Project Background
The starting point of our organization originates from the field of education. Initially, we aimed to coordinate the efforts of China-ASEAN iGEMers in STEAM education through UDGIC: United Digital Governance
Innovation Centre (introduced in the Education part), to cultivate youth with global citizenship awareness and promote the dissemination of scientific literacy, innovation ability, and sustainability concepts.
Through the long-term implementation of iHP: Integrated Human Practice and the DBTL (Design-Build-Test-Learn) cycle, we gradually discovered that:
1. V-charges ATP regeneration and process optimization technology can bring tangible cost reduction and efficiency improvement value to enterprises in a ToB model.
2. Education is not merely about the transmission of knowledge, but a process deeply integrated with industrial needs.
This discovery has given the education sector a new application scenario: after receiving STEAM education, global citizenship awareness, and ESG concept cultivation, students can not only learn in the classroom but also enter enterprises through the bridge built by our organization, contributing to education training, green manufacturing, and ESG managementpractices.
Therefore, based on coordinating China-ASEAN iGEMers Action for STEAM Education, we aim to establish UDGIC as a unique ecosystem of education → technology → industry → talent cycle.
Education Side: Cultivate future talents with a global perspective and sustainable development.
Technology Side :Through research and innovation, address the pain points in production processes (ATP energy bottleneck, green manufacturing demands).
Industry Side :Provide process optimization and ESG consulting for businesses, creating sustainable business and social value.
Talent Side :Offer practical opportunities for the youth educated by our programs, allowing them to learn and grow in real industrial settings.
This two-way not only drives the green upgrading of industries but also provides the next generation with deep involvement in global sustainable development, forming a true closed-loop of education, business, and societal value.
Click to view the V-Charges Project Business Plan :
【Project Status】
1. Project Overview
1.1 Project Positioning
Our organization is a registered non-profit institution named UDGIC (United Digital Governance Innovation Center), dedicated to promoting industrial process optimization and greentransformation. Ourmission is as follows:
(1)Provide production enterprises with cost optimization and ESG (Environmental, Social, and Governance) strategic consulting services to help them reduce energy consumption andproduction costs;
(2)Integrate STEAM (Science, Technology, Engineering, Arts, and Mathematics) educationoutcomes and global citizenship awareness cultivation into the process of consulting and technical services, so as to foster a new generation of talents with sustainable development concepts for enterprises;
(3)Build a closed loop of "education-industry-talent", enabling young people who have received STEAM and sustainable education to participate in ESG and green manufacturing practices in real industrial scenarios;
(4) Operate in accordance with the United Nations 2030 Sustainable Development Goals (SDGs), with a key focus on SDG 8 (Decent Work and Economic Growth), SDG 9 (Industry, Innovation and Infrastructure), SDG 12 (Responsible Consumption and Production), and SDG 17 (Partnerships for the Goals), and adhere to the principles of promoting economic growth, industrial innovation, responsible production and international cooperation.
1.2 Core Advantages
(1) Technical Advantage
The core technological advantage of the organization lies in the development and application of the V-CHARGEs ATP regeneration platform. This platform integrates the Polyphosphate–Polyphosphate kinase (PolyP–PPK) system with P22 Virus-Like Particle (P22-VLP) encapsulation technology to enable low-cost and stable ATP supply in industrial cell-free systems. By using inexpensive and widely available polyphosphate (PolyP) as the phosphate donor, itsignificantly reduces energy input costs compared to traditional high-cost substrates such asATP or PEP. The VLP structure provides substrate flow regulation and a protective microenvironment, effectively mitigating enzyme inactivation caused by substrate inhibition. This allows for enhanced catalytic efficiency under high-substrate conditions. In addition, the VLP shell improves the thermal stability of PPK, enabling sustained enzymatic activity in high-temperature or complex industrial environments. The platform demonstrates strong scalability and adaptability for industrial applications.
Platformization and Flexibility: V-CHARGEs are not merely a process optimization tool, but also a modular platform. By replacing or combining different outer-layer enzymes, theycan flexibly adapt to the production requirements of various products such as Glutathione(GSH), 5'-CMP, coenzymes, and polypeptides, demonstrating broad applicability and expansion potential.
With this series of technological advantages, the organization can provide production enterprises with a production process optimization solution that combines cost reduction, efficiency improvement, and green sustainability, enabling them to stand out in the fierce marketcompetition while aligning with the policy trends of international ESG and sustainabledevelopment.
(2) Education and Talent – Education-Industry Integration Advantage
Leveraging international networks such as China-ASEAN iGEM and ECI, UDGIC is committed to providing youth from impoverished regions with STEAM education and sustainable development concepts, helping them acquire decent work opportunities. Through collaboration with enterprises, UDGIC integrates educational outcomes into ESG training and management, offering practical platforms that allow students to participate in green process transformation and ESG management in real-world enterprise settings, creating a continuous education—talent—industry cycle. This model not only provides enterprises with new talent but also offers students a real learning and practical environment, cultivating global citizens with ESG values.
(3) Green and Policy Advantage
Globally, ESG has become a core standard for enterprise collaboration and supply chain management. China has set its "Dual Carbon" goals, pushing for green transformation in the industrial manufacturing sector. As a non-profit organization, UDGIC is better positioned to gain support from policy departments, international organizations, and foundations, acting as a bridge between policies and businesses. Our technology, the V-CHARGEs ATP regeneration platform, reduces dependency on expensive chemical reagents, lowers energy consumption, and reduces waste emissions, directly addressing SDG 12: Responsible Consumption and Production. By adopting our solution, enterprises not only reduce costs but also showcase green innovations in ESG reports and carbon disclosures. UDGIC provides enterprises with green process certification and ESG strategic consulting, helping them enhance global competitiveness while also reducing the transformation risks through collaborations with international institutions.
1.3 Customer Group / Relevant Stakeholders
(1) Direct Customer Group
Especially synthetic biology start-ups, where our technology can significantly reduce energy consumption per unit of output, while improving yield and stability. We serve companies that require ATP consumption in cell-free systems, such as GSH, peptide, and coenzyme manufacturers.
Table 3. Classification List of Direct Customer Groups.
| Customer segments | Typical Enterprise Examples | Demand Background and Applications | Technical solution |
|---|---|---|---|
| Nucleotide and derivative manufacturing enterprises | Ajinomoto, Meihua Biotech | High ATP-consuming nucleotide synthesis, such as 5’-CMP, 5’-GMP and other food additives and drug precursors | Providing ATP regeneration technology to reduce ATP consumption and raw material costs, while improving yield and green certification. |
| Polypeptide and amino acid production enterprises | Evonik, Ajinomoto, Bloomage Biotech, Kainuoduo | Efficient ATP supply is required to meet the energy demands during polypeptide and amino acid synthesis processes. | Achieving low-cost ATP regeneration through the V-CHARGEs platform to enhance process stability and yield. |
| Coenzyme and energy molecule production enterprises | Roche, DSM | Producing coenzyme A, NAD, FAD, relies on ATP for multi-step biochemical reactions. | Providing VLP protein cage-enhanced ATP regeneration technology to improve production efficiency and energy utilization rate |
| Cell-free protein synthesis / synthetic biology company | Ginkgo Bioworks, CellFree Sciences | Cell-free protein synthesis relies on ATP consumption and requires efficient ATP energy supply to support the cell-free system. | Providing ATP cycle regeneration technology to optimize ATP supply, reduce energy consumption, and improve synthesis efficiency. |
| Government/International Cooperation-Driven Enterprise | United Nations, World Bank, cross-border infrastructure projects, Green Development Fund Organization | Partners are needed to support the development of green technologies and ESG projects. | Provide green process consulting and technical support, promote green manufacturing and international sustainable development cooperation |
(2) Potential customer base
Enterprises with strong strategic demands for green transformation, ESG disclosure, and Homo sapiens talent.
Table 4. Classification Overview of Potential Customer Groups
| Customer segments | Typical Enterprise Examples | Demand Background and Applications | Technical solution |
|---|---|---|---|
| Multinational pharmaceutical companies | Roche, Pfizer, Novartis, Huahai Pharmaceutical | It is necessary to enhance green production efficiency, optimize ATP energy supply, and meet carbon emission compliance requirements | Providing an ATP regeneration platform to reduce production energy consumption, enhance production stability, and improve green certification |
| Food additive/nutritional product enterprises | Taste of Life, Kaibao Biology, Southern Pharmaceutical | In the production of food additives and nutritional supplements, it is necessary to reduce ATP consumption and enhance environmental protection standards | By utilizing the VLP protein cage ATP energy supply technology, production efficiency is enhanced while reducing the cost of ATP raw materials |
| Synthetic Biology and Biomanufacturing Startup Enterprises | Amryis, Bluepha Microorganisms | In the fields of cell-free protein synthesis and synthetic biology, ATP dependency is high, requiring improvements in energy efficiency and stability | Providing cell-free protein synthesis ATP optimization solutions to enhance production efficiency and environmental benefits |
| Multinational consumer goods companies/Green transformation enterprises | Unilever, Nestle, Yili Group, Mengniu Group | Facing the pressure of green transformation and ESG reporting, there is a demand to reduce production energy consumption and carbon footprint | Providing green process optimization and ESG strategy support to assist enterprises in meeting green production requirements and carbon emission compliance |
| Internationally cooperative-driven enterprise | Cross-border infrastructure projects, internationally funded companies | Support is required in green supply chains, sustainable development, and international project cooperation | Provide green process support and international cooperation platforms to promote green development and technology sharing |
(3) Indirect beneficiary groups
Students and youth participating in STEAM education: They learn about global citizenship and sustainability concepts in the educational sector; through our platform, they will enter enterprises and engage in practical activities such as training, green process transformation, and ESG management.
Educational partner institutions: By collaborating with our organization, they can expand more internationally oriented and industry-valuable practice opportunities for students.
2. Industry Background
2.1 PESTEL Analysis
Strategy
Golbal Governance
Legal Framework
Industrial Clusters
Policy Implement
Green Transition
Market Scale Growth
Substantial Potential for ATP regeneration
Environmental Awareness
Ethical Concerns
Public Perception
Cell-Free Systems
VLP Encapsulation
Substrate Inhibition Mitigation
Green Production
Environmentally Benign
Environmental Benefit Verification
Safety & Compliance
Patent Strategy
Industrial Regulation
2.2 SWOT analysis
Strengths
- Enhances enzyme stability and efficiency.
- Reduces production costs with university facilities.
- Interdisciplinary biotech team.
Weaknesses
- Limited R&D and pilot-scale resources.
- Dependence on university administration.
Opportunities
- Growing demand for ATP regeneration tech.
- Support from iGEM and innovation policies.
- Educational and social potential.
Threats
- Intensifying biomanufacturing competition.
- Regulatory uncertainty and continuity risks.
3. Technical Solution
V-CHARGEs consists of the following three fusion proteins: SlPPK-SP, CP-SpyTag, and SpyCatcher-Enzyme. These three fusion proteins can self-assemble to form spherical nanoparticles and perform catalytic functions.
We use SlPPK as the ATP-producing tool, catalyzing the low-cost polyphosphate (PolyP) to synthesize ATP. Given the instability of SlPPK, we use the P22-VLP technology to encapsulate SlPPK, thereby enhancing its stability and functionality. By fixing the ATP-dependent enzymes to the CP (coat protein) on the outer surface of the VLP, we create an artificial multi-enzyme complex, further improving the production efficiency.
4. Application Scenarios
4.1 Industrial Upgrade Scenario for Enterprise Clients
(1) Company Type
Nucleotide manufacturing enterprises. Representative examples include Ajinomoto (Japan), CJ (Korea), and major Chinese producers such as Fufeng Group and Meihua Group, all of which operate nucleotide product lines.
(2) Production Scale
Large-scale factories producing tens of thousands of tons annually of food-grade nucleotides, including 5’-CMP, 5’-GMP, and 5’-IMP.
(3) Production Model
Mainly based on cell-free enzymatic synthesis systems, where cytidine kinase (CK) catalyzes the phosphorylation of cytidine monophosphate (CMP).
(4) Pain Points
High energy input costs: The current use of externally added ATP or expensive energy donors such as PEP or Acetyl-P significantly increases production costs.
Process instability: Rapid ATP depletion often causes reaction stagnation or the accumulation of byproducts.
Green transition pressure: As nucleotides are used as food additives, there is growing market demand for cleaner production and improved ESG (Environmental, Social, and Governance) performance.
(5) Upgrade Entry Points
①Introducing the V-CHARGEs ATP regeneration platform
Substrate replacement: Replace costly energy donors (PEP/Acetyl-P) with affordable and widely available polyphosphate (PolyP).
Core mechanism: Encapsulate SlPPK enzyme within P22 virus-like particles (VLPs) to mitigate substrate inhibition at high PolyP concentrations.
Proximity effect: Anchor cytidine kinase (CK) on the exterior of the VLPs to create a “core energy supply + outer catalytic conversion” spatially coupled system.
②Production unit modification
Add a PolyP feeding module while keeping the existing reaction system largely unchanged.
Introduce the VLP-based ATP supply module to replace the traditional external ATP supplementation or method-1 energy regeneration systems.
4.2 ESG Disclosure and Talent Strategy Upgrading Scenario
(1) Types of Enterprises
Multinational pharmaceutical companies, food additives/nutritional supplement firms, consumer goods giants undergoing green transformation, and companies undertaking international cooperation and green supply chain tasks.
(2) Background Pain Points
①Disclosure and Compliance Pressure: Some enterprises lack internationally recognized green processes, leading to concerns over data credibility.
②Challenges in Green Transformation: High energy consumption, raw material costs, and difficulty meeting policy requirements.
③Talent Structure Issues: Employees lack ESG knowledge and green technology expertise, leading to a disconnect between strategy implementation and disclosure.
(3) Intervention Approach
①Technology Bridge: Provide V-CHARGEs ATP regeneration technology to assist in green process optimization and support ESG reporting with data.
②Talent Bridge: Collaborate with iGEM and the China-ASEAN Education Cooperation Network to cultivate young talents with STEAM literacy and ESG knowledge, fostering an education-talent-industry cycle.
(4) Specific Improvement Measures
①Integrated Green Production and Disclosure: Introduce V-CHARGEs platform to optimize production processes and enhance data transparency.
②ESG Certification Support: Provide third-party technical evaluation reports to help enterprises meet green certifications and international disclosure requirements.
③Talent Strategy Upgrade: Establish joint training mechanisms to cultivate cross-disciplinary talent and enhance sustainability strategy execution.
④International Cooperation and Brand Influence: Collaborate with international organizations to help enterprises secure global green funds and enhance ESG reputation.
4.3 STEAM Education/Global Citizenship Education Inclusivity Upgrading Scenario
(1) Educational Cooperation and Beneficiary Groups
Partnering with secondary schools, universities, and education departments in the China-ASEAN region, focusing on schools in poverty-stricken areas and female groups, benefiting middle and high school students, university students, and young volunteers enrolled in iGEM STEAM Hub courses.
(2) Background Pain Points
①Urban-Rural Education Gap: Students in impoverished areas lack STEAM education resources, making it hard to develop future industry-required skills.
②Disconnection Between Curriculum and Industry: Existing curricula lack alignment with real-world needs in green manufacturing and ESG management, hindering career competitiveness.
③Lack of International Cooperation: There is insufficient coordination for cross-border educational collaboration in the region.
(3) Intervention Approach
①Build a STEAM Education and Global Citizenship Education Platform: Establish a regional collaboration platform through the iGEM Alliance.
②Integrate V-CHARGEs Technology into Curriculum: Provide cross-disciplinary learning opportunities through real-world research, green manufacturing, and ESG management.
③Establish Internship and Practice Bases: Enable students to directly participate in ESG training and green transformation projects.
(4) Specific Improvement Measures
①Curriculum System Upgrade: Develop cross-disciplinary STEAM + SDGs curriculum modules based on the DBTL model.
②Inclusive Education Initiatives: Implement the “G.L.O.W.S” Girls’ Education Program and rural STEAM education initiatives to bridge the education gap.
③Practical and Career Pathway Development: Offer ESG training and green process improvement projects to provide internationally recognized training opportunities.
④International Collaboration and Outreach: Partner with international organizations to launch sustainable STEAM education initiatives and promote long-term resource sharing and collaboration.
【Implementation Status】
1. Overview of Non-Profit Organizations
Organization name: United Digital Governance Innovation Centre
LOGO:
Organizational Vision and Mission:
(1) Provide technical solutions for process optimizationand cost reduction to industrial production enterprises;
(2) Establish a consulting platform for corporate ESG strategy and disclosure；
(3) Create practical pathways connecting education and industry for young homo sapiens talents;
(4) Promote regional sustainable development cooperation using the United Nations 2030 Sustainable Development Goals (SDGs) as the action framework.
Organizational Slogan: Youth Lead, Tech Thrives; Digital Intelligence Innovation, Empowering Enterprises' Green Transformation
2. Commercial Analysis
2.1 Global Cell-Free System ATP Regeneration Market
(1) Total Addressable Market(TAM)
The global cell-free system market is experiencing rapid growth, with its size reaching $4.28 billion in 2024. The compound annual growth rate from 2023 to 2032 is projected at 15.32%, expected to surpass $13.4 billion by 2032.
This project focuses on addressing substrate inhibition in the ATP regeneration process within cell-free systems, targeting high-value biomanufacturing sectors (such as GSH, peptides, nucleotides, coenzymes, etc.). The Total Addressable Market encompasses all application scenarios of cell-free systems globally, with market size referenced from industry data—approximately $4.28 billion in 2024 and projected to exceed $13.4 billion by 2032.
(2) Service Available Market(SAM)
From the perspective of market segmentation, SAM represents the global market segment for in vitro ATP regeneration in cell-free systems, specifically referring to cell-free application scenarios that require continuous ATP regeneration through in vitro technologies, excluding scenarios involving the direct use of finished ATP products.
Based on the global market size of cell-free systems and the proportion of applications utilizing in vitro ATP regeneration technology, SAM is estimated to account for approximately 40% of the global cell-free system market size, amounting to around $1.5 billion in 2024. This primarily covers cell-free application fields requiring in vitro ATP regeneration, such as biopharmaceuticals, industrial synthesis, and scientific research.
(3) Serviceable Obtainable Market(SOM)
SOM targets actual consumer groups based on project competitive advantages, specifically production enterprises with ATP-consuming reactions in cell-free systems within their manufacturing processes (such as high-value-added bioproduct manufacturers, nucleotide synthesis companies), emerging synthetic biology firms, and multinational pharmaceutical/fermentation enterprises.
From the perspective of profit models and market expansion pace, in the initial phase, through licensing of microbial strains and process modification services, SOM can reach and serve approximately 12 direct clients within 2 years, charging each around 700,000 RMB in technology licensing and service fees. Concurrently, it will collaborate with 5 nucleotide/coenzyme enterprises on joint development or process modification projects, charging each about 400,000 RMB in consulting fees. Comprehensive projections indicate that SOM can achieve 10 million RMB within 2 years, with further growth potential as market expansion and brand influence increase.
2.2 Global ESG Investment Market
(1) Total Addressable Market(TAM)
The ESG (Environmental, Social, and Governance) market has experienced rapid growth in recent years and has become a core component of global capital markets and business operations. Investors and consumers are increasingly focused on companies' environmental, social, and governance performance, prompting companies to strengthen their ESG strategies to meet the demands of the public, regulations, and the market.
Market Size: The global ESG investment market is growing rapidly, and it is expected that by 2025, the total size of the global sustainable investment market will exceed $50 trillion, accounting for more than one-third of the global total assets under management.
Market Scope: The Total Addressable Market (TAM) includes all companies and organizations facing ESG transformation pressures and seeking corresponding solutions, particularly in high-energy consumption and high-emission industries such as manufacturing and life sciences.
(2) Serviceable Available Market (SAM)
(3) Serviceable Obtainable Market (SOM)
The SOM is positioned in the practical, obtainable market, where our organization can address specific segments with its technological solutions and services. It specifically quantifies the ESG key performance indicators that our project can achieve for clients in the short term.
3. Scale of Service Recipients / Market Research
(1) Direct customer base:
Table 5. Classification List of Direct Customer Groups
| Customer segments | example | Market capitalization size | Financial data |
|---|---|---|---|
| Nucleotide and derivative manufacturing enterprises | Ajinomoto, Prunus mume flower biology | The global nucleotide market exceeds $5 billion. | Ajinomoto: Annual revenue exceeds $10 billion. Prunus mume Flower Biology: A-share listed company with total assets exceeding 30 billion yuan. |
| Polypeptide and amino acid production enterprises | Evonik, Bloomage Biotech | The global amino acid market exceeds $27 billion. | Huaxi Biology: A listed company on the A-share market with a peak market capitalization exceeding 100 billion yuan, it is one of the world's largest producers of hyaluronic acid raw materials. Evonik: A German chemical giant with annual revenue of approximately 17 billion euros. |
| Coenzyme and energy molecule production enterprises | Roche, DSM | The global coenzyme market is approximately $1.2 billion. | Roche: A global pharmaceutical giant with annual revenue exceeding 60 billion Swiss francs. DSM: With annual revenue exceeding 12 billion euros, it holds a leading position in the field of nutrition and health. |
| Cell-free protein synthesis / synthetic biology company | Ginkgo Bioworks, Codexis | The global synthetic biology market exceeds $10 billion. | Ginkgo Bioworks: A publicly listed company in the U.S. stock market with a market capitalization of approximately $2-3 billion. Codexis: A publicly listed company in the U.S. stock market with annual revenue of around $100-200 million, specializing in the application of engineered enzymes. |
| Government/International Cooperation-Driven Enterprise | United Nations, World Bank, cross-border infrastructure projects, Green Development Fund Organization | Reliance on policies and project funding | The World Bank: Annual committed funds exceed $50 billion. Annual industrial investment scale in various biotech parks reaches billions to tens of billions of yuan. |
(2) Potential customer base: Enterprises with strong strategic demands for green transformation, ESG disclosure, and Homo sapiens talent.
Table 6. Classification Overview of Potential Customer Groups.
| Customer segments | example | Market capitalization size | Financial data |
|---|---|---|---|
| Multinational pharmaceutical companies | Pfizer, Kant | The global pharmaceutical market exceeds $1.2 trillion. | Pfizer: Annual revenue exceeds $50 billion. WuXi AppTec: A dual-listed company on A-shares and H-shares with a total market capitalization exceeding 200 billion yuan, it is a globally leading pharmaceutical R&D outsourcing platform. |
| Food additive/nutritional product enterprises | Taste of Life, Kaibao Biology | The global food additives market exceeds $40 billion. | Taste of Life: The market size of its niche segment—global natural food additives—is projected to exceed $8 billion by 2024, with a sustained annual compound growth rate of 6%. Kaibao Biology: Annual revenue is approximately 1.322 billion yuan (homo sapiens RMB). |
| Synthetic Biology and Biomanufacturing Startup Enterprises | Amyris, Bluepha Microorganisms | The global synthetic biology market size has reached approximately $160 billion. | Amyris: A publicly listed company on the U.S. stock market with a valuation in the billions of dollars. Bluepha: A leading domestic synthetic biology enterprise that has completed multiple rounds of financing, with cumulative funding exceeding 2 billion yuan. |
| Multinational consumer goods companies / Green transformation enterprises | Unilever, Nestle, Yili Group, Mengniu Group | The global market size of green consumer goods exceeds $1.5 trillion. | Unilever: Annual revenue of approximately 60 billion euros; Nestle: Annual revenue exceeding 90 billion Swiss francs; Yili Group: A-share listed company with 2023 revenue surpassing 120 billion yuan. |
| Internationally cooperative-driven enterprise | Cross-border infrastructure projects, internationally funded companies | The project involves a massive scale of funding. | Global Environment Facility: Since its establishment, it has provided over $25 billion in grants and mobilized more than $140 billion in co-financing for global environmental projects in biodiversity, climate, and other areas. |
4. Financial Analysis
(1) Fund Acquisition Channels -Diversified Funding Sources
This organization does not rely on product sales for profit but obtains funds through project budgets, grants, cooperative revenue-sharing, and other channels. Examples include: International funds/grants (United Nations, foundations, SDG-specific funds);Corporate collaboration project fees (process optimization consulting fees, joint research funding); Policy-based funding (green manufacturing initiatives, technological innovation funds, carbon emission reduction revenues).
(2) Fund Utilization Plan
(3) Cost Reduction and Efficiency Improvement Calculation (To B Value)
Cost savings for enterprise clients: ATP energy supply costs decrease by 5–15%, and COGS decreases by 12–18%.
Revenue from increased yield: Production volume increases by 15–20%.
Carbon reduction: Carbon footprint decreases by 3–8%.
5. Cooperation Partners
Table 7. List of Established Cooperative Partners(Enterprise)
| Number | Region | Organization | Organizational Business | Organizational Introduction | Operation |
|---|---|---|---|---|---|
| 1 | Costa Rica | Earth Charter International | The organization centers on six key principles: ecological integrity, social and economic justice, democracy, nonviolence, peace, and care for community life. It aims to transform these values into action through education and advocacy. | A global movement dedicated to promoting sustainable development and social justice through its 16 principles. | Sponsoring Partner |
| 2 | Shanghai, China | Green Technology JichuangLow Carbon Technology Co.,Ltd | The company focuses on research and development of low-carbon technologies such as carbon emission reduction, carbon capture, and carbon sequestration. | A company focused on green and low-carbon technologies, aligning with the goals of carbon peak and neutrality. | Open to Collaboration |
| 3 | Beijing, China | Microelement Synthetic Biotechnology Co., Ltd | Based on core synthetic biology technologies, the company has developed world-leading large-fragment gene editing capabilities and metabolic modeling platforms. | A technology-driven company focused on synthetic biology R&D and industrialization | Open to Collaboration |
| 4 | Guizhou, China | China-ASEAN Education Cooperation Week Secretariat | In charge of affairs of the Secretariat and overall coordination for the China-ASEAN Education Exchange Week Organizing Committee | The official agency responsible for the daily operations of the China-ASEAN Education Exchange Week | Sponsoring Partner |
| 5 | Fujian, China | Rongchang Chemical Company | Manufactures disinfectant chemicals covering over 20 chemical raw materials, including caustic soda, liquid chlorine, and hydrogen peroxide | A medium-sized chemical manufacturer focused on producing fundamental chemical raw materials | Open to Collaboration |
| 6 | Hainan, China | Hainan Education Association for International Exchange | Key functions include organizing annual forums, promoting the Maple Leaf World School Curriculum, and facilitating international exchanges | Support the Hainan Free Trade Port by focusing on international curriculum development with Chinese characteristics and promoting local educational innovation | Sponsoring Partner |
Table 8. List of Established Cooperative Partners(Local government at the outreach site)
| Number | Region | Organization | Education&Entreneuship | Operation |
|---|---|---|---|---|
| 1 | Chongqing, China | The People's Government of Chongqing Province | Chongqing’s quality education is concentrated in urban areas, with rural regions facing teacher shortages and lower teaching quality. While higher education is well-established, attracting and retaining top talent is challenging. Research commercialization is low, innovation is limited, and reliance on external technologies hampers industrial upgrading and competitiveness. | iGEM Education Alliance Member |
| 2 | Sichuan, China | The People's Government of Sichuan Province | Educational resources in Sichuan are concentrated in Chengdu, with limited quality education available in remote prefectures. While higher education holds advantages in western China, there is significant outflow of high-level talent, and the industrial transformation faces shortages of talent in digital and green sectors. | iGEM Education Alliance Member |
| 3 | Fujian, China | The People's Government of Fujian Province | Educational development within the region is uneven, with basic education in western and northern Fujian lagging behind. The higher education sector lacks support from top national universities, talent outflow is significant, and there is insufficient talent reserve in strategic industries such as biomedicine and intelligent manufacturing. | iGEM Education Alliance Member |
| 4 | Neimenggu, China | The People's Government of Neimenggu Province | Due to the vast territory and population distribution, educational resources in rural and pastoral areas are weak, and there is uneven distribution of teachers. The industrial structure is mainly resource-based, with few innovative enterprises, and difficulties in attracting and retaining high-level scientific and technological talent. | iGEM Education Alliance Member |
| 5 | Henan, China | The People's Government of Henan Province | Large population with limited quality education, intense college entrance competition. Weak high-end manufacturing and emerging industries, low research commercialization, high talent out flow, and difficulty attracting new talent hinder local industrial upgrade. | iGEM Education Alliance Member |
| 6 | Qinghai, China | The People's Government of Qinghai Province | Remote geography and limited basic education coverage, weak teacher training systems. Few universities and insufficient research platforms reduce talent attraction. Key industries like environmental protection and new materials face talent shortages restricting development. | iGEM Education Alliance Member |
Table 9. List of Expected Cooperation Partners
| Number | Region | Organization | Organizational Business | Organizational Introduction |
|---|---|---|---|---|
| 1 | Japan | Ajinomoto | Amino acids, seasonings, processed foods, frozen foods | Large Japanese food enterprise |
| 2 | China | Fufeng Group Limited | Monoandos GSH, amino acids, fertilizers, starch sugars, used in various food industries | Group company dedicated to bio fermentation products R&D, production |
| 3 | Switzerland | Roche | Pharmaceuticals, medical diagnostics, vitamins, fine chemicals, fragrances, flammable substances | Leading research-based, innovation-driven health-care company in pharmaceuticals, American multinational biopharmaceutical company |
| 4 | America | Pfizer | Innovative drugs, vaccines, treatments for rare diseases | |
| 5 | China | Bloomage Biotechnology Corporation Limited | Innovative drugs, biologics, novel therapies for rare diseases | |
| 6 | America | United Nations Development Programme | Poverty reduction, good governance, energy, environmental sustainability, recovery, South-South co-operation | Largest multilateral technical assistance and grant under the United Nations |
| 7 | Austria | United Nations Industrial Development Organization | Developing global industrial transformation via technical cooperation, policy consulting, investment, and financing | Multilateral technical assistance agency of the United Nations General Assembly |
| 8 | Johannesburg | Nelson Mandela Children's Fund | Developing Africa Africa receive rights, respect, from hunger, abuse, ex- silos to children, women, and children’s Public health, renewable energy, education in developing countries | |
| 9 | America | Rockefeller Foundation | ||
| 10 | China | China Biodiversity Conservation and Green Development Foundation | Ecological civilization, biodiversity conservation, green development | National public welfare foundation, part of China Association for Science and Technology |
| 11 | Japan | SunX | Optoelectronic sensors, fiber sensors, industrial automation, sensors, LMP, AIS | Optoelectronic sensor manufacturer |
6. Development Plan
【SDGs】
1. SDG#8 DECENT WORK AND ECONOMIC GROWTH
Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
Table 10. SDG#8 Decent Work and Economic Growth.
| Goal | Goal Content | Challenge |
|---|---|---|
| 8.3 | Promote development-oriented policies that support productive activities, decent job creation, entrepreneurship, creativity and innovation | In 2024, 57.8 per cent of the global workforce was in informal employment, lacking social security or legal protection. This marks a 0.2 percentage point increase from the previous year, adding 34 million informal workers. |
| 8.5 | Achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value | The global unemployment rate reached a record low of 5.0 per cent in 2024, down from 6.0 per cent in 2015. However, despite improvements since 2015, women and youth continue to face higher unemployment rates, with youth still three times more likely to be unemployed than adults. |
| 8.6 | Substantially reduce the proportion of youth not in employment, education or training | In 2024, one in five young people (ages 15–24) worldwide was not in employment, education or training, missing opportunities to gain skills or work experience. Young women are more than twice as likely to be as young men not to be in employment, education or training. |
Our action towards SDG 8: We collaborate with schools, particularly in rural and underdeveloped areas, to offer STEAM education programs based on synthetic biology. Through the iGEMers STEAM Education Alliance, we partner with schools and communities to help young people, especially women, learn synthetic biology, foster innovative thinking, and develop problem-solving skills. Additionally, we work with businesses to provide decent employment opportunities, creating a circular system of "education-technology-industry-talent" that reduces inequalities while promoting sustainable economic growth.
2. SDG#9 INDUSTRY, INNOVATION AND INFRASTRUCTURE
Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation.
Table 11. SDG#9 Industry, Innovation and Infrastructure.
| Goal | Goal Content | Challenge |
|---|---|---|
| 9.2 | Promote inclusive and sustainable industrialization and, by 2030, significantly raise industry’s share of employment and gross domestic product, in line with national circumstances, and double its share in least developed countries | Global manufacturing annual growth rebounded sharply by 9.2 per cent in 2021, stabilized at 2.2 per cent in 2022, then lowered to 1.7 per cent in 2023 owing to geopolitical and economic volatility. In 2024, growth rose to 2.7 per cent, Global manufacturing value added per capita increased by 17.3 per cent, from $1,649 in 2015 to $1,934 in 2024. The global manufacturing employment share held steady at 14.3 per cent from 2015 until 2020, dipping to 14.1 per cent in 2023, owing to pandemic disruptions, geopolitical tensions and sanctions. |
| 9.4 | By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities | In 2024, global CO2 emissions from fuel combustion and industrial processes reached a record 37.6 gigatons, a 0.8 per cent increase from 2023. Rising natural gas and coal consumption drove emissions, while record temperatures increased electricity demand for cooling. However, the expansion of clean energy technologies such as solar, wind and nuclear power mitigated what could have been a threefold larger emissions increase. |
Our action towards SDG 9: We will provide technology optimization services in the integration of synthetic biology and green production, helping businesses optimize production processes, improve resource efficiency, and promote the international adoption of sustainable technologies. Through V-CHARGEs, we offer the biomanufacturing industry a low-energy, sustainable production method.
3. SDG#12 RESPONSIBLE CONSUMPTION AND PRODUCTION
Ensure sustainable consumption and production patterns.
Table 12. SDG#12 Responsible Consumption and Production.
| Goal | Goal Content | Challenge |
|---|---|---|
| 12.2 | By 2030, achieve the sustainable management and efficient use of natural resources. | From 2015 to 2022, global domestic material consumption grew by 23.3 per cent, with per capita domestic material consumption rising to 14.2 tons. Non-metallic minerals led the increase, up 39 per cent, while biomass, metal ores and fossil fuels grew by 11.8 per cent, 7.4 per cent and 6.2 per cent, respectively. Latin America and the Caribbean saw the highest rise, at 13.2 per cent. Material footprint grew by 21.3 per cent, with persistent regional inequalities. |
| 12.4 | Achieve the environmentally sound management of chemicals and all wastes throughout their life cycle, in accordance with agreed international frameworks, and significantly reduce their release to air, water and soil in order to minimize their adverse impacts on human health and the environment. | Despite progress in waste management, improper disposal of hazardous chemicals and industrial waste remains a significant challenge. Growing chemical production and inadequate waste management infrastructure, particularly in developing countries, continue to result in harmful pollutants being released into air, water, and soil, posing risks to both human health and the environment. |
| 12.5 | Substantially reduce waste generation through prevention, reduction, recycling and reuse. | In 2022, global e-waste reached a record 7.8 kg per capita, with only 22.3 per cent properly managed, a figure declining since 2010. Significant uncontrolled transboundary movement continues. |
| 12.6 | Encourage companies, especially large and transnational companies, to adopt sustainable practices and to integrate sustainability information into their reporting cycle. | Sustainability reporting has become standard for large companies, with 96 per cent of the world’s 250 largest companies by revenue and 79 per cent of the top 100 companies in each country surveyed now reporting on sustainability, up from 64 per cent in 2015. Driven by mandatory reporting and international standards, the number of sustainability reports grew fourfold from 2016 to 2023, led by companies in Asia, Europe and North America. |
| 12.8 | By 2030, ensure that people everywhere have the relevant information and awareness for sustainable development and lifestyles in harmony with nature. | Despite efforts, many people still lack access to relevant information on sustainable development. Limited awareness and education on environmentally friendly practices hinder the widespread adoption of sustainable lifestyles, particularly in underserved regions. |
Our action towards SDG 12: We will collaborate with businesses to help them develop sustainability reports and green development strategies, supporting them in achieving sustainable practices in their production processes while promoting ESG disclosure in accordance with international standards. Through synthetic biology and sustainability outreach activities, we aim to spread the concept of responsible production and consumption, raise public awareness and understanding of sustainable development, and encourage the adoption of more sustainable lifestyles.
4. SDG#17 PARTNERSHIP FOR GOALS
Strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development
Table 13. SDG#17 Partnership for Goals.
| Goal | Goal Content | Challenge |
|---|---|---|
| 17.6 | Enhance North-South, South-South and triangular regional and international cooperation on and access to science, technology and innovation and enhance knowledge sharing on mutually agreed terms, including through improved coordination among existing mechanisms, in particular at the United Nations level, and through a global technology facilitation mechanism. | Fixed-broadband subscriptions per 100 inhabitants grew at 6.3 per cent annually from 2015 to 2024, reaching 20 subscriptions per 100 inhabitants in 2024. However, coverage remains low in low-income countries owing to high prices and a lack of infrastructure. |
| 17.14 | Enhance policy coherence for sustainable development. | Policy coordination across sectors and countries remains fragmented, hindering the effective implementation of sustainable development goals. Conflicting priorities and limited alignment between national and international policies create obstacles to achieving long-term sustainability. |
| 17.16 | Enhance the Global Partnership for Sustainable Development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to support the achievement of the Sustainable Development Goals in all countries, in particular developing countries. | Despite progress, many developing countries still face challenges in accessing knowledge, technology, and financial resources, limiting their ability to meet sustainable development goals. Global partnerships often lack sufficient support to address these gaps effectively. |
| 17.17 | Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships. | Public, private, and civil society partnerships often struggle with sustained coordination and resource mobilization. Effective collaboration remains limited due to differing objectives, lack of trust, and inadequate sharing of expertise and financial resources. |
Our action towards SDG 17: We aim to collaborate with international organizations and businesses to establish a global technology cooperation platform, promoting the sharing and dissemination of technologies. We will strengthen the outreach of V-CHARGEs' innovative technology, helping more countries reduce costs while improving industrial production efficiency, and continuously advocate for the alignment of green policies.