As the UK’s electric vehicle (EV) sector accelerates, Geely Auto UK enters the fray not just with new models, but with a holistic mobility vision.

Part of China’s Geely Holding Group – the global automotive powerhouse behind Volvo Cars, Lotus, Polestar, and LEVC – Geely Auto UK represents the company’s latest brand launch in one of Europe’s most competitive EV markets.

At the helm is Mike Yang (MY), General Manager of Geely Auto UK, who previously held leadership roles within the wider Geely group, including at LEVC. In conversation with Motor Finance editor Alejandro Gonzalez (AG), Yang discusses Geely’s long-term UK ambitions, its partnership-led retail and finance strategy, and the potential for local manufacturing. He also reflects on how Geely is leveraging its deep UK roots, from Lotus engineering to innovative customer finance solutions, to deliver tailored mobility offerings that go far beyond car sales.

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AG: Geely Auto is entering a mature and highly competitive UK market at a time of rapid change in the EV sector. What specific gaps or opportunities do you see in the UK’s current EV landscape that make this the right moment for Geely Auto’s arrival? 

MY: “It’s true that the UK is a mature and highly competitive market, there are already many brands here and more on the way. But our research shows there is still meaningful opportunity, particularly for new energy vehicle brands. Government policy, improving infrastructure, and shifting consumer preferences all point to continuing growth in the EV segment. While the overall UK car market remains at around two million units a year, sales of petrol and diesel vehicles are declining, and demand for EVs continues to rise steadily. 

“Our long-term plan is to introduce both battery-electric (BEV) and plug-in hybrid (PHEV) models. We believe Geely Auto has a unique advantage here because of our long-established presence in the UK through Volvo, Polestar, Lotus, and LEVC. Those relationships give us deep insight into British customers and the local market. 

“From the beginning, we’ve been clear that Geely Auto is not here simply to sell cars, we want to deliver better EV solutions for customers. That means adapting our products to local conditions. For example, we’re working with Lotus Engineering to fine-tune chassis calibration specifically for UK driving preferences. 

“We’ve also focused on addressing practical barriers to EV adoption. Our survey found that 63% of respondents identified charging costs as the main concern when considering an EV or PHEV. To help, we’ve partnered with Andersen to provide a co-branded home charger for early buyers of the EX5, and we’re contributing £1,000 towards installation for customers. 

“In addition, our partnership with Octopus Electric Vehicles gives customers access to integrated charging, leasing, and home energy solutions. And through our exclusive relationship with CA Auto Finance UK, buyers can access a wide range of finance options, from PCP and HP to personal and business leasing, supported by wholesale finance for dealers. 

“By combining these local partnerships, we’re showing that Geely Auto’s approach goes beyond vehicle sales. We aim to offer a more complete, customer-focused energy and mobility solution for the UK market.” 

AG: Recently, you were quoted as saying that Geely Auto would consider local production “if it proves advantageous.” What would make UK-based manufacturing viable for Geely Auto? 

MY: “Local production is always an option for us, but it’s not an end in itself, it’s one possible solution to achieve our broader goal, which is to deliver better value and a better experience for customers. We don’t see the question as ‘local versus imported’, but rather as which approach creates the most efficient, sustainable, and customer-focused outcome. 

“Of course, factors such as supply chain resilience, labour and energy costs, and government incentives will influence that decision. But Geely Auto already has a strong foundation in the UK, with design, engineering, and manufacturing capabilities through our group brands including Lotus and LEVC. That gives us flexibility. If local production proves to be the better option, we can move quickly – perhaps faster than most other Chinese manufacturers – because we already have an established footprint and local expertise.” 

AG: On the topic of supply chain, what is your opinion of how the JLR supply chain issue was handled, following the cyberattack on 1 September that temporarily disrupted production?

Mike Yang: “In the automotive industry, it takes a long time to build a supply chain, but it can be disrupted very quickly. The recent situation at JLR showed how even well-established and efficient supply networks remain vulnerable.

“Maintaining supply chain stability is so important. Industry needs clear, consistent policy support to help OEMs and suppliers recover quickly when disruptions occur. The efficiency, cost, and quality of what we produce all depend on the strength of that network, so it’s vital that both industry and government work together to ensure its resilience.” 

AG: Geely already has established UK assets through Lotus and LEVC. To what extent can these facilities or networks be integrated into Geely Auto UK’s wider manufacturing or distribution strategy? 

MY: “Before taking on my current role, I spent several months with LEVC and was very impressed by the quality of its operations, and the same is true for Lotus. Both organisations produce premium vehicles and have highly capable engineering and manufacturing teams. Their facilities are advanced and run efficiently, which gives us real confidence in the local capability that already exists within the Geely group. 

“Looking ahead, those assets could certainly play a role in supporting local production or technical collaboration if the conditions are right. It’s an advantage to have this level of expertise already established in the UK, and it gives us flexibility should we decide to localise part of our manufacturing or development in future.” 

AG: Can you tell us more about Geely Auto UK’s retail network strategy, particularly your collaboration with Sytner Group?

MY: “We have established a franchised retail network that initially comprises 25 locations, stretching from Dundee to Exeter. We plan to expand this to around 50 dealerships by the end of 2025, and to approximately 100 by the end of 2026.

“Our network brings together a mix of large national dealer groups and respected regional partners. Sixteen partners were confirmed at our launch event, including Sytner, Stoneacre, Glyn Hopkin, Greenhous and Hendy, as well as regional ‘local heroes’ such as Lipscomb, Cars2, TMS and Furrows. This combination provides strong national coverage supported by trusted local expertise.

“This network underpins the launch of our initial models and provides the foundation for long-term growth. Our product range will also expand to include plug-in hybrids and further electric vehicles through to 2030.”