Renewable Energy

Taiwan is entering a decisive decade. The rapid growth of artificial intelligence, advanced semiconductor manufacturing, and high-tech information and communications technology (ICT) supply chains is increasing the strategic importance of electricity availability, cost stability, and progress toward net-zero by 2050. For Taiwan’s semiconductor and high-tech industries, energy is no longer only an operational matter. It is increasingly connected to competitiveness, supply chain resilience, customer expectations, and long-term investment confidence.Within this broader transition, renewable energy remains one of the most important tools available to corporate off-takers. Larger-scale renewable energy resources, including offshore wind, can play a strategic role in supporting post-2030 electricity demand and strengthening Taiwan’s position as a trusted global technology hub. However, the central challenge is no longer simply whether renewable energy demand exists. The more urgent question is how that demand can be converted into bankable, executable, and scalable procurement pathways.Against this backdrop, SEMI Energy Collaborative (SEMI EC) explored the Group Buy Initiative not as a single procurement model, but as a broader study of collaborative pathways that could strengthen Taiwan’s high-tech sector as it moves from renewable energy demand signals toward practical market delivery. The study identifies three possible directions: a straightforward Group Buy Program, Qualified Anchor Investment, and a JV-Aggregator model that could serve as a scalable bridge between renewable energy developers and a broader base of corporate off-takers.Renewable Energy as an Industrial Competitiveness IssueFor many companies, renewable energy procurement has historically been discussed through the lens of sustainability reporting, supply chain requirements, or corporate commitments. Those drivers remain important, but the context has changed. In the AI era, renewable energy procurement is becoming a strategic enabler of broader industrial strategy. This shift creates a practical market question: can disclosed corporate demand be converted into bankable long-term contracts and workable procurement mechanisms? The answer depends on whether developers, corporate off-takers, financial institutions, and government agencies can align around transaction structures that are commercially workable, financeable, and aligned with Taiwan’s evolving electricity-market rules.SEMI EC’s role in this context is to support market understanding, structured dialogue, and voluntary collaboration. The Group Buy Initiative study was therefore designed to examine possible collaborative pathways and identify scalable market solutions, not to prescribe a single procurement direction.Clear Demand Signals, Slow Market ConversionMany large and medium-sized companies have already disclosed renewable energy requirements, decarbonization milestones, supply chain expectations, or corporate commitments through annual reports, sustainability reports, ESG disclosures, and public statements. These signals indicate that substantial corporate demand exists and that renewable energy procurement is becoming increasingly critical to long-term business planning.The more important question is why these demand signals have not translated more quickly into actual market deployment. Demand disclosure alone does not automatically create bankable projects or executable Corporate Power Purchase Agreements (CPPAs); it must be translated into transaction-ready structures with sufficient offtake certainty, risk allocation, credit support, certificate clarity, and regulatory certainty.In other words, Taiwan’s challenge is not only a renewable energy demand challenge. It is a market-conversion challenge. The task is to build the structures, mechanisms, and confidence needed to convert disclosed demand into bankable and executable renewable energy procurement pathways. This is where collaborative models may have a role. The Group Buy Initiative study therefore shifted its focus from demand assessment to pathway assessment, asking which collaborative structures could most effectively bridge the gap between renewable energy demand signals and executable market transactions. The CPPA Challenge: Availability, Accessibility, Affordability, and AcceptabilityThe market-conversion challenge is especially visible in CPPAs. In Taiwan, offshore wind CPPAs are particularly complex because they must satisfy several requirements at once: project bankability, buyer readiness, regulatory compliance, certificate treatment, and internal approval.The Group Buy Initiative study categorizes CPPA execution barriers across four dimensions: availability, accessibility, affordability, and acceptability.Availability refers to whether sufficient renewable energy projects can be delivered on time and at scale. Taiwan has made important progress in renewable energy development, but larger-scale projects continue to face execution pressures, including cost escalation, financing uncertainty, supply chain constraints, permitting complexity, and policy-design challenges.Accessibility refers to whether corporate buyers can access renewable energy through workable procurement structures. Large-scale offshore wind projects often require highly bankable off-takers to support project financing. As a result, not every company with renewable energy demand can easily sign a direct project-level CPPA. Some buyers may still be building the credit readiness, balance sheet capacity, internal procurement process, or long-term risk-management experience required for this type of transaction.Affordability refers to the price gap between renewable energy CPPAs and regulated electricity tariffs or other available procurement options. For many companies, especially those under cost pressure, it is difficult to justify long-term renewable energy procurement unless the price, risk allocation, and certificate treatment are sufficiently clear.Acceptability refers to whether CPPA terms can pass internal review. A CPPA is not a simple “sign-and-forget” transaction. Companies must evaluate whether project delivery, contract tenor, generation profile, Surplus RE exposure, Taiwan Renewable Energy Certificate (T-REC) allocation, settlement and accounting treatment, and approval requirements can be managed within their internal governance framework. These issues are manageable, but they require greater market understanding and more structured engagement.Figure 1: Major Challenges for Offshore Wind CPPA in TaiwanOffshore Wind: A Strategic Pillar Under Execution PressureTaiwan’s offshore wind sector is facing real execution pressure. These challenges should not be understated, but they should also be understood as part of the market’s ongoing transition rather than as a reason to step back from larger-scale renewable energy development. Offshore wind remains strategically relevant because of its scale, generation profile, and potential contribution to post-2030 industrial electricity demand.For Taiwan’s semiconductor and high-tech ICT sectors, offshore wind is therefore not only a source of renewable electricity. It is a strategic component of Taiwan’s long-term industrial competitiveness. However, the same characteristics that make offshore wind strategically important also raise the execution threshold: projects must secure lender-grade revenue certainty while giving corporate buyers workable solutions for credit, settlement, T-REC allocation, and Surplus RE exposure.This led to a key conclusion from the Group Buy Initiative study: the most intuitive collaborative model is not necessarily the most executable. A straightforward Group Buy Program can support coordination and readiness, but offshore wind procurement also requires a transaction structure capable of meeting lender, developer, and corporate-buyer requirements at scale. This is why aggregator-based and investment-linked pathways deserve further assessment alongside more conventional procurement models.Rethinking Collective Action: From Obvious Options to Practical PathwaysThe Group Buy Initiative study examined collective action from a practical market perspective. Rather than assuming that one model could solve all procurement barriers, the study considered three possible pathways. Each pathway addresses a different part of the market-conversion challenge.One of the clearest observations is that the most obvious option is not always the easiest to implement. A Group Buy Program appears straightforward at first: companies with renewable energy demand could aggregate interest, align common procurement principles, and engage developers through a more coordinated process. In theory, this could reduce transaction costs, improve transparency, and convert disclosed demand into a more actionable procurement signal.In practice, however, Taiwan’s market conditions make a straightforward Group Buy Program more complicated. Larger and more creditworthy off-takers may already be able to negotiate directly with renewable energy developers, while smaller or medium-sized off-takers may benefit more from collective procurement but may not individually provide the bankability that project-financed offshore wind projects require. This creates an anchor gap: the companies most able to support project finance may have less need for a Group Buy structure, while the companies most likely to benefit from Group Buy may not be sufficient to support project finance on their own.This does not mean that a Group Buy Program has no value. It can still serve as a useful platform for demand mapping, member segmentation, CPPA capacity building, common-term discussion, and market signaling. However, the study suggests that the Group Buy Program should be understood primarily as a coordination and readiness-building pathway, rather than a simple shortcut to large-scale offshore wind procurement. Any structure that involves shared procurement, aggregated demand, or anchor participation would still require careful legal, financial, credit, and competition-law review.This is where the JV-Aggregator pathway becomes relevant as a potential market-enabling structure. Taiwan already has 125 registered renewable energy sellers, according to publicly available Energy Administration information as of 1 July 2026. However, many appear to be focused on solar PV or smaller-scale transactions and may not have the scale, credit profile, balance sheet capacity, or client base required to engage with offshore wind developers. This creates an imbalance: offshore wind developers need credible and scalable offtake partners, while many existing aggregators may not yet be able to serve that role.Under current market conditions, a larger and more institutionally credible JV-Aggregator could address several gaps that a straightforward Group Buy Program may not fully resolve. Such a platform could potentially be developed through partnership, strategic investment, or by leveraging existing licensed market capabilities, followed by credit enhancement, governance strengthening, and clearer market positioning. If properly structured, it could provide a more scalable interface between larger renewable energy developers and a sector-focused corporate off-taker base.For developers, an aggregator-based model could provide a more credible route to diversified corporate demand. For off-takers, it could offer more flexible procurement arrangements than direct project-level CPPAs, particularly for companies that have renewable energy demand but may not be ready or able to serve as standalone bankable anchors. In this sense, the JV-Aggregator pathway appears to address practical market gaps related to scale, credit intermediation, customer aggregation, settlement, and allocation.However, this pathway would require careful qualification. A JV-Aggregator would need to demonstrate institutional capacity across capitalization, credit support, retail licensing, pricing transparency, T-REC accounting, settlement and allocation, risk management, and governance. If connected to an industry platform in any form, it would also require safeguards to preserve member independence, avoid competition-law concerns, and ensure that any associated industry platform remains a neutral facilitator rather than a commercial contracting party.Qualified Anchor Investment remains a third and more selective pathway, and may include SPV-type participation in selected renewable energy projects or platforms. For companies with sufficient capital capacity, investment mandate, and long-term renewable energy demand, strategic capital participation may help improve project bankability and market confidence. However, this is not a general solution for all off-takers. It requires investment committee approval, project due diligence, governance rights, exit planning, legal and tax review, and careful assessment of construction, permitting, operational, market, and concentration risks.Taken together, these pathways represent different levels of market engagement. They should not be viewed as mutually exclusive or uniformly applicable. Their relevance will depend on each company’s demand profile, internal readiness, credit position, investment mandate, and strategic priorities.PathwayMain rolePractical noteGroup Buy ProgramDemand mapping and CPPA readinessUseful for coordination, but limited without sufficient anchor bankabilityJV-AggregatorScalable market bridgeWorth further assessment if professionally governed and properly capitalizedQualified Anchor InvestmentStrategic capital participationSelective option for companies with suitable capital mandate and risk appetiteFigure 2. Collaborative Pathways to Convert Demand Signals into Renewable Energy TransactionsPolicy and Market Conditions MatterCollaborative corporate action can help, but no pathway will succeed without supportive policy and market conditions. Whether companies pursue direct CPPAs, Group Buy coordination, aggregator-based procurement, or Qualified Anchor Investment, several enabling conditions remain important.These include clearer and more stable CPPA rules; practical T-REC and Surplus RE treatment; reliable wheeling, settlement, and allocation mechanisms; and credit-enhancement tools that can help bridge the bankability gap between developers and corporate buyers. These issues directly affect whether renewable energy demand can be converted into bankable and executable transactions.Continued dialogue among government agencies, Taipower, certificate authorities, developers, financial institutions, and corporate users will therefore remain important. SEMI EC can support this process by providing structured industry feedback and helping translate market observations into practical policy discussion.A Road Worth TakingThe Group Buy Initiative study suggests that Taiwan’s renewable energy procurement challenge cannot be solved through a single uniform pathway. A straightforward Group Buy Program can support demand mapping, member readiness, common-term discussion, and market signaling, but may face limitations when applied to large project-financed renewable energy transactions. Qualified Anchor Investment may help selected companies support project bankability, but it is not suitable for all off-takers. A professionally governed JV-Aggregator model warrants further assessment, as it could offer a more scalable bridge between renewable energy developers and a broader corporate off-taker base.These findings point to a shared need for more mature market infrastructure, better alignment between demand and bankability, and continued policy-market dialogue. For Taiwan’s semiconductor and high-tech ICT sectors, the task is not only to express renewable energy demand, but to help shape the market pathways through which that demand can become bankable, executable, and scalable.The opportunity is clear: Taiwan can turn AI-driven growth into a catalyst for renewable energy market acceleration, but doing so will require better market preparation, stronger transaction structures, and shared recognition that renewable energy is now central to Taiwan’s next stage of competitiveness.This article reflects SEMI EC’s general market observations, public information, and expert discussions. It does not disclose company-specific information and does not represent the position of any individual member company.Selected References:Energy Administration, Ministry of Economic Affairs, “Registered Renewable Energy Sellers,” [Accessed 29 June 2026]. Available: https://www.moeaea.gov.tw/ecw/populace/content/Content.aspx?menu_id=8887.Tony Lenoir, Adam Wilson, “Whether you call it 'sustainability' or 'energy autonomy,' AI needs solar and wind,” S P Global, 7 April 2026. [Online]. Available: https://www.spglobal.com/en/research-insights/special-reports/ai-needs-solar-wind-sustainability-energy-autonomy. [Accessed 18 April 2026].陳昭宏, “龔明鑫喊「不會斷氣」 學者預估：台積電2030用電占全台15% 能源安全面臨挑戰,” 環境資訊中心, 13 3 2026. [Online]. Available: https://e-info.org.tw/node/243170. [Accessed 30 4 2026].T.-R. Center, “National Renewable Energy Certificate Center,” 2026. [Online]. Available: https://www.trec.org.tw/. [Accessed 10 April 2026].IEA, “Energy and AI,” IEA, Paris, 2025.柯昀伶, “補綠電缺口 離岸風電3-3期刻不容緩,” UP Media, 25 September 2025. [Online]. Available: https://www.upmedia.mg/tw/commentary/energy-and-environment/240780. [Accessed 20 April 2026].SEMI Energy Collaborative and NIRAS Taiwan, market screening and stakeholder discussions, 2026.Raoul Kubitschek is the Managing Director of NIRAS Taiwan, a Danish-headquartered, multi-disciplinary engineering firm. Active in Taiwan’s renewable energy sector since 2007, he has worked across PV, onshore, and offshore wind—from project development and execution to policy and market advisory for developers, supply chains, and public stakeholders. His role extends to Japan, the Philippines, Vietnam, and Australia, where he advises international institutions and private sector clients on offshore wind development and capacity building. Kubitschek also serves as Chairman of the Taiwan Renewable Energy Alliance, an NGO advocating for renewable energy adoption.Wen Huang is Director, NIRAS Taiwan. He has over 10 years of consulting experience in sustainability, specializing in renewable energy development, policy analysis, commercial strategy, environmental and social impact assessment, and stakeholder engagement. He has played key advisory roles in several offshore wind projects in Taiwan and supported policy development and environmental and social impact analyses for renewable energy initiatives across the Asia-Pacific region.David (Ta-Wei) Chiang is Program Lead for the SEMI Energy Collaborative in Taiwan, where he leads policy advocacy and industry collaboration on renewable energy priorities for the semiconductor and high-tech sectors. Working across industry, government, utilities, and energy-market stakeholders, he advances policy and market solutions that align corporate decarbonization needs with Taiwan’s energy transition and industrial competitiveness, with a focus on renewable energy access, corporate procurement, and market design. Through public-private engagement, Chiang helps advance a more flexible, mature, and accessible renewable energy market that supports Taiwan’s long-term industrial competitiveness.

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At SEMICON West 2020, the Honorable Al Gore, former U.S. Vice President and recipient of the Nobel Peace Prize for environmental activism, commented on the world being in the midst of a “sustainability revolution.” Just what did he mean by that, and why bring that message to us? The answer is that he believes the digital transformation wields the magnitude of the agricultural and industrial revolutions, but with the exponential speed that the semiconductor industry created and enabled. Ok, that would put him in the right place… SEMICON West.Among a rich lineup of speakers to mark the 50th anniversary of the event – and 50 years of the semiconductor industry facilitating the innovation of the Information Age -- Gore joined other icons in their fields who graced the virtual stage for our featured keynotes. Each analyzed how microchip advances are critical to solving some of the world’s greatest challenges.As host of the conference, I had the privilege of introducing Gore; Gary Dickerson, President and CEO of Applied Materials; and, Dr. John Kelly III, Executive Vice President and Director of IBM Research, along with other renowned speakers. Their insights seemed especially timely for how our global supply chain can help to build a more sustainable future. Following are a few of the highlights from their discussions. Al Gore – The Planet Faces Existential CrisisIn his keynote conversation with Greenbiz editorial director Heather Clancy kicking off SEMICON West 2020, Gore emphasized that digital technology advances – and in particular microchip innovation – provide the greatest opportunities to overcome the world’s most epic challenges. Chip breakthroughs will be the cutting edge of what he called the rapidly growing sustainability revolution to improve energy efficiency, reduce our reliance on fossil fuels, and optimize the performance of renewable energy generated by solar, wind, and electric battery sources.“We face an inflection point as we rely more on data and communications technology, particularly in areas like cloud computing and artificial intelligence,” Gore said. “Industry is aware of this and working on it, but this meeting (SEMICON West 2020) with your present leadership marks a real turning point. It’s something to be proud of, something to be celebrated. It’s what gives me hope.”Citing Moore’s Law and enormous strides made in chip efficiency and effectiveness, Gore said that within two years smart chips will make everything from solar panels and batteries to renewable energy plants and electric vehicles to be both cost- and performance-competitive with traditional energy sources. Afterwards, renewable energy will be more attractive. Gore urged the energy-intensive semiconductor industry to shift to more renewable power sources for manufacturing. To meet this challenge, Gore encouraged the industry to embrace strategies for “step changes”: First, collaborate and share best practices more transparently across the entire microelectronics value chain. Examples already abound where “cutting-edge apps, AI, and deep learning reduced data server energy use significantly without hardware changes,” he said. Second, reduce electricity required to manufacture smarter and smaller semiconductors. Gore encouraged “all of the equipment manufacturers to work together to reduce the amount of carbon dioxide emissions in manufacturing these advanced semiconductors.” Third, follow the lead of a growing number of companies that “continue decarbonizing the power supply on which data centers operate,” he said. Fourth, work with government through the Science Based Target Initiative, which sets decarbonization limits that keep global temperatures no more than two degrees Celsius above preindustrial levels. Finally, rely on “diversity of thought” and “collective thinking” when innovating for the digital future. Research and experience prove that different points of view lead to better decisions. The technology industry has made progress in workforce diversity, but more can be done, Gore said. This last point plays to our collaborative strengths as SEMI members and an industry. “It is just unbearable to imagine a future generation living with the kinds of consequences scientists tell us would ensue if we don’t heed their warnings and solve this crisis,” Gore said, drawing parallels to the COVID-19 pandemic. “We have to accept the situation and make sure we do everything we can. I am inspired by this industry’s leadership, innovation, and spirit to rise to the challenge and make a difference.”Gary Dickerson – Making Possible A Better FutureTo ensure another 50 years of accelerating growth and innovation, today’s semiconductor leaders must share a deep commitment to a more sustainable and just supply chain industrywide.“The first thing we need to do is decouple our growth from environmental impacts,” Dickerson said in his keynote. “Our responsibility as leaders is to leave the world a better place.”Dickerson said that while he firmly believes the explosion of processing and storage data has “the potential to change the world,” the downside is that it also has the potential to rapidly expand our industry’s carbon footprint. Without dramatic change, electrical usage will continue to rise as machines generate and consume more data, compute performance progresses, and workloads from the edge to the cloud grow.“It will be impossible to create neural networks (using AI) with the rate of today’s power consumption,” Dickerson said, noting that more improvements must be made in the performance and efficiency of semiconductor devices, architectures, structures, materials, and advanced packaging.Dickerson urged the electronics ecosystem to “permanently think and act differently” by breaking down communication barriers among systems integrators, equipment suppliers, design and manufacturing service providers, and other industry players. Sharing learnings and best practices will be vital to this change, he said. Dickerson unveiled SuCCESS2030 (Supply Chain Certification for Environmental and Social Sustainability) – Applied Materials’ 10-year roadmap for creating a more sustainable supply chain – during his talk. Under the SuCCESS2030 initiative, Applied Materials will hold its suppliers to the company’s own high standards for committing to renewable energy and workforce diversity by setting targets such as: Reducing supply chain carbon emissions 15 percent in four years by relying more on intermodal shipping than air freight Transitioning the supply chain to recycled content packaging, with a target of 80 percent by the end of 2023 Eliminating phosphate-based, pre-treatment of metal surfaces by 2024 Working with trade associations like SEMI to develop diversity and inclusion strategies to increase underrepresented minorities in the workplace Dickerson said that deeper and more open partnerships between Applied Materials and its customers and suppliers have led to a number of promising outcomes. Examples include hardware and software upgrades, product and service optimizations, and improvements in chip architectures that increased throughput density for higher system performance while decreasing power and chemical consumption, costs, and space requirements. What’s more, Applied Materials recently introduced its Selective Tungsten Process Technology, which uses new materials, atomic-level designs, and ultra-clean rooms to improve the performance of interconnected transistors while lowering power consumption.Dickerson said the COVID-19 pandemic has awakened the world to the power of digital technologies that make it possible to communicate, collaborate, and share data across the globe while sheltering in place. “When I think of the world’s grand challenges, it’s clear the semiconductor industry has a critical role to play,” Dickerson said. “I strongly believe we’re in a position to shape the future and leave the world a better place.”John E. Kelly III – 50 Years That Changed The World … And We’re Just Getting Started During the past half century, semiconductors have given rise to essentially every major technology advance, Kelly said in his keynote. Microchip innovation has played a central role in rocketing humans to the moon, simulating nuclear weapons on a supercomputer, connecting people to nearly everything via mobile devices, and keeping people alive with pacemakers and other electronic medical devices.The strides in innovation have been staggering. In 1970, a semiconductor chip featured a few thousand components. Today, that number stands at 50 billion. Breakthroughs in everything from materials and chemicals to polishing, processes and interconnectivity have driven gains in power-efficiency and performance while reducing chip size.Moore’s Law is far from dead. Paraphrasing Winston Churchill, Kelly said, semiconductor innovation today is not at “the beginning of the end, but at the end of the beginning, and the best is yet to come – driven by extreme collaboration and extreme innovation to solve the world’s biggest challenges.”Kelly said he believes technology is the only answer to the onslaught of grand challenges confronting societies and people today, including air and water pollution, climate change, diminishing natural resources, storm-related disasters, food supply shortages, and the COVID-19 pandemic.Kelly lamented that the world’s response to COVID-19 illustrates that “not much has changed” since the Spanish Flu crisis a century ago. The same technology – masks – remains the primary defense. “I think if we had used digital technologies and computer modeling earlier on, we could have detected the spread of this flu” to minimize its impact, Kelly said.Today’s computer modeling and analytics capabilities aren’t quite ready yet to tackle such complex problems as pandemics, global warming, or water contamination. However, Kelly said, several game-changing technologies – all powered by semiconductors – are emerging as promising answers to our most daunting challenges.“It’s all about the data, and artificial intelligence is the way forward – it’s analytics on steroids, and many new devices will be required to drive AI at the scale of these problems,” Kelly said. “The second technology revolves around not just cloud computing but edge computing and cloud at the edge. Data will be generated in enormous amounts at the edge, which is where we will need to store and compute the data. The next is Quantum Computing. Frankly, we do not have enough computing power yet to look at some of the biggest challenges we have.”All these advances will present new challenges for the semiconductor industry, such as developing new materials, new chip architectures and new mapping structures for AI-embedded devices to reach their full potential.With many of these disruptive innovations too large for any company to solve singlehandedly, Kelly advised industry players to form more “radical partnerships.”“Extreme collaboration and extreme innovation will drive solutions to all these world challenges,” Kelly said. “The best is yet to come.”Radical partnerships… Sustainable revolutions… Extreme innovation… It’s been 50 years of SEMICON West, but it sounds like we’re just getting the real magic started. Like John Kelly said and the other keynoters emphasized, the best is yet to come.Dave Anderson is president of SEMI Americas.

The solar energy sector shined in a global renewable energy market that maintained steady growth last year despite the United States’ stunning withdrawal from the Paris Agreement. Solar panel costs dropped to an all-time low, driving global demand that surpassed the 100GW mark for the first time on the strength of standout annual 26 percent growth.In 2016, Taiwan began to redouble its transition to renewable energy, most notably phasing out nuclear power as the region increases its reliance on climate-friendly energy sources and seeks more foreign investment, moves it hopes will also boost economic growth and create more jobs.With its land space constraints, the region is fertile ground for rooftop photovoltaic system (PV) systems. So the Taiwan government laid out on ambitious plan to achieve 3,000MW of installed capacity by 2020 – enough to supply electricity for 1 million households while improving air quality, help spruce up the urban landscape and generate jobs.The SEMI Taiwan Energy Group fully backs the government renewable-energy policy. Earlier this year, the group gathered more than 200 industry professionals and government officials to explore challenges and opportunities in deploying more rooftop PV systems. Here are key takeaways from the conference.Infrastructure Reliability Key to High Return on InvestmentSize, reliability and safety are touchstones of rooftop PV system design. To make the best use of space, reduce the cost per kWh, and ensure a long-term, stable supply of electric energy, the PC modules must be: Compact to fit within limited rooftop space Robust to endure extreme temperatures over long periods; resist fire, salt and water damage; and ensure safe, reliable operation Financial Institutions Play Important RoleIn response to the government energy policy, domestic financial institutions have funded select projects or issued bonds and derivative products to support the development of Taiwan’s renewables industry. A key part of these efforts is to evaluate risks in areas such as system module safety, technology and design maturity, energy-generating efficiency and maintenance costs.Circular Economy = Green WorldEnergy storage systems are maturing rapidly to support expanding markets for renewable energy products. Demand for renewable energy systems for homes is growing, fueled in part by low prices, and the adoption of electric vehicles continues to rise as advances in energy storage technology drive down costs and enable longer ranges. At the current pace of technology development, the world could be using 100 percent renewable energy as soon as 2025. However, a pollution-free environment will only be possible with the development of a circular economy – one that regenerates and reuses energy resources. To that end, the SEMI Taiwan Energy Group this year will transform the 11-year-old PV Taiwan exhibition into Energy Taiwan, Taiwan’s largest international platform for facilitating communication and collaboration of the entire renewable energy ecosystem. Exhibition themes will range from solar energy, wind energy, hydrogen energy and fuel cells to green transportation, smart energy storage and green finance. The event reflects the consolidation of the SEMI Taiwan Energy Group’s growing resources and its commitment to a circular economy free of fossil fuels.Emmy Yi is a senior marketing specialist at SEMI Taiwan.