GAC Group Welcomes Its 30 Millionth User, Opens New Chapter of High-Quality Development

On July 16, engine sounds and applause intertwined inside the GAC Trumpchi plant. When a right-hand drive GAC Trumpchi M8 PHEV slowly rolled off the production line and the spotlight hit the car body, GAC Group officially announced that it had welcomed its 30 millionth user in its development history. This day, leaders from Guangdong Province, Guangzhou City, and Panyu District, Fu Bingfeng, Executive Vice President and Secretary-General of China Association of Automobile Manufacturers, Feng Xingya, Chairman of GAC Group, He Xianqing, General Manager, and other core management personnel, along with global suppliers, dealers, owners from home and abroad, and media representatives were all present to witness this historic snapshot defined as "from scale expansion to value leap".

From GAC's establishment in 1997 to the first whole vehicle rolling off the line, and to today's breakthrough of the 30 million level, GAC took 29 years. If we break down this timeline: from 0 to 10 million vehicles, it took 20 years; from 10 million to 30 million vehicles, it took only 9 years. This acceleration is not just the enterprise's own growth curve, but also a microcosm of the Chinese automobile industry from joint venture introduction, self-owned rise to global breakthrough. But beyond flowers and numbers, through this "30 Million User Gratitude Event", we can see more clearly a veteran automotive group's persistence and shift during the deep reshaping period of the industry.

The Significance of 30 Million: Not a Single Myth, but Matrix Synergy

There was a highly symbolic detail at the event site: GAC's multiple global production bases connected synchronously, GAC Honda P7, GAC Toyota BZ7, Qijing GT7, GAC Aion N60, GAC Hyper S600, respectively rolled off the line as vehicles numbered from 29,999,995 to 29,999,999, subsequently the 30 millionth whole vehicle — right-hand drive Trumpchi M8 PHEV appeared at the center of the stage. The full line of new energy vehicle matrix appeared collectively, which is not common in past milestone celebrations.

This arrangement reveals two signals: Firstly, GAC's 30 million volume does not rely on any "god car" or single sector to pull, but the result of joint ventures (GAC Honda, GAC Toyota), self-owned (Trumpchi, Aion, Hyper), new sequences (Qijing), and new energy transformation parallel lines; Secondly, the 30 millionth vehicle chose a right-hand drive plug-in hybrid MPV and was delivered to Thai owner Tony Jaa (famous movie star "Ong Bak" leading actor), clearly tying together the two main threads of "new energy transformation" and "globalization and going overseas". This is not only for domestic users to see, but also to convey confidence to the global market: GAC's product structure has thoroughly crossed the boundaries of the pure fuel era.

Data supports this shift. In the first half of 2026, GAC Group cumulative sales reached 773,100 vehicles, a year-on-year growth of 2.35%; among them, new energy vehicle sales reached 260,200 vehicles, a significant year-on-year increase of 68.8%, the proportion of energy-saving and new energy vehicle models has been raised to 62.82%; overseas exports also broke through 120,000 vehicles, a year-on-year growth of 132%, simultaneous high growth in five major regions: Americas, Asia-Pacific, Middle East, Africa, and Europe. Against the background of pressure on the industry overall market, new energy and going overseas have become GAC's dual engines to cross the cycle.

"Old-school Stubbornness" on the Quality Bottom Line: Slowing Down in a Fast Era

In the speech, one sentence by Feng Xingya was repeatedly quoted: "Quality is the bottom line GAC will never cede." "Some things can seek speed and newness, some things absolutely cannot seek quantity or strength." Today when intelligentization, price wars, and iteration speed are infinitely amplified, this statement seems somewhat "old-fashioned", but precisely it is the foundation behind the 30 million sales.

GAC's quality philosophy has its historical origins. As one of the earliest car enterprises in China to systematically introduce joint venture experience, GAC absorbed Honda's Total Quality Management (TQM) and Toyota's Lean Production Method (TPS) early on, then integrating Lingnan pragmatist culture, built an "Integration and Innovation" quality management model. This gene has been continued to independent R&D and manufacturing links: before each new car hits the market, it must undergo extreme environment tests such as "high cold, high heat, high altitude, high humidity, high corrosion, mountainous areas, sand and dust" known as "Five Highs, One Mountain, One Dust", complete "Two Winters, One Summer" field road tests; whole vehicle verification covers 12 major items and over 1,500 sub-items; GAC Aion Smart Ecological Factory as the world's first new energy vehicle "Lighthouse Factory", ensuring mass production consistency with digital intelligent manufacturing.

In safety technology, GAC proposed "Safety must be defined by automakers". Xingling Safety Protection System builds four major protection dimensions, eight key systems adopt dual redundancy design, has protected nearly 2 million users, avoided 6.28 million potential travel risks; Magazine Battery cumulative installation of 1.5 million vehicles, safe driving over 160 billion kilometers. Targeting user anxiety, GAC took the lead in the industry to launch the self-owned brand "Three Commitments" policy, actively underwriting for battery and intelligent driving assistance issues. These invisible investments constitute the implicit costs for the 30 million users to "drive with peace of mind".

From Engineer Thinking to User Thinking: The Turn of Organizational Mechanism

"In the past, we always stood from the engineer's perspective to polish technology, today we must completely stand from the user's perspective to examine experience." Feng Xingya summarized the 30 million moment with four words: "Gratitude, Persistence, Sincerity, Co-journey", among which "Sincerity" points directly to the reconstruction of user relationships.

This reconstruction is not a slogan. GAC regularly holds "User All Open Mic" events, inviting users to headquarters to "nitpick" face-to-face, and establish a full-process closed-loop management mechanism, ensuring every suggestion is traceable, common issues fully optimized; organizationally established a dedicated User Insight Department, promoting the full-process transformation from problem discovery to solution. Service network is also sinking: planned to add 1,000 county-level authorized stores this year, currently 600 recognized; online and offline "Super Butler" service, committed to 5-second response, 2-hour request handling; recharging end built "9 Verticals, 10 Horizontals" network, covering 31 provinces, 213 cities, self-operated charging piles over 27,000, in core urban areas a station must be within 1 km straight line. From the frontline where guns can be heard to backend mechanisms, GAC attempts to bring "people-oriented" down to executable details.

Long Slope and Thick Snow: From Commuting Tool to Ecosystem Tech

30 million is a milestone, and also a new starting point. On the electrification and intelligence tracks, GAC presents a systematic technology matrix rather than point breakthroughs:

Power Field: "National Excellent Engineer Team" developed Xingyuan Power covers Xingyuan Range Extender, Xingyuan Plug-in Hybrid, Xingyuan Super Twin three technologies, every product passed 100,000 hours bench and equivalent over 10 million kilometers verification;

Three Electrics Field: Completed all-solid-state battery pilot production line, Quark Electric Drive Motor maximum efficiency broke through 99%, tackling ultra-fast charging and low-range endurance pain points;

Intelligent Connectivity: Super Brain Xingling Architecture 4.0 connects intelligent driving, cockpit, powertrain, chassis, body, and vehicle networking six domains, comprehensive performance improved by 40%; Galaxy Smart Cockpit Terminal-Cloud Integrated, integrating Qianwen Large Model, letting cars evolve from commuting tools to "thinking partners";

Open Ecosystem: Co-building AI Intelligent Ecosystem with Huawei, CATL, Didi, Tencent, Alibaba, etc., cumulative R&D investment over 62 billion yuan, global R&D team over 6,800 people.

The direction of these technology investments is very clear: GAC aims to advance from traditional manufacturing enterprise to "Ecosystem Tech GAC", products will extend from mobile space to green energy ecosystem.

When Feng Xingya handed the 30 millionth vehicle key to Thai owner Tony Jaa, what the lens froze was not just a number, but the crossing-the-sea moment of Made in China from "sold out" to "trusted". 30 million users are a mirror, revealing GAC's 29 years of persistence and transformation, also revealing the exam question of the next stage: in the future of global competition, tech iteration, and user needs fragmentation, how to use the same quality determination and user sincerity to run the next 30 million well?

The answer might be written in the "GAC Group 30 Million Vehicle Rollout · Renewal Gratitude Season" launched that day — six major brands simultaneously launched new purchase, trade-in, and additional purchase feedback policies, responding to companionship with tangible benefits. But a longer-term answer than short-term feedback is hidden in those extreme environment test mileages, in Xingling Architecture's redundancy design, in county store signboards, and in every suggestion seriously handled after every "User All Open Mic".

30 million is not the end, but the next starting line of "mutual journey" between GAC and global users.