Investment & Strategic Partnerships

Positioning and who the page is for

This page is for strategic investors, corporate venture capital units, venture capital firms and industry partners. It explains how the National Innovation and Entrepreneurship Association, R.O.C., which initiated TINAI (the Taiwan Industrial Network of Alliances for Investment), organises investment cooperation. The service builds on policy resources and market capital. It covers target screening, industry trend analysis, support with pre-investment assessment and post-investment management, with the aim of narrowing information gaps.

The channels combine funds, corporate venture capital and local capital as entry points. Partners are matched by industry stage and intended use of funds, and the association works to strengthen governance, finance and market resources. Two channels are listed: the association’s Venture Capital Committee, and a co-investment mechanism linked to the National Development Fund. Each has its own participants, process and evidence base, and the sections below take them in turn.

Two points help in reading the page. First, it describes mechanisms and processes, not commitments to any particular investment. Second, the organisational figures describe resources available, not the number of completed investments. An investor weighing participation should rely on case-specific documents and its own due diligence.

How the Venture Capital Committee is organised

The association founded the Venture Capital Committee in December 2025. Its three guiding ideas are sharing, learning and co-creation, and it invites successful entrepreneurs to serve as role models. The committee positions itself as a strategic-investment matching platform. Its main task is to find promising SMEs and startups and to use strategic investment as the way to work with them, building a bridge between role models and those companies.

The committee draws on 200 role-model companies, all medium or large enterprises. They are arranged in seven industry groups, each with one convenor: next-generation mobile communications; Health & Wellness; semiconductor equipment and smart machinery; IC semiconductors and electronic components; vehicle industry and smart cities; retail chains and digital content; and new green energy and environmental resources. Investors can locate the group that matches their sector.

In practice, role models share their start-up experience and industry resources. Through product or site validation and business validation, they and the SMEs and startups learn new technologies, products and business models together. Strategic investment then serves supply-chain integration or innovative transformation. Investment here is an extension of industrial cooperation rather than a stand-alone financial transaction.

How a case is assessed

The committee has published its assessment process for individual cases. Step one is sourcing. Cases may come from the committee’s own work or be introduced by external partners such as role models, accelerators and corporate venture units. Step two is document review and an initial visit, in which the committee’s working group makes a first assessment of the investment or business-cooperation opportunity.

Cases that pass move to product and business validation, where industry mentors assess the technology or the strategic-cooperation opportunity. Investment assessment follows, with mentors again evaluating the SME or startup as a possible investment. The mentors bring an industrial view. The assessment therefore looks beyond the financial figures to whether the technology can be put to work in a supply chain.

The final step is a meeting of the convenors, followed by due diligence. The convenors decide whether to propose that committee members invest. Only then do due diligence and subscription begin. The source gives no timetable, assessment criteria or exit arrangements, and does not say how unsuccessful cases are told. Investors should confirm these points with the working group when a specific case is discussed.

Co-investment with the National Development Fund

The second channel guides strategic investors towards co-investment with the National Development Fund. It aims to combine practical industry resources with the momentum of policy capital. Strategic investors bring industry positioning, technical integration and market access. They help select target companies with growth potential, and after investment they provide industry resources and support for commercialisation.

On the fund’s side, the source describes policy capital and risk sharing as ways to strengthen investor confidence and increase the scale of capital, producing a public–private investment structure. This is a description of a cooperation mechanism. It is not a commitment on any amount or term. Investment conditions and application methods for the fund are set by its competent authority, and investors should check with that authority directly.

For an investor, the value of co-investment lies in a clear division of tasks. Industry partners handle screening and post-investment support, and policy capital reinforces the capital structure. The source does not state the actual contribution ratios, rights and obligations, or decision procedures. These have to be confirmed, item by item, in the investment documents for a given case.

How an investor uses the platform

We suggest three steps. First, read this page together with the alliance pages to identify the industry group and the supply-chain position that interest you. Second, choose the investment route in the cooperation request form and describe your intention, stage and sector. Third, wait for staff to review the request and refer it by type. The form takes background information only, and it does not accept financial data, confidentiality agreements or other non-public documents.

If the target is in Taiwan and the investor is a foreign national or an overseas Chinese, the official procedure still applies. According to the InvestTaiwan portal, the Ministry of Economic Affairs’ InvesTaiwan Service Center assigns a dedicated case manager to each project. It offers investment consulting, tax and regulatory advice, help finding land, plants or offices, and support with investment incentives. TINAI does not file applications or predict outcomes; the Taiwan resources page covers the official sequence.

Platform summaries and referrals do not replace formal due diligence. Before negotiating, an investor should ask the target company for financial, legal and technical documents, and confirm what the company agrees to disclose. Nothing on the page is investment advice, a rating or an assessment of suitability.