Technology and Trends

SOI News spoke with Philippe Berger, CEO of chip silicon IP design / power management specialist Dolphin Design. Here’s what he told us about the work they’re doing on FD-SOI.SOI News (SN): Dolphin Design has been offering IP solutions for bulk technologies since 1995. What is your specialty, and why are you expanding your offering to FD-SOI? Philippe Berger (PB): Low power is part of Dolphin’s DNA since its inception and we work hand-in-hand with our customers to offer IPs that enable design of Energy Efficient SoCs while allowing our customers to focus their design activity on their core competencies. Technology scaling is no longer the only answer for the next generation of Energy Efficient SoCs. FD-SOI is one of the attractive technologies to address the upcoming energy efficiency challenges of next SoC generations, be it for IoT or automotive among several other applications. FD-SOI offers the opportunity to deal with a complex SoC architecture, made of multiple power domains, including RF, including digital processing with AI, and sensor interfaces, all together with a complete power management on a single chip. [caption id="attachment_33090" align="alignright" width="175"] Philippe Berger, CEO, Dolphin Design.[/caption] This is a great opportunity for Dolphin Design. Adding the deep expertise of our engineers in this technology and our turnkey design platforms, we can really help companies targeting FD-SOI implement easily, quickly and safely an energy-efficient SoC. We have two complementary offerings for companies that want to leverage FD-SOI: A sensor-centric MCU subsystem as a configurable RTL design platform. This design platform, named Chameleon, allows achieving the best energy efficiency by turning the CPU off whenever possible and by eliminating latency and congestions on the memory bus. A power management design platform as a total solution to implement fast and safely a power management network that leverages low power techniques to meet the energy efficiency targets. This design platform, named Spider, combines a library of configurable power management IPs, including adaptive body biasing, with a scalable power controller enabling to control power and clock activity autonomously, even with the CPU off. We can intervene at a very early stage of our customers’ design cycles thanks to our system-level utilities rather than just IP bits and pieces. The figure below describes the components of our Spider power management design platform which is a key turnkey solution to leverage some unique capabilities of FD-SOI, such as the capability to operate at a very low voltage with a decent speed or the capability to support as high as 5V input voltage. ASN: What’s driving that business? PB: The emergence of new IoT and automotive markets is driving the business forcing IC design teams to pursue tough objectives: zero power consumption in off modes while maximizing the performance in active modes at minimal power consumptions. Unfortunately, scaling down to the next technology node makes it even harder to reduce power in off modes and is an expensive choice - too expensive - for many applications to achieve the energy efficiency targets in active modes. As a result, design teams must now pursue their gains by deploying increasingly complex power management techniques to meet the stringent requirements of the new IoT markets. This is particularly tricky in advanced IoT where near-sensor processing must be efficiently combined with RF connectivity, together with advanced power management. In addition, designers must confront the complexity of supporting high input voltage for interfacing with 4.2V/4.4V Li-Ion batteries or 5V USB charging mode that rely on 1.8V IO transistors. The need for solutions that enable to select fast and to implement safely the power management network which allows a seamless system-level integration while meeting power consumption targets in each SoC power mode -- that drives our business. SN: What do you see as the biggest benefits – and challenges – for designers moving to FD-SOI? PB: Its biggest benefit is its high integration capability. One of its key challenge is the ”so-far” relatively more complex design methodology that is required to take advantage of all FD-SOI characteristics, namely for example the biasing of the bulk to either reduce leakage or improve energy efficiency depending on working mode and technology centering. And ultimately, assuming the FD-SOI design flow is no longer a point of discussion, we need to get all designers “Thinking FD-SOI”. By that I mean to be aware of the breadth of FD-SOI advantages, so they are using it at every possible opportunity: in RF, in switches, in A/D converters (ADC) – in everything! FD-SOI’s double gate lets you think about more than decreasing noise and energy consumption. There are many opportunities for many blocks – especially analog. [bctt tweet="We need to get all designers “Thinking FD-SOI” so they’re using it at every possible opportunity: in RF, switches, ADC – in everything! Body biasing is usually thought of in the digital context, but it is also very useful in analog. – DolphinDesign CEO" username="soiconsortium"] SN: What does Dolphin Design offer designers moving to FD-SOI? PB: In order to ease these tasks, we developed the turnkey Spider platform based on power management IPs and system-level utilities. It speeds-up the design of energy efficient power management systems to weeks instead of months. Spider obviously exists in FD-SOI technology. It enables chip-architects to explore many power architectures and to select the best one to match the targeted PPA. It bridges the complexity gaps of designing fast and safely a power controller that can deal with numerous power domains and several operation modes for each domain and that can operate even when the CPU is off. Then, it bridges the gap between standard RTL and GDS flow, as it is able to generate the UPF backbone of the SoC. It offers a standardized and predictable power management flow, securing first silicon success. As an example, one of our key customers doing a ULP MCU shared that they have been able to design a complete power controller in less than one week instead of a couple of months. SN: You announced design kits with Adaptive Body Bias (ABB) solutions for GlobalFoundries’ 22FDX technology at the end of 2019. What challenges is that solving? PB: In the race for higher energy efficiency, digital designers face the impact of process variations. Chip designers have added margins all along their design to ensure the future chip will work fine whatever the technology centering after fabrication. Performance or size tradeoffs are necessary to cope with extreme variation cases (the so-called “corners”). At low voltage, SoC designers often use compensation techniques to limit the impact on the SoC energy efficiency. Through the control of transistor threshold voltage in FD-SOI technology, body biasing acts as a fantastic and automated control method to offset all variations. Designers can design their SoCs with reduced design corners for process, temperature and aging, boosting the PPA trade-off up to 10x at low voltage. We have been cooperating with GlobalFoundries over the last two years to provide the market with an Adaptive Body Bias (ABB) IP solution. The ABB feature allows designers to leverage forward and reverse body bias techniques to dynamically compensate for process, supply voltage, temperature (PVT) variations and aging effects. Our ABB IP embeds the body bias voltage regulation, PVT monitors and aging sensors, and a control loop. From standard-cell library to sign-off verification, our customers will continue to use their usual standard flow. For IoT on GF 22FDX, the design kits are available for production. For automotive, it will be in the next months. SN: Looking to the future, will there be a need for more application-specific FD-SOI IP? Where are the growth opportunities? Which ones will you be working on? PB: We anticipate new needs along the time as new applications will emerge in FD-SOI. We have a roadmap to enrich the catalog of power management IPs for addressing each market vertical with the most complete offering. But where we see the biggest growth for us is the growing adoption of power management IPs even by companies that were used to make voltage regulators on their own. Power management is no longer an issue of designing some good voltage regulators, like LDOs. Fabless companies face the challenge of dealing with the growing complexity of SoC power management network. It absorbs a significant portion of their design “energy”, in logic and in analog domains. They need to customize voltage regulators for each SoC and to maintain their design to keep them competitive. They also face the challenge of complex and sensitive power controller design. Finding the right design expertise to make such complex SoCs is a challenge in itself and in many cases power management complexity is the cause of a design respin. With the emergence of solutions such as Spider, that streamline and secure the selection and the implementation of the power management network, fabless companies start to question whether their core competency is power management IP design or if they can focus their design resources where they are the best at. The addition of body biasing into this picture makes it even more obvious for fabless companies that relying on a solid IP partner is a strong option. For Dolphin Design another opportunity for growth will mainly come from our capability to expand our offering for complementary design platforms for various FD flavors. We will communicate a lot in the coming months on our design platforms. We are also looking for diversification to other SoC functionalities. Processing is definitely an area in which we are significantly investing (MCU sub-systems and their associated DSPs), but energy harvesting and RF could also be good candidates in the future. SN: Dolphin Design is a member of the SOI Consortium. What do you see as the advantages of membership? PB: The 2019 Silicon Valley SOI Symposium was my first participation in an SOI Consortium event. [Note: you can get his full presentation here.] My first impression was good! I was positively surprised by the wide diversity of material shown. But really the key advantage was the opportunity to meet with so many different companies, all involved, from near or from far, with an FD-SOI tape out. It really helped me understand what I needed to put my teams to work on next!

Companies around the world are increasingly turning to mergers and acquisitions, research and development, and corporate venture capital (CVC) investment to sustain growth. For many years, global semiconductor companies including Intel, Qualcomm and Samsung have been active CVC investors. However, the economic fallout from the COVID-19 pandemic has forced many venture capital (VC) and CVC investors to rethink their investment strategies as they look to an uncertain future. To help provide SEMI members with the latest market trend information, SEMI Taiwan held the webinar Challenges and Opportunities in Corporate Venturing during the Global Pandemic Crisis on April 28th. Featured speaker James Mawson, founder and editor in chief of Global Corporate Venturing, provided an analysis of the pandemic’s impact on deal flow, capital movement, sentiment and strategies among CVCs. CVC takes larger role in past decadeCorporations have been increasingly active direct and indirect venture investors over the past decade. From 2011-2019, more than US$1.3 trillion of venture capital was invested globally, with corporations accounting for more than half that total, according to data from Pitchbook/GCV Analytics.Semiconductor companies that have been active in corporate venturing include Intel, Samsung, Nvidia, ARM, AMD, SK Hynix, Broadcom and Qualcomm. Pure-play semiconductor and chip companies tend to make few investments in their start-up counterparts because sector saturation of powerful incumbents leaves little opportunity for growth, James said. “While it is hard to find entrepreneurs wanting to be engaged in pure play S C, once they do, they can be very valuable and often be able to bring disruptive forces to the whole ecosystem,” James said.S C corporate investors focus on chip applicationsSemiconductor companies looking beyond pure-play S C start-ups for investment opportunities often target applications or developers that require the additional data, processing power, and memory their chips provide. “There is lots of interest by the big chip companies such as Intel, Qualcomm, and Samsung in developing some of those chip applications, getting them used more and creating a whole ecosystem,” James said.For example, Intel Capital, based on its data-centric theme, has focused on areas like autonomous vehicles, data centers and artificial intelligence (AI) because of the sheer amount of data and processing power they require. In another notable trend, non-traditional S C players such as Apple and Alibaba are leveraging investments in start-ups to develop their own chips for competitive advantage, James said.March deal flow down 20% With COVID-19 slowing the global economy, James expects semiconductor and chip companies to scale back direct investments this year due to rising pressure on their balance sheets. Deal flow in March was down roughly 20% from February.James is hopeful corporates will focus on investing in innovation over the long term rather than target share buybacks to boost near-term earnings. James pointed out that investors can uncover opportunities by identifying future problems to be solved in areas such as quantum computing, biotech, energy, healthcare, communications and ICT. Still, in the near term, where there is a crisis, there is opportunity. While the pandemic hit some sectors hard, it benefits start-ups in industries including gaming, education and telemedicine. This time is different?James said corporates need to rethink the investment model they want to follow. One option is the approach taken by General Electric, which divested its investment team and sold all its portfolio companies last year. Another is to focus on the long term. For example, Intel Capital has been dedicated to investments in innovation for nearly 30 years and continues to invest during downturns.Compared with the internet bubble and global financial crisis, today there are more experienced and mature CVCs that better know how to negotiate a crisis. James also pointed out investors are interested in backing CVCs with sector investing experience. There are now more than 600 CVCs with a 10-year-plus track record.James expects a variety of funding models to emerge over the next decade as pressure on corporate balance sheets encourages corporate investors to consider models that allow third-party capital to effectively leverage their CVC units. Corporate investors are also open to other ways to efficiently deliver financial returns.For more information about the SEMI Taiwan Corporate Growth and Innovation Community, please contact Irene Lin at [email protected]. For GCV’s latest news and event, visit its website.Jo-Ann Su is senior director of the Corporate Growth and Innovation Community at SEMI Taiwan.

Thanks to developments in science and technology, artificial intelligence (AI), cloud computing, big data and other technologies have been used to establish smart healthcare systems that helps societies respond more effectively to disease outbreaks. The spread of novel coronavirus starting in late 2019 has revealed how not only traditional medicine but also Smart MedTech applications can be instrumental on the anti-epidemic front lines.To give updates on the development of Smart MedTech and how it shines during the fight against COVID-19, SEMI invited Dr. Pei-Yuan Lee, Honorary Superintendent of Show Chwan Memorial Hospital, to share with MSIG (MEMS Sensors Industry Group) and Flex-Tech members how the international community and Taiwan are bringing their best in Smart MedTech to the table and how their collective efforts are helping tackle COVID-19 challenges.Taiwan’s COVID-19 rapid screening reagents and antibody testing help curb coronavirus transmissions Taiwan’s medical community has demonstrated its prowess in responding to the COVID-19 outbreak. Using its nucleic acid extraction reagent, Taiwan Advanced Nanotech Inc. tested 128 specimens from passengers aboard the SuperStar Aquarius cruise ship in only eight hours in early February. Taiwan’s leading research institute Academia Sinica successfully synthesized the first group of monoclonal antibodies capable of recognizing the new coronavirus protein on March 8, enabling testing to be completed in 15 minutes. The College of Medicine of National Taiwan University announced on March 27 that its 30-second screening device had helped identify asymptomatic carriers. The devices detect COVID-19 in people with no symptoms if they have pulmonary infiltration and edema. It took only 14 days for Academia Sinica to successfully synthesized the first group of monoclonal antibodies capable of recognizing the new coronavirus protein. On April 22, three biomedical companies in Taiwan launched a COVID-19 test that produces results from samples of patient mucus in less than 10 minutes to greatly enhance testing speed. Once the test method is approved by the Taiwan government, it will take Taiwan’s medical strategy against COVID-19 to the next level.Artificial Intelligence: the key to upgrading traditional healthcare practicesAI is a key enabler of the transition from traditional medical practice to Smart MedTech. To help fight the COVID-19 outbreak, a National Cheng Kung University medical team developed a 30-minute coronavirus testing procedure that uses AI to read pulmonary X-ray images and automate medical records. Taiwan AI Labs leveraged AI to simulate how drug molecules combine with viruses to reduce research time by three to four years. AI ​​diagnostic technology from the Alibaba DAMO Academy (Academy for Discovery, Adventure, Momentum and Outlook) and Alibaba Cloud interprets CT images of COVID-19 patients with 96 percent accuracy in 20 seconds. AI-powered algorithms improve diagnostic test accuracy, allowing clinicians to quickly analyze scans of pulmonary lesions and quantify the severity of lung damage.Startups have also joined the fight against COVID-19. Taiwan's Internet of Things (IoT) startup iWEECARE invented the world's smallest smart thermometer patch. Heroic-Faith Medical Science launched a device that uses IoT and AI to monitor lung sounds. With Smart MedTech expected to be fertile ground for future venture investments, enterprises must find their niches in establishing new technologies in a much more systemic way. Taiwan startup Health-Faith Medical Science developed a respiratory diagnostics device that uses IoT and AI technology to monitor chest sounds in real time. Anti-epidemic technology to help fulfill smart medtech vision Many AI and big data technologies previously deployed in hospitals and healthcare systems are helping regions around the world speed their pandemic response. The United States and China have started to develop facial mask recognition systems powered by AI, while a team in the Department of Bioinformatics and Medical Engineering at Asia University has devised a facial recognition system combining IoT and AI technology with infrared thermal imaging cameras. At Johns Hopkins University, the Center for Systems Science and Engineering is using AI to create big data models that track global cases, people and traffic flow, and other variables for real-time data analysis that enables epidemiologists to more accurately predict COVID-19 transmission paths. Graphen, Inc., a New York-based provider of next-generation AI platforms, launched the world's first AI COVID-19 genetic evolutionary path analysis systems to gauge the virus’s transmission route and accelerate pandemic response. Both the United States and China are also using robots and drones to improve epidemic research and patient treatment. For the first confirmed case in the United States, robots were used to assist with medical care. In China, robots facilitate deliveries of disinfectants to makeshift hospitals built to expand the nation’s capacity to treat COVID-19 patients. While Taiwan’s robots are traditionally used for hospitality, transportation and disinfection purposes, future robotics research and development will focus more on medical applications that shift more work from medical staff to technology. With abundant technological resources and expertise, Taiwan can join hands with the rest of the world to combat the COVID-19 pandemic. Emerging technologies are pointing the way toward a new paradigm for healthcare community. Biotech, artificial intelligence, and robotics have given rise to new applications that increase virus screening accuracy and efficiency. This growing wave of technological defenses against the pandemic will become a long-term force for stability and strength in healthcare systems across the world.To get involved in SEMI Taiwan Smart MedTech Community, please contact Helen Chen, Outreach Manager, at [email protected] Huang and Winnie Chang are marketing and public relations specialists at SEMI Taiwan.

Cameron Burks, head of Global Security, Enterprise Business Resiliency and Health, Environment Safety with Adobe Systems, and a member of the White House Task Force for COVID-19 response, briefed members of SEMI’s IT Leadership (ITL) and Environment, Health Safety (EHS) groups on April 20, 2020, on enterprise resiliency principals specific to the current COVID-19 crisis. Burks has spent over 20 years in the global security, crisis management and business continuity fields for public and private global companies. In the meeting, he noted, “This is all new. No one has had to respond to a crisis of this magnitude and impact. Ever.” On top of all of the learning and responding that teams are doing in real-time, it is helpful to have a strong business continuity plan (BCP). The following is a recap of insights that Burks shared on best practices for business continuity with examples from Adobe’s BCP.The Long-Term Picture: How to Plan for Business ContinuityBurks emphasized that the first step in any crisis is identifying risks and ensuring the safety of all human life. Once human safety is assured, the next part of the plan must form a strong foundation for escalation, operation evaluation and response. A solid foundation also creates the business factors to restart operations efficiently. The foundation of the Adobe pandemic plan was laid during the summer of 2019 while the global team was updating their infectious disease plan and rehearsing with headquarters and regional offices. That plan includes six main sections:1. Crisis Management Plans – escalation, roles and responsibilities, team operations2. Crisis Communication Plans – internal and external stakeholder communications3. Incident Management Plans – site or regional management response4. Emergency Response Plans – immediate local response to events5. Business Recovery Plans – business and facility recovery6. Disaster Recovery Plans – IT and technology recoveryThis format has worked and scaled well over the past few months, and the company is now in the stage of evaluating how to help offices recover and repopulate. Response Team Structure – Global and LocalAlthough it is critical to have plans and leadership coming from headquarters when it comes to a crisis, LOCAL teams are on the front lines since most crises start and evolve quickly. In the planning process, the local teams need to know and be trained on plans for a wide range of incidents and events including: People- and product-related Security – both external and internal Operational (e.g. cyberattacks) Natural disasters Health-related, such as this pandemic The severity of the event will determine the corporate impact and activation of appropriate plans. Low-impact events include those where stability is quickly reached and response plans have effectively contained the incident. High-level events will cause severe disruption for employees and customers and require an efficient and coordinated response. Regardless of the severity level of the event, all response teams need to be prepared to quickly activate and then to thoroughly coordinate on crisis management and communications. It is critical to have established actions to implement based on the severity level of an event. Table 1 provides an example of Key Trigger Levels for implementing specific actions depending on the severity of an event. Table 1 – Key Trigger Levels X = phase to consider first implementing controls The team needs to understand what the staff requires to maintain business continuity. Burks recommended aligning with ISO 22301, the Business Continuity standard. The standard will lead a company to understand what redundancies need to be in place to keep essential operations running. In Adobe’s case, this includes keeping data centers running and providing essential gear to the 90+ members of the response and global security teams. Adobe tests the plans every month and addresses the bugs – every time.Repopulating Business Facilities During COVID-19 While COVID-19 infection and death rates are currently flattening in many locations, there remain a significant number of new infections, limiting the ability to repopulate business facilities without threatening the health of the workforce and their families. Adobe is using multiple indicators to calculate when the virus is contained, the threat is reduced, and employees can return to workplaces. For now, Burks recommended maintaining social distancing as much as possible while keeping operations running. He believes summer may see some abatement due to weather. However, most experts expect to stay hyper-aware and responsive well into 2021.Although Adobe tries to provide actual dates for return to their employees – and did early on with best estimates – they have had to change to a “until further notice” statement. Repopulating is going to be much more complicated than the original decisions to work from home. The Adobe operations team is providing much larger conference rooms, enhanced cleaning regimens, and new norms of interacting at the workplace for everyone. The goal is to bring people back in small groups on a site-by-site basis. The first group will be only 7-10% of the workforce. That group includes the cleaning and facilities crews to support the professional staff, who would return to reap the benefits of a collaborative environment. Many people want to come back to the office. They are suffering in isolation, and productivity is dropping in those cases.Adobe is planning to create a manual on interacting at the workplace and will require training and adherence to new social constructs. Security officers will be “ambassadors,” helping the workforce remember and adhere to the new rules. The company will use footprint stickers to provide visual clues to employees on walking single file and avoiding groups. Stickers will designate desks that can and cannot be used. To provide a more open office plan, they will remove desks and arrange movable white boards to accommodate the collaboration employees want.The situation is complex and dynamic and requires decision-making based on a definitive set of criteria. The following is a summary of information that Burks shared on Adobe’s criteria for returning to work after COVID-19: Indication of health and safety assurance utilizing risk assessment criteria – locally assessed and qualified for a minimum of six weeks. Travel prohibitions and local/external meeting guidelines to be modeled separately utilizing case-by-case risk assessment criteria. Assessment of the case fatality rate, infection peak and downside projections – curve must be flat. Management team decision on how much risk to assume, as this disease is durable Assessment of infection vector and prevalence vis-à-vis relaxation of nonpharmaceutical interventions; assessment of local healthcare capacity Government shelter-in-place restrictions fully (or partially) lifted; declarations by public leaders that the virus has been contained at some level (city, state, country) Assessment of facilities to physically distance employees and/or staggered shift schedule; assessment of security capability/resource availability Assessment of public transportation and infrastructure, including parking garage Assessment of school closures, childcare and/or adult-care Assessment of nonpharmaceutical intervention awareness campaign, medical surveillance program, and/or onsite medical or clinical support No visitor program until approved by global security staff when office repopulation program begins. Create exceptions list. Emergency plans formally in place Site capacity identified; Emergency Response Team (ERT) skeleton crew part of the repopulation Full plan in place to close offices for a period of no less than three weeks if one employee or vendor tested positive for COVID-19 during repopulation exercise; plan includes informing workforce within “return population” of circumstance and having the facilities team execute a deep clean. The plan would then activate communications for the crisis management remediation phase, which includes full workforce transparency via town halls, webinars, emails, etc. Burks noted that contact tracing has moved from an unthinkable invasion of privacy to a likelihood for most workplaces, taking into consideration privacy laws predominant in Europe and U.S. If anyone falls ill or tests positive for the virus, they will automatically be sent home and everyone who has been in contact with them will need to enter a 14-day quarantine before returning. Burks’ presentation, and his thoughtful approach to planning and the current situation with COVID-19, allowed the attendees to consider their positions and paths for bringing their workers back to the offices and facilities. A lively question and answer session enabled members to further clarify points and get immediate feedback on their plans and strategies. Burks finished with a request to industry members to continue the dialogue and send industry data for him to report back to the White House Task Force. For additional resources from SEMI, visit our COVID-19 response website, which provides best practices and the opportunity to submit company stories.About the AuthorHeidi Hoffman is Senior Director of Corporate Marketing for SEMI. She is currently serving on the SEMI COVID-19 Response Team, coordinating multiple inputs from across the industry to assist all SEMI members in responding to the crisis. To submit your company response story, visit our COVID-19 News and Blogs webpage and scroll down to the green submit bar below the news.

In much of post-lockdown China, urban life is humming. The streets of Beijing and Shanghai are bustling with traffic, smog again shrouds city skylines with the resurgence of economic activity, property sales are bouncing back and a revival in consumer confidence is taking hold. Emerging from monthslong shelter-in-place orders, the nation has seized a large measure of control in containing COVID-19 as it breaks fertile new ground in pandemic response and recovery. In Wuhan, Hubei, the fountainhead of the novel coronavirus, one company offers a striking example of China’s muscular COVID-19 containment efforts, carefully continuing to operate through January and February as the virus set root, said Karel Eloot, a Shenzhen-based senior partner and Asia leader of Transformation and Operations practices at McKinsey Company, speaking at a recent webinar presented with SEMI. Soon, COVID-19 spread to eight other provinces that suffered serious outbreaks and forced the nationwide lockdown that sent China’s GDP plunging 7 percent, its first contraction in 28 years. An impressive array of safety protocols, many designed to reduce people density as a bulwark against the virus, animates China’s fight against COVID-19, a return-to-work movement that is laying a path forward for companies around the world. It is these measures, Eloot said, that have kept the Wuhan company afloat and helped other businesses across China restore operations with unusual speed. Community and Social Distancing – The Heart of China’s COVID-19 Response In establishing safeguards, many companies started by assessing staffing requirements, identifying workers essential to sustaining on-site operations while allowing others, such as white-collar staff, to work from home, though some have since returned to their offices. Seen as non-essential, some factory maintenance workers have been instructed to stay home. To fill staffing gaps, business have turned to multi-skilling practices, such as having on-site supervisors and engineers step out of their daily roles to handle lower-level operations activities. Much of the focus has been on community distancing, with businesses quickly identifying workers suffering even minor COVID-19 symptoms and using contact tracing to prevent sick or vulnerable employees from entering offices and factories and turning them into hot zones for community spread, Eloot said. Manufacturing facilities are staggering work shifts to reduce people density, closely monitoring workers’ body temperatures with an eye toward other symptoms, and following up with medical tests and quarantines as needs dictates. QR codes, long a staple of e-commerce, have been a particularly effective weapon in combatting COVID-19. Companies are deployed the scanning technology to identify workers by color code – green, yellow or red – and assign various levels of site access depending on who they’ve been in contact with. Some factory workstations are now walled off by transparent plastic sheeting to prevent COVID-19 infection through aerosol drift. In business meetings and lunchrooms, staffers sit spaced a safe distance apart and facing the same direction to avoid crosscurrents of the microscopic respiratory droplets that can carry the virus. Others eat in isolation. Meeting room windows are opened, weather permitting, to admit fresh air. And elevators – perfect petri dishes for contagion – are shuttered to ward off human clusters, shifting all floor-to-floor movement to staircases. Companies united by the common goal to keep goods flowing through supply chains are providing masks and other personal protective devices to smaller players most vulnerable to the economic shock of COVID-19. The aim: Shield the companies from the potentially crippling effects of the virus to avoid supply chain breakdowns that can undercut the performance of the whole. Even competitors have formed unexpected alliances, sharing parts and components that are in short supply. “Some sectors have maintained steady production throughout the crisis” thanks to these practices, Eloot said. “China has been able to create safe communities where people can operate as normal.” Executive Uncertainty Reigns, Hope Springs Eternal with Innovation The objective of China’s fast, forceful response to the COVID-19 outbreak is economic: A V-shaped rebound after the 7 percent wallop to its GDP in the first quarter of the year. The trajectory is among nine economic recovery scenarios McKinsey Company presented to more than 2,000 executives worldwide in a recent survey seeking their views on the likelihood of each. The business leaders coalesced around two – a full restoration of global GDP growth that could materialize this year or extend into next, or a two- to three-year recovery following the initial economic tsunami, Sven Smit, an Amsterdam-based senior partner with McKinsey and global leader of the McKinsey Global Institute and global COVID-19 response team, said at the webinar. The executives see the multi-year recovery as the most likely. The shorter rebound ranked second on a scale of probabilities. Notably, the business leaders found the V-shaped bounceback China is attempting – returning to GDP growth in one quarter – the least likely outcome. But the biggest surprise from the survey, Smit said, was executives’ view that of the two major global interventions for restoring GDP growth – viral and economic – one will be ineffective, reflecting their deep uncertainty about what lies ahead. A growing body of knowledge about COVID-19 tempers that doubt. It’s established fact that the virus is highly contagious, more lethal than the flu, and spread by means including aerosols and touching contaminated surfaces. But only recently has more insight emerged about human immunity. Broad-based blood testing in the Netherlands has discovered that only 3 percent to 4 percent of the people screened are immune to the coronavirus, leaving the vast majority of the population without natural biological protection – a sweeping vulnerability evident in Asian countries hit early by the virus only to see fresh flare-ups after initial containment. Smit warned of the pandemic’s potential resurgence. Testing has revealed that coronavirus cases are underreported by a staggering 10- to 15-fold, a clarion call that countries “need to be very careful about how they re-open economies.” That means in order to keep COVID-19 at bay until a vaccine is developed, the best defenses will remain temperature monitoring, contact tracing, quarantining, social distancing, mask wearing, frequent hand-washing and other proven protective measures. And while the relative contribution of each safeguard to slowing COVID-19’s spread is unknown, Japan, Korea, China, Taiwan and other Asian countries have shown that “if you apply them all, you are likely to keep this virus under control,” Smit said. It remains to be seen whether protections the U.S. and European countries have put in place will stave off the virus as effectively as the rigorous measures implemented by Asian countries and, if the Western regions deploy a different cocktail of safety protocols, how well they will work. The re-opening of their economies promises to reveal the answers – and the McKinsey recovery scenario they’ll face. These and other open questions help explain the uncertainty of the executives McKinsey polled. Pandemic Supercharges, Adds New Urgency to Long-Term Trends What is known is that, far from upending the way all organizations operate, COVID-19 is supercharging secular trends and showing that people can react with dizzying velocity when confronting global mortal threats. That speed, Smit said, “is not determined by the potential of technology, but by events." For decades, doctors and technologists have teamed to develop ways to examine and treat people from afar, yet telemedicine managed to eke out only small, incremental gains in adoption. Since the COVID-19 outbreak, patients have flocked online, with virtual doctor’s visits accounting for more than 70 percent of all physician-patient interactions. “People like it, and we can reach many more patients as a result. It happened in a few weeks,” Smit said. Similarly, teachers and unions have only inched toward digital communications for years, fearing job losses in education at the hands of technology. When schools closed recently under shelter-in-place orders, teachers quickly switched to online lessons. The transition, Smit said, took one weekend. Meanwhile, as office workers holed up at home, usage of teleconferencing applications skyrocketed. “We’re collectively learning at unprecedented speed,” Smit said. “We’re sharing. We’re learning about supply chains. We’re learning about collaboration. We’re learning about masks. We’re learning about contact tracing. We’re learning how to work more efficiently. We’re learning from real-time data about the behavior of people. And we’re investing collectively enormous sums in finding cures and treatments and expanding hospital capacity.” While the coronavirus’s blistering spread caught many countries off-guard, Smit expects scientists to spare no effort to innovate. Expressing hope that new medical interventions will be available by summer, Smit said the world needs to buttress its key lines of defense against the coronavirus until a vaccine is developed – a shield that will quicken the global economic recovery. “The race is on," he said. Related blog COVID-19: Economic and Microelectronics Industry Impacts – Insights from McKinsey Company For McKinsey’s latest insights on the coronavirus pandemic, visit its website, which is updated daily. For the latest COVID-19 information and SEMI event updates SEMI is providing members, visit Coronavirus Resources. Michael Hall is a marketing communications manager at SEMI.

With the CAGR for switches in cell-phone RF front-end modules running at 9% for the next five years, new players want to get in on the action, and established players want to up the ante. The specialists at Incize help wafer suppliers, foundries and fabless companies maximize switch performance starting at the substrate level. CEO Mostafa Emam explains how.SOI News (SN): Can you tell us about the role Incize plays in the RF-SOI ecosystem? [caption id="attachment_32519" align="alignright" width="140"] Incize CEO Mostafa Emam. (Photo courtesy: Incize)[/caption] Mostafa Emam (ME): Our clients are wafer suppliers, foundries and fabless companies. The services we offer are testing and modeling of substrates, with the vision of what will happen in the value chain. Based on what the customer will do with the substrates, we do testing and modeling to improve the technology and tune their processes. Although the big players have teams devoted to this, we can add a layer of characterization that they have no expertise in. Some of our customers are foundries that have been using bulk silicon, but now see opportunities in RF-SOI. But they’re starting from scratch and we help them to adopt the technology. We help them understand the physics behind the technology so they can migrate from bulk to SOI. We help them develop test structures and evaluate their technology. Then we create models for both fully-depleted and partially-depleted SOI with PD-SOI 130 nm or 60 nm technology dominating the RF front-end module market. We believe RF is an art and you need to see the whole picture. SN: Can you tell us a bit about the history of Incize? ME: The RF-SOI story started in the 1990s. Then came trap-rich RF-SOI wafers from Jean-Pierre Raskin’s team at UC Louvain, industrialized by Soitec. Our lab at UC Louvain became known for our expertise in RF-SOI, and in 2011 we created Incize as a spin-off. [Editor's note: for more background, see this SOI Consortium article about the birth of trap-rich substrates and the company’s founding.] At first our characterization services were very diverse, but by 2014 we focused mostly on RF-SOI because of the big demand. In 2015 we started doing radiation hardness tests for space applications and a new business unit was created. In 2016 we started our modeling and PDK activity, followed the next year by work on GaN on Si. In 2018, we started offering full support to RF-SOI newcomers, who were starting from scratch, usually smaller players in the RF market. It takes about two years to fully train the engineers, support the technology enhancements, design test vehicles, measure them and finally do the modeling and PDK. So some of these players are now fully established in the RF-SOI market and have contracts in place with big customers. SN: In your presentations, you often say there is room for all. What do you mean by that? ME: There is a big market for RF-SOI in the coming years. It can offer the low-power, the low-cost and the high performance. RF-SOI is the only mature technology that combines all of this today. It successfully competes with traditional III-V technology. More foundries want to employ RF-SOI. We show to them that it’s not black magic – you just need to know how it works. [bctt tweet="There is a big market for RF-SOI in the coming years. More foundries want to employ #RFSOI. We show them that it’s not black magic – you just need to know how it works. - Incize CEO Mostafa Emam #5G #semiconductors" username="@soiconsortium"] On our side, we have the knowledge and the infrastructure. Our added value is that we can do advanced tests the customers can’t do. So the foundry says there’s opportunities in switches, we’ll do this and develop it all with optimization for specific Ron and Coff [the figure of merit for RF switches]. The foundry develops an RF switch and aiming at certain performance (RonCoff). We help our customers during this development phase. Once the performance target is reached we start developing a model and a PDK. There is enough demand for RF-SOI, as even entry-level cell phones have SOI chips. Some opt for a fast and low-cost solution. Many target “good enough”, although some target to compete against the big players – it’s a question of their business strategy. And this is where our added value comes in. SN: Can you provide some more insight into how you see the RF market? ME: The Front End Module (FEM) is a fast growing market, with increasing demand in terms of volume and performance. This includes antenna switches, LNAs, tuners, filters, etc. Historically, III-V materials have been used for their high performance and high power handling. However, RF-SOI has become the material of choice, and the biggest driver is integration of the RF switch and LNAs in one chip. It’s not easy to integrate the power amplifiers (PAs) on the same chip (still being on III-V substrates). But as it decreases footprint and cost, there are those who’ll do it. There is no viable competition for SOI – nothing will replace it in the short term. There are other technologies, but they are long term. It’s a stable market with high demand. SN: For those of us who are not RF experts, can you help us understand the technology? ME: The switch is sort of the traffic light of the FEM, receiving and transmitting. The simplest RF switch can be composed of only four transistors. Transistors leak power so you need to determine your Ron Coff performance. [Editor's note: Resistance on vs. Capacitance off, the RF switch figure of merit, is measured in femtoseconds and should be as low as possible. Psemi has a good video explaining it.] When the Coff capacitance is small, the switch is really off. When the On resistance Ron is small, it means low losses, and the switch is turned On. Ron and Coff is a compromise. And as there are many frequency bands and antennas, the FEM becomes very complex. Another issue is power handling, since the switch is the first stage behind the antenna. And finally, there is the question of switch linearity. Trap rich SOI wafers suppress harmonics so you have less distortion originating in the substrate. You have to model this – the designer needs to know. In addition to single tone harmonics you also get intermodulation, where, two or more high power signals at two different frequencies create distortion at other frequencies. The danger is that these parasitic signals can be so close that the filter can’t reject them and the useful signals get distorted. This was a killer for the switch created on the bulk substrate. Trap-rich RF-SOI fixed this. So now 100% of switches are on trap-rich SOI substrates. While it’s still a niche market, there is demand from customers for increasing the number of bands – that’s driving this market. SN: And what happens as we move to 5G? ME: There’s more and more pressure on the specs. It’s an art when anything changes. Moving from 3G to 4G required complete upgrade of the [foundry’s] models. With 4G, the specs are severe and the FEM must be built on trap-rich substrates. But 5G is not well defined, so the RF industry is taking their best shot. What is clear: the performance requirements get more challenging. Once the technology is understood, it can be implemented. But the foundries and the fabless need our help to do it fast and do it well. We create more value working together. SN: How do you see things evolving? ME: The number of foundries today doing switches on RF-SOI is increasing, and this will continue for the next few years. We saw this opportunity and invested in it. Our company is just ten people, and we are self-funded. We are swimming in business, but we have fun. And we’re getting recognition. Any company with CMOS in place could adopt RF-SOI. But it’s a different mindset. We help with the transition. ~ ~ ~Click here to read more feature articles in SOI News.

Part 2 of 2Read Part 1.While companies navigate the ongoing COVID-19 crisis, corporate leaders should be evaluating a number of key business continuity issues as well as steps they can take to not only react to business disruptions but also reshape their business and recovery plans.We spoke with Dan Steele, Senior Director and the APAC Head of Environmental, Health, Safety, and Security (EHS S) at GLOBALFOUNDRIES (GF) Singapore, via teleconference for insights into the best practices he and his team have implemented from their Business Continuity Plan (BCP) to guide them through the health crisis.SEMI: How can SMEs (small and medium-sized enterprises) afford BCP, as they are often quite costly?Steele: BCP is not something you afford. Rather, it is essential to good management. Every business is about managing risks and every manager’s responsibilities include risk mitigation. Regardless of their size, companies often pay a higher price for survival in a crisis because they are ill-prepared. All companies owe it to themselves, their employees and other stakeholders to conduct ongoing business continuity planning. No one knows what or when the next crisis will be, and no plan is perfect in mitigating crisis impacts.However, it is critical to plan for potentials, institutionalize EHS and security best practices, ensure the supply chain has both redundancy and robustness, train employees to adopt additional skills, and work with customers in advance. Companies that continue to ask themselves what if are the ones that will be the best prepared. And, if BCP is done right, businesses can avoid huge losses. Dwight Eisenhower said, "Planning is everything, the plan is nothing." I think too many companies spend far too much time creating exacting plans when instead they should be planning. Since planning the survival of the company is every manager’s daily responsibility, BCP should not be purely looked upon as a cost, but also as an expected deliverable from the management team.SEMI: Companies have rolled out mandatory work-from-home (WFH) policies and it has become a new normal for many of us. What other measures can GF take should this WFH period be extended?Steele: Our work-from-home policy seems to be working quite well at this point. However, WFH will only be effective if the right tools are provided to employees – we give our employees access to our system so they can work remotely. WFH also offers opportunities to drive new and innovative ways of working, and accelerates some of our automation efforts such as Augmented Reality (AR).At the same time, mental health is just as important and we conduct weekly check-ins with employees to assess their anxiety levels by asking two basic questions: How is the team’s morale and has it impacted productivity in our operations? For us at GF, WFH is not a disintegration of the team. It is important to our operations to continue the social aspects of working as ONEGF. That means online meetings should require face-to-face interactions. It is important for people to connect. Additionally, we maintain the same quality expectations for remote work as we do when employees are on-site. If this WFH period is extended, we need supervisors and managers to reach out and ensure that we stay connected with our employees.SEMI: What BCP lessons have you learned during the outbreak and will the learnings change any of your business or operations strategies when normalcy returns?Steele: I am not sure we learned anything new about BCP. As stated, our approach to BCP is to spend less time on exact plans and more time on planning, asking ourselves what if and mentally walking our way through potential solutions. This crisis reinforces the premise that we must be prepared. We did not have a plan on our shelf for working-from-home, but we had visualized it, knew what we would have to enact and now have employees managing highly sophisticated, technical and skilled manufacturing operations from home, and some of them reside in Malaysia. BCP must be a conscientious, concerted effort even when normalcy returns – it helps us better prepare. Additionally, BCP is not the responsibility of a single person or department. Just like our daily business, BCP is an integrated effort across many functions. Good and great ideas come from anywhere in a time of crisis. Listening is extremely important.SEMI: If there is one takeaway from this unusual and uncalled experience, what will it be?Steele: What we walk away with is the fact that we are dealing with a pandemic that is highly unpredictable, and that we need all types of employees with diverse backgrounds, experiences and perspectives. This inclusion has made us successful all along, and that is what is helping us ride through this crisis today and into tomorrow. We are glad that we have a diverse and proactive BCCM team that is able to quickly adapt and respond to the many challenges of a crisis. SEMI: What advice would you offer to stay productive while WFH?Steele: We acknowledged that it is difficult for the WFH policy to be effective in the manufacturing sector. Although we do not see any productivity loss thanks to automation, we’ve seen a slowdown in our engineering activities.My advice: First stay healthy, monitor your health, and follow the government’s hygiene advice for yourself, your families and the communities you live in. If you socialized before, there is no reason to stop. Stay connected with your co-workers and team. Personally, I don’t believe WFH now means you are always on. Just as you did when working on-site, you still need your personal time. You have to strike the balance that works best for you.Dan Steele has over 25 years of experience in environmental, health, safety and security operations. He has also held other leadership roles in facilities engineering, quality, reliability and assurance, and risk management.Bee Bee Ng is president of SEMI Southeast Asia.

The COVID-19 pandemic (caused by SARS-CoV-2) has disrupted lives around the world more than any other catastrophic event in living memory. Those of us fortunate enough to work from home are cheering on the people who care for our health, transport our packages, work in grocery stores and pharmacies, clean public streets and buildings, and keep utilities up and running — as well as everyone else on the front lines of battling this pandemic. Working from home also gives us time to reflect and ask: How does the world return to normal and how can we help?Crises like the COVID-19 pandemic accelerate social and technology trends because the need for new solutions grows urgent. Looking at epidemiological models can reduce complex disease progression to a series of simple numbers, the most important of which is R nought (R0) value. R0 is simply how many other people a sick person infects. If each sick person infects less than one person, R0 1, the spread of disease will end. But if each sick person infects more than one other person, the disease spreads and may become a pandemic. According to the journal Emerging Infections Diseases, SARS-CoV-2 has an R0 of 5.7, making it far more infectious than the influenza pandemic of 1918.Given the severity of the current pandemic, society has taken huge efforts to reduce R0: mask-wearing, social distancing, avoiding face touching, frequent handwashing and quarantines are all ways to reduce R0.Scientists and engineers are working hard to develop new solutions and evaluate existing technologies that could have a big impact on R0. One of these is the mass deployment of touchless technologies. We’re now aware that every time we touch a surface, we potentially spread disease. I have personally started using touchless Apple Pay at retail checkouts whenever possible and even seek out and remember which stores have enabled Apple Pay. Each time I need to touch an elevator button, security keypad or walk signal button at an intersection, I contort my arms to touch them with an elbow.Since I’m in the electronics industry, I find myself considering which devices have the greatest potential for reducing the number of touchpoints in our daily lives. Motion and ultrasound sensors are definitely promising, but the mainstream adoption of the voice interface makes it the most interesting and scalable touchless technology.New voice technologies are more reliable and secure than ever. The success of cloud-based voice assistants such as Amazon Alexa, Apple Siri and Ok Google has familiarized consumers with the ease and convenience of voice, but these high-powered AI assistants generally require high power and a reliable internet connection. The next wave of voice technology will be much lower in power, fast, private and require no internet connection. This edge-powered voice interface will not play music or tell you the weather, but it will perform many other useful and simple functions, such as operating an elevator, opening a door or changing the volume on your TV. One great example of this local voice command is the Simple Human trash can that can open and close in response to your voice. Opening and closing a garbage may be simple, but a voice-activated model enhances convenience and safety with total privacy.The requirements for deploying voice technology to support more touchless applications include: Low power — to run for months or years between battery changes Robust and reliable— to last over a decade indoors or out Locally processed data — to ensure security and privacy without an internet connection Consumer adoption of touchless and voice technologies has been growing for years, but the COVID-19 crisis highlights the critical benefit of these technologies in reducing the spread of disease. Making high touchpoints voice-powered would eliminate a disease vector and reduce R0 during pandemics as well as during normal cold and flu seasons. Any technology that helps reduce R0 should be deployed as quickly as possible to give us one more way to thwart the virus that is changing life as we know it.As the only supplier of piezoelectric MEMS microphones – which are natively immune to environmental contaminants such as water, humidity, salt, dust, dirt and oil — Vesper is uniquely able to provide outdoor-hardened microphones that are durable enough to support voice-interfaces in hot, wet, dusty or dirty conditions. In fact, we’ve earned the highest waterproof rating for any MEMS microphone – IP57 – which makes me hope that one day soon I’ll use just my voice to tell a crosswalk signal that I need to cross the street.Vesper has also developed a proprietary technology called ZeroPower Listening, which makes it possible to embed always-listening voice interfaces in battery-powered devices with battery life measured in months or years. And that’s just the beginning of how we’ll use voice interfaces in high-touch applications. From voice-controlled parking kiosks and elevator buttons to the treadmill at the gym, the less we touch hard surfaces, the safer we’ll be from picking up SARS-CoV-2, influenza viruses or other pathogens as we go about our daily lives.Learn how Vesper’s low-power and rugged MEMS microphone technology can help designers create seamless voice interfaces for a wide range of indoor and outdoor applications at Smart Home, Smart Office, IoT and Automotive/Industrial.Matt Crowley is CEO of Vesper Technologies, developer of the world’s first piezoelectric MEMS microphone. With five rapid product rollouts in just five years and tens of millions of units shipping to tier one clients across the globe, Matt has grown Vesper from a research-oriented startup to a bonafide commercial business.Under his leadership, Vesper has earned an impressive collection of awards including a 2019 Best of Sensors Award, Innovation Award nods at CES 2018 and 2019, and two Annual Creativity in Electronics (ACE) Awards.Before Vesper, Matt held leadership positions at piezoelectric MEMS pioneer Sand 9, the Boston University Office of Technology Development, and Mars Co strategy consulting, where he advised Fortune 500 companies on operational and strategic issues.Matt received an interdisciplinary degree in Physics and the Philosophy of Science from Princeton University. He is proficient in Japanese, having lived in Japan.Vesper is a member of MEMS Sensors Industry Group (MSIG), a SEMI technology community, that enables the MEMS and sensor industry to address common challenges, innovate and accelerate business results.

Part 1 of 2Read Part 2. While companies navigate the ongoing COVID-19 crisis, corporate leaders should be evaluating a number of key business continuity issues as well as steps they can take to not only react to business disruptions but also reshape their business and recovery plans.We spoke with Dan Steele, Senior Director and the APAC Head of Environmental, Health, Safety, and Security (EHS S) at GLOBALFOUNDRIES (GF) Singapore, via teleconference for insights into the best practices he and his team have implemented from their Business Continuity Plan (BCP) to guide them through the health crisis.SEMI: How did GLOBALFOUNDRIES Singapore first respond when the country reported its first COVID-19 case?Steele: Since the early days of our company, we have had a Business Continuity / Crisis Management (BCCM) team in place that is responsible for business continuity planning for the site. At the beginning of this journey with the coronavirus, we believed in two truths: maintaining the safety and well-being of our employees and consistently communicating precautionary measures the company has taken to protect them and our business. These actions are critical to keeping our employees safe, while keeping the anxiety level low. By informing and updating employees in a timely manner, we ensure that they are well-educated about the crisis as it unfolds and the foreseeable circumstances that could be ahead of us. Once the world was well into the coronavirus outbreak, our CEO declared in a message to all employees that “we entered this pandemic crisis together, and we will exit it together.”We have also established links to pertinent government websites and made them conveniently available to ensure employees have access to the latest available information for their personal lives.SEMI: What actions has GF Singapore taken in response to the crisis so far?Steele: On January 29, our BCCM team activated the first line of defense by initiating temperature checks at all building entrances for every individual including employees, contractors, visitors, and customers who come into our facilities. We asked each to declare their state of health and travel history and issued a temperature card to every employee and resident contractor. They are all required to record their temperature twice daily – once before coming to work and again at midday – and they present the temperature log to security upon their arrival.The following week, our teams split into an A/B work arrangement to ensure continuity of our operations. We proactively pared down our teams to the staff essential for our on-site operations, while enabling the rest to work from home. We also advised our most vulnerable employees with impaired immune systems or who are pregnant to work from home. Concurrently, we moved all meetings of 10 or more people to virtual communications and only allowed meetings with fewer than 10 to be held in rooms with participants sitting at least one meter apart. We informed our customers of our efforts and moved all planned on-site visits to online visits.In line with Singapore’s efforts to curb the spread of COVID-19 within the community, GF restricted site access of people who had recently traveled to countries with sustained community transmission and regularly updated the restriction list. To conduct contact tracing, we created our two degrees of separation list that we used to track employees with families and close associates who were linked to a COVID-19 case. Employees provided the information voluntarily. On our campus, we enforced strict safe distancing measures by limiting access to meeting rooms, marking off-limits tables and removing chairs in the cafeteria, limiting the number of elevator riders to no more than four, and placing boxes or other spacing indicators at smoking zones, bus stops and temperature-taking lines. We also initiated a daily log of employees taking the company buses tagged to the bus number, time, and employee identification numbers in anticipation of the need for contact tracing.Most recently, when the Singapore-Malaysia border closed, we activated the next phase of our BCP that was already in place – housing over 450 Malaysian employees in Singapore hotels.Throughout this crisis, we continuously monitor and evaluate possible impacts to our supply chain to ensure the continuity of our business. This is a standard element of our ongoing business continuity management system.Most importantly, we frequently communicate with our employees and tell them everything the company is doing and why we are doing it. We encouraged employees to monitor their health, stay home if they are unwell, and seek immediate medical treatment if necessary at one of our panel clinics or other medical facilities.SEMI: What are your top concerns amidst this health crisis?Steele: At GF, we are managing through the crisis with an unwavering focus on two guiding principles: the safety and well-being of our worldwide team, their families and communities; and delivering on our commitments to our clients. As the world’s leading specialty foundry, GF has a unique role in the global supply chain. Our semiconductor technology is vital to a range of industries including health care, communications, infrastructure and security. With these priorities in mind, the company undertook unprecedented steps and has adapted to the crisis by dynamically adjusting its protocols, health and safety measures, and business processes to protect its teams while maintaining manufacturing excellence.We are committed to safeguarding the well-being of our employees while supporting and sustaining our on-site operations and protecting customers’ products. A major concern is the impact on our employees. We understand that COVID-19 can be infectious even if an individual is asymptomatic – we are always concerned that temperature screening alone is not sufficient. This is the reason that from day one we have encouraged our employees to monitor their health, follow all government advice for proper hygiene and seek medical attention if unwell as early as possible, and not come to work.Dan Steele has over 25 years of experience in environmental, health and safety, and security operations. He has also held other leadership roles in facilities engineering, quality, reliability and assurance, and risk management.Bee Bee Ng is president of SEMI Southeast Asia.

The Compact Model Coalition (CMC) has selected Leti’s L-UTSOI as a standard model for FD-SOI in the industry. The CMC is a working group composed of the major semiconductor companies and is part of the Silicon Integration Initiative (Si2). The Si2 Compact Model Coalition announcement covers the approval and financial support of L-UTSOI. L-UTSOI is derived from the Leti-UTSOI compact model, which has been implemented in circuit-simulation software and used in industrial process design-kits for several years. Thierry Poiroux, head of CEA-Leti’s Simulation and Compact Model Laboratory, said the selection of L-UTSOI as a Si2-CMC standard model ensures that it will be supported as long CMC industry members use it. “This is of paramount importance for large chip makers who will use this model in the future,” he continued. “With a standard model, they are assured that a team of model developers is able to take care of the model improvements and/or bug fixes they need during the whole lifetime of their technology. It also positions CEA-Leti among the few compact-model developer teams able to develop and support a standard model.” The role of compact models Once a new or enhanced chip is designed, it must be simulated prior to entering the expensive manufacturing phase. This proof-of-concept step relies on compact models that are expressed through a set of equations implemented in a form ensuring accuracy, robustness and numerical efficiency. Such compact models are approved and supported by the standard-setting arm of Si2, the CMC, which is an international working group focused on standardizing SPICE device models. “As a member-driven organization, the CMC strives to provide value for its members and the semiconductor supply chain,” said Peter Lee, CMC chair. “With 15 models now available, CMC members have a distinct competitive advantage with early access to new features and bug fixes, and an 18-month lead on standard models released to the public. Adding L-UTSOI to the mix of models was a direct response to our customer requests for model support as we continue to add value to their membership.” Standard models are developed by the world’s leading SPICE-model experts. They are used by designers working at the most advanced fabless semiconductor companies, foundries, and IDMs. Implemented in the industry’s top versions of circuit-simulation software and duly qualified, standard models give designers the assurance that their integrated circuits will perform according to the design specifications. Industry proven L-UTSOI was extensively proven by the industry and its standardization will ensure long-term access and maintenance in EDA tools for FD-SOI designers. Available to coalition members now, it will soon be implemented in major versions of circuit-simulation software, and its source code will be released publicly in June 2021. “CEA-Leti’s compact model boasts physically based model parameters,” said Harrison Lee, chair of the L-UTSOI Working Group and principal engineer of the Foundry Design Enablement Team at Samsung Electronics. “We can utilize predictive analysis of a process technology to optimize a transistor’s design implementation for a specific end-use. With a capability to 10 nanometers and below and the ability to simulate a wide range of voltages and body biases, we can easily research a wide variety of analog and digital applications.” As noted in Leti’s announcement (read the whole thing here), the FD-SOI transistor’s back-gate allows tuning of the device in a low-leakage and low-power operating regime or higher-performance operating regime. This unique capability offered by FD-SOI enables the fabrication of smaller, faster and denser chips than standard bulk CMOS technology. FD-SOI devices are widely used in wearable electronics, automobiles and IoT. Leti pioneered FD-SOI in 1992. Here at ASN we’ve been covering their FD-SOI compact model work for over a decade.