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How Huawei Unites China’s NEV Giants to Drive a Leap from Tech Leadership to Global Luxury?

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December 9, 2025

How Huawei Unites China’s NEV Giants to Drive a Leap from Tech Leadership to Global Luxury?

On December 9, Shanghai’s Bund became a focal point for Chinese automotive innovation. Huawei Executive Director Yu Chengdong joined the chairpersons of Seres, Chery, BAIC, JAC, and SAIC to present the first joint live showcase of the Harmony lntelligent Mobility Alliance (HIMA) brands—AITO, Luxeed, Stelato, Maextro, and Shangjie. The discussion spanned technology, products, user experience, and future industry organization, providing the industry with a first clear view that Chinese smart vehicles are evolving from single-brand competition to system-wide collaborative growth.

Over the past 43 months, HIMA has delivered over one million vehicles across its brands, a milestone that marks a significant chapter in the history of China’s new energy vehicle (NEV) development. Chery Chairman Yin Tongyue praised Huawei as a transformative force in the industry, empowering partners without reservation and elevating Chery as a whole. JAC Chairman Xiang Xingchu noted that Huawei’s exacting standards have driven JAC to fully surpass traditional luxury car benchmarks. Seres Chairman Zhang Xinghai highlighted the team culture of mutual support, while BAIC Chairman Zhang Jianyong lauded Yu Chengdong as the best product manager.

Traditional collaboration models between emerging and established carmakers have typically been segmented: the new entrant leads design and marketing, the legacy manufacturer handles production, and core technologies are sourced from third parties. This often leads to fragmented value chains and delayed responsiveness. Similarly, the loose collaborations between international auto suppliers and carmakers result in suppliers offering isolated technologies without influence over product definition or user experience. In contrast, HIMA is led by Huawei across product definition, core technology, development, standardization, quality control, brand marketing, and lifecycle services, while the partner automakers focus on manufacturing. This “value-led, capacity-supported” division of labor allows greater efficiency and control.

This model enables HIMA to cover the full price spectrum while maintaining clear brand differentiation. For example, the Luxeed R7’s newly launched Aurora Green color appeals strongly to younger and female consumers. The design, inspired by the northern lights, uses triple-layer pearl techniques to create blue-green hues with hints of purple and red, demonstrating the ecosystem’s capacity to translate unique inspirations into mass-market appeal.

Yu Chengdong summarizes the core strength succinctly: “They excel at vehicles, we excel at intelligence, chips, software, and algorithms.” HIMA leverages Huawei’s high-end brand experience and extends it to five partner carmakers, fully integrating capabilities across hardware and software.

This approach manifests most clearly in safety. A notable example involved an AITO M9 owner who suffered a tire blowout in the remote area of Delingha, Qinghai. With no mobile or radio signal, the driver relied on the Huawei Galaxy Communication system in the car to perform a satellite rescue, confirm location, and secure assistance—demonstrating how integrated technology translates into real-world safety.

Battery safety is equally emphasized. As of November 2025, over 150 million cells of Huawei’s Whale Battery Platform had been deployed across one million vehicles, with no incidents of thermal runaway or quality-related accidents. The platform was designed to meet standards effective in July 2026, exceeding current national requirements for heat diffusion, water resistance, and impact protection, with multiple layers of redundancy. Such engineering rigor illustrates the depth of system-level expertise underpinning HarmonyOS Smart Mobility.

Rather than relying on stacked features typical of industry innovation, HIMA applies over 30 years of ICT experience to a scenario-driven product design philosophy, creating a technical moat. Maextro S800’s 4D millimeter-wave radar originates from distributed base station technology; Luxeed R7’s “Knock Knock” electromechanical doors draw inspiration from smartphone gestures; features like the Star Key and cross-device data flow enable seamless multi-device interaction; the AITO M9’s Galaxy Communication system supports satellite calls. This combination of scenario-oriented design and cross-domain technological integration addresses user needs in ways conventional approaches cannot.

HIMA maintains leadership across electrification and intelligentization, with Huawei’s Whale Battery Platform, HUAWEI DriveONE 800V silicon-carbide high-voltage drive, QianKun ADS 4 assisted driving, HarmonyOS Cockpit 5.0, integrated die-casting technology, the Xuanwu body, the Tuling platform, and Angel Seat active safety systems forming a comprehensive chain advantage spanning battery, power, driving, cockpit, and ecosystem.

Huawei’s extensive technological base also enables “Human × Car × Home” ecosystem integration, connecting devices in ways that surpass both iOS’s closed system and Android’s fragmented cross-device experience. According to Yu Chengdong, the car is a “wheeled smart terminal,” with HarmonyOS linking travel, home, office, health, and entertainment scenarios through seamless connectivity and natural voice interaction, creating long-term competitive advantages.

Additionally, HIMA leverages Huawei’s massive user base from smartphones and smart home devices to capture authentic and timely consumer demand. Over 52% of AITO owners use Huawei phones, compared to less than 30% for other brands, giving HarmonyOS Smart Mobility a built-in advantage in user insight. This enables rapid iteration of high-demand features such as voice recognition across multiple zones and cross-device file transfer, aligning product evolution directly with real user behavior.

The competitive edge arises from Huawei’s transfer of its complete consumer-oriented ecosystem to automotive applications, a strategy that is difficult to replicate. Customers can experience advanced technologies firsthand during purchase, such as assisted driving demos and cross-device integration, transforming abstract technology into tangible, accessible scenarios. This engagement encourages users to share their experiences organically, generating high-impact social proof. Daily content from a million owners creates a powerful network effect, enhancing brand visibility and influence beyond conventional advertising.

After-sales service is similarly integrated into the product experience. Rapid maintenance with replacement vehicles or compensation, free service if appointments are delayed, hotel-like dealership experiences, 24-hour roadside assistance, and cross-region charging and driving support all treat service as part of the product, a standard that traditional automakers rarely achieve. This frictionless experience often outweighs specific feature sets in customer retention.

For many Chinese automakers, establishing a luxury brand has historically been difficult. In the era of intelligent mobility, Huawei has become the key enabler of high-end brand transformation and ecosystem collaboration. Huawei’s R&D investments demonstrate this: in 2024, Huawei invested RMB 179.7 billion in research—over one-fifth of revenue—exceeding the combined R&D budgets of China’s top 15 automakers. HarmonyOS alone employs over 10,000 engineers with annual expenditures in the hundreds of millions of dollars.

Such concentrated, strategic investment enables HIMA to prioritize value over price competition. By focusing on high-end, technologically advanced, and high-quality products, the system enhances mechanical and intelligent capabilities while strengthening brand equity, allowing Chinese automakers to command premium pricing. Yu Chengdong emphasizes that while high technology introduces new risks, Huawei manages innovation, and partner automakers maintain quality and safety, together striving to match global luxury standards.

HIMA has facilitated Chinese brands’ leapfrogging of European luxury competitors. Most Maextro users previously owned Rolls-Royce or Bentley vehicles. According to LandRoads, from the first half of 2025, AITO achieved a Net Promoter Score of 74.8, surpassing Mercedes-Benz (38.0), BMW (43.3), and Audi (42.5).

The ecosystem also drives upstream industrial upgrades, improving supply chain utilization and enabling over 220 component manufacturers to enhance capabilities alongside HIMA. For instance, Kunshan Huguang Auto Electric, a key supplier of high-voltage wiring for AITO and Luxeed vehicles, maintained a production utilization rate above 90% in 2025.

The success of HIMA demonstrates that industrial advancement is not limited to individual automakers but requires holistic supply chain collaboration. By moving beyond zero-sum competition, Chinese automakers can achieve coordinated growth, fortify the domestic automotive industry, and develop an irreplicable global competitive edge.

Source: 36kr, souhu, cctv com

Huawei’s CEO Ren Zhengfei Reflects on AI, Global Talent Flows, and Aligning Education with Industrial Innovation

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December 7, 2025

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Huawei’s CEO Ren Zhengfei Reflects on AI, Global Talent Flows, and Aligning Education with Industrial Innovation

On November 14, CEO of Huawei Ren Zhengfei met with ICPC global winners and coaches at Huawei’s R&D Center in Shanghai to discuss the future of AI, the essence of education, and youth development.

The International Collegiate Programming Contest (ICPC) is one of the largest and most prestigious university-level programming competitions in the world. It consists of regional contests and a world finals, spanning approximately nine months each season, with nearly 50,000 students from over 2,000 universities across more than 100 countries and regions participating.

Ren Zhengfei emphasized that “education is education, business is business,” and highlighted that AI should focus on near-term, three- to five-year industrial applications to drive real progress in sectors like industry and healthcare. He encouraged young people to “move forward amid doubt” and to promote technological and cultural exchange through openness and collaboration.

How does Huawei view the challenges of the AI era, and how can the global community work together to address them?

I’m not an AI expert, but I see it in stages. In the near term, our focus is on practical applications of large models, big data, and computing power. In industry, AI can optimize steel production by predicting furnace temperatures and adjusting fuel and ore ratios, improving efficiency. In mining, operations can be fully unmanned, with real-time data enabling remote control and safety monitoring. Ports like Tianjin and Callao are already using AI for fully automated loading, stacking, and customs clearance.

In healthcare, AI models assist doctors in analyzing tissue slices and diagnosing eye conditions remotely, improving accuracy and access in underserved areas. In consumer technology, large models power autonomous driving and conversational assistants. We aim to solve real-world problems in production and daily life, while recognizing there is still much room for progress and accumulation of experience.

How can the International Olympiad in Informatics empower underdeveloped regions to improve programming and AI education, and how can Huawei support this mission?

In the past, top-quality education required attending prestigious schools in person. Today, online courses allow students in remote areas to access world-class knowledge, though guidance is still essential. The internet has shifted education from physically centralized to logically distributed, giving children in even the most remote areas the chance to learn and think independently.

AI and advanced networks are also accelerating progress. For example, in Tibet, a small ultrasound probe scans a herder’s liver, and data is sent 3,000 kilometers to Shenzhen for AI-assisted analysis. The same principles apply to education: online courses, remote guidance, and AI tools can bring high-quality learning to everyone, driving social advancement and empowering the next generation.

In the AI era, how can China invest more effectively in education to become a long-term technology leader?

As a company, our goal is to create commercial value, while universities focus on exploring humanity’s future. Schools conduct “0-to-1” research—pioneering work where failure is acceptable because it cultivates talent. That talent builds on previous theories to create the future. Companies take these theories and turn them into industrial reality.

Historically, most original inventions—like turbines, trains, ships, or mathematics—came from the West. Universities focus on research and innovation, while companies apply it. But China is catching up and producing original work. For example, a 22-year-old at our company developed a world-class weather model using European satellite data to predict crop yields, power generation, and typhoon paths. Another 22-year-old from Russia invented a new algorithm that could improve AI chip design, though we have not implemented it yet due to long chip development cycles.

Education’s role is to educate; companies’ role is to commercialize. Mixing the two too early can hinder progress.

Given the importance of university–industry collaboration, how can Huawei help young competition talents, both domestic and international, engage deeply to drive new breakthroughs?

Everyone has a different path in life. Some aim high, exploring science and innovation, while others contribute through practical work. For example, we trained over 3,000 graduates from remote areas in chip production and precision manufacturing. Education should guide people according to their strengths, while those capable of reaching the highest levels should pursue ambitious goals.

Chinese youth today focus on creating and innovating themselves. Millions are working in robotics and technology, and small companies are achieving breakthroughs like XPeng’s humanoid robot. Whether commercially successful or not, this effort trains highly capable talent, forming the backbone of China’s modernization and driving progress in the coming years.

If you could start over at 20, what would be your strategy for building your early career as an independent young professional?

I cannot go back to being 20, but you are in your 20s. At your age, it’s important to ride the wave of your era and be willing to explore the frontier. Don’t focus on money, status, or short-term sacrifices—focus on how your work can benefit humanity.

Many discoveries, like Mendel’s genes, were ignored for decades before their significance was understood. Success is not guaranteed, and most people will not achieve conventional success. But even in “failure,” you gain knowledge by testing ideas and learning from experience. That accumulated insight is a valuable asset in itself.

Having faced doubt in Huawei’s history, how do you advise breaking through criticism to continue innovating in AI and research?

Facing doubt is normal. Many breakthroughs, like Fourier’s series or the Higgs boson, were initially questioned. Huawei has faced similar skepticism with 5G Polar codes, Massive MIMO, and multi-lens cameras. Innovation requires courage and persistence.

In China, the railway is testing a 5G-R system for high-speed trains at 450 km/h, using AI and radar to monitor track and wheel safety in real time. The 12306 ticketing system, led by a young engineer, became a world-leading platform handling enormous traffic. China’s growing rail network, with hundreds of thousands of kilometers, will require top mathematicians and engineers to manage complex dispatch, logistics, and coordination—a real opportunity to apply advanced science.

With the potential rise of general AI, how can students select fields of study and skills that will remain valuable in the future?

The U.S. focuses on general AI and superintelligence, exploring humanity’s future, while China emphasizes practical applications that create value: city safety, public health, unmanned mining, and automated construction in extreme environments.

Automation raises workforce challenges. Retraining programs, such as learning vouchers and vocational schools, can help displaced workers transition to new roles. Unmanned production increases total output, and AI-assisted programming already reduces 30% of engineers’ workload, potentially up to 60–70%.

The key is implementing AI gradually to maintain social stability while increasing societal wealth and retraining people for the jobs of the future.

Given resource limitations in academia and industry, how should one navigate constraints to pursue the next breakthroughs?

I believe the future will be an era of computing power abundance, not shortage. Building hundreds or thousands of large models is a valid exploration. While we can estimate hardware needs—like how many “970” chips are required—demand may not follow a linear pattern, so precise prediction is difficult. But computing resources will eventually be sufficient. Model developers should focus on theory and research; whether their work finds commercial use is the role of industry application engineers.

Huawei is a technology company, not a scientific research institute. Science is for researchers; we focus on applying technology. Internal titles like “scientist” are simply classifications, not a societal standard.

Theoretical work is invaluable. Great theories—like Fourier transforms, Laplace equations, or Maxwell’s equations—were developed through reasoning and imagination, long before their societal applications were clear. True innovation comes from exploring ideas, and later, industry can apply them responsibly while respecting original contributions.

Given the potential of quantum chips to impact encryption and computing, how does Huawei approach this emerging field and future competition?

Quantum science will eventually see breakthroughs, and quantum computing will become possible, offering huge advantages for certain calculations. Research in quantum computing is a national and human endeavor; Huawei cannot afford it, though we may adopt quantum technology once it matures.

Predictions like breaking encryption or achieving nuclear fusion are uncertain. Fusion may succeed and transform energy, but we don’t know when. We cannot wait for a distant future; we still need to invest in today’s energy and technology systems. Quantum computing and AI will succeed in time, but uncertainty should not stop us from making progress now in other areas.

With top talent often drawn to high-paying opportunities abroad, how does China and Huawei plan to attract the best students and professionals to contribute locally?

The U.S. has fertile ground for talent, and it’s positive that many people, including Chinese youth, grow and innovate there. Contributions like Google’s Android benefit the world, including China. U.S. technology and innovation have advanced global progress, and their success often drives improvements in other countries’ industries.

While U.S. restrictions affect Huawei, most Chinese companies can still use American technology, which benefits China’s industrial development. Globalization allows us to stand on the shoulders of giants; complete self-reliance is not feasible. China must remain open, learn from other civilizations, and integrate global knowledge. This openness has brought wealth, but now the focus is on quality—high-quality products strengthen China’s international competitiveness.

Huawei itself has transitioned from a small, closed company to a more open platform. Collaboration with ICPC and international researchers builds global links. Mathematics and science have no borders, and global networks allow rapid exchange of ideas across countries, connecting talent and enabling shared progress.

Source: Guancha, Huawei, xinhua, eastmoney, icpc

The Cost of Britain’s “Far Eastern Munich”: The Rapid Collapse of the Defense of Hong Kong under Japanese Invasion

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December 5, 2025

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The Cost of Britain’s “Far Eastern Munich”: The Rapid Collapse of the Defense of Hong Kong under Japanese Invasion

December 8, 1941 marked the beginning of the Battle of Hong Kong. In the early hours of that morning, Japanese aircraft bombed Hong Kong, almost simultaneously with Japan’s attack on Pearl Harbor. At the time, many civilians and even some military personnel in Hong Kong were unaware that Japan had already declared war on Britain and the United States. British commanders learned of the declaration only shortly before the attack through intercepted Japanese communications, despite earlier intelligence warnings that an invasion was likely.

Hong Kong had been a British colony since 1842 and was regarded as an important strategic outpost in East Asia. By 1941, however, British leadership understood that the colony was militarily indefensible against a full-scale Japanese assault. Prime Minister Winston Churchill stated clearly in early 1941 that, should Japan go to war with Britain, there was no realistic possibility of holding or relieving Hong Kong.

Nevertheless, in October 1941 Britain requested additional forces from Canada, resulting in the deployment of two Canadian infantry battalions—the Winnipeg Grenadiers and the Royal Rifles of Canada—approximately 2,000 troops in total. The reinforcement was intended primarily as a political demonstration of imperial resolve rather than a measure capable of altering the military balance.

British and Commonwealth forces in Hong Kong numbered approximately 14,000 personnel. This force included about 4,000 British regular troops, 2,500 Indian soldiers, the Canadian reinforcements, and several thousand members of the Hong Kong Volunteer Defence Corps, a part-time militia composed of local residents. Opposing them was the Japanese 38th Division, a formation with extensive combat experience from the war in China, numbering roughly 40,000 troops at the outset and later reinforced to around 50,000.

The disparity in equipment was severe. British air power was negligible, consisting of only a handful of obsolete aircraft, all of which were destroyed on the ground during the initial Japanese air raids. Naval forces were limited to one aging destroyer and several small gunboats. The British garrison possessed no tanks. Coastal artillery defenses were oriented almost exclusively toward a seaborne assault, reflecting the mistaken assumption that any Japanese attack would come from the sea rather than overland through the New Territories.

Following the bombing of Kai Tak Airport, Japanese ground forces advanced south from Guangdong into the New Territories. British units conducted a fighting withdrawal, destroying infrastructure to slow the Japanese advance. The British plan relied on the Gin Drinkers’ Line, a defensive system constructed between 1936 and 1940 across the southern New Territories. The line consisted of pillboxes, trenches, and fortified positions and was intended to delay an enemy advance toward Kowloon and Hong Kong Island.

In practice, the Gin Drinkers’ Line was undermanned and poorly prepared. Effective defense of the line required multiple battalions and reserves, but only one battalion was assigned to cover its full length. Many troops were unfamiliar with the defenses, and Japanese forces had already gathered detailed intelligence on the system. On the night of December 9, 1941, Japanese troops breached the line at Shing Mun Redoubt, where British defenses were inadequately manned and unprepared for a night assault. Within two days, additional Japanese breakthroughs rendered the entire line untenable.

On December 11, British command ordered a full withdrawal from the New Territories to Hong Kong Island. The defensive line, expected to hold for at least a week, collapsed in approximately forty-eight hours. Japanese forces occupied Kowloon shortly thereafter and prepared to assault the island.

On December 13, the Japanese issued a formal surrender demand, which was rejected by the British governor, Sir Mark Young. Japanese forces then initiated sustained artillery bombardment and air attacks against Hong Kong Island. Lacking sufficient heavy weapons and air defenses, British and Commonwealth troops were largely confined to defensive positions and shelters.

The main Japanese assault on Hong Kong Island began on December 18. One of the most critical engagements occurred at Wong Nai Chung Gap, a strategic junction controlling north–south and east–west movement across the island. Japanese forces penetrated this area and overran the headquarters of the British West Brigade. Brigadier John Lawson, the brigade commander, was killed during the fighting. The loss of Wong Nai Chung Gap effectively severed British defensive coordination on the island.

Canadian units, despite limited training and experience, were heavily engaged during this phase of the battle and sustained significant casualties. Members of the Hong Kong Volunteer Defence Corps, including Eurasian units and older reservists known as the Hughesiliers, also fought in several key actions, notably at Jardine’s Lookout and North Point. These units, composed largely of local residents, suffered heavy losses.

By December 21, Japanese forces controlled much of Hong Kong Island. British troops were increasingly isolated, short of ammunition, and unable to mount coordinated resistance. British commander Major General Christopher Maltby advised surrender to prevent further military and civilian casualties. Governor Young sought instructions from London, but Churchill ordered continued resistance, arguing that each additional day of fighting contributed to the broader Allied war effort.

Hostilities continued until December 25, 1941. On that day, Japanese troops captured the Stanley Peninsula. During the fighting, Japanese soldiers committed war crimes at St. Stephen’s College, which was being used as a military hospital, including the killing of wounded soldiers and medical personnel.

In the afternoon of December 25, Maltby concluded that further resistance was militarily futile. With the governor’s approval, he ordered all British and Commonwealth forces to cease fire. The formal surrender took place later that day. Some isolated units continued fighting into December 26 due to communication failures before receiving surrender orders.

Following the capitulation, British, Canadian, Indian, and volunteer forces were taken prisoner. They were interned in camps at Stanley, North Point, and other locations, where they endured severe shortages of food, harsh treatment, and forced labor. Thousands were later transported to Japan. At least 800 prisoners died when the transport ship Lisbon Maruwas sunk en route.

Japanese occupation of Hong Kong lasted three years and eight months, ending in August 1945 after Japan’s surrender in the Second World War.

Source: Wikipedia, HKBU, krzzjn, hk memory, baidu

Romano Prodi: How China and the EU Can Cooperate for Better Development in a Turbulent World

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December 3, 2025

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Romano Prodi: How China and the EU Can Cooperate for Better Development in a Turbulent World

In today’s world, traditional and non-traditional security threats are increasingly intertwined, and global governance faces multiple, overlapping challenges. This year marks the 50th anniversary of the establishment of diplomatic relations between China and the European Union. As two of the world’s largest economies, how China and Europe can deepen cooperation and jointly address global challenges has become a critical question.

During the 2025 Understanding China Conference (Guangzhou), held from November 30 to December 2 in Guangzhou, Romano Prodi, former Prime Minister of Italy and former President of the European Commission, shared his insights on the prospects for China–EU cooperation.

Prodi observed that China’s achievements in recent years have been remarkable. He noted that China has evolved from a country with great potential into a global leader in several emerging industries, particularly in solar energy, batteries, and electric vehicles. This transformation, he emphasized, implies that China now bears greater international responsibility, especially in guiding high-quality global industrial development.

Prodi remarked that hosting the conference in the Guangdong–Hong Kong–Macao Greater Bay Area was highly symbolic, describing the region as a dynamic hub comparable to China’s “Silicon Valley.” He noted the presence of numerous vibrant economic entities in the Greater Bay Area, which collectively drive China’s economic growth. Combined with Hong Kong’s extensive experience in finance and trade agreements, he expressed confidence that the Greater Bay Area will play an increasingly important role in future economic development and shoulder significant responsibilities.

In Prodi’s view, China’s Global Security Initiative carries profound significance. The vision it promotes—common, comprehensive, cooperative, and sustainable security—responds directly to the international community’s urgent need to safeguard peace and confront shared challenges. He also highlighted that China’s forthcoming five-year plan, with its strong emphasis on scientific and technological innovation, will further consolidate China’s advantages in high-tech sectors and open new opportunities for global industrial cooperation.

Addressing the difficulties currently facing international cooperation, Prodi stated candidly that such cooperation has indeed weakened in recent years. One contributing factor, he argued, is the withdrawal of certain countries from international organizations and their departure from multilateralism, actions that have undermined the foundational framework of global cooperation.

To restore vitality to international cooperation, Prodi stressed that the key lies in moving beyond vague commitments and identifying concrete, practical common goals that all countries can participate in. He emphasized that nations bear moral, political, and economic obligations to strengthen cooperation. Under the current complex global circumstances, he argued, China alone cannot restore international cooperation to a healthy path. Instead, he expressed hope that the European Union and China can jointly take the lead in rebuilding global cooperation and preventing further fragmentation of the world. Initiatives such as the Global Security Initiative, along with platforms for dialogue like the G20, represent critical steps toward revitalizing international cooperation.

Regarding differing attitudes toward China within the European Union, Prodi analyzed that the core reason lies in divergent national interests among EU member states. Some countries maintain an open stance and actively promote cooperation with China, while others adopt a more cautious approach. These internal differences, he noted, have complicated EU–China relations, making this a moment that requires wisdom and strategic vision from both sides.

Despite these differences, Prodi emphasized that China and the EU, as the world’s two major markets, share extensive and deep common interests, making cooperation and mutual benefit the correct choice. He argued that both sides need to engage in open, top-down dialogue to reshape their bilateral relationship and usher in a new era of constructive cooperation.

On how to resolve specific disputes and advance comprehensive cooperation between China and the EU, Prodi offered a clear perspective. He pointed out that the EU is characterized by significant internal diversity, making it extremely difficult to resolve differences on a case-by-case basis. A more effective approach, he suggested, would be to first establish a broad framework agreement that defines core directions and fundamental principles of cooperation. Within this framework, countries can then gradually adapt and address individual differences in a coordinated manner.

Prodi noted that the EU’s own development history demonstrates that different countries can achieve consensus and progress through peaceful cooperation. He argued that China–EU cooperation should follow a similar logic, beginning with the construction of an overarching framework and then gradually deepening practical cooperation across various fields, allowing differences to be resolved in an orderly way while cooperation continues to expand.

He further stressed the importance of sustained communication through high-level dialogue and people-to-people exchanges, emphasizing that only through dialogue can relations between China and the EU be reshaped and strengthened.

When asked about Italy’s role in China–EU cooperation, Prodi responded that Italy cannot formulate China policy independently of the EU, but must actively promote a common China policy within the EU framework. He emphasized that today’s rapidly changing global landscape requires swift action and continuous efforts to foster friendly and cooperative relations with China through EU-level coordination mechanisms. Italy’s key role, he said, lies in serving as a bridge among EU member states, helping them view China’s development objectively and comprehensively, and building consensus for cooperation.

Prodi concluded by stating that beyond economic development, he believes China will continue to play an important role within the United Nations in promoting international cooperation. He emphasized that two-way exchanges in culture and science and technology are particularly vital. He expressed hope that governments will take concrete action to establish mechanisms and platforms that encourage younger generations to engage in cross-border cultural and scientific exchanges, thereby strengthening mutual understanding and long-term cooperation.

Source: China News Service, ddzg ciids, china daily

How China’s Nuclear Weapons, Missiles, and Satellites Advanced from the Cold War’s Inception to Global Leadership

POLITIK

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December 1, 2025

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How China’s Nuclear Weapons, Missiles, and Satellites Advanced from the Cold War’s Inception to Global Leadership

On March 11, 1965, Qian Xuesen proposed the ‘Four Missiles in Eight Years’ plan, outlining that between 1965 and 1972, China would develop short- and medium-range ballistic missiles, intermediate-range missiles, medium-to-long-range missiles, and intercontinental ballistic missiles.

On November 5, 1960, 85 days after Soviet experts withdrew from China, China successfully launched a missile based on Soviet models, later named the Dongfeng-1. Following this success, Qian Xuesen emphasized that China could not rely on Soviet assistance and needed to explore its own technological path. In February 1962, he suggested to Marshal Nie Rongzhen the creation of the Scientific and Technical Committee of the Fifth Academy of the Ministry of Defense. Qian proposed that each branch focus on studying the development paths and planning for different types of missiles, especially ballistic ground-to-ground missiles.

On March 14, 1963, the Chinese Communist Party issued directives on national defense technology, emphasizing “missiles first, focus on the atomic and hydrogen bombs, and develop electronics.” This became the guiding principle for missile and nuclear weapons development. From April 2 to May 16 of the same year, under Qian Xuesen’s leadership, the Fifth Academy convened its first annual conference, discussing technical approaches and steps for the development of ground-to-ground, ground-to-air, and coastal defense missiles, and identifying urgent research projects.

In November 1964, the Fifth Academy underwent its largest reorganization since its establishment, incorporating several factories and research institutes to form the Seventh Ministry of Machine Building, which unified management of China’s space industry research, design, production, and construction. The original branches of the Fifth Academy were reorganized into four missile research institutes, each responsible for a specific type of missile. The First Research Institute became the China Academy of Launch Vehicle Technology.

Prior to this, the Fifth Academy had engaged in extensive discussions with engineers and scientists about missile development plans. Two major rounds of discussion took place: from 1962 to 1963, and from 1964 to 1965. Qian Xuesen explained that China’s missile strategy needed both advancement and continuity, aiming to produce a series of high-performance missiles in a relatively short time with limited resources.

At the time, the Soviet Union and the United States already had intercontinental missiles, while China’s program was in its infancy. The Soviet Union developed missiles in parallel, while the United States used a sequential approach. Qian Xuesen adapted China’s approach to national conditions, advancing gradually from short-range to long-range missiles, sequentially before parallel, ensuring each new model incorporated further technological innovation.

From May 1962 to May 1964, research, design, testing, and production work on the Dongfeng-2 missile was carried out. On June 29, 1964, an improved Dongfeng-2 was successfully launched. In September 1964, a Central Special Committee meeting approved Qian’s dual-use missile-nuclear integration plan. On October 16, 1964, China successfully detonated its first atomic bomb.

On December 21, 1964, Qian’s missile-nuclear integration planning team submitted a comprehensive test plan. Following the successful launch of the Dongfeng-2, Qian immediately led the development of the Dongfeng-2A, an upgraded short-range missile designed for nuclear delivery. This missile had a 1,200 km range and was developed in only ten months, benefiting from the research foundation laid by the Dongfeng-2. On June 30, 1966, the Dongfeng-2A was successfully launched at the Northwest Missile Test Base under Qian’s direct supervision.

The following day, on July 1, 1966, China formally established the Second Artillery Corps, whose missile bases were strategically located in remote mountainous areas. Unlike the flat terrain used by the Soviets, China designed its own missile control system to overcome terrain interference and improve guidance accuracy and countermeasures. On October 27, 1966, the Dongfeng-2A successfully carried a nuclear warhead in a full-scale test.

In 1963, the Fifth Academy proposed the development of the Dongfeng-3, a fully indigenous intermediate-range missile with a 2,000–2,500 km range, incorporating a series of technologies prearranged by Qian Xuesen. The Dongfeng-4, with a range of 4,000–5,000 km, was initially developed as a weapon but later became the basis for China’s first satellite launch vehicle. By applying existing missile and sounding rocket technology, Qian implemented a dual-use approach, enabling the Dongfeng-4 missile and Long March-1 rocket to be developed simultaneously. The Dongfeng-5 intercontinental missile later served as the prototype for the Long March-2 rocket.

In February 1968, the State Council and Central Military Commission approved the establishment of the China Academy of Space Technology, with Qian Xuesen as director, overseeing both launch vehicles and the Dongfanghong-1 satellite. Despite disruptions during the Cultural Revolution, support from Mao Zedong and Zhou Enlai allowed Qian to continue his work.

On January 30, 1970, the Dongfeng-4 successfully achieved high-altitude ignition and two-stage separation, critical technologies for satellite launch vehicles. On April 24, 1970, China launched its first satellite.

In January 1964, planning documents proposed developing an intercontinental missile by the 1970s, with preliminary work starting in research institutes. In 1970, the government mobilized 178 units across factories, research institutes, and universities to collaborate on the intercontinental missile. By the end of the year, key subsystems were largely completed, and Wang Yongzhi was assigned as deputy chief designer.

The first intercontinental missile was scheduled for launch on September 10, 1971. Its success had a profound impact on China’s space program and led to the development of the Long March-2 rocket. On November 26, 1975, Long March-2 successfully placed China’s first returnable satellite into orbit, marking a major breakthrough in reentry technology and laying the foundation for later launch vehicles, including the Long March-2F and Long March-3 series.

In March 1975, Qian Xuesen assisted in planning missile and nuclear weapons development, with the goal of completing the intercontinental missile’s full-range test by 1980. By the end of 1979, the Dongfeng-5 had completed six test flights under Qian’s guidance. On May 18, 1980, the Dongfeng-5 successfully completed a full-range flight with an error of only 250 meters, far exceeding expectations.

With this achievement, China became the third country, after the United States and the Soviet Union, to possess intercontinental missiles, completing the ”Four Missiles in Eight Years“ plan.

Source: sina, china daily, kxcb las, xitheory

Eight Major State-Owned Enterprises Inject Massive Capital into COMAC, Boosting China’s C919 Mass Deliveries

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November 30, 2025

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Eight Major State-Owned Enterprises Inject Massive Capital into COMAC, Boosting China’s C919 Mass Deliveries

China’s domestically produced large passenger aircraft, the C919, has entered a pivotal phase of large-scale delivery, coinciding with the largest capital injection in the history of its manufacturer, the Commercial Aircraft Corporation of China (COMAC). According to China National Enterprise Credit Information Publicity System, COMAC recently updated its industrial and commercial registration, raising its registered capital from approximately €6.08 billion to approximately €11.42 billion, an increase of roughly 88%.

COMAC’s shareholders include the State-owned Assets Supervision and Administration Commission of the State Council (SASAC) and eight other state-owned enterprises. In this round of capital injection, all shareholders except Sinochem Group contributed additional capital. SASAC led the investment with nearly €3.03 billion, increasing its shareholding to 53.08% and establishing absolute control.

Key upstream players in the aviation manufacturing sector, such as Aluminum Corporation of China (CHINALCO), China National Building Materials Group (CNBM), and China Electronics Technology Group Corporation (CETC), also increased their stakes. CHINALCO invested €340.2 million, raising its shareholding from 4.11% to 5.17%; CNBM contributed €322.6 million, increasing its stake from 2.98% to 4.40%; and CETC invested €210.3 million, raising its shareholding from 1.99% to 2.90%. These investments underscore the deep integration of COMAC’s large aircraft projects with essential upstream suppliers, including aluminum materials, composite materials, and avionics systems.

Other shareholders experienced varying degrees of dilution. Shanghai Guosheng Group, representing local state-owned assets, invested €974.1 million, bringing its total contribution to €2.245 billion. Despite this, its shareholding slightly decreased from 20.91% to 19.64%, remaining COMAC’s second-largest shareholder. Aviation Industry Corporation of China (AVIC), China Baowu Steel Group, and SASAC also made capital contributions of €182.6 million, €190.5 million, and €92.1 million respectively, leading to reduced holdings of 6.90%, 3.85%, and 1.86%. Sinochem Group, which did not participate in this capital increase, saw its stake diluted to 2.2%.

Established in March 2008 and headquartered in Shanghai, COMAC is the main entity implementing China’s National Major Project for Large Aircraft Development. It coordinates the development of trunk and regional aircraft while driving the industrialization of China’s civil aviation sector. COMAC has developed two independent commercial aircraft models: the C909 regional jet and the C919 mainline passenger jet.

The timing of this substantial capital injection aligns with a critical juncture in the C919’s commercial operation and large-scale delivery. The C919, China’s first independently developed medium-range jet-powered trunk passenger aircraft with full intellectual property rights, was developed in compliance with international airworthiness standards. COMAC delivered the first C919 to China Eastern Airlines in December 2022, and its first commercial flight took place in May 2023. To date, 26 C919 aircraft have been delivered, serving over 30 routes and transporting more than two million passengers in just over two years. Meanwhile, the C909 is operated by 12 airlines, including 10 passenger carriers and 2 cargo airlines, with international presence in Indonesia, Laos, and Vietnam.

With more than 1,000 orders already received for the C919 from airlines and leasing companies, COMAC faces urgent challenges in scaling production, optimizing its supply chain, and enhancing its after-sales service system. A research report indicates that COMAC plans to expand the C919’s production capacity to 150 aircraft per year by 2027 and further to 200 aircraft per year by 2029. Beyond the C909 and C919, COMAC is advancing the development of the long-range wide-body C929 aircraft, which will seat approximately 280 passengers and offer a range of up to 12,000 kilometers. The C929 is currently in the preliminary design phase and aims to meet both international and regional market demands.

The civil aircraft industry is highly capital- and technology-intensive, characterized by long research and development cycles and substantial investment requirements. Industry analysts note that COMAC’s recent capital increase provides critical financial support for production capacity expansion, technological upgrades, and the construction of a comprehensive service network. It also reflects the commitment of China’s national and state-owned shareholders to support the long-term growth of the domestic civil aviation sector.

Globally, the civil aviation market is dominated by Boeing and Airbus. COMAC seeks to incrementally expand the market share of domestically produced aircraft through continuous R&D and international market penetration. At the Dubai Airshow on November 17, COMAC showcased both the C919 and C909, marking its first participation in the event. One C919 performed a flight demonstration, while another, from China Southern Airlines, was displayed alongside the C909 in the static display area, signaling COMAC’s ambitions in the global aviation market.

C919 flight operations in Southeast Asia are accelerating. The Brunei Civil Aviation Authority recently adopted the airworthiness standards of the Civil Aviation Administration of China (CAAC), enabling Bruneian airlines to operate COMAC-manufactured aircraft. Looking ahead, COMAC’s Annual Market Forecast Report (2024-2043) predicts that China’s passenger traffic will grow at an average annual rate of 5.25% over the next two decades, with the domestic fleet expanding at 4.4% annually.

The country is projected to require 9,323 jetliners during this period, with its fleet reaching 10,061 aircraft by 2043 and accounting for 20.6% of the global passenger aircraft fleet, potentially making China the world’s largest single air transport market. This aligns closely with Airbus’s forecast, which anticipates China will require over 9,500 new passenger and freighter aircraft over the next 20 years, representing more than 20% of global demand, driven by the growth of the middle class and rising per capita air travel from 0.5 trips in 2023 to 1.7 by 2043.

Source: stcn, finance sina, xueqiu, hznet, caifuhao, ccaonline

True Modernization Is Not Making China Another U.S.

Interview

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November 29, 2025

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True Modernization Is Not Making China Another U.S.

China’s path to modernization is prompting the world to rethink development logic. While some countries build barriers and impose their models, China’s open and cooperative approach provides global stability, offering not only an innovative path for itself but also a new development model for other nations.

Professor Zheng Yongnian, Founding Director of the Advanced Institute at the Chinese University of Hong Kong, Shenzhen, has analyzed the practical path and civilizational foundations of China’s solution, covering global perspectives, regional innovation, and border governance.

How does China’s development act as a stabilizing force in the world?

China is the world’s second-largest economy with a huge market, so its openness is a major global public good. Countries have different strengths, and openness is the basis for trade and mutual benefit. China’s large market and production capacity have long been key drivers of global growth.

For the Global South, the main challenge is achieving development and modernization. Western countries often promote protectionism while attaching conditions to investment, which slows development. China takes a different path: after developing, it extends—not removes—the “ladder” for others. This is reflected in initiatives like the Belt and Road, which focus on practical needs such as infrastructure, schools, and hospitals.

Our broader aim is to build a community with a shared future. Just as we pursue common prosperity at home, we support common development globally.

How should China share its modernization model with the world?

To understand the Global South’s challenges, we must first see them in relation to the Global North. The Global South has its own structural issues, but many current problems stem from the crisis within the Global North itself. Since the Trump administration, the U.S. and Europe have struggled with internal contradictions—inequality, stagnant innovation, and welfare systems under pressure. When they cannot resolve their own problems, it is unrealistic to expect them to effectively support the Global South.

Yet this shift also creates opportunities. The core tasks for the Global South remain development and modernization. Past models—external dependency, internal dependency, or complete isolation from the West—have all failed. China’s modernization, however, offers a useful reference: “embracing the world while forging one’s own path.”

Openness is necessary, but not at the cost of identity or autonomy. The Global South must engage globally while maintaining its own direction and making full use of its comparative advantages. Losing autonomy in development leads to failure; preserving it is essential for successful modernization.

How will the “new three drivers” advance Zhejiang’s development amid current global and domestic challenges, and promote tech–industry integration for common prosperity?

Zhejiang’s development shows strong continuity, rooted in its private economy and openness—from the Wenzhou and Yiwu models to today’s digital and high-quality growth. This is the foundation of the “new three drivers.”

But continuity must adapt to change. Globally, tech containment and rising geopolitical risks challenge Zhejiang’s export-oriented economy. Domestically, growth is shifting from expanding scale to improving quality. Zhejiang leads in the digital economy but still relies on external core technologies, and private-sector investment in high-end R&D remains insufficient.

The core issue is weak coordination among the “new three drivers”: basic research, application transformation, and patient capital. Zhejiang needs to break institutional barriers, strengthen digital security and foundational technology, and better connect its dynamic private sector with long-term innovation so that strong vitality becomes real capability.

Zhejiang’s path to common prosperity relies on a clear division of roles: SOEs build the platforms; private firms drive innovation and growth. SOEs handle large, long-term infrastructure, while private enterprises lead in digital economy, logistics, and e-commerce.

In the 15th Five-Year Plan, Zhejiang will strengthen this model by developing county-specific industries and promoting fairer distribution, such as linking R&D investment with employee income and expanding employee stock ownership.

Zhejiang must also upgrade digital security (from “data storage” to “data empowerment”) and enhance supply-chain resilience, keeping core R&D at home while expanding manufacturing in ASEAN and Belt and Road regions.

With its dynamic private sector and strong ecosystem-building capacity, Zhejiang is well-positioned to become a national leader in three areas: independent digital capabilities, deeper private-sector innovation, and new mechanisms for common prosperity.

When did you start focusing on Tibet, and how do you assess its rapid changes, innovative policies, and overall development logic?

This is my first visit to Nyingchi, but I’ve studied Tibet for more than 30 years—its history, governance, border issues, and ethnic affairs. Tibet’s development offers many successful examples in poverty alleviation, environmental protection, and support policies. Few countries invest as heavily in ethnic regions as China. A clear indicator is life expectancy: before peaceful liberation it was 35.5 years; today it is 72.5. Culturally, while many minority groups in the West have disappeared, China’s ethnic groups, including Tibetans, continue to thrive thanks to strong policy support.

To describe Tibet’s transformation, terms like “tremendous change” are no longer enough. Tibet has experienced a true “leap”—a direct transition from a serf-based society to socialism, which is a change of system, not just of speed or scale.

Strategically, Tibet’s ecological role is vital. The plateau is fragile, and many major rivers originate here; protecting this environment is essential for China and the region. Economically, Tibet must align with national strategic plans—especially through major infrastructure such as high-speed rail, highways, and airports—to attract talent and resources.

Tibet should also broaden its opening-up. As both a border region and an opening-up frontier, it must deepen ties with inland provinces and neighboring countries, promoting connectivity and mutual benefit.

Finally, Tibet’s development follows China’s broader civilizational logic of inclusiveness and integration. Buddhism and Marxism both became part of Chinese culture through Sinicization. Today, regional ethnic autonomy embodies China’s approach to diversity—distinct from Western models that struggle with pluralism. We should strengthen our own narratives about Tibet, draw on its cultural resources, and tell Tibet’s story with confidence.

How can Tibet engage in deeper cooperation with neighboring countries through the Belt and Road Initiative?

The Belt and Road Initiative must start with a solid foundation. First is infrastructure—roads, railways, airports, and trade ports—to achieve hard connectivity. Then comes economic and livelihood connectivity, using border ports and comparative advantages to deepen trade and financial links. Finally, people-to-people ties foster cultural exchange.

The China-Tibet “Rim of the Himalayas” International Cooperation Forum already shows progress, especially in China–Nepal cooperation. Going forward, we should promote inclusive multilateralism, discuss regional issues openly, and make full use of Tibet’s cultural strengths. The Himalayas can become a bridge linking China with its neighbors.

Source: xzxw, zjdaily, cssn, cctv

China Achieves 15-Minute Access to Healthcare for Over 90% of Its Population

East Asia

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November 28, 2025

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China Achieves 15-Minute Access to Healthcare for Over 90% of Its Population

China’s National Health Commission (NHC) held a press conference on 27 November to present the remarkable progress and significant achievements China has made in strengthening primary healthcare services—an area that has continued to benefit from the nation’s long-term strategic planning and the government’s deep commitment to safeguarding people’s health.

Jiao Yahui, Director of the NHC’s Primary Health Care Department, emphasized that under the firm leadership of the Party and the State Council, China has continuously advanced the construction of its primary healthcare service system and capacity. As a result, the fairness, accessibility, and convenience of basic medical services have reached new heights. Since the beginning of the 14th Five-Year Plan, over half of all outpatient visits nationwide have consistently occurred at primary healthcare institutions, fully demonstrating the increasing trust and reliance the public places in grassroots medical services. Today, more than 90% of residents can reach a nearby medical service point within just 15 minutes — a vivid testament to China’s people-centered development philosophy.

First, China has comprehensively improved the primary healthcare service system. Local governments have been guided to scientifically optimize the layout and construction of primary healthcare institutions according to local realities. Nationwide, the number of grassroots healthcare institutions has increased from 970,000 to 1.04 million, including 33,300 township health centers, 570,400 village clinics, 10,200 community health service centers, 27,100 community health service stations, and nearly 400,000 outpatient and clinic facilities. Many localities have innovatively implemented “fixed + mobile” service models, effectively ensuring full coverage of medical services in areas with limited resources. Through continuous efforts to eliminate service gaps, China has essentially realized the goals of “one health center in every township, one clinic in every administrative village,” and “service centers and service stations readily available in every urban community.”

Second, service capacity at the grassroots level has strengthened significantly. China has vigorously advanced workforce development, ensuring that grassroots institutions have strong and reliable professional teams. By the end of 2024, the number of licensed (assistant) physicians in grassroots institutions reached 2.078 million—an increase of 542,000 since 2020. The educational level of health technicians has also risen notably, with the proportion of staff holding college degrees or above in township health centers and community health service centers growing to 77.4% and 88.2%, respectively. More than 90% of township and community health centers now meet service capacity standards, and 93% can provide pediatric care, allowing families to access essential services close to home. Public hospitals in major cities continue to support county-level hospitals and grassroots facilities, while long-term staffing mechanisms are helping county medical experts work directly in township health centers. Medicine availability has also expanded, with each grassroots institution maintaining an average of around 300 types of commonly needed drugs, improving continuity between grassroots and higher-level hospitals.

Third, innovative service models have been put into practice across China. Through family doctor contracting services, primary institutions are integrating basic medical care with basic public health services to provide all-around, whole-life-cycle health management. Adhering to the principle of prevention first, China continues to promote the “ten measures benefiting the people at the grassroots level,” enabling seamless services from screening and diagnosis to treatment, management, and rehabilitation. Today, 95% of community and township health centers can issue long-term prescriptions for chronic diseases; 95% of urban community health centers offer extended or holiday outpatient services; and 85% of grassroots institutions provide weekend vaccination services. Beijing has fully implemented weekend vaccination and shares timely vaccination information through multiple channels. Shanghai has promoted home-based care services citywide and incorporated related service items into medical insurance reimbursement — demonstrating China’s determination to continuously expand high-quality, people-oriented healthcare services.

Through sustained investment, scientific planning, and the unwavering commitment of the central and local governments, China’s primary healthcare system is becoming more robust, equitable, and responsive. These achievements vividly showcase the strengths of China’s governance system and its dedication to ensuring that every resident enjoys accessible, reliable, and high-quality health services.

Source: Xinhua, stdaily, ccdi sina finance, wjw sz

From Egg Importer to Global Giant: How China Devours 400 Billion Eggs a Year

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November 26, 2025

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From Egg Importer to Global Giant: How China Devours 400 Billion Eggs a Year

China’s eggs have quietly become a symbol of agricultural mastery. The country produces around 30 million tons annually, accounting for a third of global poultry egg production, with roughly 82,000 tons laid daily. If these eggs were lined up end to end, they could circle the Earth three times; if used to fill a standard swimming pool, they would fill 4,000 pools.

Remarkably, China achieves near-total self-sufficiency in eggs, with a domestic production rate of 100.4%. Average per capita consumption has reached 21.7 kilograms, double the global average, making China both the world’s largest producer and consumer of eggs.

This dominance is not a coincidence but the result of decades of industrial-scale innovation. The national population of laying hens exceeds 1.1 billion, with more than 70% of farms housing over 5,000 hens. Automated feeding and intelligent environmental controls are now adopted on 60% of farms, and average annual production per farm has increased by 40% since 2000. Leading enterprises such as Beijing Yukou and Hebei Huayu have achieved per-hen yields of up to 330 eggs per year, surpassing the 300-egg average in Europe and the United States.

Yet, China’s large-scale production relies not on backyard flocks, but on specially bred commercial laying hens. While local free-range chickens produce flavorsome eggs, their output rarely exceeds 180 eggs annually and fluctuates with the seasons. Commercial breeds, by contrast, are scientifically optimized to lay more than 330 eggs per year while consuming less feed and resisting disease, making them indispensable for large-scale operations. Without these high-performance hens, the stable, affordable, and abundant egg supply enjoyed nationwide would be impossible.

Despite China’s enormous consumption—nearly 400 billion eggs annually—over 80% of commercial breeding stock was once imported. In the early 2000s, domestic producers were at the mercy of foreign suppliers, with no control over quantity, price, delivery schedules, or technology. Imported breeding chickens were often unsuitable for further breeding, leaving Chinese enterprises vulnerable to market disruptions. Researchers recognized that without independent breeding capabilities, the nation’s egg supply—and the public’s ability to afford them—was perpetually at risk.

Developing independent breeding systems, however, proved to be a scientific marathon. In the early days, researchers stationed themselves on remote farms, manually tracking tens of thousands of breeder chickens, recording egg production, shell color, weight, and even feather condition daily. Pathogen control required immediate testing of every chick for diseases such as avian leukosis and pullorum; a single positive test meant culling entire lineages. These painstaking efforts, repeated for over a decade, laid the foundation for China’s modern egg-laying hen industry.

The breakthrough came with genomic technology. Traditional breeding relied on selecting chickens based on appearance and production records, a process taking more than ten years per new breed. Globally, gene chips were accelerating breeding by identifying high-yield and disease-resistant genes, but foreign monopolies controlled both the technology and cost. Chips were designed for Western breeds and largely incompatible with Chinese chickens, expensive to purchase, and prone to delays in importation.

China’s scientists responded with ingenuity. By 2017, the first domestically developed egg-laying hen gene chip, Fengxin No. 1, was created. Acting like a “genetic QR code,” it identified tens of thousands of genes associated with egg production, quality, and disease resistance, reducing testing costs to one-sixth of foreign alternatives. By 2018, a “liquid-phase chip” was developed, granting full control over design, production, and testing while reducing costs by 42.6% and cutting the testing cycle from three months to 15 days. This allowed researchers to assess a chick’s genetic potential for high production in just 30 days using a single drop of blood.

These technological leaps ushered in a new era. The Jingfen No. 6, released in 2019, represents the culmination of more than 20 years of independent breeding efforts. Today, the Beijing-style laying hen series dominates the domestic market, with 7.8 billion birds accounting for 60% of eggs consumed in China. In 2023, the Jinghong No. 1 hens traveled 8,000 kilometers to Tanzania, marking the first successful export of Chinese-bred laying hens and signaling the country’s arrival as a global competitor in poultry genetics. By 2024, exports of Chinese breeding chickens had surged 200% year-on-year, breaking decades-long European and American dominance.

China’s egg industry has not only prioritized quantity but also quality. Brands such as Huangtian’e and Deqingyuan have introduced Salmonella-free eggs safe for raw consumption, with higher yolk indices and stronger shells. High-end retail channels report annual sales growth of 35%, and the premium egg market exceeded RMB 20 billion in 2024, demonstrating growing consumer willingness to pay for superior products. Smart farming technologies further enhance efficiency and safety: at Muyuan’s Henan farms, blockchain tracks every egg’s lineage, feed, and laying date, while Qingdao New Hope Liuhe employs AI cameras to maintain flock mortality below 5%, three points lower than conventional methods. These innovations have boosted production efficiency by 25% and reduced costs by 12%.

Nevertheless, challenges remain. Overcapacity led to a 30% fluctuation in market prices in 2024, requiring dynamic management systems. Rising demand for specialty eggs, including DHA-enriched and low-cholesterol varieties, is pushing the industry toward market segmentation. Global competitors, particularly the U.S. and the Netherlands, are exploring gene-edited, avian influenza-resistant hens, pressuring China to maintain continuous innovation in breeding and biosafety.

At the same time, opportunities abound. The Belt and Road Initiative has expanded China’s egg market internationally. In 2024, exports of egg products totaled $1.2 billion, with processed items such as egg powder and yolk antibodies yielding gross margins above 30%, providing a new source of economic growth.

The humble egg, once a simple source of daily nutrition, now carries strategic weight. China’s independent breeding programs ensure food security for 1.4 billion people while supporting rural revitalization. Laboratory breakthroughs and intelligent farming systems enhance both efficiency and income for millions of farmers.

Each egg represents a fusion of tradition, science, and innovation—a testament to China’s capacity to harness technology, transform agriculture, and meet the demands of a growing and discerning population. From securing the domestic market to expanding globally, China’s laying hen industry is a vivid illustration of how strategic innovation can turn a staple of daily life into a cornerstone of national resilience.

Source: jbzyw, finance sina, news cau, moa gov, xinhua

Ant Group Introduces AI Assistant That Thinks, Talks, and Codes

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November 24, 2025

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Ant Group Introduces AI Assistant That Thinks, Talks, and Codes

Ant Group has officially launched LingGuang, a next-generation multimodal AI assistant that represents a significant leap forward in artificial intelligence applications in China. As the first AI assistant capable of generating fully code-driven outputs across multiple modalities, LingGuang enables users to interact with AI in unprecedented ways.

It can understand and produce language, images, voice, and data, delivering responses through 3D models, interactive maps, charts, audio clips, animations, and even instant programs, in addition to traditional text-based conversations. By transforming complex knowledge into intuitive, easily digestible formats, LingGuang marks a new era in AI productivity and user engagement.

LingGuang is built around three main functionalities: Fast Research, Flash Program, and AGI Camera. Fast Research moves beyond conventional text-based interactions by providing structured, visually rich, and logically clear answers. For instance, when users query educational topics, LingGuang identifies and organizes key concepts, generating interactive 3D animations, tables, and dynamic visualizations to make complex information immediately understandable. By combining logical clarity with aesthetic presentation, it exemplifies the product philosophy of simplifying complexity while enhancing comprehension.

The Flash Program feature is a standout innovation, enabling ordinary users to generate fully functional mini-applications from natural language prompts in as little as 30 seconds. Whether planning a trip, managing personal finances, designing a fitness routine, or creating a cooking calculator, LingGuang can produce interactive, customizable applications that are immediately usable and shareable. These apps are not limited to static displays but can call backend AI models for dynamic, real-time interactions, significantly expanding their utility. Users can refine and personalize these applications extensively, with some spending hours making hundreds of adjustments, demonstrating the depth of engagement the tool facilitates.

AGI camera technology extends the AI assistant’s capabilities into real-time physical world observation. By analyzing live video streams, it can interpret scenes and provide contextual insights or generate new visual and textual content. In practical terms, users can point their device at a landmark or object, and LingGuang will offer explanations, generate interactive images or videos, or even suggest related content. This feature integrates multimodal understanding with real-world applications, making AI interaction both immersive and practical.

At its core, LingGuang employs a modular, task-based framework to process queries across different knowledge domains and modalities in parallel. This architecture, combined with its native AI coding capabilities, allows for diverse outputs ranging from 3D animations and dynamic charts to fully functional applications. All responses are generated in real-time, ensuring both speed and precision. LingGuang’s design emphasizes efficiency and inclusivity, reflecting Ant Group’s vision of making advanced AI accessible to all users rather than limiting it to technical experts.

The market response to LingGuang has been extraordinary. Within 96 hours of its launch on iOS and Android platforms, the app surpassed one million downloads, breaking daily and global records for AI product adoption. On the first day, it achieved over 200,000 downloads, reaching 500,000 in two days and crossing the one million mark by the fourth day. Its rapid ascent propelled it to the top of China’s App Store free tools chart and into the overall Top 6, illustrating the growing demand for AI tools that go beyond conversational interaction to deliver tangible productivity benefits. This unprecedented adoption highlights a shift in the AI market from passive “chatting” applications toward scenario-based, productivity-enhancing tools.

Unlike conventional AI assistants that focus on conversational engagement or role-playing, LingGuang prioritizes practical problem-solving and productivity. CTO He Zhengyu emphasized that the AI’s value lies in efficiency, stating that the evolution of technology is fundamentally a pursuit of ultimate efficiency. LingGuang embodies this principle by allowing users to save time, whether through instant knowledge comprehension, multimodal visualizations, or automated application generation. Its design philosophy marries efficiency with inclusivity, ensuring that advanced AI tools are accessible to a broad user base without requiring technical expertise.

LingGuang’s ability to convert information into aesthetically pleasing, interactive formats is central to its appeal. From dynamic charts to interactive maps and 3D models, the assistant makes complex concepts immediately intuitive, elevating both the speed and quality of information delivery. Its multimodal outputs are generated entirely through full-code execution, allowing for seamless integration of visualization, animation, and application functionality. In educational, professional, or personal contexts, this feature transforms the AI from a passive knowledge source into an active, creative assistant.

The Flash Program feature exemplifies LingGuang’s practical value, as it allows users to generate highly customized applications for daily life. Whether calculating soft-boiled egg cooking times or planning cost-effective vehicle maintenance, these mini-applications turn conversational prompts into actionable tools, with adjustable parameters to meet individual needs. The applications are shareable and editable, allowing users to refine them iteratively. This capability has led to intense user engagement, with millions of downloads translating into sustained interaction, creation, and productivity enhancement.

Ant Group has framed LingGuang within its broader AGI strategy, aiming to embed scenario-based productivity tools into daily life. Since 2025, the company has launched AI healthcare services, multi-scenario service robots, and large-scale models, culminating in the Ling series of trillion-parameter AI systems. LingGuang represents a product-level embodiment of these innovations, integrating AGI technology into a platform that allows users to transform conversations into practical solutions.

The assistant’s underlying architecture, including Agentic multi-agent collaboration for specialized tasks like image processing, 3D modeling, and animation, ensures that outputs are not only rapid but also rich and immersive. By adopting a modular approach that combines task decomposition with full-code generation, LingGuang maintains logical rigor while delivering versatile outputs. This approach ensures that as Ant Group’s underlying AI models advance, LingGuang’s capabilities and user experience will improve in tandem, creating a sustainable competitive advantage.

LingGuang’s explosive adoption underscores the evolving position of Chinese tech companies in the global AI landscape. Its full-code generation and dynamic multimodal outputs align with global trends, such as Google’s Gemini 3.0, in redefining the AI user experience. By pioneering mobile-based generated applications and scenario-focused productivity tools, Ant Group demonstrates both technological innovation and practical implementation of AGI principles.

In essence, LingGuang shifts the role of AI from information delivery to tool creation, transforming how users engage with technology. Its combination of efficiency, inclusivity, and multimodal intelligence redefines the potential of AI assistants, providing ordinary users with powerful tools to solve real-world problems. By integrating real-time visual understanding, interactive applications, and dynamic content generation, LingGuang embodies a new standard for practical, accessible, and creative AI. The launch marks a pivotal moment in AI evolution, highlighting the transition from demonstration-focused applications toward tools that enhance productivity and everyday life.

Source: Ant Group, AIBase, Tech Times, Yahoo News