At the heart of the BBA are its sponsor partners — organisations that do more than support an event, and instead help define the standards of responsible business in Taiwan.

BCCT Chairman Sam Yang emphasised that sponsorship of the BBA reflects leadership through action. In an interview with global leadership media The Icons, he noted:

“Our sponsors are not passive supporters. They are organisations that are actively shaping how sustainability, governance, and social responsibility are implemented in real businesses.”

Vicki Wu, Executive Director of BCCT, added: “The Better Business Awards bring together companies that are committed to making responsible business practical and visible. Our sponsors play a critical role in supporting this platform and in demonstrating leadership that goes beyond words.”

Driving the Energy Transition

Companies sponsoring sustainability and green energy awards are those operating directly at the front line of transition. 

Organisations such as Cadeler, PKR Offshore, and Taylor Hopkinson support awards that reflect their daily work in offshore wind, green infrastructure, and renewable-energy talent development.

Their involvement signals that sustainability is not a side initiative, but core to how these businesses operate and grow.

Governance, Law, and Financial Stability

Responsible business also depends on strong systems and safeguards.

Sponsors such as HSBC, Eiger, and PCA Life Assurance support awards recognising leadership, legal frameworks, and innovation for wellbeing — reinforcing the role of finance, regulation, and people-centred policy in long-term sustainability.

Education, Talent, and Global Exchange

Sustainability ultimately depends on people.

The co-sponsorship of the UK Alumni ESG & Education Impact Award by British Council, The Icons, and TutorABC highlights the importance of education, communication, and skills development in turning ESG commitments into action.

Samuel Yang, who is also Co-Chairman and CEO of TutorABC, noted, “Education is the final mile. Without people who can understand, communicate, and implement ESG, sustainability remains a policy, not a practice.”

More Than Sponsorship

The Better Business Awards are not only about recognition, but about convening organisations that are willing to lead by example.

BCCT extends its thanks to all sponsors for their commitment and invites globally minded enterprises to engage with future Awards — as applicants, partners, or supporters — and play an active role in shaping the future of responsible business in Taiwan.

About the British Chamber of Commerce in Taipei (BCCT)

For over 30 years, the British Chamber of Commerce in Taipei (BCCT) has represented the interests of the British and international business community in Taiwan. BCCT promotes trade, investment, and commercial cooperation between the United Kingdom and Taiwan, and supports engagement across business, culture, and education through its programmes and network.

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On 2 September 2025, BAOBIAN Academy, based in Beijing and long recognised for serving prominent Chinese entrepreneurs, investors and cultural figures, joined forces with The Icons, a London-headquartered global media group dedicated to sustainable leadership influence, to host a dual-city forum held simultaneously online and offline across Europe and Asia.

At the forum, BAOBIAN IP Founder and Academy President Bean Chang and The Icons Founder and CEO Harry Hsu, both leading experts in leadership IP, convened entrepreneurs from East and West for an in-depth dialogue. Together, they examined how leaders can transform their personal value into lasting influence in an age defined by artificial intelligence, while also presenting forward-looking predictions on the evolution of leadership IP in the decade ahead.

“The essence of all business lies in relationships, and personal IP is the key instrument for restructuring these connections. It redefines how trust is built, shapes the choices of collaboration, and even dictates the flow of capital and industrial resources,” explained Bean Chang, who has pioneered the concept of personalised business. He stressed that in today’s market, whether in finance, industry partnerships or cross-sector collaboration, everything ultimately hinges on human connection.

“When a leader’s personal IP is distinct and credible, it not only reshapes existing business networks but also opens new channels of trust, enabling enterprises to access higher levels of cooperation and resource flow.”

Harry Hsu, who specialises in creating cross-cultural IP value and steering international influence for leaders, expanded on this perspective. He highlighted that if “relationship restructuring” is the foundation, then leadership IP constitutes a complete and self-sustaining system. This framework incorporates persona diagnosis, asset leverage, influence design and the construction of international discourse power, allowing leaders to transform their personal value into organisational assets that gain both recognition and trust on the global stage.

“In the decade ahead, leaders without an IP system to support them will gradually lose market trust and be excluded from international cooperation. Conversely, those who succeed in building a comprehensive IP framework will be able to consolidate national reputation, transcend cultural and industrial boundaries, and win enduring recognition from capital, industry and society worldwide.”

Leadership IP Is Not Just a Brand, but a System of Trust

In the dialogue, The Icons Founder Harry Hsu highlighted the essential difference between leadership IP and personal IP. While personal IP often remains at the level of visibility and image management, leadership IP operates as a designed and functioning trust mechanism. “Its core purpose is not simply to make you visible, but to ensure that at critical moments you are the one chosen,” he explained. A successful leadership IP enables leaders to become the trusted counterpart in capital negotiations, international collaborations or family succession.

Hsu elaborated that the formation of leadership IP is a process of transformation. It begins with extracting the leader’s values and ethos into clear signals, then leveraging these into assets perceptible to enterprises and investors. Through consistent language and narrative, these signals transcend cultural boundaries and ultimately crystallise into international trust. “Leadership IP converts personal influence into organisational assets and secures a stable position within the global order,” he emphasised.

He added that this logic is particularly evident on the international stage, where large investment institutions and multinational corporations often assess the influence of leaders and senior executives before reviewing financial reports or product details. “In such contexts, IP becomes a shortcut to trust. It can replace lengthy due diligence and determine whether you are invited to the negotiating table,” Hsu noted.

From the perspective of China’s market, BAOBIAN Academy Founder Bean Chang observed a similar shift. He explained that while IPs built on exposure and popularity remain superficial, those aligned with industrial narratives, policy directions and capital needs are swiftly moving into the inner circles of influence. “A distinctive and credible IP significantly enhances collaboration efficiency. It raises the threshold for entry, filters partners by shared values, and accelerates decision-making because once trust is established, stakeholders are more willing to commit resources,” he said.

Chang further outlined three evolutionary stages of IP development in China. The first stage is the “celebrity IP,” driven by visibility and traffic. The second is the “strategic IP,” aligned with capital flows and policy priorities. The emerging third stage is the “nodal IP,” which extends beyond the individual to act as a hub for cross-sector resource allocation and network restructuring.

He also noted that in China’s capital markets, many investors begin not with business plans but with assessments of the founder’s past, present and even projected influence. If the impression is negative, due diligence often never starts; if positive, collaboration can advance with surprising speed. “A founder’s IP can determine more quickly than any business plan who gets the first opportunity to speak with investors. These shifts show that leadership IP in China is moving from type-based evolution to market-level upgrading, a trend now reshaping the rules of engagement across both Eastern and Western markets,” Chang concluded.

Leadership IP Is Redefining the Rules of Eastern and Western Markets

From his observation of the international stage, The Icons Founder Harry Hsu underlined that the benchmark for IP has long moved beyond its mere existence. What now matters is whether it can be accepted across different cultures and systems.

He pointed out that some leaders, by building a clear and credible IP, not only attract capital but also represent industries, and in some cases even nations, on global platforms where rules are made. Others, despite having solid companies and advanced technologies, find themselves excluded from core networks because their IP is vague or misaligned with international values.

Hsu noted that this logic is already well established in Western capital markets. In the ESG investment space, for example, many funds look beyond carbon metrics to assess how CEOs or founders present themselves publicly on sustainability issues. In Silicon Valley, investors frequently review leaders’ published thought pieces, international speeches and records of cross-sector collaboration as indicators of whether they are trustworthy long-term partners. At the Cambridge Science Park in the UK, investors may even evaluate whether founders consistently contribute to open-source communities or speak at global technology forums as part of their judgement on leadership potential. Across Europe, several energy CEOs have secured both capital support and seats at EU policy negotiation tables precisely because of their visible commitment to sustainability and their role in shaping industry standards.

These “soft indicators” are already influencing the flow of capital and are gradually being integrated into due diligence processes. As Hsu remarked, “In the international arena, without IP you cannot even enter the room. With the wrong IP, you will be shut out of the agenda. In the context of global competition, IP is not merely a ticket to speak; it determines whether you remain a participant or rise to become a rule maker.”

Adding perspective from the Chinese market, BAOBIAN Academy Founder Bean Chang observed that the country’s understanding of IP is undergoing a clear “upgrade”. In its earlier stages, influence was often built on visibility and traffic, with celebrity appeal and fan economies once regarded as shortcuts to commercial success. Yet as capital markets and industrial chains have matured, traffic-driven IP alone can no longer gain entry into the core circles of influence.

“Investors and industry partners increasingly recognise that only IP aligned with industrial narratives, policy directions and capital demands truly carries market value,” he stressed. This, he added, explains why many entrepreneurs and next-generation successors are no longer satisfied with social media popularity. Instead, they are systematically building IP that matches enterprise strategy. “This shift signals that IP in China is moving from entertainment-driven to capital-driven, and this step often determines how far a leader can go.”

The Next Decade: IP Will Evolve from a System of Trust to the “New Balance Sheet” of Global Rules

BAOBIAN Academy Founder Bean Chang observed that the arrival of the AI era will fundamentally reshape the way IP survives. In the past, visibility and exposure could quickly generate reputation, yet such IP often struggled to withstand the pressures of algorithms.

“AI magnifies without mercy, but it also eliminates with equal speed. IP without genuine value at its core will become nothing more than fuel for algorithms, while only those aligned with industrial narratives, policy directions and capital demands will be chosen by the times,” he remarked.

Chang pointed to a striking contrast already evident in the Chinese market. Some entrepreneurs who rose to fame through short videos were swiftly discarded as algorithmic tides shifted. In contrast, business leaders who are deeply embedded in industrial value chains and aligned with policy priorities are the ones consistently recognised by capital, even amid volatility.

“In the decade ahead, leadership IP in China must possess two defining qualities: durability and replicability. Durability ensures it can endure market fluctuations over the long term, while replicability allows it to be continuously disseminated across platforms and contexts. This means IP will no longer be a one-off burst of visibility, but a long-term strategic asset resilient to algorithmic turbulence,” Chang concluded.

Harry Hsu, Founder of The Icons, brought the discussion to the international stage. He noted that as cross-border capital and collaborative networks deepen, IP is entering a new phase in which it becomes measurable and tradable, effectively a company’s “second balance sheet”.

“In the near future, investors will not only review financial statements but also examine a leader’s ‘IP report’. This will not be about accounting figures, but about the leader’s values, global reputation and cross-cultural trustworthiness,” Hsu observed. He argued that this shift would transform IP from something intangible into a hard metric, gradually embedding its influence into company valuations.

Hsu also sketched a possible scenario: in time, a company’s “IP report” may sit alongside its financial accounts, comprising three core indicators: a Global Trust Index (derived from surveys of confidence in leaders across different markets), a Cross-Cultural Acceptance Rate (the adaptability of IP across diverse contexts), and an International Agenda Participation Score (a measure of whether leaders are visible and effective in shaping global debates). Once quantified, such data would not only provide investors with a new basis for decision-making but would also elevate leadership IP into a tradable and valued asset.

Looking ahead, Hsu emphasised that the ultimate competition will not be over capital but over rules. As global agendas such as ESG, AI governance and industry standards accelerate the creation of new orders, the leaders whose IP resonates with these agendas will be the ones positioned to shape them.

“Trust is the starting point of IP, but in the decade ahead it will be regarded as a form of global currency. Without IP, you will be ignored; with the wrong IP, you will be excluded. Only a well-designed system that can transcend cultural boundaries will allow you a seat at the table where the rules of the future are written,” Hsu concluded.

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Empowering the Unseen in Urban Landscapes

Patel’s approach is centered on integrating marginalized communities into urban planning processes. She emphasizes a people-first model where informal settlements are viewed as integral parts of the city, not outliers. Through SPARC and its partnerships, such as with Slum Dwellers International (SDI), Patel has encouraged slum dwellers to collect data and negotiate with governments for essential services and land rights. This grassroots empowerment transforms slum residents from passive beneficiaries to active urban stakeholders, paving the way for inclusive city development.

Building Resilience Through Community-Led Initiatives

Under Patel’s leadership, resilience is built not through top-down mandates but through community-led initiatives. By fostering partnerships among community members, local authorities, and global networks, Patel has created replicable models that address immediate urban challenges, from housing shortages to climate vulnerabilities. 

“My work in promoting peer-to-peer learning among communities has strengthened urban resilience, enabling them to confront both social and environmental pressures.” 

Patel’s impact underscores the importance of inclusivity in urban resilience, inspiring global leaders to adopt community-driven frameworks in their cities.

Through her relentless advocacy and innovative strategies, Sheela Patel continues to bridge the gap between invisible communities and resilient futures, shaping a model of urban planning that is equitable, sustainable, and inclusive. Her work as Race to Resilience Ambassador reflects her lifelong dedication to empowering marginalized urban populations, transforming cities and lives globally.

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Beatriz Arribas, Sustainability Senior Manager at Coca-Cola Europacific Partners (CCEP), has spent over 15 years in Corporate Responsibility and Sustainability, navigating a shift from sustainability being seen as a “nice-to-have” to becoming integral to business strategy. Arribas joined CCEP when sustainability was mainly philanthropic, a peripheral effort rather than an essential corporate function. Today, she plays a crucial role in embedding sustainability across CCEP’s operations, managing projects that align with CCEP’s ambitious Net Zero target for 2040.Arribas’s work impacts all levels of the organization. Her primary projects in Spain and Portugal include MARES Circulares, an initiative focusing on marine conservation and waste reduction through litter collection and recycling, and Hostelería #PorElClima, which supports the hospitality sector in reducing its carbon footprint. Beyond these, Arribas leads water replenishment projects to restore natural resources and social programs like GIRA Jóvenes y Mujeres, empowering youth and women with training and career development opportunities.

Achieving Measurable Impact

Under Arribas’s leadership, CCEP has made significant progress toward its sustainability goals. The #PorElClima Hospitality Community, a network supporting the hospitality industry’s green transition, has proven instrumental. Since 2019, CCEP Spain has reduced its carbon footprint by 25.7% through concerted efforts across various operational levels. A key focus is on Scope 3 emissions—those from indirect sources, primarily suppliers—which account for over 92% of CCEP’s carbon footprint. Arribas emphasizes that achieving meaningful decarbonization depends on collaboration across the supply chain, where CCEP works closely with suppliers to innovate and reduce emissions.

Reflecting on the evolution of her career, Arribas notes that sustainability has grown from a small department to a company-wide mission, requiring all business units to work together to redesign traditional processes. She believes that this journey depends on transparency, cross-functional integration, and continuous learning across the organization.

A Vision for Sustainable Business

Arribas’s commitment to sustainability is rooted in her empathy for the environment and her conviction that companies must act for the benefit of future generations. She recognizes that reaching net zero is challenging, requiring both courage and substantial investment. However, she also sees opportunities, such as operational efficiencies, cost savings, and increased employee engagement. She advocates for transparency in sustainability initiatives, believing that sharing both successes and challenges builds trust and accelerates progress.

As she continues to lead CCEP’s sustainability efforts, Arribas remains inspired by the potential for lasting impact. Her journey shows the power of positioning sustainability as a strategic imperative, one that not only enhances the company’s operations but also strengthens its reputation. Her vision inspires other businesses to place sustainability at the center of their strategies, creating a foundation for a resilient, sustainable future.

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Kevin Wu, CEO of Nice Garden Industrial and director of the Taiwan Digital Enterprise Association (TDEA), discussed the challenges of the livestock industry in sustainable transformation during an interview with《The Icons》. He first pointed out the difficulties, including increased environmental costs, continuous market contraction, and factors such as a shortage of manpower. Inheritability in this industry is not easy, especially when the outlook for the livestock industry in Taiwan is generally pessimistic. Even with government subsidies and the willingness of operators to change, they still face various problems.”

“Despite the numerous challenges facing the livestock industry, Kevin Wu believes that crises can also be opportunities. In 2010, he firmly decided that his company must take a different path, moving towards branding and digitization, to create new value to counteract the gloomy prospects of the livestock industry.”

“Kevin Wu’s unconventional thinking at that time seemed ‘strange’ to his peers in the livestock industry. Looking back, his ‘out-of-the-box’ ideas demonstrated forward-thinking. Digital transformation is now a prevalent trend in various industries, and Kevin Wu’s team has long been taking careful and practical steps, becoming pioneers in the industry.”

“I often ask the team, and even myself, ‘Is this the only way?’ and ‘What else can be done?’ Our company started as an agent for animal nutrition products, mainly for domestic consumption. Still, it became the first to achieve EU standards for a nutrition product processing plant. We also plan to submit a sustainability report soon. Even though we are not a publicly traded company and currently mainly focus on domestic sales, I believe these efforts are worthwhile. It’s not just about fostering corporate culture but also adapting to future trends, allowing us to pave a longer path forward.”

“Kevin Wu said that since he took over, he has believed in one thing – whether it’s ‘digital transformation’ or ‘zero-carbon transformation,’ as long as he believes in something and puts in full effort to move forward in various ways, it can be achieved: ‘Because innovation and change are the only survival rules!”

Love for Food and Innovation Leading Nice Garden’s Transformation

Founded in 1984, Nice Garden Industrial has been in operation for precisely forty years, primarily focusing on the sale of animal nutrition products such as vitamins, organic minerals, and probiotics. Kevin Wu recalled that, starting from his academic pursuits, he experienced life in various places such as Canada, the United States, and Japan. He cultivated habits of observing different dietary cultures and related industries. After obtaining a dual bachelor’s degree in Economics and International Relations from The Johns Hopkins University in the United States and a master’s degree in International Business Management from Waseda University in Japan, he returned to Taiwan to take over the family business.

Upon taking the reins, Kevin Wu began advocating for supply chain integration, establishing meat cutting factories and breeding facilities. He also founded the collaborative craftsman brand “CHOHO” (Chinese: 究好豬).

“In fact, there was no specific grooming of a successor in the family, but I always had a passion for biology from a young age. I was also very interested in ‘eating,’ and coincidentally, I combined my interests with my profession, thinking about whether I could cultivate the livestock industry in a different way.” Kevin Wu, who loves exploring different culinary cultures worldwide, experiencing diverse eating habits and styles, and befriending chefs from various countries, integrated his interests into the management of the livestock industry. His team’s creativity ultimately led to the development of innovative ways of consuming pork, such as “Oyster Meat,” “Secerto,” and “Ribeye Strip,” providing consumers with a richer dining experience and catching the attention of various sectors.

In addition to innovating in management methods, Kevin Wu brought innovative thinking to Nice Garden Industrial, initiating internal digital transformation. “Compared to industrial products, biological products are more challenging to observe. For example, in pig farming, determining whether pigs are growing well can be subjective. Through digitized records, we can provide management with objective data.”

Especially under the threats of diseases such as swine fever or avian influenza, maintaining biosecurity measures has become more critical. To reduce contact between humans and animals, many farms have transitioned to enclosed spaces to prevent disease spread, making it challenging to observe the animals’ growth process.

“With the assistance of digital tools, we can collect data such as body size, sound, body temperature, or provide early notifications when risks arise.” Despite the evident benefits of digital tools in measurement, Kevin Wu emphasized the importance of extensive communication within the company. “When it comes to digitization, simpler approaches include implementing ERP systems in pig farms, which many operators have begun to do. The more complex ones may require a complete redesign of the entire field, along with training related personnel. I need to make everyone understand from the perspective of efficiency and performance improvement that without significant investment, it is challenging to achieve these new changes.”

Since the initial determination to undergo transformation, Kevin Wu has considered communication as one of the most crucial tasks. Starting with communication with his father, Chairman Kunmin Wu, who is a passionate livestock farmer, he gradually gained an understanding of why the transformation was imperative. Through communication with his father, he also realized the importance of conveying values. Subsequent communication with directors and internal partners went smoothly. “I consider myself relatively fortunate because most of the company’s shareholders have a background in the livestock industry, share consensus on the prospects of market contraction, and thus ultimately understand the necessity of transformation.”

“However, this may not be the case for other industries. Even with government subsidies, when they need to invest millions, they may not know how long it will take to recoup the investment. Most individual households are hesitant. Although digital transformation is evident now, many in the livestock industry are still observing.” As a director of the Taiwan Digital Enterprise Association, Kevin Wu emphasized that this is where the association can exert influence. By gathering collective efforts and facing various challenges in transformation together, everyone can join hands to unlock the obstacles.

The Sustainable Paradigm of Taiwanese Meat: “CHOHO”

“While I may not be considered a second-generation pig farmer, I still closely monitor the related industries within this sector,” said Kevin Wu, as he confidently shared the founding purpose of the “CHOHO” brand. He believed that he could integrate the pork-related supply chain and even expand into other meat products, transforming “CHOHO” into an overall concept of excellence, becoming Taiwan’s premium meat brand, and providing consumers with high-quality and diverse CHOHOs.

“With the trend of rising costs in various aspects, seeking profits at the expense of everything else is ultimately a dead end. I believe that Taiwan’s food industry must rely on brand strength and fight collectively to ensure long-term success,” said Kevin Wu. He chose to start with pork, even though it has the most complex production and distribution chain and is challenging to trace, because it is the meat that Taiwanese people consume the most.

“Given that the short-term trend in Taiwan is still primarily focused on domestic consumption of pork, maintaining competitiveness and ensuring sustainable development are vital issues,” explained Kevin Wu. Rather than simply cutting costs, he wanted to take a different approach. He believed that the competitiveness of individual pig farmers was limited, given the predominance of small-scale operations in the swine industry. However, by bringing together a group of pig farmers, they could collectively negotiate better terms for sourcing raw materials upstream and pricing negotiations downstream, thereby gaining a competitive edge.

Kevin Wu emphasized that especially after Taiwan experienced food safety crises like the importation of U.S. pork containing ractopamine, traceability of pork has become crucial for consumers. “CHOHO,” as a collaborative brand of artisans, not only provides a complete production and distribution history but also ensures quality control over pork. This includes a comprehensive grading mechanism and scientific farming practices, establishing standardized norms for pork. This guarantees that regardless of the source of the pork, as long as it carries the “CHOHO” label, consumers can enjoy a sense of security and satisfaction.

Kevin Wu: Transformation Is More Effective When Done Together

Kevin Wu is currently a director of the Taiwan Digital Enterprise Association. His most significant takeaway from participating in “Zero Carbon University” was the journey from “digital transformation” to “zero carbon transformation.” Through a series of courses, he learned to establish and implement a comprehensive value system, allowing his company to continually upgrade and iterate.

“Transformation is definitely more effective when done together as a group. Even after graduating from Zero Carbon University, participants and mentors continue to interact actively. Many mentors, specializing in various fields, have become key communication bridges within the company. The mentors in the Taiwan Digital Enterprise Association are individuals with extensive practical experience in specific industries and significant social influence. For the next generation of business leaders, they often play a crucial role in facilitating communication with senior management or shareholders.”

Bringing back the innovative thinking learned through the Taiwan Digital Enterprise Association’s collaborative learning, Kevin Wu continues to cultivate his company on the path of transformation. “With 40 years of experience, we can provide consulting services for pig farmers, which is relatively uncommon in the livestock industry. This includes addressing nutrition, management, and even digital transformation issues. In other words, we are no longer just product-oriented but also offer knowledge services.”

Simultaneously, the data collected through digital tools has laid a strong foundation for Nice Garden’s sustainable transformation. This also includes Kevin Wu’s hope that, through the brand influence of “CHOHO,” they can assist pig farmers in enhancing pork quality, contributing to the discussion of sustainable development.

Lastly, Kevin Wu touches upon the topic of fresh companion animal food. “Nowadays, companion animal ownership is becoming increasingly common, and we want to take care of companion animals as well. In addition to the commonly known pet food and canned food, we also plan to provide top-quality meat options for companion animals.”

Kevin Wu, who enjoys seeking novelty and change, is currently writing his own sustainability story at the forefront of the industry. In his view, the concept of sustainability also includes working together with consumers for mutual benefit.

“In the past, we primarily collaborated with restaurants. From now on, I hope to communicate more with consumers. For example, our products are not only available at Sainte Co. and Mia C’ Bon but also through e-commerce, especially during the pandemic. We aim to expand the ‘CHOHO Lifestyle Circle,’ providing more content and interaction related to agriculture and food to engage consumers.” In addition to this, under Kevin Wu’s leadership, Nice Garden Industrial even tried to partner with GQ to organize camping events.

“Isn’t it a bit surprising?” Kevin Wu chuckled. “And camping won’t be a one-time event. I welcome everyone to follow Nice Garden. Next time, we’ll have the opportunity to sit by the campfire, share stories, and enjoy pork together. I’ll show you that we are not just ‘selling pork.’ We hope to create a healthier and more tasteful lifestyle through ‘eating’ together with you. Of course, I’ll let you experience the delicious taste of Taiwan’s top-quality meat selection, ‘CHOHO,’ first!”

Business Transformation Institute is Now Enrolling

Business Transformation Institute, a transformation amplifier designed for Taiwanese enterprises, aims to integrate tradition and innovation to help businesses find new growth dynamics at critical moments of succession and transformation.

This place encourages new-generation entrepreneurs to accumulate experience and resources through internal and external entrepreneurship, while also facilitating the introduction of funds and resources to support the fusion and vigorous development of “first-generation” and “second-generation” entrepreneurs. Through this model, the institute not only serves as a growth platform for new-generation entrepreneurs but also acts as an amplifier for innovative thinking, guiding businesses to find their unique path of transformation amid change.

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“The objective is clear: to provide swift emergency response and effectively coordinate relief efforts,” Khajeh emphasized.

One of the notable initiatives discussed during the interview was the collaboration with the Syrian Arab Red Crescent in “Operation Gallant Knight 2.” This joint endeavor aimed to provide moral and psychological support to individuals affected by the Syria-Turkey earthquake. Notably, in April 2023, members of the Red Crescent celebrated Eid Al Fitr with 150 children and cancer-stricken orphans in Syria’s Latakia governorate, exemplifying their commitment to holistic support.

Khajeh also shed light on the Emirates Red Crescent’s remarkable fundraising endeavors, having amassed over AED 10 billion (approximately $2.9 billion) in humanitarian funding over the past 15 years. With a reach spanning 128 countries, both within and beyond the UAE, more than 228 million individuals have benefited from their humanitarian initiatives.

“The objective is clear: to provide swift emergency response and effectively coordinate relief efforts,” Khajeh reiterated. The organization’s annual winter campaigns stand as a testament to its proactive approach in addressing critical needs. Through the “Be Their Warmth” operation launched in 2023, the Emirates Red Crescent provided essential healthcare, sustenance, and shelter to half a million people across 31 countries. Previous campaigns have proven impactful, with Jordan witnessing aid distribution to 120,000 individuals, ensuring a more bearable winter season.

In response to the Syria-Turkey earthquake, the Emirates Red Crescent swiftly erected a shelter camp accommodating 300 individuals, equipped with vital provisions such as blankets, beds, and food packages. Concurrently, the construction of 1,000 solar-powered homes in Syria, costing $17.7 million, offered sanctuary to 6,000 displaced individuals, embodying the organization’s commitment to sustainable solutions.

Khajeh reiterated, “The objective is clear: to provide swift emergency response and effectively coordinate relief efforts.” The interview also highlighted the Emirates Red Crescent’s endeavors in Yemen, where mobile clinics have delivered vital healthcare services to remote communities. Since 2015, Yemen has received over $6.3 billion in aid, with close to 16,000 Yemenis benefiting from clinic services, underscoring the organization’s dedication to addressing long-standing humanitarian crises.

Moreover, the inauguration of the Umm Al Emarat Hospital for mothers and children in Comoros reflects the Emirates Red Crescent’s ongoing efforts to aid communities affected by natural disasters. Developed in collaboration with the UAE Embassy in Moroni, the hospital is poised to serve nearly 20,000 individuals, providing improved healthcare accessibility to those impacted by Cyclone Kenneth.

Khajeh also discussed the Emirates Red Crescent’s response to Pakistan’s 2022 floods, where aircraft dispatched with relief aid bolstered relief efforts. The “We Stand Together” initiative, launched in collaboration with various UAE humanitarian organizations, facilitated the distribution of emergency relief kits to affected women and children, emphasizing solidarity in times of crisis.

“In addition, the Emirates Red Crescent collaborated with several UAE humanitarian organizations to launch the ‘We Stand Together’ initiative, promoting the distribution of emergency relief kits to women and children affected by disasters, emphasizing unity in times of crisis. Furthermore, the Emirates Red Crescent participated in COP28 in Dubai at the end of last year, and they will also be participating in COP29 this year, continuing their efforts to address climate change and promote related humanitarian challenges.

In their endeavors, we see their unwavering dedication to serving humanity, transcending borders and barriers, offering hope to those in need. As they continue to tackle complex global issues, their steadfast commitment to humanitarian principles remains unwavering. 《The Icons》hopes that our interview report can shed light on their dedication and encourage more people to join in these meaningful global endeavors!”

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The NCKU Alumni Association UK, in collaboration with 《The Icons》, an international celebrity magazine from Singapore, hosted the “2023 Taiwan-UK Sustainable Development Forum” on the 16th of London time at Birkbeck, University of London. This forum was organized under the guidance of the World Taiwanese Chambers of Commerce, bringing together entrepreneurs, scholars, and elites from the UK, Taiwan, Hong Kong, Singapore, Malaysia, and various European countries to discuss solutions and engage in cross-border exchanges on sustainability issues.

SDGs Index Taiwan Organizer and former Cheng Kung University President Professor Huey-Jen Jenny Su, emphasized the importance of addressing issues like climate change from the perspective of higher education, focusing on the cultivation of sustainable talents. Professor Su encouraged NCKU’s alumni worldwide, including second and third generations, to contemplate sustainability issues based on their local observations and contribute to SDGs goals in cross-national issues and events.

Leslie Yu-Pei Tsai, CEO of the NCKU Future Smart Factory, highlighted NCKU’s global efforts in promoting ESG (Environmental, Social, and Governance) and SDGs issues, including core working groups such as “Forest Carbon Sink ESG,” “D4Climate Digital Climate Action,” “Campus Experimental Finance,” “University Impact Sustainability Index,” and “Impact Investment.” These initiatives will continue to be developed, and alumni from various countries are encouraged to work alongside their alma mater to promote global sustainability.

Dr. Dorothy Wei-Hua Chien, Chair of the Global Corporate Sustainability Development Promotion Committee, emphasized the importance of sustainable leadership thinking. He stressed the significance of “supply chain dialogues” in bridging communication between upstream and downstream manufacturers in the industry, focusing on the exchange of sustainable issues to collectively establish a sustainable net-zero mindset. Additionally, Dr. Chien highlighted the importance of internal sustainability thinking within organizations, enhancing the understanding of sustainability issues from board members to grassroots employees. This internal cultivation is expected to lead to ongoing refinements and strategies aimed at optimizing net-zero outcomes.

Shane Dai, Director of the World Taiwanese Chambers of Commerce Youth Committee and a long-term advocate for European sustainability issues, pointed out that early corporate social responsibility was merely charitable actions or donations from partial profits. Modern corporations need to focus on the three facets of ESG, as it not only enhances their image but also directly affects their financing capabilities and tax planning. In an era of increasing global population, intensifying climate change, and inflation issues, more capital is inclined towards companies that align with ESG standards. Companies neglecting this trend risk resource scarcity and decreased market competitiveness.

Sandra Cho, President of the NCKU Alumni Association UK, expressed his honor in collaborating with 《The Icons》 to hold the “2023 Taiwan-UK Sustainable Development Forum.” The event gathered influential figures from various fields worldwide who are pioneers in ESG and SDGs sustainability issues. They shared forward-looking insights and experiences to create a prosperous future that values human well-being and Earth sustainability. The NCKU Alumni Association in the UK is committed to assisting scholars in staying current and strengthening the connection between alumni and their alma mater, fully utilizing the role of overseas alumni associations.

Furthermore, Harry Hsu, a director of the World Taiwanese Chambers of Commerce Youth Committee and CEO of《The Icons》, stressed that promoting global sustainability issues must start with leaders, whether in corporations, international organizations, or economies. Only when decision-makers have a consensus can these issues be effectively implemented. Additionally, Hsu pointed out that in the current critical situation of sustainability issues, the concept of doing good without seeking recognition should be discarded. Leaders from all sectors must maximize the dissemination of their concrete actions or visions related to ESG and SDGs across borders to create a greater positive impact.

The post The 2023 Taiwan-UK Sustainable Development Forum Took Place, with the NCKU Alumni Association UK Raising Awareness about Sustainability among Overseas Chinese Communities first appeared on The Icons.

Suntory Group not only has outstanding achievements in the business field, but also remains committed to community building and arts when it comes to corporate social responsibility. Besides, Suntory promises to promote the coexistence of people and nature, including the protection of water resources.

Suntory Group unveiled a new technology called LiDR (Liquid Drawing) for the Consumer Electronics Show (CES) in Las Vegas. 《The Icons》had the honor to interview this international company to learn more about its new product and the sense of mission behind it.

“Suntory believes that while staying true to our mission, we can grow together with nature.” Through LiDR skill, Suntory turns liquid into a canvas. LiDR is a technology that uses 3D technology to draw letters and illustrations using beverages as a canvas. Using this technology, Suntory can convey art and share innovations through beverages, making people’s drinking experience happier and saving water resources at the same time.

Suntory’s LiDR technology conforms to the 9th of the United Nations’ 17 Sustainable Development Goals (SDGs), “Industry, Innovation and Infrastructure”, by turning beverages into works of art; and the 14th, “Life below Water”, allowing people to more effectively protect the ocean by saving water.

The post Suntory’s Latest LiDR Technology Can Also Paint in Drinks! first appeared on The Icons.

Imamura, who has been in the audio industry for over two decades, believes that NAG headphones will revolutionize the way we experience sound. “We wanted to create headphones that could generate sounds that would stimulate the brain and create a more immersive experience for the listener,” he said.

NAG headphones work by using EEG technology to read the listener’s brainwaves and generate sounds that match their mood and activity. For example, if the listener is feeling relaxed, the headphones will generate calming sounds, while if they are exercising, the headphones will produce energetic and upbeat sounds. The result is a personalized and dynamic audio experience that adapts to the user’s needs.

Imamura explained that NAG headphones are not just about providing a more enjoyable listening experience, but also about promoting wellbeing. “We wanted to create headphones that could help people improve their mental health and productivity,” he said. “By using neurofeedback, we can help users achieve a state of relaxation or focus that can have a positive impact on their overall wellbeing.”

One way Vie Style is achieving these goals is through their “Shair” initiative, which allows customers to donate a portion of their purchase to a charity of their choice. Imamura explained that Shair is not just about giving back, but also about creating a sense of community and connection between customers and causes. “We want to create a platform where people can come together and make a difference,” he said.

Imamura also emphasized the importance of transparency in the company’s operations. Vie Style is committed to using ethical and sustainable manufacturing practices and disclosing information about their supply chain to customers. “We want to be transparent about our processes and be accountable for our actions,” he said.

The post The Next Generation of Music Experience!  Vie Style CEO Yasuhiko Imamura：Detects The User’s Brain Waves to Adjust, Just Like A Head Massager first appeared on The Icons.

The theme of this summit was centered on tribal tourism, emphasizing that the world’s indigenous peoples must work together towards self-awareness, respect, and cooperation in order to sustainably promote tourism. In order to promote tribal tourism and Taiwan’s tourism industry, CIP held tourism matchmaking meetings in Sydney and Perth on March 10th and 15th, respectively. On March 15th, Robert Taylor, Executive Director of the Western Australian Indigenous Tourism Operators Council, Zhang Jiapu, President of the Taiwanese Chamber of Commerce in Western Australia, Chen Tingyu, Team leader of the Taiwan Visitors Association, and other representatives from 40 Taiwanese and Australian travel agencies were invited to attend the meeting for exchanges. 

CIP also brought 10 high-quality tribal tour itineraries to the event to showcase the rich beauty of Taiwan’s unique features, such as seasonal ceremonies, mountainous ancient roads, ocean knowledge, railway attractions, and outdoor camping.

CIP stated that the purpose of tourism is not only for sightseeing, but also for communication and understanding. They hope that the summit and tourism matchmaking meetings will serve as opportunities to let the world know about Taiwan’s rich tourist attractions and cultural diversity, and to establish international communication and cooperation, in order to make the world see the cultural charm of Taiwan’s indigenous peoples.

The post Council of Indigenous Peoples Minister Icyang Parod: Let the World Come to Experience Taiwan Indigenous Tourism first appeared on The Icons.