NIO launches corporate value system 3.0

āđ€āļœāļĒāđāļžāļĢāđˆāđāļĨāđ‰āļ§: Jul 24, 2024 14:37
āđāļŦāļĨāđˆāļ‡āļ—āļĩāđˆāļĄāļē: gasgoo
On July 23, NIO introduced its Corporate Value System 3.0, updating its mission and vision to better align with current societal and environmental changes.

Shanghai (Gasgoo)- On July 23, NIO introduced its Corporate Value System 3.0, updating its mission and vision to better align with current societal and environmental changes. The new mission is "Blue Sky Coming: Shaping a Sustainable and Brighter Future Together," and the vision is to "build a user enterprise where innovative technology meets experience excellence."

NIO first established its value system in 2015, shortly after its founding, and updated it to version 2.0 in 2020.

Why update the corporate value system?

NIO said the past few years have seen significant changes in the external environment, and it has gained a clearer understanding of the type of company it aspires to be. With the launch of its new sub-brand, NIO has entered a multi-brand operation phase this year. The NIO, ONVO brands, and an upcoming third brand each have distinct characteristics. However, they all share a common mission, vision, driving forces, and values as part of the same company.

Since 2022, NIO has been offering products and services in Europe, necessitating a new value system to support the strategic implementation and expansion of its global business.

New mission: Evolving with the times

"Blue Sky Coming" has always been NIO's aspiration ever since its founding, and the new mission of "Shaping a Sustainable and Brighter Future Together" responds to current societal and environmental changes, aligning with broader social consensus and expectations.

NIO added that collaboration is key, involving the government, industry partners, users, and the entire society in driving the automotive industry's transformation towards global sustainable development. The new mission emphasizes both sustainability and a better quality of life, which was previously described as "a joyful lifestyle" in the value system 2.0.

NIO stated it remains committed to a long-term development strategy, considering environmental, social, and economic impacts while pursuing corporate growth. The company strives to popularize electric vehicles, reduce carbon emissions, optimize resource utilization, achieve vehicle-level recycling, and actively engage in social welfare activities to support sustainable development.

In 2021, NIO launched the global Clean Parks initiative, teaming up with various partners to support natural reserves worldwide in using smart electric vehicles and building clean energy infrastructure to maintain the authenticity and integrity of ecosystems. In March 2023, NIO committed to the Science Based Targets initiative (SBTi), becoming the first new energy vehicle company in China to join. Over the years, NIO has continuously supported the Formula Student China racing series, contributing over 40,000 talents to the Chinese automotive industry.

New vision: Dedicated to offering innovative technology that meets experience excellence

The updated value system incorporates "taking the lead in technology and experience" into NIO's vision, defined as "existing for user satisfaction through technological innovation, developing exceptional products, providing services that exceed expectations, and creating a community of shared growth."

Technology is NIO's foundation, the company stressed. As the pioneer of the "user enterprise" concept, NIO delivers a full-process experience through product, service, and community innovation, supported by steadfast investment in technological research and development.

Consistent vision drivers

In the updated value system, the five vision drivers from the 2.0 version remain unchanged: putting users' interests first, experiences beyond expectations, continuous innovation, system efficiency, and driven by design.

NIO explained that putting users' interests first means all efforts must create value for users, and any behavior harming user interests is intolerable. Providing experiences beyond expectations involves creating surprises for users at every touchpoint through high-quality products and services. Continuous innovation entails setting breakthrough goals, viewing challenges as opportunities, finding unconventional solutions, and achieving leadership. System efficiency considers both immediate and long-term costs and efficiencies across the entire lifecycle. Driven by design is the relentless pursuit of beauty and perfection.

The company highlighted that NIO, ONVO, and the forthcoming third brand will each have their own experiential principles and design DNA based on different market positions.

Enduring core values

NIO's core values—honesty, care, vision, and action—have remained unchanged since its inception. These values guide NIO employees' conduct and form the foundation and main thread of the company's development, working alongside the vision and mission.

NIO underscored that the iteration of its corporate value system is a proactive response to changes in society and the market environment and reflects an understanding of future development trends. As the new energy vehicle market expands and user needs diversify, technology and experience will become key competitive factors. By updating its mission and vision, NIO's strategic development direction becomes clearer.

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[āđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ•: āļœāļĨāļīāļ•āļ āļąāļ“āļ‘āđŒ 10 Ah āļĢāļ°āļ”āļąāļš 500 āļ§āļąāļ•āļ•āđŒ-āļŠāļąāđˆāļ§āđ‚āļĄāļ‡/āļāļ. āļ‚āļ­āļ‡ Ganfeng Lithium āđ€āļ‚āđ‰āļēāļŠāļđāđˆāļāļēāļĢāļœāļĨāļīāļ•āļˆāļģāļ™āļ§āļ™āļĄāļēāļāđāļšāļšāļĨāđ‡āļ­āļ•āđ€āļĨāđ‡āļ]
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[āđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ•: āļœāļĨāļīāļ•āļ āļąāļ“āļ‘āđŒ 10 Ah āļĢāļ°āļ”āļąāļš 500 Wh/kg āļ‚āļ­āļ‡ Ganfeng Lithium āļšāļĢāļĢāļĨāļļāļāļēāļĢāļœāļĨāļīāļ•āļˆāļģāļ™āļ§āļ™āļĄāļēāļāđāļšāļšāļĨāđ‡āļ­āļ•āđ€āļĨāđ‡āļ] āđ€āļĄāļ·āđˆāļ­āļ§āļąāļ™āļ—āļĩāđˆ 29 āļŠāļīāļ‡āļŦāļēāļ„āļĄ 2026 āļĢāļēāļĒāļ‡āļēāļ™āļ„āļĢāļķāđˆāļ‡āļ›āļĩāļ‚āļ­āļ‡ Ganfeng Lithium āđ€āļ›āļīāļ”āđ€āļœāļĒāļ§āđˆāļē āđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆ 400 Wh/kg āļ‚āļ­āļ‡āļšāļĢāļīāļĐāļąāļ—āļĄāļĩāļ­āļēāļĒāļļāļāļēāļĢāđƒāļŠāđ‰āļ‡āļēāļ™āđ€āļāļīāļ™ 1,100 āļĢāļ­āļšāđāļĨāļ°āļœāđˆāļēāļ™āļāļēāļĢāļ•āļĢāļ§āļˆāļŠāļ­āļšāđ€āļŠāļīāļ‡āļ§āļīāļĻāļ§āļāļĢāļĢāļĄāđāļĨāđ‰āļ§ āđāļĨāļ°āļœāļĨāļīāļ•āļ āļąāļ“āļ‘āđŒ 10 Ah āļĢāļ°āļ”āļąāļš 500 Wh/kg āļ•āļąāļ§āđāļĢāļāļ‚āļ­āļ‡āđ‚āļĨāļāđ„āļ”āđ‰āđ€āļĢāļīāđˆāļĄāļāļēāļĢāļœāļĨāļīāļ•āļˆāļģāļ™āļ§āļ™āļĄāļēāļāđāļšāļšāļĨāđ‡āļ­āļ•āđ€āļĨāđ‡āļāđāļĨāđ‰āļ§ āđ‚āļ”āļĒāļĄāļĩāļāļēāļĢāđ„āļĨāđˆāļĢāļ°āļ”āļąāļšāļœāļĨāļīāļ•āļ āļąāļ“āļ‘āđŒāļ„āļĢāļ­āļšāļ„āļĨāļļāļĄ 320–480 Wh/kg āđāļĨāļ°āđ€āļ‹āļĨāļĨāđŒāđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆ 320 Wh/kg āļĄāļĩāļˆāļģāļ™āļ§āļ™āļĢāļ­āļšāđ€āļāļīāļ™ 1,000 āļĢāļ­āļš āđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāļŠāļ™āļīāļ”āļ‹āļīāļĨāļīāļ„āļ­āļ™āđ€āļšāļŠāđāļĨāļ°āļĨāļīāđ€āļ—āļĩāļĒāļĄāđ€āļĄāļ—āļąāļĨāļŦāļĨāļēāļĒāļĢāļļāđˆāļ™āļ–āļđāļāļŠāđˆāļ‡āļĄāļ­āļšāđ€āļ›āđ‡āļ™āļĨāđ‡āļ­āļ•āđƒāļŦāđ‰āļāļąāļšāđ‚āļ”āļĢāļ™āļ­āļļāļ•āļŠāļēāļŦāļāļĢāļĢāļĄāđāļĨāļ°āđ‚āļ”āļĢāļ™āļŠāļģāļŦāļĢāļąāļšāļœāļđāđ‰āļšāļĢāļīāđ‚āļ āļ„ āđāļĨāļ°āļœāļĨāļīāļ•āļ āļąāļ“āļ‘āđŒāļŦāļļāđˆāļ™āļĒāļ™āļ•āđŒāđ€āļŠāļĢāđ‡āļˆāļŠāļīāđ‰āļ™āļāļēāļĢāļ—āļ”āļŠāļ­āļšāļ›āļĢāļąāļšāđƒāļŠāđ‰āđāļĨāļ°āļāļēāļĢāļˆāļąāļ”āļŠāđˆāļ‡āļĨāđ‡āļ­āļ•āđ€āļĨāđ‡āļāđāļĨāđ‰āļ§ āļĢāļēāļĒāđ„āļ”āđ‰āļ„āļĢāļķāđˆāļ‡āļ›āļĩāđāļĢāļāļ­āļĒāļđāđˆāļ—āļĩāđˆ 23,097 āļĨāđ‰āļēāļ™āļŦāļĒāļ§āļ™ (+175.75%) āđāļĨāļ°āļāļģāđ„āļĢāļŠāļļāļ—āļ˜āļīāļŠāđˆāļ§āļ™āļ‚āļ­āļ‡āļšāļĢāļīāļĐāļąāļ—āđƒāļŦāļāđˆāļ­āļĒāļđāđˆāļ—āļĩāđˆ 4,257 āļĨāđ‰āļēāļ™āļŦāļĒāļ§āļ™ āļžāļĨāļīāļāļāļĨāļąāļšāļĄāļēāļĄāļĩāļāļģāđ„āļĢāđ€āļĄāļ·āđˆāļ­āđ€āļ—āļĩāļĒāļšāļāļąāļšāļ›āļĩāļāđˆāļ­āļ™ āđ‚āļ”āļĒāļŠāļąāļ”āļŠāđˆāļ§āļ™āļĢāļēāļĒāđ„āļ”āđ‰āļˆāļēāļāđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ•āđ„āļĄāđˆāđ„āļ”āđ‰āđ€āļ›āļīāļ”āđ€āļœāļĒāđāļĒāļāļ•āđˆāļēāļ‡āļŦāļēāļ
31 Aug 2026 05:53
[āđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ•: SEVC POWER āļ›āļīāļ”āļ”āļĩāļĨāļĢāļ°āļ”āļĄāļ—āļļāļ™āļŦāļĨāļēāļĒāļĢāđ‰āļ­āļĒāļĨāđ‰āļēāļ™āļŦāļĒāļ§āļ™ āđ€āļĢāđˆāļ‡āļœāļĨāļīāļ•āđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ•āļŠāļ™āļīāļ”āļ‹āļąāļĨāđ„āļŸāļ”āđŒāđƒāļ™āđ€āļŠāļīāļ‡āļ­āļļāļ•āļŠāļēāļŦāļāļĢāļĢāļĄ]
26 Aug 2026 11:09
[āđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ•: SEVC POWER āļ›āļīāļ”āļ”āļĩāļĨāļĢāļ°āļ”āļĄāļ—āļļāļ™āļŦāļĨāļēāļĒāļĢāđ‰āļ­āļĒāļĨāđ‰āļēāļ™āļŦāļĒāļ§āļ™ āđ€āļĢāđˆāļ‡āļœāļĨāļīāļ•āđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ•āļŠāļ™āļīāļ”āļ‹āļąāļĨāđ„āļŸāļ”āđŒāđƒāļ™āđ€āļŠāļīāļ‡āļ­āļļāļ•āļŠāļēāļŦāļāļĢāļĢāļĄ]
āļ­āđˆāļēāļ™āđ€āļžāļīāđˆāļĄāđ€āļ•āļīāļĄ
[āđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ•: SEVC POWER āļ›āļīāļ”āļ”āļĩāļĨāļĢāļ°āļ”āļĄāļ—āļļāļ™āļŦāļĨāļēāļĒāļĢāđ‰āļ­āļĒāļĨāđ‰āļēāļ™āļŦāļĒāļ§āļ™ āđ€āļĢāđˆāļ‡āļœāļĨāļīāļ•āđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ•āļŠāļ™āļīāļ”āļ‹āļąāļĨāđ„āļŸāļ”āđŒāđƒāļ™āđ€āļŠāļīāļ‡āļ­āļļāļ•āļŠāļēāļŦāļāļĢāļĢāļĄ]
[āđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ•: SEVC POWER āļ›āļīāļ”āļ”āļĩāļĨāļĢāļ°āļ”āļĄāļ—āļļāļ™āļŦāļĨāļēāļĒāļĢāđ‰āļ­āļĒāļĨāđ‰āļēāļ™āļŦāļĒāļ§āļ™ āđ€āļĢāđˆāļ‡āļœāļĨāļīāļ•āđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ•āļŠāļ™āļīāļ”āļ‹āļąāļĨāđ„āļŸāļ”āđŒāđƒāļ™āđ€āļŠāļīāļ‡āļ­āļļāļ•āļŠāļēāļŦāļāļĢāļĢāļĄ]
[āđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ•: SEVC POWER āļĢāļ°āļ”āļĄāļ—āļļāļ™āļŦāļĨāļēāļĒāļĢāđ‰āļ­āļĒāļĨāđ‰āļēāļ™āļŦāļĒāļ§āļ™ āđ€āļĢāđˆāļ‡āļ‚āļąāļšāđ€āļ„āļĨāļ·āđˆāļ­āļ™āļ­āļļāļ•āļŠāļēāļŦāļāļĢāļĢāļĄāđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāļ‹āļąāļĨāđ„āļŸāļ”āđŒāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ•āļ„āļĢāļšāļ§āļ‡āļˆāļĢ] āđ€āļĄāļ·āđˆāļ­āļ§āļąāļ™āļ—āļĩāđˆ 26 āļŠāļīāļ‡āļŦāļēāļ„āļĄ āļž.āļĻ. 2569 (āļ„.āļĻ. 2026) SEVC POWER āļœāļđāđ‰āļ›āļĢāļ°āļāļ­āļšāļāļēāļĢāđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ• āļ›āļĢāļ°āļāļēāļĻāļ§āđˆāļēāđ„āļ”āđ‰āļĢāļ°āļ”āļĄāļ—āļļāļ™āļˆāļēāļāļ āļēāļĒāļ™āļ­āļāļŠāļģāđ€āļĢāđ‡āļˆāđ€āļ›āđ‡āļ™āļˆāļģāļ™āļ§āļ™āļŦāļĨāļēāļĒāļĢāđ‰āļ­āļĒāļĨāđ‰āļēāļ™āļŦāļĒāļ§āļ™ āļĢāļ­āļšāļ™āļĩāđ‰āļĄāļĩāļœāļđāđ‰āļ–āļ·āļ­āļŦāļļāđ‰āļ™āđ€āļ”āļīāļĄāļ„āļ·āļ­ Saike Investment āđāļĨāļ° CICC Capital āđ€āļ›āđ‡āļ™āļœāļđāđ‰āļĢāđˆāļ§āļĄāļ™āļģāļāļēāļĢāļĨāļ‡āļ—āļļāļ™ āļžāļĢāđ‰āļ­āļĄāļ”āđ‰āļ§āļĒ Zhongguancun Qihang, Dingfeng Kechuang, Zhongguancun Yulin, Linjie Venture Capital, Yibin Talent Fund āđāļĨāļ° Yibin Zhengchuang āļĢāđˆāļ§āļĄāđ€āļ›āđ‡āļ™āļœāļđāđ‰āļĨāļ‡āļ—āļļāļ™āļŠāļĄāļ—āļš āđ€āļ‡āļīāļ™āļ—āļļāļ™āļ—āļĩāđˆāđ„āļ”āđ‰āļˆāļ°āļ–āļđāļāđƒāļŠāđ‰āļŠāļģāļŦāļĢāļąāļšāļāļēāļĢāļāđˆāļ­āļŠāļĢāđ‰āļēāļ‡āđāļĨāļ°āļ‚āļĒāļēāļĒāļāļģāļĨāļąāļ‡āļāļēāļĢāļœāļĨāļīāļ•āļ‚āļ­āļ‡āļŠāļēāļĒāļāļēāļĢāļœāļĨāļīāļ•āļ­āļīāđ€āļĨāđ‡āļāđ‚āļ•āļĢāđ„āļĨāļ•āđŒāļ‹āļąāļĨāđ„āļŸāļ”āđŒ āđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāļ„āļ§āļēāļĄāļ›āļĨāļ­āļ”āļ āļąāļĒāļŠāļđāļ‡ āđ€āļ‹āļĨāļĨāđŒāđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ•āļ„āļĢāļšāļ§āļ‡āļˆāļĢ āđāļĨāļ° PACK āļĢāļ§āļĄāļ–āļķāļ‡āļāļēāļĢāļžāļąāļ’āļ™āļēāđ€āļŠāļīāļ‡āļĢāļ°āļšāļšāļ§āļąāļŠāļ”āļļ āļ­āļīāļ™āđ€āļ—āļ­āļĢāđŒāđ€āļŸāļ‹āļ‚āļ­āļ‡āđāļ‚āđ‡āļ‡-āļ‚āļ­āļ‡āđāļ‚āđ‡āļ‡ āļ­āļēāļĒāļļāļāļēāļĢāđƒāļŠāđ‰āļ‡āļēāļ™ āđāļĨāļ°āļāļĢāļ°āļšāļ§āļ™āļāļēāļĢāļœāļĨāļīāļ•āđāļšāļšāļ•āđˆāļ­āđ€āļ™āļ·āđˆāļ­āļ‡āļŠāļģāļŦāļĢāļąāļšāđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāļ‹āļąāļĨāđ„āļŸāļ”āđŒāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ•āļ­āļĒāđˆāļēāļ‡āļ•āđˆāļ­āđ€āļ™āļ·āđˆāļ­āļ‡ āļžāļĢāđ‰āļ­āļĄāļāļąāļšāļ‚āļĒāļēāļĒāļ—āļĩāļĄāļ‡āļēāļ™āļ§āļīāļˆāļąāļĒāđāļĨāļ°āļžāļąāļ’āļ™āļē āļ§āļīāļĻāļ§āļāļĢāļĢāļĄāđāļĨāļ°āļāļēāļĢāļœāļĨāļīāļ• āđāļĨāļ°āļāļēāļĢāļ•āļĨāļēāļ” āļĨāđˆāļēāļŠāļļāļ”āļšāļĢāļīāļĐāļąāļ—āđ„āļ”āđ‰āļĢāļąāļšāļāļēāļĢāļĢāļąāļšāļĢāļ­āļ‡āđ€āļ›āđ‡āļ™ â€œāļ§āļīāļŠāļēāļŦāļāļīāļˆāļ‚āļ™āļēāļ”āļāļĨāļēāļ‡āđāļĨāļ°āļ‚āļ™āļēāļ”āļĒāđˆāļ­āļĄāļ™āļ§āļąāļ•āļāļĢāļĢāļĄāđāļŦāđˆāļ‡āļĄāļ“āļ‘āļĨāđ€āļŠāļ‰āļ§āļ™ (āļ›āļĩ 2569)” āđāļĨāļ°āđ„āļ”āđ‰āļĢāļąāļšāļāļēāļĢāļˆāļąāļ”āļ­āļąāļ™āļ”āļąāļšāđƒāļ™āļĢāļēāļĒāļŠāļ·āđˆāļ­āļœāļđāđ‰āļ›āļĢāļ°āļāļ­āļšāļāļēāļĢāļĒāļđāļ™āļīāļ„āļ­āļĢāđŒāļ™āļ—āļĩāđˆāļĄāļĩāļĻāļąāļāļĒāļ āļēāļžāļ‚āļ­āļ‡āļˆāļĩāļ™āļˆāļēāļ GEI āļ‹āļķāđˆāļ‡āđ€āļ›āđ‡āļ™āļāļēāļĢāļĒāļ­āļĄāļĢāļąāļšāļˆāļēāļāļ—āļąāđ‰āļ‡āļ•āļĨāļēāļ”āļ—āļļāļ™āđāļĨāļ°āļ­āļļāļ•āļŠāļēāļŦāļāļĢāļĢāļĄāđƒāļ™āđ€āļŠāđ‰āļ™āļ—āļēāļ‡āļ­āļļāļ•āļŠāļēāļŦāļāļĢāļĢāļĄāđāļšāļ•āđ€āļ•āļ­āļĢāļĩāđˆāļ‹āļąāļĨāđ„āļŸāļ”āđŒāđ‚āļ‹āļĨāļīāļ”āļŠāđ€āļ•āļ•āļ„āļĢāļšāļ§āļ‡āļˆāļĢ
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