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In Malaysia's SUV market, many buyers compare Perodua Aruz and Kia Sportage when choosing a car. These two cars are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to help you save time on research.
Perodua Aruz OTR price in Malaysia is RM 72,900 - 77,900, with 2 versions including 1.5L X (RM 72,900), 1.5L AV (RM 77,900), etc.
Kia Sportage OTR price in Malaysia is RM 129,639 - 179,320, with 4 versions including 2025 1.6T DCT 4WD High (RM 179,320), 2025 1.6T DCT 2WD High (RM 159,320), 2025 2.0L AT 2WD High (RM 139,639), etc.
From a price perspective, Perodua Aruz's starting price is indeed RM 56,739 cheaper than Kia Sportage. If your budget is limited, Perodua's entry-level version is sufficient for daily needs. But note, the few thousand difference may involve trade-offs in features, depending on your needs.
Perodua Aruz comes with 1.5L 4-cyl, 105 hp power. Official fuel consumption 6.0 L/100km.
Kia Sportage comes with 1.5L Turbo, 140 hp power. Official fuel consumption 7.0 L/100km.
In terms of power, Kia Sportage's 1.5L Turbo has 35 more horsepower than Perodua Aruz's 1.5L 4-cyl. However, for daily city driving, both cars have sufficient power and won't feel underpowered.
Perodua Aruz body length 4400 mm, trunk 400 L.
Kia Sportage body length 4400 mm, trunk 400 L.
The two cars' dimensions are almost the same, interior space difference is not large. For this class of cars, daily use is completely sufficient.
Perodua Aruz and Kia Sportage are both mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, consider the one with better reputation; if you care more about value for money and features, choose the one with richer configurations. Ultimately, it is recommended to test drive both, personal experience is the most important.
Overall, Perodua Aruz and Kia Sportage are both very good car models in the Malaysian market. Which one to choose depends on your personal needs and budget. We suggest doing your research, comparing quotes from several dealerships, and then test driving to make the final decision. Buying a car is a big matter, taking time to research is never wrong.
Feng Xingya handed the key to the 30,000,000th vehicle into the hands of a Thai person.
Tony Jaa, male lead of 'Ong-Bak', new owner of the right-hand drive Trumpchi M8 PHEV. This scene froze at the GAC Trumpchi factory on July 16, also marking a period point for GAC after 29 years—from its establishment in 1997 amidst questioning, to today's 30 million vehicles off the line.
But what's truly interesting is not the number 30 million, but how GAC got here, and where it's going next.
Where is the value in GAC's 30 million?
First, a set of data: 0 to 10 million, GAC took 20 years; 10 million to 30 million, only 9 years. In the first half of this year, GAC sold 773,100 vehicles, up slightly 2.35% year-on-year, but new energy skyrocketed 68.8%, exports surged 132%.
More noteworthy is the arrangement at the event: GAC global multi-factory synchronous connection, Honda P7, Toyota bZ7, Qijing GT7, Aion N60, Hyper S600 respectively as the 29,999,995th to the 29,999,999th vehicles off the line, finally the 30 millionth was right-hand drive M8 PHEV.
What does this mean? GAC's 30 million was not shouldered by a single god-tier vehicle, but walked out on four legs: joint venture + independent brand + new energy + going overseas. This balance is not common among the few Chinese carmakers who have reached the 30 million threshold.
GAC's strongest trump card is actually not at the press conference
Feng Xingya said a very old-school sentence on site: Quality is the bottom line GAC will never cede.
But what's truly hardcore is the system behind him. Before every new car launches, it must pass Five Highs, One Mountain, One Dust—60°C Turpan high heat, -40°C Hulunbuir extreme cold, high altitude, high humidity, high salt mist, mountain areas, sand and dust, plus Two Winters and One Summer field trials, 12 major items, 1500+ validation sub-items.
Several data points are worth remembering: Danxia batteries installed 1.5 million units, safe driving over 160 billion kilometers; Star Spirit safety protection system helped nearly 2 million users avoid 6.28 million potential risks; Aion Intelligent Ecological Factory is the world's first new energy Lighthouse Factory.
Also launched end of last year Three Responsibilities—Three-electric system spontaneous combustion directly replace with new car, battery decay over limit free exchange, intelligent parking accident full responsibility. In the industry, those daring to do this can be counted on one hand.
Feng Xingya's sentence rephrased is: You can dislike my speed, but you cannot say I am rough.
GAC is truly changing in user thinking
In 2024 GAC moved headquarters back to Panyu, launched Panyu Action, core is one thing: switch from engineer thinking to user thinking.
Specific actions include: Regularly holding User All Open Mic, inviting owners to HQ to complain face to face; establishing exclusive user insight department, guaranteeing demand loop from organization; channel sinking to county level, plan to add 1000 authorized stores this year; charging network 9 Vertical 10 Horizontal covering 213 cities, self-operated charging piles over 27,000, core urban area straight line 1 kilometer must have station; Online Super Butler promises 5 seconds response, 2 hours completion.
These actions alone are not earth-shattering, but together they explain one problem: GAC knows it was a bit far from users in the past, now trying desperately to pull back.
Going overseas is the real incremental growth
First half year exports 121,500 vehicles, year-on-year surge 132%, already close to last year's full year level. Thailand June month-on-month growth 207%, European localization production also being built.
Currently GAC has entered 110 countries and regions, 746 sales outlets, 7 overseas factories, 9 overseas parts warehouses. 2030 target is to enter 120 countries, 2000 overseas outlets, annual sales 1 million.
Feng Xingya handing the 30 millionth key to a Thai person is not a pose, it is a statement.
The card Qijing plays is quite interesting
Qijing GT7 is jointly built by GAC and Huawei Qiankun, launched June 26, 24 hours large orders break 5,200 units. It is currently the only mass-produced vehicle equipped with Huawei Qiankun Intelligent Driving ADS 5.
This line aligns with today's Huawei Qiankun media day info—Huawei says it wants to be an electronic screw, GAC catches it to make the whole vehicle, Qijing is the product at this intersection. Second half year still launch GX7, dual-car matrix lands.
Question is: Huawei side already has Five Realms, adding Qijing, Yijing, how to split resources? This is a continuous game GAC will play next.
Bang Comments
GAC's 30 million, and China automotive industry's 30 million, are two not completely overlapping concepts.
Former is 29 years from joint venture to independent, from fuel to new energy, from domestic to overseas complete evolution history; latter is industry from big to strong shadow. GAC received China Quality Award Nomination Award, Aion consecutive three years new energy quality first, Hyper first complete year ran to new energy luxury brand second—these awards and data, behind is Honda TPS, Toyota TQM plus Lingnan culture knitted together quality management system, is Joint venture feeding back independent this road run through proof.
But the problem after 30 million is also very realistic: Independent sector four brands (Trumpchi, Aion, Hyper, Qijing) how to offset positioning? Going overseas from 120,000 units to 1 million, remaining 4 years flip 8 times, rhythm can follow? Qijing eating ADS 5 first red benefit, how to fight for more resources in Huawei ecosystem?
Feng Xingya used four words on site: Gratitude, Adherence, Sincerity, Going Together. Old-school, but sincere.
30 million is not the endpoint, is the starting line of the next road. Whether GAC can run faster, look at Qijing, look at going overseas, also look at that electronic screw screwed tight enough.
In Malaysia's SUV market, many buyers compare Perodua Ativa and Mazda CX-30 when choosing a car. These two models are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to save you time on research.
Perodua Ativa's OTR price in Malaysia is RM 62,500 - 73,400, with a total of 3 versions, including 1.0L Turbo X (RM 62,500), 1.0L Turbo H (RM 67,300), 1.0L Turbo AV (RM 73,400), etc.
Mazda CX-30's OTR price in Malaysia is RM 122,409 - 146,409, with a total of 4 versions, including 2025 2.0L High+ Premium (RM 146,409), 2025 2.0L High+ (RM 138,409), 2025 2.0L High (RM 130,409), etc.
From a price perspective, the starting price of Perodua Ativa is indeed RM 59,909 cheaper than Mazda CX-30. If your budget is limited, Perodua's entry-level version is already sufficient for daily needs. But keep in mind, those few thousand cheaper, there might be trade-offs in features, it depends on your specific needs.
Perodua Ativa is equipped with 1.5L 4-cyl, horsepower 105 hp. Official fuel consumption 6.0 L/100km.
Mazda CX-30 is equipped with 1.5L Turbo, horsepower 140 hp. Official fuel consumption 7.0 L/100km.
In terms of power, Mazda CX-30's 1.5L Turbo has 35 more horsepower than Perodua Ativa's 1.5L 4-cyl. However, for daily driving in the city, the power of both cars is sufficient, you won't feel it lacks power.
Perodua Ativa's safety rating is 5★ (ASEAN NCAP), active safety systems include ASA 3.0 + ACC + LDA + LKA + BSM + RCTA.
Mazda CX-30's safety rating is 5★ (ASEAN NCAP), active safety systems include i-Activsense.
Both cars have the same safety rating, safety features are quite comprehensive within this class. New car safety is generally good nowadays, no need to worry too much about this.
Perodua Ativa body length 4400 mm, trunk 400 L.
Mazda CX-30 body length 4500 mm, trunk 450 L.
In terms of space, Mazda CX-30's body is 100 mm longer than Perodua Ativa, passenger space has more advantage. However, Perodua Ativa is a bit more flexible for parking in the city, each has trade-offs.
Perodua Ativa and Mazda CX-30 are both mainstream choices in the Malaysia market, suitable for family use and daily commuting. If you value brand reputation and resale value more, you can prioritize the one with better reputation; if you care more about price-performance ratio and features, choose the model with richer configurations. Ultimately, it is recommended to test drive both, personal experience is the most important.
Overall, Perodua Ativa and Mazda CX-30 are both quite good models in the Malaysia market. Which one to choose depends on your personal needs and budget. It is recommended to do your research, compare quotes from several dealerships, then test drive to make the final decision. Buying a car is a big matter, spending time doing research will never be wrong.
車型概覽
騰勢D9 值唔值得睇，第一步唔係望牌子或者外形，而係睇佢能唔能夠配合你嘅香港日常。 呢篇會集中講花出去嘅錢係咪換到每日都用得着嘅便利，幫你用買家角度篩走唔適合嘅選擇。 近期市場討論到「騰勢成最大黑馬！D9席捲高端MPV市場 ｜ 2026年5月香港新車登記數走勢分析」，代表呢類車型仍然有一定關注度。
完稅價 HK$ 740,500 - 825,500 令預算位置更清楚，買家可以先估算月供、保險、泊車同日常開支。
購車價格指南
騰勢D9 嘅購車預算可以先由 完稅價 HK$ 740,500 - 825,500 開始計。香港買車唔只係睇車價，月供、保險、牌費、泊車同能源成本都會影響每月壓力。
如果有幾個版本可揀，可以先將 2025 520km 前驅尊貴型（HK$ 740,500）、2025 480km 四驅旗艦型（HK$ 825,500） 放喺同一張清單。日常通勤重視舒適同易用，家庭買家就要優先睇後排、尾箱同安全配置。
核心規格重點
睇 騰勢D9 嘅規格，重點唔係背數字，而係理解佢喺香港用車場景會帶嚟咩分別。
103 kWh 嘅電池容量，真正意義係可以幫你估算一星期通勤同周末出車要唔要中途補電。 230/275 kW、360/470 N·m 嘅輸出，令高速併線同短距離超車更有信心。 車長 5250 mm、車闊 1960 mm、車高 1920 mm、軸距 3110 mm 可以幫你預判商場停車場、屋苑車位同後排腿部空間。 固定齒比、前置前駆 / 雙電機四駆 會影響起步順滑度、濕地穩定感同長途巡航性格。
優缺點分析
騰勢D9 嘅優點唔需要講到天花龍鳳，真正有價值係佢能唔能夠令日常用車更省心：預算位置清楚，方便同同級車直接比較、電池同續航資訊有助安排通勤同補電、動力輸出對高速同上斜更有底氣。
要留意嘅係，要先確認屋苑、公司或常去商場嘅充電條件、香港停車場同窄路使用要留意車身闊度。呢啲唔一定係缺點，但係落訂前應該先諗清楚。
買家常見問題
買 騰勢D9 之前，真正要問嘅唔係單一規格，而係佢可唔可以融入你每日嘅生活節奏。
常見疑問係「騰勢 D9 適唔適合香港高端商務接待？」簡單講，騰勢 D9 豪華舒適、空間闊落、行車靜謐，專為香港高端商務接待打造。 放到實際用車，就係要睇佢對通勤、泊車、家庭乘坐同長期成本有幾大幫助。
同級對比內容
將 騰勢D9 放入同級車清單時，唔建議只用外形或者品牌光環決定。比較順序可以係：先用 完稅價 HK$ 740,500 - 825,500 鎖定預算圈、再睇動力係咪足夠應付高速併線同滿載、再比較能源成本同補能便利、最後睇車身大小、座位同尾箱是否適合家人。
咁樣篩選會貼近香港買家真實生活：平日塞車、商場泊車、周末去新界、甚至一家人出入，先係一部車每日要面對嘅考驗。
用車全周期指南
擁有 騰勢D9 最重要係先諗清楚充電節奏。屋苑、公司或者常去商場只要有穩定充電選項，電動化用車就會容易相處好多。
如果你主要喺市區行，視野、低速順滑度同泊車輔助會好影響心情；如果經常行高速或跨區，座椅舒適度、隔音同動力從容感會更重要。
車型概覽
嵐圖汽車知音 值唔值得睇，第一步唔係望牌子或者外形，而係睇佢能唔能夠配合你嘅香港日常。 呢篇會集中講續航、電池同補電安排，幫你用買家角度篩走唔適合嘅選擇。
售價仍待確認，買家可以先把佢放入候選名單，等價格落實後再同同級車逐項比較。
購車價格指南
嵐圖汽車知音 目前售價仍未清晰，較理性嘅做法係先睇版本、車身大小同動力形式，等價格落實後再決定值唔值得落訂。
如果有幾個版本可揀，可以先將 2024 901km 後驅版（價格待確認）、2024 650km 後驅版（價格待確認）、2024 625km 後驅版（價格待確認）、2024 570km 四驅版（價格待確認） 放喺同一張清單。日常通勤重視舒適同易用，家庭買家就要優先睇後排、尾箱同安全配置。
核心規格重點
睇 嵐圖汽車知音 嘅規格，重點唔係背數字，而係理解佢喺香港用車場景會帶嚟咩分別。
109/79/77/81 kWh 嘅電池容量，真正意義係可以幫你估算一星期通勤同周末出車要唔要中途補電。 901/650/625/570 km 嘅續航參考，對住喺新界、九龍同港島之間跨區行車嘅用家會更實際。 13.8/13.6/15.3 kWh/100km 嘅耗電表現，會影響你去快充站或者屋苑充電位嘅頻率。 230/215/320/405 kW、395/420/620/770 N·m 嘅輸出，令高速併線同短距離超車更有信心。
優缺點分析
嵐圖汽車知音 嘅優點唔需要講到天花龍鳳，真正有價值係佢能唔能夠令日常用車更省心：日常能源成本有基本參考、電池同續航資訊有助安排通勤同補電、動力輸出對高速同上斜更有底氣。
要留意嘅係，要先確認屋苑、公司或常去商場嘅充電條件、香港停車場同窄路使用要留意車身闊度。呢啲唔一定係缺點，但係落訂前應該先諗清楚。
買家常見問題
買 嵐圖汽車知音 之前，真正要問嘅唔係單一規格，而係佢可唔可以融入你每日嘅生活節奏。
常見疑問係「嵐圖汽車知音的純電續航里程大約係幾多？」簡單講，嵐圖汽車知音的純電續航最高可達 500 公里，日常代步與中短途出行都足夠。 放到實際用車，就係要睇佢對通勤、泊車、家庭乘坐同長期成本有幾大幫助。
同級對比內容
將 嵐圖汽車知音 放入同級車清單時，唔建議只用外形或者品牌光環決定。比較順序可以係：先等售價落實，再決定佢應該同邊個級距比較、再睇動力係咪足夠應付高速併線同滿載、再比較能源成本同補能便利、最後睇車身大小、座位同尾箱是否適合家人。
咁樣篩選會貼近香港買家真實生活：平日塞車、商場泊車、周末去新界、甚至一家人出入，先係一部車每日要面對嘅考驗。
用車全周期指南
擁有 嵐圖汽車知音 最重要係先諗清楚充電節奏。屋苑、公司或者常去商場只要有穩定充電選項，電動化用車就會容易相處好多。
如果你主要喺市區行，視野、低速順滑度同泊車輔助會好影響心情；如果經常行高速或跨區，座椅舒適度、隔音同動力從容感會更重要。
Have you ever seen the roads in India?
I've seen them online.
The scene is usually like this: a sedan blocked behind a cow, motorcycles running wild nearby, even milk tea vendors nearby, so "clean and hygienic".
However, in a place where many feel physically uncomfortable after watching, Toyota, Suzuki, Honda and other Japanese car companies decided to bet on India.
According to the Indian "Brand Quality Foundation" website, the three car companies will invest nearly $11 billion to build factories, increase capacity, and develop exports in India.
Some netizens commented: Did the three Japanese car companies have too much money?
In fact, they didn't have endless money to spend, nor were they bewildered by Indian curry. These Japanese car executives are much clearer than us.
Current Japanese car revenue and market share are declining. Raw material costs are soaring. Looking at the world map, finding a market that can accommodate capacity, expand share, and has gentle competition is not easy.
So, it wasn't that Japanese car companies chose India, but because they had no choice.
The Pain of Japanese Car Companies
Past Japanese cars were truly the envy of others.
Ask old drivers who drove Japanese cars over ten years ago, talking about Japanese cars, almost no one doesn't give a thumbs up, cheap price, fuel saving, durable...
Even many Japanese cars needed to be bought at a markup, but who would think this iron fortress would be beaten out of sight in a few short years.
With the wave of new energy vehicles coming, electrification and intelligence became the goal for many domestic car companies to "leapfrog". Relying on China's strong new energy vehicle industry chain advantages and car companies' own persistence on R&D and technology, Chinese independent brands quickly achieved "leapfrogging".
Domestic cars once criticized are now becoming more and more common on the roads, even surpassing joint ventures in share.
According to CPCA data, in April 2026, the share of independent brands reached as high as 62.5%, far exceeding Japan's 13.1%.
You need to know, the Chinese car market is the largest car market in the world. Losing speed in the Chinese market is like losing a huge piece of cake.
Meanwhile, the main theme of the Chinese market in recent years is still price wars. Racing on configuration, price, and service has become a normal state, which also had a huge impact on Japanese cars' profits.
Apart from China, Japanese cars are also not doing well in the US.
On January 20, 2025, Trump swore in as the 47th US President, starting a series of chaotic operations, including imposing additional car tariffs in the name of national security, causing the tariff rate for imported Japanese cars to reach as high as 27.5% at one point. Although it decreased later, it was still far higher than the initial tax rate.
This operation directly led to a tariff loss of over 2 trillion yen for seven Japanese car companies in fiscal year 2025.
Looking at Japan itself, it is actually not easy either.
Middle East geopolitical conflicts blocked shipping in the Strait of Hormuz, transportation costs and raw material costs soared, Japanese car companies also had to suffer in silence.
Executives looking at the reports, their backs went cold, only to find a new growth curve.
So, Japanese car companies didn't fall in love with India, there was nowhere else to go.
Deep Thought on Choosing India
So, what magic does India have, to make Japanese car companies invest heavily?
The first advantage is big. In 2025, the Indian car market achieved 5.517 million new car sales, up 6% year-on-year, breaking the historical record, ranking as the third largest car market in the world, exceeding Japan for four consecutive years, second only to China and the United States.
The value of this doesn't need me to say much. India achieved this result mainly because India has been promoting tax reduction policies to promote consumption, which led to a significant increase in domestic consumption willingness.
The second advantage is close, meaning it is close to places where Japanese cars sell well, such as Africa.
So, India for Japanese car companies is more like a convenience store built in the center of a crossroad. You don't need to ship cars to eight countries separately, just build well at this stop in India, then unload ship by ship, and you can save a lot of costs.
The Nikkei also believes that India is expected to become its global car supply center.
The third advantage is stability. You know, Japanese cars' advantage is fuel cars, after all, the three major components of engines, gearboxes, and chassis, they have played for many years, technology accumulation is number one in the world.
But the Chinese car market has fully promoted electrification and intelligence development, leading to Japanese cars' advantage becoming weaker and weaker, impossible to play out. But India is different, it has the characteristics of few charging piles and slow electrification process. Indian old people buying cars still look for cheap, fuel saving, easy to fix, and these three points are exactly Japanese cars' old trade.
Especially Suzuki, always been India's car market evergreen, almost always sitting on the best-selling model throne, reputation of being worry-free, better than any advertisement.
So, Japanese car companies' vigorous layout of the Indian market is obviously carefully considered.
But, is the Indian market really that easy to mix?
The Hard-to-Bite Indian Market
Of course, India is not perfect like a hot commodity, its disadvantages are as obvious as its advantages, and every one is enough for Japanese car companies to face a hard time.
First talk about electrification. Yes, right now India has few charging piles and electric cars don't sell well, it is indeed a shelter for Japanese fuel cars. But you have to think, how long can this "shelter" avoid?
India previously shouted the slogan of 30% of new cars being electric vehicles by 2030. Although it sounds like bragging, but can't help but they really give subsidies, really build charging stations.
Imagine, what if one day India suddenly wakes up, starts vigorously promoting electrification, doing infrastructure, charging piles popping out like mushrooms after rain, then Japanese cars will be dumbfounded?
Isn't this a version of the Thai market?
Back then Japanese cars in Thailand won easily. The entire Southeast Asian market was called Japanese cars' backyard. Result Thailand took the lead in promoting electrification. Chinese electric vehicles came in, directly became a hot commodity. Look at Japanese cars again, share in Thailand falling down rapidly.
If India accelerates electrification, history will likely repeat, and this time, Japanese cars don't even have a place to flee, how to prevent will become the first problem for Japanese car companies.
Next talk about policy. India's policy is like a pot of curry, you never know if you will eat chicken or potato next time.
This magical country, today low tariff encourages building factories, tomorrow may fine you a huge amount. What's more annoying is mandatory joint venture. Foreign car companies want to sell cars in India, have to find local partners to partner up. When your factory is built, supply chain is done, India directly backstabs you. At that time whether adding money or withdrawing capital, what you get is heartache.
So you see, this market like India is like a mango that looks very sweet, bite the first mouth it's okay, chew two more mouths hit the hard core.
Japanese cars now is calculating, while the core hasn't bit the tooth, hurry up to nibble a few more mouths, but the core will bite sooner or later, just don't know which day.
Epilogue
Japanese cars this trip to India, not go for tourism, is go to make a living.
Chinese and Southeast Asian dining tables are more crowded, production and transportation costs have risen. Looking around the world, only this pot in India is still steaming, even if what is boiling inside is curry-flavored stones, have to bite hard and chew down.
Japanese car companies want to expand market, India wants to pull economy, solve employment, both sides have their own thoughts.
As for the ending is Japanese cars in India regain their glory, or like past competitors shamefully walk away, then is not known.
But no matter how, this play just started, we slowly watch is okay.
Anyway India's story, never bored.
Folks, today let's talk about big news on going global—not selling cars, but selling "drivers". On June 2, WeRide and Uber jointly announced a plan: to launch the country's first commercial Robotaxi pilot service in Madrid, Spain. In other words: Spanish residents will soon be able to hail a driverless taxi via Uber. This is the first time WeRide and Uber are partnering to enter the European market. Madrid also becomes the 12th city globally where WeRide's Robotaxi arrives.
According to official news, with the support of the Madrid regional government, this service will officially launch within this year. At that time, friends in Madrid can open the Uber App and call WeRide's Robotaxi with one click. It's just like calling an ordinary ride-hailing service, the difference is the arriving car has no driver—at least initially, there is still a difference. In the initial operation phase, a professionally trained safety monitor will be on board, as it's just launched, safety comes first.
This company, WeRide, you might have heard of it, or you might not. A brief introduction: Established in 2017, it has been dedicated to Robotaxi technology R&D and commercialization. Currently, its Robotaxis cover Guangzhou, Beijing, Singapore, Abu Dhabi, Dubai, Riyadh, Zurich... plus Madrid now, totaling 12 cities. Spain is also the 5th European market WeRide has entered—previously entered Switzerland, France, Belgium, Slovakia. According to the plan agreed by WeRide and Uber in May 2025, they plan to deploy Robotaxi services in 15 new international cities within five years, deploying tens of thousands of Robotaxis globally. With the Madrid launch, the deployment in 4 cities has been completed, and 11 more will be covered successively before 2030.
To be honest, it's not the first time Chinese autonomous driving companies are going global, but the combination of Chinese technology + global mobility platform + European market is quite interesting. Madrid is one of the European Robotaxi markets with the most commercial potential, with a large population, high travel demand, and friendly local policies. Being able to take root in this market is a significant milestone for WeRide. For Uber, introducing Robotaxis is also a way to reduce costs—after all, drivers don't need salaries. For Madrid residents, hailing a taxi might be cheaper in the future.
