In late September, the 2026 World New Energy Vehicle Conference opened in Haikou, Hainan. With the theme of "transformation, upgrading and resilient growth", the conference set up a main forum, 10 thematic forums, 3 closed-door meetings and 6 simultaneous conference activities, bringing together guests from more than 20 countries and regions and representatives of global new energy automobile industry chain enterprises to exchange on hot spots such as industrial transformation, intelligent networking, and automobile going to sea. At the main forum of this conference, Wang Lang, vice president of Chery Automobile Co., Ltd., delivered a speech on the theme of "Opening up a new channel for the global automobile industry for Chinese brands". In his speech, he said that the end result of the globalization of the automotive industry is to become part of the local industry. The real globalization is not to sell more products to the world, but to continuously create user value, industrial value and social value in more markets. Wang Lang, vice president of Chery Automobile Co., Ltd., believes that there is no shortcut for Chinese automobiles to go global. Only by abiding by rules, taking root and innovating more can they go steadily and far. Based on the above understanding, Chery always adheres to three principles in the process of going to sea: abiding by rules, integrating, and having a bottom line. Wang Lang firmly opposed bringing the inner roll to overseas. In his view, Chinese automobile companies compete viciously overseas, damaging the reputation of all Chinese brands. Wang Lang believes that enterprises adhere to three major principles: legal compliance, fair competition, mutual benefit and win-win, and standardize terminal prices and promotional behaviors; products must be safe and reliable, in line with local standards and habits; they must work together with local enterprises to make the cake bigger, become participants and contributors to the local economy, and eventually become local corporate citizens. Wang Lang said that before the product enters the market, it is necessary to do a good job in "four developments" such as regulatory development, adaptive development, competitiveness development, and differentiated development, and develop local products for local people according to local conditions, so as to achieve local recipes and local tastes, and adhere to the "three acceptable" standards: affordable prices for users, reliable safety and quality, and sustainable development. All along, Chery has adhered to the concept of "going to sea is not to harvest, but to deepen cultivation". In the early days of reform and opening up, European companies such as Volkswagen and Mercedes-Benz set up factories in China, cultivating China's market supply chain and talents. Today, China is ahead in electrification and intelligence. Therefore, Wang Lang believes that we should also strengthen sharing and cooperation to help traditional enterprises transform and let China's new energy vehicles, smart vehicles and supporting battery industries land in more countries and regions. The following is the original text of the speech (compiled by Automobile House): Dear Chairman Wan Gang, Secretary Feng Fei, Governor Liu Xiaoming, leaders, guests, everyone! We are very grateful to the China Science and Technology Association, the Ministry of Science and Technology of Hainan Province, and the Ministry of Industry and Information Technology for jointly building this world-class platform, which gives us the opportunity to discuss the global development of new energy vehicles. In recent years, thanks to the country's forward-looking planning and strategic layout of the new energy automobile industry, China's new energy automobile industry has achieved a historic leap from following the lead. Chery takes advantage of the momentum, adheres to the two-wheel drive of new energy and globalization, takes new energy as the main line of transformation, accelerates the electrification and intelligent layout, takes globalization as the growth engine, and continues to cultivate overseas markets. The two main lines work together to promote the steady improvement of the group's operating scale, achieving a simultaneous breakthrough in quantity and quality. From January to August this year, Chery Group sold a total of 1.915 million vehicles, an increase of 10.8% year-on-year, of which 1.343 million vehicles were exported, accounting for more than 70%. The cumulative sales of new energy vehicles reached 725,000 units, an increase of 46.2% year-on-year. The export growth rate far exceeded the overall growth rate, and the proportion of new energy continued to increase. Behind this set of data is the accumulation of Chery's 25 years of globalization and the structural momentum released by the new energy transition. Chery went to sea early, and began to take the first step in 2001. This year, the cumulative export scale exceeded 7 million vehicles, ranking the leading position of China's independent brand automobile exports for 23 consecutive years. One of our deepest experiences is that the true core of globalization is deep localization. The cost of going out to sea alone is high and the risk is high. Only by taking root and integrating into the local area can we go steadily and far. Over the years, Chery has always adhered to three principles in the process of going to sea: abiding by rules, integrating into them, and having a bottom line. First, we must abide by the rules when going to sea, so that the "three are not troublesome" will not cause trouble to the motherland. It is firmly opposed to bringing inner rolls overseas, and Chinese automobile companies viciously compete overseas, damaging the reputation of all Chinese brands. Chery took the lead in responding to the "Guidelines for the Construction of Overseas Competitive Behavior and Compliance in the Automotive Industry" of the three national ministries and commissions, promising to comply with laws and regulations, fair competition, mutual benefit and win-win, establish a scientific pricing system, and standardize terminal prices and promotional behaviors. Doesn't bother the user. The product must be safe and reliable, in line with local standards and habits, so that users can use it with peace of mind and peace of mind. Chery has established a global real-world traffic accident case database and database, proactively improved safety standards on the basis of national standards, covering active safety, battery safety, collision safety, rescue safety and other aspects, completed a large number of vehicle crash tests every year, covering various typical collision scenarios around the world, and laid out perfect service outlets and accessory warehousing systems in major overseas markets to establish a rapid response mechanism to ensure that users' problems can be solved in a timely manner. Does not cause trouble for the country. We do not give trouble to the country, not to grab the cake, but to dislocate the development, collaborate, and work with local partners to make the cake bigger, create value, and win respect. Chery's position overseas is not to be an outsider, but to become a participant and contributor to the local economy and a local corporate citizen. Second, where to land, where to serve, where to become an enterprise to achieve three "into it": product into it. We do not want to simply copy the central kitchen model of Chinese cuisine and global distribution, but to do the "four developments" before the product enters the market, such as regulatory development, adaptive development, competitiveness development and differentiated development, and develop local products for local people according to local conditions, so as to achieve local recipes and local tastes. industry into it. We deepen our cooperation with the local supply chain, promote the CKD model, establish overseas regional production centers, and flexibly carry out diversified cooperation models such as localized production and OEM. " Our partnership with Spain has not only revitalized local spare capacity and created jobs, but also revitalized the Spanish EBRO brand with a history of more than 70 years. Culture blends in. Chery has always regarded itself as a member of the local community in its global business. We respect the local culture, practice the concept of In Somewhere, For Somewhere, Be Somewhere, and truly integrate and contribute to the local community. We have partnered with UNICEF to promote global education projects that have reached 40 million children and adolescents, and we will continue to invest $6 million in ongoing support over the next three years to work with the International Union for Conservation of Nature (IUCN) on a Bosidonian seagrass bed restoration project in the Mediterranean to safeguard the lungs of the local ocean. As the only representative of the automotive industry, Chery signed the vision initiative to create a sustainable brand at the United Nations Palais des Nations in Geneva. The integration of culture is not a slogan, but a consistent action by Chery. Third, be innovative, have a bottom line, and adhere to the affordable price of "three can" standard users. We insist on relying on technological innovation to reduce costs, make the experience work, and provide users in different regions of the world with higher technology products options with better cars, better styling, and higher technology configurations. Trustworthy safety and quality. We carry out full-dimensional safety verification according to the most stringent standards in the world. At present, 71 vehicles have obtained various five-star safety certifications and won the reputation for quality. In 2025, we won the first independent brand of J.D. Power's new car quality sales service, after-sales service, product charm and vehicle reliability, becoming the only "five-crown champion" in the industry. In 2026, Chery officially became a member of the board of directors of the International Automobile Working Group, and is the third company in Asia to qualify for this qualification. Enabling a shift in identity from global quality standard respondents to co-founders. Sustainability. We work with our global peers to advance low- and zero-carbon technologies, solidify ESG, and contribute to the global green transition. Chery has obtained the first China-Europe carbon footprint data mutual recognition certificate in China, and the proportion of carbon footprint accounting coverage for the vehicles on sale has reached 100%. At present, Chery is accelerating the construction of a six-in-one smart energy ecology for the car storage and charging network cloud. Summing up, Chery has always adhered to the concept that going to sea is not to harvest, but to cultivate. In the early days of reform and opening up, European companies such as Volkswagen and Mercedes-Benz set up factories in China, cultivating China's market supply chain and talents. Today, China has taken the lead in electrification and intelligence. We should also strengthen sharing and cooperation to help traditional enterprises transform, so that China's new energy vehicles, smart vehicles and supporting battery industries can be landed in more countries and regions. The end result of the globalization of the automobile industry is to become part of the local industry. The real globalization is not to sell more products to the world, but to continuously create user value, industrial value and social value in more markets. There is no shortcut for Chinese automobiles to go global. Only by abiding by rules, taking root and innovating more can they go far and steadily. Thank you all!.