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A brand new era for made in TAIWAN – 2/2
Double issue edition December 2020 - January 2021
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Videos
About this issue
A Budding Regional Pharma Leader
Two mentalities — corporate and sustainable
By Daiva Sen
Your trusted investment partner in the Asia-Pacific region
Smart Music To Our Ears
MIT: The rise of a new brand
Made in Taiwan
A Winning Strategy
The Mineral Oil
Guru of Taiwan
MANUFACTURE FOR THE WORLD
Yi-Chiu Group
CCPG
Zylux
Win Seminconductors
Biggest brands in the world have set up manufacturing facilities in Taiwan
The strength
of Taiwan’s
ICT sector
VoL Editorial
CDIB Capital Group
Energy and Finance
DIGITAL REVOLUTION
R&D and further investigation on how to integrate 4IR technologies.
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For the majority of countries the world over—large and small, from Europe to Asia—COVID-19 has proved to be an unprecedented disaster in all senses. In the United States today, it was announced that one person is dying from COVID-19 a minute, in Europe a second wave of coronavirus is battering healthcare systems, pushing them back into lockdowns, and in China, whilst now things there now seem to returning to a level of normality—China’s global reputation of has been damaged irreparably. On top of the endless loss of human life and continued social impact, the global economy has seen its heaviest dip since The Great Depression, unemployment has rocketed, industries such as tourism have been almost completely paralyzed, and many of the world’s governments find themselves caught been the rock of the plunging economy and the hard place of public health.
In the midst of this widespread devastation, with so many so-called developed nations responding so slowly and inefficiently to the pandemic, Taiwan—a small island nation, which is not even admitted into the WHO due to conflicts with China—has been the number one country in the world for dealing with the pandemic, both in terms of health and economy. ‘Team Taiwan’ as it was labelled domestically, responded with a tight public/private sector spirit of collaboration, which resulted in mass-production of PPE to serve the entire country’s population. Moreover, regulation of prices by the government along with a temporary export ban ensured that domestic availability for all, was ensured before companies could begin to sell abroad. Later on, Taiwanese companies donated to desperate European nations, the effective PPE that they had manufactured, as opposed to the faulty equipment that had earlier been sent to the likes of Spain and the UK by China. The importance of PPE production to Taiwan’s global reputation is illustrated by Sy-Ming Guu, President of Mytrex who explains that “the world knows that our products are of good quality. And then with other PPEs they have put quality at a reasonable price. That’s perfect, especially for people who don’t have a lot of money, they need to have an affordable product; that’s very important. Providing good quality with a reasonable cost are the
key issues that our Taiwanese businessmen can promote and win respect for.
Quality, reputation or respect is not built in one day, it is a constant interaction and response.” And at the moment, this interaction very much favors Taiwanese businesses.
A closure of borders and effective track and trace program proves that Taiwan took the threat of the pandemic a lot more seriously than most countries the world over, and as a result, living in Taiwan in 2020 has been a unique experience, a country seemingly untouched by COVID-19 with life going on as usual. The global economy has of course taken a huge hit, which naturally has affected Taiwan as well, but not nearly as much as it has the majority of the world which has had to impose lockdowns and temporarily paralyze large parts of the economy.
Taiwan is one of only a handful of countries that can describe their COVID-19 response as a hands-down triumph. The result—a huge boost for their global reputation and the MIT (Made In Taiwan) brand. The issue of trust rather than price at a moment of crisis has become apparent. Whilst seeking out the cheapest option (notably in China) may have been the preferred option in the past, paying more for a huge gulf in class is what this pandemic’s legacy may be in terms of manufacture. In our emagazine on Taiwan’s Biotechnology sector we were able to shine a light on how companies ramped up production by 2-3 times, to meet demands that they could never have imagined in the past. In this edition, we will find out the other competitive advantages of Taiwanese manufacture and how they are able to serve both European/US markets and the Chinese market, whilst simultaneously staying out of the trade war’s crossfire.
Business leaders from within Taiwan are all too aware of the possible implications this pandemic may have for the MIT brand, and they are uniformly positive. This is not to say that Taiwanese businesses coldly marked this pandemic as a business opportunity, quite the contrary. As mentioned, the Taiwanese government was quick to regulate the prices of PPE so companies could not take advantage of the desperate need for the equipment, and companies were more than willing to donate material to Europe once they had accelerated their capacities. This altruistic spirit has naturally, also had a highly positive impact on Taiwan’s global image.
Howard Lu-Hao Wu of Evermore Applied Materials tells us that he is grateful for the effectiveness of the Taiwanese government in responding to the pandemic and goes on
High quality medical masks
made in Taiwan.
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9
to talk through how their actions may turn out to benefit the wider business community in Taiwan, and indeed, what the business world can learn from the public sector. He says the government “sent people to Wuhan and observed very early omens of what was going to happen. The leadership of the government took notice. From a corporate point of view this is something that we can learn, not everyone could notice the early bad news and take really quick action. I think that the teams that went to Wuhan did a good job and observation. This reflects the quality of the management from Taiwan. The manufacturing sector could also leverage such an image.”
COVID-19 is marking a before and after for so many different areas of humanity, and for nations worldwide. Sectors such as health, technology, education are all being reconsidered in different ways following the pandemic.
With the rise of teleworking, daily working lives have evolved. Countries including the United States, South Korea, New Zealand and indeed Taiwan have seen the pandemic become one of the deciding issues, if not the deciding issue in their general elections. The global image of Taiwan and the MIT brand may well be added to the long-list of sectors, countries and aspects of daily life which are marked with a before and
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after stamp in the wake of the pandemic.
Sophia Chiu, Chairman of TECO admits that “MIT was often considered as MIC, people could not tell the difference between China and Taiwan” and goes on to state her belief that “the trends of the image of Taiwan will be a good plus for the MIT products.”
Global business buzz around Taiwan, and in particular, its manufacturing capability looks set to transform it into a regional business leader in the coming years. The talent, efficiency, infrastructure and ambition to achieve this newfound prominence has been in place and grown over the last decade. This process has evidently been accelerated, with the pandemic having diverted the eyes of the world to the country that has best controlled it. Add to that the recent signing of a health, technology and security-focused agreement for increased collaboration with the United States, and it is clear that Taiwan and the MIT brand find themselves on the precipice of a new era of international recognition and cooperation.
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Energy & Finance
Voices of Leaders: After more than 50 years of experience in the industry, you are known as the “mineral oil guru in Taiwan.” Over that long period of time, has it been difficult for you to adapt to the many changes each decade brings?
Chia-Hong Chin: Yi-Chiu Group started as an industrial oil retailer. Later we became an importing wholesaler, and after a while we made a big decision to have our own production business. Every turn we made was to adapt to some problems and challenges that came along with the development and evolution of our society.
Facing difficulties, I brainstormed for solutions every day. Knowing that only through innovation and transformation, I could turn difficulties to opportunities.
To reduce costs and maximize profits, I invested further in transportation, improved manufacturing equipment, enhanced administrative efficiency, raised employee quality, and perfected financial management. It was about that time I strongly proposed to our government that the market of oil and gas should be privatized. Based on my personal experiences and knowledge about this industry, I believe that only through a free market could we remain competitive in the oil and gas market, which [results] in reduction in cost and flexible options for the people. The government was willing to take my advice, and privatized the market for oil and gas and private gasoline stations on July 16th, 1987. This move eliminated criticisms on CPC Corporation’s monopoly on the oil and gas market, at the same time promoting a healthy and diverse competition in the industry.
Based on this shift, the industry is willing to provide enhanced quality of oil products, with lower prices and additional services.
VoL: What new technologies are Yi-Chiu Group currently implementing in its operations?
CC: Yi-Chiu Group is now actively attending and housing all kinds of activities in the board of trade, encouraging professional managers to pursue further studies in order to understand the dynamic development of the new market and the advancement of technology.
Yi-Chiu is heading toward Industrial 4.0 step by step. Based on integration of data systems we can build Big Data within. Through the effort of standardization and systematization, we can enable the executives to make rapid, informed, and quality decisions. Later we plan to seek for upstream and downstream partners to develop AI in Smart Manufacturing. This process can be called Industrial 3.5. It is a more suitable choice for most SMEs in Taiwan.
VoL: Around the world, sustainability and environmental friendliness is more central to global collective consciousness than ever before. Given the growing demand for more sustainable energy and fuel, does Yi-Chiu Group have any plans to move into renewable energy? What is the potential you see for renewable energies in Taiwan?
CC: In 2014, 4C Offshore generated a report concerning the rank of average wind speed in 23 years, and pointed out that of the top 20 zones of potential around the world, 16 are in the Taiwan Strait. This shows that Taiwan has a great potential to develop offshore wind power.
Sustainable development must be considered in eco-friendly conditions.
Click to read
Mr. Chia-Hong Chin
Chairman of
Yi-Chiu Group
Echoing the governmental policy, Yi-Chiu adapted solar power and installed the solar power generator on the rooftop of the plant. Yi-Chiu also developed plans to recycle and reuse waste materials, including waste glass and waste diapers. Considering the aging population in Taiwan, senior day care services and senior diapers are in great demand. Yi-Chiu is actively investing and developing in recycle-and-reuse technology.
VoL: Taiwan has been identified worldwide as one of the countries that has responded to the coronavirus crisis most effectively. Given the global image Taiwan has given over the last few months, what are the possible implications and benefits for the “Made in Taiwan” brand? How should the country take advantage of its recently strengthened global reputation?
CC: COVID-19 will surely leave an indelible page in the history of the fight against human diseases. God bless Taiwan! This time, we are working together to build up a good reputation for epidemic prevention in Taiwan, such as the experience of building up the mask production line, which resulted in 60 production lines being set up in just 25 days.
This shows that Taiwan’s small and medium-sized manufacturing industries, with their high flexibility and high efficiency, have developed into mature textile, petrochemical and auto-chemical industries. It is flexible and can effectively utilize its niche advantage in production and has a strong ability to respond to changes in market demand. So, how do we market Made in Taiwan (MIT) products based on this? To address this question, I believe that Taiwan has the technology to upgrade its marketing power. At the technical level, the government helps companies accelerate and deepen the deployment of intangibles in the regulatory system as a means to expand their R&D ability for international presence and global industry chain collaboration.
How to strengthen the international image of the MIT brand? This will require further development of a commercial marketing system. In this regard, I have tasked the Manufacturers United General Association of Industrial Park to develop ideas and concepts to use IT technology to create an e-commerce platform for communication between manufacturers and to assist in marketing Taiwan’s small and medium-sized manufacturers to the international market. More importantly, it is to understand international market demands and conditions as a driving force in the upgrading and transformation of Taiwan’s industries.
VoL : What message would you give to those looking to Taiwan as a land of opportunity? Why should businesses and investors look to Taiwan?
CC: Geographically Taiwan is situated in a critical location for strategies and transportation, its politics, technologies, environmental investment, and law and order are of high standard. Our government provides excellent support to assist manufacturers to set up their factories, including the airports and harbors of great land and hydroelectricity, and convenient logistics and freight services for exportation. Our government is also investing greatly in land development for factory sites. Up until June 6, 2020, Taiwan has invested in the three “Invest in Taiwan” plans, a total of $1,193 trillion NTD, and the number of applicants reached 521, creating 84,000 job opportunities. In the “Welcome Back Action Plan,” the government is funding $762 billion NTD to 189 businesses, creating an estimate of 61,984 job opportunities.
As the Chinese government is reinforcing the Hong Kong version of the National Security Law, it seems that the time for “One country, One system” has come, and this law worries many in the field of law, diplomacy, and business. According to some reports, 60% of the members believe that the Hong Kong version of the National Security Law will damage their business operations, because the scope and executions of this law are uncertain, and may violate the right of autonomy in Hong Kong, affecting its judicial independence, and changes its international status. More than half of the members are very worried about the future of Hong Kong, and another 30% are considering transferring their funds and assets out of Hong Kong.
I personally believe that the investment environment in Taiwan is fully supported and protected. In general, Taiwan is politically, economically, publicly safe and steady. The people are passionate, diligent, and active. The Taiwanese value environmental protection as well as economic development. International enterprises such as Google, Microsoft, and Esmer have come to set up factories in Taiwan. I hope we can use this opportunity to market “Ilha Formosa” — “The Beautiful Island” to all corners of the world.
Following the privatization of the Taiwanese oil industry in the late 80s, Yi-Chiu Group emerged as the giants of the mineral oil world in Taiwan. Their Chairman and Founder Chia-Hung Chin has since become known as the mineral oil guru of Taiwan; the group having not just oil, but international trade and environmental protection under the large umbrella of its businesses. That said, in its sixty-year-plus history, now is not the time to rest on laurels. Chia-Hung himself acknowledges that “the amount of natural gas and oil used in the petrochemical industry will slowly decrease.” Looking for solutions to this decrease, Chia-Hung’s approach to challenges does not appear to have changed a great deal. He talks about solutions to the early challenges faced by Yi-Chiu, and how he would “brainstorm for solutions every day, knowing that only through innovation could I turn this difficulty to opportunity.” This idea of innovation as a way of turning difficulty into opportunity, can be seen reflected as Yi-Chiu tries to negotiate the decline of the petrochemical industry that they predict. Branching into sustainable business and renewable energy is gradually being outlined as Yi-Chiu Group’s future. Chia-Hung’s son, Jonathan Chin, the youngest of seven siblings, appears to be the one who is going to manage this future, and is already playing a part in the transition towards it, having steered his father in the direction of sustainability.
Jonathan Chin is far from your average 23-year-old, as he prepares to take on the task of filling the enormous boots of his father, A.K.A Taiwan’s mineral oil guru.
Energy & Finance
Jonathan Chin
General Manager of Yi-Chun Group
Voices of Leaders: Why is it so important for you to remain involved in the family business?
Jonathan Chin: This big legacy is created by my father. And I love my father. I want to think about what he cares about the most. His legacy could be gone in the future, and I do not want to see that. My father needs help with his business. He is a successful businessman but is facing potential danger in the future when there’s no-one to inherit his legacies. I really want to help a loved one to get his problem solved. I think this is the best way to give back to my father.
VoL: A couple of years ago you returned to Taiwan from the United States. Both on a personal level, and as a business leader, what is it about Taiwan that makes you want to continue your business career here?
JC: I have many resources in Taiwan which can help me accelerate to become a businessman. My goal is to help Yi Chiu Group, and Yi Chiu is in Taiwan. I will stay in Taiwan for Yi Chiu Group. I started my own business because I want to help Yi Chiu Group in the future.
VoL: Around the world, sustainability and environmental friendliness is more central to global collective consciousness than ever before. Given the growing demand for more sustainable energy and fuel — do Yi Chiu Group have any plans to move into renewable energy? What is the potential you see for renewable energies in Taiwan?
JC: We are one of the shareholders of Century Wind Power, and the wind farms is what we are doing right now. Our plan to do sustainable energy. The diaper recycling is also a part of sustainable energy, and that is what we are focusing on.
VoL: In your case the idea of making business more sustainable is perhaps more challenging but at the same time more literal, given the nature of petrochemical business. Do you believe this is the greatest responsibility of your generation — making businesses more sustainable?
JC: Since we are a petrochemical business and this business is shrinking, I think we must find other ways of making this business to grow again. So I suggested that my father invest in sustainable companies which could potentially help the company to rise again. It is my and everyone in this company’s responsibility to make it a better place. But when people do not see the problem, they will not have the motivation to change it. I see a threat in the near future and I’m trying my best to stop that problem. I am doing that by starting sustainable business which will be the future trend.
VoL : This issue of sustainability is clearly something that is important to you given that two of the businesses you are looking to launch (Fabu Green Technology and Yi Chun Green Technology) are rooted in this issue. What are the solutions that these two businesses offer?
JC: Fabu Green Technology recycles glass back to light stone, and that light stone is a lighter and stronger material that can be used to build houses, roads and bridges. Also it is a good material to use for farmers to grow plants. You want it to be lighter than water so it can float and sink. These two are making big differences with whatever businesses that use water. It is a light a substitute for stone, concrete, drywall. We provide a safer, stronger and nontoxic or metallic solution.
Click to read
Yi Chun collects used diapers, especially from hospitals and old age homes, then recycles them to raw materials. Diapers take 600 years to fully decompose and are a major environmental threat. Our objective is to recycle the used diapers and turn it back into its original raw material form. Utilizing recycled materials meaning less pollution and less energy consumption. A better and safer future.
VoL : How have you come to be so passionate about sustainability?
JC: I believe sustainability is what will make money in the future. It is the key business of human nature and human beings. The only one thing that can save the planet is sustainability. This is the only business and problem in the future that everyone needs to face. The basic needs for people are food, water, sun, etc. We do not need high technology to survive. The technologies are only for us to live easier, easier for now but harder for tomorrow. Stepping into this business before anyone else will give me the business advantage in the future.
VoL: Taking on four new companies and playing a big role in the family business may well be an intimidating challenge for many people of your age, who have just finished or are still studying, or starting their careers. Do you feel at all daunted by the upcoming challenges or do you feel that you have been preparing for this for a long time?
JC: I have been preparing for this for a long time, ever since I was a child I have known that my father is a businessman and I want to be a businessman in the future, that was my goal and I was raised in this way. Most of my experiences and knowledge came from observing what my father was doing. I did not learn from books and no-one taught me. Years of observation of what my father was doing and thinking why his making the decision has prepared me for who I am.
VoL: What is your personal message of confidence to the international community? Why invest in Taiwan or partner with a Taiwanese company?
JC: Geographical position of Taiwan is in the middle of Asian countries. Our policies are better than that of China. China is not very sustained in treating their businesses. When they are facing environmental or political problems, they can shut down a company instantly. When you are dealing with China, the risks are higher than that of Taiwan. In Taiwan we have many high tech resources such as TSMC and Foxconn.
Mainland China has the advantage of low labor costs, but in the future the labor cost will be gone. It will be AI, IoT or 5G, full-automation. Labor costs will be slim in the future. What’s the substitute for labor? It’s AI technology. Taiwan has a key part for those technologies, so we will develop those for other countries.
In the future when AI is more advanced, the factories will not need any workers, which means where you locate your factory is not that important. Logistics will be a major cost factor. You want your factory near the port so that way your transportation fee is lower. You want your factory to be closer to your customer so the transportation will be lower.
The most important thing is to communicate and to gather information from different countries, different people, so teamwork is their key point, not the technology or the project you’re doing. Labor cost is not important.
Following the privatization of the Taiwanese oil industry in the late 80s, Yi-Chiu Group emerged as the giants of the mineral oil world in Taiwan. Their Chairman and Founder Chia-Hung Chin has since become known as the mineral oil guru of Taiwan; the group having not just oil, but international trade and environmental protection under the large umbrella of its businesses. That said, in its sixty-year-plus history, now is not the time to rest on laurels. Chia-Hung himself acknowledges that “the amount of natural gas and oil used in the petrochemical industry will slowly decrease.” Looking for solutions to this decrease, Chia-Hung’s approach to challenges does not appear to have changed a great deal. He talks about solutions to the early challenges faced by Yi-Chiu, and how he would “brainstorm for solutions every day, knowing that only through innovation could I turn this difficulty to opportunity.” This idea of innovation as a way of turning difficulty into opportunity, can be seen reflected as Yi-Chiu tries to negotiate the decline of the petrochemical industry that they predict. Branching into sustainable business and renewable energy is gradually being outlined as Yi-Chiu Group’s future. Chia-Hung’s son, Jonathan Chin, the youngest of seven siblings, appears to be the one who is going to manage this future, and is already playing a part in the transition towards it, having steered his father in the direction of sustainability.
Jonathan Chin is far from your average 23-year-old, as he prepares to take on the task of filling the enormous boots of his father, A.K.A Taiwan’s mineral oil guru.
Voices of Leaders: Can you give our readers a brief overview of CDIB Capital Group and its core functions?
William Ho: CDIB Capital Group (CDIB) – the first private development-oriented financial institution in Taiwan – was established in 1959. We are an affiliate of China Development Financial (CDF, TWSE:2883), a leading financial institution in the Asia Pacific region.
In its 60 years of history, CDIB has focused on its principal investments and corporate banking activities. We have invested in and provided financial services for domestic and overseas clients in numerous industries, and continue to play a critical role in further developing Taiwan’s private equity and venture capital markets. CDIB has achieved success in its asset management business since its business transformation in 2013. We invest in compelling growth-oriented companies in consumer and retail, value-added manufacturing, and new services, seeking to capitalize on cross-market opportunities in the Asia-Pacific region.
In recent years, we have broadened our investment activities by managing third-party capital from a wide range of sources including high-net-worth individuals, family offices, sovereign wealth funds, pension funds, funds of private-equity funds, insurance companies and banking institutions from around the world. We are committed to ESG (environment, social and governance) practice; just like CDF’s other subsidiaries: China Life, KGI Bank and KGI Securities, we have all signed the “Stewardship Principles for Institutional Investors” enacted by the TWSE.
VoL: How do you see technology and innovation transforming CDIB?
WH: In terms of the capital group, we manage funds focused on technology and also have a growth fund partially focused on technology; as you can see we actually invest a lot in technology. The Group also recently launched the “CDIB Intelligence Partners Fund” which is actively seeking institutional investors in high potential sectors such as technology, targeting global AI-related investment opportunities.
We invest in startups and invite many technology firms in Taiwan as our LPs. We also manage funds for Alibaba to invest in new ventures. In response to the trend of financial innovation, CDIB Capital Group has capitalized on a wealth of investment experience, transformed asset management investment into an industry with great potential.
The Group has thrown its full weight behind supporting local innovation team development in Taiwan, having set up the CDIB Capital Innovation Accelerator to funnel resources into start-ups active in internet & cloud, IoT, mobile internet, and next-generation e-commerce, in order to connect to overseas networks and explore overseas markets. These efforts have recently been recognized with the 2019 Taiwan Corporate Sustainability Awards (TCSA) honors.
VoL: What is your advice to any global executive who is looking at doing business in Asia, especially with the current situation?
Click to read
William Ho
President of CDIB
Capital Group
WH: It depends on the business executive, where the company focus is, what kind of industries and what kind of market it is operating in. To put it in the perspective of private equity (PE), I would definitely focus on Taiwan in the next few years. Local businesses are looking for expansion and partners; some might even sell the majority part or half of the business as the older generation faces succession issues. However, Taiwan is not fully covered by the majority firms, there are plenty of opportunities here and there will be more and more as succession continues to be a really big as well as urgent issue.
In Taiwan, where SMEs play a crucial role to drive economic growth, I see SMEs need more capital and a professional team to help them operate and expand; that is where CDIB can play a major role. We position ourselves as the solution provider, offering financial, management and moreover technology resources. I believe this strategic focus will be a key area for CDIB in the coming years.
We are pleased to announce the successful acquisition of a controlling interest in publicly-listed Jintex Corporation Limited (“Jintex”, TPEX: 1787) in June 2019. The acquisition has been recognized by the Taiwan Mergers & Acquisitions and Private Equity Council (“MAPECT”) and received the “2019 Most Creative M&A Award”. This is especially significant for CDIB as a landmark, take private, control deal in Taiwan’s mid-market space.
VoL: What strategic plans do you have in place for 2020?
WH: We are going to launch more products. We have managed funds denominated in USD, NTD and RMB as well as invested in a range of strategies including mid-market control buying, growth investments, early and later stage venture capital and special situations.
Moreover, CDIB also works on funds in Southeast Asia, Japan, Korea and we also have funds for small companies in the United States. Beyond that, we are focusing on biotech and healthcare, which is going to be a big fund and we are thinking about adding things such as credit and infrastructure as secondary products.
Healthcare is a major issue for us and we have just launched RMB funds for healthcare in China. Essentially, new products related to technology, healthcare, biotech, credit and infrastructure will be launched in 2020.
We recently completed the final round of fundraising for our Global Opportunities Fund with US$136M of committed capital as well as first-round fundraising for the CDIB Yida Private Equity Healthcare Fund with RMB760M of committed capital. In addition, CDIB Intelligence Partners has been launched and this focuses on global AI-related investment opportunities with a targeted fund size of US$75M. Finally, we are also actively raising funds for a second NT dollar-denominated healthcare fund, targeting NT$3B.
VoL: What is your personal message to the international community?
WH: I believe Taiwan will play a major part in the next year or two, especially given the ongoing Sino-U.S. trade issue. In fact, many companies that we have invested in have shown expansion in their businesses; instead of dedicating companies’ resources to China, they chose Taiwan and this has benefitted Taiwan a lot. Taiwan can become much more active in terms of the PE world and more transactions and purchases will be carried out here. In addition, family enterprise succession is going to be a key issue in Taiwan and I hope our scope will grow from there.
CDIB Capital Group has local presence in Hong Kong, Shanghai, Taipei and New York.
For further information, please visit
www.cdibcapitalgroup.com or contact us at
ccapir@cdibh.com.
Energy & Finance
Voices of Leaders: Can you tell our readers about the company and its plans for the future, with a specific focus on key areas such as innovation and technology?
Welch Lin: For the past few years Taishin Holdings has been performing well, with good profitability and a strong and developing franchise across a broad range of financial products and services, including wholesale banking, retail banking, and securities. In Taiwan, the company ranks first in auto loans, third in securities underwriting, fourth in credit cards, and seventh in syndication.
In digital banking, Taishin embraces innovation; it values the user’s experience, continuously improves its systems, and is eager to communicate with the younger generation. In the 2019 “Best FinTech Service Bank” awards held by Global Views Monthly, Taishin won the “Champion” and “Best User-Recommended Service” awards, and received a total of five first prizes in eight categories. In the same year, at the IDC “Digital Transformer Awards,” Taishin won the “Operational Model Master” prize for its efforts to solve cash flow issues by integrating e payment services for retailers through the adoption of a New Payment Service, “pay+.”
In 2015, Taishin began its digital transformation with its digital brand, “Richart,” which injects a new mindset into the banking system, taking particular account of user experience and enabling prompt response capability. In the subsequent years, “Richart” has received several global awards, such as the German Red Dot award for Communication Design, and has maintained a leading market position with 60% market share in Taiwan.
Together with this innovation, Taishin Bank has expanded its ecosystem by engaging in cross industry cooperation on an open banking platform (including Open APIs and Partner APIs), the implementation of which dramatically reduces breakpoints in the service flow while delivering a seamless financial service to customers; the aforementioned “pay+” is one innovation made possible by this platform. Continuing the spirit of collaboration, Taishin has formed a strategic ties with many well-known consumer businesses in Taiwan—from Shin Kong Mitsukoshi Department Store (SKM), to Taipei 101 Mall, and Family Mart convenience stores—to provide comprehensive payment tools, allowing customers to make purchases in member stores using mobile apps. Furthermore, “pay+” makes possible wire transfer services for non-business activities, such as paying rents, sending gifts, splitting a bill, etc.
For the provision of cross-border payments, Taishin has collaborated with the credit card arm of Hana Financial Group, the largest financial conglomerate in South Korea, to launch “Global Loyalty Network (GLN).” In a move that makes Taishin the world’s first GLN Hana cross-border payment member bank, Hana members can, through the use of this platform, make payments when travelling in Taiwan simply by producing their Hana APP codes. The platform also allows Korea’s and Taiwan’s tourists to make on-line currency exchanges, payments, and clearances.
Taishin is the only bank in Taiwan to be simultaneously allied with Alipay, WeChat Pay, and HANA Members; it
Click to read
Welch Lin
President of Taishin
Financial Holdings
will continue expanding its cross-border payment offerings. When designing its innovative functions and convenient services, Taishin embraces these four guidelines in the hope of providing the best customer experience: simplicity, promptness, transparency, and thoughtfulness.
VoL: Can you tell us about Taishin’s commitment to innovation and excellence?
WL: Going forward, Taishin will make every effort to retain its existing market niche and sharpen its competitive edge by adopting new technologies, such as OpenAPI, Big Data, Al, RPA, etc. Taishin considers innovation to be its strongest organizational trait and will therefore adhere to its promise of continual business process reengineering for the goal of providing a better service. So as to lower service costs and improve efficiency and service quality, Taishin designed an in-house employee proposal system which enables staff make suggestions. With the number of proposals this year exceeding 10,000, Taishin’s employees have clearly taken “continual improvement to heart.
Taishin believes strongly in developing a digital mindset within the organization and also of the importance of cultivating digital experts. In order to foster and make best use of its staff’s talents, Taishin created an open office space, has relaxed its dress code, and is proud to work with National Sun Yat-sen University to provide financial innovation master programs—which offer paid internships—as a way of bringing quality staff into the bank’s digital team.
In order to develop comprehensive training courses, strengthen its employees’ digital expertise, and maintain a preparedness for the ongoing digital transformation, Taishin works closely with the IT academic groups at National Taiwan University, FIN & TECH at the Taiwan Academy of Banking and Finance, and the Market Intelligence & Consulting Institute at the Institute for Information Industry. In fact, Taishin is so devoted to the cultivation of talent that it was the proud recipient of one of HR Asia Magazine’s 2018 “Best Companies To Work For In Asia” awards.
VoL: What are the advantages, in your opinion, of investing and doing business in Taiwan?
WL: With a ranking of 19th on the 2018 global GDP list, Taiwan demonstrates a strong and growing soft power. In the WEF 2018 Global Competitiveness Report, Taiwan – along with Germany, the U.S., and Switzerland—was listed as one of the world’s four major “Super Innovators.” With a long-standing position as one of most important high-tech places, Taiwan provides great innovation labs and has attracted investment from many multi-national companies. Last year, Microsoft chose to establish its Al R&D center in Taiwan. IBM has located its IBM Client Center and its IBM Studio here, and adds investment to the island each year. Google set up its data center in Chang Hwa and is establishing its third Asian data center in Tainan. 
Energy & Finance
www.taishinholdings.com.tw
Winning customer recognition and society's trust has always been the goal of Taishin Financial Holdings. As a leading Taiwanese financial institution, Taishin recognizes the foundation of success is to maintain consistent and steady growth alongside its customers through its core values of integrity, commitment, innovation and collaboration – principles which help forge lasting client relationships.
Taishin has invested heavily in cutting-edge banking technologies, utilizing AI and big data to provide advanced quality services. Its new ATMs allow customers to get access to cash services via biometric identification. Furthermore, Taishin is the first among its peers to roll out a digital banking service app, called “Richart”, with over 50% of digital banking market share in Taiwan. These innovations qualified Taishin
Taishin Holdings – Your
Smart Partner
Taishin Holdings – Your
Smart Partner
for numerous prestigious awards, including Asia’s Most Intelligent Bank (2019) from the International Data Corporation (IDC) and the Best Retail Bank Taiwan (2019) from The Digital Banker. Welch Lin, President of Taishin Financial Holdings, has said investment in technology is a must which needs to be undertaken for the next generation, while recognizing it may hurt margins in the short term.
Moreover, Taishin is committed to contributing to a sustainable future for all by adhering to the Equator Principles and the implementation of ESG-based policies, with a focus on low-carbon operations and sustainable finance. Such initiatives have seen Taishin rewarded with a place in the Dow Jones Sustainability Index for a second time. “Taishin proudly joins hands with the government, fellow financial institutions,
Taishin Holdings – Your
Smart Partner
and our clients to spur the development of responsible economic, environmental, and social sustainability frameworks,” says Mr. Lin.
Looking ahead, the recruitment and extensive training of top-tier financial professional, as well as the opening of new overseas branches in the Asia-Pacific region will further support Taishin’s ambitions to become a regional player in financial services. “I am very confident in the development of Taishin Holdings,” says Mr. Lin. “In terms of size, we have a very healthy organic growth and we will be more aggressive in the Asia region.”
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Made in Taiwan
Denry Huang
President of CCSB
Voices of Leaders: What are the most important achievements and developments so far for 2020?
Derek Wang: So far luckily the overall performance of CCPC has grown. It has been stable and we are even experiencing steady growth. The steady growth of CCPC as a group could be dependent and inter-related amongst our affiliated companies. Take for example our core business, human pharmaceuticals, we are very close to the completion of a new manufacturing site down in Tainan, Taiwan. This is a new joint venture project between CCPC and one of our Japanese partners, a pharmaceutical company which specializes in a very special series of brand-name antibiotics. Our partners in Japan will transfer the technology to Taiwan for our joint venture; so in the future the products produced in this manufacturing plant will be exported to Japan and China through our partners’ network. The construction is finished, now it is in the application process for permission from the government. We expect to begin operations in late 2021. This is a very important project we are working on now and are very much looking forward to it.
As for our ongoing contract manufacturing business, namely CDMO and CMO business, with our international partners in the United States, Japan and Europe, actually this year the overall volume of the demand has grown substantially; it is quite good this year, we are pleased with the result. In Taiwan we continue to develop new product lines which require setting up new production lines with new manufacturing technology so we can continue to make the investment domestically for our operations. For the domestic market in Taiwan we continue to leverage the marketing, sales and technology platforms that we have already established in Taiwan and to work with our international partners to bring their brands and products into Taiwan, not just
pharmaceuticals, but also healthcare and consumer products. By bringing in their products using our established platforms in Taiwan, we also enlarge our sales in terms of the healthcare sector in Taiwan.
VoL: Could you share the name of your partners in Japan?
DW: Our new plant is a joint venture project with a mid-sized, very well established Japanese pharmaceutical company. We are manufacturing their very special series of brand-name antibiotics for them. They pretty much dominate the Japanese market in this category. Also they want to work with us to bring their products into the Chinese market.
VoL: With the huge recognition and spotlight that Taiwan has received in 2020, what implications and opportunities do you see for the Made in Taiwan (MIT) brand in the future?
DW: Yes, Taiwan has been highly praised for its highly-effective response to COVID-19. The strength of the national healthcare system in Taiwan is definitely the best defense to combat the pandemic. The Made in Taiwan (MIT) brand should be marketed with pride and should also be carefully selective to be compatible with foreign markets. Take one example, one of our successful products in Taiwan is a popular toothpaste. We have to be careful in selecting the brands to market. For biotechnology and pharmaceuticals, nowadays there are quite a lot of new drugs and even vaccines marketed in the global market which were actually developed in Taiwan and sent to the United States for clinical trials. So Taiwan has the capability and capacity to export these products internationally using the Made in Taiwan (MIT) brand. With the outstanding
Click to read
Derek Wang
Chairman of CCPG
medical researchers and highly-recognized national healthcare system, Taiwan is well positioned at this moment to promote not only public health, but also biotechnology and pharmaceutical industries internationally. The Taiwanese manufacturers and producers are more flexible in adapting quickly to the changing economic conditions internationally. The strategy for promoting Taiwanese products was based on an affordable-price basis has actually served its purpose in terms of establishing Taiwan amongst the industrial nations but now this is the time for Taiwanese manufacturers to be flexible and adopt a new marketing strategy. I believe if we do the right thing and adopt a new market strategy; the next ten years will be even more exciting and profitable than the last ten years.
VoL: Do you see a change from governments or big pharma giants in terms of wanting to get their supply or manufacturing closer to home?
Gloria Hsieh: Yes, I think so. The Taiwanese government took action on calling the local pharmaceutical companies and research institutes to form alliances in order to integrate resources as well as to respond promptly to the country’s needs, in hopes of supplying essential needs locally instead of relying on imported supplies. This is a global trend that has evolved from the COVID-19 pandemic crisis.
VoL: What are Taiwan’s key competitive advantages in pharmaceutical and biotechnology?
DW: The growing biopharma success in Taiwan was partly due to the policies of promotion of the industries put forward by the Taiwanese government. The government does not just understand the sector but has the political capital to make changes for example, institutional support and subsidized tax breaks. Also in this country, doctors and medical professionals are very well respected in this country. More people with medical degrees run for and are elected into political office, so there will be more support on broadening the economy in terms of bringing more bio-presence and Taiwan stands out for its cost-effective and very well-educated workforce. Besides that, there has been a very highly-functioning and competitive infrastructure behind the industries. To operate in a relatively
small-sized market of 23 million people in Taiwan, foreign investment and associations are fundamental to the development of the industries. In Taiwan our outstanding medical and research institutes have been generating enough good research scientists. This is more than enough to attract foreign capital and make the venture a success.
VoL: With all the subsidiaries, affiliates and key projects you have going on, how would you like to see CCPG as a group over the next three years?
WH: We are still a relatively small-sized pharmaceutical enterprise compared to the big pharma and multinational pharma. We would like to develop ourselves into a regional leader, but our scope of operation is still centered on generic pharmaceuticals, so we will continue to work with our affiliated companies on vertical integration. Right now besides the established technology platforms that we already have, we are making investments in new technologies as we continue developing more distinctive formulations in addition to specialized medical devices.
We are also getting involved in different categories of generics, not just the ones that we are working on at the moment. For example, special formulations that act in concert with special medical devices, such as pre-filled syringes, pen injectors, small mist inhalers, etc. These technologies have already successfully been applied to different products that we are also making investments in. Overall, we will explore new opportunities while staying centered in our core capabilities of research and development.
CCPC
CCSB
Voices of Leaders: What are the most important changes and transformations that Wendy International has undergone since its foundation in 1980?
Wendy Lu: After Taiwan became a member of PIC/S, many pharmaceutical factories could not find qualified sources. Wendy holds an enthusiastic heart with sharing and service, trying to assist every pharmaceutical factory to find high-quality raw materials. Furthermore, we assist them to sell products abroad as well.
VoL: Looking to the future, there are of course changes in direction that you yourself will want to implement. We have spoken with several companies where the younger generation is about to take the reins from the previous one, their respective companies having been established already. What do you believe your generation has to offer in leading Taiwanese businesses?
WL: I think Taiwanese companies should see the world with a [longer-term vision] and unite all of us together to sell the good products from Taiwan to the world. Caring for all the people around you, and lighting up the world with love.
VoL: What were the milestones and the company’s performance in the first half of 2020?
WL: Although there was an epidemic issue in the first half of 2020, we always uphold the concept of service first, and quality first. That’s why our sales performance is still rising continuously and steadily. Currently, the main sources of raw materials for supply are from Amri and Gentec, which are from the United States and Europe. And the natural propolis from
B-Natural in Italy. We have an office in China and India now, and are planning to smoothen the communication and review of foreign manufacturers.
VoL: What are the strategic plans in place for 2021?
WL: In the year 2021, Wendy international is going to strengthen the European and American markets, let the sales spread over the world. Our charity association WIL, which means world in love. will be established as well. Wendy wants to assist children in poor countries, giving them better education opportunities. Then back to Taiwan, turn our own country’s future around.
VoL: From which regions are your current international clients? Beyond the countries you already have clients in, do you hope to increasingly expand into markets in North America, Europe, or other parts of Asia?
WL: America, Europe, Asia, Africa, the Middle East, we want to become a global enterprise in the future.
VoL: What is Wendy International’s commitment to R&D and innovation?
WL: Pharmacist Wendy has modulated a pure natural antibacterial essential oil specially for this epidemic, which is deeply loved by many customers at home and abroad. Due to the epidemic situation, many people have to wear masks all day long. Pharmacist Wendy recommends that people can drop a little bit of antibacterial essential oil on tissue, and put it on the inner side of the mask. This would let you
Click to read
Wendy Lu
Managing Director of Wendy International
have double protections and keep a fresh smell all day long.
The pure natural propolis which is selected by our Pharmacist Wendy, has organic certification and process patents. It helps to enhance the immunity of humans and beat the COVID-19 away.
VoL: What has Wendy International’s learned about new technologies over the years? And how has it implemented them?
WL: We not only provide the customers with the raw materials they need, but also assist them in exporting their products. From RD to commercial, we solve all problems and provide a full range of services. After many years, it’s deeply valued by our customers.
VoL: What new technologies is Wendy International currently utilizing or planning to implement in its operations?
WL: Currently, we are committed to RD, as long as the customer provides us the chemical structure, we can help to customize it. In Fine Chemicals, we promote TP3 mainly to manufacture Peptides, VPA is used for color coating, Oxa Acid is used for moisturizing and anti-aging.
We also provide the safest reducing agent in the world, and are helping our customer to do OEM about reduction reaction. Furthermore, we assist customers at home and abroad with OEM and ODM service in PIC/S pharmaceutical factories, skin care and healthy food areas as well.
VoL: Taking into account the global reputation Taiwan has gained from their response to the COVID-19 pandemic, what are the implications and opportunities for the ‘Made in Taiwan’ brand? How should Taiwan take advantage of its recently strengthened global reputation?
WL: During this COVID-19 epidemic, Taiwan has handled it very well, so the situation is still in control. Pharmacist Wendy also specially prepared pure natural antibacterial essential oils, and donated masks and essential oils to abroad, hoping that the earth will soon be healthy again!
VoL: What are Taiwan’s competitive advantages in the pharmaceutical and medical supplies industries?
WL: Currently Wendy is setting up a charity association, hoping to help poor children in various countries get better education and stay healthy. Wendy believes that only education can turn the poverty of a country around. In addition, Wendy likes music and painting very much. There are many good paintings, which will be sold for charity. We welcome all interested people to join in this grand event.
Made in Taiwan
Discover our company, we have been
manufacturing pharmaceuticals since
1980 and since then, we have become
global traders who pride themselves
in offering high quality & certified
pharmaceutical products.
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and
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|
ACETAMINOPHEN |
Tablet |
120mg |
|
ACETAMINOPHEN |
Tablet |
300mg |
|
ACETAMINOPHEN |
Tablet |
500mg |
|
ACETAMINOPHEN |
Granules |
200mg |
|
ACETAMINOPHEN |
Syrup |
15mg |
|
ACETYLCYSTEINE |
Granules |
66.67mg |
|
ACYCLOVIR |
Cream |
50mg |
|
ADAPALENE |
Gel |
1mg |
|
ALLOPURINOL |
Tablet |
300mg |
|
ALUMINUM DIHYDROXYALLANTOINATE |
Tablet |
100mg |
|
AMANTADINE HCL |
Capsule |
100mg |
|
AMBROXOL HYDROCHLORIDE |
Tablet |
30mg |
|
AMBROXOL HYDROCHLORIDE |
Tablet |
75mg |
|
AMLODIPINE |
Tablet |
5mg |
|
AMLODIPINE BESYLATE |
Tablet |
13.86mg |
|
AMMONIUM CHLORIDE |
S.C Tab. |
300mg |
|
ANETHOLE TRITHIONE |
S.C Tab. |
12.5mg |
|
ASPIRIN |
Tablet |
100mg |
|
ASPIRIN |
EC tab. |
650mg |
|
ATENOLOL |
F.C.Tab. |
100mg |
|
ATENOLOL |
F.C.Tab. |
50mg |
|
AZELAIC ACID |
Cream |
200mg |
|
AZULENE WATER SOLUBLE |
Tablet |
2mg |
|
BENZARONE |
Tablet |
100mg |
|
BENZBROMARONE |
Tablet |
50mg |
|
BENZOYL PEROXIDE |
Cream |
100mg |
|
BENZYDAMINE HCL |
F.C.Tab. |
25mg |
|
BENZYDAMINE HCL |
Solution |
1.5mg |
|
BETAHISTINE MESYLATE |
Tablet |
12mg |
|
BETAMETHASONE VALERATE |
Topical liquid |
1.2mg |
|
BEZAFIBRATE |
F.C.Tab. |
200mg |
|
BIFONAZOLE |
Cream |
10mg |
|
BIFONAZOLE |
Solution |
10mg |
|
BISACODYL |
EC tab. |
5mg |
|
BISMUTH SUBCARBONATE |
Tablet |
324mg |
|
BISOPROLOL FUMARATE |
F.C.Tab. |
5mg |
|
BROMAZEPAM |
Tablet |
3mg |
|
BROMELAIN |
S.C Tab. |
100mg |
|
BROMHEXINE HCL |
Tablet |
8mg |
|
BROMOCRIPTINE MESILATE |
F.C.Tab. |
2.87mg |
|
BROMPHENIRAMINE MALEATE |
Tablet |
4mg |
|
CALCITRIOL (DIHYDROXYCHOLECALCIFEROL 1-ALPHA, 25-) |
Soft Cap. |
0.25ug |
|
CALCITRIOL (DIHYDROXYCHOLECALCIFEROL 1-ALPHA, 25-) |
Soft Cap. |
0.5ug |
|
CALCIUM CARBONATE |
Tablet |
500mg |
|
CARBETAPENTANE CITRATE |
F.C.Tab. |
30mg |
|
CEPHALEXIN |
Granules |
500mg |
|
CEPHALEXIN |
Cap |
500mg |
|
CETRAXATE HCL |
Capsule |
200mg |
|
CHLORDIAZEPOXIDE |
Capsule |
10mg |
|
CHLORPHENIRAMINE MALEATE |
Tablet |
4mg |
|
CHLORPROTHIXENE HCL |
Tablet |
50mg |
|
CHYMOTRYPSIN |
EC tab. |
40mg |
|
CICLOPIROX OLAMINE |
Cream |
10mg |
|
CIMETIDINE |
Tablet |
200mg |
|
CIMETIDINE |
Suspension |
20mg |
|
CIMETIDINE |
F.C.Tab. |
200mg |
|
CIMETIDINE |
Tablet |
300mg |
|
CINNARIZINE |
Tablet |
25mg |
|
CLEMASTINE |
Tablet |
1mg |
|
CLOBETASOL PROPIONATE |
Ointment |
0.5mg |
|
CLOMIPRAMINE HCL |
Capsule |
25mg |
|
CLONIDINE HCL |
Tablet |
0.15mg |
|
Clotrimazole |
Tablet |
200mg |
|
COLCHICINE |
Tablet |
0.5mg |
|
CYCLOBUTYROL CALCIUM |
Tablet |
110mg |
|
DANAZOL (CYCLOMEN) |
Capsule |
100mg |
|
DEXAMETHASONE |
Ointment |
1mg |
|
DEXAMETHASONE |
Tablet |
0.5mg |
|
DEXAMETHASONE |
Tablet |
0.75mg |
|
DEXCHLORPHENIRAMINE MALEATE |
Tablet |
2mg |
|
DEXTROMETHORPHAN HBR |
Tablet |
20mg |
|
DEXTROMETHORPHAN HBR |
Tablet |
30mg |
|
DIAZEPAM |
Tablet |
5mg |
|
DICLOFENAC SODIUM |
Cap |
50mg |
|
DICLOFENAC SODIUM |
EC tab. |
25mg |
|
DICLOFENAC SODIUM |
EC tab. |
50mg |
|
DICLOFENAC SODIUM |
F.C.Tab. |
100mg |
|
DICLOFENAC SODIUM |
Supp. |
12.5mg |
|
DICLOFENAC SODIUM |
Gel |
10mg |
|
DICLOFENAC SODIUM |
EC tab. |
50mg |
|
DICYCLOMINE HCL |
Tablet |
10mg |
|
DIETHYLTOLUAMIDE |
Topical liquid |
500mg |
|
DIFLUNISAL |
F.C.Tab. |
250mg |
|
DIMENHYDRINATE |
Tablet |
50mg |
|
DIMENHYDRINATE |
Solution |
3mg |
|
DIMETHICONE |
Tablet |
40mg |
|
DIPHENHYDRAMINE HCL |
Capsule |
50mg |
|
DIPHENIDOL HYDROCHLORIDE |
Tablet |
25mg |
|
DIPYRIDAMOLE |
F.C.Tab. |
75mg |
|
DL-METHYLEPHEDRINE HCL |
Tablet |
25mg |
|
DOMPERIDONE |
Tablet |
10mg |
|
EACH CAPSULE CONTAINS : CEFACLOR |
Cap |
250mg |
|
EBENDAZOLE |
Tablet |
100mg |
|
ECONAZOLE NITRATE |
Cream |
10mg |
|
ECONAZOLE NITRATE |
Topical liquid |
10mg |
|
EPRAZINONE 2HCL |
Tablet |
30mg |
|
ERYTHROMYCIN |
Ointment |
10mg |
|
ESTRADIOL |
Cream |
0.6mg |
|
Estradiol |
Topical liquid |
0.001% |
|
ESTRADIOL VALERATE |
Tablet |
2mg |
|
ESTROGEN CONJUGATED |
F.C.Tab. |
0.625mg |
|
ETHANOL |
Gel |
0.652ml |
|
ETHANOL |
Spray |
0.736ml |
|
ETOFENAMATE |
Gel |
100mg |
|
FENBUFEN |
Tablet |
200mg |
|
FENOFIBRATE MICRONIZED |
Capsule |
200mg |
|
FENOTEROL HYDROBROMIDE |
Tablet |
2.5mg |
|
FERRIC HYDROXIDE POLYMATOSE COMPLEX |
Tablet |
357mg |
|
FEXOFENADINE HYDROCHLORIDE |
F.C.Tab. |
60mg |
|
FINASTERIDE |
F.C.Tab. |
5mg |
|
FLUFENAMATE ALUMINUM |
S.C Tab. |
125mg |
|
FLUNARIZINE |
Tablet |
5mg |
|
FLUOCINOLONE ACETONIDE |
Cream |
0.25mg |
|
FLUOXYMESTERONE |
Capsule |
10mg |
|
FLURAZEPAM HCL |
Capsule |
30mg |
|
FLURBIPROFEN |
F.C.Tab. |
100mg |
|
GENTAMICIN |
Cream |
1mg |
|
GINKGO BILOBA EXTRACT |
F.C.Tab. |
9.6mg |
|
GLICLAZIDE |
Tablet |
80mg |
|
GLICLAZIDE |
Tablet |
30mg |
|
GLIPIZIDE |
Tablet |
5mg |
|
GLUCOSAMINE SULFATE CRYSTALLINE |
Cap |
628mg |
|
GLUCOSAMINE SULFATE CRYSTALLINE |
Capsule |
314mg |
|
GLYCYRRHIZINIC ACID |
S.C Tab. |
300mg |
|
GUAIACOL GLYCOLATE |
Tablet |
100mg |
|
HYDROCORTISONE |
Ointment |
10mg |
|
HYDROCORTISONE ACETATE |
Ointment |
5mg |
|
HYDROQUINONE |
Gel |
40mg |
|
HYDROQUINONE |
Cream |
20mg |
|
HYDROQUINONE |
Cream |
40mg |
|
IBUPROFEN |
F.C.Tab. |
200mg |
|
IBUPROFEN |
F.C.Tab. |
600mg |
|
IBUPROFEN |
Granules |
200mg |
|
IBUPROFEN |
Tablet |
600mg |
|
IBUPROFEN |
F.C.Tab. |
400mg |
|
IMIPRAMINE HCL |
S.C Tab. |
25mg |
|
INDOMETHACIN |
Capsule |
25mg |
|
INDOMETHACIN |
Tablet |
25mg |
|
INDOMETHACIN |
Topical liquid |
10mg |
|
IODINE LECITHIN |
S.C Tab. |
5.4mg |
|
KETOCONAZOLE |
Cream |
20mg |
|
KETOCONAZOLE |
Topical liquid |
20mg |
|
KETOTIFEN |
Tablet |
1mg |
|
LEVONORGESTREL |
Tablet |
1.5mg |
|
LEVONORGESTREL |
Tablet |
0.75mg |
|
LEVONORGESTREL |
Tablet |
1.5mg |
|
Levonorgestrel |
Tablet |
1.5mg |
|
LIDOCAINE HCL |
Gel |
20mg |
|
LOPERAMIDE HCL |
Capsule |
2mg |
|
LOPERAMIDE HCL |
Cap. |
2mg |
|
LOSARTAN POTASSIUM |
F.C.Tab. |
100mg |
|
LOSARTAN POTASSIUM |
F.C.Tab. |
50mg |
|
LOVASTATIN |
Tablet |
20mg |
|
LYSOZYME CHLORIDE |
Cap. |
20mg |
|
LYSOZYME CHLORIDE |
Tablet |
50mg |
|
MEBHYDROLINE NAPHTHALENEDISULFONATE |
Tablet |
76mg |
|
MECLIZINE HCL |
Tablet |
50mg |
|
MECOBALAMIN |
Capsule |
0.5mg |
|
MEDROXYPROGESTERONE ACETATE |
Tablet |
5mg |
|
MEFENAMIC ACID |
Tablet |
250mg |
|
MEFENAMIC ACID |
F.C.Tab. |
500mg |
|
MEPENZOLATE BROMIDE |
Tablet |
25mg |
|
MEPREDNISONE 21- ACETATE |
Ointment |
2.5mg |
|
MEQUITAZINE |
Tablet |
5mg |
|
METFORMIN HCL |
Tablet |
500mg |
|
METHYLEPHEDRINE DL- HCL |
Tablet |
25mg |
|
METHYLTESTOSTERONE |
Capsule |
20mg |
|
METOCLOPRAMIDE HC |
Granules |
10mg |
|
METOCLOPRAMIDE HCL |
F.C.Tab. |
10mg |
|
METRONIDAZOLE |
S.C Tab. |
250mg |
|
MICRONIZED FENOFIBRATE |
F.C.Tab. |
160mg |
|
MINOCYCLINE (HCL) |
Capsule |
100mg |
|
MINOXIDIL |
Topical liquid |
20mg |
|
MINOXIDIL |
Topical liquid |
50mg |
|
NAFTIFINE HYDROCHLORIDE |
Cream |
10mg |
|
NALIDIXIC ACID |
Tablet |
500mg |
|
NAPROXEN |
Tablet |
375mg |
|
NAPROXEN |
Tablet |
250mg |
|
NAPROXEN |
Tablet |
100mg |
|
NICAMETATE CITRATE |
F.C.Tab. |
50mg |
|
NIFEDIPINE |
Soft Cap. |
10mg |
|
NITRAZEPAM |
Cap. |
5mg |
|
NITROXOLINE |
S.C Tab. |
100mg |
|
NORETHINDRONE ACETATE |
S.C Tab. |
5.705mg |
|
NOSCAPINE |
Tablet |
20mg |
|
Nystatin |
Vaginal Tab |
100,000U (potency) |
|
NYSTATIN |
Capsule |
50MG/UN |
|
OFLOXACIN |
F.C.Tab. |
200mg |
|
OFLOXACIN |
F.C.Tab. |
100mg |
|
OLMESARTAN MEDOXOMIL |
F.C.Tab. |
20mg |
|
ORLISTAT |
Cap |
120mg |
|
ORLISTAT |
Cap. |
60mg |
|
OXAZOLAM |
Capsule |
10mg |
|
OXETHAZAINE |
Tablet |
10mg |
|
OXOLAMINE CITRATE |
Tablet |
100mg |
|
OXYBUTYNIN CHLORIDE |
Tablet |
5mg |
|
OXYMETAZOLINE HCL |
Topical liquid |
0.5mg |
|
PANTOPRAZOLE SODIUM SESQUIHYDRAT |
EC tab. |
5.1mg |
|
PENTOXIFYLLINE |
EC tab. |
100mg |
|
PHENAZOPYRIDINE HCL |
S.C Tab. |
50mg |
|
PHENOBARBITAL |
Tablet |
30mg |
|
PHENOXYBENZAMINE HCL |
Capsule |
10mg |
|
PHYTOMENADIONE |
Tablet |
5mg |
|
PIMOZIDE |
Tablet |
4mg |
|
PIPERILATE HCL |
Tablet |
3mg |
|
PIPOXOLAN HYDROCHLORIDE |
F.C.Tab. |
10mg |
|
PIPRINHYDRINATE |
Tablet |
3mg |
|
PIRACETAM |
Capsule |
400mg |
|
PIROXICAM |
Capsule |
10mg |
|
PIROXICAM |
Gel |
10mg |
|
PIROXICAM |
Cap. |
10mg |
|
PIROXICAM |
Cream |
5mg |
|
PODOPHYLLOTOX |
Cream |
1.5mg |
|
POTASSIUM CRESOLSULFONATE0 |
Liquid |
18mg |
|
PREDNISOLONE |
Tablet |
5mg |
|
PROCATEROL HYDROCHLORIDE HEMIHYDRATE |
Solution |
0.005mg |
|
PROCHLORPERAZINE MALEATE |
Tablet |
8mg |
|
PROPANTHELINE BROMIDE |
S.C Tab. |
15mg |
|
PROPRANOLOL HCL |
Tablet |
10mg |
|
PROPRANOLOL HCL |
Tablet |
40mg |
|
PSEUDOEPHEDRINE HCL |
Tablet |
60mg |
|
RETINOIC ACID |
Cream |
0.5mg |
|
SCOPOLAMINE |
F.C.Tab. |
10mg |
|
SEAPROSES |
Capsule |
10mg |
|
SIBUTRAMINE HYDROCHLORIDE MONOHYDRATE |
Capsule |
15mg |
|
SILYMARIN |
Capsule |
150mg |
|
SIMVASTATIN |
F.C.Tab. |
40mg |
|
SIMVASTATIN |
F.C.Tab. |
20mg |
|
SODIUM FLUORIDE |
Tablet |
2.211mg |
|
SODIUM FLUORIDE |
Tablet |
0.553mg |
|
SULFADIAZINE |
Ointment |
50mg |
|
SULINDAC |
Tablet |
200mg |
|
TAZAROTENE |
Cream |
1mg |
|
TEGAFUR |
Cap. |
200mg |
|
TERBINAFINE HYDROCHLORIDE |
Cream |
10mg |
|
TERBUTALINE SULFATE |
Tablet |
2.5mg |
|
TICLOPIDINE HCL |
F.C.Tab. |
100mg |
|
TINIDAZOLE |
F.C.Tab. |
500mg |
|
TIPEPIDINE HIBENZATE |
Tablet |
20mg |
|
TOCOPHEROL NICOTINATE ALPHA DL |
Soft Cap. |
100mg |
|
TOLNAFTATE |
Ointment |
20mg |
|
TRANEXAMIC ACID |
Capsule |
250mg |
|
TRIAMCINOLONE |
Tablet |
4mg |
|
TRIAMCINOLONE ACETONIDE |
Cream |
1mg |
|
TRIAMCINOLONE ACETONIDE |
Ointment |
1mg |
|
TRIAZOLAM |
Tablet |
0.25mg |
|
TRIMETOQUINOL HCL |
Tablet |
3mg |
|
ULFADIAZINE SILVER |
Cream |
10mg |
|
URSODEOXYCHOLIC ACID |
Tablet |
100mg |
|
URSODEOXYCHOLIC ACID |
Capsule |
300mg |
|
VERAPAMIL HCL |
F.C.Tab. |
40mg |
|
VITAMIN U |
S.C Tab. |
25mg |
|
XYLOMETAZOLINE HCL |
Topical liquid |
1mg |
|
YDROCHLOROTHIAZIDE |
Tablet |
25mg |
|
ZINC PYRITHIONE |
Topical liquid |
20mg |
Finished Products
Fine Chemicals and Reagents
API New Item
Essential Oils - Wendy Pharmacist Special modulation
Excipients
API Key Item
API Item
Watch Video
Voices of Leaders: Following your retirement from Academia Sinica, what led you to found ALPS biotech?
Shui-Tien Chen: When I was working in the Academia Sinica, I was passionate about science and I always hoped that the results of science could contribute to society. After I retired from the Academia Sinica, I established ALPS Biotech, the purpose of which is to commercialize the scientific results for public benefit. During my stay at the Academia Sinica, I already had a lot of experience in technology transfer, and I have licensed research results and patents to other biotechnology companies. At the same time, I conducted many years of lung cancer research and found biomarkers of lung cancer. Since lung cancer is the cancer with the highest mortality rate, more than half of the patients in Taiwan are already in clinical stage IV when they are diagnosed. Therefore, we focused on lung cancer as the research subject. As for Antrodia cinnamomea, it is a fungus endemic to Taiwan. Therefore, I have a strong sense of mission in the research on Antrodia cinnamomea. I hope that this important natural resource can benefit the people through ALPS’s research and development in my lifetime. In addition, I also look forward to continuing to train the young generation. Therefore, the establishment of ALPS Biotech is to create an industrial environment so that the young generation can be more able to play to their strengths.
VoL: What are the latest developments related to your lung cancer research?
SC: Through proteomics technology, we found a biomarker in the urine of lung cancer patients, which can be developed into an in vitro diagnosis, and this biomarker also has a high potential for development into immunotherapy. In addition, we have also started many
projects related to natural products. Based on the experience of many patients, we know that Antrodia cinnamomea is a great help for the recovery of cancer patients after surgery. Antrodia cinnamomea also has some effects on the prevention and treatment of COVID-19. At present, we are also actively developing some food additives, and plan to develop food preservation antibacterial ingredients derived from natural herbal extracts. In addition, we are also developing processes for some high profit margin functional food materials, with efforts focused on scale-up and quality control for mass production.
VoL: The Taiwanese government has identified biotechnology as one of the 5+2 industrial clusters. How do you assess the government’s support over the last four years and how easy or difficult it is for a researcher like yourself to set up a company?
SC: The development period of a new drug is very long and requires a lot of resources. It is very difficult for a new company. Therefore, we are very grateful for the government’s support through the investment program of the National Development Fund and the San Fu Global Fund. Relative investment has given ALPS Biotech a very important capital injection, allowing us to continue to invest our enthusiasm in the research and development of technology and new drugs.
VoL: Are the regulations changing at the right speed?
SC: Taiwan has already become a global leader in the semiconductor industry. The government hopes to foster the biotechnology industry to become the next main force in the country. Therefore, the
Click to read
Shui-Tien Chen
PhD, President of
ALPS Biotech
adjustment of laws and regulations is carried out in accordance with this strategic direction. At present, Taiwan’s biotechnology has begun to flourish, with more than 1,000 biotechnology companies participating in the annual biotechnology exhibition. In addition, regulations including manufacturing quality certification have also been in line with international standards, in compliance with US FDA GMP and PIC/S-GMP. The clinical trial regulations in Taiwan are also in-line with international GCP guidelines. The Government has also been giving tax incentives to encourage the development of the biotechnology industry in Taiwan besides assisting new drug developers in complying with international clinical regulations. We hope that the speed of regulatory adjustment can keep up with the speed of development of the biotechnology industry.
VoL: How do you assess the new generation of scientists and researchers who are looking to establish their own company and products?
SC: Entrepreneurship is always a very hard way. Even though I am getting older now, I still encourage the younger generation to actively face challenges. The biotechnology industry requires cooperation and cross-field integration, so the teamwork spirit is a necessary corporate culture. ALPS Biotech is the first batch of companies to be successfully approved to enter the National Biotechnology Research Park. It is committed to creating an environment where many manufacturers and R&D units can interact and cooperate. It is a brand-new biotechnology incubation base in Taiwan. ALPS Biotech can be a starter used as a company that introduces young people into the biotech industry, accumulates experience, and learns to cooperate.
VoL: Where do you see Taiwan’s biggest potential in the global biotech market?
SC: Taiwan has a very strong research momentum, spares no effort in the training of high-level talents, and attaches great importance to intellectual property rights. The transparency of the accounting and financial system is synchronized with the international. Taiwan has been a global leader in the IT, semiconductor, and precision machinery industries recently. Taiwan’s biotechnology can combine these advantages in the future. For example, precision medical materials, telemedicine, integrated AI, and other related industries will be our niche. In addition, Taiwan’s medical standards are ranked third in the world in international assessments, and Taiwan’s national health insurance system and service quality are ranked first in the world.
These advantages are Taiwan’s most important competitiveness in entering the global biotech market.
VoL: What is your personal message of confidence to global executives? How can they rely on Taiwan’s pharmaceutical and biotech industries for their global operations?
SC: Taiwan’s capabilities in biotechnology and pharmaceuticals, especially APIs (active pharmaceutical ingredients). All the API manufacturers in Taiwan have to pass PIC/S GMP inspection by the TFDA. Many of these API companies comply well with international GMP standards and successfully passed US-FDA inspections. Taiwan’s GCP is also performing very well and is very suitable for the clinical trial environment of new drugs. It provides relevant information on Asian races, combines the big data of the health insurance database, integrates medical informatics, and precision medical technology, AI medical treatment, and IT industry, and the development of telemedicine. These are all important resources that global executives should value. In addition, Taiwan’s friendly social environment, political democratization, complete concept of personal information privacy protection, and emphasis on intellectual property rights are all important indicators worthy of global investment.
VoL: With all the projects you have going on at ALPS Biotech and its sister companies, how do you see the group in the next few years?
SC: Sound corporate governance is our primary goal. In the future, we will continue to carry out research on lung cancer, not only to develop in vitro diagnosis, but also to develop immunotherapy and related vaccines. In addition, in many research and development projects of natural products, we also have a great willingness to cooperate with other international biotechnology and pharmaceutical companies, mutual authorization, and joint ventures — including the development of Antrodia cinnamomea botanical new drugs, the extraction and identification of other more biological functional natural substances, the strengthening of more refined and pure processes, the development of faster synthesis techniques, and so on. The goal is that we hope to upgrade ALPS from a biotechnology company to a global pharmaceutical company.
Made in Taiwan
SEDA Chemical Products CO., LTD was established in 1971. SEDA has been running the brand “IMAGER-37” for selling home bedding and medical care products for 20 years, and products including home bedding, medical mattress (anti-pressure injuries), and smart-care mattress/system, smart home bedding. The main material of products is the exclusive memory foam with Visco-Elastic, Open-Cell, and Temperature-Sensitive characteristics, so it can perfectly contour the body shape by differentiating between the body and room temperature. It also offers the maximum contact area for body support and pressure relief (even the fingerprints can be clearly contoured). Products have been awarded Taiwan Excellence Awards, Symbol of National Quality Awards, and TFDA medical device licenses.
In recent years, SEDA has successfully entered the field of medical biotechnology and developed medical care products and smart bedding products. These products have been widely used in Taiwanese hospitals for care and smart living. By developing core materials and technologies, IMAGER-37 aims to become a leading global brand that is synonymous with Smart Sleep, Smart Home, and Smart Care.
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Awards & Certifications: Taiwan Excellence Awards, Symbol of National Quality Award of Taiwan, ISO 9001/13485, RoHS and CE.
Made in Taiwan
Voices of Leaders: Since its foundation in 1971, what are the most important changes and transformations that SEDA has undergone?
Wei-Kuan Wang: From 1971 until now, SEDA has kept developing innovative foam materials and products for enhancing people’s life and society’s welfare.
Being a foam maker with a long history, we have been accumulating abundant core technologies and practical experience. The developed key materials are from high resilience foam, integrated skin foam, viscoelastic memory foam and phase change material integrated into foam. The developed products include seats for vehicles and bicycles, office chairs and home sofas, pillows, mattress, cushions for sleep, medical care and rehabilitation products, and smart sensing and IoT mattresses.
The most important change is that we keep adding value to the products using technological innovations for the necessary demand, and the main business model in Taiwan has changed from OEM to ODM and OBM.
VoL: What are the strategic plans in place for 2021?
WW: In order to enhance the competitive power and business development of the company, we have targets to do as following:
1. Keep developing and deepening self-brand business by widely promoting sleep health perspectives and launching new products for good sleep.
2. Extending the market share of medical care products in Taiwan by promoting the importance of preventing pressure injuries
and practically visiting hospitals and nursing homes.
3. Extending the market share of the smart mattress in Taiwan by cooperating with the well-known system integrators for building large scale pilot fields of smart home and smart care applications.
4. Continue developing high value-adding products for pet care products, human lifestyle products, and high flame-retardant products.
5. Aggressively seeking opportunities and partners for OEM, ODM, and OBM business development in global markets, especially the US, European and Japanese markets.
VoL: What is SEDA’s commitment to R&D and innovation?
WW: For sustainable enterprise development, SEDA aims to develop high-quality foam products for better sleep quality and life welfare. And, from the implementation of automatic manufacturing processes and facilities to the developed products’ functions and applications, SEDA keeps insisting on innovating and progressing at all. Besides, we will focus on developing medical care products, and sensing, IoT, and AI bedding products for achieving the demands of the aging society and lack of manpower.
VoL: What has SEDA learned about and how has it implemented new technologies over the years?
WW: Because sleep disorder and aging care are serious global problems, many technologies and products are being developed to solve the rapidly increased demands. As a foam product manufacturer,
Click to read
Wei-Kuan Wang
Chairman of SEDA
SEDA uses exclusive viscoelastic and temperature-sensitive memory foam as the basement to design pressure redistribution for medical care products, and integrate the Phase Change Material for solving the heat (sultry) problem, and integrate Sensing, IoT, and AI technologies for more efficient sleep and telecare service.
VoL: What new technologies is SEDA currently utilizing or planning to implement in its operations?
WW: In routine manufacturing, we have utilized the robotic pouring system for the well-control of foam material, the automatic transportation system for increasing the working efficiency, and RIFD system for better stock management. All the manufacturing processes have passed the ISO international standard. Additionally, there are three main special technologies for developing advanced products:
1. High-density molding memory foam with viscoelastic, temperature-sensitive and open cells. The density is higher than normal foam, so the exclusive memory foam could provide excellent body immersion and envelopment for better pressure redistribution and body support. The key material could be used to design high-end home sleep and medical care products.
2. For solving the heat problem in pillows or mattresses, the present common solution is to use a cooler fabric atop the items, but the cooling time of body impressions is very short. Hence, the phase change material embedding in the high airflow foam is an innovative invention, and the items with PCM can absorb the heat from human and discharge to the outside (with air-conditioned environment) so that the sleep temperature will be controlled well for the long period (at least 8 hours).
3. A smart mattress could facilitate sleep monitoring (body movement, sleep status, and breathing). By integrating deep learning mechanisms, IoT technologies, and ICT platforms, it could facilitate sleep quality management and also be easily connected with the local sleep environment and remote caregiver for better health and safety management.
VoL: Taking into account the global reputation Taiwan has gained from their response to the COVID-19 pandemic, what are the implications and opportunities for the ‘Made in Taiwan’ brand particularly for the pharmaceutical, biotechnology and medical innovation industries? How should Taiwan take advantage of its recently strengthened global reputation?
WW: Taiwan has developed many valuable life experiences, medical resources, and ICT technologies in years. Most of Taiwan’s enterprises have high potential in R&D, and also insist on high-quality product development, so “Made in Taiwan” products are always a well-trusted option, especially the pharmaceutical, biotechnology and medical products which require high accuracy and quality.
Since China’s manpower cost is not an advantage anymore, Taiwanese industries with abundant various resources should be aggressive to connect global business networks, and try to show Taiwan’s technologies innovation and product quality to bring global business possibilities. We strongly believe Taiwan’s brand could be more acceptable in global markets in the coming years.
VoL: What is your message of confidence to global investors and companies that are looking to invest in a Taiwanese company or pursue a joint-venture with a Taiwanese company?
WW: SEDA started in 1971 as a professional PU foam manufacturer in Taiwan and aims to develop high-quality products for sleep health and medical care. SEDA has also run a self-brand “IMAGER-37” in selling home bedding products in department stores in Taiwan for 20 years. Therefore, SEDA has accumulated abundant key technologies and experience, and the related series products have awarded the Taiwan excellence awards and symbol of national quality awards of Taiwan, so SEDA is very confident to provide excellent foam products for users. In the meantime, all of our products comply with international quality standards and are also greatly appreciated in a variety of different markets throughout the world.
If you are interested in any of our products or applications, please feel free to contact us. We are very welcome to cooperate with global partners to form successful business relationships by the OEM, ODM, or OBM business model.
Made in Taiwan
Next
SEDA Chemical Products CO., LTD was established in 1971. SEDA has been running the brand “IMAGER-37” for selling home bedding and medical care products for 20 years, and products including home bedding, medical mattress (anti-pressure injuries), and smart-care mattress/system, smart home bedding. The main material of products is the exclusive memory foam with Visco-Elastic, Open-Cell, and Temperature-Sensitive characteristics, so it can perfectly contour the body shape by differentiating between the body and room temperature. It also offers the maximum contact area for body support and pressure relief (even the fingerprints can be clearly contoured). Products have been awarded Taiwan Excellence Awards, Symbol of National Quality Awards, and TFDA medical device licenses.
In recent years, SEDA has successfully entered the field of medical biotechnology and developed medical care products and smart bedding products. These products have been widely used in Taiwanese hospitals for care and smart living. By developing core materials and technologies, IMAGER-37 aims to become a leading global brand that is synonymous with Smart Sleep, Smart Home, and Smart Care.
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Awards & Certifications: Taiwan Excellence Awards, Symbol of National Quality Award of Taiwan, ISO 9001/13485, RoHS and CE.
Made in Taiwan
Voices of Leaders: What are some of the advantages of being in the Southern Taiwan science parks?
Howard Lu Hao Wu: We have some access to not only the soft part, the hard part also. Right now we are located in the science park’s building and they have very good infrastructure over there, and also very good access to the customer part. They also have other research labs, appraisal lab institutions, so we found the location is really excellent for a company like us to innovate some products, and to have a good dialogue with the customer is very important, so it’s an excellent location.
VoL: Talking about Covid-19, this has been a game-changer for everyone. Positively or negatively, how has Covid-19 changed the company’s plans for 2020?
HW: For Evermore Applied Materials, so far we haven’t seen much of an impact. I think it was pretty much fixed when the Taiwanese government took action. So our research momentum pretty much maintained the same as last year. From a certain point of view no impact is good impact. I foresee many consumer goods products will be impacted, but our portfolio focuses on B2B so maybe not that much yet.
VoL: Do you think Taiwan’s management of COVID-19 can have an implication for the MIT (Made In Taiwan) brand?
HW: Of course. This pretty much reflects the government’s management. Early warning systems — they sent people to Wuhan and observed very early omens of what was going to happen. The leadership of the government took notice. From a corporate point of view this is
something that we can learn, not everyone could notice the early bad news and take really quick action. I think that the teams that went to Wuhan did a good job and observation. This reflects the quality of the management from Taiwan. The manufacturing sector could also leverage such an image.
VoL: What are some of the projects you are currently working on in your product portfolio?
HW: Our key project right now, actually there are two parts. For the first half of this year we are going to launch this product called ZNT Fuse MX, so this is a very good adhesive for carbon fiber. The second part is launching Linite, our performance booster for lithium battery products. It increases the life cycle and output of the battery. We are launching a kind of family of Linite products which target different segments of the customers, for example EV or Hentour, Dyson and so-on. What we try to help our customers do is reach their performance 4.0.
VoL: What are the other key projects you have going on for the second half of 2020 or even 2021?
HW: In Taiwan there are a lot of composite applications, this is something we want to help the customer with. Our aim is to help them use less and perform better. Much less and much better, that’s what we call performance 4.0.
VoL: Do you see any correlation between performance 4.0 and industry 4.0? Because everyone talks about industry rather than performance 4.0
Click to read
Howard Lu
Hao Wu
Managing Director of Evermore Applied Materials
HW: I am not sure if anyone else is talking about performance 4.0. What we try to say is to be honest, we do not try to connect the industry 4.0, from the materials point of view, we always want to help the customer to create more sustainable products, which means more durable, greener, with less carbon footprint. I think it’s quite important
VoL: Around the world sustainability and environmental friendliness is more central to our global collective than ever before. Given the growing demand for more green, sustainable, eco friendly products — how committed is Evermore to this kind of new production?
HW: Actually, at Evermore we try to focus on this 4.0 performance, I think it is pretty much aligned to these more sustainable products. We think the so-called previous 3.0 time period should make a really big transformation which means maybe companies in the manufacture sector don’t require that big size of an area or resource. We are thinking of materials they use that they could reduce by 10%, they could reduce a lot of energy which is all related to unnecessary waste. I think durability and sustainability is our main focus.
VoL: Now with Covid-19 the world was put to a halt, even though it was not felt that much here in Taiwan. Many companies and industries are rethinking their business models, especially when it comes to production, to this eco-friendliness and sustainability. How committed do you see the Taiwanese industries when it comes to this eco-friendly, sustainable production?
HW: From my point of view, I think a lot of companies are already aware that there is no turning back now, this is the way you have to move on. In particular, if you think about an island of this size, we cannot afford too much of a carbon footprint. We really have to reduce energy consumption. The citizens’ awareness has also increased sharply over the past few years, people are really concerned if your product, if your factory is really green or not. This is something we have to move forward.
VoL: Which also goes in line with the circular economy concept. Speaking about new technologies, we know that technology is changing industries faster than ever and of course now with 5G, AI, IoT, this is part of the industry 4.0. What new technologies are you implementing or planning to implement in the future?
HW: We have a really big focus on the EV (electric vehicle) and hope our product really helps our customers to improve their — for example — cruising range, in a single charge they could use a much longer battery life. Right now it’s pretty disposable, this creates a lot of problems, there are a lot of unwanted materials in the battery when you want to recycle. We want to help our customers become more sustainable. In terms of 5G we are targeting some applications which could help our customer to create thinner and smaller products by using our material.
VoL: Of all these new technologies, apart from your own industry, which excite you the most and which do you think are most likely to be used in Taiwan?
HW: This is a very big topic. Taiwan has quite a lot of opportunities because we have various applications from very upstream raw material to chips and components and final products. I think 5G is something a lot of companies are betting on.
VoL: Going back to Evermore and looking to the future. Which regions are you looking to further expand the business when it comes to the exports?
HW: North America, for our materials the North American market is very important, we are also hoping to go to Europe. That is the next step.
VoL: What is your personal message about the future of Evermore and how companies can partner or collaborate with Evermore Applied Materials?
HW: This is not something we could survive on. We need to be innovative to survive. We took a very close look at what the customer needs are and innovation without customer needs would be nothing. If anyone wants to collaborate in this area we know quite a lot of industry and difficult applications, I think that’s one of our core competencies, because we have a lot of connections — upstream/downstream. We are more like a startup company in terms of nanotechnology, but in terms of the chemical industry we have already got good talent, now we need a good innovation and sales team.
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Chaheng (CHPC) has been focusing on the core philosophy “continuous innovation for progress” since entering the aero-engine OEM industry in 2007.
With the investments of critical techniques and product developments, CHPC has established great production proficient abilities, engineering capabilities and up to 40 aerospace-level special processes which are required for producing critical products for aero-engine.
Furthermore, CHPC has shown outstanding R&D ability through developing precision processes successfully for fan blades of CFM56, Fan OGV, compressor assemblies, OGV diffuser, combustor assemblies and so on.
The company is very proud that they are a tier one supplier to the major aerospace companies in the world, that they are a 100% Taiwanese company, with not a single domestic client, and their commitment to R&D working through
joint-ventures with the best in the world.
The company vision of Chaheng is to create irreplaceable value to this industry. To be more competitive to the market, CHPC has been investing in core technologies, critical techniques and introducing sources like up-to-date software / hardware, statistical analysis methods, diversities of production processes and the improvements of production systems to reach excellent efficiency, high profitability and remarkable technological production capability.
Voices of Leaders: Given your professional background in machinery and high-tech software, what led you into the aerospace industry?
Jane Chi: When I bought [the company] 15 years ago, it was about to be closed. They were going through some huge obstacles. [It] was developing in the electronics industry. It is an entry-level thing to do electronics, so everyone can enter this industry rapidly. I wanted to do something really different, advanced, sophisticated, and highly technological. That is not replaceable, or hard to be replaced.
At the time, I knew nothing. I was not familiar with anything. My background is in machinery, aerospace and high-tech software. When the government was promoting the “5+2 Industrial Innovation Plan”, it was called the ten emerging key industries and one of them was aerospace. I felt like that was what I wanted, being cutting-edge, avant-garde, and with high specification. Compared to taking a flight, the specification and the levels are completely different from riding a motorcycle, driving, or taking a high-speed train. When you are traveling by plane, you need to go through a security check and other complicated procedures to enter. It is such a high specification and if that is what you are doing, it must be pioneering work and high specifications are required. If you are equipped with these techniques and you are able to deal with this industry and further develop it, you are less likely to die out on the market. So I went into this industry due to the government’s promotional plan — the ten emerging key industries at the time.
VoL: What is CPHC’s pledge to quality and innovation?
JC: I was looking at planes from the glass screen at the airport. I saw that they had blades on them. I was attracted by the engine’s spinning blades, so I chose to start from there. I thought to myself: “If I would like to do it, I will make it high-end and superior. I do not want to be in the second place. I want to do tier one and I am not interested in doing tier two, tier three, or tier four. Even doing OEM for processing or measurement, I want to make it tier one. Plus, I would do the ten most essential modules of the engine.” That was my thinking at the time.
Indeed, so I went to GE and Snecma (now Safran). They all felt it was impossible to do it because I had nothing. So I asked him how many years it would take if I wanted to do blades. He told me at least 40 years. It is hard to imagine. Basically apart from what you see now, this sophisticated machinery like mechanical manufacturing, it also comes with up to hundreds of thousands of techniques.
Not only human capital is required. These talents have to be certified professionals. Before the products are certified, we need to have our techniques accredited. Then the accredited techniques are applied to R&D which takes a long time. There are approximately 20 to 30 combinations of different techniques. Among more than 10,000 measurements, each of them is like an X-Ray or MRI at a hospital. We do the irradiation and examination to test a bone fracture and we undergo surgery. As regards to the airplane’s engine, it is not possible to do so. If there is any irradiation, everything is scrapped, not even a scratch by hand.
The products we have now are single product set of pieces that could cost one
Click to read
Jane Chi
Chairman of Chaheng Precision
Rolls-Royce, Mercedes-Benz, or BMW. If it does not work, then it is scrapped. It is a matter of life and death for every passenger on this plane. Basically, this has become something from state-of-the-art technology to conscious business. It demands superior specifications and no defect is allowed. There is no measurement. So when it comes to compromising on quality, you have it irradiated. If you find out any crack or scratch, it is scrapped then; we have to start all over again. They said it takes 40 years to do blades. We made it happen within 18 months.
VoL: What is CHPC’s commitment to the aerospace industry by manufacturing state-of-the-art components while implementing the latest techniques?
JC: CHPC now is in the aerospace industry, especially accredited by GE with tier one techniques. Of course, we do not do an entire engine; we provide modules for companies like GE. With their accreditation, we won the most prominent global award from GE two years ago. Now in the segment of aerospace, especially those engine factories, including Xi’an and Shenyang in China as well as Samsung from South Korea, and GKN from the U.S. and UK. They are all big companies.
VoL: How is CHPC upgrading its manufacturing facilities to go in line with the Fourth Industrial Revolution?
JC: Now I have an R&D center up to [19.800 square meters] just finishing with construction work last week. In earlier times, we followed the methods from suppliers like GE and applied with every factory, module, and product. We were just saying that the diffuser is manufactured in the automated, AI-integrated, and unmanned factory equipped with smart machinery. This is almost beyond the imagination of both GE and Safran. It is due to an excellent job done by the whole team. Very competitive!
This year we are going to bring our original products, including future products as well as current factories to an intelligent level. Let’s put it simply: it is like what Japanese say about craftsmanship referring to artisans and Japanese enterprises are basically people-oriented. In Germany, that is called
mechanics coming along with machinery plus some of manufacturing design. In the US, it is called technicians referring to a mix of artisans, machinery, as well as manufacturing design. On top of those things, it is AI, Big Data, IoT, industrial automation and smart machinery. There are irreplaceable values enabling us to thoroughly fix the imperfection and some basic problems. From there, you can make a breakthrough in knowledge and capabilities and also increase the efficiency and values of the whole ecosystem. This is very difficult. If one cannot make it, one will keep using traditional methods. Take Chaheng as an example. Then your competitors will not be others but yourself. That is why you need to continue innovating to go beyond and this is what we have been doing.
VoL: What has been CPHC’s contribution to the MIT (Made in Taiwan) brand after 15 years?
JC: Now indeed MIT is internationally recognized as a label, a brand; a beautiful one actually. Just like when we see a beautiful, trustworthy label with credit in the street, for me, MIT is more than a label. It means responsibilities, missions, and pride. It is not easy to manage. It has to be examined for a long time and with high specifications. So I think it is beautiful with integrity. Of course, I feel proud of having one myself.
Manufacture for the world
www.chaheng.com
Chaheng (CHPC) has been focusing on the core philosophy “continuous innovation for progress” since entering the aero-engine OEM industry in 2007.
With the investments of critical techniques and product developments, CHPC has established great production proficient abilities, engineering capabilities and up to 40 aerospace-level special processes which are required for producing critical products for aero-engine.
Furthermore, CHPC has shown outstanding R&D ability through developing precision processes successfully for fan blades of CFM56, Fan OGV, compressor assemblies, OGV diffuser, combustor assemblies and so on.
The company is very proud that they are a tier one supplier to the major aerospace companies in the world, that they are a 100% Taiwanese company, with not a single domestic client, and their commitment to R&D working through
joint-ventures with the best in the world.
The company vision of Chaheng is to create irreplaceable value to this industry. To be more competitive to the market, CHPC has been investing in core technologies, critical techniques and introducing sources like up-to-date software / hardware, statistical analysis methods, diversities of production processes and the improvements of production systems to reach excellent efficiency, high profitability and remarkable technological production capability.
Voices of Leaders: This year has been interesting to say the least. How has it been here at TECO in the first half of 2020?
Sophia Chiu: It has been a very challenging year up to today because our business is not only affected by Covid-19, but we are also very seriously affected by the energy industry, which is the oil and gas related business. Luckily we maintain a very diverse business portfolio so domestically as you just mentioned there is not much impact on the Taiwanese economy so far, and we are engaged in several major infrastructure projects, so those government sponsored projects, and also projects related to the tech sector like the IDC, those types of investments are still very hot, so we are benefiting from the growth in those businesses. On the other hand, like Amazon, the local e-commerce business is also booming thanks to the lockdown and everything in the first quarter of the year. Within the group we have a home delivery company called Taiwan Pedican, they are doing this courier service for the e-commerce business, so they have also enjoyed very good profits and growth. So overall for the group I think, luckily, we are still safe, alive and actually have made some progress on our bottom-line, so we feel very good about that.
But if we look at the markets in the United States, Europe, and also Australia — where our major overseas markets other than China are — those markets are suffering more than what we are seeing here in China or Taiwan. We are doing very well in China. As you can see, China still sees a positive GDP growth till now. The new challenges have also given rise to a lot of innovative ideas.
VoL: How would you assess Taiwan’s current position in the global supply chain, now with Covid-19, since Taiwan did not have any lockdown, any disruption of manufacture whatsoever?
SC: Of course I think it gives Taiwan a very good chance to strengthen our manufacturing base because most of our business over the last two decades has moved to China and we are seeing a lot of money returning to Taiwan, partly to invest in Taiwan but also to build second supply chains elsewhere, like in Vietnam, India and other countries. People realize that you cannot count on China’s supply chain alone. The current situation is that even if we build a manufacturing base in Taiwan, you still rely heavily on the supply chain in China. So I think you still need some time to build a complete supply chain locally or together with the production side in South-East Asian countries. It takes time. During the trade war, after the US levied import duties on motors made in China, we immediately shifted production to our Vietnam plant. But we are seeing a lot of difficulties because most of the components still come from China and it is very difficult to find local supply. During the past year we have struggled with building the local supply chain and building a second source from India and other countries. So yes, it gives us other opportunities and challenges. But to totally replace China’s supply chain will take a lot of time and joint effort from many companies.
Click to read
Sophia Chiu
Chairman of TECO
VoL: These have been difficult times for many people and companies globally. However, it’s also been an opportunity for companies to revamp, re-modernize and invest more. For example, with all these new technologies — 5G, AI — it’s non-stop. It seems like the pandemic is fuelling e-commerce and telemedicine. How have you seen Covid-19 as an opportunity to inject new energy and enthusiasm into those new technology related projects?
SC: We are not in the hi-tech industry so I think people in our industry see these tools as a ‘nice to have’ rather than a ‘must have’ tool. Because of the lockdown, people were trapped locally in Taiwan, in different places, and communication became very difficult. In the past we’d just fly over to China and the US and Europe and have face to face discussions very frequently, now it’s impossible. Now, after the pandemic people feel that they must have Zoom etc, it becomes a necessity rather than a ‘nice-to-have-tool’, because without this it is very difficult for a group of people to have a good discussion. I think that will get people used to using these tools to do other things. Actually TECO set up our AI manufacturing team three years ago, we have been doing a lot of IoT connected, smart manufacturing connected things. We set up a smart factory. But those were very top down things to demonstrate to the group we are moving ahead with smart manufacturing. Not only with our own operations but with our supply chain. It is a showcase. But after this, over three years people gradually built different cases in the manufacture.
Now comes 4G and 5G. So actually I think we are adapting to the technology change and of course I think that it would be very good for us to realize this smart manufacturing. But how quickly depends on the cost of the communication. We can expect things to evolve every year, every month because of the introduction of the new technology. But in Taiwan you know that in their bidding they put up too much money for the license bidding, so we believe it’s going to very expensive, they want to recover their costs, but if they don’t want to recover their costs and want the 5G utilization to have a higher penetration rate, for sure these 5G operators will suffer a lot.
VoL: How do you welcome 5G or how fast do you think Taiwanese companies are willing to implement 5G in their operations?
SC: I think probably the top 10% of companies will use 5G in their smart manufacturing but the other SMEs, the so-called mainstream manufacturers, I am not so sure because it all depends on the cost. As I said, Small-medium size companies usually are more family controlled, so are more cost cautious than publicly listed companies. It’s very difficult to forecast I think.
[Some] big family groups are listed so they can go with the technology trend, but others, SMEs, conceptually they know they should go for smart manufacturing but when they come to the cost calculation then people will hesitate. We are also promoting our smart manufacturing, our MES and our supply chain system to our suppliers, but many of our suppliers are very small sized companies so we see a lot of difficulty, even if we make it a monthly fee, they are still not willing to pay. In the end we decided, let’s build it ourselves, [and said] please come connect with us so we can see through the supply chain and make sure the production and delivery etc can be enhanced with better digital management tools. That is the reality in this market.
VoL: Going back to Covid-19 and Taiwan enjoying this international exposure. How do you think this international exposure could have a positive impact on the MIT (Made In Taiwan) brand?
SC: That’s a very good point. MIT was often considered as MIC, people could not tell the difference between China and Taiwan. So yes, I think the trends of the image of Taiwan will be a good plus for the MIT products.
VoL: With this new generation of more international Taiwanese people, seeing these new generations, what do you think about the future of Taiwan? How would you like to see Taiwan as a whole in the next 5-10 years?
SC: It depends on whether the world will return to normal very quickly. I hope it will, in one or two years, then I think Taiwanese people and companies will be more proud of ourselves. We will have more of our own identity, rather than living in the shadow of China. It is very difficult to see. Anyway, going international will be inevitable. I think for future generations if they only stay in Taiwan it’s impossible and going to China is not possible. Going
international and being able to work in a different environment in India or the United States, it is something that the country needs to start educating our students in. Because our younger generations are too complacent, with a good life in Taiwan, I don’t think that can last forever.
VoL: As a final question, what is your message of confidence to the global investors who are looking at TECO as one of those established Taiwanese companies that represents the MIT brand overseas? What is the future for TECO over the next 1-2 years?
SC: I think for global investors if people are looking for a very safe, sustainable harbour, TECO, the company’s business nature, is a very good attraction to any long-term investor. We have a very diversified business portfolio and manufacturing sites that protects us from lockdown in any part of the world, we still survive. We are in the energy related business and any time, as long as the economy wants to sustain, energy is essential. In each of the countries we operate, even during the lockdown our business was alive because we are in the essential industries. We served food and beverages, we served the energy sector, so even at a time [of decline] you need to rely on a company like TECO to maintain the electricity supply. I think we are going to sustain and survive even in the worst of times.
Manufacture for the world
TECO is Taiwan’s predominant energy conglomerate company developing and designing infrastructure supportive solutions and energy efficient electrical products.
Traded on Taiwan’s Stock Exchange, TECO is recognized for its award winning corporate social responsibility and globally diversified business portfolio. Through the Company Vision (Energy Savings, Emissions Reduction, Intelligence and Automation), TECO products — such as the industry recognized Motors, Drives,
E-Houses, Smart Factory Solutions, and Energy Storage Systems — can be found worldwide.
From the onset of the Industry 4.0 IoT revolution, TECO set up its AI team and invested in IoT Smart Manufacturing to provide factory productivity enhancements with automation and digital tools. TECO’s Chairman Sophia Chiu stated, “Smart production lines maintained our manufacturing resilience and kept the company’s competitiveness during the Sino-US trade war and COVID-19 epidemic.” TECO’s AI team also developed related agile engagement technologies and derivative solutions, such as the AGV solutions being introduced to industrial and commercial sites, through its Meal-Delivery service robots, AMR, and its disinfection service robot early this year.
Developing Smart Factory Solutions
For the EV Powertrain, TECO launched its modularized expandable PM synchronous motor and drive solution for cycles, passenger cars, light-duty commercial cars, and the electric bus.
“This high-performance powertrain is engaging in several joint-development projects in the markets of Asia-Pacific, Southeast Asia, and even Europe”, said Chairman Chiu.
This demonstrates that TECO thinks ahead to provide its customers with energy solutions for a better and safer world.
Releasing EV Powertrain System
Jason Wang
General Manager, REXLiTE
Voices of Leaders: Your drive to set up this company came from both of you, as co-founders. What made you decide to set up this company?
Jason Wang: Fifteen or fourteen years ago, when the lighting industry just came out in Taiwan, nobody knew about it. At that time, we were interior designers and we read a report in an international newspaper about lighting called LED. At that moment, the goal was to find some lighting individuals for a project as no one was producing these lighting fixtures so we believed we could design high-class LED. Afterwards, we focused on LED lightings and designed them for ourselves or for other interior designers.
As I mentioned, we both have an interior design background, and I myself majored in architecture and space design. We care about the interior lighting of houses, as decoration and beauty are very important for us. We are designers, so we understand what lighting must be and some friends in the LED industry were able to lend us some LED technology which could be applied to indoor lighting. LED technology is actually very new, especially that which is used in interior design. LED is mostly used for decoration and designs, not for lighting.
VoL: Moving forward, next year you are celebrating 15 years since you were established. Looking back at these past 15 years, what would you say are your key achievements that you feel most proud of?
Daphne Hsieh: We are very eager to create a Taiwanese brand because making a brand is not a common thing to do here in Taiwan. As an interior designer, I always choose products from overseas
but I believe Taiwanese designers are able to create amazing things, so creating a new Taiwanese brand could represent high quality and stand out as a better product than others offered from different countries. All the products we find in the market do not have the best quality, so we are willing to create something better.
VoL: How difficult has it been for you to create a Taiwanese brand?
Daphne: It is difficult to create a brand in Taiwan, especially because there are no local companies manufacturing high quality LED fixtures. We are looking for suppliers to meet the high quality standards of lighting products for us, but usually they are very traditional and focused in the original manufacturing products. We create a great opportunity for them to create innovative lighting fixtures.
VoL: Talking about high precision new products, have you seen a change in the mindset of your suppliers and partners here in Taiwan when it comes to creating these new products?
Jason: This is a recently developed industry and by the time we found suppliers, they were not yet very convinced about this new product so it was difficult to get them to collaborate with us at first, but now they believe and trust us and our products. Today, LED products and lighting is a big industry in Taichung. In the past, Taichung was focused on chemical industries but currently they have excellent production processing and have developed new techniques inside our industry.
Click to read
Daphne Shieh
Design Director,
REXLiTE
VoL: Do you have your own manufacturing or does an external manufacturer create the products for you?
Jason: External suppliers manufacture components and parts for us, then we assemble them in our factory in Taichung.
Daphne: We provide the components and the design, because the product is quite unique but almost all of Taiwan’s lighting manufacturing are just made or engineered, but we are interior designers who know about indoor lightning, we know how to satisfy the customers and make people feel comfortable with lighting so I believe REXLiTE is worth existing in this market. For a long time, we have invested a lot in lighting education for employees to become professionals or end users to create a brand that reflects high quality. I believe we can make our goals of creating a Taiwanese brand with an image of high-quality lighting and service happen.
VoL: Talking about recognition, this product is 100% made in Taiwan nowhere does it say “made in Taiwan”. Why is that so, especially if you want to promote Taiwan as representative of high quality?
Jason: The products from big brands do not say “made in the U.S.” or “made in China”. In the product it does not say so, but in the packaging it does. We do not have many words in our product as we want to be clean and neat, I believe the words “made in Taiwan” are not necessary, if the market knows REXLiTE, they must know it is a Taiwanese company.
VoL: What are your expansion plans to sell this product globally?
Jason: For our international sales for this product, first we will start to attend trade shows in European and Asian countries and we will display our products and systems and LED lightings to foreigners. We started 14 years ago as a holdings company, but we are still improving our products to make them reliable and now it is stable and reliable, so it is time to promote our products in other countries and export from next year.
VoL: What percentage of the market share do you have in Taiwan?
Jason: Over half, because LED lighting is a very unique industry in comparison to products from China, I believe we are top one company in the local lighting market.
VoL: Do you also sell in China?
Jason: We have entered the Chinese market with our products, about 10% of our sales come from China.
Daphne: Our product’s price is higher in China’s market because LED lighting is common in China. There are many competitors in the LED lighting industry in China, although the quality is different.
VoL: How do you compete with that?
Jason: You can touch our products and feel the texture, it is neat and delicate. That is the reason why they want to copy from us, because they want to do something as beautiful.
Daphne: Our products are very detailed, we care about every detail.
VoL: Do you have your products under patents or copyrights?
Jason: We do have copyrights but not local ones, because there are no similar local LED lighting so we only have copyrights in China.
Daphne: Maybe it does not seem smart to not have copyrights because the design is good for the user, any little tiny difference makes the product completely different so I believe copyrights are not the main focus for us now. We need the budget for the research and to improve the quality in our products.
Jason: We want to design very beautiful and elegant products, including the home lighting systems, and we design all products in Taiwan.
VoL: What are your plans to take your products globally and take advantage of bigger markets outside of Taiwan?
Jason: As you can see, if we just talk about lighting,
it is not so high tech, so now we are transforming to automation in design because as designers we know what designers are looking for in products, so we design and organize home automation system for our lighting to make the whole system more competitive. The Taiwanese lighting industry is not so competitive compared to Italy or Germany, but they are much more expensive. So now, we are not just focused on lighting features, but also on smart home solutions.
VoL: Regarding the smart home products, which countries or regions in the world are you looking at for expansion?
Jason: Currently, Europe, South-East Asia and the Middle East. We actually have experience in Pattaya, Thailand and Singapore where we started a few projects over a year ago and they are not finished yet. I believe that South-East Asia, from my experience, is an interesting market. These have been our first international markets but we also intend to expand to North America in the upcoming years, but there are lots of standards to achieve, and it’s very expensive. In European markets, these products are very expensive and it takes long time.
VoL: As a final question, how would you like to see REXLite and your products recognized as a highly innovative Taiwanese brand in the next five years?
Jason: We are focusing on making our products simple, developing a smart control system in connecting home lighting and air conditioners together, we want them to be very easy to install, to use and operate. Secondly, we are focusing on the design as well, our products are very unique and neat, I believe they can be compared to designs from Germany. In the next five years, we will continue with innovation, excellence in quality and maintain our status as a leading brand in Taiwan and also the world. I believe what’s most important is our design, that’s what we’re good at.
In the first two years we had projects for the Trump Hotel in Toronto, but the project was towards engineering work, not for our kind of work. Since that time, we realized that we had the potential with our own systems, as we have very unique designs. We also have technologies to make home systems. We have been developing our own system for almost 10 years.
Manufacture for the world
Voices of Leaders: What have been Zylux’s biggest accomplishments over the last year?
Will Lu: Zylux has a very strong reputation for its quality, good acoustic performance and strong engineering team, but we have always been focusing on the audio industry for the past 39 years. The audio industry is becoming more and more saturated and at the same time I also see the rise of an audio revolution – Smart Audio, I decided in addition to our main tradition of audio business, we needed to step into Smart Audio. With the new R&D talents we recruited and team that we formed, we now not only have the capability on Smart Audio but also on IoT and Smart Home category. I’m bringing Zylux to a new category yet it’s still within our core competence and this also helps diversify our product category.
Zylux has a good reputation on its quality, good engineering capability, and reliable delivery, so I want to make sure we are solid in every perspective with our competitive costs.
VoL: What have been the financial performance results in the last three quarters of 2019?
WL: This year has been an interesting year. We have the United States and China tariff war going on and this has had an impact on the market. But we are having the best year in our history. This year, we are expected to have the highest turnover and it is about 25% growth from last year. One of the reasons is because, to me, the trade war is actually an opportunity for us. Four years ago, we purchased land in Vietnam, but we did not start building the plant until recently due to the tension between China and the U.S.
Our original intention was to have new locations because of the growing trends in China – labor costs and material costs are increasing, so we wanted to have an alternative.
Since we have alternative locations outside of China, we have been able to benefit – a lot of our competitions do not have locations outside of China which immediately gives us a competitive advantage
VoL: What have been the main strategies behind Zylux’s growth?
WL: High standard quality and consistent delivery have always been our reputation for the past over 30 years. Technology is moving very fast these days and people are expecting to see something new every couple months, so we have been focusing very heavily on engineering and R&D for the past years and are very open to investing in new technology. Specifically, for technologies like Dolby ATMOS and Smart Audio that we invested two years ago, we are seeing good results this year and we are now the top Dolby ATMOS soundbar maker, which is also one of the reasons generating the growth. For the past three years, the audio industry has changed drastically, and those who are unable to react to the changes will quickly be diminished. The audio industry is transforming from legacy products to smart audio. From a lot of the researches we have seen that by 2020 around 70% of wireless audio products will be smart, it’s not limited to you talking directly to the speaker, but also talking to a “hub” that controls the speaker. And the estimated value market size will be US$6 billion by end of 2020.
Click to read
Will Lu
CEO of Zylux Acoustic
We have invested in an entire software team which is platform-oriented and has the ability to work with semiconductor companies, as well as with the voice engine companies like Google. We have international talents from India, Korea, Taiwan, a team which has allowed us to create this smart speaker capability as well as helping Zylux to extend into the Smart Home IoT category.
VoL: How important is a partnership with a tech giant like Google?
WL: It is huge exposure for us. If Google chose us, it is proof of something, it means that we are qualified in terms of engineering, capability, and recognition on the market. In fact, in order to be selected by Google we needed to go through interviews and examinations and they examined our engineering capabilities. Working with a giant like Google is already a proof of something and it inspires our engineers. For me, engineering is the core of the company and working with Google inspires the whole team and keeps the engineering team moving forward.
VoL: Some Taiwanese companies have brought high tech manufacturing back to Taiwan given the global market conditions and the ongoing trade war between the U.S. and China, as Taiwan does not get subjected to the same tariffs imposed on China. Have you considered bringing some of the manufacturing back to Taiwan?
WL: Yes, I have; but there are two important things to consider – one is land, and the second is labor. Taiwan is known as the biggest manufacturing country in the world, but actually all the factories are not in Taiwan, they are in China. So if we want to bring all those factories back to Taiwan within such a small length, there is very limited space allocated by the government for them to move back to Taiwan.
Second, because of Taiwan’s population, it will be difficult to hire sufficient labor for the production line. Factories in Taiwan should be less labor intensive and fully automated to be able to have value. Because of the above two reasons, we selected Vietnam as our alternative manufacturing plant 4 years ago.
However, it is not too critical for us where we produce our products because of our level of semi-automation. The majority of the production line tests are automated including HDMI, Bluetooth, WiFi
testing or other functional tests.
VoL: What are your strategic plans for the next two years?
WL: We are having the best year this year, but next year will be a slow year due to the uncertainty brought by the China and U.S. trade war. My focus for 2020 will be saving much as possible, at least to get through one year. But beyond that, I actually see very good years for Zylux, because after all is settled, with the new Vietnam factory up and running and with smoother production and better efficiency, I expect to see more new business opportunity. Some of our new technology platforms on soundbar and Smart Home will also be completed and ready to generate turnover.
VoL: What is your personal message to encourage global executives to invest in Taiwan or in a Taiwanese company?
WL: The foundation for the Taiwanese culture is very humble, yet we are willing to learn and continue to improve. So whenever there is new technology, Taiwan is eager to learn something new. That is why we always see new things and technologies from Taiwan. The U.S. is a big marketing country, they are very good at sales and marketing. But if you bring your ideas to Taiwan, we can make that idea happen, and even make it better. That is why you should invest in Taiwanese companies, because we have the capability, we have the mentality and we have the drive to make it happen. This is what we do. We make dreams happen. 
Manufacture for the world
The Sound of the Future
We are living in a transformative time wherein real-life experiences are seamlessly integrated with the digital sphere, with the emergence of smart devices and Internet of Things (IoT) systems. Today, even how we listen has shifted significantly amidst the current audio revolution that has given rise to Smart Audio.
Taiwan-based Zylux Acoustic continues to ride on the crest of this next wave of sound innovation, being one of the first audio Original Equipment Manufacturers (OEMs) to bring Dolby ATMOS and DTS immersive surround sound from theaters to home entertainment. The company’s dynamic, future-oriented approach has positioned it as a leader in the Dolby ATMOS soundbar category.
With 40 Years of Audio Expertise, Zylux Acoustic continues to grow from strength to strength as a market leader thanks to investment in key areas such as Dolby ATMOS and Smart Audio technology.
“The audio industry has changed drastically, and those who are unable to react to the changes will quickly be diminished,” says Zylux Acoustic CEO Will Lu. Indeed, Zylux has seen a palpable change in the market from its early days; competitors have come and gone but thanks to a willingness to evolve while maintaining its commitment to quality, the company has stood the test of time and is poised to grow even further in the coming years.
Founded in 1980, the company is globally recognized as a standard-bearer for OEM/ODM audio product innovation, quality and design, evidenced by several long-term partnerships with some of the world’s most renowned audio
Audio evolution
brands and technology innovators, including Qualcomm, MTK, Cirrus Logic, and Skyworks. Zylux is a Google-certified GVA Partner and has collaborated with the tech giant in the area of Smart device OS platform development, specifically with Google Voice Assistant. Many of Zylux’s latest TV soundbars and portable speakers are embedded with connected audio and Smart/Voice capability, including Google Cast, GVA and Alexa.
“If Google chose us, it is proof of something, it means that we are qualified in terms of engineering, capability, and also shows recognition on the market,” claims CEO Mr. Lu.
Sound revolution
Well aware that today’s global marketplace operates 24 hours per day, Zylux has a global presence, with operations in Taiwan, China, South Korea, Japan and the United States.
With world-class production plants in Shenzhen and Vietnam, Zylux aims to meet the growing production demands of the highly competitive audio industry by combining new technologies, skillful engineering and uncompromised quality at a competitive price. Years of design experience in connected and smart audio, combined with Zylux’s engineering capability, gives Zylux a good foundation and a front row ticket to the IoT and Smart Home category.
A strong past merged with a future-oriented approach places Zylux firmly at the forefront of the digital sound revolution.
With nearly 20 years of experience in biological pesticides, Ken Liu is the Chairman of Advanced Green Biotechnology Inc. He has taken the company a long way since its establishment in 2002, at National Chung Hsing University, in Taichung, Taiwan. In 2008, the company moved to the Pingtung Agricultural Biotechnology Park in Pingtung County, and ten years later purchased a new plant to increase production capacity, and they are looking to establish another plant in 2021.
AGBT’s Bio-Bar® invention is the jewel in the company’s crown. It is an integrated fermentation equipment with a wide range of uses, as Liu points out, Bio-Bar® “can be used to treat wastewater from farms, slaughterhouses or agricultural planting.” This technology has been applied in Malaysia, the Philippines and China.
Bio-Bar® is the company’s core technology, but is not all AGBT has to offer. Liu explains that their “biological pesticide (Bacillus mycoides AGB01) is the world’s first pesticide registered in orchid yellow leaf disease. At present, it is also challenging to fight against Banana Panama Disease.” With 18 patents, plus a further 20 under review, AGBT is a leading innovator in Green Biotechnology. Their Chairman Ken Liu spoke to VoL about their story, future, the many advantages of their Bio-Bar® technology, and their mission of trying to make agriculture sustainable.
Voices of Leaders: What are the company’s competitive advantages?
Ken Liu: 1 — The Bio-Bar® System. There are 9 patent protections in total.
It is a new type of smart agricultural machinery that allows users to ferment near the target or on-site. In that way, the product is applied to the target in the freshest condition. The biggest feature of the system is that it can be controlled remotely, and the fermentation status can be directly displayed on the app. At the same time, it can also combine with the existing water-soluble fertilizers to perform the integrated operation of water and fertilizers. The Bio-Bar® system has been sold to the Philippines, Malaysia and China. Australia and New Zealand now are also under negotiation. In addition to being used in the agricultural industry, the system can also be applied to environmental decontamination, such as wastewater treatment and slaughterhouse deodorization.
2 — Product design: In the past two years, the bio-fertilizer has been transformed into a method commonly used by farmers, so that they no longer feel that this is an unreachable and superior product. We compound it with chemical fertilizers to turn the Red Sea into the Blue Sea; the products are being loved by users and the sales volume increases year by year.
3 — Patents: We currently have 18 patents, and another 20 patents are under application, which is a strong backing of the company’s intellectual property rights.
VoL: Apart from your patents in Taiwan, China, Japan and the United States, which other countries do you have patents in?
KL: Australia, New Zealand, Thailand, Japan and South Korea.
Click to read
Ken Liu
Chairman of AGB
the burden on the environment will come down as well. Apart from producing this type of product in Taiwan, it is also a pioneering initiative to cooperate with Sinochem Group of China and Sumitomo Corporation of Japan. We look forward to being positioned as a supplier of bio-fertilizer raw materials in Asia.
The use of fertilizers and pesticides is a necessary means to maintain farmland production. Therefore, how to use them more effectively has always been our concern. The reason why our company would be committed to this industry was because my father got liver cancer. Our mission was to replace chemical pesticides and fertilizers. Not only until a decade afterwards did we figure that we could only do organic partially. If only partial commodities are organic, it means organic farmers cannot replace all of them. So, we managed to have developed a method of sustainable agriculture.
VoL: How do you see COVID-19 as an opportunity for Taiwan to have an advanced position versus other countries who are also manufacturing fertilizers and bio products?
KL: Let me put it this way, if you want to live up to 120, you better invest in ACRO, because we have the best technology to reconstruct organs for transplants. If you find that an organ is not functioning well for you, we can reconstruct an organ for you and prepare for the future of transplants. That is what we do. For example, the rabbit model, when the second heart actually pumps, we then take the original heart away, and put that reconstructed pumping heart in the right position. And if the heart works, then kidney, liver, any organ, we can do the same work.
VoL: Thinking of the company’s commitment to producing eco-friendly and bio products, how do you want to be recognized globally for your commitment to the fertilizer industry?
KL: I hope to be the largest bio-fertilizer company in Asia first. One is in the field of bio-fertilizers, and the other is a company that uses microbes to deal with environmental issues, such as wastewater treatment, and excrement of pig, sheep, and chicken. Therefore, we also hope to release information about looking for partners in America, whether in North America or South America through cooperation, from sales or collaborations such as capital, disclosure of related information.
VoL: How important are the export markets?
KL: At present, the foreign trade market accounts for about 35%, but it is growing every year, and the growth rate is relatively high. The rest is dominated by the Taiwanese market.
VoL: What is the company’s R&D and innovation philosophy?
KL: 15% of our company’s revenue is invested in product development, so all plans must be mapped out beforehand, both the Bio-Bar® and the compound fertilizers. If you don’t keep moving forward, your peers will follow up in the future, so you cannot maintain the leading position. Because of government policies, the overall quantity of pesticides and fertilizers should be reduced in the future. The combination of microorganisms and pesticides or fertilizers is an indispensable transition. We have been moving towards this goal, and it is essential to develop these products and increase their scope of application.
VoL: There is a growing demand for more eco-friendly and environmentally-friendly products globally across different industries. One third of your electricity comes from solar panels. How important is green industry and sustainability for the company?
KL: When we set up Advanced Green Biotechnology Plant No. 1, we were using the latest technology at the time. Solar power generation accounted for a large proportion of our production. We also used the green house design to build our plant No. 1. Why did we have such an idea? In fact, while we were thinking of inventing an alternative product, we also considered not to cause any environmental pollution during production. So our energy and buildings were also set up in a green way.
VoL: The company has a commitment to less pesticides and more eco-friendly products. How is the company positioned within this global trend for less pesticides and more environmentally-friendly products?
KL: The raw materials we produce are all organic, and can be divided into two aspects. First, the products must meet organic standards. Second, we hope to integrate with existing products all over the world. We understand that it is impossible to make people worldwide carry out organic farming, but we do hope that through such a combination, the use of chemical fertilizers will be reduced and
Manufacture for the world
Voices of Leaders: Mr. Guu, 2019 was the year for you to get used to your position, running the company, and 2020 has been the year of inevitable bigger actions. What has been the company’s performance and the biggest accomplishments in the first half of 2020?
Sy-Ming Guu: Our performance has never been this good. One month’s EPS was equivalent to the whole year in 2019, because with the government we don’t have to worry who will buy. All we have to do is work and produce as much as possible. We had to hire more and more new operators for the new production line. At the end of July, we already increased 15% of our production capacity. Since we are a small company, that’s a big investment.
From the products portfolio, that has totally changed, because even up to today, about 90% of production capacity has all worked for masks, or mask-related products. We’re not just an exporter of non-woven fabrics, but because of the past two months, we fortunately found new partners, from different fields. We work together, and now we can export the whole production system. Now we can have a very well-coordinated, integrated, and highly-efficient system from the top to the bottom; meaning that they can produce the whole mask assembly. It feels very good now because of this whole process, the whole system which also gives Mytrex new business.
At the outbreak of COVID-19, Mytrex can sit here and sell our products to any region. But now, I believe that most countries will establish their own capacity to be ready for any future pandemic. After that, we wouldn’t have a chance, because they would already have their own capacity. So now one of our new strategies is to
select important sites, and we will go there, install our system and work with our customers. We’ve now identified three sites: one is in the United States; we are working with the San Bernardino County in California. The second one is in Indonesia, just outside of Jakarta. The third one is in Spain, because our partners are there. Originally they are manufacturers for equipment to build cars, but the Spanish government asked them to stop making cars and start producing respiratory equipment or masks.
VoL: What are your plans to capitalize on this big opportunity and to export this new system?
SMG: There will be two models. One is the Mytrex export model, working with our partners in the machinery area, where we export our production system there and we train our people so we control the manufacturing part. For the other model, we already have partners internationally, so we are doing a system transfer. We transfer our technologies to the local partners and let them run the operations. We provide consultation and maintenance, and because Mytrex has very good skills, we are already installing flexible manufacturing system — that means I can convert the production line within two hours to produce other products. If the virus comes suddenly, and the production line can only just produce masks, then it would not efficient. So we already have this capability to switch very efficiently. We work with our partners, so we can actually transfer not just this system for face masks, but if needed we can also provide them to do other products.
We have a very good R&D team which has developed a new material that uses
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Sy-Ming Guu PhD
President of Mytrex Health Technologies
static electricity to capture viruses or bacteria. This fabric is not being used yet, but we have tested its efficiency. Because of the COVID-19 outbreak, we have to fulfill government masks orders first and our capacity is completely dedicated to fulfill the current demands. However, since we installed two new production lines, later on we will stock this new material. We will also be able to transfer this technology to our partners.
VoL: With the international cooperation projects that you have in place for now, with even more opportunities possibly coming, what are your expectations for the second half of 2020?
SMG: Our schedules are going smoothly. We actually look beyond this year, because we really hope that COVID-19 could be reduced like the flu, so that it won’t affect many people’s daily lives or economic activities and people can get back to their normal lives.
The strength of our company is separation — separating the bad bacteria or virus from good air, and we have products for separation in water. There are so many things mixed in water, including toxic chemicals, and we have the filter to separate them. Another separation involves some form of energies. Noise, for example, is one kind of energy so we have to use something to absorb the energies. This is used in cars to reduce noise. Another feature is separation from the blood.
Mytrex has these strengths in separation. All those materials are our strength. Currently, we spend most of our capacities for face masks, but we will keep the other three areas growing.
We also have another mission, which is green production. Since PP uses plastics, I have urged my R&D department to come up with a new formula so we can reduce the usage of PP, while still maintaining the same functions. That’s a challenge.
VoL: How do you see this pandemic as an opportunity for the Made in Taiwan brand to have a stronger recognition in the medical devices and equipment field?
SMG: We have achieved the first step: quality. The world knows that our products are of good quality. And then with other PPEs they have put quality at a reasonable price. That’s perfect, especially for people who don’t have a lot of money, they need to have an
affordable product; that’s very important. Providing good quality with a reasonable cost are the key issues that our Taiwanese businessmen can promote and win respect for. Quality, reputation or respect is not built in one day, it is a constant interaction and response. We run a business, we need to make a profit. But there are people who don’t have enough money to pay for face masks everyday. So providing reasonable quality at a reasonable cost is very important for Taiwanese businessmen and we protect them and win their respect.
VoL: How can Mytrex become a key partner for a foreign government or company seeking partnerships in this face mask and PPE production?
SMG: We can work with partners from different fields, so that means cooperation makes us great. I always think that through cooperation, we can make a bigger impact in society. Mytrex is very willing to work with companies outside Taiwan, we will bring impact to that society by providing good quality at a reasonable cost. Profit and reputation is very important for a long-term investment. As President, I really hope we can have good partners that share a similar vision. We go there, it’s not just focused on —money, we really hope we can go and have reasonably priced masks and other equipment, which is also environmentally-friendly. That’s very important thinking.
We are human beings. This virus can’t take people apart; we are all faced with the same threat. We have to help each other to share information. We really hope we bring impact to society and don’t produce the sky high price product that only rich people can buy.
Manufacture for the world
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Voices of Leaders: As an entrepreneur who has founded other companies in the past, what was the main drive to establish LeadBest Consulting Group?
Chia-Hsien Lee: In 2013, my previous company was acquired by a telecommunications tycoon, FarEasTone, I stayed in the group, leading the team for three years within the e-commerce department and built their platform.
In 2017, I saw a huge opportunity where traditional industries needed a serious transformation without having the knowledge of how to proceed, so we built a company according to their needs. I then started LeadBest Consulting Group (LCG) in 2018.
VoL: How would you describe the entrepreneurship environment in Taiwan nowadays?
CHL: The energy of entrepreneurship is growing strong now in Taiwan. When I founded my first startup in 2008, it was a difficult time in Taiwan and it was not easy to find capital. But nowadays, startups are becoming more popular because the government started supporting and encouraging the young generation even more from 2012 onwards. However, it is still difficult for startups which focus only on local business to find initial funding. On the other hand, with Taiwan’s advantages of high tech and high quality human resources, we should be focusing on not only the domestic, but also the overseas market.
Taiwan is relatively convenient and comfortable, therefore we have to encourage the next generation to leave
their comfort zone and pursue their dreams with courage and passion, not only to build a company, but also to solve problems.
Take ourselves, for example, our business model provides consulting services for enterprises who are looking for innovation. Furthermore, we match startup teams with enterprises in order to solve corporate pain points as well as incubate Taiwanese startups.
VoL: What are LeadBest’s most important achievements in 2019?
CHL: Firstly, we set up an alliance ecosystem and digital empowerment ecosystem with KPMG, the Institute for Information Industry (III) and the Taipei Foundation of Finance. We also formed a blockchain investment certification system for Japanese real estate private equity fund to effectively raise investment and increase asset circulation. Additionally, we built a long-term care O2O platform for a Hong Kong charity foundation and the Logistics and Supply Chain Multitech (LSCM) R&D Center.
We have provided executive strategy and analysis reports of digital empowerment for our clients, including one of the biggest hotel chain groups in Taiwan and top gaming computer brand in Philippines.
Finally, we formed a joint venture with SLN Group, one of the top 3 consumer electronic wholesalers in Myanmar. We set up a marketing technology company in Yangon focusing on incubating key opinion leaders (KOLs) and internet celebrities, and building a social media marketing platform to cultivate the internet industry in Myanmar.
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Chia-Hsien Lee
CEO and Founder, LeadBest Consulting Group
VoL: What was the strategy behind your expansion to Myanmar?
CHL: Last year, we visited Estonia, the United States and China, and finally we decided to start with Southeast Asia as our next step of development. After visiting many ASEAN countries, we decided to focus on Myanmar because of their booming markets and the fast growing coverage of smartphones and internet for the past two years. During the first stage we will co-operate with local enterprises and equip the businesses with marketing technology and analysis tools. For the second stage, LCG, as an incubator will breed local internet influencers and cultivate the social media marketing industry in Myanmar.
VoL: What is your commitment to R&D and innovation?
CHL: Technology-driven business development is at the core of LeadBest Consulting Group. More than half of our members are experienced IT engineers and developers, which is one of our biggest advantages. We truly believe that technology is driving the world forward every day in terms of global development. Taiwanese enterprises such as TSMC and Foxconn have also played an irreplaceable role in the world in the past 20 years.
In the future, in terms of software development, we will be continuously contributing to innovation based on our four forces of digital empowerment – Digitalization, Blockchain, Information Security and Agile Thinking. Take blockchain and AI, for instance, our co-founder has been in the blockchain industry for five years and is now an internal training tutor for many corporates. For AI, we analyze the market with big data to provide insights. Therefore, we believe that in order to lead the industry in the ever-changing world of technology, adaptation and a commitment to innovation are necessary.
VoL: What is Taiwan’s current reputation as a global innovation center?
CHL: With a democratic and open society, high educational level and excellent quality of professionals, Taiwan has the sufficient requirements for innovation.
Among many fields, Taiwan has always had a distinguished reputation for advanced medical systems and capability. We combine our technical strengths with a Hong Kong charity foundation in order to build a long-term care system in Hong Kong. This is one of the many successful cases of Taiwan being known as an innovation center and for our reliable technology strengths.
VoL: How important is for Taiwan to re-launch its own international brand? Do you believe that Taiwan still has an opportunity to place a big brand on the global market?
CHL: Taiwan is known for its technical strengths and it is recognizable to the world. A lot of international enterprises outsource to Taiwanese vendors for software development. Evidences show that we have earned a reputation in the areas of manufacturing, IC design and software development. Moreover, Taiwan is now where Google plants most of its staff in Asia.
I have great confidence in Taiwan launching its own international brand. The most powerful capital this generation has is human capital and many international big brands have set up R&D centers here. We, at LeadBest Consulting Group, have been devoted to building an international brand through digital empowerment.
VoL: What has been the progress of fintech and computer networking industries and their contribution to Taiwan’s socioeconomic growth?
CHL: We could divide the answer into two stages. Stage one: digitalization, which includes machines improving operational efficiency, increasing productivity and lowering human errors. Stage two: being online, which means developing financial technology through AI and blockchain, such as open banking and instant liquidation.
This topic also aligns with one of our solutions called LeadSuite, which assists private equity funds process the two stages of digitalization and being online. Based on the limited scale of Taiwan’s economy, it is more suitable for exquisite management. We have a lot of great talent and as related regulations open gradually, the socioeconomic growth in Taiwan would be significant.
VoL: How do you evaluate technology and its relationship with sustainable development?
CHL: Applying technology into various industries can reduce waste, such as analyzing manufacturing data for energy optimizing arrangements, predicting production quantities to avoid overproduction, or activating resources to reduce waste.
Take LCG for example, we are working closely with a team called TEXTIP, which is jointly incubated alongside Taiwan’s HerMin Textile. TEXTIP’s goal is to avoid unnecessary fabric waste and to help the stock fabrics for designers so they can quickly capture what they need through AI learning and image recognition technology. The TEXTIP app allows designers around the world to order in small quantities, which prevents overproduction, also reduces unnecessary waste of resources. This has been a successful show case of the co-operation between Google, LCG and Hermin Textile.
VoL: What are your key strategic plans for 2020?
CHL: Firstly, in 2020 we are planning to set up a venture capital fund which will invest and support new business model projects that are empowered by the applicable industry. In addition to funding support, the most important feature for us is the deeply-incubating services provided by the digital empowerment ecosystem with LCG. We have high expectations for the venture capital fund and we look forward to assisting all kinds of innovative teams.
Secondly, based on Taiwan’s technology capability, we have been expanding our services to the Southeast Asian market including Myanmar and the Philippines. LCG will be focusing more on the ASEAN markets, empowering the leading corporates who have abundant resources and successful business model but need a growth engine.
Our core value of digital empowerment includes the process from human capital to product-market-fit and finally the stage of forming a new business.
Venture studio is our core model. Ben Lamm, founder of Hypergiant and a serial entrepreneur, echoes our ideas of venture studio saying, “The venture studio is the model we need right now.” We will continue to focus on practicing the essences of venture studio and providing entrepreneurs with more integrated resources, technologies, expertise and time. This is an era of sustainable development
in technology which provides long term value-based business. LeadBest Consulting Group is looking forward to becoming the first and most reliable venture studio in Asia.We also have been able to push a few new drugs from discovery to the market. Overall industry revenue has increased, but not as fast as the market capitalization. Many of the companies are still not making money, but the number of revenue-generating companies has increased significantly. We have six drugs that have received approval from the FDA in the United States, the Taiwan FDA, and also in Europe. For example, TROGARZO® by TaiMed is the first biologics drug for HIV second-line treatment. This is one of the new drugs that has recently been approved and is now going into the market in the U.S. and in Europe. We have not seen high revenue yet, but can expect them to grow in the near future. The other is ONIVYDE® by PharmaEngine. Those are just two examples out of the six approved drugs on a global scale.
There has been a lot of progress, and in terms of medical devices, we have 49 that have received FDA approval. At the same time, there are clinical trials - currently there are 295 trials ongoing, out of which 171 are FDA-approved clinical trials, so that means there are a lot more in the pipeline.
Taiwan is one of the earliest countries allowing cell therapy to be used clinically. Cell therapy can be used for cancer treatment and for regenerative medicine such as cartilage or skin repair. We know that, as of now, the Taiwan FDA has already received more than 50 applications and four have been approved for clinical use. This is one of the new areas in biomedical technology. There are only very few countries that allow for cell therapy, so this is another indication of Taiwan’s recent progress.
Taiwan is known for its National Health Insurance system. CEO Magazine ranks Taiwan’s healthcare system as number one in the world. The healthcare system is of a high quality and utilizes our national database. In other countries, once you change hospitals or insurance, you lose the data. Taiwan has this kind of data, and it has been collected for more than 25 years. It is a huge database and they have just recently released a whole batch of images to the industry and academia for AI research. They are creating a lot of projects that would be able to make use of our unique big data from National Health Insurance in combination with AI, and that is a very important initiative that would come into fruition at some point.
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JC: Corporate culture is important. The corporate culture contains different areas. Firstly, it needs all the employees to have transparent thinking; they don’t hide anything. They have to be open to share with other people and help each other in order to grow together. Secondly, they have to be honest. Then we can prevent risk in advance once there is something happening. The employees spontaneously share their experience and knowledge with other people. They have to always be thinking of how they can benefit colleagues. This is the kind of tradition in Taiwan, and we have to promote this kind of culture in the company. In this way, the corporate culture will be on the right track.
As long as you have a healthy corporate culture, you will have a good DNA in the company and then it is possible to have sustainable operations.
VoL: How do you assess the company’s performance in Q1 2020 compared with Q2 2019?
JC: This year, COVID-19 has had a global effect. The first quarter was not affected that much as the pandemic crisis did not take off in Europe and the United States until the second quarter. No matter what, most people there started working from home. Consumer products have been affected. Some products like ours, mainly for network infrastructure, have also been affected. Our sales revenues for the first quarter would probably be than 8% less compared to that of last year. The outcome of the second quarter remains uncertain. But in June or July, it is estimated to pick up very quickly. For the whole year of 2020, I hope it will be the same as that of last year, assuming everything starts to pick up in the second half of the year.
VoL: Talking about sustainability and eco-friendly products, big corporations like Apple have expressed their willingness to implement recycling programs. How important is the relationship between technology and
sustainability?
JC: For Apple, it is mainly for consumer products. If they don’t implement recycling programs, it will become a big issue, especially for the environment. PLANET’s products are not for the consumers, but for network infrastructures. All the components we use, like the packaging, must be of recycled materials. The product development must be part of the green process. All the components we use follow green regulations, which are good for the environment. We always develop our technologies through these regulations. That’s the reason why people are talking about the Power over Ethernet (PoE) technology. PLANET is among the first companies in the world to launch this technology in the market. This is not a matter of recycling but how our technology can help conserve energy.
VoL: How do you see the ICT manufacturing industry in Taiwan becoming more eco-friendly and more sustainable?
JC: Everyone is thinking about that. Most people in other countries, including most of our clients, are working from home now, except for Taiwan because we can still go to the office. That gives a very important message to people working in the ICT industry. You have to think about how the IT products can be user-friendly. For example, with what we’re doing, people are probably not aware of the existence of network transmission in all network applications, but it is very important for people to understand how it keeps the whole network infrastructure stable. You have to find a tool to manage the network infrastructure. In the past, the IT manager or supervisor had to go to office to log in to the system and use the tools to manage it. What we are doing right now is, even if you are staying at home, you can use your iPad or phone to easily know what is happening with your network infrastructure with the help of our products through the cloud or Internet. We could be one of the first companies in the world to launch user-friendly cloud network
management products.
VoL: This COVID-19 outbreak is really making companies reinvent themselves to stay alive and competitive. Taiwan is in a strong position because 99% of people are able to go to their offices to work. Will COVID-19 have a long-term impact on the way Taiwanese companies operate? Could there be a push for companies to implement more cloud services, online meetings and new technologies?
JC: For sure, yes. We don’t know how long it is going to take to solve the COVID-19 issue. In the next one or two months, it will be probably remain the same situation as it is for now. At least over the next one or two months, most of the companies in Taiwan will be trying to use this kind of technology and facility to do their daily operations, instead of the traditional ones. It is pushing all the companies to move in this way, but it will depend on the current situation of COVID-19. It is the trend to implement cloud service as well as new technologies, not only in Taiwan, but also in all over the world. Of course, this gives opportunities for ICT technology companies which have experience in Taiwan. We have accumulated forty years of ICT technology, so we know how to meet the market requirements. I think everyone will move in this direction.
VoL: Has COVID-19 affected some of the plans or directions you had in place?
JC: I have to say COVID-19 did not affect our plans on product developments. We got this strategy of cloud management products planned last year. We have invested a lot in R&D on it as planned, but not because of the COVID-19 outbreak. However, the COVID-19 outbreak has forced people to think about using cloud service and manage the network via cloud sooner. Otherwise, it might take a longer time for people to use it. This gave us an opportunity, and we can get rid of low-cost
competitors from other countries.
VoL: How committed is PLANET to R&D and innovation?
JC: PLANET is a technology-driven company. For the past 27 years, we have been innovating all the ethernet technologies. There have already been a lot of the state-of-the-art technologies in the market and a lot of upgrades than before. Our R&D team not only looks at the current technology trend, but always develops network products ahead of the market, when compared to other competitors. We have invested a lot of R&D resources, with about 6% of the revenues that goes to R&D every year.
VoL: 5G has been getting a lot of push from Chunghwa Telecom as they are planning to deploy commercial 5G in the 3Q of 2020. Could 5G deployment be affected by COVID-19?
JC: In my personal opinion, it might be a little bit affected but it won’t be the key reason. This is a trend, even before COVID-19. 5G was already being worked on two years ago. People are talking about the technology, and 5G is getting mature. People have been talking about AI for almost 5 years, and now some of the AI applications are just getting ready for the market. Thus, commercial 5G is going to happen and the companies cannot avoid this trend. If the companies want to survive, they have to get with this issue. For PLANET, it is a good signal because more and more applications are Internet–related. It must need network infrastructure. As long as more network infrastructures are required, then PLANET, specializing in network infrastructures, has a bigger opportunity.
VoL: A number of tech giants like Google, Amazon and Microsoft have decided to open up R&D centers in Taiwan. When you see these huge global tech giants setting up
here, do you see this as an opportunity to collaborate with them or as a threat because they are getting some of the talent as well?
JC: I have to say all of those global companies like Google and Microsoft, I believe, have tried to invest in another country, but finally they have decided to come to Taiwan because of the Taiwanese people and engineers whom they trust. If you have a clear assignment, they can do the job in time. You don’t have to worry too much about technology loss or security issues because people in Taiwan understand how to safeguard it, which is why investors prefer to stay in Taiwan. Of course, this helps us a lot because these engineers work for international companies but one day they might own a company. I think that is good for both foreign investment and local technological innovation.
VoL: How do you assess the current entrepreneurial spirit in Taiwan?
JC: As for the current entrepreneurship in Taiwan, I would say, it depends on the market situation or the competitors we face. Sometimes we have good opportunities and we are very competitive. You can see the global market demand is going up. It’s a good chance for Taiwanese startups.
Over the past twenty years, China has been growing very quickly, and the biggest contributions are from Taiwan. However, up to a certain point, they cannot keep growing. In Taiwan, there are also a lot of incubation centers in different cities and even in the universities. The government is trying to use all their resources to help all these new companies grow together. As you mentioned, most of the competitiveness of Taiwan is SME, and we work together with shared resources and bring more positive competition to the market. At this point, it is a good opportunity for the Taiwanese and I believe in the next five years it will keep going.
VoL: Regarding the Southbound policy, has it been a good move to take some of the manufacturing to Southeast Asia? Or is it always better to have manufacturing in Taiwan?
JC: That really depends on the industry. If you are already well-established in China, there is no reason for you to come back to Taiwan. Even with ICT, there are companies that have a good market in mainland China or they will invest there for the next ten years, so there is no reason for them to come back. A company has to think about resources, its market, customers, supply chain and so on. We are lucky because we are 100% in Taiwan, which means we develop and manufacture our products in Taiwan so as to serve the global market. This time we are not affected because most of the supplies are from Taiwan, and we use our brand for all our exports, making us reputable in this area of technology. Thus, we can still have a good gross margin, even though we are not made in China. Take PLANET for example, you don’t have to move to mainland China or Southeast Asia to do business worldwide. Taiwan has very good workers, engineers, and efficient production resources. I think this could also benefit Taiwanese SMEs. All in all, whether your company should stay in Taiwan or go to other areas, it depends on your target customers, supply chain, etc.
VoL: Now that Taiwan is in the global spotlight, all over the news, all over the media — could this be an opportunity to further strengthen the “made in Taiwan” brand?
JC: This could be a good opportunity. Because of doing a good job at preventing COVID-19, Taiwan already has a worldwide reputation even though there are also COVID-19 cases here. Everyone is doing everything as usual. At this time, I would urge the government to utilize our representative offices all over the world to present Taiwan to the global market and promote “made-in-
Taiwan” products. In the ICT industry, we have already built a good brand “PLANET” in the market for close to thirty years. People trust the “PLANET” brand that is made in Taiwan. Now it is an important opportunity for Taiwan government to not only make people of the world understand why they should trust Taiwan, but also through the COVID-19 crisis, make the world aware of Taiwan’s high-quality medical systems and technologies.
VoL: Looking at the future, what do you expect from PLANET over the next three years?
JC: I am expecting a lot. PLANET is one of the few upcoming brands from Taiwan that is recognized. It is a reputable brand in the world, not only in ICT but in network transmission. I hope that everyone in the organization is happy and can have a better life. On the business side, currently we cover 140 countries in the world. We are expecting to have a bigger market share of each country. Our major market is Europe, accounting for about 46% of our sales revenues. My expectations in the next 2 to 5 years are, hopefully, that PLANET can be your major supplier when looking for building a network infrastructure. 
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Voices of Leaders: Can you tell our readers about the importance of R&D for WIN Semiconductors?
Dennis Chen: Every year we invest about 6% of our total revenue in R&D and our policy is to continuously innovate in the area of compound semiconductors. Secondly, we are deeply focused on own R&D and almost all the techniques that we develop in-house. We prefer to invest in our own developments rather than outsourcing. I believe we follow the same strategy as TSMC as we are eager to have the most advanced techniques.
VoL: Given your unique position as the largest manufacturer for this very specific high-tech with over 70% of the worldwide market share, what is WIN’s commitment to maintaining this leading position?
DC: As you mentioned, this position is beneficial for us but it is also very challenging to maintain. Therefore, I believe that R&D is the only way of keeping our leading position. Nowadays, things are changing rapidly and the field is becoming more and more competitive.
It is also a crucial moment for us, as we are a wafer foundry and we do not have our own product, it is very important to have our customers’ trust and to cooperate with these customers who are mostly leaders in their own industries, such as 5G, lasers, 3D sensing, etc. It is important that we work closely with them to understand and open our mind to what it is the end application, what they want to develop and their needs. We have to focus on knowing our customers and the key is to earn our customers’ trust – otherwise they would not share with us their vision for the development of their product.
VoL: How significant are IP rights and copyright information for WIN Semiconductors?
DC: First of all, we always separate our own copyrights from our customers’ copyrights, we have our own IP as well, and that can serve our customer better by providing leading technology. Sometimes our customers share their own copyrights with us because in order to create the product for them they have to provide us their own confidential, certain designs and we are very strict with the protection of that information they share with us and we make sure nobody can access customer information; it is a very rigorous procedure where none of our employees, except for the engineers in contact with the customers can access or download the customer’s copyright. There is a lot of IT support to protect customers’ Intellectual Properties and clients believe in us because we have the infrastructure inside the company to protect their IP. We respect their IP and we will not use it without their permission, because under our customer’s scope there are competitors and we need to assure that there is a control system to have the trust of each customer and we have been doing this for 20 years.
VoL: How important is your human capital when it comes to finding the best professionals and training them to stay updated with the latest technology and information worldwide?
DC: The R&D engineers are the company’s most precious asset. With regards to their training, in Taiwan there are not too many universities offering compound semiconductor programs; they are more focused on silicon. Textbooks
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Dennis Chen
Chairman of the Board & President,
Win Semiconductors
teach about silicon technology but not about compound semiconductors because it is such a unique area.
We have training for those graduate students who want to join WIN Semiconductors because they need to be trained from the beginning. We offer basic courses to teach the engineers about compound semiconductors and we provide a series of well-organized lectures to the engineers. We also recruit high-level technology experts and scientists from the U.S., Europe and Japan, many of whom actually used to be our customers and later joined WIN Semiconductors and have been working with us for more than ten years. They are the true experts in our industry and every month they stay for one week in our headquarters to educate our local engineers. Year after year, our local engineers are improving and we are encouraging them to publish their research work by attending international conferences, getting more international exposure. They also learn the most recent technology from these international conferences, which are very helpful.
VoL: What is your strategy towards collaborations with Taiwanese universities in terms of getting the best graduates and joint R&D?
DC: We work with National Taiwan University, National Central University and National Tsing Hua University. We support their projects and we also – while leveraging our strengths of having a very good wafer manufacturing process – collaborate with the professors who want to put their IC design into our process, so we provide a free shuttle led by university professors and graduate students to design the IC process for them so they can do the testing and prove if their design actually works.
Very frequently, the graduate students who work on these designs have better chances to join our company as employees. Many of our R&D engineers actually come from the universities that we collaborate with.
VoL: With new technologies like 5G, IoT and automation transforming worldwide industries, what is your approach to implementing new technologies to maintain your production competitive?
DC: Internally, we have a sort of AI program to automate our manufacturing sites. At present, close to a hundred projects are being developed to increase automation and learning how to use machines to avoid wafer defects and we will continue with these programs. Even in the R&D department, we are counting how to use software to help to research and collect data; having more intelligent software will be helpful. We are also developing our own program to analyze the huge number of data and help our R&D team.
We have contests inside the company to encourage engineers to present what they have been doing in recent years. For example, this year we had close to 80 projects brought to the committee and we made a final selection of the top three projects and those finalist projects were awarded in our annual party. We have been doing the contest for six years already and it is growing every year and the engineers come up with very creative and innovative ideas from engineering, R&D or any department.
VoL: If an engineer comes forward with a very unique idea or project, do you encourage them to develop the idea internally in the company or outside with another company?
DC: We do both, obviously we prefer to do it internally but you cannot develop every project in-house; we need to leverage external expertise that it might not exist in our company, we still leverage external capability.
VoL: How do you assess Taiwan going through the Fourth Industrial Revolution (4IR) by implementing next generation technologies such as robotics and IoT to ensure that the industries remain competitive globally?
DC: We believe that this is a strength of Taiwan’s semiconductor companies; it is way ahead of traditional industries in terms of automation. If you look at TSMC, for example, they are probably the closest in the world to 4.0 generation of industrialization, but even they are not there yet. For WIN Semiconductors, we are making an improvement but are still far away from TSMC in terms of automation. It is a big task and requires a whole company and industry effort.
VoL: Amidst all the technological and innovative developments and given the current global scenario where tech is such a fundamental topic for many industries, what is Taiwan’s unique position in the worldwide tech industry to become a global innovation center?
DC: We believe that Taiwan has one of the largest semiconductors industries in the world, with a very unique position. How to leverage these strengths is a very important topic for us. We can use the semiconductor industry as a core, using this distinctive position in terms of our IC designs while utilizing other semiconductor industry strengths such as our packaging and testing houses, which is the largest in the world and the entire ecosystem to connect every industry with the semiconductors in Taiwan.
What we have to strive towards is the total integration into a system, as in Taiwan we have a very strong IC packaging, designing, testing, semiconductor and manufacturing, but we need to manage how to integrate into to the system. I believe we have a very unique position but we have to learn how to move forward to create the system as this is the biggest product you can sell and we are confident we can achieve this.
Celebrating twenty years of organizational excellence, WIN Semiconductors continues to grow as the world’s largest pure-play III-V compound semiconductor foundry.
WIN — Leading Global Communication Through Innovative Compound Semiconductor Solutions
The bedrock of Taiwan’s export-led economy has traditionally been the semiconductor industry and, given the new wave of emerging technologies such as artificial intelligence (AI), 5G and Internet of Things (IoT) as well as the increasing demand for consumer electronics, Taiwan’s most innovative companies in this sector are well positioned for future growth. More specifically, compound semiconductors are set to become a key area of rapid development and this is where market leaders like WIN Semiconductors Corp has really come into its own.
Having recently celebrated its landmark twentieth anniversary (founded in October 1999), WIN is now recognized as the world’s largest pure-play III-V compound semiconductor foundry and has grown exponentially in the last twenty years to become the dominant player in the market, with over 70% worldwide market share. Using state-of-the-art GaAs (gallium arsenide) technology, WIN supplies HBT and pHEMT MMIC fabrication services to worldwide integrated circuit (IC) corporations and has been able to establish itself as a leading wafer semiconductor manufacturer. With MMIC technology at its core, WIN also provides optoelectronic device fabrication services for optical communication and 3D sensing applications while striving for fast turnaround time, cost-effective turn-key solutions and total quality control for customers. Furthermore, the company’s one-stop service – from foundry to assembly and final test – enables reduced product manufacturing cycle times and more efficient supply chain management.
Investing in the Future
Chairman of the Board and President of WIN Dennis Chen is the first to acknowledge that the need for constant research and innovation, while embracing change, is paramount to augmenting its position as the global market leader in wafer semiconductors manufacturing. “ I believe that R&D is the only way of keeping our leading position, nowadays things are changing rapidly and the field is becoming more and more competitive.” Each year, the company invests about 6% of total revenue in R&D and the results speak for themselves: in 2018, WIN recorded revenues of over US$570M and saw an estimated growth of over 20% in 2019. Such numbers are particularly noteworthy, even more so when compared to the current industry average of -13%. In 2018 alone, they delivered over 4 billion chips – the equivalent height of 800 Taipei 101 towers if stacked one on top of another.
According to Deloitte, the global semiconductor sector's total revenue is set to increase from US$481 billion in 2018
total revenue is set to increase from US$481 billion in 2018 to US$515 billion in 2019. This robust growth is expected to continue well into the coming decade due to demand for existing product enhancements through the implementation of new emerging technologies. This is precisely where WIN has positioned itself ahead of the curve in recent years. Through extensive research, the company has been able to leverage its expertise in compound semiconductors to meet growing demand in areas such as 5G, 3D sensing and aerospace industries, while also manufacturing chips for advanced technologies in satellite and telecommunications.
Global Trust
A commitment to consistent quality, underpinned by a corporate culture based on R&D and innovation, has led WIN to become a key semiconductor provider to major tech companies around the world, providing fast and cost-effective foundry services in a broad range of applications from 50MHz to 150GHz. The company has created initiatives to foster a culture of creativity from within, whereby engineers are invited to submit their projects which are subsequently shortlisted and recognized at its annual awards ceremony.
Mr. Chen is well aware of growing global competition and the need to be even more client-oriented. As such, a firm commitment to manufacturing excellence and quality assurance is at the core of everything WIN does. “ We have to focus on knowing our customers and the key is to earn our customers’ trust,” he adds. Staying true to its “We Excel, We Care” mission, the company operates on four fundamental values: accountability, innovation, customer satisfaction and quality. Forever in the pursuit of perfection, the employment of "Plan-Do-Check-Act" cycles ensures consistent, optimal product quality, ensuring a superior, compound semiconductor device and integrated circuit manufacturing foundry service.
Made in Taiwan
Proud of its roots, WIN carries out all of its manufacturing in Taiwan with three production sites around Taoyuan City, less than 50km from Taipei.
Mr. Chen is optimistic that the semiconductor industry can continue to be the springboard for the development of other sectors in Taiwan by leveraging its key strengths: packaging, designing, testing, and manufacturing. “ We can use the
designing, testing, and manufacturing. “ We can use the semiconductor industry as a core, using this unique position in terms of our IC designs while utilizing other semiconductor industry strengths such as our packaging, in-house testing and the entire ecosystem to connect every industry with the semiconductors in Taiwan,” he says.
Moreover, WIN is fully committed to being responsible for the environment in which it operates and has pledged efforts to follow the United Nations' 17 Sustainable Development Goals. It aims to prioritize high-efficiency and low-energy consumption models to replace its equipment in the future. In 2018, it implemented seven energy conservation and carbon emissions reduction plans.
The foundations are in place for a sustainable future. 
One advantage that stands out is a cultural and demographic diversity that is beginning to manifest itself in Taiwan’s business landscape. With the majority of Taiwan’s businesses being SMEs, and many also being family-owned businesses, the influence of the next generation of business leaders is taking a hold, and defining Taiwan as a forward-thinking business community, with a new entrepreneurial spirit and openness to international mindsets. Neil Lee, CEO of LeadBest adds that the growth of new business and ideas is encouraged by the government, “startups are becoming more popular because the government started supporting and
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“In terms of manufacturing we are not that worried, Chinese manufacturing for China, and the rest, for the rest of the world. This is a new model for operations that people need to adapt to.”
The US interest in Taiwan is indicative of wider global attention, as Taiwan has given its global name and brand a hyper-boost through its response to the pandemic. Now, with the spotlight newly shone on Taiwan, what other business and public sector leaders all around the world are asking—what are their other competitive advantages?
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encouraging the young generation in 2012.” Speaking of this younger generation, Jonathan Chin of Yi-Chiu Group explains the impact of his generation on the business landscape of Taiwan saying that “Taiwan is a culturally diverse place, we have Western and Eastern culture combined. In Taiwan most middle aged young adults are bilingual. Mandarin and English are important for us to discover this world. Many of the people in my generation have been to other countries, we have seen this world…” Also notable in talking to leaders such as Jonathan Chin is their engagement with some of the 21st Century’s most pressing issues and how these issues are now being repositioned at the centre of Taiwan’s business world. Chin states—“I believe sustainability is what will make money in the future. It is the key business of human nature and human beings. The only one thing that can save the planet is sustainability.”
As we explored in part one of our Taiwan double issue, growing involvement from other sectors and new investors is making Taiwan a hub for healthcare related business. The likes of CDIB illustrate the shift to healthcare, Executive Vice-President Richard Chang declaring his company’s investment “started with the textile industry and followed with the electronic and the semiconductor industry—
with the TSMC model—and currently we are focused on healthcare and AI.” ALPS Biotech President Shui-Tien Chen is also keen to emphasise the advantages of healthcare in Taiwan. He believes “precision medical materials, telemedicine, integrated AI, and other related industries will be our niche. In addition, Taiwan’s medical standards are ranked third in the world in international assessments, and Taiwan’s national health insurance system and service quality are ranked first in the world.”
Another point we touched upon in our Solutions For A Recovering Planet edition, is the strength of Taiwan’s ICT sector and how it feeds into the entire business community. Jack Chen, CEO of Planet Technology reaffirms this, and adds that the government is also helping up and coming innovators, he says “We are a country that accumulated forty years of ICT technology...We know how to fit the market need….Also Taiwan has a lot of incubation centres. In different cities, even in universities. The government is trying to use all their resources to help all these new companies grow together.”
A further implication of the ICT’s sectors strength, is its impact on the world of manufacture and how Taiwan may edge
out its biggest competitors. Jonathan Chin explains “Mainland China has the advantage of low labor cost, but in the future the labor cost will be gone. It will be AI, IoT or 5G, full-automation. Labour costs will be slim in the future. What’s the substitute for labor? It’s AI technology. Taiwan has a key part for those technologies, so we will develop those for other countries.” CCPG’s Derek Wang is supportive of this evolution in Taiwanese manufacture, admitting that their own strategy was much like the Chinese approach in the past—“before the strategy for promoting Taiwanese products was based on a low-price basis has actually served its purpose in terms of establishing Taiwan amongst the industrial nations but now I think this is the time for Taiwanese manufacturers to be flexible and adopt a new marketing strategy.”
Pride and confidence permeates through the perspectives of Taiwan’s business leaders. Jane Chi, Chairwoman of Chaheng Precision says “now indeed MIT is internationally recognized as a label, a brand; a beautiful one
actually. Just like when we see a beautiful, trustworthy label with credit in the street, for me, MIT is more than a label. It means responsibilities, missions, and pride.” Neil Lee is similarly optimistic and is keen to highlight Taiwan’s greatest competitive advantage—its people. He says “I have great confidence in Taiwan launching its own international brand. The most powerful capital in this generation is human capital, which Taiwan has shown the quality and quantity of it as many international big brands setting up R&D centers here.”
With its cutting-edge technology feeding into other sectors, manufacturing positioning itself for markets all over the world and rapidly-growing healthcare industries—the confidence of Taiwanese business leaders clearly has the hallmarks to justify this positivity. Taiwan’s promise is now becoming a tangible reality, as with the start of the new decade, it finds itself entering into a new era for its international brand.
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