Yeonghoon Cho is a prominent figure in South Korea’s robotics industry, having served in senior leadership roles—including Vice President—at the Korea Association of Robot Industry (KAR) from March 2004 to May 2024. Even after retiring from KAR, he remains actively engaged in shaping national robotics policies and industrial strategies and is widely recognized as an expert in building sustainable robotics ecosystems.

Throughout his tenure, Mr. Cho played a pivotal role in advancing Korea’s robotics capabilities. He championed the localization of key robotic components, facilitated global partnerships, and helped South Korean robotics companies expand their international footprint. His efforts were especially impactful in enabling domestic cleaning robot manufacturers to capture over 90% of the national market and in reducing Korea’s dependency on Japanese component suppliers by more than 50%.

Mr. Cho holds a Bachelor of Science in Electronics and Telecommunications Engineering from Kwangwoon University and a Master of Science inInformation Security Engineering from Hansei University. Over the course of his career, he has received multiple ministerial honors, including recognition in 2013 by the Ministry of Science, and ICT and Future Planning (now the Ministry of Science and ICT) as one of Korea’s top 100 contributors to national R&D excellence.

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1. Mr. Cho, we’d love for you toshare a bit about your background with our readers.

For over two decades, I have dedicated my career to shaping the future of South Korea’s robotics industry, primarily through my work with the Korea Association of Robot Industry (KAR). My academic background is in electronics and telecommunications, and I also hold a master’s degree in information security engineering. I actually began my career as a journalist covering ICT, which gave me valuable insights into policy trends and technological developments—eventually guiding me toward the fields of telecommunications, cybersecurity, and ultimately, robotics.

At KAR, I held a range of leadership positions—Secretary-General, Director, Executive Director, and Vice President.Across these roles, I was deeply involved in building a robust robotics ecosystem in Korea, focusing on commercializing new technologies, facilitating global collaboration, and supporting robotics companies at every stage—from startup incubation to global market entry. Among the initiatives I led were efforts to localize critical robot components and cultivate specialized talent,ensuring Korea’s long-term competitiveness in the global robotics arena.

At the core of my work is the visionof “Robotopia”—a utopian society where humans and robots coexist in harmony, with robotics seamlessly woven into everyday life, enhancing human well-being while upholding strong ethical principles. This vision continues to drive my research into robotics policies and strategies that will position South Korea as a true global leader in the field.

2. How did the development of core technologies for cleaning robots and the localization of robot parts contribute to strengthening Korea’s robotics industry on a global scale?

In the early 2010s, iRobot’s Room badominated the global market for cleaning robots, setting the standard with its advanced sensors and navigation software—holding nearly 70% market share. To close this gap and elevate Korea’s competitiveness, the Ministry of Trade, Industry, and Energy (MOTIE) launched a national initiative to develop core technologies for cleaning robots. As project lead, I helped coordinate collaboration among industry, academia, and government to drive innovation forward. Through these efforts, we successfully developed essential components such as obstacle detection systems, precision positioning modules, drive units, floor sensors, and vision systems.

These technologies were later adopted into LG Electronics' production lines, enabling mass manufacturing. At the same time, the Korea Institute for Robot Industry Advancement (KIRIA) introduced certification programs to build consumer trust in domestic products. As aresult, Korean companies like LG and Samsung rapidly gained dominance in the home market—ultimately securing a 90% share.

In 2019, the situation became more urgent when Japan removed Korea from its export control whitelist (preferred trading partner list), disrupting the supply of critical components like servo motors and precision reducers. At that point, over 80% of Korea’s robotics component supply was sourced from Japan, posing a serious risk to the entire industry.

To overcome this challenge, the government launched a large-scale localization initiative. As the leader of one of the key projects, I implemented strategies that included building partnerships between component manufacturers and robot producers, running pilot projects to validate performance, and integrating localized components into global supply chains as credible alternatives. These efforts yielded significant results.

Localizing critical components—particularly for cleaning robots—was not only a technological milestone but also a catalyst for stronger collaboration across Korean companies. This cooperative model laid the foundation for a more resilient, globally competitive Korean robotics industry.

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3. How does RoboWorld, one of the world’s top four robotics exhibitions held annually in South Korea, contribute to the robotics industry, and what changes is it preparing for the future?

Since its launch in 2006, RoboWorldhas become South Korea’s premier robotics exhibition, serving as a vital platform for domestic companies to expand into global markets. Initially established as a B2C exhibition focused on service robots, RoboWorld transitioned into a B2B-oriented industrial exhibition in 2008, spurring both internationalization and industrial development.

Over the years, RoboWorld has evolved beyond a traditional trade show. It now features mass-produced products, government-backed research prototypes, ground breaking innovations from startups and research institutes, interactive experiences for the public, and a vision for the next generation of robotics. In its early years, the exhibition drew 87,000 visitors, generating significant public interest. While its recent shift toward B2B has adjusted its audience, it still attracts over 46,000 buyers annually, solidifying its reputation as a leading industrial exhibition. Today, RoboWorld ranks among the world’s top four robotics exhibitions, alongside Japan’s iREX, Germany’s Automatica, and the U.S.’s Automate.

Looking ahead, the 2025 edition aims to strengthen its global presence with AI-robotics convergence showcases and an international startup-investor matchmaking program. Marking its 20th anniversary, RoboWorld is preparing for a major transformation to establish itself as a truly global exhibition. Key initiatives include a dedicated AI-robot convergence hall, increased focus on humanoid robotics, enhanced startup-investor networking, and the launch of the Asian Robot Policy Forum.

RoboWorld is evolving beyond a conventional exhibition to become a global hub shaping the future of South Korea’s robotics industry. It will continue connecting technology, business, and policy—driving the sustained growth of the country’s robotics sector.

4. How have South Korean robotics companies gained global competitiveness through international cooperation?

South Korean robotics companies have enhanced their global competitiveness through strategic international cooperation, particularly in defense, R&D, and market expansion.

One of the most notable milestones was South Korea’s entry into the global defense supply chain. Following the 2016 reforms of the Defense Acquisition Program Administration (DAPA)’s offset program to boost domestic participation, U.S. defense giant Lockheed Martin sought to source products from South Korean small and medium-sized enterprises (SMEs). In response, KAR facilitated the recommendation of collaborative robots, logistics robots, and autonomous mobile robots (AGVs). As a result, a South Korean collaborative robot system was successfully integrated into Lockheed Martin’s supply chain—the first such case involving a South Korean robotics firm joining a major global defense contractor’s network. Additionally, in 2019, Raytheon Technologies evaluated South Korean actuators, which led to pilot deployment/testing under DAPA’s Pre-Accumulated Value (PAV) offset trade program, further validating thecountry’s technological capabilities in the defense sector.

In international R&D, KAR played a key role in connecting South Korean robot companies with Israel’s Light House Project, a joint initiative between the Israel Innovation Authority and South Korea’s Ministry of Trade, Industry, and Energy (MOTIE). This partnership led to the successful development of speech recognition engines and social robots for elderly care, as well as research into AI-driven service robots and autonomous navigation platforms. These achievements elevated South Korea’s R&D standing globally.

South Korea has also pursued strategic market expansion in Southeast Asia. KAR, in collaboration with Korea Midland Power (KOMIPO), led an initiative to introduce South Korean robotics companies to the Indonesian market. This aligns with a broader strategy of establishing footholds in culturally and in markets with cultural proximity and strategic development potential before expanding globally. The Indonesian pilot project served as the first step in this approach, demonstrating the potential for broader international expansion.

Going forward, South Korea should enhance its global outreach by aligning robotics industry development with Official Development Assistance (ODA) programs—transforming short-term exports into long-term strategic partnerships.

5. As a robotics industry ecosystem builder, how do you think Korea's robotics industry should respond to global changes?

With the rapid advancement of generative AI—exemplified by ChatGPT—and the rise of physical AI technologies such as Tesla’s Optimus, humanoid robots with human-like cognitive and learning capabilities are no longer futuristic concepts. In this dynamic environment, South Korea must proactively build a globally competitive AI-humanoid robotics ecosystem through both international collaboration and domestic industrial development.

To achieve this, a horizontally integrated ecosystem is essential at the early stage. Diverse pilot projects and real-world deployments across manufacturing and service sectors will help accelerate adoption and refine technology. Simultaneously, vertical integrationis critical. A resilient and self-sufficient industry must localize core components and establish a secure domestic supply chain.

Amid rising global supply chain uncertainties, Korea should adopt a dual strategy: global cooperation and domestic resilience. Prioritizing localization of key parts and securing strategic procurement channels is vital.

A Global Value Chain (GVC) for AI humanoid robots should revolve around two main pillars:

AI Software & Semiconductor Collaboration: Technology partners including the U.S. and Taiwan on next-gen AI chips and robot operating systems.

Core Hardware & Manufacturing:

Precision reducers, servomotors, sensors: Collaborate with Japan, Germany, and Taiwan.

Humanoid hardware platforms: Co-develop with Europe and Japan.

Manufacturing & assembly hubs: Expand operations in Vietnam, Thailand, Malaysia, and Indonesia.

Overseas pilot testing: Form strategic partnerships with the UAE and Saudi Arabia.

By aligning horizontal collaboration, vertical integration, and supply chain resilience, South Korea can not only catch up with global leaders in AI humanoid robotics—but potentially lead this transformative sector.

6. What are your key achievements as the Executive Vice President of KAR?

Over the past 20 years, I held multiple leadership positions at the Korea Association of Robot Industry (KAR), including Executive Vice President. My most significant accomplishment has been building a robust and competitive ecosystem for service robotics in Korea.

After the Asian Financial crisis in 1997, Korea’s industrial focus shifted from traditional industrial robots to intelligent robotic systems. During this critical time, I helped establish KAR to stabilize the sector and craft a cohesive growth strategy. This led to Korea’s first national robotics master plan, designating robotics as astrategic industry.

I focused on five pillars:

(1) Government-funded R&D support, (2) prototyping and commercialization infrastructure, (3) strategic market development, (4) private investment attraction, and (5) robotics talent cultivation—a framework that helped Korean robotics firms scale internationally.

Key milestones include:

1. Entry into the global defense supply chain (e.g., Lockheed Martin adopting Korean collaborative robots)

2. Joint R&D with Israel, the U.S., and Europe, advancing AI and service robotics innovation

3. Strategic market expansion into Southeast Asia, especially Indonesia spearheaded by KAR in cooperation with state-owned enterprises.

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I also emphasized componentlocalization, standardization, and commercialization—reducing Korea’s reliance on foreign suppliers and boosting global competitiveness.

Ultimately, robotics is more than a technological field—it is a catalyst for social transformation. For two decades, I’ve advocated for ethical AI, public engagement with robotics, and human-centric innovation. While much work remains, I believe the foundations we’ve laid including regulatory frameworks, startup incubators,and global R&D networks will sustain Korea’s leadership in theglobal robotics arena.

Currently, I serve as Director of Future Growth at Neuromeka Co., Ltd., a leading collaborative robotics company. Since retiring from KAR, I have focus on revitalizing the regional ecosystem in Pohang by introducing automation to the steel and secondary battery industries. I am also exploring strategic approaches to build a global AI humanoid robotics ecosystem—leveraging Neuromeka’s expertise in imitation learning and collision avoidance technologies.

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Contact

Mr. Yeonghoon Cho

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