In June, New Power Technology engine sales reached 17,966 units, up 26.9% year-on-year, maintaining double-digit growth for six consecutive months; cumulative sales from January to June totaled 110,533 units, up 28.1% year-on-year. Among them, self-operated export sales grew 121.6% year-on-year, becoming one of the most obvious sectors driving growth.

However, for an engine company, shipping more products overseas is not just a change in sales figures.

Once an engine is installed in a generator set, construction machinery, or a vessel, it faces complex local operating conditions, scattered customers, and a long supply chain. When equipment fails, how long until parts arrive? Where are the maintenance personnel? Do local partners have the capability to handle it? These questions often determine more than the product itself whether a brand can stay in the overseas market long-term.

This is the reason why New Power Technology has accelerated the construction of overseas offices, service stations, and spare parts pre-deployment systems in the past two years. After exports ran faster, this traditional power company began to fill the link most needing time in overseas operations: service.

From Selling Engines to Going Overseas with Original Equipment Manufacturers

New Power Technology's overseas business did not start in recent years. Qin Weiwei, General Manager of New Power International Sales Division, stated that New Power Technology began engaging in import and export business as early as the 1990s, initially leaning more towards trading.

What truly pushed New Power Technology's overseas business into a new phase was riding the wind of Chinese OEMs going global collectively.

In the past few years, construction machinery, commercial vehicle, and power generation equipment companies have begun entering markets such as Southeast Asia, Africa, the Middle East, and Latin America on a larger scale. As a power supporting supplier, New Power Technology's engines also went out together with the complete machines. According to data provided by the company, in the first half of 2026, overseas business covered more than 100 countries globally, possessing nearly 70 long-term customers and 15 core OEMs.

Currently, the company's exported products are still mainly engines for generator sets, accounting for about 90%; engines for marine engines, pumps, and construction machinery account for about 10%. These products are commonly used in scenarios such as telecom base stations, hospitals, hotels, ports, oil exploration, livestock logistics, wind power, and data centers.

An engine is a typical intermediate industrial product; what customers buy is not just a powertrain, but an entire set of capabilities for continuous operation. Especially in markets with relatively weak infrastructure, a single equipment shutdown may mean that communications, hospital power supply, port operations, or mining production are all affected.

Therefore, overseas customers' requirements for products are also shifting from "can it be delivered" to "can it be guaranteed long-term".

From Project-Based Support to Front-loading Service Capabilities

Before 2024, New Power Technology's overseas services mainly adopted two models: one was OEMs buying out service fees and taking responsibility for after-sales of exported products themselves; the other was assigning personnel to support on-site in major overseas projects. As products entered more countries, this project-based service model began to be difficult to adapt to increasingly scattered markets.

In 2024, the company established an overseas service department under the original overseas sales division. At the time of establishment, the team had only 4 people, and there were only 2 overseas offices, mainly relying on dealer networks for service; by June 2026, overseas offices increased to 20, overseas resident personnel reached 17, and the overseas sales service network reached 211.

This does not mean New Power Technology completely copied the domestically built network model overseas. More often, the company is responsible for providing technology, training, parts, and service standards, while local partners undertake on-site service and customer connection. For engine companies, this is a more realistic approach: it must form service capabilities quickly while also truly integrating services into the local market.

From 2024 to the first half of 2026, the company cumulatively built 120 new service stations and continued to expand overseas training scale. In 2024, 32 training sessions were conducted, 36 in 2025, and 21 completed in the first half of 2026. Meanwhile, the overseas 7-day repair rate increased from 77% in 2024 to 88% in 2025, rising further to 90% by June 2026.

Behind the improvement of service capabilities, there is also a more fundamental parts issue.

Feng Chun, Senior Manager of New Power International Sales Division, stated that domestically, some common parts can be delivered in two to three days; but in markets like Africa and Latin America, shipping cycles can last several months, and emergency air freight is also affected by customs clearance, flight schedules, and local infrastructure conditions. In interviews, relevant overseas service personnel mentioned that facing cross-border logistics uncertainty, the company had to increase spare parts redundancy, placing common parts and some complete machines in overseas nodes in advance.

Currently, the company has already carried out parts and complete machine pre-positioning layout in Indonesia, Vietnam, Nigeria, Brazil, Kazakhstan, Turkey and other country and regional markets. The existing parts pre-positioning amount at 20 overseas market nodes has exceeded 2.7 million yuan, and plans are in place to continue supplementing; meanwhile, there are already 46 complete machines in pre-positioned overseas inventory.

For overseas customers, these inventories seem inconspicuous, yet they directly determine whether to wait for several weeks, months, or restore operation within a short time after equipment failure.

In Turkey, a local long-term cooperative dealer once stated that he regarded New Power Technology as "part of the family". In his view, New Power Technology product reputation is not only related to a single sale but also to whether local customers are willing to continue choosing this brand. Even if some end-users are not their direct sales targets, as long as it involves product usage experience and brand reputation, he is willing to actively assist communication.

After long-term product use and market accumulation, New Power Technology has a batch of loyal partners overseas who recognize its reliability and are willing to jointly maintain its reputation. For industrial products like engines, this trust does not come from simple transaction behavior, but from long-term stable product performance and consistently fulfilled service commitments.

Overseas Operations Compete on More Than Just Products and Prices

As the service network continues to spread, the challenges faced by New Power Technology have become more complex.

The overseas market is not simply copying domestic experience. Climate, altitude, fuel quality, operating habits, and language environments vary by country. Even if maintenance engineers have rich domestic experience, after arriving at the local market, they need to readjust to user needs and on-site operating conditions. Especially in regions where end customers mainly use local languages, relying solely on English and temporary translators makes it difficult to truly complete service downscaling.

Therefore, the product itself also needs adaptive development for overseas scenarios. New Power Technology's engines for generator sets cover a power range of 10—3000kW, all undergo highland testing at 5000 meters, and come standard with radiators adapted to 50 degrees Celsius environmental temperatures; for high-dust and special fuel quality conditions, corresponding optional solutions are also provided.

Beyond the traditional construction machinery and generator set markets, data centers are also becoming a new incremental direction. With the heating up of AI computing power infrastructure construction, demand for stable power supply and backup power at data centers is continuously rising. New Power Technology is exploring opportunities for 12VK, 16VK and other 1.8—2.4MW medium and high voltage units in the overseas data center field. In the first half of 2026, the company's generator set sales reached 3.29 million US dollars, up 21% year-on-year.

However, whether traditional power station power products or high-power products for data centers, the underlying logic of overseas market competition has not changed: selling the product is just the beginning, and subsequent service, parts, training, and local cooperation capabilities determine whether a brand can form a long-term reputation.

For New Power Technology, export growth brought new market space, and also forced it to make up for this "slow work" of overseas service. When more and more Made in China products enter the overseas market, competition will no longer be just price, performance, and delivery speed, but who can truly leave service capabilities in the local area.

This year's Chinese auto market is quite divided, with one side freezing cold while the other is scorching hot.

CPCA data shows that from January to May this year, the national passenger car market cumulative retail sales totaled 7.099 million units, down 19.5% year-on-year, with the domestic market continuing to face pressure. Meanwhile, the export scene is quite different. From January to May this year, complete vehicle exports totaled 4.25 million units, with a year-on-year growth rate of 49%, export value reaching $73.6 billion, up 50% year-on-year, and export sales climbing steadily.

Clearly, the entire Chinese auto market now presents a "cold inside, hot outside" scenario, and auto export sales are unbelievably impressive. But selling more does not mean selling steadily; shipping cars away to sell is one thing, taking root locally is another. Great Wall Motor Chairman Wei Jianjun once scored the current state of Chinese auto exports out of 10 points, giving only 3 points, and this score still provokes deep thought today.

Chinese auto exports are far from the time to pop the champagne. Current achievements are more about the success of "Going Out" — shipping complete vehicles by ship and selling them abroad. But true globalization and long-term sustainability go far beyond this. It requires us to shift from "Going Out" to "Going In", taking root locally. This is the key to whether Chinese auto exports can truly bear fruit in foreign soil.

• Export Blooms, But with Many Difficulties

Over the past few years, the growth curve of Chinese auto exports has been quite steep. From 3.33 million units in 2022 to 8.32 million units in 2025, growth of about 2.5 times in four years. The trend continued in the first five months of this year, with single-month export sales hitting new highs. May complete vehicle exports reached 988,000 units, very close to one million units in a single month.

More worth noting is that from the sales volume of top independent brands, the overseas market is becoming the core engine pulling their sales growth. Under the pattern of cold domestic and hot overseas, surging exports not only made up for weak domestic demand but also reshaped the sales structure of major car companies. Export giants such as Chery, BYD, SAIC, Geely, and Great Wall have all stabilized the overall market by the rapid surge in overseas markets.

Chery's cumulative exports from January to May this year reached 753,000 units, up 69.5% year-on-year, creating a new record for Chinese autos of "over 700,000 units in five months". It is worth knowing that in 2025, Chery's overseas revenue was 157.4 billion yuan, surpassing the domestic market for the first time, accounting for 52.4% of total revenue. This means exports are no longer a supplementary item for them, but a key support for the profit structure.

There is also BYD, with exports of 617,000 units in the first five months of this year, ranking second. Over the past five years, its overseas sales grew from 50,000 units to 1.0496 million units, an increase of nearly 21 times. In May this year, BYD sold 383,453 vehicles, up slightly 0.3% year-on-year, of which overseas sales were as high as 160,177 units, up 80.7% year-on-year, with export share exceeding four-tenths.

Geely, SAIC, and Changan follow closely, and even Tesla, relying on Chinese manufacturing and East China port advantages, turned its Chinese factory into a gateway for global exports. However, behind the impressive export figures, the real challenges are just emerging. Growth rate does not represent everything; while export scale expands, resistance also accumulates simultaneously.

First is tariffs and trade barriers. EU anti-subsidy tariffs increased to a maximum of 45.3%, directly impacting pure electric vehicle exports to Europe. In January 2026, China and Europe reached a consensus on the "price commitment" mechanism, temporarily easing friction, but policy uncertainty was not eliminated. Meanwhile, Turkey proposed local production ratio requirements, Brazil raised import tariffs, and Indonesia set battery localization thresholds. Such requirements will only become more common.

Second is compliance costs. Currently, 144 countries have formulated data privacy related laws, and GDPR cumulative penalty amounts exceeded 7.1 billion euros. Smart cars involve massive data collection, transmission, and storage. Once entering strict regulatory markets, compliance costs cannot be underestimated.

Furthermore, there are brand and product adaptation issues. Chinese cars in overseas markets are currently selling products more than building brands. Cost-performance is the main advantage, but premium ability is limited. Brand awareness and user loyalty are still in the early accumulation stage. Product ideas familiar in the domestic market — stacking configurations, driving competition with parameters — may not hold true overseas.

Finally is cultural integration. This is different from product adaptation and involves management methods and daily operations. Differences in religious habits, work rhythms, communication logic, and holiday systems in different markets are far greater than imagined.

• How to Count as "Going In"?

Regarding going overseas, there is a relatively clear stage classification in the industry.

Initially, it was the trade export stage, simply selling complete vehicles to achieve from 0 to 1. The second stage is brand export, gradually building marketing and service systems overseas, promoting own brands through a combination of general agents and independent dealers. The third stage is capacity and industry export, building KD factories locally, laying out supply chains, developing exclusive models for overseas markets based on regional R&D centers, and achieving localization of services simultaneously. The fourth stage is ecological export, where supporting services such as finance, insurance, and used cars follow in, and begin to participate in the formulation of technical standards in safety, intelligence, energy, etc. locally.

Currently, most Chinese car companies are in the second stage, with top few attempting to transition to the third stage. True "Going In" corresponds to the third stage and beyond. So how to go in?

First, adapt to local conditions. This is not just a slogan; Chery Tiggo 7 is a typical case. Although this car was born in China, it underwent deep R&D targeting usage scenarios, road conditions, regulations, and standards in over 100 countries worldwide. The highlands of South America in Brazil with altitudes of 300-1,500 meters on steep slopes, humidity up to 75% in Indonesia, desert highways averaging 46.9°C in the Middle East, and unlimited speed highways in Germany. Every extreme condition is within design considerations. It is not satisfied with "meeting Chinese standards for export", but rather "meeting global standards from birth". This thinking is exactly the leap from Going Out to Going In.

Secondly, localizing capacity and ecology is deeper rooting. BYD, SAIC, Chery and other top car companies are no longer satisfied with complete vehicle exports. Great Wall Motor's CKD export share reached 43.3%, SAIC-GM-Wuling 40.9%, SAIC Passenger Cars 10.5%. Knock-down exports and local assembly can both avoid tariff barriers and drive local employment, obtaining policy support.

Furthermore, building factories overseas. Chinese auto brands are accelerating "Going In" through overseas factory construction, where SAIC, BYD, and Chery strategies have different focuses.

BYD roots in multiple points globally. Its factory in Camaçari, Bahia, Brazil went into production in July 2025, with an annual capacity of 150,000 units; Szeged factory in Hungary is expected to start assembly in Q4 2026, also planning 150,000 units annual capacity; Thailand factory has gone into production, Indonesia factory plans to produce in 2026. In addition, factory building plans in Spain and Mexico are also being planned.

SAIC Group chose to build its first production base in the EU in the port of Ferrol, Galicia, Spain, with an initial investment of about 200 million euros, planning annual capacity of 120,000 units, planned to produce by the end of 2028. Chery prefers a "light asset" model. In Barcelona, Spain, it formed a joint venture with Ebro Group, utilizing the former Nissan factory. Meanwhile, Chery also signed a memorandum of cooperation for contract manufacturing with Nissan Sunderland Plant in the UK, planning to produce as early as the 2027 fiscal year.

As an automotive enterprise, to step out of the country is not just simple product output, but rooting locally, outputting technology and systems, obeying local regulations, understanding consumer needs, listening to their voices, striving to provide products most suitable for local consumers, thereby achieving the transition from "Going Out" to "Going In".

• Qingdong Review

The stage achievements of Chinese auto exports are worthy of pride, but absolutely cannot be overly optimistic. Returning to Wei Jianjun's 3-point evaluation, he was not denying China's export achievements, but reminding everyone: selling cars is just the first step; true globalization is a long war. For Chinese auto exports to develop in the long run, they must have the ability to root and adapt, and truly "go in".

On June 21, 2026, on the Shantou East Coast, a car life square facing the sea was unveiled.

This is not only a commercial opening, but also the latest achievement of famous Teochew businessmen Wang Laichun and Wang Laisheng returning home to invest, and also a vivid footnote to the Shantou "Teochew Businessman Returning Home Project".

In this new city transformed from tidal flats, the Ruixun Gulf Car Life Square and the first Chery Life Hall in the country are trying to define an unprecedented new landmark for car culture in Eastern Guangdong

This life hall has completely broken the cold transaction logic of traditional 4S stores "selling immediately upon entry". It has turned the 30,000 square meter seaside space into a full-scenario ecosystem field integrating "people, cars, and life".

Here, viewing cars can be a sea view tour, waiting can be a meal of Chaoshan cuisine, parent-child time can be interwoven with tech study.

Chery Automobile Chairman Yin Tongyue revealed the essence: "What today's users need is not just a good car, but a quality, personalized, and happy lifestyle."

He explicitly stated that this life hall is the largest and most fully-featured benchmark of Chery globally, and the "one city, one hall, one feature" layout will be promoted in the future.

This "stress-free discovery" model has completely broken the circle barriers of car consumption, allowing car culture to move from professional to mass public.

For the 15 million overseas Chinese scattered across the globe, the strategic significance of this life hall far exceeds a leisure consumption venue.

Shantou possesses scarce international submarine cable channels and "data processing" pilots, approved as one of the national first batch of "Digital Bonded Zone" cultivation pilots, serving as the digital bridge connecting China and Southeast Asia. This is naturally the "bridgehead" for Chinese brands going global.

Chery's partnership with Shantou is essentially a strong alliance between "Chinese hardcore products" and "Global Teochew Business Networks".

Chery Life Hall is not only a showroom, but also a "home port" and actual scene model room provided for overseas Chinese and potential dealers — overseas Chinese here not only see cars, but can also see a replicable commercial model carrying Chinese lifestyle and brand value.

Chery's confidence stems from its solid overseas performance record.

In 2025, Chery's export sales reached 1.344 million units, accounting for nearly half of total sales, ranking first in export of Chinese brand passenger cars for 23 consecutive years.

In the Southeast Asian market dominated by Japanese cars for decades, Chinese brands are tearing open a gap with new energy as a weapon.

In January 2026, Chinese brands accounted for over 75% of the pure electric vehicle market share in Thailand, and Chery has even jumped into the top three in brand sales.

In Malaysia, Chery, relying on solid workmanship and highly competitive pricing, saw its market share surge, attracting a large number of consumers who originally considered Japanese cars.

Yin Tongyue once said, Chery's globalization cannot just compete on speed, but must rely on sustainable technical capabilities, with the goal of upgrading from "product going global" to "technology going global".

Now, Yin Tongyue went a step further, he hopes to build the Shantou Life Hall into an "investment promotion platform, going global exchange platform", promoting Chinese automotive technology to "go south to Southeast Asia", towards the world.

This highlights Chery's strategic vision of deeply cultivating Southeast Asia — no longer satisfied with selling cars, but outputting brands and lifestyles. The opening of the Shantou Chery Life Hall is not only a milestone in Chery's channel reform, but also a microcosm of Shantou's urban advancement.

It integrates the advantages of the hometown of overseas Chinese, coastal endowments, and cutting-edge consumption formats, providing an observation sample for the globalization narrative of Chinese brands: true going global is letting brand culture take root in a foreign land, and behind this, is the warmth and strength given by this hot soil of the hometown.

Recently, inside the production workshop of Fangxing Rubber Co., Ltd., Dongying City, machinery hummed as workers rushed to manufacture a batch of orders bound for Southeast Asia. Since the start of 2026, facing multiple unfavorable factors such as the international situation and fluctuation in shipping costs, Fangxing Rubber overcame challenges head-on, presenting a report card of steady counter-trend growth with export volume up 3% year-on-year in the first quarter.

Behind the continuously rushed overseas orders is Fangxing Rubber's successful practice of deep diving into differentiated strategies and leveraging precise deployment to unlock the global footprint.

Targeting the Right Path: Precise Deployment of Differentiated Products

In the complex and changing international market environment, relying on a single specialty is no longer sufficient to meet diversified needs. Fangxing Rubber actively transformed its thinking, deeply researched the road conditions and usage habits of customers in different regions, and formulated differentiated production plans.

"Currently, our products are sold globally. The markets in Indonesia and Southeast Asia mainly focus on inner tube tires, while countries like Africa and Iran focus on tubeless tires," said Liu Liqin, Sales General Manager of Fangxing Rubber, revealing the key to going global. This "tailored" precise deployment has enabled Fangxing Tires to gain extremely high recognition overseas. In the past few years, the annual growth rate of export orders has always remained at a high level of 20% to 30%. In 2025, Fangxing's total sales volume reached nearly 10 million units, with exports accounting for absolute dominance.

Solid Support: "Top Quality" Builds a Solid Foundation

Endless overseas orders cannot be separated from strong manufacturing platform support. Since its establishment in 2003, Fangxing Rubber has firmly executed the "Top Quality" brand strategy, creating top-quality standards with top-tier equipment, raw materials, and technological strength.

Currently, Fangxing possesses powerful capacity with an annual output of 3.2 million sets of all-steel heavy-duty radial tires, 12 million sets of semi-steel radial tires, and 150,000 sets of engineering tires. Its products are known for high load resistance, high wear resistance, and stable performance, perfectly matching the strict requirements of overseas heavy-duty and complex road conditions. As a National High-tech Enterprise and a Provincial Manufacturing Champion, Fangxing has already obtained 61 invention patents, injecting strong technological momentum into product iteration.

Riding the Wave: Government and Enterprise Cooperation for Steady Global Expansion

The steady development of Fangxing Rubber also benefits from the fertile soil of local industry nourishment. The local government cultivated foreign trade subjects through multiple measures, organizing participation in exhibitions, purchasing export credit insurance, and actively responding to EU "anti-dumping and anti-subsidy" cases, assisting enterprises in developing emerging markets. Relying on the complete industrial chain advantages and favorable business environment of the locality, Fangxing Rubber further consolidated its compliance and quality control advantages.

Facing the heavy challenges of 2026, Fangxing Rubber maintained stable production and sales. In the future, relying on more than 20 years of industry deep diving, a capacity scale of tens of millions of units, and a sales network covering over 100 countries and regions globally, Fangxing Rubber will continue to use differentiated products as a sharp blade, moving forward steadily in the fierce competition in the global tire market.

The Chinese automotive industry is at a critical stage of new energy transition and global layout.

In this macro context, as a leading commercial vehicle enterprise, SAIC Commercial Vehicle's latest market performance has become an important indicator for observing commercial vehicle market trends.

Data shows that in May this year, SAIC Commercial Vehicle sales reached 27,509 units, a 41% year-on-year increase. Among them, new energy model sales were 11,476 units, a 143% year-on-year increase; overseas market sales were 12,392 units, a 56% year-on-year increase.

The dual-line growth of new energy and export businesses has become the core engine for SAIC Commercial Vehicle's performance growth in May.

Looking specifically at segmented models, all brands under SAIC Commercial Vehicle show growth trends to varying degrees.

Maxus light commercial vehicle sales in May were 11,865 units, a 56% year-on-year increase; among them, Dama series sales were 5,934 units, a 197% year-on-year increase. The Iveco brand obtained some police and medical orders in the specialized vehicle market.

In the pickup segment, Maxus pickup sales in May were 7,223 units, a 58% year-on-year increase. The light truck brand Forthing sales in May were 4,287 units, a 41% year-on-year increase, with new energy model sales accounting for 67%.

Additionally, heavy truck brand Hongyan and bus brand Shenhuo completed specific vehicle deliveries for Taiyuan, Shanxi and Jiading buses respectively in May. The new power technology segment engine sales in May were 21,888 units, a 56.6% year-on-year increase.

Regarding the overseas market, SAIC Commercial Vehicle export sales reached 12,392 units in May. In the Singapore market, SAIC Maxus delivered eDeliver 5 models to logistics company DHL.

It is reported that in the second half of 2026, the Australian and Chilean markets plan to introduce the Maxus T70 model, and currently the model has a certain number of pre-orders in the above regions.

It is worth noting that SAIC Motor recently completed the delivery milestone of global cumulative production and sales of 100 million units. As one of the group's business segments, SAIC Commercial Vehicle's May sales data and progress in new energy and overseas markets are part of this overall scale.

Currently, the improvement of new energy penetration rates and localization of overseas markets have become the main focus areas for commercial vehicle enterprises.

SAIC Commercial Vehicle currently holds a leading position in the market share of domestic light commercial vehicles, new energy light commercial vehicles, and commercial vehicle exports.

Looking ahead, as demand for green transport capacity and intelligence increases in the global commercial vehicle market, whether SAIC Commercial Vehicle can continue to maintain the current growth rate and further solidify its position in the international supply chain remains to be seen.

[Car Channel Industry] Let's review the major events that happened in the automotive world on May 20, 2026.

Automotive Event 1: GAC Group First Left-Hand Drive Export Model Rolls Off Production Line in Malaysia Deepening Southeast Asia Strategic Layout

Recently, GAC International officially announced that the first left-hand drive export model for Malaysia has rolled off the production line, marking a milestone step in GAC's local production process in Malaysia. According to the image, the model rolled off is the Trumpchi GS3.

This time, GAC Group General Manager He Xianqing led a team to Indonesia, Malaysia, and Singapore to conduct market research and cooperation exchange activities, inspect the local market environment, deepen strategic synergy with partners, and promote quality and efficiency improvements in the Southeast Asia market layout.

Automotive Event 2: Fangchengbao Cumulative Sales Break 400,000 Units

 On May 20, Fangchengbao Auto announced the achievement of 400,000 Fangchengbao sales and 150,000 Titan 7 sales. On May 1, Fangchengbao Auto released April sales data, overall sales were steady, total brand sales 29,138 units, up 190% year-on-year, up 12.4% month-on-month, showing strong growth momentum.

Automotive Event 3: Dongfeng to Establish Joint Venture with Stellantis Group Responsible for Voyah Europe Sales Business

Recently, Dongfeng Group and Stellantis Group signed a non-binding memorandum of understanding, comprehensively deepening strategic cooperation, and accelerating the global expansion. According to the agreement, both parties intend to establish a joint venture in Europe. Both parties are discussing having the joint venture responsible for Voyah's sales and distribution business in designated European markets.

Both parties also preliminarily discussed the possibility of localizing production of Dongfeng's new energy vehicles at Stellantis Group's factory in Rennes, France, to comply with European regulations and "Made in Europe" framework requirements.

Automotive Event 4: SAIC Group and SAIC-GM-Wuling Donate 2 Million Yuan to Liunan Earthquake Disaster Area

 From May 17 to 20, Liunan District experienced multiple earthquakes. After the disaster occurred, SAIC Group and SAIC-GM-Wuling responded quickly, donating 2 million RMB to the disaster area, specifically for emergency relief of affected people, daily necessities supply, temporary resettlement, and subsequent post-disaster reconstruction work.

SAIC Group and SAIC-GM-Wuling practice social responsibility with practical actions, conveying the firm belief of "weathering the storm together, watching out for each other", and helping the disaster area return to normal life order early and rebuild a beautiful home.

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