem integration. Konka is aligning semiconductor advances with smart home platforms, transitioning from hardware sales to service-driven models built on integrated cloud-edge-chip architectures.</li>
<li aria-level="1">Third is defining next-gen use cases. As AI hardware matures, scalable commercialization will increasingly rely on breakthrough form factors. Konka is already deploying 1,530-micron-level chips across automotive and wearable devices.</li>
</ul>
These moves reflect a broader shift toward chip self-sufficiency. By localizing controller chips in its smart TVs, Konka has gained flexibility to respond quickly to market trends. Its evolution—from holding core patents to setting industrial standards—has allowed it to avoid the trap of commoditized competition.
While peers continue to compete on display sizes, Konka has tackled key barriers to 8K video performance by building its own chips. Meanwhile, the focus continues to shift from hardware specs to holistic user experience.
Ultimately, Konka’s two-track strategy is not just about product diversification. By treating semiconductors as the “operating system” of the industry, it seeks to redraw the map for what a traditional appliance company can be—and build new moats that others may find difficult to cross.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3273465238544768">article</a> was written by 36Kr Brand.

From TV maker to chip innovator, Konka delivers record profit jump in Q1

Hardware

<a href="/company/huawei">Huawei</a> officially introduced a new <a href="/industry/ai">artificial intelligence</a> deployment framework for the manufacturing sector on April 28, during an industry summit held in Guangzhou. The methodology includes a three-layer infrastructure model, five stages of AI maturity, and an eight-step implementation roadmap—designed to help enterprises integrate AI across both strategic planning and operational workflows.
Alongside the framework, Huawei also released 20 AI-powered solutions spanning seven manufacturing scenarios.
Liu Chao, vice president of Huawei and CEO of its manufacturing and large enterprises business unit, said the company's full-stack AI infrastructure is built to accommodate a wide range of manufacturing use cases, significantly lowering barriers to industrial AI adoption.
Working with partners, Huawei has developed modular AI solutions across segments including automotive equipment, mechanical electronics, pharmaceuticals, and light industry—as well as emerging fields like embodied intelligence.
One case in point is Huawei’s partnership with GAC Group. Together, the companies have built a smart R&amp;D platform to streamline vehicle design and engineering. Traditionally, it takes two to three years to bring a new car from concept to production. By integrating Huawei’s large language models (LLMs) and AI-driven toolchains, that timeline could be halved—from 36 months to just 18. This agility marks a major leap forward in product development.
At the summit, GAC and Huawei launched the smart R&amp;D solution and announced a pilot program to begin scaling the platform across operations.
The rise of LLMs has prompted Huawei to incorporate AI more deeply across its internal and customer-facing workflows. Feng Rui, deputy director of Huawei China’s smart manufacturing unit for government and enterprises, said Huawei has consolidated more than 13 million technical documents, 10,000 API manuals, and 8.5 million open-source code repositories into a unified R&amp;D data platform.
This foundation supports Huawei’s proprietary AI assistant and development-focused LLM. Feng noted that tasks like releasing a new software version—which previously took 9 to 18 months—could now be completed on a monthly cycle.
The demand for AI model deployment has surged following the debut of DeepSeek. According to Guo Zhenxing, vice president of Huawei’s enterprise business in China, over 300 companies are planning to deploy large models in 2025.
Some have already moved fast. FAW Group has boosted coding efficiency by 30% using DeepSeek’s capabilities. Guangzhou Pharmaceuticals Corporation built a knowledge base that spans R&amp;D, sales, and medical research, enabling faster knowledge reuse and applications like AI-powered search and competitive analysis.
whereRelatedArticle
Huawei has optimized DeepSeek across its Ascend platform, supporting everything from pre-training and fine-tuning to reinforcement learning and inference. The platform is designed for rapid secondary training and customization of large models.
Performance tuning has been a key focus. Huawei has aligned computing resources with model workloads, citing compatibility with advanced techniques such as model tensor parallelism (MTP), model layer aggregation (MLA), and scalable parallelism for expert models.
On the ecosystem front, Huawei has open-sourced its entire software stack for Ascend—from the CANN (compute architecture for neural networks) kernel to the high-level MindSpore AI framework. More than 100 partners in manufacturing have already built DeepSeek-powered applications on Ascend to address diverse industry needs.
The summit also featured breakout tracks focused on sectors like automotive, electronics, new energy, and computing components, offering industry-specific discussions on AI deployment.
Looking ahead, Guo said Huawei will continue supporting digital transformation across enterprises. In 2025, the company plans to deepen its end-to-end AI offerings—spanning data collection, transmission, storage, computing, management, and application—by delivering a unified intelligent infrastructure stack across connectivity, compute, storage, and platforms.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3272321127112839">article</a> was written by Deng Yongyi for 36Kr.

Huawei introduces new AI framework for manufacturers at Guangzhou summit

Huawei

… like Rakuten in Japan. Meituan is building a system where every user can benefit and level up based on their spending. Airline loyalty programs are similar, but only apply to flying. Ours spans verticals.
<h3>36Kr: Why not follow those two models?</h3>
ZM: Because we’re targeting the entire user base. Every level needs to feel worthwhile.
Merchants can use our system to segment and target their customers. That opens up a much bigger roadmap.
<h3>36Kr: Is traffic still being funneled from food delivery?</h3>
ZM: I wouldn’t call it funneling. High-frequency businesses like food delivery are (figuratively speaking) natural springboards. The worry was that vouchers might cannibalize food delivery, but in fact, users bought more of them.
<h3>36Kr: Are newer services like Meituan Youxuan integrated yet?</h3>
ZM: Talks are still ongoing. But eventually, there will be one membership across all of Meituan. Old vertical-specific memberships—bike, hotel—will likely shed the “membership” label. Integration is underway, but it takes time.
<h3>36Kr: Are you asking each unit to contribute perks?</h3>
ZM: It’s not just about contributing perks, but helping each business line to reframe how user operations are managed under this new system.
<h3>36Kr: Is there resistance? Are there any business units reluctant to join?</h3>
ZM: There are always challenges, but a lot of business units feel the pain themselves. Coming from food delivery, I understand. When you’re running a business, you often find you can’t offer the best perks to your best users.
<h3>36Kr: Can you give an example?</h3>
ZM: Pricing, for one. Legally, businesses can’t discriminate on price. But merchants want to offer better deals to high-value customers. Businesses also want their subsidies to target real loyal users, not just those chasing deals. Memberships allow that kind of precision.
So we’re giving each business a new toolkit, not asking them for favors. Now, demand for integration is outpacing supply.
<h3>36Kr: Which units are moving fastest?</h3>
ZM: Food delivery, flash sales, and lodging have all contributed strong benefits. We're starting with lighter initiatives—weekly flash campaigns by membership tier, for example—and collecting data to refine the system before heavy product development.
<h3>36Kr: In your research, what’s the main pain point for merchants?</h3>
ZM: Probably the wastage of marketing resources on the wrong users. Promotions often attract “bargain hunters” who disappear when the deals end. Industries are stuck in price wars they don’t want. Memberships can help merchants invest more efficiently in real loyal users.
<h3>36Kr: So this is about user stratification?</h3>
ZM: Exactly—making stratification visible. Merchants can choose which tiers to reward. Users feel incentivized not to let perks expire. It drives better cross-vertical behavior. That's why I believe Meituan has a real shot at becoming a ubiquitous membership program—because it spans more lifestyle areas than any single vertical.
<h3>36Kr: Could this shift ad spending to Meituan?</h3>
ZM: Indirectly, yes. Merchants have two buckets of marketing spend: buying traffic (ads) and offering direct subsidies (discounts). Right now, membership mainly optimizes the subsidy side. Ad spending could be next, but that’s not the immediate focus.
<h3>36Kr: What does the ideal perks system look like in your mind?</h3>
ZM: We’re starting with discounts and savings because it’s simple and tangible. But in the long term, we’re moving toward services and experience-based perks. I can imagine a future where you flash your Meituan membership card offline—at a hotel, a restaurant, wherever—and receive instant upgrades or bonuses based on your tier.
<h3>36Kr: Will the membership ever become a paid product?</h3>
ZM: For consumers, no. For businesses, it’s not positioned as a profit center right now either. Our mission is to strengthen user engagement and drive business growth.
In the future, though, if we can help brands and merchants connect with millions of China’s best, most affluent consumers, the commercial potential will be enormous. If we choose to monetize, there are plenty of models available—but that’s not today's concern.
<h3>36Kr: What is Meituan’s management prioritizing when it comes to membership?</h3>
ZM: Any long-term, meaningful initiative starts with a high degree of ambiguity. Even for me, my focus evolved over the past three months.
Today, we have a shared vision that energizes everyone, and at least one method that makes sense. We’re not obsessing over monthly metrics like the number of perks or members.
<h3>36Kr: How has your thinking changed?</h3>
ZM: Initially, I was tempted to set hard KPIs, targets. But through continuous discussions, I realized that would constrain us too early. I’ve become much more relaxed—and more ambitious—about the project.
<h3>36Kr: You called it an S-level project. What does that mean in Meituan?</h3>
ZM: It means strong resourcing in terms of budget, leadership attention, and pace of decision-making. Compared to other S-level initiatives, the membership initiative is probably “SSS-level.” It’s rare to have a project that’s so strategic, so well-resourced, and given so much patience.
<h3>36Kr: Are there competitive considerations behind this push?</h3>
ZM: Of course. Every sector has its rivals. The real power of Meituan’s membership is that it cuts across verticals. When you face competition in travel, dining, or services, a cross-category membership brings cumulative advantages that single-vertical competitors can’t match.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3262981102157568">article</a> was written by Ren Cairu for 36Kr.

Meituan rolls out cross-category membership in shift to retain users

On-demand Services

E-commerce

Ride-hailing

Food Delivery

Grocery Delivery

Retail

Consumer Economy

… This <a href="https://36kr.com/p/3272116824416645">article</a> was written by Li Xiaoxia for 36Kr.

Mingming Henmang files for IPO as China’s snack wars enter next phase

Consumer Services

Malaysia and Singapore are accelerating the rollout of their new joint special economic zone in a bid to hedge against rising global trade uncertainty under US President Donald Trump's administration.
Zafrul Aziz, Malaysia's minister of investment, trade, and industry, said last week that the need for the Johor-Singapore Special Economic Zone (JS-SEZ) and the economic interlinkage between the two Southeast Asian neighbors are now more crucial than before.
"[Trump's] '<a title="" href="https://asia.nikkei.com/Economy/Trade-war/How-Trump-s-Liberation-Day-tariffs-impact-Asia-5-things-to-know" target="_blank" rel="noopener">Liberation Day</a>' is a reminder that in the face of geoeconomic and geopolitical uncertainties, we must accelerate reforms," said Zafrul during his keynote at the JS-SEZ Joint Business and Investment Forum in Johor state's capital city of Johor Bahru. "The need for JS-SEZ and our country's economic interlinkage is now more important than ever. In fact, greater than ever."
In January, the two countries <a href="https://asia.nikkei.com/Economy/Malaysia-Singapore-economic-zone-to-focus-on-aerospace-medical-devices">formally agreed</a> to develop the special zone, aiming to build up high-value industries such as healthcare and semiconductors, which they hope will benefit both nations. New investment in the special zone—which covers 3,571 square kilometers—is offered incentives by the Malaysian government, such as tax breaks, subject to specific conditions.
The SEZ targets 50 major projects in its first five years and 100 by 2035, building on the traditional "twinning" model between the two nations—in which companies locate high-end R&amp;D and global business functions in Singapore while housing manufacturing and logistics in Johor.
Already, according to Johor's chief minister Onn Hafiz Ghazi, the zone secured MYR 27.4 billion (USD 6.4 billion) in investment approvals in the first quarter of 2025 and another MYR 23 billion (SGD 5.4 billion) is in the pipeline for April.
"Through the establishment of the Invest Malaysia Facilitation Centre Johor (IMFC-J), we have streamlined our investment processes. … We have introduced a fast-track mechanism that significantly reduces bureaucratic delays for priority investments," the chief minister said.
He added that the facilitation center is currently handling 42 projects under accelerated processing, which can now be achieved in 13–14 months, compared with two years prior. "This is not just about efficiency. It is a clear signal to investors: Johor is serious, responsive, and ready," he said.
With the US tariff threats looming, he proposed at the forum two initiatives to strengthen the special zone's competitiveness. One is the establishment of a Johor "regulatory sandbox," a supervised, flexible space to test innovative technologies, policies, and business models in sectors. The sandbox would offer time-bound regulatory exemptions to fast-track development, overseen by federal and state agencies under the IMFC-J.
Ghazi also proposed the creation of an ASEAN industrial park within the zone, tailored to attract high-value investments from the Regional Comprehensive Economic Partnership (RCEP) member countries, which include ten ASEAN states, China, Japan, South Korea, Australia, and New Zealand. The park would focus on advanced manufacturing, green technology, and digital sectors, offering custom incentives like tax breaks, simplified talent mobility, and relaxed fund repatriation rules.
At the forum, Singapore deputy prime minister and minister for trade and industry Gan Kim Yong warned that the renewed US-China tariff escalation risks destabilizing the rules-based multilateral trading order, and smaller economies will always be at the losing end, "at the mercy of larger powers."
"But in every crisis, there are opportunities. … As businesses begin to reconfigure their production and supply chain arrangements, new opportunities will emerge—for those who are nimble and fast to adapt to the new landscape," Gan said.
He pointed out that several companies are already capitalizing on the SEZ's twinning model. <a title="" href="https://asia.nikkei.com/Economy/Singapore-companies-seek-early-deals-in-new-Johor-special-zone" target="_blank" rel="noopener">Archisen</a>, a Singapore-based agritech firm, is collaborating with Johor's FarmByte to build a smart indoor vertical vegetable farm in Nusajaya Tech Park, and it's expected to yield over 300 tons of leafy vegetables annually.
Agrocorp is partnering with Japan's Megmilk Snow Brand to set up a facility in Johor to produce 6,000 tons of plant-based protein from climate-resilient crops. South Korea's SPC Group, which controls bakery chain Paris Baguette, has anchored its halal manufacturing in Johor and established its regional headquarters and innovation center in Singapore to support research and product development.
Singapore's Economic Development Board (EDB) managing director Jermaine Loy called for economic integration between the two nations.
"Amid global uncertainty, it's crucial that Malaysia and Singapore stay open to trade and investment. Regional economic integration matters now more than ever, and it is proof that we can succeed together, not alone," he said. "The fundamentals are strong. But what matters is delivery."
This article first appeared on <a href="https://asia.nikkei.com/Economy/Malaysia-Singapore-play-up-joint-economic-zone-amid-US-tariff-worries">Nikkei Asia</a>. It has been republished here as part of 36Kr’s ongoing partnership with <a href="https://www.kr-asia.com/nikkei-teams-up-with-36kr-in-asia-tech-news-coverage/">Nikkei</a>.

Malaysia, Singapore play up joint economic zone amid US tariff worries

Singapore

Malaysia

Southeast Asia

At this year’s Auto Shanghai, <a href="/company/geely">Geely Holding Group</a> announced a major follow-up to the merger of Zeekr and Lynk &amp; Co. This time, it’s consolidating its battery business.
Sources at 36Kr confirmed that Geely’s battery-related assets have been merged and reorganized under a new entity, informally referred to as Jiyao Tongxing.
The company combines legacy units—such as its “golden battery” and Shendun short blade batteries—under a unified brand: Shendun Golden Battery. In this structure, “Shendun” denotes Geely’s in-house battery safety architecture, while “golden” refers to the group’s core battery cell technologies.
Jiyao Tongxing now holds the largest short blade battery production capacity in the industry, operating six smart manufacturing bases across China.
This consolidation aligns with a broader restructuring directive issued in a year-end message from chairman Li Shufu, signaling a shift toward tighter internal integration across the group. The long-term strategy is anchored by a model comprising two horizontals and seven verticals:
<ul>
<li aria-level="1">The two horizontals refer to platform-level integrations. The Zeekr and Lynk &amp; Co brands are being unified under Zeekr Technology Group, with Zeekr positioned in the premium segment and Lynk &amp; Co targeting the broader market. Similarly, Geometry and the London EV Company (LEVC) are being folded into the Galaxy brand, while Radar Auto joins Geely Auto.</li>
<li aria-level="1">The seven verticals represent coordinated efforts across key technology areas: vehicle architecture, electronic and electrical architecture, autonomous driving, smart cockpit systems, electric drive systems, power batteries, and hybrid powertrains. The battery business consolidation falls under this vertical alignment.</li>
</ul>
<h3>Integration to reduce costs and boost efficiency</h3>
Battery integration has been underway since the year-end directive. As Jiyao Tongxing vice president and chief strategy officer Zheng Xin told 36Kr, the effort went far beyond a simple rebrand. It encompassed all of Geely’s internal battery operations, including personnel, supply chains, R&amp;D, and production capacity.
“It’s a full-chain integration,” said Zheng, adding that the process took three to four months and is now essentially complete.
Under Jiyao Tongxing, Geely has brought together all of its battery-related entities, including Yaoning, Jidian, and Yaoneng. It may also take over management of Geely’s battery joint ventures with CATL and Sunwoda.
“As of now, we’ve completed the management-level integration. Going forward, Geely’s battery business will operate through a single entity,” Zheng said.
Jiyao Tongxing’s battery lineup centers on lithium iron phosphate (LFP) short blade cells—known internally as “golden batteries”—which will first power Zeekr models and later expand to mainstream offerings such as the Galaxy E5.
“In the current industry landscape, short blade batteries are mostly reserved for premium models. We’re aiming to change that,” Zheng said.
Jiyao Tongxing plans to focus its product roadmap on a small number of high-volume models—no more than ten SKUs, with each targeting a minimum production capacity of five gigawatt-hours. The strategy is to build cost and performance advantages by concentrating resources on flagship products in clearly defined segments.
Currently, short blade batteries account for approximately 90% of Jiyao Tongxing’s total output.
By consolidating internal resources, Geely expects to lower vehicle costs—not just through internal supply synergies, but also by streamlining the upstream supply chain.
Zheng cited an example: scaling up LFP output traditionally involves multiple firing rounds that can cost an extra RMB 2,000–3,000 (USD 280–420) per ton. But by optimizing furnace design during new capacity builds, that cost can be reduced to around RMB 1,000 (USD 140).
This kind of supply-side efficiency is central to Geely’s battery strategy: standardize specifications, scale production, and drive down marginal costs to establish a self-reinforcing industrial cycle.
<h3>Enhancing battery safety</h3>
The Shendun brand now consolidates Geely’s battery safety and core cell technologies under one banner. It will include three versions: a superfast-charging model for 800V platforms, a high energy density version for 400V systems, and a hybrid variant compatible with both.
The aim is to deliver uncompromising safety. “Whether it’s a RMB 30,000 (USD 4,200) car or a RMB 1 million (USD 140,000) car, safety is non-negotiable,” Zheng said.
Geely will clearly label vehicles equipped with golden battery cells and Shendun safety systems. Since it still sources cells from other providers, the group also plans to disclose specific suppliers in Shendun-equipped models.
“Regardless of the cell provider, the safety system remains consistent,” Zheng said.
Jiyao Tongxing’s development will continue to prioritize LFP chemistry and short blade architecture to balance safety, energy density, and cost.
Short blade technology itself enabled the integration. According to Zheng, affiliates Yaoning and Jidian committed to the format three years ago, aligning not just on technical direction but also on operational practices. This allowed the merged entity to scale rapidly without overhauling manufacturing lines.
Going forward, Jiyao Tongxing will push to improve performance by boosting energy density, charging speed, and cycle life. Variants will be introduced to match the needs of different vehicles and user groups across the Geely ecosystem.
Internally, the goal is to supply 30% of Geely’s battery demand within two years. Zheng sees two levers to get there: scale, which reduces cost, and yield and utilization rates, which ensure quality and consistency.
He cited the Yancheng factory as an example, where a single cell SKU keeps the plant at full capacity. That kind of volume stability reduces switching costs and enhances both product consistency and production efficiency.
Still, Jiyao Tongxing will not be Geely’s exclusive supplier. The company’s sourcing strategy remains diversified, just as it did in the internal combustion era.
“We’ll continue to work with companies like CATL and compete on healthy terms,” Zheng said. “And we’ll expand globally, exporting leading product technologies, brands, supply chain networks, and engineering capabilities.”
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3266390260093320">article</a> was written by Han Yongchang for 36Kr.

Geely brings battery operations under Jiyao Tongxing to streamline and scale

Lynk &amp; Co

Deep Tech

Batteries

Energy

… general-purpose, high-performance compute platform. As this model gains adoption in other industries, Intel expects automakers to follow. Over time, advances in general-purpose chips could reduce the need for narrowly specialized components.
Asked whether Intel would lower prices to gain market share, Weast argued that its chiplet architecture already offers better value. Most vendors, he said, rely on a single large chip for both high-end and entry-level models—resulting in unused capacity in cheaper cars, but no cost savings in production.
By contrast, chiplets allow Intel to create more tailored, lower-cost designs—particularly by mixing process nodes. The company says it’s the first in the industry to offer such a modular platform for automotives.
While Intel doesn’t disclose revenue from its automotive business, Weast noted that the unit operates under the Client Computing Group (CCG), which also includes Intel’s PC business. That structure allows the automotive team to leverage Intel’s broader investments in AI and computing infrastructure.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3265735356682881">article</a> was written by Li Anqi for 36Kr.

Intel’s new automotive play centers on modular chips, but will carmakers commit?

Autonomous Vehicles

Semiconductors

… href="https://www.sin-chew.com.sg/">Sin Chew Woodpaq</a>, a Singapore-based provider of specialized logistics solutions, received an undisclosed investment from Heliconia Capital, a subsidiary of Temasek, in a deal structured through holding company M3 SG.</li>
<li aria-level="1">Supabase, an open-source backend platform, raised USD 200 million in a Series D funding round led by Accel. Other participants include Coatue, Y Combinator, Craft Ventures, Felicis, and angel investors such as Kevin Weil (OpenAI), Guillermo Rauch (Vercel), and Taylor Otwell (Laravel).</li>
<li aria-level="1"><a href="https://www.seindonesia.co.id/">Se’Indonesia</a>, a quick-service F&amp;B brand best known for its beef rice bowls, raised Series A funding in a round led by Insignia Ventures Partners, with participation from Argor Ventures, Saison Capital, and W Fund. Existing investors Kopital Ventures, Mulia Sky Capital, and Trihill Capital also joined the raise.</li>
</ul>
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Deals in brief: Flash Coffee eyes expansion with USD 3 million boost, Thunes raises Series D funding, Manus creator nets USD 75 million, and more