Geely Automobile Holdings Limited (175) Earnings Call Transcript & Summary

[Audio Gap] there is a -- well, the auto industry in China in the first half of 2026 is highly competitive. Many automakers are running at a loss. The average profitability for auto industry in the first half of 2026 has reached 1.6%. And it is in this context that we achieved close to CNY 10 billion revenues attributable to shareholders. So our profitability, our profit margin rate is about 5.6%, way above the industry average. So I would say that this is a wonderful business performance for Geely during the first half of 2026. My third observation is that -- this financial statement is not that surprising. For the first half of this year, the auto industry in China has faced the most challenging scenarios never met before in the past 20 years. The total sales units witnessed a double-digit decline in the first half of 2026 in the Chinese market. And we've seen a rapid increase in the price of chips and other raw materials. So the competition is quite throw cutting in the auto industry. Despite the fact that Geely Auto has enjoyed historic records in terms of sales revenue and business margin, our growth trajectory has inevitably been impacted by this negative trend in the auto industry in China. So I would say this is a wonderful financial statement, but this is not that surprising. This is my third observation. My fourth viewpoint is the one that I would like to share with you the most. And this financial statement is a sustainable one into the future. And I believe that you're very much interested in my fourth point. systematic capabilities, strategic resilience as well as the pursuit of long-term value creation capabilities are the 3 key pillars to support my fourth point of view. The competition in the modern auto industry goes beyond product itself. Well, it's the competition of different systems, strategic resilience and long-term value creation capabilities. I can very confidently tell you that after years of development within Geely, we've established the above-mentioned capabilities and abilities. I'd like to slightly elaborate on these 3 areas. First of all, talking about the systematic capability. In March this year, when we released the whole year business performance of 2025, I talked about the all domain AI safety benchmark, business integration, the diversification of powertrain and energy. and other relevant and important topics during that event. That is exactly these elements that constitute the systematic capabilities of Geely Auto. So it's fair to say that the achievements we've made during the first half of 2026 is not dependent on the result of a specific product or a specific segment or the result of a specific period of time. This is the financial achievements we've made on the basis of the full systematic capabilities. Thanks to that systematic capabilities, we'll be able to perform even better with greater confidence in face of the challenges in the future. I'll give you 2 examples to sustain that systematic capabilities. In the first half of 2026, if you take a look at our product portfolio, the greatest highlight is the transition toward intelligence. So during the transition toward new energy toward intelligence, in 2025, we've already build some sort of confidence in our new energy powertrain. And in 2025, you still might have some doubt over our intelligence capabilities. Before this event, we've organized some programs and activities. And I believe that many of you have participated into our programs and activities before this press conference. So these events and programs exposed you to our true intelligence capabilities within the Geely system. I believe that through these programs and activities and events, you might now have a very deep understanding of the level of intelligence we'll be able to achieve within Geely Auto. And I believe that in -- in the domain of intelligence, Geely Auto is a leading auto company in China. As time goes by, we'll be certainly in the leadership position within the Chinese auto industry. Well, talking about our systematic capability. On one hand, Well, it helps to create the products that is needed within China. One figure is on the financial statement is that according to the Chinese Automobile Industry Association during the first half of this year, GE ranked #1 in China in terms of terminal sales, thanks to our systematic capability, we've been able to achieve what we have achieved. More importantly, well, this systematic capability would support or facilitate Geely's international expansion. So you're quite interested in our export business. As a financial statement shows that during the first half of 2026, Geely has done a tremendous job in terms of its expectation. Mr. Gan, as far as my understanding is concerned, we've already hit the annual target we set for ourselves at the beginning of this year by now. This is a wonderful result we've achieved. And I just want to tell you that this is the beginning of our world expansion. Why did I say that? Because we're still exporting a limited number of product models within a very narrow price bracket. So we're going to export more models on a higher -- on a wider range of price bracket. So in the future, we're going to export our premium products into the international market. There are a lot of videos on the Internet, one of which features a fanatic fan of Geely transported 4 Geely ZEEKR models from China to the Middle East. There is a growing demand for the premium brands from Geely in the Middle East as well as in the European market. The new energy vehicle in China has won global recognition. But most of this recognition falls on the low-end category. I would say that ZEEKR, the ZEEKR brand from Geely would uplift the global recognition of the new energy vehicle in China. meaning that the Chinese automakers are capable of manufacturing premium high-end luxury new energy vehicles. We just released some numbers with regard to the IF products. I have product is probably the segment that accounts for the largest market share in the world. And Geely's product, Geely's I have product is capable of competing in the international market. I think I'll give you these examples. Just to tell you that we've already established the kind of systematic capability within the company or the company group, which allows us to make progress in the domestic market and enable us to further expand into the international market. Secondly, I'm going to talk about strategic resilience. Scale, profitability, growth and sustainabilities, these are the most important points we focus on. We focus on the long term instead of the short-term profitability. So that means we need to have the kind of strategic resilience even in difficult times. We need to maintain high growth rate. That's true. And at the same time, we still need to maintain the operational stability within the company. Both are important. I would also like to give you an example to substantiate that point. We have a consensus over the development of the Chinese auto industry that international market is probably will contribute the greatest growth engine for the Chinese auto industry. But we're facing a highly unstable geopolitical situation. We need to expand into the international market, while we need to reduce the exposure of massive investment into the international markets. I think this is a common issue facing all the Chinese automakers. So on that front, it is a natural extension of what I've described as the strategic solidity of Geely Auto Group. We have also devised a strategy to collaborate even further with our global peers and counterparts. By doing so, we can be committed to our long-term development, not only in the overseas, but also help us to withstand the possible tests and the challenges from the overseas market. It is also a key reflection of Geely's responsibility for the automotive market in general. By working together to co-use or to co-share this platform, we can seek a win-win situation for all partners. So this is what I call how we can stick firmly to our original strategy, and that is also paving the way for our global pathway. The reason why we will embrace such a practice is largely because we -- Geely Auto over the past 2 decades, have been doing all the time by integrating or acquiring Volvo and working together with Renault and many other brands, we have garnered respect and trust from our global partners. The historical trust placed upon shoulders by our counterparts will help us to achieve a much better result in the days to come. While I was talking about the value creation and strategic solidity, I also talked a lot about the export. So we have 3 main advantages on export front. I want to give you a quick summary of the strength. First of all, premium branding. Secondly, diversification of our vehicle types. Thirdly, the historical trust from our colleagues and from our peers upon Geely Auto Group. This will help us to win even more trust and to ensure that we can achieve a much bigger success in the days to come, especially in the overseas market. The third aspect I'm talking about is the long-term value creation. The systemic capability, strategic solidity power in addition to the correct or the precise judgment combined to form the very foundation for value creation in the long term. I've already explained to you a lot, especially related to the first 2 fronts. But talking about the third one, Geely is among the earliest players to raise that we need to embrace all domain AI for the auto industry. For example, the [ Xinrii ] Smart center was introduced. It is the first step for us to enter into a huge domain of AI. So looking ahead, full domain AI plus smart mobility will become the future trend. This is something that we have a very clear understanding about. And it is also something that we have already been coupling with a fully fledged system. You can also see that Geely currently has formed a fully fledged system that can adapt further to those 2 major trends. For example, for Eaton, for the [ GASD,ao ] Mobility and many others. The existence of those systems will help us to win more space for our future. This can also ensure that we can provide a solid guarantee for the creation of long-term benefit and value for Geely Auto. So these are the 3 aspects to illustrate that we are fully capable on those fronts before we can tell you for sure that our financial statements will continue to make you feel quite happy about. So I want to be bold enough to tell you that in the foreseeable future, you will see a much stronger Geely. So much for my observation and my summary of 2026 H1 report. Thank you. Well, today's press conference also comes with another very key aspect. So have you ever noticed that about half an hour ago, our company has made the latest announcement. Probably you have already taken notice of this important message. Probably you want to know more about this information. So before my explanation of this announcement, so next, please take a look at a video clip recorded by Mr. Chairman [ Xu ] for about 15 minutes. Okay. Shall we now move our chairs a little bit to facilitate the watching process. [Presentation]

Now you've watched the video is entrusted by the Board of Directors. I would like to give you a brief explanations on this change of leadership. This is a significant change in the leadership for Geely Auto. It is by no means a simple shift of the leadership. It is a strategic evolution of the entire institution of Geely Auto. After reform and open up policies with nearly 5 decades of development, most of the private companies in China are facing the installation of a second generation of leadership. Eric Li resigned the position of the Chairman of Geely Auto and Mr. An Conghui served as the new Chairman of the Board of Directors of Geely Auto. This shift of leadership is a declaration to get rid of the sense of the family-run business to a company that is broadly managed by team, by institutions and by systems. the company or the company group will no longer rely upon personal charisma empower. Instead, its operation will rely on institutions and systems, which means the governance of Geely Auto will be even more transparent in the future. Its decision-making process will be more professional as management will be more science-based. And at the same time, as to the internal talent, we break -- well, this is a strong signal that the professional ceiling has been broken. It will definitely instill the passion into each and every employees within the company group. who will, in turn, generate greater value for the shareholders and the society as a whole. So I think this is the strong significance of this change of leadership. Mr. An Conghui will become the Chairman of the Board of Gee Automobile Holdings Limited. He's currently the CEO of [ Zhjian Geely ] Holding Group. And 175 is probably the only listed company within the Geely Group that it will serve as the Chairman of, which means we will continue to implement this tit declaration and we'll continue to follow the One Geely strategy, and we will consolidate all the quality resources within Geely to make sure that they will be channeled into our listed platforms to make sure that our listed companies will be bigger and stronger and generate the greatest value for our shareholders. Chairman Li highly recognized the professional capabilities of Mr. An Conghui. He has years and years of experience in the auto industry, and he has a depth of understanding of automotive products. And all this will enable him to develop the Geely Auto Holdings Limited to a new height. So this is a great move in corporate nerrigance, and it has forging significance. The other thing is that I myself will resign the CEO of Geely Auto and Mr. Gan will be my successor. There is also the shift of leadership and management of Geely Auto. It is required by the era. It is required to maintain the vitality of the company, and that is required -- well, the shift of leadership is required in order to turn this listed company into a bigger and stronger one. We need young bodies, younger minds and future proof wisdoms, especially in the time of Internet and artificial intelligence. Mr. Gan and his peers will have a stronger understanding of the calls of the time than my generation. His generation will have a better insight into the calls of the time and we will have a better execution capability. And this shift of leadership we'll be able to make improvement into the multi-tiered talent development systems within Geely. It is the way to keep the competitiveness of the company. And this is what I'm going to tell you that Mr. Gan is going to be the CEO of GE Automobile Holdings Limited. So it also has a far-reaching significance. Also, I would like to tell you that on our announcement, Mr. Li Dong Hui also resigned his current position. In the past couple of years. Mr. Li Dong Hui has also made its outstanding contributions to our auto group. Now currently, Mr. Li is serving as the Vice Chairman of Geely Holdings Group. So he's currently undertaking many other jobs, especially in the international market. So he has now -- he is still the Executive Board Director of 0175. So he will continue to be deeply involved into the operations and the management of 0175. Last but not least, I want to say a big thank you to all our friends. for your great support to me as the CEO of 0175, A big thank you to you. I'm no longer the CEO of 0175, but I will continue to serve as the Executive Director and Vice Chairman of the Board of Directors of 0175 to be relevantly contributable to this group. So Mr. An and Mr. Gan actually are based in Hangzhou and myself is based in Hong Kong. Looking ahead, I will work together with Mr. An and Mr. Gan to better manage the affairs in the Hong Kong market, especially in the capital market. So much for my explanation and announcement and explanation of some of the changes of the main leadership of our group. I hope our future will be brighter. Now let's invite Mr. An Song Hui to make a speech.

Thank you, Mr. Gui. Dear friends from the investment community, dear friends from the media, dear colleagues, good afternoon to you all. First of all, I want to thank Mr. Chairman, [indiscernible] for the great trust on myself and on the Board so that I now will pick up as the Chairman of Geely Automobile Holdings Limited. Looking ahead, together with Mr. Gan and Mr. Gui, we will continue to internalize responsibility, trust and care into the real spirit of our group. and translate them into real actions. Just now, I hope that you have already seen from the video message that Geely has now reached a new level of growth. And One Geely strategy is playing its pivotal role. Now due to the time limit, I want to walk you through some of the main thinkings behind this One Geely strategy. First of all, just as what Mr. Gui has mentioned, we need to deepen the implementation of the title declaration and make the One Geely stronger, more substantial and more impactful. This is something that we will not compromise. Over the past 2 years, guided by the title declaration, we have continued to consolidate and sharpen our focus on our core businesses with significant progress. Especially for the first half of this year, you can see it very clearly from the H1 financial statements. In the next phase, we will double down on the One Geely strategy, further optimize our business portfolio and resources allocation, enhance system-wide synergies, reduce unnecessary internal friction and duplicate spendings and bring more strategically valuable businesses, those that have already reached its industrial scale maturity into the listed entity. We're also going to suspend the operation of those non-value-added businesses and units of the whole system. And also, we are going to integrate some of the useful business units into the group. I mean, 0175. We want to be bigger, stronger and more impactful in the future. This will be clearly reflected over the next step. I want to give you some examples. For example, our golden brick battery business. Actually, over the past 10 or more years, now we have reached about 7G to 80G production capacity. Next year, we are going to reach about 200G. By 2028, that's about 300G GWH. In batteries, there will be new breakthroughs, major breakthroughs along the lines, be it reserve batteries, fuel cells, power cells and also there will be sodium and other types of batteries, solid-state battery, sodium-ion batteries and large capacity energy storage systems will all be the reality in the future. There will be breakthroughs to be sure enough. And also the electric drive system, now we have reached a new scale of production capacity by leading the world by claiming the best ever technologies in the world. Next step, it will be empowering our group even further. For example, Hangzhou, which you have never heard about. This is based upon what we have done over the past 10 years. Based upon the electric and electronic core spare parts and component R&D capability, we are building a strong base in Hangzhou of NEV. In smart driving and intelligent driving, there will be some core technology production lines that have been -- that have been reserved for our future growth. by domain control, regional control, we are complete with all relevant technologies needed for those purposes. So these are some n examples to illustrate this point. Not to mention we have many others at the same time. So long as those practices are useful or helpful for us to fulfill those strategies, we will spare no efforts by combining all our strength to ensure to become a new reality. Second, there will be more systematically oriented distribution by focusing more on the overseas market, we will turn the overseas markets into a major growth driver for Geely, as Mr. Hui has mentioned already in his speech. For H1 this year, our export -- our sales in the overseas market has reached its new highs. It has also increased by about 158% compared with the same period of last year. You can also see that we are actually aiming at selling about 1 million units per year to the overseas markets. Our long-term goal is to ensure that about 2/3 of our sales will come from the overseas market. Alongside with steadily improving the sales volume in China -- in domestic market of China, we will further quicken our pace to expand into the overseas market. I've been working for Geely for over 3 decades. I'm a veteran employee in Geely. I still vividly remember the first day of the founding of Geely Auto that in the future, 2/3 of the markets of Geely will be overseas markets. Now in retrospect, we can see that how correct it is for Mr. Chairman Li to raise that goal. I fully believe that in the new -- in the future, this goal will fulfill it for sure. If 2/3 of the sales will come from the overseas market, then localized production will become the reality. We have to focus on the long-term goals. So this is something that we have been working very rigorously on all fronts ever since. Geely Holdings Group will coordinate all the resources of all brands within our group in parallel to the resources of the overseas market. I want to emphasize that Geely Holdings Group will coordinate all the internal resources within our group for all the brands in parallel to our resources of the overseas partners or the external partners to ensure that we can co-develop co-share the purchasing capacity and to co-use the HR competence and the supply chain in China. And also, we will co-share the channels and service networks. Also, I want to give you some examples to illustrate this point. The Geely's acquisition of Volvo has ensured us quick strength positioning in technologies and products. but also it will help us to move further into the overseas markets. The overseas factory of Volvo will also undertake the mission of manufacturing high-end and premium cars of Geely brands. So for the acquisition of Proton, this year, hopefully, this figure, our project is set to exceed about 200,000 units this year. Hopefully, we will turn this center into a major hub to produce about 500,000 units of Proton cars in the Southeast Asia market. Also, you have seen the announcement of our collaboration with Ford in Spain for the production of some Geely branded cars in Spain. The production capacity of that Spanish factory is also about 500,000 cars units per year. Also, we have a Brazilian plant by working together with Renault is having capacity of about 300,000 units per year. And our South Korea plant as a result of the collaboration of Renault is also adding up some capacities as well. Also, there are some projects that are still going on there. In other words, which means we didn't start our overseas strategies a year ago or 2 years ago or 3 years ago. Actually, we had overseas strategies ever since the founding of the Geely system. Well, the Ford plant will be put into operation in 2028, which will manufacture quite a number of models within the Geely system and our Volvo European plants will also be put into operation in 2028 manufacturing some premium models within the Geely system. This localized manufacturing capacity deployment has taken its initial shape and it's going to bear fruits in the next couple of years. And thirdly, we'll stay committed to brand upgrading and turn our technological leadership into product leadership, reputation leadership and value leadership. We need quality development of the Chinese auto brands, which means we must accelerate our market, which means we must accelerate our move upmarket and toward new energy as a result of the export of our products and technology. Geely as a technology-driven company, we've already formulated our own advantages. You might have recognized that Geely is turning itself into a tech-driven company. So the Chinese automobiles are not only competitive in price domain, but also in branding, in technology. We committed to the long-term development. We are strongly opposed to price war and evolution. We want which works on quality, technology, brand, service and corporate integrity. These are the resonating themes throughout different kinds of conferences and events. ZEEKR accounts for 1/3 of the segment with the average selling price above 0.5 million in China. So as a result of the international market -- international strategies for ZEEKR, I believe that in the premium segment in the global market, Geely will also aim at 1/3 of the market share. this market share will be built upon our technological capabilities. We made long-term investment into the R&D of technologies in the auto industries. And also, we made investment in acquisition, corporate cooperation. So a lot of these investments have been turned into our competitiveness, not for the current market, but also for the future. I was frequently asked why ZEEKR was so popular in the premium market. Why ZEEKR has enjoyed a rapid rising its branding force. Why compared with its competitors, ZEEKR is taking the lead by generation. to which I replied, without the acquisition of Volvo, so without the acquisition of Lotus, we're not going to see the achievements made by ZEEKR. Both Volvo and Lotus have been in operation for more than 100 years. They have accumulated century of experience in safety benchmarks, standards, lightweight technologies and all kinds of automobile-related technologies. NGS also made decades of investment into the automobile-related technologies. That's why we made significant breakthroughs and improvement in terms of safety, product safety, lightweight technologies, engines, chassis. -- without Volvo, without Loters, without our own long-term investment into this domain, it will be impossible for us to reach the current status. Fourthly, we need to deepen modern corporate governance to make our organization more dynamic, efficient and sustainable. The shift of the leadership of Auto is a planned step in Geely's journey toward modern corporate governance. Its purpose is to further enhance our competitiveness and achieve healthier, more sustainable growth. For this Board and management team, our top priority is to take the baton and pass it on well. So what will be passing on, not just the position. With the company's core values, management systems and governance framework. The company's foundation lies in its people and its core competitiveness and its talent. Going forward, we will continue to build a professional workforce and ensure transparent and effective operation of our 3-tier governance structure, we will keep strengthening the prime vitality, upholding the principles of shared pressure, shared responsibilities, shared value creation and shared rewards. We'll give the stage to those who deliver results and ensure that every dedicated contributor grows together with the company. I believe that under the Board's guidance and management team's execution, Geely Auto will continue to deliver steady growth and create long-term value for our shareholders and users. Thank you very much. Mr. Gan, now the floor is yours.

Dear investors, media friends, good afternoon. So first of all, I would like to thank you very much for your long-term care and support to Geely Auto. Our Chairman and President and Mr. Gui have just laid out group strategic direction for the next phase. For Geely Auto Group, our core mission is to translate corporate values into action, turn strategy into results and deliver high-value products and services to our user while giving back to our shareholders, to our customers with solid tangible operating performance. Despite a challenging industry environment, Geely delivered a remarkably strong first half performance. Sales revenue and profit all hit a record high. Our revenue outgrew sales and our profit outgrown our revenue. So we're seeing a high-quality growth within the Geely Auto company. In the second half, under the One Geely strategic framework, we are seeing strong resource synergies across the group, demonstrating robust operational resilience and brand momentum. We will focus on 3 key pillars. First the domestic market, overseas expansion and our AI transformation to ensure a solid start for our 2030 strategy. So first of all, in the domestic market and in the premium segment, we will drive 4 brands, namely ZEEKR Lync & Co., Geely Galaxy and China Star to move upward together leading with high-value flagship products to unlock greater growth. And secondly, in terms of international expansion, we're going to duplicate our high-quality growth model into our international business. So in the spirit of openness and win-win, we're going to deepen our localized manufacturing strategy to improve our international competitiveness. And thirdly, in terms of AI ecosystem, we will accelerate the transition towards a leader of all domain AI mobility provider. We will continue to lead the intelligent transformation of auto industry. Based on our accumulation of the technologies in the old domain artificial intelligence technologies, we also upgraded the traditional technologies during the first half of the year, we announced the launch of IF and digital chassis as well as 161 electric drive. And behind each and every leading technologies, we are seeing the vertical capabilities empowered by artificial intelligence. And in terms of energy supplement and other technologies, we'll make full use of the AI technology. We're going to get rid of the safety issues in terms of charging of the batteries. And we're also trying to get rid of the problems of the battery decay. So ladies and gentlemen, we will be committed to high-quality development. We will continue to focus on value creation for customers will be committed to the production of high-quality products, better customer experience and better business performance for our customers and shareholders and to facilitate the high-quality and sustainable development of the auto industry in China. Thank you very much. I've just given you a brief introduction of Geely's strategies. Toward the end of this year, -- we're going to hold an event during which a more detailed explanation of our 2030 strategies will be provided. Okay. Thank you.

[Operator Instructions]

Congratulations to Mr. An, and thank Mr. Gui for your contribution. I believe that new leadership, as Mr. Gui said, will deliver a record high. My name is from East Fortune. I have 2 questions. The first one is we've seen that in terms of the export of X, ZEEKR X, we started export to Australia to Middle East to Malaysia. Pale have started of the ZEEKR 9X. I'm just curious about the feedback of this prelaunch of ZEEKR 9X. And what is your forecast on your export volume of AXX, ZEEKR X and 9X? Of course, they also enjoy good sales in the Chinese market. So totally, if you combine the domestic market with the international market, what will be a stable sales forecast of AX and 9X? This is the first question.

Talking about globalization and premium branding. I'm going to say a few words about our international business. as this is one of the focus of our investors and media friends. Actually, the overseas market is an epitome of the Chinese auto industry. The H1 industrial average growth rate is about 72%. For H1 for Geely, we have achieved about 174,000 units, up by about 158%. NEV sales have sold about 277,000 units up by 585% year-on-year. This is an unprecedented figure. There are 3 key features about sales and the performance of Geely. First of all, the growth speed is #1 among all the mainstream automakers in China. Secondly, NEV year-on-year growth rate is #1 in our industry. Thirdly, for premium brands in China, we are also ranking #1. So these are the 3 key features of our Geely exports this year, H1 this year. So you can see that the international business is quite balanced across all the regions and some regions have seen much more rapid growth. For example, Latin America, up by about 298%, nearly 300%. For Europe, nearly 280% growth. In ASEAN countries, over 120% growth rate is registered. In Eastern and Central Asia, almost over 100% increase. So these are what we call regional growth across the board. Different regions may have different performance levels, just as what Mr. Dai has mentioned in his presentation, we want to ensure one special region for 300,000 units. And unit -- 2 centers for 200,000 scales and 3 centers for 100,000 unit scales. Secondly, internationalization, as what Mr. A has mentioned, about 2/3 of the sales will come from overseas market. I joined Geely upon my graduation. I remember very clearly since day 1 of my joining of Geely, we want to see Geely costs in China and across the whole world. we want to sell our cars to the overseas markets. This is always a very important bedrock underpinning our strategy for the overseas expansion. First of all, it is benefiting immensely from the NEV footprint expansion of China, secondly because of our strategy. So in the next 2 or 3 years, we have also devised a plan, which is a workable plan in the overseas market. We have a 1, 2, 3, 4, 5, 6 strategy for international orientation. Talking about one, one meaning one overseas system for Geely. In the -- at the back end and the middle end, there's only one system. ZEEKR, Lync & Co and Geely are the 3 main brands. One is on the high tech. The second one is Sporty DNA. The third brand is the mainstream mass public orientation. So these are the 3 clear positioning of the brands to win our market shares. Two, 3, 4, 5, 6, meaning we want to build a center in Europe, selling about 600,000 units. 500,000 units in ASEAN countries, 400,000 units in Middle East and 300,000 in Eastern Europe, 200,000 units in Central Asia. So this is called [indiscernible]. So if you put all these figures together, that makes the total 2 million sets. Secondly, talking about the premium branding for export purposes. This is also a very prominent feature of our sales -- of our exports. For ZEEKR, you can see that it is much more well known than ever in the past. Not long ago, the 8X and the 9X have been well certified abroad and something are still going on there. And there has been a very good positive feedback from the overseas customers. Some have approached the operators or some of the channels to add an extra price to buy a 9X or 8x car. It is sufficient enough to tell us that we have ample market demand in those areas. Almost all the markets speak very highly of the quality of 8X or 9X cars. For ZEEKR, our future is very clear. We want to win the future market share to define luxury and premiumness with technologies. Our growth margin is also quite fast, over 200% increase. This is also something quite phenomenal. We think that in the future, our ZEEKR products are mainly concentrated on 7X007. So these products have been well received in the market. Secondly, we are going to quicken our steps for the expansion and rolling out of [ 8X9X009. ] And we are going to do more to -- for the market expansion and the market launch since Q3 this year. For 8X, it will also start its rollout in Latin America, Europe since Q4 this year. Of course, our 0.9 and 0.9 glory will also have its European addition for the latter half of this year. The export for H1 this year is already over 4.2 million sets -- sorry, 442,000 units. Okay. That's all for my answer. Okay. Any questions from the media?

This question is from Mr. [indiscernible] about the ICE cars or fuel cars. We know that China Star series have seen rapid growth. So I'm asking about the future of China Star series. What's your take on the future market in China for ICE? Will that -- will there be a shift to PHEV or IHEV?

Thank you very much. Talking about the China Star cars, the future plans, you can see that for H1 2026, it tells us very clearly that the total sales volume is about 8.29 units dropping by about 24.3%, especially for ICE cars, it dropped by about over 30%, if not 31.9% drop. That means that there has been a major shift to NEV cars from ICE models. But if you take a look at the global picture, the absolute selling volume of ICE cars is still quite huge. That's about 80 million cars. In China, it's sold about 20 million cars. In America, that sell about 15,000 to 20,000 -- 20 million cars and for the rest of the region, about 40 million cars. Currently, the penetration rate is about a little bit more than 10% in China. That means there has been huge room for ICE models in the future. But talking about the future of China Star Series in China, the H1 sales is about dropping by about 5.7% that's much slimmer than that of the drop margin of the whole industry. Our market share increased from 8.7% last year to about 10.4% this year in China. I mean the market share of China Star series is increasing rapidly, largely because we benefit a lot from the technology road map and our product portfolio. In the future, there will be 2 directions for the growth of IC models. First of all, is more HEV. Secondly, we are going to do more smart driving. On April 13, we have launched the latest addition of IH technology. This IHA is totally different from that of the previous generation of system. I can tell you very clearly that IHA technology through AI technology of Geely empowerment, our IHA technologies have demonstrating -- have been demonstrating much greater and better performances of all indicators much better than that of those flagship models around the world. Why? Because this is the key feature of the new generation of IF technologies. Traditionally, we had a battery and some talk based upon the previous IC model. But now we are purely based upon the smart platform with the high capacity of the batteries up to about 60 C scale with the high-power electric drive to about 230 power. The thermal efficiency is up to about 48.41 and energy conservation, performance, safety, reliability are all the key indicators that we see rapid growth and improvement. That's not ordinary or comprehensive growth, but leapfrogging development on all fronts, all these above-mentioned indicators. The high-performance batteries, high performance and efficiency, electric drives ensured that we can really outperform many of the car models from Japan and some other countries. This is a major breakthrough in this area. So this is point number one. Why we can achieve such a good result? Because while we are doing some R&D, we are really changing the fundamental structure or the architecture behind the what we have seen, for example, how to feel the humidity, the temperature, the altitude of the things around the car, how to ensure that we can basically guarantee the high-efficiency operation of the electrical motors and engines. t the same time, the high-efficiency electric drive systems can ensure that we -- there have been comprehensive improvement of all the main indicators on all fronts. This -- this 100 acceleration is about 1 second better than that of the Japanese cars. This is a really tangible breakthrough. So so much for the technology breakthrough. For product distribution, in the future, we are not going to develop a traditional IC models. I mean all the traditional IC models will have to be shifting towards IH models. I mean all the models in the future will be IH-powered. This is what I call the future direction based upon the decision made by the leadership. Of course, for H2 this year, there will be a few IH models that will be launched to the market. For example, the all-new [ Xinyuan and Xingilus and Boy, ] these are all the models. I'm sure that with IH technologies at the backbone, there will be a bright future for the better sales volumes of China stars. And also, we're going to launch all the full spectrum of IF portfolio to the international market. So there's a gentleman in blue.

I have a question for Mr. Hui. Chairman during his video speech that Geely will no longer build production capacity, build new production capacity and Mr. An also introduced your global deployment of manufacturing capacity. I think the sharing of production capacity is probably an important model for international expansion for Geely. So at Geely Holding level, you need to coordinate different resources, you need to make full use. What are the advantages and difficult points in coordinating all these production capacities?

I think I've already released the information to cover your question, but I'll elaborate a little bit. I would say there is a surplus of production capacity all over the world. There is a lot of saying about overcapacity in the automobile industry in China, but I would like to tell you that in North America, in Europe and in other regions of the world, there are also overcapacities. For Geely, we want 2/3 of our sales revenue generated in the international market, which means we have to do a very good job in localized manufacturing. I just mentioned a couple of words related to localized manufacturing, high quality, high speed and low risk. And we need to make full use of our market advantages in European markets, and we need to collaborate with our partners outside the Geely system. On one hand, we need to make very good use of production capacity. We need to make very good use of localized human resources. And at the same time, we also need to make very good use of the supply chain systems of our business partners. And furthermore, distribution channels as well as service networks. of similar nature. So that's the way we can achieve high-quality, high-speed and low-risk expansion. Risk control is of paramount importance, of course. So spent a year or so in coordinating between Geely Holding companies and Geely Auto Mobile Holding Limited so that we can support each other and achieve a synergistic competitiveness in the market. And it's also the international market for Geely. I believe this strategy is slightly different from the international strategies of other automakers.

I'm from Guangfa Securities. My name is [indiscernible]. I have 2 questions. First of all, first question is to Mr. Dai. Can you help us to understand the reasons behind the gross margin increase. Looking ahead to Q3, given the price markup of the storage systems as well as the storage chips, would you remain the same forecast of your gross margin increase? As to the pure electric vehicles, the question is for Mr. Gan. What is your observations on the future development of the pure electric vehicles? And what is Geely's strategies in rolling out pure electric models?