Following the release of Geely's Zhichong technology, key highlights include a single-gun peak power of 2250 kW, a 1500V charging platform, full-link five-terminal liquid cooling, and plans for 600,000 charging guns in the future.

Building on these technologies, we have conducted a comprehensive analysis from the perspectives of battery cells, charging stations, thermal management, and AI control. Interviews with three executives shed light on why Geely has chosen this moment to elevate energy replenishment to a corporate strategic level, covering aspects of corporate strategy, engineering capabilities, and market implementation.

Gan Jiayue discussed Geely's overall assessment of the new energy competition landscape.

Ren Xiangfei explained why Geely insists on both in-house battery R&D and production and external collaborations.

Lin Jie applied the technology to three brands—Zeekr, Lynk & Co, and Galaxy—as well as future charging network expansion.

Geely previously developed capabilities scattered across batteries, vehicles, charging stations, and different brands. Now, it is consolidating these capabilities into a unified corporate infrastructure.

Zhichong represents the culmination of Geely's new energy investments over the past decade, rather than a new technological initiative.

Part 1: Gan Jiayue's Assessment - Energy Replenishment as Corporate Infrastructure
Gan Jiayue stated that Geely has always viewed new energy transformation as a systematic endeavor.

This system is summarized as "One Network, Three Systems":

An intelligent technology ecosystem network, along with three systems for intelligent energy, intelligent services, and intelligent manufacturing.

Energy replenishment is not an independent business but part of the intelligent energy system.

In the past, automakers primarily discussed charging from a product competition standpoint. Equipping a vehicle with an 800V platform could shorten charging times, and building ultra-fast charging stations could alleviate owners' range anxiety. However, this logic still revolves around selling cars, with charging merely a feature to enhance vehicle competitiveness.

Gan Jiayue's perspective is broader.

By considering batteries, electric motors, electronic control, energy replenishment networks, AI, and user services together, Geely has begun treating energy capabilities as corporate-level infrastructure. This infrastructure must support Zeekr, Lynk & Co, Galaxy, and future products, rather than being limited to a single model or brand.

Geely started building battery and electric drive capabilities in 2013 and established Hao Han Energy in 2021, also making early Layout (layout) in high-power charging. Why is it only now unveiling Zhichong technology? Geely is relatively cautious with technology, preferring to validate safety, thermal control, and system capabilities before large-scale market introduction.

While this narrative reflects the company's perspective, several conditions now exist that were not fully present before.

First, Geely's new energy vehicle sales and ownership have reached significant scale. A charging network requires a substantial vehicle base to achieve stable utilization.

Second, pure electric products from Zeekr, Lynk & Co, and Galaxy are increasingly adopting 800V and higher voltage platforms, making high-power charging a broader demand beyond niche premium models.

Third, Geely has accumulated capabilities in batteries, vehicle thermal management, charging equipment, station operations, and AI control, enabling it to connect previously dispersed systems.

Geely's discussion of Zhichong now suggests that internal conditions have reached a stage of integration, rather than merely catching up in ultra-fast charging technology competition.

Gan Jiayue described the energy replenishment network as a "traffic entry point."

He believes that a significant portion of new energy vehicles will continue to rely on public charging facilities. If Geely can enhance charging efficiency through station location, equipment status, and vehicle data, it can establish ongoing user touchpoints.

This extends beyond providing charging benefits at the point of sale.

While vehicle replacement may occur every few years, charging is a frequent activity. Whoever controls the energy replenishment entry point can continuously connect with users, gaining access to vehicle status, travel patterns, station demand, and energy usage data.

Geely aims to extend one-time vehicle transactions into long-term energy service relationships. By relying on scientific site selection, AI scheduling, and improved station utilization, energy replenishment can become a viable long-term investment. Geely plans to upgrade energy replenishment from a vehicle support capability to a corporate infrastructure connecting products, users, and energy networks.

Part 2: Ren Xiangfei Clarifies Geely's Battery Strategy - Balancing In-House Capabilities with Open Collaboration
According to management disclosures, Geely's self-researched and produced battery pack shipments will reach 1.03 million units by 2025 and 1.1 million units in the first eight months of 2026. The Shen Duan Golden Brick battery has transitioned from a technological brand to a million-unit-scale corporate supply system.

The value of scale extends far beyond reducing procurement costs.

By mastering cell and battery pack capabilities in-house, Geely can participate earlier in vehicle definition, designing batteries based on vehicle space, voltage platforms, fast-charging targets, and thermal management requirements. Simultaneously, it can feed actual vehicle operation data back into material, structural, and BMS development.

The new-generation ultra-short blade battery is a result of this collaborative development approach.

Both Ren Xiangfei and Lin Jie explicitly stated that Geely will not pursue complete in-house battery production. While increasing self-research and production scale, the group continues to collaborate with leading suppliers like CATL and retains joint venture options, reflecting a pragmatic attitude toward vertical integration.

In-house battery R&D and production enhance technological control and supply security. However, relying solely on internal systems for all models and battery routes introduces risks in capital expenditure, technological judgment, and capacity utilization. External suppliers offer diverse material routes, regional production capacities, and more flexible supply options.

Geely adopts a "dual-track model": core capabilities must be mastered, but the supply chain need not be closed.

Geely's decision to design charging equipment for 1500V and 2250kW is not driven by immediate vehicle needs, as existing 400V vehicles can sufficiently use 360kW chargers. Ren Xiangfei positions this as technological reserve for the next three to five years, ensuring stations require fewer upgrades as vehicle voltages, battery capacities, and charging rates increase.

Geely's approach here is to keep equipment capabilities moderately ahead of vehicle demands.

The advantage is avoiding frequent charging station renovations. The drawback is higher initial costs, with technological redundancy only fully realizing its value after widespread adoption of high-voltage vehicles in the future.

Fully immersed power modules, five-terminal liquid cooling, and 1500V systems increase equipment complexity. Long-term operation requires validating the reliability of insulating coolant, seals, connectors, and liquid cooling pipelines with actual station data.

Geely has scaled its in-house battery R&D and production to million-unit levels, no longer relying solely on suppliers for product definition.

Geely does not equate self-research with closure, aiming to balance autonomous key capabilities with external supply chain collaboration.

Part 3: Lin Jie's Mission - Scaling Technology from Zeekr to Lynk & Co and Galaxy, Then Expanding into a Network
For a technology to become a corporate capability, it must extend beyond flagship models.

Lin Jie discussed the proliferation of Zhichong technology across brands and how Geely's energy replenishment network achieves scale.

On the product side, Zeekr has led in validating high-voltage fast-charging technologies. Next, Lynk & Co's pure electric models will gradually adopt ultra-fast charging batteries, while the Galaxy brand begins integrating 800V platforms and Geely Zhichong technology into mainstream models.

Geely's 800V and ultra-fast charging technologies are thus transitioning from premium brands to the mainstream market.

This step is more challenging than launching a high-rate charging model.

Premium models can absorb the increased costs of high-voltage components, battery materials, and thermal management systems due to their higher prices. In the mainstream price range, Geely must rebalance fast-charging speed, range, energy density, safety, and manufacturing costs.

If Galaxy, a volume brand, can popularize 800V and fast charging, Geely's technology achieves true scale value. Conversely, the vehicle ownership generated by mainstream models will improve charging network utilization.

This represents mutual support between vehicles and networks.

On the network side, Geely is advancing toward "One Geely, One Network."

Hao Han Energy has begun integrating charging maps from Zeekr, Lynk & Co, and Galaxy, opening them to all new energy vehicles. According to Lin Jie, Geely has deployed over 2,500 charging stations and 12,000 charging guns across 232 cities, including over 1,500 ultra-fast charging stations and more than 7,000 fast-charging guns.

Rather than merely increasing quantity, Lin Jie emphasizes scenario-based construction.

High-power equipment is essential for highways and national roads, where users are sensitive to dwell time (dwell time). Offices, residences, and shopping malls, where parking durations are longer, can accommodate medium- to low-power devices. Rural and county markets, with relatively lower traffic, require balancing coverage and investment efficiency.

Network construction prioritizes scenario matching over pursuing the highest power at every station. Using different equipment for different scenarios and improving utilization efficiency through vehicle heatmaps, reservation information, and station data is more practical than simply stacking power.

From Geely's perspective, this network offers additional internal value.

Previously, Zeekr, Lynk & Co, and Galaxy managed users and built or accessed energy replenishment resources independently. After integration into a single network, the group can unify accounts, maps, station data, and user entry points, supporting network investments with a larger vehicle fleet.

"One Geely" in the energy replenishment context means transforming brand-specific operations into shared corporate infrastructure.

Summary
Geely's new energy capabilities are shifting from decentralized construction to corporate integration. Batteries, vehicles, charging stations, AI, and user services are converging into a unified system. 800V and ultra-fast charging technologies are moving from premium products to mainstream models. Geely now views its energy replenishment network as a long-term user entry point, extending beyond vehicle sales to include energy services, data feedback, and brand synergy.