In the car market of October 2026, there is a change more worthy of discussion than any single-month sales figure: the new energy retail penetration rate reached 67.8%, while overall passenger car retail sales dropped 25% year-over-year. Putting these two numbers together means that market contraction and powertrain switching occurred simultaneously. The retreat of fuel cars is no longer a trend prediction, but a reality unfolding. At this juncture, breaking down item by item who sold tens of thousands more yields limited information. What is more worth asking is: when new energy itself has become the majority of the overall market, is the matter of leadership still the same as it was a few years ago?

BYD's October delivery of 490,168 units, viewed in this context, derives its significance not from the words "setting a new high within the year," but from its position. On the wholesale list, BYD accounted for 483,100 units. The volume of the second-place brand behind them is less than half of that, followed by a string of names with monthly sales in the 100,000s and 50,000s, separated by a clear gap. Meanwhile, NIO, Li Auto, and HIMA all saw year-over-year declines in October, with HIMA's decline exceeding 50%. While the total volume of the new energy track is still expanding, the temperature gap between participants is widening rapidly. The meaning of "New Energy Market Continues to Lead" here is no longer simply whose share is higher, but whether, after penetration crosses the critical point, leaders and followers have entered different competitive dimensions.

This different dimension is first reflected in the question of where growth comes from. Domestic new energy retail sales were down year-over-year in October; the rise in penetration came more from the shrinkage of fuel car share than an explosion of new energy's own incremental volume. In other words, competition in the domestic market is shifting from "grabbing new users" to "replacing stock." In this structure, brands relying on a single domestic market and a single price band for volume have naturally limited flexibility. The more significant signal in BYD's October data is that the weight of overseas sales in the single-month total has stabilized at a level sufficient to change the overall rhythm. Localized production at Thailand, Indonesia, Brazil, and Hungary factories, along with the operation of its own RoRo fleet, means exports are no longer an overflow of domestic capacity, but a second curve supported by independent capacity and channels. When domestic market volatility rises, this curve provides hedging, not just icing on the cake.

Another line easily obscured by sales figures is the energy replenishment network. As of October, Flash Charging Stations have been deployed to over 12,000 locations, covering 341 cities, with a year-end target of 20,000 stations and plans for several thousand overseas. Competition for pure electric models, reaching a stage where penetration is near 70%, is seeing the key winning factor shift from "rated range" to "energy replenishment certainty." The density and consistency of the charging experience will directly alter the psychological threshold for an ordinary family choosing between gas and electric cars. This issue is not as conspicuous as monthly sales, but it determines whether a vehicle's usage experience can sustain repurchases and reputation. Sales are the terminal result, while the energy network is the infrastructure that makes this result sustainable. The time lag between the two often manifests in data only after two or three years.

Another number worth mentioning last: R&D expenses for the first three quarters were 36.3 billion yuan, with cumulative R&D investment exceeding 280 billion yuan. In a cycle where price competition remains fierce and most brands are cutting spending, continuously investing amounts far higher than current profits into R&D looks like a drag on profits in the short term, but in the long term, it is the price of the ticket for the next product cycle. The 2nd Gen Blade Battery, self-developed intelligent driving chips, and data showing over 3.95 million units of assisted driving models in use are all signs that this investment is beginning to pay off at the terminal. Sales figures change every month, but the thickness of technical reserves will not reverse in a single quarter.

Back to October. 490,000 units is a decent number, but the 2026 new energy market has passed the stage of defining success or failure by single-month rankings. A domestic penetration rate nearing 70% means new energy is no longer a "substitute option," but a "default option." Under this premise, the leader's task has quietly shifted from "proving they can be chosen" to "proving they can stand firm in multiple markets and technology lines simultaneously." The pacing of overseas capacity landing, the coverage density of the energy network, and the conversion efficiency of R&D investment will not appear in monthly communication titles, but these are what determine whether the next "October" can still stand in this position.

October 28, 2026, Suzhou, Wang Chuanfu accepted the highest honor of China's automobile industry—the Rao Bin Award.

On this awards stage known as the "Nobel Prize" of China's automobile industry, he looked back on the hardships BYD has come through and mentioned the achievements made today.

But in the end, he folded the storms, grievances, and glory of these twenty years into a single sentence:

"I wanted to solve a proof problem, to prove that Chinese new energy is viable, and Chinese automobiles are viable."

It was still him, the one who once shouted "Together, we make the Chinese Auto Industry", today still speaking in the same language.

(1) Backbone and Responsibility

Wang Chuanfu has a very friendly nickname, called Brother Boatman.

This nickname started as a pun, but later also symbolized his early days on the small boat of BYD, which was in turbulent times, gritting his teeth and rowing desperately.

Today, this small boat has grown into a giant ship with an annual sales volume of 4.6 million vehicles, entering the first tier of global automakers.

Wang Chuanfu has also changed from a boatman to a captain.

And between the boatman and the captain, there is more than just time.

To see why Wang Chuanfu speaks and chooses routes like this today, we must first turn the ship back, to the time when he was just a young man being repeatedly questioned at the customs.

In his early years, he did battery exports and frequently traveled to Europe and the United States. At customs, the counterparts repeatedly asked him to show return tickets, fearing he would refuse to leave, which made him very angry and felt unjust.

He said: "We Chinese people are not stupid, nor lazy, why do we not have corresponding status?"

That spirit became the strongest keel of BYD's small boat later on.

After starting car manufacturing, he insisted on changing all the physical buttons in the car to Chinese.

Others advised him, it's too earthy, it will affect sales.

But he said: "For things involving the foundation of Chinese culture, we must persist."

This persistence has continued to this day.

So BYD has product naming unique to Chinese culture, and the distinctive "Dragon Face Design" aesthetics.

He wants a Chinese car to reveal Chinese confidence from the inside out, from name to appearance, from bone structure to soul.

This is Wang Chuanfu's fiery spirit, but it goes beyond that.

In 2020, during the most serious part of the epidemic, masks became lifesaving materials.

Wang Chuanfu gave an order, more than 3,000 technicians drew more than 400 mask machine blueprints in three days, and the first equipment was built in seven days.

In less than a month, they accomplished the world's largest mass-produced mask factory.

Later in interviews, he said: "If the country has difficulties, we will manufacture."

This is Wang Chuanfu's sense of social responsibility and accountability.

(2) Foresight and Ace Card

However, a small boat becoming a big ship, a boatman becoming a captain, blood and responsibility are not enough.

A captain must look up at the sky, the wind direction, and the routes others cannot see.

At this time, we can see Wang Chuanfu's foresight.

In 2014, joint-venture brands were at their peak in the Chinese market; paying premiums for cars was the norm.

He predicted that joint-venture cars were too comfortable, and sooner or later would be beaten by Chinese automobiles.

At that time, everyone thought he was bluffing. Now facts prove he was right.

In 2015, at the BYD Fans Conference, he said that future electric vehicles would run even after the front wheel burst and was thrown away.

In 2023, DiSus-X allowed a Yangwang U9 to drive steadily with a missing wheel.

What explains him choosing routes in the fog even more clearly is the battery lifeline.

From the beginning, Wang Chuanfu targeted Lithium Iron Phosphate (LFP).

Because what he calculated was not temporary parameters, but the lifeline: Nickel-Manganese-Cobalt (NCM) relies on cobalt and nickel, which are extremely scarce in China and can be choked at any time; while Lithium Iron Phosphate has independent resources and is extremely safe.

But reality quickly slapped him in the face. In those years, subsidy policies chased energy density, and the whole industry疯狂ly swung towards NCM, forcing Lithium Iron Phosphate into a corner.

To survive, BYD also compromised, and the main models switched to NCM on a large scale with the industry.

Those were the most dangerous years for BYD. By 2019, subsidies were cut, and sales slumped. Wang Chuanfu later recalled that at the time, there was only one goal: to survive.

But compromise was temporary; Wang Chuanfu did not completely stop the R&D of Lithium Iron Phosphate.

At the 2019 "Qinghai Conference", he led the team to ask a different question: Since we cannot compete on energy density in materials, let's compete on structure. Thus, the Blade Battery was born.

Why can he accomplish this? It is because BYD has always had an ace card that others do not have—Vertical Integration.

Others rely on buying to build cars; from the first day of making batteries, BYD was used to making whatever is missing themselves.

This vertical integration foundation is also the hardest ace card for BYD in later price wars.

In the second half of electrification, the routes Wang Chuanfu chose were still very "precise".

In intelligence, he did not treat intelligent driving as a premium chip for high-end cars, but turned it into a universal standard.

And in terms of energy replenishment, releasing the second-generation Blade Battery and Megawatt Flash Charging, planning to build 20,000 flash charging piles by the end of this year.

(3) Grand Vision and Open Ocean

However, the quality of a captain is ultimately not only judged by where he drives the ship alone, but also by how he treats other ships in the vast sea.

In 2023, when BYD's 5 millionth new energy vehicle rolled off the line, he placed models from thirteen partner companies in front of the big screen.

That promotional video "Together, We Make the Chinese Auto Industry" began with "This year is the 70th anniversary of China FAW's establishment", starting from the first "Jiefang" car, paying tribute one after another to FAW, Dongfeng, Changan, SAIC, GAC, Chery, Geely, Great Wall, and also paying tribute to NIO, XPeng, and Li Auto.

Later, the public opinion in the Chinese automobile market became complex, with open and hidden attacks. However, at the shareholder meeting, he said: "We are the leader, we can be bullied a bit, but we cannot bully others."

"Practicing only Wing Chun cannot make a martial arts world. Only BYD cannot make the Chinese Auto Industry."

This is Wang Chuanfu's grand vision.

Today, the Chinese automobile fleet jointly composed of various car companies with BYD as one of the flagship ships has entered the open ocean.

In the first half of 2026, BYD's overseas revenue share exceeded domestic for the first time; export sales approached 800,000 vehicles, and business covers 121 countries and regions.

In the UK, sales exceeded 50,000 in 2025, and in the first four months of 2026, it once topped the pure electric sales list; in Brazil, sales were about 110,000 in 2025, and the pure electric market share once reached 78% in February 2026; in Thailand, as of July 2026, the factory had cumulatively delivered more than 130,000 vehicles.

And the entire Chinese automobile fleet is also going further. In the first half of this year, the total export of Chinese automobiles reached 5.096 million vehicles; June even achieved a single-month export sales breakthrough of one million vehicles.

(4) Kung Fu Verdict

Back to the Rao Bin Award stage.

From the young man being questioned at customs back then to today, standing on stage as a leader of China's automobile industry.

What Wang Chuanfu wants to prove is never just how many cars BYD can sell.

He wants to prove that cars built by Chinese people can not only price themselves but also set their own rules.

He wants to prove that this fleet named "Chinese Automobile" can not only go out, but also let the whole world see, and get used to the presence of Chinese automobiles.

In the past, he became the captain of the BYD giant ship, a boatman gritting his teeth in the wind and rain.

Today, he is the flagship captain sailing the entire Chinese automobile fleet into the open ocean.

Recently, the 2026 Chinese Brand Overseas Expo opened in Hainan. During the same period, the forum released the "2026 Top 500 Overseas Chinese Brands" ranking. BYD made it into the top ten of the overall list, becoming the No. 1 Overseas Auto Brand, and was selected as a China Enterprise Overseas Impact Case the next day.

The weight of this No. 1 rank does not lie in how many cars were sold abroad, but rather because it did not follow the simple export route, but deeply rooted the entire system of manufacturing, R&D, charging, and services locally.

To understand this strategy, we must first outline BYD's overseas rhythm: how did it lay out overseas step by step?

As early as 1998, BYD established its first overseas subsidiary in Rotterdam, Netherlands. Initially, what went out were batteries, energy storage, and commercial vehicles.

Starting from 2022, passenger cars began entering Europe on a large scale and were delivered in Q4 of that year. Subsequently, BYD announced the construction of a Hungary factory in 2023;

2025 Brazil factory went into production, European HQ settled, overseas sales exceeded 1 million units for the first time;

Entering 2026, Hungary and Indonesia factories were put into production successively, the entire path went from product export step by step to local operations.

One: In terms of manufacturing system, BYD did not stop at complete vehicle export, but directly built factories in key markets.

Europe direction, Hungary Szeged factory went into production in Q4 2026, planned annual capacity about 300,000 units, is BYD's first manufacturing foothold in EU. European market models will turn from imported cars to European manufacturing. Originally costs eaten by tariffs and logistics are transformed into local investment and employment.

Latin America direction, Brazil Camaçari factory went into production in July 2025, initial annual capacity 150,000 units expanding to 300,000 units. Already welcomed the 100,000th complete vehicle output, driving local employment of about 5,500 people.

Southeast Asia direction, Thailand Rayong factory designed annual capacity 150,000 units. As of September 2026, 100,000th vehicle output down. Thai employees proportion 95%, local procurement ratio about 50%. Indonesia factory also officially put into production in September, becoming second base in Southeast Asia.

Two: In terms of R&D system, BYD solved the problem of product adaptation issues.

BYD built European HQ and supporting R&D center in Budapest, Hungary, undertaking sales and after-sales, vehicle certification testing, and local vehicle design three functions. R&D first focuses on intelligent assisted driving and next-generation electrification technology, also conducted joint research with at least three Hungarian universities.

This means models fit local regulations and user habits from the beginning of R&D, rather than made first then taken for modification.

In response to Japanese market with prominent barriers, BYD custom developed the first overseas dedicated model Sea Otter, English name BYDRACCO. This one place one policy thinking is exactly its biggest difference from traditional exporters.

Three: In terms of energy supply system, BYD Flash Charging Network landed globally.

BYD proposed Flash Charging Planet Plan, planning to build 6000 Flash Charging Stations overseas. Europe arranged 3000 stations, expected to complete by end of March 2027. Only UK arranged at least 300 stations.

Currently Flash Charging Stations have landed in Europe and Americas successively. Indonesia becomes the first overseas Flash Charging Network testbed, advanced first by Denza brand. Cars sell where, charging network spreads where. User range anxiety will not become brand expansion obstacle.

Four: In terms of service system, BYD uses long-termism to defend reputation.

BYD in Europe established cooperation with multiple top dealership groups, borrowing local mature channels to quickly spread after-sales network. Denza plans to cover 30+ European countries by end of 2026, building more than 150 retail stores.

This Budapest HQ, BYD unified coordination of European countries sales and after-sales services, letting car owners complete maintenance and repair locally, without relying on support far in China.

Putting the four systems together, then looking at market status of each region is clearer.

Europe is the station with highest value. 2026 Q1-Q3 BYD in EU, UK and European Free Trade Association countries newly registered about 284,000 vehicles, YoY growth 134.6%, market share from 1.2% to 2.7%. Among them UK about 68,400 vehicles is largest single market. Italy, Spain and France also grew volume;

Brazil market share has reached about 11%. BYD from strange Chinese brand became local opponent must recognize as a serious competitor;

Southeast Asia relies on Thailand and Indonesia two factories to form cluster. Entire overseas map presents Latin America leading, Europe breakthrough, Asia-Pacific many points blooming pattern;

Besides landing overseas systems, connecting China factories and overseas market transportation link, BYD also chose to grasp it itself.

2022, BYD announced investing about 5 billion yuan to build own car RORO fleet, ordered from Guangzhou Shipyard International, China Merchants Industry and CIMC Raffles etc. shipyards.

Jan 2024, first Explorer 1 maiden voyage. Ship length 199.9 meters, equipped with 7000 standard parking spaces, using LNG dual fuel clean power.

Up to now, BYD has 8 RORO ships put into operation. Except Explorer 1, also includes Changzhou, Hefei, Shenzhen, Xi'an, Changsha, Zhengzhou and Jinan. Among them Shenzhen and Xi'an both equipped with 9200 standard parking spaces. Shenzhen is currently the largest car transport ship globally put into operation.

Oct 2026, BYD Executive Vice President Li Ke confirmed ordered another 10 transport ships. After new ships all delivered, own fleet will reach 18 ships. One-time complete vehicle sea transport total capacity breakthrough 130,000 standard parking spaces. Corresponding annual export capacity can be upgraded to about 2.5 million vehicles.

Self-built fleet means BYD need not look at international shipping schedule and pricing whims. Overseas logistics this key link also held in own hands.

From sales view, BYD 2025 overseas sales first exceeded 1 million vehicles. 2026 Q1-Q3 already reached about 1.338 million vehicles, YoY growth 92%. Whole year expected close to 2 million vehicles. Company also set goal for itself 2029 overseas sales exceeding domestic goal.

This time, BYD is using the most down-to-earth and solid way, deep cultivate global never stop walking, turning itself from a global enterprise into a local enterprise rooted everywhere in the world.

So you think, when factory, R&D and charging all moved overseas, BYD real challenge will fall on which link?

The joint venture company EMT, funded by Chinese automotive giant Chery, plans to launch the micro electric vehicle Emta in Japan in 2027. Prior to this, the brand has released the exterior design of this mass-produced micro vehicle. This vehicle will compete with micro electric vehicles from Nissan and Suzuki, as well as the BYD Seagull.

Chery-invested EMT's upcoming electric micro vehicle Emta (Source: CarNewsChina)

Recently disclosed patent drawings in China revealed the exterior details of this small car, including an off-road style Soft-Roader (light off-road) version.

This EMT electric micro vehicle also adopts the mainstream boxy shape of Japanese K-Car. Emta has made significant modifications based on the concept car released in the first half of this year, presenting the final mass-production appearance.

The front end has undergone significant changes. The protruding bumper on the concept car was replaced with upper and lower grille trim + lower fog lamp cluster. Headlights and grille are arranged below the hood, the black grille narrows in the middle, appearing more slender.

The mass-production version wheels are no longer close to the four corners of the body like the concept car (concept car is more sporty, full of futuristic feel), wheels retract inward, the body is stretched according to Japanese K-Car regulatory size limits, utility is prioritized.

There are also multiple mass-production adjustments on the side: equipped with traditional pull-out door handles, rear door handle arranged beside the B-pillar; rail structure indicates the rear door adopts the side-sliding door common in K-Car.

The rear end is equipped with a full-width taillight bar echoing the front light group style. Between the taillights, the panel above the license plate frame can be optioned with custom LED logos, or only decorative paintwork.

The light off-road version appeared simultaneously, very noteworthy. The Soft-Roader version adds black anti-scratch surrounds around the body, a newly designed front bumper, shape similar to off-road bull bars.

Like other K-Cars focusing on outdoor style, this off-road kit is most likely just exterior decoration; expected to be equipped with small AT tires, slightly raising ground clearance.

Emta power parameters have not yet been announced, it has the chance to be equipped with a dual-motor four-wheel-drive system.

Singapore-headquartered electric mobility technology company EMT (Electric Mobility Technologies), jointly established by Chery, Jiangsu Yueda Group, Autobacs Seven, Gotion High-tech, Anest Iwata multiple parties.

Yueda also has a joint venture with Kia in China; Autobacs is Japan's largest automotive product retail chain; Anest Iwata is a Japanese air compressor, vacuum pump, spray equipment manufacturer.

Chery provides the whole vehicle platform, electric drive system, autonomous driving technology; production is handled by the former Kia Yancheng Factory (Yueda Yancheng Factory); Gotion High-tech, invested by Volkswagen, is responsible for battery supply.

Autobacs is responsible for the Japanese local sales channels, Anest Iwata provides after-sales and quality support. Emta's design team comes from Honda, Mazda. The brand is also simultaneously developing three models: Hatchback, SUV, MPV. If market sales performance is good, it plans to build a factory in Japan for production after 2030.

On the evening of October 29, BYD released its 2026 Q3 report: Third quarter revenue was 221.488 billion yuan, up 13.59% year-on-year; net profit attributable to the parent company was 10.02 billion yuan, up 28.08% year-on-year, with single-quarter profit returning to the 10-billion yuan mark. Looking at the longer term, it is even more obvious: global sales for the first three quarters were 3.1316 million vehicles, of which overseas passenger cars and pickups sold 1.338 million, a surge of 92% year-on-year, with the overseas sales ratio rising to 42.7% — roughly one out of every two cars sold is exported overseas.

Three Numbers Behind the 10 Billion

Looking solely at the third quarter, the profit growth rate (28.08%) clearly outpaced the revenue growth rate (13.59%), indicating that the ability to generate revenue per vehicle is strengthening. September single-month sales surged to 463,600 vehicles, breaking the annual record, up about 17% year-on-year; overseas sales for that month were 179,900, surging 153.9% year-on-year, with the export ratio nearing 40%. Among them, September new energy exports exceeded 180,000 vehicles, up about 154% year-on-year, making it the single automaker with the fastest overseas expansion pace in the entire industry.

The profit structure is also optimizing simultaneously. Fang Cheng Bao, Denza, and Yangwang, the three high-end brands, had a combined sales volume of 410,000 vehicles for the first three quarters, up 75% year-on-year, accounting for over 13% of total sales. The proportion of high-end vehicles rising, combined with overseas market per-vehicle profit generally being better than domestic, jointly pushed the third-quarter gross margin up. Institutional research reports generally believe that overseas sales volume continues to expand, and profit elasticity is still ahead.

European Factory Starts Operations

Supporting overseas growth is not just the export fleet, but also local manufacturing. The Szeged, Hungary factory officially entered the mass production phase in October; this is BYD's first new energy passenger vehicle base in Europe, with Phase I having an annual capacity of 150,000 vehicles, the first models coming off the line being Dolphin Surf (Seagull) and others. Against the backdrop of the EU levying additional tariffs on imported electric vehicles, local production means tariff costs go directly to zero, and cars bought by European users will be cheaper and delivered faster.

Tailwinds from the broader environment are also blowing. Market research institution data shows that in the first half of 2026, sales volume of Chinese brands in Europe was 531,900 vehicles, up 90.6% year-on-year, with growth far exceeding the overall European auto market, and BYD's cumulative registrations in Europe have caught up with Tesla. Overseas factories in Thailand, Brazil, Uzbekistan, and Indonesia had previously commenced production successively. Adding this key move in Hungary, "Chinese Export" is turning into "Global Manufacturing".

Overseas Markets are the Deciding Factor in the Second Half

Wang Chuanfu's previously set overseas annual sales target of 1.5 million vehicles, judging by the pace of 1.338 million in the first three quarters, will likely be exceeded. For an automaker selling millions of vehicles annually, the overseas proportion climbing from over 20% to over 40% means revenue structure, risk resistance ability, and brand premium have all changed a level of magnitude. The quality of this 10-billion-yuan profit report from the third quarter mainly comes from here.

Conclusion

To measure the globalization quality of an automaker, export volume is just the pass line, and overseas capacity landing is the bonus item. The highlight of BYD this quarter is not just single-quarter net profit breaking 10 billion, but the sound of machines turning at the Hungary factory — when overseas sales account for over 40% and European production lines start ramping up, this company earns not just the money from "China manufacturing cost advantage", but the money from the global market in the true sense. This path from selling cars to making cars is being verified with real money.

By mid-2026, the Chinese auto market completed a brutal reshuffle. New energy penetration soared above 60%, some stood at the tide's crest laughing at the world, while others struggled to survive naked swimming on the shore. As the "number one player" of new energy in China and even globally, BYD submitted a half-year report card enough to silence all doubters, initially suppressed then rising, powerfully bottomed out and rebounded, announcing with the fierce data of breaking 400,000 units in June single month that the era belonging to BYD has just begun.

Half-year game, this is a textbook-level "squat jump"

First, look at the big picture. BYD's cumulative sales for the first half of 2026 reached 1,808,511 units, a year-on-year decrease of 15.72%. At first glance, it seems like "slowing down"? This is typical keyboard warrior thinking that only stares at surface data.

Pull out the quarterly trend chart, the truth is clear at a glance: Q1 was squeezed by the dual forces of industry price bloodbath and subsidy policy window, BYD did briefly hibernate, January retail even once pressed down to a low of 94,000 units. But true kings are never afraid of short-term fluctuations—starting Q2, BYD directly staged a violent surge, June single month sold 403,472 units ferociously, YoY growth 5.46%, MoM growth 5.2%, not only powerfully reclaimed lost ground, but kicked open the ceiling of "monthly sales 400,000" which previously no Chinese brand dared to imagine.

While most automakers' annual target completion rate was still struggling bitterly under the passing mark of 30%, BYD used the absolute volume of 1.8 million units in half a year to firmly weld the position of the top seller among domestic brands. This is not fatigue, this is the explosion after gathering strength.

Overseas blossoming, this is the real "King of Going Overseas"

If we can only pick one most explosive highlight from the first half, it must be BYD's overseas battle report.

June, BYD overseas sales 175,000 units, YoY surge 95%, MoM growth 9.2%, new all-time high. Entire first half, overseas exports cumulative 792,300 units, YoY surge over 70%. What does this mean? It means BYD overseas sales proportion of the total pie has soared to 43.8%—for every 10 cars sold, over 4 run towards the global market.

More hardcore is the target achievement rate. 2026 overseas target 1.5 million units, first half achievement rate 52.82%, is one of the few core indicators truly achieving "half time done, half task done". Wang Chuanfu previously said "Overseas expected to exceed expectations", now looks absolutely not empty words. Institutions are raising expectations one by one, annual exports breaking 1.8 million units is almost a done deal.

Overseas is not only increment, but also profit cow. Brazil single month first break 20,000, rush to brand 4th, UK top 4 months best-selling EVs—BYD is using solid sales, conquering in the headquarters of global automakers. With Indonesia, Hungary factories putting into production within the year, this global hunt has just begun.

Charge 400km in 5 minutes, stuff LiDAR into 70,000 level car, how can competitors still play?

First half sales pressure is just a surface appearance, BYD's real killer move all bet on technology end—March that press conference, can be called industry earthquake.

2nd gen Blade Battery, Megawatt Flash Charge 2.0, DM6.0 Hybrid, Divine Eye 5.0 Intelligent Driving, 1000V High Voltage Platform, 5 major core technologies all mass production, on-board this year. Room temp 5 mins recharge 400km+, extreme cold range still strong, Megawatt Flash Charge directly pulls recharge speed to a level same as refueling—fuel car's last moat, was kicked shattered by BYD.

What frightens opponents most is BYD's bottomless "technology accessibility". LiDAR on 70,000 car? 1000V High Voltage Platform all area coverage? 2 years ago who dared think? BYD not only dared think, more dared do. High-level intelligent driving no longer exclusive toy for 300,000+ cars, this dimensional reduction attack style technology transfer, equals directly dropped nuclear bomb in all competitors' hinterland.

Product end also every punch hits flesh. Datang EV brings 2nd gen Blade Battery launch, CLTC range max 950km, starting at 239,900, presales 53 days orders 150,000 units—consumers voted with real money. Brand new Seal 08, Fang Cheng Bao Titanium 7, Denza brand comprehensive blossoming, BYD's product matrix is upgrading from "Multi-point coverage" to "Comprehensive crushing".

BYD not only wants to sell more, but also wants to earn fiercely

Sales are face, profit is interior. Q1 BYD per car revenue rose to 160,000 RMB, YoY increase nearly 20%, achieved first YoY rebound since 2025 Q2. JPMorgan's prediction more direct: By 2026 Q4, 200,000+ car sales share will exceed 30%, compared to 2025 structure where 70% sales concentrated below 150,000, this is a metamorphic qualitative change. Per car profit contribution increased over 5,000 RMB, brand upward is no longer slogan, but solid financial data.

Denza, Yangwang, Fang Cheng Bao composed "High-end Iron Triangle" Q1 YoY growth rate up to 60%, Fang Cheng Bao half year sold nearly 160,000 units, Yangwang June MoM surge 64.3%. With Datang EV, Seal 08 continuous volume increase, BYD presence in high-end market is enhancing geometrically.

Technology dividends concentrated explosion, annual 5 million target not a dream

First half adjustment, essentially a proactive strategic contraction and gathering strength. And second half, with 2nd gen Blade Battery capacity ramp-up, Flash Charge station network within year sprint 20,000 stations, 5 major black techs all on-board, BYD will enter technology dividend concentrated release period.

Wang Chuanfu said clearly: Monthly sales will maintain 20,000-30,000 steady increment. At this pace, second half single month stable station 400,000+, impact 450,000 not talking to dreamers. Annual 5 million unit sales target, after first half brief pullback, instead due to technology reserve full explosion, became more imaginative space.

From global chessboard perspective, overseas market not only provided sales increment, but also constructed hard to copy brand premium. Domestic tech iteration stacked with overseas capacity release, BYD is launching final charge from "Chinese New Energy Champion" to "Global New Energy Overlord".

Auto Network Review: First half of 2026, BYD responded to all noise with a beautiful "squat jump". June break 400,000, overseas continuous record breaking, 5 major black techs full mass production, every data is declaring: BYD's rising channel not only not blocked, instead accumulating more terrifying potential. When technology dividend and scale effect form resonance in second half, entire industry will witness again, "King Di's" terror, far beyond your imagination. 2026, destined is BYD from China leader to global giant's key watershed.

On the evening of October 24, the lights at Beijing Workers' Stadium lit up as scheduled. This place once witnessed the highlight moments of professional powerhouses and star players, but this time, a group of ordinary campus football youth stood under the spotlight. The 2026 Dongrun Cup National Youth Football Final came to a close here, with Tsinghua University High School defeating Shijiazhuang No. 2 Experimental School 2:0 to lift the championship trophy. As the top strategic partner of the event, BYD's Li Yunfei joined hands with Kong Dongmei, founder and chairman of the Dongrun Public Welfare Foundation, appearing at the awards ceremony together to award the winning youth and witness the glorious night belonging to campus football.

This is not an ordinary final. 22 campus football teams selected from more than 20 provinces, autonomous regions, and municipalities, and 352 schools gathered in Beijing, with nearly 5,000 players and coaches investing in this event. These children may not be gifted "chosen ones", but rather countless ordinary adolescents who love to play football. Letting them run, fight, and receive awards at the Workers' Stadium is itself a declaration: top-tier venues are never exclusive to the few, ordinary children's football dreams also deserve to be taken seriously. As Li Yunfei said when the two sides signed: "We cannot play for them, but we can bring them to the field."

This sentence is exactly the footnote to the collaboration between BYD and the Dongrun Public Welfare Foundation, and it also condenses BYD's long-termism towards the cause of Chinese youth football.

In fact, BYD's support for youth football has long ceased to be a "whim", but a long line extending over many years. As early as 2010, BYD established a charitable foundation, focusing deeply on education support, poverty alleviation, and disaster relief fields; upon its 30th anniversary, it established a 3 billion yuan educational charitable fund, currently covering 127 universities nationwide and motivating over 6,000 students. From education to sports, this public welfare gene remains consistent.

Focusing on football, BYD takes "Football Youth" as the overall IP, spreading support to both grassroots and overseas ends. On one hand, it continues to support youth training projects such as "China Football Youth" and "Future Selection", organizing over 200 football youth trips to Germany, Japan, Spain, Thailand, Italy, Brazil, Mexico, etc., starting from 2024, to enter overseas powerhouse clubs for exchange, visit top venues like the European Championship and World Cup to broaden horizons, giving potential children a chance to see a bigger world. On the other hand, it directs its gaze to neglected remote corners: it once organized football youth from Ili, Xinjiang to Japan for international exchange and donated equipment, allowing border teams to compete with overseas youth training teams on the same field; mobilized owner volunteers to enter Guizhou Yuanbao Women's Football Team, opened public welfare classes, donated materials, accompanying football girls in the mountains to chase their green field dreams. From equipment supply, public welfare teaching to international competition exchange, BYD continuously complements the resource gaps of grassroots football.

This time partnering with the Dongrun Public Welfare Foundation to land the Dongrun Cup is an important link new to this long line. The Dongrun Public Welfare Foundation is a national 5A-level non-public foundation registered and supervised by the Ministry of Civil Affairs. It has focused on youth assistance for ten years, covering 31 provinces and 324 counties nationwide, possessing a mature county-level implementation network. Public welfare platforms and corporate forces "strong alliance", building high-quality events in county-level campuses, expanding the participation base, letting more ordinary children play football nearby and play high-quality matches. Considering both elite elevation and campus popularization, this is exactly the practice of respecting the growth laws of youth football — only when ordinary teenagers who love football also have a stage, will the soil of Chinese football become thicker and thicker.

More meaningfully, BYD's strategy in the international football world echoes domestic public welfare. Overseas, it has successively partnered with powerhouses such as Manchester City, Inter Milan, Paris Saint-Germain, appeared at the European Championship and Copa America, the "BYD Derby" Manchester City vs Inter Milan match once gained global fan attention, advancing brand globalization with football as a bond; Domestically, it continuously injects resources into campus football, assisting local youth growth. One leg goes global, one leg roots in the grassroots, BYD is using corporate power to accumulate the most solid strength for Chinese football.

When the final whistle sounded at Beijing Workers' Stadium, and the champions of Tsinghua High School embraced in celebration, the spotlight that once belonged to powerhouses and superstars also fell on this group of ordinary high school students. This match will end, but BYD's companionship will not. Just as that sentence "We cannot play for them, but we can bring them to the field" — from powerhouse stadiums to county-level campuses, from overseas exchanges to equipment donations, BYD is, through years of investment, bringing more Chinese football youth onto their own stages, and leading Chinese football towards a more hopeful tomorrow. The lights will shine for every teenager who plays football seriously, and for this beam of light, BYD is willing to keep it lit.

On October 24, the 2026 Dongrun Cup National Youth Football Finals, sponsored by BYD, concluded at the Beijing Workers' Stadium, with Tsinghua University Affiliated High School defeating Shijiazhuang No. 2 Middle School Experimental School 2-0 to claim the championship.

As the top strategic partner of the event, BYD witnessed Chinese youths showcasing pure football prowess on the field! From the home grounds of professional giants to the campus football finals, BYD is using corporate strength to build a more solid stage for Chinese youth football.

Finals: Night at the Workers' Stadium, A Highlight Moment for Campus Football

This edition of the Dongrun Cup spans over 20 provinces, municipalities, and autonomous regions, covering 352 schools and benefiting approximately 5,000 players and coaches. In the finals phase, 22 campus teams that stood out from across the country gathered in Beijing to start the single-elimination tournament. After multiple rounds of intense matches, Tsinghua Affiliated High School and Shijiazhuang No. 2 Middle School Experimental School met in the finals.

At the Workers' Stadium that evening, the rhythm of attack and defense was tight, with both teams going all out, staging a high-quality campus football showdown. When the final whistle blew, Tsinghua Affiliated High School won 2-0 and took the championship of this year's Dongrun Cup.

Fig: Tsinghua Affiliated High School scoring the first goal (free kick)

During the awards ceremony, Best Goalkeeper, Top Scorer, Best Player, as well as trophies and prize checks for 1st, 2nd, and 3rd place were presented in order. Kong Dongmei, Founder and Chairman of the Dongrun Charity Foundation, and Li Yunfei, General Manager of BYD Brand and PR Department, attended the awards ceremony, witnessing the glory moment of the youths together.

It is worth noting that this is not the stage for professional players, but the finals for ordinary middle school students. The lights, turf, and stands of the Workers' Stadium lit up completely for the campus football youths for the first time. This signal that "top-tier venues are not exclusively for a few" means far more than a match itself to the millions of children playing football.

BYD's Football Footprint: From Overseas Exchange to County Campuses

BYD's investment in youth football is not a single-point effort. Since 2024, BYD has continuously organized football youths to travel to Germany, Japan, Spain, Thailand, Italy, Brazil, Mexico, and other places, with over 200 exchanges with top overseas clubs, and taking children to top venues like the Euro Cup and World Cup to broaden their horizons.

At the same time, BYD also sinks resources to the grassroots: organizing football youths from Ili, Xinjiang to Japan for international exchange events, matching donations of football equipment; coordinating with owner volunteers to enter Guizhou Baoyuan Women's Football Team, opening charity classes and donating supplies.

This partnership with the Dongrun Charity Foundation is another implementation by BYD in the field of campus football. The two parties cooperate, focusing on ordinary high school campus teams, making up for the shortcomings of grassroots football resources — not only supporting a few talented players, but balancing elite improvement and campus popularization, allowing more ordinary children to play football nearby and have high-quality matches.

Matches Are Not the Goal, Building a Solid Football Foundation Is

The shortcoming of Chinese football has never been at the top, but at the grassroots. What campus football lacks is not enthusiasm, but venues, tournaments, teachers, and sustained attention.

On one hand, BYD creates opportunities for promising children to go abroad and exchange with strong overseas teams; on the other hand, it builds venues into county-level campus schools, expanding the participation base, and gradually building a solid soil for domestic youth football.

From establishing a charity foundation in 2010 to setting up a 3 billion yuan education charity fund at the 30th anniversary, BYD's investment in the public welfare field follows a long-term logic — looking forward to more football youths continuing to grow on the football pitch and heading to farther football stadiums.

Originally designed for the Japanese market, the BYD Racco has now officially started to enter overseas markets! BYD launched this all-electric K-Car in Sri Lanka on October 9, 2026, becoming the first market outside Japan to officially sell the Racco, and Macau, China has also opened pre-orders. This means BYD is no longer limiting the Racco to the Japanese market, but is beginning to promote this small electric vehicle focused on urban commuting to other right-hand drive markets.

The BYD Racco is an all-electric vehicle developed by the brand for the Japanese K-Car market, officially launched in Japan in July 2026. Although the body size is quite small, its boxy body design, spacious cabin, and electric sliding doors make it perform well in terms of practicality. Now officially entering overseas markets also represents BYD's hope to further expand the market coverage of this model.

According to overseas media reports, the BYD Racco has officially landed in Sri Lanka through the local general agent John Keells CG Auto (JKCG Auto), and launch events were held simultaneously in the three cities of Colombo, Kandy, and Galle.

The launch discount price for this new car locally is 11.45 million Sri Lankan Rupees, and the discount period will last until November 9, 2026. There is also a quote information of 8.75 million Rupees locally, so the actual selling price still needs to be subject to the latest announcement by the dealer.

In comparison, the price of the BYD Racco in the Japanese market starts from only 2.14 million yen, while the price of the top-spec 300 Premium version is 2.497 million yen. The obvious gap in prices between the two places is mainly related to Sri Lanka's import tax and automotive tax system, so the pricing of this car in other countries cannot be directly judged by the local selling price.

It is worth mentioning that JKCG Auto has high expectations for the Racco and plans to sell 3,000 new cars within the next 12 months. Sri Lanka itself has a quite high acceptance of Japanese K-Cars, so BYD hopes to establish a new competitive advantage in this market through all-electric powertrain, lower daily usage costs, and modern equipment.

The most special thing about the BYD Racco is that it was developed entirely according to Japanese K-Car size standards. The body length is only 3395mm, width 1475mm, height reaches 1800mm, and wheelbase is 2520mm.

Although the body length is shorter than many traditional A-Segment hatchbacks, the Racco adopts a quite boxy body design, combined with a 1800mm vehicle height, thus it can maximize the headroom and practical area inside the cabin.

In addition, dual sliding doors are also one of its selling points. For urban users who frequently need to get on and off in narrow parking spaces, sliding doors can reduce the space required when opening the door, while making it more convenient for rear passengers to get on and off.

In terms of power, the BYD Racco uses a front-mounted single motor layout, with maximum output reaching 63Hp, peak torque is 160Nm, and it adopts front-wheel drive. Although the performance data is not particularly outstanding, for a K-Car mainly used for urban commuting, this power configuration is already sufficient to meet general daily usage needs.

The Japanese market offers two battery capacities, namely 22.4kWh and 35.84kWh, both use LFP lithium iron phosphate batteries, and the range performance is as follows:

Among them, the long-range version reaches a maximum range of 320km under the Japanese WLTC test standard. As for the Sri Lankan market, the currently introduced version is the Premium version equipped with a 35.8kWh battery, supporting up to about 6kW AC charging.

Regarding equipment, the overseas version provides a 10.1-inch central control touch screen, 360-degree panoramic camera, electric sliding doors, and six airbags. For a K-Car with a length of less than 3.4 meters, the overall equipment is not considered simple, reflecting BYD's hope to position it as a small urban electric vehicle with a certain level of comfort and technology, not just a basic commuting tool.

Except for Sri Lanka, the BYD Racco has also opened pre-orders in Macau, China, further expanding the sales range of this car in the Asian market. In fact, the BYD Racco was originally developed to comply with Japanese K-Car regulations, so in terms of body size, power output, and space design, it is different from general small electric vehicles developed for the global market.

However, there are also many right-hand drive markets outside Japan that have a certain demand for small cars, such as Sri Lanka, Indonesia, Thailand, and Malaysia. Especially in large cities with dense populations and limited parking space, such small but highly space-efficient cabin models can theoretically meet the needs of specific consumers.

Currently, it has been reported that BYD is researching the demand of local consumers for the Racco in Indonesia, but there is no official launch time yet. With Sri Lanka taking the lead in introduction and Macau, China opening pre-orders, the possibility of this model further expanding its overseas sales range in the future is also increasing.

On the other hand, the Racco's dual sliding doors and four-seat high roof design may also attract some consumers who want a car that is convenient for commuting, easy to park, while also meeting daily passenger carrying needs.

The BYD Racco officially entering overseas markets actually reflects a new direction for BYD's global product layout. In the past, BYD mainly relied on global models like Dolphin, Atto 3, Seal, etc. to expand overseas sales. Now, even the K-Car developed for Japanese special regulations is beginning to try entering other markets. This also indicates that K-Cars do not necessarily have to be sold only in Japan; as long as there is a demand for small cars in the market, combined with reasonable pricing and equipment, there is still a chance to attract overseas consumers.

——From the Dongrun Cup Finals: How an Auto Company Embeds Sports Marketing into Grassroots Soil

On October 24, Beijing Workers' Stadium welcomed a slightly different final. No professional elite clubs, no astronomical-price superstars. Standing under the spotlight were campus soccer teenagers from across the country. The 3rd Dongrun Cup National Youth Soccer Finals concluded here. Tsinghua High School and Shijiazhuang No. 2 High School staged a peak showdown, ultimately Tsinghua High School lifted the champion trophy. Dongrun Public Welfare Foundation Founder and Chairman Kong Dongmei, and BYD Head of Brand and PR Li Yunfei presented awards on-site to the winning teams and individuals, completing a highlight moment for campus soccer together with the children.

From an automotive media perspective, the most noteworthy aspect of this final is not "who won the title," but "who stood on the Workers' Stadium". The Workers' Stadium has hosted too many professional events and commercial matches. Fans are used to watching top foreign players and elite club showdowns here. But this time, ordinary high schoolers are running on this turf. Top-tier venues are no longer exclusive to a few. Ordinary teenagers who love soccer can also seriously complete their own finals under the same lights, with the same standards. This detail itself is a reconfirmation of the value of Chinese youth soccer: the fact that thousands of ordinary children play soccer deserves serious attention.

As the Dongrun Cup's top strategic partner, BYD partnered with Dongrun Public Welfare Foundation this time to let campus soccer teenagers step onto the Workers' Stadium stage. Event data also shows this isn't an isolated final show. This Dongrun Cup covered more than 20 provinces (districts, municipalities), reached 352 schools, benefited about 5,000 players and coaches; the finals gathered 22 teams in Beijing. Dongrun Public Welfare Foundation launched the Dongrun Cup National Youth Soccer Tournament in 2022, officially started in 2023, covered more than 20 provinces nationwide, cumulatively attracted over 1,000 campus teams, over 10,000 players and coaches to participate, over 30 participating players were selected for the National Youth Team, National Middle School Team, and U-series Elite Training Camps. In other words, the Workers' Stadium finals are the tip of the pyramid, while the base has spread to county-level campuses and ordinary high school teams.

This is exactly the missing link in current Chinese youth soccer. We often say we must respect the laws of soccer development, but the first law is to let more children have balls to kick and high-quality games to play. Shortage of high-level competition supply, grassroots campus teams lack equipment, teachers, and participation opportunities. These problems cannot be solved by one elite club's visit to China. Dongrun Cup attempts to make up for the resource shortages of grassroots campus soccer by a trinity of "event funding, teacher support, equipment donation," benchmarking international competition standards. BYD's involvement allows corporate power to enter this relatively slow-heating, but more patience-testing field.

From the sports marketing perspective, BYD's soccer layout presents a clear "dual-line structure". On the overseas end, it continues to connect with top soccer IPs, successively cooperating with Manchester City, Inter Milan, PSG and other elite clubs, appearing at the European Championship, Copa America and other international events. The previous "BYD Derby" Manchester City vs Inter Milan matchup received global fan attention, promoting brand globalization through soccer. On the domestic end, it directs resources to more grassroots campuses and counties: since 2024, it has continued to organize soccer teenagers to go to Germany, Japan, Spain, Thailand, Italy, Brazil, Mexico, over 200 person-times exchanged and sparred with overseas top clubs, and brought children into top courts like the European Championship, World Cup, etc. to broaden horizons; at the same time, it organized owner volunteers to go to remote areas such as Xinjiang and Guizhou, sent materials to children who love soccer, and opened public welfare classrooms. Ili, Xinjiang soccer teenagers went to Japan for exchange, Guizhou Yuanbao female team received equipment donations and public welfare classes. These moves are not as traffic-attracting as elite partnerships, but are closer to the daily routine of soccer public welfare.

A background worth noting is that BYD established a charity foundation as early as 2010, deepening its work in education support, poverty alleviation and disaster relief; at the 30th anniversary, it set up a 3 billion yuan education charity fund, covering 127 universities nationwide, motivating over 6,000 students. This cooperation with Dongrun Public Welfare, a national 5A-level foundation supervised by the Ministry of Civil Affairs, is essentially a combination of "public welfare platform + corporate power": Dongrun Public Welfare has focused on rural education for more than ten years, projects cover 31 provinces and regions, 324 counties nationwide, possessing mature county-level landing networks and youth assistance systems; BYD brings corporate resources, brand influence and international connections in the soccer field. What both sides want to fill is the resource gap in grassroots campus soccer, not just doing a one-time brand exposure.

As automotive media, we have seen too many sports marketing stopping at Logo exposure and stadium fencing. But the signal released this time by BYD is a bit different: it did not only focus on a few talented players, but balanced elite elevation and campus popularization; on one hand, creating opportunities for promising children to go abroad and exchange with overseas strong teams, on the other hand building the court into county-level campuses, expanding the participation base. This "pyramid-style" investment logic, short-term may not be as intuitive as sales conversion, but is more in line with the growth laws of youth soccer, and more in line with the long-term image a Chinese brand needs to establish in the globalization stage.

The hope for Chinese soccer will not come only from one Workers' Stadium final, but certainly from more ordinary children being seen, respected, and given opportunities for high-quality matches. When car companies string top courts, overseas resources, and public welfare networks into a chain, allowing campus soccer teenagers to stand on professional-level stages, the significance of this matter has exceeded sponsorship itself. BYD's soccer ledger calculates not only brand exposure, but also the soil of Chinese youth soccer. Once the soil is thicker, there will be more possibilities in the future.

On October 24, Tsinghua High School at Tsinghua University defeated Shijiazhuang No. 2 High School 2-0 in Beijing Workers' Stadium, winning the championship of the 3rd Dongrun Cup National Youth Football Final. This campus football final was held at the most iconic venue in Chinese professional football. 22 campus teams that emerged from 352 schools nationwide completed their highlight moments under the lights of the professional field.

As the top strategic partner of the event, BYD witnessed and supported this tournament. Kong Dongmei, founder and president of the Dongrun Public Welfare Foundation, and Li Yunfei, General Manager of BYD Brand and Public Relations Department, jointly presented awards to the winning team.

If looking only at the Dongrun Cup, this might seem like a routine corporate public welfare sponsorship. But observing it within BYD's action logic of the past two years reveals a clear thread: in youth football, BYD chose a path requiring patience. Instead of concentrating resources on a few "genius prospects", it simultaneously supported elite youth training projects such as "Chinese Football Kids" and "Audition for the Future", while shifting focus down to county-level campuses and regular high school teams.

According to Lun Chuan, since 2024, over 200 young footballers under its organization have traveled to Germany, Japan, Spain, and Brazil, visiting training bases of clubs such as Bayern Munich and Barcelona, as well as attending stands of the UEFA Euro and FIFA World Cup. Meanwhile, owner volunteers went deep into remote areas such as Ili, Xinjiang, and Yuanbao, Guizhou, delivering equipment and public welfare courses to mountain area campus teams. Elite elevation and grassroots popularization proceed side by side, rather than choosing one. This structural balance explains more whether an enterprise truly understands the growth laws of youth football than the amount of a single investment.

The Dongrun Public Welfare Foundation, a national 5A-level foundation supervised by the Ministry of Civil Affairs, has been deeply engaged in youth education assistance for over a decade. Its projects cover 31 provinces and regions and 324 counties nationwide, with a mature county-level implementation network. BYD partnering with it essentially aligns corporate resource investment with the professional execution capabilities of public welfare organizations. Since the Dongrun Cup officially started in 2023, it has covered over 20 provinces nationwide, cumulatively attracting over 1000 campus teams, more than 10,000 players and coaches to participate. Over thirty participating players successfully selected for the National Youth Team, National Secondary School Team, and U-Series Elite Training Camp.

In the view of Lun Chuan, behind these numbers, a talent channel from county-level campuses to professional tiers is being gradually opened. And holding the final of this tournament at the Workers' Stadium conveys a clearer perception: top-tier venues are not exclusive to the few; ordinary children who love football also deserve to complete a seriously treated match under the same lights.

This "long-termism" temperament is also reflected in BYD's main business. In the first three quarters of 2026, BYD Group cumulatively sold 3.132 million vehicles, of which overseas sales accumulated at 1.338 million, a year-on-year increase of 92.66%; September single-month overseas sales were 179,900 vehicles, with a year-on-year increase of 153.9%.

In Thailand, Brazil, and Hungary, BYD is embedding its production, R&D, and charging systems into local markets. The Hungarian passenger car plant has a total investment of approximately 4 billion euros, with a planned annual capacity of 300,000 units. The Budapest European Headquarters and R&D Center ensure products adapt to European standards and regulations from the blueprint stage. In the first three quarters of 2026, BYD's cumulative sales in Europe increased by 72.87% year-on-year. Europe is transforming from an "export destination" to a "second home field".

At the October Paris Auto Show, BYD ATTO 8 made its European premiere, becoming its first European model equipped with the 2nd Gen Blade Battery and Flash Charge Technology. WLTP range is up to 653 kilometers, charging from 10% to 97% takes only 9 minutes, scheduled to launch in Q1 2027. DOLPHIN G DM-i developed specifically for the European market was also unveiled, calibrated for European road conditions and regulations from the early product definition stage.

From product exports to industry rooting, this path is also not a choice to harvest results in the short term. Building factories overseas, local R&D, channel layout, and regulation adaptation, each item requires calculating the return cycle in units of years. But it is precisely this "slowness" that changes the existence of Chinese brands in the global market from "selling out" to "staying back".

Lun Chuan believes that viewing these two threads together, BYD's development logic is self-consistent. The return cycle of youth football is measured in decades, and the return cycle of overseas localization is also not measured by quarters. An enterprise willing to invest simultaneously in county-level campus teams and European factories obviously does not have its decision scale based on the next financial report, but on the next cycle.

The Workers' Stadium night of the Dongrun Cup, and the ATTO 8 booth at the Paris Auto Show, seem far apart, but point to the same judgment: things truly worth investing in often require more time than market expectations. The improvement of Chinese football soil is like this, and the globalization of Chinese brands is also like this. "We cannot play on behalf of them, but we can take them to the field." This sentence talks about football youth, but placing it on a Chinese enterprise that is moving from "selling out" to "walking in", it also holds true. Being present is the first step, staying back and taking root is the harder part. Whether it is football or cars, what truly determines the final height is always those people and enterprises willing to look far ahead.

When talking about Beijing Workers' Stadium, what people might think of are professional leagues, star players, and massive TIFOs. But this time, standing on the pitch is a group of high school students.

On October 24, the 3rd Dongrun Cup National Youth Football Finals concluded at Beijing Workers' Stadium. Tsinghua University High School ultimately defeated Shijiazhuang No. 2 Experimental High School 2:0 to take the championship. For these children who play football, playing a national final on a pitch like this is probably unforgettable for a lifetime.

However, compared to who won the championship, I think what is more worth attention in this Dongrun Cup is how many ordinary football-playing children it gave a larger stage.

Because not every child who likes football has the opportunity to enter a professional youth training system. Many people just play football in school, attend training classes normally, and participate in inter-school competitions. What kind of coach they meet, and what level of competitions they can play, largely also affects how far they can go.

I used to play campus football myself. Seeing Licheng No. 2 High School and Shandong Normal University High School in the teams this time, I felt quite emotional. Back then I often went to Shandong Normal University High School to play, I never thought one day I could go out of province to compete. Just being able to play in the Mayor's Cup or Quancheng Cup was already quite satisfying.

Now looking at these high school students, representing their school all the way to Beijing Workers' Stadium to participate in a national-level campus football event, this stage is much bigger than what we had back then. This is the significance of the Dongrun Cup.

This edition of the tournament covered more than 20 provinces, municipalities, and regions across the country, 352 schools, benefiting approximately 5,000 players and coaches. Ultimately, 22 teams came to Beijing to participate in the finals. As the event's top strategic partner, BYD, along with the Dongrun Charity Foundation, provided these campus football teams with opportunities to step onto bigger stages. BYD joins hands with Dongrun to build football dreams together.

To be honest, for playing football, just liking it is not enough. No matter how seriously you practice daily, if high-level matches are missing, many things still cannot be trained out. Taking on teams from different regions and styles is how you know where the gaps are, and learn things not accessible in daily training.

I used to think that campus football doesn't lack kids who like playing, but lacks better game opportunities. Especially for teams from ordinary schools, being able to go out to broaden horizons and play against strong teams is truly not an easy thing.

What BYD does goes beyond just supporting this Dongrun Cup tournament. Starting in 2024, BYD has organized football youths to visit countries such as Germany, Japan, Spain, Thailand, Italy, Brazil, Mexico, and South Korea to exchange with overseas clubs, totaling over 200 participant-trips. Meanwhile, it has always been focused on grassroots football development in regions like Xinjiang and Guizhou, delivering football equipment and other support to local children.

On one hand, allowing talented children to have opportunities to experience higher-level football; on the other, enabling more ordinary campus teams to participate in quality matches. These two things are actually indispensable to each other.

After all, for Chinese football to truly develop, we cannot just focus on the few players who have already made it. We must also let more children have the chance to play balls and matches. With more participants and a solid grassroots foundation, it becomes possible to cultivate more promising young talents.

In the past, when we played football, we felt it was good enough to participate in city-level competitions; now, more campus teams have the opportunity to leave their local areas and even stand on stages like Beijing Workers' Stadium.

And BYD's continuous investment in youth football is simply to bring such opportunities to more children.

For these high school students, this might be just one match, but it is also a rare experience on their football journey. As for whether they can become professional players in the future, it may still be uncertain. But at least, they have the opportunity to stand on a larger stage and see how far they can go. Today, there is a Zhou Yuno in the team; perhaps through this match, everyone will improve their game, and there will be more national-level players later on.

On October 19, BYD Executive Vice President Li Ke confirmed in an interview in Belgium: the company bought another 10 car transport ships. The total value of this order exceeds $1 billion, with a single ship price over $100 million, scheduled for delivery between 2029 and 2031. Once all new ships are in place, BYD's own fleet will increase from 8 to 18 ships, with total capacity exceeding 130,000 CEU.

This is not the first time BYD has bought ships. In 2022, the first batch of 8 Ro-Ro ships was initiated, with a total investment of about 5 billion yuan. They were all put into operation in September 2025, including Pioneer 1, Changzhou, Hefei, Shenzhen, etc. Among them, Shenzhen is currently the world's largest car Ro-Ro ship, capable of loading 9,200 standard vehicles.

From 8 ships to 18 ships, from guaranteeing basic capacity to supporting global expansion, the significance of this matter goes far beyond buying a few more ships.

Why is BYD in a rush to buy ships? The direct reason is that the export volume is growing too fast.

In September 2026, BYD's overseas sales reached 180,000 vehicles, a year-on-year increase of 154%, accounting for 39% of the total sales for that month. From January to September, cumulative exports totaled 1.338 million vehicles, a year-on-year increase of 92%. BYD had already raised the annual export target from 1.3 million vehicles to 1.5 million vehicles in March 2026. At this growth rate, relying on rented ships or depending on third-party shipping companies carries too much uncertainty.

Global Ro-Ro ship capacity is already tight. In June 2026, the one-year charter rate for medium-to-large car transport ships had risen to $70,000 per day, a 65% increase from $42,500 at the end of 2025. The daily rent for some 6,500-vehicle-space Ro-Ro ships even reached $80,000. Some institutions estimate that about 1 million Chinese vehicles, due to insufficient Ro-Ro ship capacity, were forced to switch to container ship transport.

High rental costs are one thing, but more crucially, delivery schedules are subject to others' control. Cars are built, but ships are not scheduled, so overseas dealers and users have to wait. For a brand rapidly expanding its overseas market, this waiting cost is higher than the rent itself. Building a self-owned fleet is essentially buying certainty: when to dispatch ships, where to dispatch them, what cars to load, the company decides itself.

Li Ke's timing of confirming this order is also noteworthy. She was interviewed in Belgium, while Europe is one of the markets with the most rapid growth for BYD overseas. The delivery cycle for the new ships is 2029 to 2031, meaning BYD is paving the way for overseas scale three to five years in advance, not an emergency measure, but planning.

Placing the matter of buying ships into the coordinate system of BYD brand development, it marks an identity shift.

In the past, for Chinese automakers going overseas, the core capability was to build a competitive car, then hand it over to shipping companies for transport and local dealers for sale. The carmaker's role was concentrated on the product end, while logistics and channels relied more on external systems. This model was efficient when export volumes were small, but when a brand's annual export scale approaches the two million vehicle level, any uncontrollable link in any link will be magnified.

BYD's choice is to hold the key links in its own hands. The fleet is one step; overseas factories are another step. The Thailand factory is already in production; the Brazil factory went into production in July 2025 with an initial annual capacity of 150,000 vehicles; the Hungary factory plans to launch Phase 1 with 150,000 vehicle capacity in Q2 2026, with annual overseas localization capacity expected to break 500,000 vehicles. Building ships and building factories, one manages flow, the other manages landing, combined they form a complete set of overseas infrastructure.

The most direct value brought by this infrastructure is supply chain resilience. In the first half of 2026, factors such as Red Sea situation, port congestion, capacity tightness, etc., repeatedly disturbed global automotive logistics; whoever has ships has the initiative. BYD's self-built fleet, during capacity shortages, is not subject to rent fluctuations and cabin allocation; after vehicles leave the production line, they can be shipped according to their own rhythm, providing more stable expectations for parts supply and complete vehicle delivery of overseas factories.

Looking deeper, controlling the logistics link also supports brand elevation. BYD is no longer selling low-price cars in Europe; models like Seal, Dolphin, Denza, etc., have entered the core areas of mainstream joint venture brands. High-end brands require higher delivery experience; if cars arrive at the port but cannot be picked up, or wait for ships for months, the damage to brand reputation far exceeds an order. A self-owned fleet makes delivery schedules predictable, which for a Chinese carmaker establishing global brand recognition, the value is hard to measure by freight rate differences.

BYD buying ships, viewed within the big picture of Chinese automotive exports, represents a switch in a stage.

Chinese car exports surpassed Japan to become number one globally in 2023, but prior overseas expansion was mostly product export, relying on cost-performance and product strength. By 2025 and 2026, the overseas sales scale of leading carmakers had become so large that relying solely on third-party logistics and local dealer systems could no longer support it; the core of competition began to extend from the product level to the system level.

SAIC, Chery, Changan, and other carmakers have already placed orders for own transport ships; BYD currently leads by a margin in scale and speed. This race is not a simple arms race; it reflects a common judgment: for Chinese automobiles to truly stand firm in the global market, they cannot just build cars well, but must also transport cars well, deliver well, and serve well.

Ro-Ro ship capacity tightness is a global structural problem, and Chinese automotive export growth rate is far higher than the expansion speed of the global Ro-Ro fleet. Under this supply-demand mismatch, whoever first establishes their own controllable deep-sea transport capability gains an extra layer of safety cushion in overseas expansion. BYD's 18-ship fleet, while not the largest in the global automotive shipping pattern, is already a scaled deep-sea capacity among Chinese carmakers.

More worth attention is the technical choice for new ships. This time, 9,200 CEU LNG powered car transport ships are ordered, adopting a dual-fuel propulsion system. LNG power is significantly superior to traditional fuel in carbon and sulfur oxide emissions. European ports have stricter requirements for ship emissions; choosing LNG power is not just a transport tool upgrade, but also preparing compliance for entering markets with higher environmental standards. Chinese automotive exports have reached today where even emission standards of transport ships begin to enter the scope of consideration; this itself is a footnote to system capability improvement.

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10 ships, $1 billion, delivery schedule arranged to 2031. If this account is calculated only based on freight rates, it is hard to calculate clearly. But if it is placed in the overall picture of BYD's global layout, the logic becomes clear: product export relies on cars, system export relies on ships, factories, and a global network one can control.

Chinese automotive brands' overseas stories over the past few decades mostly stayed at the level of selling cars. BYD buying ships indicates leading players are already thinking about the next step: after cars are sold, how to transport them, how to deliver them to users, how to make the whole link not subject to others. These problems have no shortcuts, only building ship by ship, a port by port.

Direction is correct, the rest is time. And BYD obviously does not plan to let others decide this time.

October 16, BYD officially became the 2026 APEC conference official partner, with multiple high-end models from its Denza, Yangwang, Fang Cheng Bao, and Dynasty and Ocean series becoming official designated vehicles. Headquarters in Shenzhen Pingshan, conference held in Shenzhen, "local enterprises serving local grand events" seems natural. But understanding this merely as "home court convenience" will miss the real signal.

APEC Partner is "Chosen", not "Arranged"

APEC official partner is not an identity you can buy with money. Multiple models from Denza, Yangwang, and Fang Cheng Bao collectively passed the audit to become designated vehicles, meaning the products underwent strict inspection regarding quality, safety, comfort, and service support tailored for international conference scenarios.

A more notable structural change is: In the first half of 2026, combined sales of Denza, Fang Cheng Bao, and Yangwang increased by 61% year-on-year, rising to 12.8% of total passenger car sales, with Fang Cheng Bao's average transaction price exceeding 220,000 yuan. BYD brought not just a "cost-effective model", but a complete high-end product line with an average price above 200,000 yuan. From "Being Seen" to "Being Chosen", what separates them is the actual realization of product capability, not geographical distance.

BYD's Overseas Reputation: Switched from "Cheap" to "Mainstream Option"

What best explains the situation is not brand research, but the sales ranking.

February 2026, Chinese electric vehicles topped the local retail sales ranking for the first time in Brazil, BYD's pure electric vehicle market share reached 78%, far surpassing Japanese, Korean, and European and American brands.

In Singapore, BYD's new car sales exceeded Toyota for the first time in 2025, rising to first place.

In the South Korean imported passenger car market, BYD ranked fourth in only one and a half years, surpassing Lexus.

In September 2025, UK single-month sales were 11,271 units, with a year-on-year growth rate of 880%, entering the top ten monthly rankings for the first time.

These markets were previously Toyota and European brands' home court. BYD's entry method was not low-price dumping, but forcing its way in on the pure electric track using product rhythm and localized channels.

The Real Focus of BYD's Export Review: Structure, not Total Volume

2021 exports 15,000 units, 2022 about 50,000, 2023 broke 200,000, 2024 exceeded 500,000, 2025 broke 1 million for the first time reaching 1.046 million — nearly 70-fold growth in five years.

But more critical than total volume is the structural jump in 2026: Overseas sales for the first three quarters were 1.3378 million units, rising from 21% of the same period last year to 43%. Nearly half the cars were sold overseas, the average overseas price per vehicle was about 190,000 yuan, nearly 50% higher than domestic, and overseas revenue share exceeded 50% for the first time.

Even among APEC member economies, Mexico ranked first in exports with 130,500 units in 2025, Brazil followed with 119,900 units, Indonesia 81,000 units, and Thailand has built a factory and entered the top 5 new energy brands.

APEC's 21 economies cover the most important automotive markets in Asia-Pacific. BYD is not "here to exhibit" in these markets, but already selling cars. The remaining cake is not about increasing coverage in a few more countries, but about turning markets already entered from "having sales" to "having share" — Europe's pure electric penetration rate is still only around 20%, most ASEAN and Latin American markets are in the early stage of pure electric introduction, and the window for plug-in hybrid products has just opened.

BYD's Overseas Factory Construction: Eight Countries Eight Factories are a Must-Under-Tariff-Pressure Choice

Whole vehicle exports are hitting a tariff wall: The EU imposes up to 35.3% anti-subsidy tariffs on Chinese EVs, Mexico 50%, Vietnam 35%. Localized manufacturing is not "icing on the cake", it is the ticket to enter mainstream markets.

Overseas passenger car factories already in production include Thailand (production started July 2024), Brazil (production started July 2025), Uzbekistan (CKD started June 2024), Hungary Szeged factory planned for Q4 2026 production, Indonesia Subang factory production started H1 2026, Turkey Manisa factory production end of 2026, Cambodia and Malaysia factories also landing in 2026.

The first phase of eight countries eight factories has a combined capacity exceeding 1 million units, with a planned upper limit exceeding 2 million units. The direction for incremental growth in the next five years is very clear: If overseas reaches 4-5 million units, "relying solely on exports is not enough, it must be achieved through local factory construction". This means after Southeast Asia, Latin America, Central and Eastern Europe, more production nodes will continue to expand according to market demand, but the pace depends on tariff policies and local supply chain maturity, not necessarily faster is better.

Can BYD Surpass Toyota? The five-year slogan is grand, but the gap needs to be acknowledged

Toyota's global sales in 2025 were about 11.32 million units, BYD about 4.6 million units, a gap of 6.72 million units; In the first half of 2026, Toyota 5.39 million units, BYD 1.81 million units, the gap is still close to 3 times.

Li Ke reiterated "Surpass Toyota and Volkswagen within five years" in Singapore in October, Wang Chuanfu has also anchored this goal multiple times since June, emphasizing "not relying on the US market". The direction is no problem — overseas growth rate is far higher than Toyota, and the product iteration pace on the new energy track is also superior.

But erasing nearly three times the volume difference in five years means BYD needs to sell an additional volume of over 1 million units overseas annually, while Toyota will not stay in place. A more realistic path is not "sudden turnaround in a certain year", but first establishing overwhelming advantage on the new energy single track, then gradually approaching the total sales metric.

APEC partner status will not directly shorten this distance, but it did something more fundamental: letting the most purchasing power business people and policymakers in the Asia-Pacific region, when sitting in the rear of a Denza or Yangwang, no longer treat "Chinese cars" as an option that needs to be convinced, but as a default reference system. Switching brand cognition often comes earlier and deeper than chasing sales numbers.

Recently, BYD Denza officially launched the second-generation Blade Battery and Super Charger technology in Indonesia. Denza Z9GT and Denza D9 went on sale simultaneously, and the first overseas fast-charging operation network was announced as completed. Charge fully in 5 minutes, charge to saturation in 9 minutes — this technical promise traveling from China to Jakarta signifies far more than two new cars entering a Southeast Asian market. It marks the first overseas landing of a complete strategic logic, and the first brand carrying this logic is Denza.

Fast Charging Exports, Delivering a Complete System

The core parameters of the second-generation Blade Battery are already well-known in the industry: charging from 10% to 70% takes only 5 minutes, and up to 97% takes only 9 minutes, with a single-gun power of 1500kW for fast-charging piles. But what is more worth paying attention to than charging speed is the overseas expansion method BYD has paired with this technology.

In Indonesia, the first step of the fast-charging network was not to spread to public charging stations, but to deploy fast-charging piles in 10 Denza dealer stores first, open them for public experience to the whole society, and gradually expand to the public network by the end of the year. This order is crucial. It means BYD did not wait for third-party charging operators to complete infrastructure, but built the piles into the car-selling scenarios themselves. When users walk into the Denza showroom, the charging experience and car purchasing decisions happen within the same physical space.

A deeper layout lies in the technical architecture of the fast-charging piles. BYD fast-charging stations equip each pile with an energy storage system, converting instantaneous high-power demand into a stable low-power load on the grid via a charge-storage-discharge mechanism. This design significantly reduces the fast-charging stations' reliance on local grid renovation — in a market like Indonesia with uneven grid infrastructure, this point is more replicable than the charging speed itself. Meanwhile, BYD is already cooperating with international energy companies such as Shell to explore the model of adding fast-charging piles within existing gas stations.

In other words, the Indonesian fast-charging network is not just a infrastructure statement accompanied by a product launch, but the first complete overseas output of a system verified in the Chinese domestic market — technology, energy storage, channels, cooperation models — . As of October 2026, BYD has built more than 12,000 fast-charging stations in China, covering 341 cities, and the construction plan for 6,000 overseas fast-charging stations has also been launched. Indonesia is the first test field for this system to go out of China.

Why is the first step Denza?

There is no shortage of brands under BYD. The Dynasty Network and Ocean Network have a massive sales base in the Chinese market, and Fang Cheng Bao is quickly gaining volume in the personalized market. But the launch rights of the first overseas fast-charging network have been handed to Denza.

This is directly related to Denza's positioning within the BYD system. Denza is the starting point of BYD's high-end strategy — in 2010, BYD and Daimler jointly founded Denza, positioning it for the high-end new energy market. Internally within BYD, Denza's brand proposition is Tech Safety New Luxury, undertaking the mainstream luxury market scale and forming a clear differentiated segmentation from other brands.

Fast charging is an experiential technology. Its value does not lie in the 9 minutes on the spec sheet, but in the moment when users see with their own eyes and operate with their own hands in the showroom, re-evaluating the brand's technical strength. Placing the fast-charging launch on Denza is equivalent to telling the market and consumers: this technology first serves high-end experiences, rather than cost-sensitive products for the mass market. The allocation of this technology launch right is itself part of BYD's high-end narrative.

The Indonesian market provides an explanation from another dimension. Denza D9 has already accumulated a sales base of over 10,000 units in Indonesia. For a high-end MPV, this number means Denza has already established preliminary brand awareness among the high-end consumer group in Indonesia. After the new D9 is equipped with the second-generation Blade Battery, the maximum power increases from 230kW to 340kW, and the range increases from 600km to 730km, which is a technical leap on the existing user base. Meanwhile, Z9GT enters the market with a pricing of 225 million Indonesian Rupiah, directly benchmarking the high-end GT sub-segment, needing fast-charging technology as a technical anchor for flagship identity.

Indonesia is More Than Just Indonesia

Taking a wider view, Indonesia's position in BYD's global map explains why the first stop for fast-charging overseas was chosen here.

In September 2026, BYD's intelligent industrial park factory located in Subang, West Java Province, officially commenced production, covering 126 hectares, with a planned annual capacity of 150,000 units, and all four major processes of stamping, welding, painting, and final assembly are complete. The positioning of this factory goes far beyond local manufacturing in Indonesia — it is an export hub for BYD facing the global right-hand drive market, and products will be shipped to Malaysia, Singapore, Australia, and African right-hand drive countries.

This means the value of the Indonesian fast-charging network has duality. Locally in Indonesia, it serves the sales and user experience of the Denza brand; on a more macro level, it is the first stop for BYD to verify the feasibility of the fast-charging plus energy storage plus channel model in the right-hand drive market. If this system runs smoothly in Indonesia, the logic of replicating it to Malaysia, Singapore, and Australia is clear — the same right-hand drive models, the same fast-charging pile specifications, the same priority deployment strategy for stores.

BYD's market share in the Indonesian electric vehicle market has already broken through 37%, firmly holding the first place in the industry. Launching the fast-charging network first in a market where a market-dominant position has been established has controllable risks and clear sample significance. This is a path that first converts home-field advantage into system advantage, and then replicates the system advantage outward.

Auto Network Commentary: What is the significance of BYD doing this? On the surface, this is a combination of a technology launch plus a new car listing plus the completion of the charging network. But looking at the three actions together, what BYD is doing is: redefining the standard of electric vehicle energy replenishment experience in the overseas market. When the "charge fully in 5 minutes, charge to saturation in 9 minutes" technical tag from the Chinese market becomes a reality that Indonesian consumers can walk into Denza stores to experience personally, BYD is outputting not just a battery or a car, but a complete proposition about how electric vehicles should be used.

Handing the first step to Denza is affixing a high-end launch label to this proposition. Technology permeating downwards from a high-end brand is much easier than climbing upwards from a mass brand. The existing user base and brand awareness of Denza in Indonesia provided a suitable stage for the first appearance of fast-charging technology.

The right-hand drive export hub positioning of the Indonesian factory gives this stage a dual function of both a model room and a launch pad. The model that the fast-charging network runs smoothly in Indonesia is the standard answer for BYD facing the global right-hand drive market. The first page of this answer writes the name of Denza.

In the past few years, looking at Chinese automobiles going global, besides sales volume, factory building, and channels, another change is becoming increasingly obvious: Chinese new energy vehicles are starting to enter more overseas official and police vehicle systems. For automakers, this market values not just brand awareness, but also product reliability, safety, adaptability, and long-term usage costs. Nowadays, BYD vehicles are successively being added overseas, providing a more concrete observation window for the globalization of Chinese new energy vehicles.

From the perspective of overseas markets, BYD currently covers more than 120 countries and regions globally. In the first half of 2026, BYD passenger car and pickup overseas sales approached 790,000 units, an increase of 67.9% year-on-year, achieving good results in multiple markets such as the UK, Brazil, Thailand, etc. Based on this, BYD's new energy official vehicle business is also starting to move from single-point implementation to multiple countries and different usage scenarios.

Uzbekistan is a relatively representative market among them. Previously, the local new energy factory has been put into production, and presidential official vehicles also selected BYD models. Recently, President Shavkat Mirziyoyev of the Republic of Uzbekistan signed a presidential decree to award the BYD team the National Friendship Medal. For a Chinese automotive enterprise, this recognition at the official level is not just brand exposure, it also shows that BYD's long-term operation and localization layout in the local market have entered a deeper stage.

Similar situations are also appearing successively in other countries. Nearly 100 BYD pure electric official vehicles in Pakistan have completed large-scale delivery and entered into use, which is also the first large-scale procurement of new energy official vehicles locally. The Cape Verde government official fleet has fully switched to BYD models, and countries such as Hungary and Austria are also successively incorporating BYD into official vehicle systems such as diplomatic reception.

In terms of police vehicles, BYD's model coverage is also becoming increasingly rich. In September, BYD delivered a batch of Dolphin police cars to the Philippines police, followed by dozens of Destroyer 05s entering the Mexican police force. Previously, BYD also delivered models such as BYD SHARK pickups, Seal, Yuan UP, Seagull, etc. to police in multiple places in Mexico. Products of different sizes and positioning correspond to patrol, duty, and multi-scenario official needs respectively.

The significance of this change lies in the fact that official vehicles and police vehicles are not simply changing the livery of civilian models. In actual use, there are often relatively clear requirements for reliability, safety, space, passability, energy replenishment efficiency, and maintenance costs. BYD has already formed a product matrix ranging from sedans, SUVs to pickups, and therefore can cover more different types of government and police scenarios.

The domestic market is also continuing to expand. According to relevant announcements on the China Government Procurement Network, since the second half of the year, government organs in many places across the country have completed bulk procurement of BYD official vehicles. Previously in the first half of the year, BYD maintained the first place in domestic new energy official vehicle government procurement sales with a market share of over 22%. In the police field, models such as Fang Cheng Bao Titanium 7 have also completed bulk delivery in many places across the country.

If looking at domestic and overseas markets together, BYD's official vehicle business is no longer sporadic procurement of a single model or a single region, but is gradually forming a multi-level layout from domestic government procurement to overseas government reception, to police duty. Behind it relies on product matrix, core technology, and scaled service capabilities.

For a long time in the past, the global official vehicle market, especially high-spec government vehicles, was basically long occupied by traditional joint ventures and overseas brands. Now, with the acceleration of new energy transformation, Chinese brands are starting to enter more and more formal public service scenarios. BYD being successively added overseas also shows that Chinese new energy vehicles going global are further extending from the consumer market to the government and public service sectors.

From ordinary user purchases, to government agency procurement, to police system application, the overseas role of Chinese automotive brands is changing. For BYD, this road ultimately still depends on the product itself to speak, and more and more countries including Chinese new energy models into official and police systems is itself a relatively direct market recognition.

In the first half of 2026, BYD's overseas performance report set records again: overseas sales of passenger cars and pickups reached nearly 790,000 units, a year-on-year increase of 67.9%. Business coverage spans over 120 countries and regions, topping new energy vehicle brand sales in core markets such as the UK, Brazil, and Thailand.

Building on a strong global foundation, BYD's new energy government vehicle business is entering a new stage of "blossoming at multiple points" both domestically and internationally, with overseas benchmarks leading and domestic capacity continuing to expand.

In the overseas market, national-level recognition landed first. Shavkat Mirziyoyev, President of the Republic of Uzbekistan, signed a presidential decree awarding the BYD team the national-level medal "Friendship Medal".

This is another high-level endorsement given by the Uzbek side to BYD following the commissioning of the local new energy factory and the selection of BYD models for government vehicles at the Presidential Office, and has become a vivid footnote on Chinese new energy vehicles winning trust in the overseas government market with their strength.

The breakthrough in Uzbekistan is not an isolated case. BYD's overseas government vehicle layout is penetrating from benchmark markets to a wider scope. Nearly 100 BYD pure electric government vehicle orders in Pakistan have been delivered and put into use on a large scale. This is Pakistan's first large-scale procurement of new energy government vehicles, also marking the country as a benchmark market for BYD's overseas police vehicle cooperation.

At the same time, the government fleet of Cape Verde has fully switched to BYD. Hungary, Austria, and other countries have also successively included BYD models in official vehicle systems such as diplomatic reception.

In the professional sector of police vehicles, BYD's overseas layout is further accelerating.

In September, BYD delivered a batch of Dolphin police cars to the Philippines Police; recently, dozens of Destroyer 05s officially joined the Mexican police force. So far, BYD has delivered multiple models including BYD SHARK pickups, Seal, Yuan UP, and Seagull to various local police departments in Mexico, covering diverse duty requirements. The continuous landing in these two markets means that BYD's new energy police vehicles are moving from single-point demonstration to scaled and normalized application.

In the domestic market, BYD also firmly holds the top position in new energy government vehicle procurement. Announcements from the China Government Procurement Network show that since the second half of the year, government agencies in many places across the country have completed bulk procurement of BYD government vehicles. Following securing the first place in domestic new energy government vehicle government procurement sales with a market share of over 22% in the first half of the year, the domestic government market has given positive affirmation again. In the police vehicle field, police vehicles such as Fang Cheng Bao Titanium 7 have also completed bulk delivery in many places across the country.

Currently, BYD has built a full-category product matrix covering sedans, SUVs to pickups, which can fully adapt to diverse police scenarios such as security patrol, traffic law enforcement, and emergency response, helping to promote the electrification upgrade of police mobility.

The government vehicle track once dominated by joint venture brands is seeing more and more "Chinese faces". From national-level recognition overseas to bulk procurement by police forces in multiple countries, from leading government procurement share domestically to the landing of full-category matrices, BYD is accelerating the global government layout of Chinese new energy vehicles with its hard technical strength and brand credibility, and is also writing a new footnote for "Chinese Smart Manufacturing".

Official vehicle procurement has always been recognized as a notoriously difficult market for the automotive industry to enter.

Every penny spent by the purchaser is fiscal funds; standards are stricter than anyone's: reliability, after-sales service, batch delivery capability. One failure in any area means elimination. Over the past decades, from capital institutions to street police teams, this market has basically been controlled by joint venture and imported fuel brands.

Now, a large crack has been pushed open in the door. BYD is the one pushing the door open.

BYD's 2026 first-half financial report shows, overseas sales of passenger cars and pickups in the first half reached nearly 790,000 units, a year-on-year increase of 67.9%, business covering over 120 countries and regions globally, topping the new energy vehicle brand sales chart in core markets such as the UK, Brazil, and Thailand. On this basic foundation, BYD's new energy official vehicle business is entering a new stage of 'blooming in multiple points' domestically and internationally — overseas benchmarks leading, continuous domestic expansion, this expansion path is becoming increasingly clear.

Let's look at the heaviest recognition first.

Not long ago, President Shavkat Mirziyoyev of the Republic of Uzbekistan signed a presidential decree, awarding the BYD team the National Order of the Republic of Uzbekistan — 'Friendship Order'. This honor is the strongest footnote to BYD's deep cultivation of the Central Asian market, and another high-level endorsement from this Central Asian country after the local new energy factory went into production and the Presidential Official Cars selected BYD models. Chinese new energy vehicles winning trust from overseas government markets through strength, this is a vivid microcosm.

Uzbekistan Official Vehicle Fleet

Uzbekistan's recognition is not an isolated case; BYD's overseas official vehicle layout is infiltrating from benchmark markets to a wider scope.

Nearly 100 orders of BYD pure electric official vehicles in Pakistan have been delivered and put into use on a large scale — this is Pakistan's first large-scale procurement of new energy official vehicles, making it a landmark market for BYD's overseas police vehicle cooperation. The Cape Verde Government Official Vehicle Fleet has fully switched to BYD, Hungary, Austria, and other countries have also successively incorporated BYD models into the official vehicle system such as foreign affairs reception.

Pakistan Police Vehicle Delivery Ceremony

In this professional niche area of police vehicles, the pace of overseas advancement is accelerating.

In September, BYD delivered a batch of Dolphin police vehicles to the Philippine Police, pushing the electrification of Philippine official vehicles forward. Recently, dozens of Destroyer 05 vehicles were also formally added to the Mexican Police Force as police vehicles. As of now, BYD has delivered multiple models including BYD SHARK pickup, Seal, Yuan UP, Seagull to police forces in various places in Mexico, covering diverse duty requirements. The continuous landing in the two countries' markets marks that BYD's new energy police vehicles are moving from single-point demonstration to scaled and normalized application.

Philippines Dolphin Police Vehicle Delivery Scene

Domestically, BYD also firmly holds a top position in new energy official vehicle procurement.

Announcements from the China Government Procurement Network show that since the second half of the year, government agencies in many places across the country have completed bulk procurement of BYD official vehicles. According to public statistics, BYD secured the number one position in domestic new energy official vehicle government procurement sales for the first half of the year with a market share of over 22%, this bulk procurement in multiple places counts as another affirmation from the domestic government market.

Why is official vehicle electrification accelerating? Policy is driving it clearly: According to the Ministry of Finance's deployment, for new energy vehicles that can meet actual usage needs, the proportion of new energy vehicles in the total annual official vehicle procurement is in principle not lower than 30%; for vehicles used in routes with fixed routes such as confidential communication, mainly driving in urban areas, the proportion is in principle 100% procurement of new energy. The policy has opened a door, whether to catch it depends on the car company's own products.

In the field of police vehicles, Fangchengbao Titanium 7 and other police vehicles have completed bulk delivery in many places across the country. BYD has built a full-category product matrix covering sedans, SUVs to pickups, which can comprehensively adapt to diverse police scenarios such as public security patrol, traffic police enforcement, emergency response, etc., aiding the electrification upgrade of police travel.

Fangchengbao Titanium 7 Public Security Police Vehicle Queue

Let's say a few practical words at the end.

The logic of official vehicle orders is not the same as buying for personal use. Government procurement looks at total lifecycle costs, after-sales networks, and bulk delivery capabilities. When choosing a personal vehicle, you don't have to follow the official fleet. Don't just blindly rush because the police are using something.

Additionally, 'Friendship Order' honors recognize the contribution of the enterprise to cultivating local industries, and cannot be directly converted into product strength. When it really comes to spending money, still return to your own ledger: budget, scenarios, charging conditions, verify item by item.

But the trend is clearly visible. Official vehicles are a high-end track for measuring the comprehensive strength of automobile brands. From being monopolized by joint venture brands to becoming China's option for global government electrification, BYD is writing a new footnote of Chinese manufacturing with technological hard power and brand credibility, pushing the global government layout of Chinese new energy vehicles one step further forward.

Which domestic cars are truly accepted abroad? For many brands there might be candidates, but my own answer is actually BYD.

BYD sold 4.6 million cars last year, ranking 6th globally, cumulative EV sales of 15 million units, the car manufacturer selling the most EVs worldwide is BYD.

In the UK, Brazil, Thailand, BYD has long been the top seller, even now, BYD has become official fleet vehicles for many countries, such as Pakistan, Cape Verde, Mexico, Philippines. Domestically, BYD has long also been ranked first in new energy vehicle procurement for official use.

So it's not just domestic consumers, foreign consumers also like BYD, Seagull, Yuan, Song, are all BYD models that sell very well. Many people ask me "why support BYD", I say it's still because it has good products at every price point. Seagull, Qin, Song, these price-friendly ones, BYD sells well, the mid-to-high end Denza D9 and Fang Cheng Bao Ti 7 also make a strong presence, D9 sold 100,000 in a year, Ti 7 sold extremely well within a few months of launch.

However, even so, many people online still criticize BYD, what does that prove? Nothing. Essentially, BYD is no different from Tesla, Toyota, or Apple; they are commodities, not currency, it's impossible to please everyone, but that's okay, sales can explain a lot, choices by consumers and the government sector can also explain a lot.

Some brands are hyped to the skies online, but not many are willing to support with real money, BYD's treatment is completely different, I think the only one who might truly defeat BYD is BYD itself.

    As the competition in the global new energy vehicle sector extends from consumer markets to official and public domains, BYD is continuously expanding its influence in the new energy official vehicle track with a posture of "breakthroughs on both domestic and international lines". In the first half of 2026, BYD's overseas passenger car and pickup sales approached 790,000 units, up 67.9% year-on-year, with business covering over 120 countries and regions worldwide, and topping the new energy vehicle brand sales chart in core markets such as the UK, Brazil, and Thailand. Relying on this global baseline, BYD new energy official vehicles have successively entered the overseas roster, forming a clear path of "overseas benchmark leading, domestic continuous expansion".

National Level Recognition Implemented: Uzbekistan "Friendship Medal" Becomes Overseas Benchmark

    Recently, President Mirziyoyev of the Republic of Uzbekistan signed a presidential decree, awarding the "Friendship Medal" to the BYD team. This is another high-level endorsement given by the country's official side to BYD following the production launch of the local new energy factory and the selection of BYD models for official vehicles at the Presidential Office. For Chinese new energy vehicle brands accelerating globalization, this is not only an honor but also means recognition by the overseas government affairs system regarding products, services, and localization contributions.

Mass Replacement of Overseas Government Fleets: From Pakistan to Cape Verde, Hungary, Austria

    Uzbekistan is not an isolated case. Nearly 100 BYD electric official vehicles in Pakistan have been mass-delivered and put into use. This is Pakistan's first large-scale procurement of new energy official vehicles, making the country a milestone market for BYD's overseas police vehicle cooperation. The Cape Verde government official fleet has comprehensively switched to BYD; Hungary, Austria, and other countries have incorporated BYD models into official vehicle systems such as diplomatic reception and police patrols. The layout of overseas official vehicles is penetrating from single-point benchmarks to wider regions.

Police Scene Scaling: Philippines, Mexican Police Forces Equip Successively

    In the professional niche field of police vehicles, BYD's overseas layout is further accelerated. In September, BYD delivered a batch of Dolphin police cars to the Philippines police; recently, dozens of Destroyer 05 entered the Mexican police force as police cars. So far, BYD has delivered multiple models including BYD SHARK pickup, Seal, Yuan UP, Seagull, etc. to police departments in multiple places in Mexico, covering diverse duty needs. Police vehicles often face high-load conditions such as daily patrols, high-speed pursuits, and rough road conditions, which is a comprehensive test of the three-electric system, chassis, and active/passive safety. Relying on professional modification capabilities and mature technology platforms, BYD has verified reliability and durability in actual combat in multiple places, promoting new energy police vehicles from demonstration operations to scaled and normalized application.

Domestic Government Procurement Continues to Lead: Securing Mass Orders in Multiple Places After Exceeding 22% Share

    In the domestic market, BYD also ranks firmly at the top of new energy official vehicle procurement. Announcements from the China Government Procurement Network show that since the second half of the year, government agencies in many places across the country have completed mass procurement of BYD official vehicles. This is another affirmation given by the domestic government affairs market after BYD retained the top sales position in domestic new energy official vehicle government procurement with a market share exceeding 22% in the first half of the year. In the police field, police vehicles such as Fang Cheng Bao Ti 7 have also completed mass delivery in many places across the country. From mass procurement by the capital's agencies to the gradual perfection of multiple police vehicle matrices in many places, BYD's coverage breadth and depth in the domestic government affairs market continue to improve.

All-Scenario, All-Category: Systematic Competitiveness Under Complex Government Affairs Needs

    Vehicle needs for government and public institutions are highly complex, including grand and atmospheric high-specification administrative reception, as well as daily security patrols, and even potentially facing special scenarios such as field emergency rescue. BYD has built a full-category product matrix spanning sedans, SUVs, hard-core off-road vehicles to pickups, and adopts an electric/hybrid dual-line layout, equipped with 2nd Generation Blade Battery and fast-charging technology, DM-i hybrid, and God's Eye assisted driving technology, adaptable to diverse scenarios such as reception, inspection, patrol, law enforcement, and emergency response. From high-end comfortable riding to hard-core professional vehicles, its systematic advantages are rapidly responding to complex government affairs needs.

Global Market Support: From Official Vehicle First Choice to Chinese Cars Recognized Globally

    From being dominated by joint venture brands in the past to becoming an important Chinese option for global government electricization, BYD is accelerating the global government affairs layout on this high-end track that tests the comprehensive strength of automotive brands with hard technology power and brand credibility. BYD has consecutive four years retained the sales champion in domestic new energy vehicles; overseas business covers more than 120 countries and regions worldwide, topping the new energy vehicle brand sales chart in core markets such as the UK, Brazil, and Thailand. The breakthroughs on both domestic and overseas sides of the official vehicle market are not only footnotes to China's intelligent manufacturing strength but also provide a new Chinese solution for global official travel electricization.

    With continuous deepening of overseas benchmark markets and steady release of domestic government procurement orders, BYD new energy official vehicles are driving into the center of the global government vehicle stage with a more complete product matrix and a more mature technology system.