SRI with Zero Fiscal Burden

Written by Peter Li-Chang Kuo

Former Vice President, Shih Chien University founder Mr. Hsieh Tung-Min once said: “The Well-Being (Shiao-Kang) Plan is a major national construction project that costs the country nothing.” His student Linda Din carried forward this quality mindset and promoted the “Rich Taiwan Plan,” bringing Taiwan 40 years of prosperity. Today, at this critical moment of global transformation, Taiwan needs to establish a mechanism that does not increase the fiscal burden, yet enables the nation to develop sustainably. “Social Responsibility Investment” (SRI) is the way to achieve this vision.

Fig 1: Hsieh Tung-Min’s legacy of quality consciousness

“Society” is where human beings live together; “responsibility” is the ability to respond to problems; only “investment” can put social responsibility into practice. Just as the “Global Channel–TES” we advocated at APEC is the result of "SRI" — an international-scale major infrastructure project obtained by the government without spending a single penny.

Classical economics only speaks of an impossible trinity, but “Social Responsibility Investment” (SRI) is a new commercial mechanism whose mission goal is to build a “people, enterprises, and government” triple-win situation — a possible trinity society. In 2009, two national leaders once invited us to contribute a path toward “rebuilding the global economy” at the APEC Leaders’ Meeting, helping the United States dispel the financial catastrophe and usher in a new era of the smart economy.

Fig 2: Contributing the way of rebuilding the global economy

The COVID-19 pandemic in 2020 once again proved that the social responsibility investment we launched in 1986 made TES "an ark of salvation" — reportedly helping “1.5 billion people” earn world money from home and pass through the disaster, far exceeding the “240 million people” mentioned in Article 7 of the 2003 APEC Ministerial Joint Statement, with the cashless economy reaching as high as USD 36 trillion.

At the meeting on June 24, 2026, Wall Street experts mentioned that the 2025 “cashless” transaction volume had already surged to “USD 200 trillion”— far exceeding global GDP. This is a sign of catastrophe and calls for the original creator to establish a regulating valve; the key point is that this May, someone already threw a stone at a multinational cartel, and a ripple effect is inevitable.

Wall Street is talking about “social capital”— integrity. The SEC explicitly stipulates that “listed companies must honestly disclose their financial statements.” Concealing facts and thereby obtaining unlawful gains is a serious violation.

In order to solve structural social problems, we redirected resources originally intended to dominate the world into social responsibility investment. In 1998, we formally proposed “TES” at APEC, helping to formulate the “E-Commerce Constitution” and assisting the countries affected by the Asian financial crisis to recover. TES belongs to: “1) an international-scale structural engineering project, 2) a regulatory-reform engineering project, 3) a powerful instrument for financial system transformation.” Through APEC’s formulation of a legal basis, it promotes universal prosperity; and by possessing "intellectual property rights" (IPRs) — under WIPO, TRIPS, and the Berne Convention — it is permanently effective. Yet, in order to raise the overall level of technology as quickly as possible, we deliberately made the Genesis invention public, and it was cited by multinational corporations (MNCs), as shown in Fig 3.

Fig 3: The Genesis invention cited by multinational giants

During the period when the Taiwan cartels were raging, our inventions were wildly copied by IBM, Disney, VISA, and Walmart. Cook even took a small device onto the stage in 2014 and openly announced “Apple Pay,” reaping enormous profits — its derived market value has now reached “USD 4.8 trillion,” and this year someone has formally thrown a stone at it; it seems the gunfire of revolution has already sounded. In the past, Mr. Yu, director of the Tainan branch of the Taiwan External Trade Development Council (TETDC), said: “You are very much like Dr. Sun Yat-Sen.” That prophecy will eventually come true.

Looking back to 1966, John Lane of the American company "Avnet" brought two thin lips to ask me for the world’s most precise eyelets. I produced a physical sample for him within two days, and also prepared an illustrated written document (an Aprroval Sheet) for him. He was very bold and left without paying a single penny, taking the item with him. According to his interpreter told to me, “You sold John an item unit price NTD 0.1, and he resold it to NASA for USD 1.” However, in 1974, when Chiang Ching-Kuo entered the Cheng Kuang Precision Industrial Company I founded and saw automated manufacturing of precise products, he was shocked, and gave me the four characters “Good Utilize and Benefit People,” encouraging me to make good use of advanced technology to help the nation go out into the world and extend national strength.

Fig 4: Cheng Kuang Precision Industrial Company

According to Dr. Mei Ke-Wang: “Chiang Ching-Kuo told everyone at the cabinet meeting to pay attention to the ‘newly emerging precision industry in Tainan,’ led by a young scientist—”

Fig 5: Mei Ke-Wang and Chiang Ching-Kuo at a cabinet meeting

In 1974, I truly helped Tainan Mayor Chang Li-Tang and San Jose become sister cities, building a bridge directly connecting Taiwan and Silicon Valley. In 1975, Mayor Janet Hayes of San Jose led a delegation to Cheng Kuang Precision Company, personally received by Chairman Kuo Kun-Cheng. We discussed what the future personal computer (PC) would look like with IBM engineers by the Yenshui (Salt) River, and I specially made an “RS232 connector” (DB9) as a gift for them.

Fig 6: Mayor Hayes visits Cheng Kuang Company

In 1979, when I went to New York, I discovered that the said company — "Avnet" —which had obtained thousands of my products for free, was not as large as "Cheng Kuang Precision," where had all its huge profits gone? On March 13, I founded the “Blackstone Angel Fund” in New York and helped several startups. The "satellite receiver" we developed then realized "Reaganomics" and brought Taiwan an opportunity for transformation in 1986.

However, Linda Din believed that this still could not solve the structural problem — especially the fact that Taiwan is an “island.” So she devoted herself daily to spiritual practice. One day in February 1986, she suddenly lay down by the dining table next to the kitchen in Zhonghe and began drawing, cutting, and pasting. In a short time, she produced a “TES Schematic Diagram,” saying that it represented “Electronics + Commerce,” upgrading the world’s oldest industry — store —into “Electronic Store” (eStore). With the contactless TranSmart chip card and its reading device, together with the "TSCM" operating system, Taiwan would be able to break through the limits of time (t) and space (s) through “The eStore System” (TES) and become the country that issues orders at the source of all waters.

Fig 7: TES Schematic Diagram

She enthusiastically explained it from National Taiwan University to Pingtung Agricultural College, and everyone who heard her laughed, laughing at how ridiculous the idea seemed; some even laughed until their “gums fell out.” Later, I realized that if even I could not understand it, then it was indeed worth studying. So late at night, in complete quiet, I carefully deciphered this “TES schematic diagram.” Not only did I derive the two intersecting pathways of the integration of virtual and real, as shown in Fig 8, but I also used the Laplace transform to calculate astronomical output value.

Fig 8: TES System Architecture Diagram

This was certainly a matter of national importance. After I submitted my recommendations to Chiang Ching-Kuo, I was assigned to report to Chairman Chao Yao-Tung of the Council for Economic Planning and Development (CEPD). Mr. Chao said he could not understand it and asked me to explain it to his junior alumnus at ITRI. After hearing it, the junior said, “Ha, what kind of TranSmart chip is that? You still wouldn’t be able to make it even in 50 years.” Nevertheless, by 1989 we already had a working prototype, which later brought me into lifelong friendship with Mr. Lin Chiang-Tsai, the chief planner of the Taipei MRT.

Fig 9: 1989 report on the RF Transmitter

Until today, the “RF Transmitter” and its contactless TranSmart inductive chip card have become necessities of civilized life: “use it as a key to open a door, buy a drink when thirsty, use it as a ticket when taking transportation, something everyone needs.” Linda Din’s aspiration to “Prosperous Taiwan” (Rich Taiwan) was turned into a disadvantage by the cartel group, and the greatest delay was the missed opportunity for an IPO in 2002. At that time, Merrill Lynch’s valuation was "USD 250 per share" to Panhornic ComMec Holding Co., Ltd. (PCH), while the Nvidia shares I bought at the same time were USD 2.60 per share.

Fig 10: News Report on the Panhornic U.S. listing

In 2003, the Australian government invited Linda Din to APEC to propose “Global Channel–TES” and establish best-practice policy, while also opening a path for Taiwan. The result was a full-scale attack by Taiwan’s cartels, and Linda Din, known as the "Mother of E-Commerce," was pushed down in her own country.

Fig 11: APEC 2003 establishes best-practice policy

In 2006, despite repeated obstruction, I still broke through to the APEC Leaders’ Meeting in Hanoi to report on the progress of the best-practice model “Global Channel–TES.” At the same time, I secured a consensus on “satellite support.”

Fig 12: APEC CEO Summit 2006

After the meeting, I went to Silicon Valley. A junior I had funded in the past came to see me, and I gave him the “C-Phone” prototype shown in the upper-right of Fig 13, along with valuable information on “satellite support.”

Fig 13: Application Scope of TPC

Even while I was widely promoting the importance of “Social Responsibility Investment” (SRI) in Silicon Valley, the Bay Area World Journal reported that "Kuo Li-Chang held a briefing on social responsibility investment,"— hoping to prevent catastrophe. However, Taiwan’s cartel strongly suppressed the Mother of E-Commerce, and I had to return to Taiwan. The financial tsunami really did happen. Merrill Lynch, which had always expressed concern, also fell victim in the crisis, and the United States ushered in its first Black president.

Fig 14: World Journal report

During the August 8, 2009 typhoon disaster, in the midst of storm and uncertainty, I unexpectedly received an invitation from the leaders of two countries to go to the Singapore APEC Leaders’ Meeting and contribute the way of “rebuilding the global economy.”

Before leaving, I received another UPS package — inside were only "two luggage tags." When the plane arrived at Changi Airport, I was picked up from the cabin and taken to Room 2509 on the 25th floor of the American delegation’s Fairmont Hotel. Only then did I realize that I had been invited as a special guest.

When the American representatives saw me playing in my briefing deck the U.S. “Market Segmentation Detail Table,” they were so moved that they shed tears.

Fig 15: U.S. Market Segmentation Detail Table

They said, “Perhaps only Mr. Kuo in the entire world would care so much about America’s survival!” They said this U.S. market segmentation was deeply shocking to them, because I had directly transformed a country into an operational “business network”: not “analyzing the market,” but “generating the market.” The table columns were arranged in the following order: “state→ area→ population→ population ratio→ number of eStores,”forming a complete market configuration of 1.892 million eStores, showing a strange combination of “top-down” and “bottom-up.”

My contribution, “IIA-TES,” invest in America for the economic stimulus, allocating “business nodes” according to population ratio — each becoming an "eStore." How could these nodes be connected into a national supply chain? By helping all citizens participate in economic activity, no one would be left behind.

They said, “What we see is not a table, but a blueprint that can reorganize the United States.” They believed I had transformed “America” from a country into 1.892 million “economic entry points,” with all states — including the unincorporated territories — having “serviceable business nodes,” clearly demonstrating a strong concept of “nationwide economic inclusion,” rather than isolated points.

Moreover, I redefined the “unemployed” as “potential business nodes.” Through “One eStore One Business One Job,” I sought to establish one business node in every community, attempting to solve the most painful post-catastrophe problem in the United States: people having no jobs. I contributed “1.892 million possible entry points back into the economic system.” The American representatives believed that this one table alone surpassed many Nobel Prize winners in economics.

The American representative — possibly an official — thought I was the first person not to ask the government to “spend money to rescue the market,” but instead to present a complete plan: “U.S. population → state population ratio → eStore number → business activity → supply chain → employment.” Through TES, the entire country’s macroeconomy was directly implemented at the smallest executable business unit. Seeing it made him so moved that he “shed tears.” Simply put, my slide and the printed handouts I gave them were saying: “I have already reorganized the United States into operational business units.” They only needed to follow it.

Fig 16: Seven Major Taiwan-U.S. Centers

In the end, they asked to change 1.892 million to “2 million,” so that “rebuilding the U.S. economy through community-based electronic stores” could become a catchy policy slogan, echoing today’s MAGA policy. Finally, I asked them why “satellite support,” which had already been agreed upon at APEC Hanoi in 2006, was still not implemented even after the financial tsunami occurred. A few months later, Obama immediately signed the "Presidential Spectrum Directive" (the President’s Plan to Increase Spectrum), instructing the National Telecommunications and Information Administration (NTIA) and the Federal Communications Commission (FCC) to release as much as 500 MHz of wireless and satellite communications spectrum within 10 years.

After returning from the Singapore APEC, I shared the results with Mr. Lin Chiang-Tsai. He urged the Council for Economic Planning and Development (CEPD) to hold the “Global Channel–TES Briefing Session” on February 11, 2010 — became a major meeting to affect Taiwan's national development in 2 decades, and to formulate the “Cloud Computing Industry Development Program,” which was approved by the Executive Yuan on April 19. Taiwan and the United States then jointly urged APEC, and APEC in turn extended the effort to the OECD and spread it worldwide, realizing the goal of “rebuilding the global economy” and silently dispelling the financial tsunami.

Fig 17: A Major Meeting concerning Taiwan’s development

When a lying AI analyzed the above historical facts, it even brought up “the great Steve Jobs.” I asked it, “What is the ten-year Silicon Valley nightmare?” and it still spoke nonsense in a very serious tone. From 2000 to 2010, Silicon Valley was trapped by the product known as the “PDA” (personal digital assistant), and the result was devastating. The so-called Silicon Valley blind men could only cling to keyboards and financiers and talk about money—burning through whatever they got — and had no real implementation ability. Unlike me, I funded and built the entire "TES" system out of my own pocket to be a global channel, and I even wrote the “U.S. invention patent” with illustrations for them to copy wildly.

Even the legal basis had to be fought for by me. I asked the AI why no one invited the so-called “great Steve Jobs” to contribute a way to rebuild the global economy. The answer was: “By 2010, Apple, like many PDA companies in Silicon Valley that were stuck in mud about to collapse, had no ‘filling’ left to contribute.”

The fruit stand was merely the product of my excessive compassion in 1979. In 2010, it only rode the tailwind of the “Presidential Spectrum Directive” to turn around overnight. In 2008, when I advocated issuing 1.7 billion TranSmart chip cards to establish an SRI fund (Fig 14), it was to prevent financial catastrophe. In 2014, Tim Cook dared to hold up a small device from Fig 9 and shout “Apple Pay,” stuffing himself full and fattening into a giant beast.

A terminal device — such as the “RF Transmitter” in Fig 9 — does not itself generate economic value. Only when it is connected to a communication, positioning, supply-chain, and commercial network large enough to cover an entire nation or the whole world does it become an economic cash crop. That is why, from APEC 1997 to 2009, we worked hard to secure laws and policies from nothing, and finally made possible the “RF Transmitter” and later the “smartphone, cloud computing, mobile broadband, and satellites”— the integration of sky and ground networks into an ark of salvation.

This May, someone had already thrown stones at the giant beast. At the June 24 meeting, everyone hoped that we would build the “AICT Club” to carry out regulation and slow the pace of catastrophe. Since the “ICT” we proposed at APEC 2000 in Brunei has changed greatly over time, it now needs to evolve into “AICT.” The “Club” is a “global commercial link platform to the universal businesses” that establishes an AR mechanism — creditors actively “collecting debts from international bandits”— so that SRI will have a continuous source of resources, rather than becoming a social club.

In short, the “AICT Club” is an “intelligent sluice gate.” Global cashless transactions are like a super-river worth “USD 200 trillion,” and original Taiwanese innovators control the gate switch. As the river flows through the gate, we charge only 5 liters out of every 10,000 liters (or 0.05%), as the crossing fee. As the water flows steadily and the river does not dry up, Taiwan’s annual income can strengthen the foundations of national development.

The “AICT Club” is expected to recruit 100 founding members, making good use of accumulated membership fees to establish an AR mechanism, form a “Legal Warrior Team,” recover infringement damages in full from multinational beasts that have stolen Taiwan’s original TES top-layer technology, and establish a civilian PFI fund. “AICT × AR × PFI” will maximize value for national development.

Peter Li-Chang Kuo, the author created Taiwan's Precision Industry in his early years. Peter was a representative of the APEC CEO Summit and an expert in the third sector. He advocated "anti-corruption (AC)/cashless/e-commerce (E-Com)/ICT/IPR/IIA-TES / Micro-Business (MB)…and etc." to win the international bills and regulations.