CATL's Chairman, Robin Zeng, has addressed the timeline for the large-scale commercialization of solid-state batteries and outlined the company's expansive vision beyond its core battery business.

CATL's leader was asked whether he agreed with the common view that solid-state batteries cannot achieve mass commercialization before 2030. In response, he questioned the definition of "mass commercialization." When it was defined as having a million vehicles equipped with such batteries, he expressed skepticism, citing significant challenges in both performance and cost that would make achieving such a scale difficult. He emphasized that progress is driven by specific technological breakthroughs, not arbitrary timelines, stating that innovation cannot be scheduled.

CATL is actively transforming from a battery manufacturer into an infrastructure provider for a new energy society. As the world's leading power battery producer, commanding a 39.2% global market share in 2025, the company's net profit that year reached 72.2 billion yuan, surpassing the combined profits of the top ten Chinese automakers by market value.

Expanding Business Frontiers

The company's most notable recent development is the aggressive expansion of its business boundaries. In transportation, its battery applications now extend from passenger vehicles to commercial vehicles like electric trucks, as well as to electric ships, aircraft, and energy replenishment networks via battery swap stations.

In the power sector, CATL holds over a 30% global market share in energy storage batteries, with its system integration business growing 160% in 2025, forming a strong second growth pillar. The company is also a leader in distributed microgrids and grid-forming energy storage stations, while actively developing flexible grid and virtual power plant technologies.

For industry, CATL provides green energy and zero-carbon operation solutions for mining, steel, cement, and chemical plants, as well as industrial parks. To secure its supply chain, the company has invested heavily in establishing a resource group while accelerating battery recycling and resource circulation initiatives.

In the AI domain, CATL has invested over ten billion yuan to become the largest shareholder in data center firm Century互联 and power supplier Zhongheng Electric, securing its role in the era of integrated computing and power. The company has also signed zero-carbon city strategic cooperation agreements with multiple Chinese cities and is accelerating its global footprint with factories in Germany, Hungary, Spain, and Indonesia, alongside energy storage projects in Australia, the UAE, and Brazil.

Core Philosophy on Expansion

Chairman Zeng stated that all expansions align with the company's vision to become a zero-carbon technology company making outstanding contributions to the global new energy cause. He outlined three criteria for entering any new field: the market must be sufficiently large, there must be high barriers to entry, and the required technology must be adjacent to CATL's existing expertise.

Perspective on Solid-State Batteries

Regarding technology, Zeng clarified that solid-state batteries, which use a solid electrolyte, are not the ultimate solution. He explained that numerous scientific and technical hurdles remain, such as the solid-solid interface problem where different materials with varying compaction densities shift under pressure, disrupting ion conduction. He noted that the technology readiness level for solid-state batteries is currently at 4 out of 9, indicating it is still in the mid-stage of technological development, with product and commercial viability even further away.

Sustained Growth and Industry Challenges

On growth prospects, Zeng believes the new energy sector will see double-digit growth for many years, driven by the low current penetration rates of new energy vehicles in trucks, ships, and aircraft, alongside massive demand from energy storage, grid transformation, and AI data centers.

When asked if the power battery industry could face the same severe price wars and losses as the solar photovoltaic sector, Zeng acknowledged the risk, attributing the光伏 industry's troubles primarily to insufficient intellectual property protection leading to cutthroat competition. He stated that CATL maintains industry price discipline by holding nearly 40% global market share and refusing to engage in price wars, instead competing on quality and through innovative models like battery leasing.

Vision for a Zero-Carbon Future

Zeng elaborated on the company's transition to a zero-carbon technology firm, describing batteries as a foundational pillar. He identified energy storage as the key technology for grid flexibility改造, allowing for the temporal shifting of energy. While China's robust main grid limits the immediate market for independent microgrids domestically, CATL is developing such technology in China to establish standards before deploying it overseas, where electricity prices are four to five times higher, creating stronger economic viability.

Securing Resources and Global Strategy

On critical minerals, Zeng dismissed concerns about simply swapping oil dependency for lithium or cobalt dependency, highlighting that battery minerals are recyclable, unlike fossil fuels. He projected that by 2042, 50% of mineral resources could come from recycled batteries. To ensure supply, CATL has established its own resource company while maintaining partnerships.

Despite a fragmented global landscape, Zeng remains committed to globalization, advocating for strong commercial partnerships as more reliable than inter-governmental relations. He believes technological leadership, like Europe's long-held advantage in internal combustion engines, is the best defense against competitors.

Driving Force and Corporate Culture

Zeng concluded that commercial viability is the core driver for realizing the zero-carbon vision, as profit attracts participants to build the necessary ecosystem. He emphasized that in the face of intense global competition, relentless effort is essential, drawing a parallel to the hard-driving culture of Silicon Valley rather than a strict work-life balance. The most time-consuming decisions at CATL, he revealed, involve choosing the right technology development paths. His greatest concern for achieving the company's grand vision is internal: ensuring organizational capability, talent density, and a continuous learning mindset within the company.