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CEO Kenneth Park.


As the pioneering developer of localized equipment in the Korean semiconductor industry, CEO Kenneth Park continues to achieve breakthrough innovations in technology, improve quality and performance of devices, and develop new cutting-edge equipment. In 2010, the company ranked top in global manufacturing and services for semiconductor asher processes. Park continues to drive the growth of PSK by taking advantage of aggressive R&D investment to enhance technological processes, while , continuing efforts to improve the performance and capabilities of our dedicated employees.

Welcome. I'm Kenneth Park, the CEO of PSK

"Success in the localization of semiconductor equipment is an impossible task without passion."

It was back in 1990 when CEO Kenneth Park officially announced that he would localize semiconductor equipment for the first time in the country's history and eventually founded PSK. Previously, Korea was entirely dependent on expensive imported equipment with nation's, semiconductor industry desperately needing domestic manufactured equipment, in order to achieve price competitiveness. However, the development of semiconductor equipment involved highly advanced technology and an exorbitant amount of investment. In the past, No one could step up to the challenge.

However, Park chose to walk this untravelede path because he had a vision and believed that the semiconductor market had enormous potential for growth.

It was a difficult decision but the demands and help from clients encouraged me. I was able to learn from many of our customers at home and abroad, on which direction we needed to take and what kind of vision we should have for a better future. I was certain that the technology development was the way to go and was able to secure the technical knowledge that was needed for our company's future. That's when I was certain I could focus on technology development.

PSK had initially launched the development of asher processing, of semiconductor equipment. Initially, PSK had signed a technology agreement with Japan at the time. However, their Japanese counterparts were more eager to use Korea for marketing rather than transferring technology. PSK decided that it could not just sit idly by and took matters into their own hands. As a result, in 1995, Park launched a pioneering laboratory for research and development. Even when the Asian financial crisis hit in 1997, Park did not slow down the company's R&D efforts. He did not want to merely copy existing products. Dedicated to usinge creativity and advanced ideas, Park was able to producehighly reliable equipment with far better performance than any other foreign-made products.

Finally in 1997, the company's efforts paid off with the successful development of domestic equipment. However, he Park had to work harder to earn the trust of clients and outperform existing products on the market.

"Where there is a will, there is a way. Passion drove me forward. I constantly reminded my employees and myself that "yesterday's technology is in the pastĦħ. The only thing on our minds was the development of technology. It was important to have the will to succeed, which was backed by the remarkable growth of the semiconductor industry and allowed for the localization of equipment ."

"Relentless Technology Development to Stay #1."

ceoAfter PSK's success with commercial localization, many semiconductor equipment companies cropped up in Korea. Though PSK was ranked number one in the industry, it did not come without considerable efforts.
First, PSK never ceased to upgrade its equipment to stay at the forefront of technology, not to mention staying on top of emerging markets as well.
PSK was already Korea's leader and #1 in global market share by 2007, but Park never became complacent. This is why PSK continues to be aggressive with regard to technology development.

"Once you stop technology development, it's downhill from there. If you're company, like PSK, that lives and breathes on the latest technology, you can't survive without advancing in this field." "For those who are in second or third place, they can always follow the leader, But the number one company can only stay on top with creative and fresh ideas. It can be lonely and quite challenging at times."

"The Future of PSK"

ceoPSK was not satisfied as the number one global manufacturing and service provider in terms of the asher processing in 2007 and 2010; instead, we have already begun to expand into new business sectors. It is difficult to predict what the future holds for the semiconductor market, however, Park says he will not waver from his initial dedication to technology development and innovation. Behind this motivation is PSK's firm belief in the talent resource that grows within the company, thanks to the people-oriented management philosophy. From past to present, Park is confident about the future of PSK:



"In the past, our focus was on the asher processing and semiconductor equipment manufacturing, but our vision and goal is ultimately to become the global leader in the overall device processing sector across all semiconductor processes by 2021. Based on our data and technology, we are currently concentrating our efforts, on the development of innovative technologies to lead the inevitable paradigm shift of this industry. "
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