It is this structural gap that L’AcceleratOR, an initiative led by L’Oréal Groupe in partnership with the University of Cambridge Institute for Sustainability Leadership (CISL), has set out to address. Rather than concentrating on the generation of ideas, the programme engages with a more demanding and ultimately more consequential challenge: the conditions under which innovation becomes operational, embedded within supply chains, adopted by incumbents, and capable of sustaining commercial relevance at scale.

In a recent conversation with The Icons, Viola Jardon, Head of Innovation Programmes at CISL, articulated this distinction with clarity. The success of an innovation, she argues, is not defined by its ingenuity in isolation, but by its capacity to be absorbed into the systems it seeks to influence. Transformation, in this sense, is less a function of invention than of integration, determined by whether a solution can move beyond conceptual promise and withstand the practical, often unforgiving realities of industrial deployment.

From Commitment to System-Level Action

As sustainability consolidates its position at the centre of corporate strategy, a more consequential shift is taking place. What began as a response to external pressures has evolved into a redefinition of how value is conceived and created within the firm. It is within this reframed context that L’AcceleratOR has emerged, not as a conventional accelerator, but as a platform designed to test whether innovation can operate within the constraints and complexities of real industrial systems.

“If we were to describe it in CISL’s terms, what we are seeing is a shift from managing risk to redesigning systems,” said Viola Jardon. “In the past, sustainability was often treated as a matter of compliance or risk mitigation. Today, climate, resource constraints and broader societal challenges are understood as systemic risks, ones that, if left unaddressed, will fundamentally undermine long- term business models.”

The implications are structural rather than incremental. This transition requires companies to move beyond optimisation at the margins and towards a more fundamental reconsideration of how value is generated. It also brings into sharper focus a more immediate and practical question: how businesses can sustain growth and remain competitive within a low-carbon, resource-constrained and increasingly volatile environment.

“Leading companies are no longer asking how to become ‘more sustainable’,” Jardon observed. “They are asking a more fundamental question: how do we continue to grow within this new reality?” That question sits at the core of L’AcceleratOR’s design, and reflects a broader inquiry into how global leaders navigate transformation as a structural condition, rather than a temporary response.

The Systemic Barriers to Scaling Innovation

At first sight, the principal challenge confronting sustainable innovation appears to lie in the pursuit of technological breakthroughs. Considered from a systems perspective, however, the constraint is of a different order. A significant number of solutions have already reached technical maturity, yet continue to fall short of widespread adoption, indicating that the underlying obstacle is not invention, but integration.

“We often say that the greatest challenge is not a lack of innovation, but the fact that innovation is not embedded within systems,” said Viola Jardon. “Many solutions are technically ready, but they are not adopted at scale because they do not align with how businesses and markets actually operate, whether in procurement, supply chains, regulation, cost structures, or internal decision- making processes.”

Her observation underscores a persistent disconnect between innovation and implementation. From the perspective of the University of Cambridge Institute for Sustainability Leadership, for innovation to generate meaningful impact it must satisfy three conditions simultaneously: technical viability, commercial viability and system viability. The absence of any one is sufficient to limit its trajectory. Without integration into the system, even the most sophisticated solutions struggle to deliver durable change.

This pattern is well established. In its ongoing engagement with founders and industry leaders, The Icons has consistently observed that the decisive factor is seldom the quality of the innovation itself, but whether it can be adopted, financed and operationalised within the structures it seeks to reshape.

Embedding Innovation into Industry

Set against this broader shift, the logic underpinning L’AcceleratOR comes into sharper focus. The programme is not designed simply to cultivate early-stage ventures, but to address a more persistent structural gap: the distance between promising innovation and its practical adoption within industry. Its emphasis lies in enabling solutions to move beyond demonstration and into operational reality, where they can be tested, adapted and ultimately scaled within existing systems.

“The original intention behind L’AcceleratOR is to address a fundamental question: how do we move sustainable transformation from commitment to scalable action?” said Viola Jardon. “We see a strong willingness among companies to transition, yet the number of solutions that can be identified, validated and integrated into global value chains remains limited.”

It is at this juncture that the collaboration between the University of Cambridge Institute for Sustainability Leadership and industry becomes consequential. From its inception, L’AcceleratOR has been structured with a markedly different set of priorities from conventional accelerators. The objective is not simply to support growth in isolation, but to ensure that innovation is developed in direct relation to the operational realities of large organisations.

“If I were to summarise it in one sentence, I would say that L’AcceleratOR is a platform oriented towards deployment rather than growth,” Jardon observed. “We do not begin with technology; we begin with industry need, and place strong emphasis on embedding solutions within real corporate and value chain contexts.”

Within this framework, the definition of innovation itself is recalibrated. It is no longer judged solely by the novelty or performance of a product, but by its capacity to function within, and ultimately influence, the systems it seeks to transform.

From Product Development to System Change

For the teams selected, the value of L’AcceleratOR lies less in access or visibility than in a more fundamental shift in capability. As solutions are tested within real-world systems, founders are required to move beyond product development and engage with the operational complexity of industry.

“The most significant change is not a single opportunity, but a shift in capability,” said Viola Jardon. “Teams move from developing a product to understanding how to drive change within a complex system.”

This shift is necessarily multi-dimensional. It demands an ability to work with large corporates, to align with procurement and operational constraints, and to design models that can be deployed across markets. Once established, entry into global markets becomes less a question of access and more one of readiness.

It is a decisive inflection point. In practice, the adoption of innovation at scale is rarely determined by technical merit alone, but by whether it can function within, and contribute to, the systems it is intended to reshape.

Opportunities for Chinese Innovators: Scale Advantage and Global Complexity

From a global perspective, China has established a clear competitive edge in sustainable innovation. That advantage is not defined by technology alone, but by the scale, integration and efficiency of its broader industrial system, which enables solutions to be developed, tested and deployed at pace.

“China demonstrates three distinct advantages: its ability to scale, its depth of industrial integration, and the speed of market-driven innovation,” said Viola Jardon.

In this context, China functions not only as a source of innovation, but as a critical amplifier in the global transition. Yet as Chinese teams expand beyond domestic markets, they encounter a markedly more complex environment, shaped by differences in regulation, culture, infrastructure and competitive dynamics.

“There is no universal solution that can be applied across markets,” Jardon observed. “Differences in culture, regulation, competitive landscapes and infrastructure all shape how a solution can be deployed.”

Those that succeed internationally are seldom the ones that attempt to replicate their domestic models without adjustment. More often, they are teams capable of adapting their approach, recalibrating their value proposition and operating effectively across divergent systems. It is precisely this capability that L’AcceleratOR is designed to develop.

Entering the System: Why Waiting Is No Longer an Option

As the discussion draws to a close, Viola Jardon offers a perspective that cuts through much of the hesitation surrounding innovation and scale.

“Systems do not change on their own. Change comes from those who are willing to step into them.”

She challenges a familiar instinct among founders, the tendency to wait until every variable has been resolved before acting. In the context of sustainable transformation, such completeness is neither realistic nor necessary.

“Many founders wait until they feel completely ready. But in the context of sustainable transformation, no one is ever fully ready. What matters more is whether you are willing to test your solution within a global context, to work across industries and cultures, and to continuously adapt within complex systems.”

The implication is a reframing of readiness itself. It is not a condition to be achieved in advance, but a capability developed through engagement. The more pertinent question is no longer whether a solution is fully formed, but whether it is sufficiently robust to be placed within the environments where it can be tested, refined and made consequential.

Viola Jardon currently serves as Head of Innovation Programmes at CISL, where her work centres on building cross-sector partnerships, designing accelerator frameworks and shaping innovation ecosystems. With more than two decades of international experience spanning Asia and the UK, she

has focused on bridging global innovation systems while addressing structural disparities in access to venture networks.

Her contributions to startup acceleration and sustainable innovation have been widely recognised. She is a recipient of the SME News Award 2025, was named in the edie 100 as one of the UK’s most impactful sustainability leaders in 2026, and was a finalist for the Asian Women of Achievement Awards. She is also a TEDx speaker.

Applications for the L’AcceleratOR programme are now open. Interested teams are invited to consult the official application page for further details and submission guidelines. The deadline for this round is 6 May 2026 at 15:00 Beijing time.

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Against this backdrop, countries are beginning to seek new models of technological collaboration to accelerate the industrialization of AI and semiconductor research and development. Supported by Taiwan’s Ministry of Foreign Affairs (MOFA) and jointly promoted by the National Institutes of Applied Research (NIAR) and the Cybersecurity Hub CZ, theAdvanced Chip Design Research Center (ACDRC) Taiwan-Czech bilateral research program was born from these industrial needs and the trend in international technological cooperation. The program aims to establish a transnational semiconductor and AI technology cooperation platform by connecting Taiwanese enterprises, academic institutions, and Czech research units, attempting to advance research results into practical industrial applications.

Within the ACDRC program framework, a research team composed of Pedestal Inc. and National Taiwan University (NTU) has partnered with Brno University of Technology and the Czech Technical University in Prague. Their collaboration focuses on key issues such as large language model computing architectures and AI chip efficiency optimization, exploring how Taiwanese semiconductor technology can gradually enter the European market through transnational research cooperation.

In an exclusive interview with The Icons, a UK-based global entrepreneur media outlet, Pedestal Inc. CEO Kevin Hsu pointed out: “The real problem large language models encounter is actually memory and hardware costs.” He further explained, “When model parameters exceed 50 Billion, or even 100 Billion, the supply and price of DRAM become critical constraints.”

Against this industrial backdrop, Kevin Hsu and his team began to rethink the design direction of AI chips. By integrating the company’s technical capabilities, academic research, and transnational cooperation networks, Pedestal Inc. is attempting to find a new competitive path in the AI era, starting from the perspectives of computational efficiency and architectural innovation.

Kevin Hsu: What Enterprises Need for AI Adoption is Complete Technical Capability

At its inception, like most IC design companies, Pedestal Inc. originally aimed to launch its own chip products. However, during market engagement, Kevin Hsu and his team gradually discovered another need.

Many enterprises wished to integrate AI into their products but lacked chip design capabilities. On the other hand, directly adopting standard chips often made it difficult to meet their specific product requirements.

“Many companies want to adopt AI, but they don’t necessarily need a standard chip,” Kevin Hsu said. “What they need is a complete set of technical capabilities that enable AI implementation. To some extent, we are actually providing the entire design capability to our clients.”

This observation ultimately led to the transformation of Pedestal Inc.’s business model. The company shifted from “making chips” to “providing NPU IP and integration services,” establishing a complete AI development toolchain that forms an integrated workflow from model design and compiler to hardware architecture.This strategy enables Pedestal Inc. to offer highly customized AI chip solutions to enterprises, allowing the company to establish a differentiated position in the fiercely competitive AI chip market.

AI Chip Design is Redefining Efficiency

In the past few years, the narrative of the AI chip industry has almost entirely revolved around the computational power race. However, for many enterprise products, what truly determines competitiveness is not maximum performance, but efficiency:

“Enterprise products ultimately have to return to power consumption and cost. If you can achieve half the power consumption of others under the same computational power, the entire product competitiveness becomes completely different.”

This difference is particularly evident in edge AI applications, such as laptops, tablets, or drones, where energy efficiency is often more critical than raw computational power. The Neural Processing Unit (NPU) designed by Pedestal Inc. has achieved approximately 30% lower power consumption compared to mainstream market solutions in some application scenarios.

Kevin Hsu points out that the next phase of AI competition will likely no longer be a simple GPU computational power race. “GPUs are designed for general-purpose computing, but a lot of AI inference actually involves fixed pattern computations. If you design from the architecture level, you can achieve higher efficiency at the hardware level.”

With this in mind, Pedestal Inc. chose to design its NPU around a DSP-centric architecture, gradually developing an AI computing framework focused on low-power inference.

Connecting European and Asian Semiconductor Ecosystems

With the advancement of AI and semiconductor technologies, international research collaboration is gradually becoming a significant force for industrial innovation. Pedestal Inc.’s participation in the ACDRC Taiwan-Czech bilateral research program involves collaborating with Czech academic institutions, allowing research resources and industrial needs to interface on a common platform.

This cooperation focuses on technological research and development while establishing a framework for transnational talent cultivation and industrial exchange.

Dr. Jiří Háze, director of the ACDRC center and head of the Department of Microelectronics at Brno University of Technology, pointed out that ACDRC is progressively becoming an important platform connecting the European and Asian semiconductor industries.

“ACDRC integrates research, education, and industrial cooperation within a single framework, enabling transnational collaboration to operate long-term. Through such cooperation mechanisms, Czech students can gain a clearer understanding of the complete semiconductor industry chain, while Taiwanese companies can access research-oriented system design capabilities.”

In his view, Taiwan and the Czech Republic possess high complementarity in semiconductor talent cultivation. Taiwan has a complete semiconductor industry chain, allowing students to encounter the practical industrial environment early on. Czech engineering education emphasizes theoretical foundations and system design capabilities.

From Academic Research to Market Application: A New Model for Transnational Cooperation

For enterprises, the value of international research collaboration is often reflected in the connection between research results and industrial application. Through transnational cooperation mechanisms, companies can access the technological needs of different markets earlier, aligning research and development directions more closely with actual industrial scenarios.

Kevin Hsu noted that through collaboration with Czech universities, Pedestal Inc. has been able to access new industrial demands. For instance, in the European market, the importance of automotive electronics and industrial applications far exceeds that in the Asian market:

“The demand for automotive chips in the Czech market is very pronounced. This is an application area we have had less exposure to in the past.”

Dr. Jiří Jakovenko, ACDRC Executive Board Member and Vice-Dean of the Faculty of Electrical Engineering at the Czech Technical University in Prague, pointed out that ACDRC is designed precisely to make research results more accessible to industry.

“The most effective cooperation model is one where education, research, and industrial needs coexist,” said Jiří Jakovenko. “Through co-supervising graduate students, enterprise participation in research projects, and long-term internship systems, research results can enter the market more quickly.”

This collaborative framework is gradually transforming the exchanges between Taiwan and the Czech Republic from one-off research cooperation into a continuously operating transnational technology and talent network.

Redefining Roles in the Global AI Race

As generative artificial intelligence transitions from technological breakthroughs towards industrial application, the competitive logic of the semiconductor industry is also changing. In recent years, market focus has often centered on model scale and computational power metrics. However, as AI technology begins to enter practical product scenarios, the importance of chip architecture and energy efficiency is rapidly increasing.

In Kevin Hsu’s observation, the AI chip industry is likely approaching a new round of elimination. As more and more companies invest in AI accelerator development, the clarity of the technological roadmap will directly determine whether a company can survive the next phase of competition.

“In the end, the companies that remain will be those with very clear technological differentiation.” For Pedestal Inc., this roadmap has always revolved around the same core principle: low-power AI inference. The team designs computation units based on a DSP architecture and continuously optimizes data flow and system integration, aiming to establish a chip platform with superior efficiency advantages in edge computing and embedded devices.

Discussing the future technical direction of their products, Kevin Hsu provided a clear goal: “Our target is to launch the world’s lowest power AI inference chip within three to five years.” In his view, as AI technology gradually enters more terminal devices and application scenarios, the balance between power consumption and performance will become a crucial condition for product competitiveness. For Pedestal Inc., low power is not just a technical metric, but a design philosophy that determines whether a product can truly be adopted by the market.

Amidst these industrial changes, the research collaboration extending from Taiwan to the Czech Republic and Europe also provides new pathways for technological development. Through the transnational research platform established by ACDRC, enterprises, academia, and research institutions can promote technological research and development and application validation under a common framework, enabling research results to enter practical industrial scenarios more quickly:”Future competition in AI will not just be a battle of model parameters, but a contest of overall computational efficiency. Whoever can utilize computational power to its fullest extent under limited energy and hardware conditions will have a better chance of securing their position in this wave of the AI industry revolution.”

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Then chips stopped being just another component. They became strategic assets. Governments started talking about supply chain resilience and technological sovereignty like their national security depended on it, because in many ways, it does. Suddenly, the rules of the game shifted. Talent, technology, and industrial ecosystems became the new battlegrounds, and international cooperation had to be rethought from the ground up.

In the middle of this realignment, something interesting has been taking shape. With support from Taiwan’s Ministry of Foreign Affairs, a cross-border initiative called the Advanced Chip Design Research Center (ACDRC) has been quietly building bridges between Taiwan and the Czech Republic. It is not just another academic exchange program. It is a structured platform designed to connect two very different but surprisingly complementary semiconductor ecosystems.

On the Taiwan side, the center is driven by the National Institutes of Applied Research (NIAR). The Czech counterpart brings together three institutions: Masaryk University, Brno University of Technology, and Czech Technical University in Prague, operating under the umbrella of the CyberSecurity Hub CZ. The key figures include Jirí Háze, who serves as Director of the ACDRC Center and heads the Microelectronics Department at Brno University of Technology, and Jirí Jakovenko, a professor and vice dean at Czech Technical University in Prague.

When we spoke with them, both emphasized that this is not just about signing agreements and holding conferences. The center was built to do real work, training people, conducting research, and bringing industry into the conversation from day one. At a moment when everyone is worried about supply chains and who controls critical technology, this Taiwan-Czech partnership offers a different way of thinking about what international collaboration can look like.

Two Ways of Teaching, One Goal

If you put Taiwanese and Czech engineering education side by side, you would struggle to find two approaches that look more different. And that, it turns out, is exactly the point.

Taiwan’s semiconductor industry is a tightly integrated machine. Design, manufacturing, packaging, testing, it is all there, often within driving distance. Universities have built themselves around this reality. Students spend their undergraduate years in cleanrooms. They work on company projects. They learn the tools and processes they will use in their careers before they even graduate. When they enter the job market, they hit the ground running.

Jakovenko has watched this up close. The connection between Taiwanese universities and industry is extraordinarily tight, he told me. Students are working on real manufacturing processes and corporate projects while they are still in school. By the time they finish, they already know how to do the job.

The Czech approach could hardly be more different. It reflects a European tradition that prioritizes theoretical depth over practical training. Students spend years building a foundation in microelectronics, circuit design, materials physics. They learn to think systematically about problems. They understand why a chip works the way it does, not just how to make one.

At the same time, the universities maintain long-term cooperation with industrial partners, who provide guidance on the skills students need. Some industry experts also teach courses, and more than half of the instruction is devoted to practical lab or computer exercises. The universities take pride in their facilities, including clean rooms where students gain hands-on experience, which is uncommon in Europe.

Jakovenko sees the tradeoffs clearly. The strength of Czech education is that students develop a deep understanding of entire systems. They do not just learn a process, they understand the principles behind it. But when they started working with Taiwan, they saw something else. Students who get exposed to real industrial problems during their studies learn in ways that classrooms cannot replicate. The combination, he believes, is powerful.

Háze thinks about it in structural terms. The Taiwanese partners genuinely appreciate the theoretical depth Czech students bring to problems, he said. They think differently, more systematically. Meanwhile, the Czech side looks at Taiwan and sees how close integration between universities and industry can compress the time it takes to turn a graduate into an engineer. The center was designed to let these two models work alongside each other, each absorbing what the other does best.

The Challenge of Cooperation

Anyone who has worked in international collaboration knows how hard it is to move from a signed memorandum to actual results. The center tries to solve this problem through structure. Two working groups, one focused on talent cultivation and another on research collaboration, break the work down into pieces that can actually be managed and measured.

Háze walked me through how it works. The talent group brings Czech faculty together with Taiwanese universities and companies for curriculum discussions, joint student supervision, research coordination, and industry projects. It flows both ways. When the Czech side designs a new microelectronics course, they might consult with Taiwanese industry about what skills weigh more on the ground. When Taiwanese partners shape a research agenda, they might draw on Czech expertise in system-level design.

The research group operates with a similar philosophy but a different focus. Projects are designed from the start with applications in mind. This is not blue sky academic work. Háze emphasized that the structure deliberately aligns research with industrial needs. Projects that involve direct collaboration with Taiwanese companies are particularly promising because they force everyone to think about technical requirements and market conditions from the beginning, not as an afterthought.

This approach is changing how students experience international exposure. In the past, studying abroad often meant language practice and cultural immersion, valuable but limited. Under this framework, students land in real research environments. They work on actual problems.

Jakovenko has seen the impact in their feedback. The biggest takeaway, students tell him, is understanding the whole development chain. Design, simulation, testing, deployment, they see how it all connects. Working in Taiwan pushes them technically, but it also builds confidence in navigating international teams and thinking globally about their work.

The Moment It Became Real

Every collaboration has a turning point, the moment when participants stop treating it as a temporary project and start seeing it as something worth building for the long term. For this center, that moment came around the second year.

The first students returned from Taiwan with stories about what they had learned. Jointly supervised papers started appearing in journals. Industry partners, having seen what the collaboration could do, began proposing their own research questions. The pieces started fitting together.

Háze described watching this shift happen. Activities that began as exchanges started becoming routine. Training programs under the talent group became regular events. Research collaborations under the other group kept expanding. When partners started applying for additional funding to extend projects within the existing framework, it signaled something important. They were no longer treating this as an experiment. They were investing in a relationship they expected to last.

That kind of institutional commitment matters for reasons beyond just continuity. It builds trust, and in semiconductors, trust is everything. Háze pointed out that cross-border technical collaboration inevitably runs into sensitive territory. Intellectual property, concerns about technology transfer, commercial secrets, these issues do not go away just because everyone has good intentions. The only way through them is relationships built over time. When people trust each other, they can have honest conversations about risks and boundaries. Without that trust, collaboration never moves past the superficial stage.

Jakovenko sees this playing out in the details of joint research. When you co-supervise PhD students from two different countries, you have to agree on basic questions. What is the goal of the research? Who owns the results? How and when can findings be published? Those conversations require a foundation of mutual confidence. Once that foundation is there, the conversation shifts. People stop worrying about protecting themselves and start asking how they can make the work more valuable together.

Bridging the Valley of Death

There is a well known problem in technology development. Great ideas come out of university labs all the time. Many of them never go anywhere. The gap between a promising concept and a viable product is wide, and most innovations die somewhere in between. Researchers call it the valley of death.

The center was designed with this problem in mind. Háze explained the logic. In Europe, moving from academic research to market deployment requires coordination among universities, industry partners, and applied research organizations. The center tries to accelerate that process by getting everyone involved early. When industry comes to the table at the project planning stage, research teams think differently. They worry about whether something can be manufactured at scale. They consider cost. They pay attention to how mature a technology really is. Those questions do not naturally occur to academics focused on publishing papers, but they are exactly the questions that determine whether a discovery ever becomes a product.

This applied focus is shifting how young researchers in the Czech Republic think about their work. For a long time, academic success was measured in publications and citations. Those things still matter, but Jakovenko has noticed something changing. More young scholars are starting to care about whether their research actually does something in the world.

He also sees it in the job market. PhD students and postdocs who have been through this program are unusually competitive when they start looking for positions. They have the academic credentials, but they also know how to work across cultures, how to understand what industry needs, and how to translate their technical knowledge into practical solutions. That combination is rare, and European high tech companies are beginning to notice.

There is a concrete example playing out right now. Jmem Tek, a Taiwanese semiconductor startup that got involved in the center’s research activities, decided late last year to open a subsidiary in Prague. They will hold an official opening in April, bringing together representatives from government, industry, and academia from both countries. The company started with academic connections. Those connections led to research collaboration. That collaboration led to enough trust that they decided to put down roots on the other side of the world. It is exactly the kind of trajectory the center was designed to enable.

Where This Could Go In The Future

We asked both professors what they hope this looks like in ten years. Their answers, independently given, pointed in the same direction.

Háze imagines the center evolving into something broader. A recognized hub for joint doctoral training. An incubator for research that actually matters to industry. A mechanism that connects academic and industrial partners across borders. Eventually, he hopes, it can open up to more partners across Europe and Asia, letting the network grow organically from the foundation they have built.

Jakovenko thinks about it from a European perspective. The continent is rethinking its entire approach to semiconductors. The European Chips Act and various national initiatives are all trying to build more resilient ecosystems. In that context, the center offers something useful. It is not trying to create new institutions from scratch. It takes existing strengths and builds a framework around them. That lightweight but structured approach, he believes, might be exactly what international collaboration in high tech fields needs to look like going forward.

He also offered a final thought that stuck with me. At a moment when semiconductors are at the center of geopolitical competition, when countries are scrambling to build walls and hoard talent, this partnership suggests a different path. Instead of trying to go it alone, it brings complementary strengths together. Instead of treating knowledge as something to protect, it treats it as something that grows when it flows.

Háze put it simply. Real technological sovereignty, he said, does not mean closing yourself off. It means having the ability to collaborate globally and benefit from it. In an era defined by competition over chips and the people who design them, that is a lesson worth remembering.

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The discussions centred on critical themes including advanced materials, low-carbon technologies, energy infrastructure and next-generation semiconductor manufacturing. Leading research institutions and industry figures from across Europe and Asia gathered to exchange insight and explore new models of cooperation.

During the forum, Dr. Jiunn-Yih Chyan, Chief Operating Officer of DEUVtek, was invited to deliver a keynote address. He shared perspectives on the silicon carbide materials revolution, sustainable manufacturing and the future trajectory of advanced packaging technologies. His insights drew significant interest from European research bodies and global industry stakeholders.

As the forum’s media strategy partner, the London editorial team of the British publication The Icons conducted an in-depth interview with Dr. Chyan at the Entopia Building, capturing his views on the global semiconductor ecosystem, sustainable production models and the innovation pathways shaping the industry’s future.

The Turning Point in Materials Technology: From Industry Pain Points to Innovation Momentum

When discussing the founding vision of DEUVtek, Dr. Chyan did not shy away from the realities of the industry. Instead, he addressed the core issues with a distinctly strategic perspective. He noted that the rapid expansion of AI, electric vehicles, 5G and low-Earth-orbit satellites has pushed global expectations for semiconductor materials and energy efficiency into a new era.

Traditional silicon is no longer sufficient for the demands of emerging technologies. While silicon carbide (SiC) and gallium nitride (GaN) offer significant performance advantages as next-generation compound semiconductors, their extreme hardness, corrosion resistance and processing challenges have created structural bottlenecks for the industry—particularly in achieving mass production and reliable yield rates.

In the interview, Dr. Chyan outlined this technological inflection point with clarity: “Breakthroughs in materials do not automatically translate into value. If manufacturing processes cannot keep pace, material revolutions will never truly enter the industry.” His analysis reflects a growing consensus across the semiconductor sector: the next decade of competition will hinge not only on material innovation but also on whether manufacturing processes can accommodate new materials and build a stable supply chain.

“DEUVtek was established on the basis of these industry realities,” he emphasised. “What I want to highlight is that companies must begin with the structural pain points of the value chain and grasp the challenges shared across global markets. Only then can they define their position in the next wave of technological evolution.”

DeepThinning: A Technical Breakthrough Reshaping Silicon Carbide Manufacturing

When discussing DEUVtek’s core DeepThinning technology, Dr. Chyan spoke with the precision of a scientist, outlining both its technical significance and its broader industrial implications. He explained that while silicon carbide offers unparalleled advantages in energy conversion efficiency, voltage resistance and thermal conductivity, its extreme hardness and corrosion resistance have made traditional machining methods—such as mechanical grinding and gas etching—reach their limits in efficiency, yield and consumable costs.

DeepThinning replaces these consumable-intensive processes with an innovative optical-laser mechanism that enables entirely non-contact manufacturing. This dramatically reduces wafer breakage and significantly increases processing speed. “When a process no longer relies on mechanical force, the issues of material stress and wafer breakage can be solved at their root,” Dr. Chyan noted. “This is not just an improvement in efficiency; it is a fundamental redefinition of the logic behind silicon carbide processing.”

In measurable results, DeepThinning has reduced breakage rates from the industry norm of around 3 percent to below 0.1 percent, enabling stable mass production of ultra-thin wafers below 50 micrometres. With consumables essentially eliminated, overall manufacturing costs fall by roughly 20 percent. The process also removes diamond grinding wheels, oil-water cleaning and consumable waste streams—major sources of carbon emissions—ushering silicon carbide production into a genuinely sustainable model.

According to Dr. Chyan, the technology has attracted significant attention from research groups at Cambridge precisely because it delivers three forms of high-level global impact: a restructured cost model, enhanced industrial scalability and a practical pathway for embedding sustainability into next-generation semiconductor manufacturing.

The Taiwanese Model of Sustainable Manufacturing: Systemic Resilience Built Within Constraints

When speaking about sustainable manufacturing, Dr. Chyan analysed Taiwan’s position through a broad structural lens. He pointed out that Taiwan is not only a global centre for advanced semiconductor manufacturing, but also one of the first regions to confront the constraints of limited water, electricity and land resources, alongside intensifying international pressure on carbon emissions. The fact that Taiwan continues to maintain the world’s highest yield rates and the most complete supply chain under these conditions reflects what he describes as a form of “systemic resilience”: the ability to keep innovating despite multiple constraints.

During the interview, he emphasised: “Taiwan’s strategic importance does not rest solely on technological leadership, but on its ability to practise sustainable manufacturing under resource pressure.” This form of sustainability is not an optional add-on, but an embedded element of Taiwan’s entire production logic.

Dr. Chyan explained that DeepThinning fits squarely within this context. By reducing carbon emissions, eliminating consumables and improving production stability, the technology becomes a key component of Taiwan’s strategy for a sustainable global supply chain. It enables silicon carbide manufacturing to achieve both environmental benefit and industrial competitiveness—an advantage that will shape Taiwan’s role in the next generation of semiconductor development.

International Expansion: Europe as the First Proving Ground for Technology and Policy

When asked why Europe was chosen as the starting point for DEUVtek’s international expansion, Dr. Chyan offered a clear, strategy-driven explanation. Europe, he noted, is simultaneously the global architect of sustainability regulations, a major centre for compound-semiconductor research and the region with the most ambitious energy-transition policies. Just as crucial is the continent’s shift toward a “local for local” production model in response to geopolitical tensions and a fragmented supply chain. Under this model, companies that can demonstrate sustainable processes, high reliability and the ability to build localised operations gain trust and market access far more rapidly.

He also highlighted the pivotal role of the National Institutes of Applied Research (NIAR): “NIAR provides the practical mechanisms that connect Taiwan directly with Europe’s research institutions, policy networks and technological ecosystem.”

Through instrument-sharing frameworks, cross-disciplinary projects, international research agreements and overseas research hubs such as the ACDRC (Advanced Chip Design Research Center, established by Taiwan’s Ministry of Foreign Affairs and the Czech Republic), Taiwanese companies can integrate swiftly into Europe’s technology system and validate their innovations under some of the world’s strictest standards.

According to Dr. Chyan, this approach is not only about expanding markets; it is, more fundamentally, about gaining “access to the arena of international technology governance.”

Becoming a Driving Force in the Global Reconfiguration of the Semiconductor Supply Chain, Not Just an Equipment Provider

Looking ahead, Dr. Chyan observed that the global semiconductor industry is shifting from a “process-scaling race” to a “system-performance race”. Heterogeneous integration, 2.5D and 3D packaging and the rise of chiplet architectures will define the next phase of industry development, and Taiwan sits firmly at the centre of this transition. With its dense technical capability and fully developed ecosystem in advanced packaging, Taiwan is uniquely positioned to shape the global chiplet landscape.

Against this backdrop, DEUVtek’s role is becoming increasingly distinct: to serve as a pivotal equipment provider in advanced packaging and new-material manufacturing, while using its R&D base in Taiwan to establish trusted technological footholds across Europe and the United States.

“Our aim is not to chase scale, but to become the most reliable technological partner amid the uncertainties of the global supply chain,” Dr. Chyan emphasised. “This strategic model will enable DEUVtek to act as a system-level force in the reconfiguration of the global semiconductor supply chain, rather than merely a supplier of individual equipment.”

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Dr. Hsu-Wei Fang, Founder of Biotegy Corporation and Professor of Chemical and Biomedical Engineering at National Taipei University of Technology, has stepped into the industry with this mission in mind. Having spent years at the intersection of chemical and biomedical engineering, he has repeatedly witnessed research achievements remain confined to papers or laboratories, never advancing into clinical practice. This gap revealed to him that, while Taiwan excels in healthcare and manufacturing, it continues to fall short in the crucial “last mile” of translating knowledge into application. Determined to fill this void, he chose to position himself between academia and industry, combining the rigour of a researcher with the pragmatism of an entrepreneur to strengthen the weakest link in the value chain.

Speaking in an exclusive interview with《The Icons》International Leaders Magazine, Dr. Fang reflected on his entrepreneurial starting point. He noted that while many studies carry significant academic value, without clinical adoption they remain confined to the ivory tower. Through Biotegy, his goal is to bring knowledge into industry and embed it within real market needs.

“Research is not the end point. Only by pushing knowledge into the clinic, transforming it into products that can be genuinely used, that can change patients’ lives and drive industry forward, can innovation be considered complete. Otherwise, all efforts remain no more than figures on paper,” Dr. Fang affirmed.

Dr. Hsu-Wei Fang: Innovation Is Only Complete When It Reaches the Clinic

The development of medical devices is a path few are willing to take. From identifying clinical needs, to design, animal testing, regulatory trials, clinical validation, and finally certification and market entry, every stage is lengthy and exacting. The journey often takes years, if not longer, and requires vast financial resources while carrying high levels of risk. For Taiwan’s predominantly small and medium-sized enterprises in the medical device sector, such a burden is almost insurmountable.

“Taiwan does not lack results, but too many outcomes remain stuck at the surface, visible yet never making it into the clinic,” remarked Dr. Hsu-Wei Fang. Faced with overwhelming costs and risks, many companies have chosen the safer route of agency and trading, importing products from major international brands to maintain revenue. While this may provide short-term stability, it has also meant forfeiting the opportunity to build home-grown brands.

After years of observing the industry, Dr. Fang realised that if no one was prepared to take this most difficult road, Taiwan’s medical device industry would remain confined to the periphery of the value chain, without a voice on the international stage.

“Medical devices are not ordinary products that can be made overnight. They require time, clinical validation, and far more patience than other industries,” he explained. It is precisely this lack of patience and long-term commitment that has prevented Taiwan from nurturing brands capable of securing a position in the global market.

Determined to break this cycle, Dr. Fang founded Biotegy Corporation with a different vision from the outset: to open new possibilities for the industry through a gradual yet steady approach. The first step was to support agents in transforming from simple distributors into enterprises capable of truly owning their brands and products. This shift was not merely about technology transfer; it was about helping partners recognise that “MIT medical devices” could rival the quality of international giants while offering cost-effectiveness.

Once this foundation had been established, the second step was to channel resources into genuine innovation, concentrating research and development on high-value medical devices, building patent portfolios, passing rigorous clinical trials, and ultimately pushing Taiwanese innovations onto the international market.

Finding the Answer Between Academia and Industry

For Dr. Hsu-Wei Fang, being both a professor and an entrepreneur is not a contradiction but a mutually reinforcing force. Having taught for many years at National Taipei University of Technology, he is familiar with the rigour of academic research, yet he also knows that the greatest question for students and researchers is often not “Can it be published?” but “Can it truly be used?” This environment gradually made him realise that research which cannot be designed to reach the clinic and the market is ultimately incomplete. “At the university, I can ask ‘why’ without limitation; in industry, I must answer ‘how’, how to make it work in practice,” he explained.

This shift of roles gave him a clear view of the industry’s greatest gap. It is not the absence of talent or results, but the lack of people willing to take responsibility for carrying research through to the very end. How patents are structured, how clinical trials are arranged, and how funding is allocated are all sources of pressure, but they are also choices to be made.

“Many studies are not without breakthroughs, yet they stall because no one is willing to take the hardest step of pushing them into the clinic. That step is the most difficult, but it is also the most decisive,” Dr. Fang observed.

In his view, research should be judged from the very first day by its ability to be applied. This is why he has chosen to dedicate his time and resources to the most challenging part of the value chain. Only when someone is prepared to bridge this gap can the true value of innovation be realised.

Bringing Everyone to the Same Table to Make Processes Faster and Risks Smaller

For Dr. Hsu-Wei Fang, Biotegy Corporation has never been merely a company; its true value lies in acting as a connector. The development of medical devices often spans academia, clinical practice, manufacturing, regulation and sales, with any single break in the chain capable of halting an entire project. Biotegy’s role is to align these forces on the same track so that research can move more swiftly into products ready for clinical use.

“Academics understand the technology, doctors know the needs, factories have the ability to produce, and regulators ensure compliance. Yet if each works in isolation, the product will never materialise,” Dr. Fang explained.

This integrative capacity is what he regards as the industry’s greatest lesson, drawn from years of observing international markets. In Europe and the United States, he saw different companies jointly investing in standardised testing simply to shorten product verification timelines. That was when he realised that industrial progress is not solely about competition, but also about collaboration. Once someone assumes responsibility for bringing the process together, the entire ecosystem stands to benefit.

“What we aim to do is bring everyone to the same table, making processes faster and risks smaller,” he remarked. In practice, Biotegy is not only about developing new technology. It is about transforming clinical problems into engineering solutions, scaling them through manufacturing, and ensuring that both regulators and markets can approve and adopt them. The process is more complex than research alone, yet it offers a far greater chance of ensuring that outcomes truly reach the clinical setting.

Dr. Hsu-Wei Fang: Taiwan’s Medical Technology Should Not Rely Forever on Agencies

Biotegy Corporation’s first challenge was to develop barbed sutures and lifting threads entirely from scratch. Though these devices may appear basic, they involve complex hurdles of material design, clinical testing and regulatory review. Normally, securing certification for Class II medical devices takes several years, yet Biotegy achieved approval in just over two years. This milestone not only brought the product successfully to market and earned the trust of doctors and distributors, but also marked a turning point for Taiwan’s medical device sector: for the first time, a local team had demonstrated that it could pass rigorous scrutiny and win market acceptance on its own merits.

“From starting at zero to securing certification, it took us just over two years. The pressure during that period was immense, but the outcome proved that Taiwan does not need to rely indefinitely on agents. We can stand on our own capability and still be recognised by the market,” recalled Dr. Hsu-Wei Fang.

Building on the success of sutures, the team soon pushed into more challenging territory. Within about three years, they secured two Class III medical device certifications: one for a polylactic acid (PLA) dermal filler and another for a modified starch haemostatic agent. These products required rigorous clinical trials and extensive regulatory review, processes that usually take major international companies over five years to complete for a single item. Biotegy, however, managed to accomplish both in quick succession.

“Class III medical devices carry the highest barriers, yet we succeeded, and not just once but twice in succession. For the team, this was not only a boost of confidence but also a clear answer for Taiwan’s industry,” Dr. Fang explained.

Today, these products have gone beyond the domestic market. The PLA filler has already obtained international certification and entered overseas distribution. From sutures to fillers and haemostatic agents, Biotegy’s string of achievements has positioned it as a team capable of delivering both speed and quality, offering Taiwan’s medical device sector a glimpse of new possibilities.

A Differentiated Strategy to Open Global Markets

This September marked a pivotal step for Biotegy Corporation as it took part in the Thailand International Medical Exhibition. For the company, this was not simply a trade fair, but a clear declaration to the world: MIT medical technology is ready to enter the global stage.

“This was our first time abroad, and I wanted people to see more than just one product. I wanted them to see the real research and manufacturing strength of Taiwan’s medical device industry,” said Dr. Hsu-Wei Fang. For him, the decision was not a hasty move, but a natural extension built on the foundation of several successful milestones. In his view, internationalisation requires a solid record as its backbone. Only after establishing a strong domestic presence does a brand have the credibility to step onto the next stage.

At the exhibition, Biotegy set out three objectives: to promote its existing advanced medical devices and secure long-term partnerships with international distributors; to showcase its degradable polymer materials platform and attract contract development opportunities; and to explore strategic alliances while considering future options in mergers, acquisitions and capital markets.

“The real challenge of internationalisation is not merely about exhibiting abroad, but about being accepted by different markets,” Dr. Fang emphasised. In Western markets, demand centres on cutting-edge solutions, while in many emerging markets the first question is whether the product is affordable. Biotegy must balance both, demonstrating technological excellence while ensuring that products remain accessible at reasonable cost.

He illustrated the point with a simple example. Temporary dentures may no longer be considered innovative in the United States or Europe, but they remain in high demand across emerging markets. Success, therefore, depends on tailoring solutions to the conditions of each market so that innovation is not a luxury reserved for the few, but a practical solution available to many.

Biotegy’s international strategy is built on this differentiated approach: using advanced products to prove its technical strength, while deploying affordable solutions to unlock wider markets. This combination of stability and flexibility has allowed the company to showcase a distinctive competitiveness on the global stage.

Starting with the End in Mind: Taking MIT Medical Technology to the World

After a decade of steady progress, Biotegy has already laid a solid foundation for Taiwan’s medical device sector. Through a series of achievements, it has proven that local teams are not destined to rely solely on agency models, but can enter high-barrier markets on their own merits. Yet for Dr. Hsu-Wei Fang, this is only the beginning. He looks to the next ten years with the hope that medical technology will become Taiwan’s next global identity, drawing talent, resources and expertise together.

“One day, I hope medical technology can stand alongside semiconductors as a core industry that attracts both talent and resources,” Dr. Fang noted. Achieving this vision, in his view, requires more than enterprise effort and innovation. Institutional support and a robust ecosystem are just as crucial. He calls on the government to lower barriers to innovation, while maintaining safety standards, so that younger teams have the opportunity to take part. At the same time, start-ups, established companies, academia and investors must join forces in a relay that drives the industry forward. Only then can Taiwan’s medical device sector secure its place in the global market.

For Dr. Fang, “starting with the end in mind” is not just a belief but also a responsibility. By beginning with clinical needs and addressing each gap in turn, research has a real chance of becoming practical products and the industry can gradually build international influence. His decade of work has shown that MIT no longer stands simply for contract manufacturing; it can also represent brands, breakthroughs and values recognised on the world stage.

“Starting with the end in mind means ensuring every innovation reaches the point of real application. Only when it reaches that stage can it change a surgery, transform a hospital, and ultimately shape the future of an entire industry,” he affirmed.

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In Taiwan, Ryan Lin stands at the forefront of this fintech revolution. A scholar and a practitioner, Lin bridges law, finance, and technology. He currently serves as Associate Professor and Director of the Department of Financial Technology Applications at Ming Chuan University, and sits on the boards of the Consumers’ Foundation and the Financial Ombudsman Institution in Taiwan. For years, he has been advancing Taiwan’s financial regulatory policies, blockchain applications, and ESG finance, laying the groundwork for the future of fintech.

“Fintech is not merely a technological innovation.It is a reinvention of systems and trust mechanisms,” says Lin. He believes that the evolution of currency is deeply tied to economic development, and the rise of blockchain, AI, and digital finance is redefining the global financial landscape. Taiwan, he argues, must take a more active role in this transformation. In an interview with《The Icons》, Lin emphasized that the true value of fintech lies not in technology itself, but in how it reshapes people’s understanding of value, transactions, and trust, ultimately forming new economic structures and societal norms.

“Finance is, at its core, about trust. Technology enhances that trust through transparency and efficiency. In the future, fintech will not only serve markets, it will also shape global governance, environmental sustainability, and social equity. It will be a driving force for the world’s progress.”

From Law to Fintech: A Cross-Disciplinary Explorer

Ryan Lin’s academic journey bridges law, finance, and technology, a rare and powerful combination that allows him to precisely navigate the complex intersections of regulation, industry needs, and emerging technologies. His research not only focuses on the evolution of financial regulations but also examines how disruptive innovations are reshaping the operations of traditional financial systems, creating both new opportunities and unprecedented challenges. This unique interdisciplinary expertise has positioned him as a key driver in Taiwan’s financial technology policy and regulatory development.

In 2018, Lin led the drafting of Taiwan’s “Self-Regulatory Agreement for Virtual Currency Exchanges.” At a time when global consensus on digital assets was still lacking, his work emphasized consumer protection and helped establish a transparent, secure, and regulation-aligned trading framework. This marked a major milestone in Taiwan’s fintech regulatory history. The bottom-up supervision model he helped develop for virtual assets also laid the groundwork for managing future technologies such as AI and quantum computing, providing both structure and flexibility. It increased market trust and enabled Taiwan to participate in global digital finance discourse with credibility and professionalism.

“A scholar and educator’s responsibility is not just to conduct theoretical research, but to ensure knowledge creates real impact in society,” says Lin. He believes that while the law should serve as a safeguard, it must evolve with technological advancements. Otherwise, regulations risk becoming obstacles to innovation rather than enablers. Recognizing the limitations of traditional supervision in fast-moving digital markets, he actively contributes to policy design and champions issues such as green finance, ESG investment, and digital currency regulation, seeking a harmonious balance between innovation and governance.

Beyond policy, Lin’s influence extends deeply into education. He is committed to cultivating fintech-ready talent through immersive, market-aligned learning. Under his leadership at Ming Chuan University, students are equipped not only with academic knowledge of blockchain, AI applications, and financial regulation but also gain real-world experience through collaborative projects with financial institutions. His mission is to close the gap between academic training and industry needs, ensuring students graduate with practical, job-ready skills.

This hands-on approach has made his students highly competitive upon entering the workforce and has turned Taiwan’s fintech education model into a rising standard in Asia. Lin’s work demonstrates that true innovation is not only about technological advancement, it’s about aligning expertise, systems, and values to build a more inclusive, transparent, and sustainable financial future.

A Practitioner of FinTech: Driving Global Impact

Today’s financial markets have entered a pivotal era of digital transformation, where tech-driven innovation is redefining the financial ecosystem. Technologies such as blockchain, artificial intelligence (AI), digital currencies, and ESG investments are at the forefront of global attention. Regulatory bodies, corporations, and academia around the world are reevaluating their strategies to adapt to this rapidly evolving landscape. In this context, Ryan Lin, Director and Associate Professor of the Department of Financial Technology at Ming Chuan University, is leading Taiwan’s participation in the global FinTech movement, not only through academic research but also via policy development, industry collaboration, and international engagement.

Professor Lin strongly advocates for integrating academia with industry. He believes that universities must go beyond theory and evolve alongside market trends. Under his leadership, students engage directly with industry players during their studies, preparing them with real-world skills. This practice-oriented model has earned Taiwan greater visibility in the international FinTech talent arena. Many of his students now serve as key drivers in the field, contributing to the advancement of tech-based finance.

Beyond education, Professor Lin is deeply invested in exploring how FinTech can accelerate sustainable development. He sees technology not merely as a tool for capital gain but as a mechanism to address global challenges. He has conducted extensive research on the applications of blockchain in carbon trading, green finance, and ESG investments, while closely monitoring relevant policy developments worldwide.

Looking ahead, he aspires to participate in global platforms such as COP30 to collaborate with international experts on how FinTech can drive impact in sustainability, carbon markets, and environmental finance regulation. He stresses that this is not only a matter of national policy but also a call for corporate accountability and long-term financial stability.

“The future of finance is not just about the movement of money, but about the exchange of data and trust,” Lin asserts.

He believes blockchain’s decentralisation can enhance market transparency, while AI strengthens risk management and decision-making. Together, these technologies will transform financial markets into engines of global sustainability and social equity.

With a commitment to innovation, regulatory foresight, and global cooperation, Ryan Lin envisions a more equitable, efficient, and sustainable financial ecosystem, one where FinTech is not only a force for economic growth, but also a catalyst for societal progress.

Building a World-Class FinTech Ecosystem

“Taiwan possesses advantages in blockchain technology and financial regulation, and should actively participate in the global market to enhance its international influence,” emphasised Ryan Lin. He believes that while Taiwan has already established a world-leading position in technological industries, particularly semiconductors. There remains substantial room to grow in the global FinTech arena. As global financial systems advance toward digitisation, decentralisation, and intelligence, Taiwan must develop a more robust regulatory framework to attract international enterprises and capital, thereby increasing its value and voice within the FinTech value chain.

He pointed out that the evolution of FinTech is moving toward greater efficiency, transparency, and sustainability, driven by breakthroughs in three major areas. First, the rise of decentralised finance (DeFi) and Web 3.0 is reshaping the traditional role of banks and financial institutions. With smart contracts and blockchain technology, capital flows can become autonomous and disintermediated, and transaction transparency significantly improved, leading to more open financial markets. However, this shift presents new challenges for regulators, ensuring market stability and preventing financial crime while maintaining room for innovation will be a critical issue for governments worldwide.

Second, the deepening of ESG and green finance is transforming the core value of financial markets from mere profitability to emphasising corporate sustainability and social responsibility. Lin argues that financial institutions and regulators should leverage blockchain technology to enforce carbon trading, environmental audits, and accountability, establishing more transparent and traceable standards. This would ensure that capital flows toward projects and companies with a genuinely positive environmental and social impact. He believes that FinTech should not only drive economic growth but also serve as a powerful tool for advancing global sustainable development.

Third, the integration of AI and big data is revolutionising how financial markets operate. AI-driven risk assessments and decision-making mechanisms enhance fraud detection, increase market transparency, and support investors and enterprises in making more informed decisions. However, such advancements come with concerns around data privacy and ethical risks. Lin stresses the need for financial institutions to balance efficiency with regulation, ensuring that AI is not misused for market manipulation or information asymmetry, but instead contributes to fairness and stability in the financial system.

Lin urges the Taiwanese government to proactively revise existing laws and regulatory mechanisms to enable businesses to develop innovative FinTech applications within a compliant environment, while remaining aligned with international standards. He hopes to further engage in policy-making efforts with the United Nations and global financial institutions, using international dialogue and cooperation to spotlight Taiwan’s FinTech industry on the world stage. His vision is for Taiwan not only to become a FinTech hub in Asia but also to secure a meaningful presence in the global financial ecosystem.

“In the next five years, I hope to see Taiwan’s FinTech shine globally,” Lin says, “and I aim to foster more international collaborations that give young people the opportunity to be part of this transformation.” He believes that FinTech is more than a measure of industrial competitiveness, it represents a global conversation about trust, responsibility, and the future. This transformation doesn’t belong only to financial institutions or tech firms, it belongs to every generation that will shape and live through it.

A Driving Force Behind Technological Innovation and Financial Transformation

Ryan Lin is not only an academic, but also a practitioner and policy architect actively advancing the development of fintech. His research extends far beyond theory, delving into industry collaboration, regulatory frameworks, and international cooperation, influencing the financial ecosystem in Taiwan and beyond. At a time when digital transformation is accelerating, blockchain is disrupting traditional models, and ESG finance is becoming a core responsibility for enterprises, Lin stands at the forefront of change, thinking ahead about the future trajectory of financial innovation.

His influence spans academia, industry, and policy. From regulatory design to technological application, from talent development to global partnerships, Lin has both witnessed and shaped the transformation of the financial landscape. His in-depth studies on financial regulation have supported the government in crafting frameworks for digital currencies and blockchain governance. Through close collaboration with industry, he has promoted the advancement of decentralized finance, smart contracts, and AI-powered risk control systems. As an ESG advocate, he works to ensure finance becomes a force for sustainable development. His efforts are helping Taiwan’s fintech sector gain visibility on the global stage, building a more transparent, just, and sustainable financial ecosystem.

“Technology will inevitably change the future of finance,” Lin reflects. “But at its core, finance is still built on trust. Blockchain enhances transparency, AI boosts efficiency, and digital finance expands possibilities, yet the true end goal of these technologies should be the creation of a fairer, more sustainable economic system, not the deepening of existing inequalities. We may not be able to stop technological progress, but we can shape how it defines our world.”

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“We’ve never pursued research for its own sake, it’s always been about solving real-world problems,” Dr. Tsai affirms. As a national research institute under Taiwan’s National Science and Technology Council (NSTC), NIAR not only responds to the demands of national science and technology policy, but also serves as a critical platform and enabler. Building bridges among academia, industry, and policymaking to drive mutual empowerment.

“Our mission includes enabling technologies still in the academic phase to reach the market and become tangible solutions.” With a strong background in scientific research and deep policy expertise, Dr. Tsai has provided NIAR with a clear identity: “Technology implementation shouldn’t be a scattered series of isolated incidents, it should be a coordinated and structured system.” Guided by this vision, NIAR is evolving from a research institution into a dynamic platform for technology translation and policy implementation, playing a pivotal role in aligning Taiwan’s technological capabilities with global needs, and unlocking new avenues for international collaboration and shared success.

On 16 June 2025, NIAR co-hosted the “Taiwan–UK Sustainability Research and Development Forum” with the Cambridge Institute for Sustainability Leadership (CISL) at the iconic Entopia Building, a beacon of green innovation in Cambridge. The event marked a milestone in cross-continental dialogue, connecting academia, industry, and government from both regions to advance the future of sustainable development.

Between Europe and Asia: Three Strategic Pillars Under the Theme of Sustainability

This “Taiwan-UK Sustainability Research and Development Forum”, co-hosted by Taiwan NIAR and the University of Cambridge’s Cambridge Institute for Sustainability Leadership (CISL) at the renowned Entopia Building, served as a platform for fostering in-depth dialogue between Asia and Europe.

Key speakers included Sam Laakkonen, Senior Director of Sustainability Innovation at CISL; Dr. Mei-Yu Chang, Director of International Affairs at NIAR; Dr. Konrad Young, Director of Arculus Lab and CEO of the Industry-Academia Innovation College at National Taiwan University of Science and Technology; Dr. Radek Holý, Director of the Advanced Chip Design Research Center (ACDRC) in the Czech Republic; and Professor Jonathan Cullen, a leading expert in sustainable engineering at the University of Cambridge.

The forum centred on three strategic themes: net-zero emissions, resilient built environments, and sustainable semiconductors. “These themes weren’t chosen at random,” said Dr. Hung-Yin Tsai, President of Taiwan’s National Institutes of Applied Research (NIAR). “They represent the most urgent challenges facing global sustainability technologies today and more importantly, they are areas where Taiwan is uniquely equipped to make a global contribution.”

Dr. Tsai stressed that climate change has placed enormous pressure on the resilience of cities worldwide, making energy efficiency and disaster response a core element of urban governance. At the same time, semiconductors, long a cornerstone of Taiwan’s tech industry, have become essential to the world’s energy systems and computational demands. “Sustainable semiconductors,” he added, “are not just timely, they’re vital.”

These three focus areas clearly reflect NIAR’s vision of applied research as a system-wide, actionable platform, not just isolated innovation but a mechanism for scalable, real-world impact.

In addition to Dr. Tsai, the forum brought together a distinguished lineup of cross-disciplinary leaders from Taiwan and the UK. These included Dr. Simon Hsu, NIAR’s Chief Operating Officer; Dr. Juin-Fu Chai, Deputy Director General of NIAR’s National Center for Research on Earthquake Engineering; Dr. Wen-Yi Chang, Research Fellow at NIAR’s National Center for High-performance Computing; and Dr. Jiunn-Yih Chyan, COO of DEUVtek Co., Ltd. and an expert in semiconductor process integration. Also present was Allen Cheng, CEO of Light Momentum Technology Corp. and a specialist in IC design.

From the UK side, Wendy Niu, Sustainability Innovation Manager at the British Standards Institution (BSI), contributed perspectives on regulatory frameworks. Dr. Agnieszka Iwasiewicz-Wabnig, Industry Lead for Zero Carbon Strategy at the University of Cambridge’s Maxwell Centre, and Viola Jardon, Director of Sustainable Innovation Programmes at CISL, offered insights on innovation ecosystems in the UK and Europe. Harry Hsu, CEO of《The Icons》, also participated, bridging the dialogue between leadership media and scientific advancement.

President Hung-Yin Tsai: Every International Dialogue Sets a Benchmark for the Future of Taiwan’s Global Tech Outreach

Empowered by NIAR, the spotlight at the Cambridge “Taiwan-UK Sustainable R&D Forum” this year shone on four pioneering forces representing Taiwan’s innovation and research capabilities: DEUVtek Co., Ltd., Light Momentum Technology Corp., Microip Inc. (along with its R&D arm, Arculus Lab), and the Advanced Chip Design Research Center (ACDRC), a joint initiative between Taiwan and the Czech Republic. These names stood not merely for technical achievement, but for the tangible transformation of scientific research into global collaborations.

The innovations showcased by these organisations span cutting-edge fields: from sustainable semiconductor materials and low-power AI chip design to integrated packaging solutions and international chip development partnerships. DEUVtek focuses on sustainable materials for the semiconductor industry; Light Momentum merges AI with green computing; Microip drives future electronics with advanced packaging technologies; and ACDRC supported by Taiwan’s Ministry of Foreign Affairs and co-established by NIAR and the Czech Cyber Security Hub in Brno, acts as a key node for European semiconductor collaboration and talent mobility. The three startups mentioned above also contribute their efforts to Taiwan-Czechia academic and industrial collaboration in ACDRC.

“We are not just building international bridges for strong technical teams,” said NIAR President Dr. Hong-Ying Tsai with conviction.

“Each international dialogue is a serious test and a standard-setting example for Taiwan’s future technology export models. We do everything we can to ensure these companies and institutions are able to cross boundaries and land in the corners of the world best suited to them. Forming real partnerships, R&D collaborations, and even commercial opportunities.”

According to Dr Tsai, NIAR’s long-term strategy is to strategically support enterprises with the maturity and readiness to connect with the international scientific community. Many of these featured companies are not only technically advanced but are also preparing for public listing. Once paired with global partners, their commercial and technological influence can lift the entire industry’s ecosystem.

“This isn’t hypothetical or aspirational,” Tsai concluded.

“It is concrete evidence of Taiwan’s tech sector entering the global supply chain and sustainable transformation agenda. It also defines NIAR’s very purpose to ensure Taiwan’s innovation finds its rightful place on the world stage.”

Embracing Global Tech Diplomacy: Taiwan’s Gateway into the International Sustainability Community

As technology increasingly becomes the central language of global governance and sustainable development, Dr. Hung-Yin Tsai, President of Taiwan’s National Institutes of Applied Research (NIAR), described the NIAR–CISL collaboration on the Taiwan-UK Sustainability R&D Forum as a “concrete exercise in technology diplomacy.”

“No matter the distance between Taiwan and the UK, or Taipei and Cambridge, we are all moving toward the same direction, responding to the global mission of sustainability,” Tsai remarked. Using a vivid metaphor, he added, “This collaboration is like two rapidly spinning tops meeting at the perfect moment, striking sparks of cross-disciplinary innovation.”

Held at the Entopia Building, headquarters of the Cambridge Institute for Sustainability Leadership (CISL), the forum carried symbolic weight. As the first building in the UK to simultaneously achieve EnerPHit, BREEAM Outstanding, and WELL Gold certifications, Entopia stands as a model for sustainable construction and healthy working environments. It is one of the rare global examples of a retrofitted structure that successfully meets both net-zero carbon and social impact goals.

“Entopia isn’t just a symbol of European green architecture,” Tsai emphasized. “It’s a living lab for sustainable innovation. Hosting this dialogue here reflects our commitment to embedding Taiwanese technological innovation at the heart of Europe’s sustainability ecosystem.”

The forum brought together leaders from government, industry, and academia across the UK, Finland, Czech Republic, and Taiwan, sparking an unprecedented international technology dialogue. “We’re proud to see Taiwan’s research perspectives recognized and responded to on the global stage,” Tsai said.

He further underscored that research should not remain confined within national laboratories. It must step into the global sustainability community, engage with global trends, and contribute meaningfully to international dialogue:

“What we co-created with Cambridge CISL was not merely a forum. It was a dialogue on technological sovereignty and global participation. This marks a historic moment for Taiwan’s science and innovation entering the global core, and reflects our role as a key contributor in the world’s sustainable future.”

Empowering Taiwanese Talent to Go Global, Welcoming Global Talent to Taiwan

In today’s world, scientific innovation is no longer the domain of isolated laboratories. Instead, it has evolved into a systemic endeavour, one that crosses institutions, borders, and cultures. Dr. Hung-Yin Tsai, President of the National Institutes of Applied Research (NIAR), underscores the importance of governance in fostering this shift:

“True innovation emerges when cross-disciplinary dialogue becomes a daily and institutionalised practice.”

Under his leadership, NIAR has developed a unique inter-centre collaboration mechanism that connects seven national-level research centres. Biweekly cross-centre executive meetings are held to review project progress and coordinate resources.

“This not only improves organisational efficiency but also lays the groundwork for genuine cross-disciplinary cooperation,” said Dr. Tsai. “Through familiarity and mutual understanding, collaboration becomes more than a slogan, it becomes reality.”

To further institutionalise a culture of innovation, NIAR launched the i-Dream Program, a biannual open call that encourages joint proposals among centres.

“We place strong emphasis on cross-centre and international collaboration,” Dr. Tsai noted. “Because only through the collision of diverse perspectives can true breakthroughs occur.” He views the initiative not merely as technical integration but as a strategic fusion of culture and talent:

“Our goal is to cultivate an innovation ecosystem capable of global dialogue, an ecosystem that extends beyond national borders and into our international partnerships and talent strategies.”

President Tsai Hong-Ying emphasises that NIAR’s mission is not only to send Taiwanese talent abroad but also to bring global talent into Taiwan. By promoting internships and research opportunities for European master’s and doctoral students, NIAR aims to provide the next generation with first-hand experience of Taiwan’s industrial depth and forward-thinking innovation.

“These students and scholars from around the world, working alongside young Taiwanese talent across NIAR’s platforms, represent the bridges to the future in our view. What we are cultivating is more than talent; it is every possible connection between Taiwan, the world, and what’s to come.”

For Whom Is Innovation Born, and Why Does Research Advance

“Discussing technological and sustainable innovation is not merely about linking technologies. It is a dialogue among society, humanity, and the environment,” affirmed Dr. Hung-Yin Tsai, President of Taiwan’s National Institutes of Applied Research (NIAR). He stressed that true innovation must respond to societal structures, cultural contexts, and ecological limits. “We should not only ask how to innovate, but more importantly, for whom we are innovating.”

As the interview drew to a close, Dr. Tsai concluded, “The value of science lies not in data, but in how it is absorbed and practiced by society.” He further emphasized that innovation which stays confined to academic papers, without being translated into tangible industrial or societal impact, falls short of its full potential. That is precisely where NIAR steps in—to build a systemic engine that brings cutting-edge technology into the real world.

Dr. Tsai also addressed a common challenge: when research remains isolated in academia, even the most precise technologies risk becoming castles in the air. To counter this, he has been actively promoting cross-center, cross-national, and cross-sector collaboration, not only to integrate technologies, but also to align culture and human capital: “Innovation cannot rely solely on technology; it must also inspire participation, be supported by institutions, and be embraced by culture.”

In Dr. Tsai’s vision, NIAR serves as a bridge connecting government, industry, academia, and research. It is not only an enabler amplifying Taiwan’s policy and technological capabilities, but also a platform for global dialogue and meaningful engagement with the times:

“With every international exchange, we showcase Taiwan’s strengths and contributions to the world. With every global collaboration, we enable our partners to feel that working with Taiwan is not only mutually beneficial, but also meaningful and sustainable.”

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His vision is built on five powerful foundations—compute, skills, services, ethics and energy—woven together into what he calls a plan for “responsible AI made in Britain.” Far from hype or hand-wringing, Starmer’s approach is rooted in real infrastructure, industrial strategy, and a sweeping social mandate. From cloud chips to classroom coding, the UK is retooling itself to lead—not trail—in the next technological revolution.

The Infrastructure of Sovereignty

Starmer’s first declaration was unmistakable: “We will be an AI maker, not an AI taker.” These words signalled a historic pivot. Rather than relying on foreign platforms and outsourced innovation, the UK will actively develop and control its own compute capabilities. This national shift began with the launch of the Sovereign AI Industry Forum, developed in partnership with NVIDIA and joined by British heavyweights such as BT, BAE Systems, and Standard Chartered. The Forum aims to align government priorities with private sector capabilities and academic research to drive sovereign AI adoption.

As part of this bold repositioning, the UK government has committed £1 billion to scaling up domestic compute power by 2030. NVIDIA is leading on the hardware front, deploying tens of thousands of GPUs to UK-based data centres and launching a dedicated UK AI Lab. Starmer framed this not as a race against China or Silicon Valley, but as an industrial strategy for British resilience. “We must seize this moment to build a future where Britain leads the world in the safe and responsible development of AI,” he told the audience, setting a tone that blended economic intent with moral clarity.

A Digital Nation Built on People

Yet, as Starmer made clear, no amount of GPUs can build a future without people to shape it. “Everyone must have a stake in this future,” he said, pivoting toward one of the most ambitious skills programmes in a generation. Enter TechFirst—a £187 million national initiative aimed at training 1 million school-age students and upskilling 7.5 million adults by the end of the decade. This isn’t just classroom coding—it’s a comprehensive pipeline connecting education, industry and opportunity across all regions of the UK.

Backing this effort are corporate giants including Microsoft, Google and NVIDIA, each of whom have committed resources and platforms to support digital literacy and AI fluency. But Starmer wasn’t content to let the market decide: he personally urged NVIDIA CEO Jensen Huang to invest directly in British AI talent. “It’s not just about computers and algorithms,” Starmer said during his keynote. “It’s about people. It’s about jobs, communities, opportunities.” That emphasis—on inclusive growth and digital justice—marks the TechFirst programme as not just economic policy, but social reform.

A Government That Runs on Intelligence

Starmer’s third pillar brings AI directly into the machinery of the state. “Our public services are still running on 20th-century systems,” he admitted, outlining plans to overhaul bureaucracy and increase efficiency with smart automation. The flagship innovation in this area is Extract, a tool co-developed with Google’s Gemini that uses AI to streamline planning approvals, cut down wait times, and unlock development projects. For a nation grappling with housing delays and infrastructure bottlenecks, this is a meaningful and measurable intervention.

But the ambitions go further. Starmer has pledged to embed AI across Whitehall, potentially saving £45 billion through the automation of administrative and clerical processes. Importantly, he reframed the use of AI in government not as a threat to jobs, but a liberation from repetitive, low-value tasks. Public servants, under this plan, will focus more on strategic roles and citizen engagement. “We will bring [our services] into the 21st century using AI that works for people, not against them,” Starmer promised—signalling a new model of digital governance defined by both efficiency and empathy.

Guardrails, Not Guesswork

While the UK pushes forward on infrastructure and services, Starmer’s strategy is anchored in regulatory foresight. “We will not allow the technology of tomorrow to be governed by the rules of yesterday,” he said, addressing concerns around algorithmic bias, data protection, intellectual property and democratic oversight. The government is now working on a comprehensive AI bill—a legal framework designed to embed rights, responsibilities and protections into every layer of the AI ecosystem.

Rather than rush legislation for the sake of headlines, Starmer has opted for consultation and calibration. Portions of the earlier Data Protection and Digital Information Bill have been paused to allow more time for stakeholders—including technologists, ethicists, and civil society groups—to contribute. “We must act now to protect rights, promote innovation, and ensure AI is deployed in the public interest,” Starmer explained. This measured pace is both a message and a model: trust isn’t assumed—it’s built, transparently, through governance.

The Power Beneath the Platform

The AI revolution is data-intensive—but also energy-hungry. That’s why, in parallel with his AI announcements, Starmer unveiled a £18 billion investment in nuclear energy, including the development of Sizewell C and multiple small modular reactors. These facilities are designed not only for climate goals, but to power the massive growth in data centres and compute clusters that AI demands. “Clean, secure energy is not just an environmental goal,” Starmer said. “It is an economic necessity for our AI future.”

This dual-purpose strategy—decarbonising the grid while fuelling digital growth—positions the UK as a leader in sustainable AI. It also sends a message to investors: Britain is building the backbone for industrial-scale innovation. Nuclear power isn’t just about energy independence; it’s now also about data sovereignty. Starmer’s message was clear—there will be no AI leadership without energy leadership, and no green future without digital alignment.

The Ethics of Leadership

In closing, Starmer made his pitch not to tech elites, but to the public. “Britain will be the home of responsible AI,” he declared. This wasn’t a branding line—it was a principle. In a world caught between techno-utopianism and automation anxiety, Starmer offered a third way: bold ambition guided by ethics, growth underpinned by governance, and a digital economy shaped by democratic consent.

This is not about catching up. It is about catching a wave early—and building it with intention. For Starmer, AI is neither a silver bullet nor a looming threat. It is a tool—powerful, complex, and transformative—that must be owned, shaped and distributed for the many, not the few.

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But beneath the acclaim was a clear message: this wasn’t a celebration—it was a signal. NVIDIA’s co-founder and CEO had come not to impress, but to invest—in Europe, in infrastructure, and in the intelligence age’s next great leap.

“This is Europe’s chapter one,” Huang declared, marking the continent’s decisive entry into an AI-powered future. Backed by high-profile partnerships, sovereign ambitions, and an acute understanding of what’s missing, his presence marked not only momentum—but mandate.

The Infrastructure Gap: “Goldilocks” No More

For Huang, the UK is in what he calls a “Goldilocks situation.” The research ecosystem is robust. Private capital is active. But one critical component has lagged behind: compute. “You have the researchers, you have the startups, you have the investment,” he told the audience. “But what’s missing is infrastructure. Infrastructure activates it all.”

It’s this gap NVIDIA seeks to address. At London Tech Week, Huang announced support for the UK’s goal to increase compute capacity by twentyfold. This is not hypothetical: NVIDIA’s Blackwell platform will power tens of thousands of GPUs in the UK through two major partnerships—10,000 units with Nscale and 4,000 more with Nebius. These will support everything from AI research to NHS innovation.

Moreover, the UK’s AI agenda is now buttressed by the UK Sovereign AI Industry Forum, launched by Prime Minister Keir Starmer with Huang at his side. With British industry leaders—BAE Systems, BT, National Grid and others—joining forces, the forum’s aim is to steer AI development on local terms, for local benefit.

“We want to help the UK become an AI maker, not an AI taker,” Huang said, echoing Starmer’s own phrasing. “Sovereignty in AI means the power to build, shape and deploy intelligence that reflects your society’s values.”

Training Builders, Not Just Users

Huang’s ambitions go far beyond hardware. He understands that a continent’s AI future must be built not just with chips, but with people who know how to use them.

To that end, NVIDIA will establish a new AI Technology Centre in Bristol, focused on nurturing the next generation of foundational model engineers, roboticists, materials scientists, and Earth systems AI experts. “It’s not just about putting machines in place,” Huang remarked. “It’s about building the human capacity to wield them wisely.”

NVIDIA is also collaborating with the Financial Conduct Authority to create a regulatory sandbox, allowing financial institutions to develop and test AI tools in a controlled environment. The intent is to build trust, ensure security, and unlock innovation in one of the UK’s most strategic sectors.

These efforts, Huang emphasised, will “help scale innovation safely.” It’s a delicate balance—one that relies on collaboration between government, industry, and technologists.

Across Europe, similar partnerships are emerging. In France, Bpifrance is backing an AI computing campus powered by the Grace Blackwell platform. In Germany, a €250 million supercomputing project—codenamed “Blue-Lion”—is underway. And in Sweden, NVIDIA is working with AstraZeneca and the Wallenberg Foundation on national AI development hubs.

The Mandate for Sovereignty: “Chapter One” Begins

Throughout his London engagements, Huang was relentless in asserting that Europe’s AI journey must be defined by sovereignty, not dependency.

“This isn’t just about deploying AI,” he said. “It’s about building your own. Training models on national datasets. Developing frameworks that reflect your own culture, laws and values.”

That sovereignty is already gaining form. The UK government has pledged £1 billion to support large-scale compute development, with the long-term goal of reaching the equivalent of 100,000 GPU capacity by 2030. NVIDIA’s contribution is not just capital—it’s orchestration, know-how, and a strategic belief in the region’s potential.

At London Tech Week, the atmosphere was electric. But beneath the applause was something deeper: collective will. Huang’s presence underscored that AI is not merely a race of speed, but of strategy and alignment. Europe may have arrived late to the AI party—but under Huang’s guidance, it is now poised to help lead it.

As Huang said in closing, “Governments are no longer debating whether AI matters. They’re asking how fast they can move. And we’re here to make sure they can.”

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In an exclusive interview with 《The Icons》, Kova Kao, Chairman of TRUEDAN, Andy Chen, Chief Strategy Officer of PROMATE Corp., and Ivan Wei, Chief Operating Officer of DAWUSHAN EGG FARM, shared insights on why the journey toward net zero is a long-term challenge but also a valuable opportunity. By leveraging digital technologies, fostering cross-industry collaborations, and staying committed to sustainability, businesses can drive growth while advancing societal and environmental progress.

As participants in the Taiwan Digital Enterprise Alliance (TDEA)’s Net Zero Academy, these leaders have successfully integrated TDEA’s resources and learning into their operations. Whether through precise carbon emissions management, supply chain integration, or industry-wide sustainable initiatives, their experiences serve as case studies for industries tackling net zero transformation. They also provided in-depth analysis of how digital transformation facilitates industrial change, highlighting the growing significance of green fashion and how net zero thinking can be embedded into corporate values to unlock new business opportunities.

TRUEDAN: Bridging Tradition and Sustainability Through Tea

As a market leader in Taiwan’s tea beverage industry, TRUEDAN faces not only fierce competition but also the challenge of integrating sustainability into its supply chain and operations. Chairman Kova Kao acknowledges that carbon emissions in the tea industry primarily stem from raw material sourcing, such as tea leaves and milk production, as well as energy consumption during processing and transportation:

“These factors place pressure on the environment, making it clear that net zero cannot be achieved by brands alone—it requires collaboration across the supply chain and support from the government.”

Understanding that net zero transformation demands fundamental supply chain restructuring, TRUEDAN prioritizes partnerships with suppliers who adhere to sustainable production standards. The company ensures that every cup of tea—from sourcing to the final product—minimizes carbon emissions. Additionally, it actively promotes government-led initiatives, such as reducing plastic use and encouraging customers to bring reusable cups. “While these measures increase costs, they align with our brand values and raise consumer awareness of sustainability.”

Digital transformation has also been a breakthrough for TRUEDAN. Through TDEA’s Net Zero Academy, Kao gained insights into digital tools and industry best practices, leading to a significant upgrade in operational efficiency. “Participating in TDEA helped us realize that digitalization not only improves audit efficiency and data accuracy but also reduces paper waste.” The company has since implemented paperless auditing and digital management systems, greatly reducing its reliance on natural resources.

With TDEA’s support, Kao is more confident in TRUEDAN’s sustainability journey: “We aim to offer not just great tea but also make a tangible positive impact on society and the environment.” TRUEDAN’s approach showcases how sustainability can be integrated into the beverage industry and serves as a valuable reference for other companies.

PROMATE Corp.: Enabling Net Zero Innovation Through Technology

The electronics industry, known for its resource-intensive nature and high carbon emissions, faces the challenge of balancing product innovation with sustainability. Andy Chen, Chief Strategy Officer of PROMATE Corp., acknowledges that PROMATE SOLUTIONS, a subsidiary specializing in electronic manufacturing, operates with limited resources yet must navigate supply chain pressures:

“Many of our upstream suppliers are small and medium-sized enterprises (SMEs) that lack the resources and technical support to engage in carbon auditing or reduction initiatives.”

To address this challenge, Chen applied his learning from TDEA’s Net Zero Academy to develop a carbon auditing tool tailored for SMEs. This tool, first implemented internally, is now being extended to other industries. “Our goal is to provide an affordable and accessible solution, allowing more businesses to participate in sustainable transformation.” The tool not only streamlines carbon data collection and management but also integrates cloud-based analytics for real-time emissions monitoring and optimization.

This innovation has led to cross-industry collaborations. Chen revealed that PROMATE Corp. has partnered with various industries, including DAWUSHAN EGG FARM, to introduce digital energy monitoring and carbon auditing solutions. “For instance, we helped DAWUSHAN EGG FARM implement smart meters for energy monitoring and used our carbon auditing tool to optimize energy efficiency in their production facilities.” These collaborations have expanded the application of PROMATE’s solutions while offering new insights into internal technological advancements.

As a participant in TDEA’s Net Zero Academy, Chen emphasized the role of TDEA in facilitating resource-sharing and knowledge exchange: “TDEA connected us with experts across industries and inspired the development of our carbon auditing tool.” By staying informed on the latest sustainability trends and practical applications, PROMATE Corp. has strengthened its market competitiveness.”Achieving net zero is a long-term journey, but one worth pursuing.” Chen believes that by leveraging digital technology, companies can not only meet sustainability goals but also unlock greater market potential. He hopes that PROMATE Corp.’s efforts will serve as an industry benchmark, encouraging more businesses to embark on the path toward net zero.

DAWUSHAN EGG FARM: Redefining Sustainability in Livestock Farming

For the livestock industry, net zero transformation presents unique challenges. Ivan Wei, COO of DAWUSHAN EGG FARM, acknowledges the industry’s inherent limitations: “Our biggest challenge is how to reduce carbon emissions while maintaining animal health and production efficiency.” For example, essential feed ingredients such as corn and soybeans are sourced from the US and Europe, and long-distance transportation significantly contributes to carbon emissions—an issue beyond the control of local farms.

To address these challenges, DAWUSHAN EGG FARM has implemented a range of innovative measures. First, it has adopted recyclable packaging materials, replacing conventional plastic with FSC-certified eco-friendly alternatives. Second, it focuses on precision nutrition, optimizing feed formulas to ensure maximum output with minimal resource consumption. “This is a long-term process, but every small step helps reduce our carbon footprint.”

Additionally, DAWUSHAN EGG FARM has embraced digital solutions to enhance energy management and production efficiency. By integrating smart meters, the company can monitor energy consumption in real time and identify inefficiencies. “With data-driven monitoring, we can optimize energy usage and minimize waste.” Moreover, the farm has collaborated with AI technology firms to enhance production forecasting, achieving 96% accuracy in supply planning—significantly improving resource allocation and sustainability.”Net zero is not just an environmental necessity; it is a key strategy for staying competitive.” Wei believes that through data-driven solutions and industry collaboration, DAWUSHAN EGG FARM is redefining the possibilities of sustainable livestock farming. He hopes that more industry players will join the net zero movement to drive Taiwan’s agricultural sector toward a more sustainable future.

Net Zero: A Path to Business Growth and Sustainability

Net zero has evolved from an environmental initiative into a driving force for global industry transformation and lifestyle innovation. On the path to a sustainable future, TDEA plays a crucial role in providing business leaders with opportunities for in-depth learning, cross-industry collaboration, and resource integration. Through its Net Zero Academy, entrepreneurs from various industries are pioneering innovative approaches to accelerate the transition toward net zero.

Kova Kao, Chairman of TRUEDAN, emphasizes that achieving net zero requires not only internal corporate reforms but also strong policy support. Government subsidies for eco-friendly packaging and plastic reduction initiatives could help businesses ease cost pressures while making net zero a more accessible goal for consumers. “Our aim is to ensure that every cup of tea embodies sustainability while encouraging more consumers to take part in this green revolution.” Kao believes net zero is not just an environmental commitment but a reflection of brand innovation and future competitiveness.

Andy Chen, Chief Strategy Officer of PROMATE Corp., approaches net zero transformation from within the company, integrating digital technology with sustainability reporting to attract young talent. He believes making sustainability engaging and meaningful is key to both internal cultural transformation and external market influence. “We want our employees to recognize the value of sustainability while using tangible results to convince more industries to join the net zero movement.” Through the cross-industry insights gained at TDEA, PROMATE Corp. successfully expanded its carbon auditing tool beyond the electronics sector, achieving a win-win for sustainability and business growth.

For Ivan Wei, COO of DAWUSHAN EGG FARM, education and advocacy are essential in advancing the net zero agenda. He notes that many SMEs still misunderstand ESG, but knowledge-sharing and cross-industry exchanges at TDEA are helping break down these barriers. By adopting smart meters and energy monitoring systems, DAWUSHAN EGG FARM has significantly reduced operational costs while making sustainability a practical reality. “Net zero transformation requires attention to every detail, and by leveraging innovation and data, we can drive industry progress while delivering long-term benefits to both consumers and the environment.”

Looking ahead, as net zero principles become deeply embedded in corporate operations and everyday life, TDEA will continue serving as a bridge between businesses, knowledge, technology, and real-world application. The three business leaders unanimously agree:

“Net zero is not just an environmental goal—it is an exceptional opportunity for companies to unlock new business prospects and enhance global competitiveness.”

With the support of TDEA, they are leading their industries into a new era where net zero is the foundation and sustainability is the future. They look forward to more businesses joining the movement to create a future that balances environmental responsibility with economic value.

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The post TDEA Empowers Dual Transformation: TRUEDAN’s Kova Kao, PROMATE Corp.’s Andy Chen, and DAWUSHAN EGG FARM’s Ivan Wei on Why Net Zero is More Than Just an Environmental Goal first appeared on The Icons.