ASM International

Reference: page 69

ASM operates a two-tier Dutch governance structure: a Management Board of two executive directors responsible for day-to-day management and strategy execution, and an independent seven-member Supervisory Board (non-executive, no employee representative) that oversees it, either directly or through its Audit Committee. Sustainability governance sits with the Sustainability Leadership Council (SLC), chaired by the Senior Director Sustainability, which meets monthly to review material impacts, risks and opportunities (IROs) and reports to the Management Board. The Nomination, Selection, and Remuneration (NSR) Committee oversees Inclusion, Diversity and Belonging, while the Audit Committee oversees the accuracy and integrity of sustainability reporting. The Management Board takes overall responsibility for managing sustainability risks, setting targets and integrating climate and other factors into strategic decisions.

Reference: page 70

Throughout 2025, the Management Board received quarterly updates on performance against sustainability metrics and targets, covering progress on the net-zero ambition, health and safety programs, gender-diversity initiatives and business conduct matters. The Supervisory Board, either directly or through its Audit Committee, also received quarterly updates on the same topics, and the Supervisory Board holds an oversight role over ASM's overall sustainability strategy. In October, the Supervisory Board separately discussed the concrete steps ASM is taking to decrease CO2 emissions. The Sustainability Leadership Council feeds monthly reviews of material IROs into these updates, and business-conduct investigation outcomes are reported quarterly to the Management Board and bi-annually to the Supervisory Board.

Reference: page 69

In 2025, 25% of the short-term incentive (STI) for the Management Board was based on non-financial targets: reducing product-equivalent energy use and related GHG emissions, delivering annualized energy savings across ASM sites, increasing supplier coverage with science-based Scope 1+2 reduction targets, and reducing the total recordable injury rate through improved safety culture and structural measures. Performance is evaluated on a sliding scale, with terms approved by the Supervisory Board on advice from the Nomination, Selection, and Remuneration (NSR) Committee; details of outcomes are in the remuneration report (chapter 26). Beyond the Management Board, sustainability goals are embedded in corporate and department-level objectives company-wide.

Reference: page 71

Sustainability due diligence is woven into ASM's governance, strategy and business model: the company continuously engages with stakeholders, identifies and assesses potential adverse impacts, takes action to address them, and tracks the effectiveness of its efforts. The report sets out a due-diligence coverage table mapping each core element to specific report sections: embedding due diligence in governance/strategy/business model (15.1, 15.2), engaging affected stakeholders (15.3, 17.1, 18.2), identifying and assessing adverse impacts (15.4), taking action to address them (16.3-16.5, chapter 17, 18.3, 19.2), and tracking effectiveness and communicating how impacts are addressed. This structure gives a single cross-reference point for due-diligence coverage across the statement.

Reference: page 71

ASM measures and monitors non-financial information against seven reporting principles: sustainability context, balance, comparability, clarity, completeness, accuracy and verifiability, plus timeliness. To determine and disclose material sustainability information under ESRS 1 paragraph 3.2, the company applies four control elements: a three-lines-of-defense model; a multi-layered internal control system combining preventive, detective and remediating activities; quarterly review meetings between topic owners and senior management on key performance indicators; and quarterly report-outs on control effectiveness to the Management Board and Audit Committee. The external auditor then provides limited assurance on the non-financial information, with the stated outcome being accurate and reliable sustainability reporting.

Reference: page 69

ASM's sustainability statements cover the same consolidated scope as its financial statements, with no entities excluded; the company incorporates upstream and downstream value-chain data where needed, including significant Scope 3 GHG emissions and supply-chain IROs related to workers. Quantitative metrics are generally focused on ASM's direct activities unless stated otherwise, with qualitative insight into the value chain provided where relevant. Several disclosure requirements are answered by cross-reference to other chapters of the Annual Report: business-model and product detail in sections 4.2 and 4.3 and chapters 5-6, revenue in section 28.1, and elements of the sustainability strategy in sections 16.2-16.3 and chapter 14 ('Our 2030 ESG strategy').

Reference: page 72

ASM's stakeholder framework focuses on regular engagement to reflect stakeholder interests in its sustainability strategy and keep material IROs current. The report sets out a touchpoint table across six stakeholder groups: customers (periodic meetings, key account management, joint innovation projects), employees (town halls, works council, engagement surveys), investors (AGMs, roadshows, broker conferences), suppliers (commodity manager engagement, annual Supplier Day, quarterly business reviews), NGOs and industry consortia (RBA, SEMI, SIA, SESHA, RE100, UN Global Compact), and communities (volunteering, donations). ASM chaired the Semiconductor Climate Consortium for a third year and continued serving on the board of the UN Global Compact Network Netherlands, feeding these relationships into its identification process for material IROs.

Reference: pages 74-75

ASM's 2025 double materiality assessment (DMA) was a major update to the 2024 validation exercise, using desk research, surveys, deep-dive interviews and structured due diligence; the resulting material-topic set is largely consistent with 2024, with updates to value-chain impacts for climate change adaptation and energy availability, and a sharpened energy-efficiency IRO tied to Scope 3.11 strategy. The double-materiality table on page 75 sets out, per topic, separate impact-materiality and financial-materiality descriptions and type labels (positive/negative impact, risk, opportunity) across Environment (climate change adaptation, mitigation, energy availability, energy efficiency), Social (training, diversity, equal pay, adequate wage, health and safety, working hours, involuntary labor) and Governance (business ethics, corporate culture). Most identified topics are considered relevant in the short term, several gaining importance in the mid- to long term; ASM does not anticipate material negative financial effects in the short-to-mid term from the net risks identified.

Reference: pages 72-74

ASM's annual double materiality assessment runs a four-step process: (1) operating-environment analysis of business context, value chain and stakeholder landscape; (2) identifying a long list of topics via stakeholder touchpoints, benchmarking and internal research informed by the CSRD, peer research and the enterprise risk-management framework; (3) prioritization and validation through workshops, surveys, expert interviews and desk research, applying both impact and financial materiality lenses; and (4) board verification, where the Management Board, Executive Committee and Sustainability Leadership Council validate topics before final Supervisory Board approval. Financial materiality integrates with Enterprise Risk Management via a standardized risk-assessment matrix, long-term climate scenario analysis, risk-mapping of cascading effects, and scenario analysis to prioritize risks. ASM applies consistent methodologies year over year and targets a minimum €800 million cash balance to maintain financial resilience for executing strategic initiatives.

Reference: page 227

Section 32.1 ('Content and structure of the Sustainability statements') provides a two-column ESRS content index mapping each disclosed DR code (BP-2, GOV-1 to GOV-5, SBM-1 to SBM-3, IRO-1, MDR-M, MDR-P under ESRS 2; E1-1 to E1-6 and E1-9 under climate change; S1-1 to S1-17 under own workforce; S2-1 to S2-5 under workers in the value chain; G1-1, G1-3 and G1-4 under business conduct) to the specific report section(s) that carry it, including cross-references where a datapoint is incorporated from another chapter (for example several GOV-1 datapoints from chapter 21.5, 22-24). Separately, section 31 ('Additional sustainability information') states which environmental and social topics ASM assessed as not meeting its double materiality thresholds and are therefore reported outside the CSRD scope.

Reference: page 81

ASM's Climate Transition Plan (CTP), first published in March 2024 and reviewed and approved by the Management Board, translates the net-zero-by-2035 ambition and SBTi-validated targets into decarbonization pathways across three primary levers: decarbonizing the supply chain (Scope 3.1), decarbonizing own operations (Scopes 1 and 2), and decarbonizing product use (Scope 3.11). The CTP aligns with a 1.5°C pathway using a 2021 baseline, and its decarbonization roadmap allocates near-, medium- and long-term actions spanning improved emissions data, renewable procurement, electrification, low-carbon procurement, and product innovation. ASM aligns its CTP with CDP and Transition Plan Taskforce (TPT) frameworks, describes it as a living document, and plans to publish an updated standalone CTP in H1 2026.

Back-filled from ESRS 2 IRO-1, where this content is disclosed in the FY2025 report (pages 78-79). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

ASM's climate risk process, run annually since 2022, classifies physical and transition risks and alternates hotspot and deep-dive assessments. For 2025 physical risk, ASM ran a hotspot scenario analysis across its entire real-estate portfolio of 56 locations plus selected upstream/downstream sites, screening 28 physical hazards under two scenarios: SSP2-4.5 ("intermediate", 2.5-3°C) and SSP5-8.5 ("high-impact", 4°C or higher) - satisfying the requirement for at least one high-emission scenario. For transition risk, ASM used a "rapid transition below 1.5°C" scenario (IEA Net Zero Emissions Scenario and IEA STEPS at 1.72-2°C). Scope covers own operations plus selected value-chain locations over short- (1-5yr), medium- (5-15yr) and long-term (15-30yr) horizons. Key assumptions include tightening climate regulation, carbon-pricing and border-adjustment expansion, and shifting customer preference for low-carbon equipment. The 2025 analysis was newly performed in-house through ASM's own climate-risk platform.

Climate-specific risk identification and scenario analysis is also presented under E1-2 (2025 ESRS numbering).

Back-filled from ESRS 2 SBM-3, where this content is disclosed in the FY2025 report (pages 73, 79, 83). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

ASM has not performed a standalone ESRS-defined climate resilience analysis, but related evidence is spread across the statement. On implications for strategy: based on its DMA, ASM does not anticipate material negative financial effects from net climate risks in the short-to-mid term, and expects to maintain effective management practices over the long term, "although these outlooks are subject to higher levels of uncertainty" - the principal area of disclosed uncertainty. A 2025 impairment test included climate-scenario sensitivity checks on asset valuation and identified no material financial reporting impacts. On capacity to adjust: ASM analyzes potential locked-in GHG emissions from key stationary and mobile assets; identified assets have lifecycles aligned with the 2032/2035 targets, and ASM is advancing strategies to transform or decommission them where needed. Financial flexibility is supported by a target minimum cash balance of €800 million.

Climate-specific resilience content is also presented under E1-3 (2025 ESRS numbering).

Reference: page 79

ASM's Climate and Net Zero policy statements, available on its website, establish the company's vision and goals for climate action and GHG reduction, addressing acknowledgement of climate-related risks; identification of risks and opportunities to inform strategic investment, business resiliency and sustainable operations; actions to mitigate risks and impacts; emissions reduction through efficiency, abatement and chemical-use substitution; maximizing renewable electricity sourcing; neutralizing remaining emissions; value-chain collaboration; and monitoring and transparent disclosure of progress through targets and metrics. The policies followed from ASM's climate-risk identification process and underpin the 2021 net-zero-by-2035 ambition. Governance of the policy sits with sustainability strategy sessions in which the VP of Sustainability participates, described further under GOV-3.

Reference: pages 80-92

ASM structures its climate actions around three levers. Decarbonizing operations (Scope 1&2) relies on renewable-electricity procurement (78% of the planned reduction to 2035), green hydrogen substitution, electrification and efficiency measures; 100% renewable electricity was achieved from 2024, and 2025 actions included the AI-driven Chiller iPlant Optimization project in Singapore (about 1 million kWh over five years) and LEED Gold certification for the expanded Dongtan, Korea facility. Decarbonizing the supply chain (Scope 3.1) uses the SCORE supplier-consulting program (10 suppliers engaged onsite in the US and Korea in 2025), CDP disclosure requests and the Catalyze renewable-procurement consortium. Decarbonizing product use (Scope 3.11) centers on product-sustainability targets for precursor, thermal and RF energy reduction and the Complete Kit Management refurbishment program, which avoided 3,235 tonnes CO2e in 2025 (2024: 2,592).

Reference: pages 80-81

ASM's SBTi-verified (August 2023) targets, from a 2021 baseline, are: Scope 1 and 2 market-based emissions down 41.2% by 2030, 50.4% by 2032 and 90% by 2035; Scope 3 emissions per EUR of value added (gross profit) down 47.6% by 2030, 58.2% by 2032 and 97% by 2035; and net-zero emissions across all scopes by 2035, with residual emissions neutralized through high-confidence carbon-removal mechanisms not yet in use. Product-level 2035 targets include a 35% reduction in precursor consumption per wafer for key ALD processes, a 35% reduction in thermal energy per wafer for Epi and vertical-furnace products, and a 20% reduction in RF energy per wafer for PECVD/PEALD products, all against a 2023 baseline.

Reference: pages 88-90

Total 2025 energy consumption was 107,801 MWh (2024: 93,680 MWh), of which 83% came from renewable sources (2024: 85%) and 17% from fossil sources (2024: 15%); there was no nuclear or coal consumption. Renewable electricity reached 100% of purchased electricity from 2024 onward, sourced 98% from unbundled and 2% from bundled Energy Attribute Certificates in 2025, following RE100 procurement criteria. Energy intensity from activities in high climate-impact sectors (ASM treats all its activities as in scope) was 34.0 MWh/€ thousand in 2025 versus 31.9 in 2024. ASM allocated €7 million of operational expenditure in 2025 to decarbonization levers including renewable energy and efficiency measures, and applies an internal shadow carbon price of €185 per tonne CO2e to its Scope 1 and 2 market-based emissions, implying a 2025 societal cost of €995,247 (2024: €720,695).

Reference: pages 83-84

In 2025, gross Scope 1 emissions were 2,759 tonnes CO2e (up 12% year over year, driven by higher natural gas use and colder winters); gross location-based Scope 2 was 37,665 tonnes CO2e and market-based Scope 2 was 2,745 tonnes CO2e (up 105%, mainly from district heating at the newly opened Dongtan 2 site in Korea); and gross Scope 3 was 1,712,815 tonnes CO2e, dominated by category 11 (use of sold products) at 70% of the Scope 3 footprint. Total GHG emissions (market-based) were 1,718,320 tonnes CO2e, up 5% year over year. Against the 2021 baseline, ASM had achieved a 44% reduction in combined Scope 1 and 2 market-based emissions and a 47% reduction in Scope 3 intensity per EUR value added, putting the company on track for its 2032 SBTi target of a 50.4% Scope 1+2 reduction.

Reference: page 81

ASM's net-zero-by-2035 target allows for the neutralization of remaining emissions above its long-term reduction targets through "high confidence carbon-removal mechanisms," but the report states plainly that "thus far, ASM has not made use of such mechanisms," with planned use only from 2035. As current residual emission levels exceed SBTi eligibility thresholds for offsetting, ASM's transition pathway instead prioritizes abatement and innovation to close the remaining gap before relying on removals. The company does not disclose any GHG mitigation projects financed through purchased carbon credits, and no removals or credit-financed projects were reported for 2025.

Reference: page 90

ASM applies an internal shadow carbon price to its Scope 1 and 2 market-based CO2e emissions. In 2025 the societal cost of carbon (SC-CO2) was set at €185 per tonne CO2e, based on Rennert et al. (2022), a peer-reviewed study published in Nature; applying this to total Scope 1 and 2 market-based emissions produced a calculated societal cost of €995,247 in 2025 (2024: €720,695). ASM describes four envisioned use cases for the metric: strengthening the business case for energy-efficiency projects beyond direct cost savings, informing infrastructure investment decisions, integrating climate externalities into R&D prioritization, and evaluating implications of external carbon-pricing developments for climate-risk assessments. The metric is applied internally and is not linked to a regulated emissions-trading scheme.

Reference: page 79

ASM completed a 2025 impairment test that included sensitivity checks tied to its climate-related risk scenarios against asset valuation; this assessment did not identify any material financial reporting impacts (see Note 5 of the financial statements). The company continues to view the physical risks assessed over 2022-2025 as increasingly likely in occurrence but not currently material in financial terms across near-, mid- or long-term horizons; a 2024 assessment of extreme-heat-driven blackout risk at the Phoenix facility remained below materiality in 2025. On the opportunity side, ASM sees growing near-to-mid-term demand for low-carbon semiconductor equipment as material, driven by customer ambition and ASM's competitive pace of sustainable product development, detailed further under product sustainability (section 16.3). A phase-in provision was applied to this disclosure requirement.

Reference: pages 223-224

Although pollution did not meet ASM's double materiality threshold for 2025 and is voluntarily disclosed in section 31 ("Additional sustainability information"), the company describes concrete chemical-management controls: a chemical approval process engaging EHS, product safety, facilities and R&D experts before any new chemical, gas or use-change is approved; physical controls including leak detection, exposure monitoring and gas-abatement/wastewater-treatment systems with secondary containment; characterization and management of all chemical waste per local regulations under the Basel Convention framework, with a goal of zero hazardous waste to landfill (ASM's Phoenix site holds "very small quantity generator" status); and engagement with industry associations (SEMI, SIA, SESHA, IEEE) to track chemical and gas developments. ASM reported no environmental violations with fines above US$10,000 in 2025.

Reference: page 224

ASM voluntarily discloses (section 31.4-31.5) direct fluorinated-gas and VOC pollutant data, though pollution is not a DMA-material topic. Direct F-GHG emissions (tonnes CO2e) were: NF3 52 (2024: 36, 2023: 44); CF4 79 (2024: 68, 2023: 62); SF6 7 (2024: 30, 2023: 51); the 2025 rise in NF3 and CF4 reflects expanded R&D activity, and installed abatement removes about 90% of process-gas GHG emissions that would otherwise be released. Volatile Organic Compound emissions, assessed conservatively at 100% volatilization, fell to 1.09 tonnes in 2025 (2024: 1.40, 2023: 1.99). Hazardous waste was 9 metric tonnes in 2025 (2024: 10, 2023: 9) and liquid chemical waste was 991 m3 (2024: 927, 2023: 985).

Reference: page 222

Water is not a DMA-material topic for 2025, but ASM voluntarily discloses (section 31.1, "Water efficiency and quality") its dedicated water policy, published in 2023. The policy sets out how ASM collaborates and engages on water security, aligns to recognized water stewardship standards, and sets targets to measure progress on water efficiency. ASM ensures full compliance with water-effluent quality within regulatory control parameters, pre-treating effluent before discharge to publicly owned treatment works where required, or collecting and transporting wastewater offsite in regions where municipalities do not accept industrial wastewater; the company confirms no leaks or unintended releases within its wastewater collection system and does not use ultrapure water in any operations.

Reference: page 222

In 2025, ASM implemented a scrubber water-reuse system at its Catania, Italy R&D facility, estimated to save about 11,000 cubic meters of water per year (over 80% of total site water use), through new pumps, reduced-temperature operation to limit evaporation, timed discharge controls and demineralized water use. ASM also completed installation of a membrane bioreactor water-treatment and reuse system at the same site, expected to offset about 10% of annual site water withdrawals through irrigation reuse of treated water. Since 2019, a waste-water treatment and reclaim system at the Phoenix facility, identified as having potential climate-related water risk, has saved an estimated 225,200 m3 of water annually, including in 2025.

Reference: page 222

ASM's group-level water target for 2021-2025 was to maintain or reduce normalized water withdrawal intensity at or below its 2020 level of 91 m3 per €million revenue, applied across all operations. In 2025, normalized water withdrawal per revenue was 76 m3/€million, meeting the target. The company states it is "currently in the process of determining future water targets" for the period after 2025, meaning no successor target had been set as of this report.

Reference: page 223

Absolute water withdrawn was 240,984 cubic meters in 2025, up from 223,884 m3 in 2024 (2023: 221,406; 2022: 168,517; 2021: 175,774), with water intensity of 76 m3/€million revenue in 2025 versus 76 in 2024 and 84 in 2023. ASM's four primary R&D centers in South Korea, Japan, Phoenix (US) and Catania, Italy, accounted for 74% of 2025 water consumption, used mainly for cooling and abatement in equipment operations. Withdrawal from high or extremely high water-stressed regions was 45.0% in 2025 (2024: 44.0%, 2023: 41.0%), per WRI Aqueduct analysis. ASM does not use ultrapure water in any of its operations.

Reference: page 224

Biodiversity did not meet ASM's double materiality threshold for 2025 but is voluntarily disclosed (section 31.6). ASM published its first biodiversity policy in 2022, aiming to integrate biodiversity considerations into relevant ASM business programs. ASM continues to advance a biodiversity roadmap that embeds biodiversity requirements into how it manages its physical footprint, aligning site design with leading certifications such as LEED, which covers pollution prevention, habitat protection, open-space creation, rainwater management, heat-island reduction and light-pollution reduction.

Reference: pages 224-225

In 2023 ASM performed a first biodiversity risk assessment, based on the IFRC Performance Standard 6 framework, at its new Scottsdale, Arizona greenfield site (future North American HQ), through a baseline study, desk assessment, field assessment and impact report; findings on birds and invasive species were integrated into ASM's Green Buildings program, including repotting large trees and replacing invasive species with native plantings. The Dongtan, Korea facility expansion is on track for LEED Gold certification with heat-island reduction and habitat-restoration elements, and Singapore operations feature biodiversity-supporting landscaping in a Green Mark Gold+ building. ASM also requires certified-source wood for packaging to reduce habitat-destruction risk in its supply chain, and employees volunteered on tree-planting and cleanup activities in Arizona, Belgium, Singapore, Korea, Ireland and Oregon, including planting 87 native trees with the Arizona Sustainability Alliance.

Reference: page 223

Resource use and circular economy did not meet ASM's 2025 double materiality threshold but is voluntarily disclosed (section 31.2, "Circularity and waste"). ASM published its first waste-reduction and circularity policy in 2023, focused on minimizing resource use, optimizing raw-material use, transitioning to a circular economy, and reducing waste-related risks; the company describes minimizing resource use as the most impactful part of its waste-reduction strategy, since lower consumption also reduces emissions, water use and pollution and supports the Net Zero by 2035 target.

Reference: page 223

In 2025 ASM expanded its reusable-crating program, partnering globally to disassemble, refurbish and return crates, avoiding 575.6 tonnes of landfill disposal (2024: 539 tonnes); downstream customer reuse-crating coverage held flat at 8%. A life-cycle assessment found reusable crates deliver a 68% reduction in CO2 emissions, 55% materials savings and a 94% decrease in water usage versus single-use crates. The Complete Kit Management refurbishment program expanded in-house capabilities to extend the useful life of tool parts. ASM also transitioned waste and custodial service providers at its main manufacturing site (51% of total global controlled waste) during 2025 to improve long-term waste segregation and recycling practices, which temporarily lowered recycling rates during the changeover, and delivered four global waste-management trainings.

Reference: page 223

ASM's 2025 target was for 90% of non-hazardous waste to be recycled or reused; actual 2025 performance was 81%, below target, which the company attributes to the mid-year change of waste and custodial service providers at its main manufacturing site, which temporarily lowered recycling rates during the transition to a new vendor setup intended to strengthen waste segregation and data quality over the longer term.

Reference: page 223

Non-hazardous waste recycled or reused was 81% in 2025, against a 90% target, the shortfall driven by a mid-year waste-vendor transition at ASM's main manufacturing site (51% of total controlled waste). By reusable-packaging program, ASM avoided waste disposal of 129 tonnes (ASM to customer shipments), 0.1 tonnes (ASM to supplier) and 447 tonnes (ASM to contract manufacturer) in 2025. These figures are voluntarily disclosed under section 31.2 as resource use and circular economy is not a DMA-material topic for 2025.

Reference: page 224

ASM's chemical and hazardous waste is managed under controls covering chemical approval, physical monitoring, and characterized disposal per Basel Convention definitions. Quantified hazardous waste generated was 9 metric tonnes in 2025 (2024: 10, 2023: 9), and liquid chemical waste was 991 cubic meters in 2025 (2024: 927, 2023: 985). The Phoenix, Arizona site maintains "very small quantity generator" (VSQG) status, the lowest US hazardous-waste classification, reflecting ASM's stated goal of zero hazardous waste to landfill wherever landfill is not the best-known disposal method. These figures sit in section 31.3 ("Chemical waste management"), disclosed voluntarily since resource use and circular economy did not meet the 2025 double materiality threshold.

Reference: pages 93, 101

ASM's own-workforce policies are anchored in its Global Employment Standards (GES) and Human Rights policy, both publicly available and reinforced through onboarding and periodic refresher training; they align with the UN Guiding Principles on Business and Human Rights, ILO conventions and the RBA Code of Conduct, prohibiting forced/involuntary labor and child labor (under 18), and mandating equal rights, freedom from discrimination and compliance with wage-and-hour law including collective bargaining. Complementary policies cover Occupational Health and Safety (available on ASM's website) and Inclusion, Diversity & Belonging (ID&B), last updated December 2025, which is integrated into governance and leadership accountability structures with Supervisory Board oversight.

Reference: page 94

Following a full employee engagement survey in 2024, ASM launched a pulse survey in 2025, achieving a 95% participation rate (2024: 95%), which examined sentiment on strategy and cultural/talent-development evolution after a year of organizational change. ASM also engages employees through quarterly global town-hall meetings with senior leadership, employee resource groups, and employee-development dialogues; the confidential SpeakUp! whistleblower channel provides a further mechanism for raising business-conduct and human-rights concerns. Survey follow-up in 2026 will add local/team all-hands meetings, informal leader access and a structured leadership-led action-planning process involving the CEO and CHRO.

Reference: pages 94, 110-111

ASM's publicly available SpeakUp! procedure ensures reports are treated confidentially and investigated promptly and independently, in accordance with EU Directive 2019/1937; it is available to employees and other stakeholders through a third-party-hosted channel. The Ethics Committee, comprising regional leaders from Legal, People and Sustainability and supported by the Chief HR Officer and General Counsel, with Internal Audit as an independent observer, operationalizes follow-up on reports, ensures investigator independence through separation of the management chain involved, and maintains investigator training materials. Reports can also be made directly to management, the People team, or the Global Compliance Officer.

Reference: pages 94-101

Actions span talent, inclusion, skills and safety. ASM integrated 683 new hires in 2025 against a headcount of 4,519, with a temporary rise in attrition (16.0% total, versus 11.6% in 2024) attributed to organizational restructuring. ID&B actions engaged over 1,000 employees through reskilling/upskilling, inclusive-hiring practices and leadership-development integration; the Women's Initiative Network expanded, and gender-pay reviews are a formal part of annual performance evaluation. Skills actions include the Career Framework, Lead Ahead, Boost Ahead, Develop Ahead and Leap Ahead leadership programs. Safety actions include ISO 45001 certification achieved in 2025, the SHIELD incident-management platform, "Stop Work" empowerment, and a second global "Be Safe Week."

Reference: pages 96, 101, 241, 230

Own-workforce targets are set within the relevant sub-sections rather than as a single consolidated target list. Diversity targets: 25% female representation on the Sub-board and in the general workforce by 2030 (2025 actual: 19% for both, missing the earlier 20%-by-2025 goal). Safety target: a recordable injury rate of 0.15 or lower by 2030, a 38% reduction from the 2024 baseline of 0.24 (2025 actual: 0.13, already below the 2030 target). Business-conduct-adjacent workforce target: whistleblower-channel utilization in the range of 0.8-1.2 cases per 100 employees by 2030 (2025 actual: 0.63). No consolidated target exists for training, adequate wage, or work-life balance metrics.

Reference: page 96

Total headcount was 4,519 at end-2025 (2024: 4,558), all permanent employees; ASM employed no one on a temporary or non-guaranteed-hours basis in either year. By region, headcount was Asia 2,528, America 1,426, Europe 565 (2024: Asia 2,575, America 1,337, Europe 646). Nearly all employees (4,489 of 4,519) were full-time. The top employing countries were the United States (1,426), Singapore (875), South Korea (537), Taiwan (482) and Japan (325). Age distribution was under-30 13%, 30-50 68%, and over-50 19% (2024: 14%/67%/19%). Nationalities represented rose from 69 in 2024 to 70 in 2025.

Reference: page 241

ASM's five-year non-financial data table reports 416 employees covered by collective bargaining in 2025, equal to 9.2% of workers under collective bargaining (2024: 486 employees, 10.7%; 2023: 514, 11.3%; 2022: 408, 9.6%; 2021: 254, 7.7%). The narrative sections do not separately describe the company's social-dialogue processes or works-council structures beyond this coverage metric and the general commitment in the Global Employment Standards to comply with "applicable wage and hour legislation, including regulations related to minimum wages, overtime, and collective bargaining."

Reference: page 96

Gender diversity across all employees was 18% female / 82% male in 2025 (2024: 18%/82%), consistent across full-time and part-time categories. By level, female representation was: Sub-board 17% (2024: 15%), senior managers 23% (24%), managers 24% (25%), senior professionals 20% (19%), professionals 18% (18%), para-professionals 5% (6%), and STEM-related positions 10% (11%). The Supervisory Board reached 43% (3/7) female representation at end-2025, while the Management Board comprised two men. Age distribution was under-30 13%, 30-50 68%, over-50 19% in 2025.

Reference: page 101

ASM's 2025 adequate-wage assessment, benchmarked using the Anker methodology with WageIndicator data, found that all employees were paid an adequate wage apart from one employee in Singapore, equating to 0.02% of the workforce (2024: two employees in Singapore, 0.04%). ASM's Global Employment Standards commit to compensating all employees globally with wages meeting or exceeding the requirements for a decent living standard, assessed against local socio-economic conditions.

Reference: page 99

Average training hours per employee were 19 in 2025 (2024: 27), split 21 hours for men and 13 for women (2024: 29 and 17); ASM attributes the gender gap to higher training requirements in roles such as field service engineering, where women represent about 15% of the workforce, rather than unequal access. The year-over-year decline reflects lower course-specific demand versus 2024, when several ad-hoc mandatory trainings were introduced. Applying a one-to-one societal-spillover multiplier (based on Venniker, 2000), ASM estimates a societal training benefit of €1.1 million in 2025 (2024: €1.2 million). Career-development participation was 100% of employees in 2025 (2024: 99%).

Reference: page 101

ASM achieved ISO 45001 certification for its occupational health and safety management system in 2025. There were zero work-related fatalities in both 2025 and 2024. Recordable work-related injuries fell to 6 in 2025 from 11 in 2024, with the recordable injury rate (OSHA) improving to 0.13 from 0.24 - already below ASM's 2030 target of 0.15 or lower. The CSRD-basis injury rate fell to 0.65 from 1.20, the general injury rate to 0.41 from 0.47, and the lost-workday injury rate to 0.04 from 0.06. In 2025, 100% of ASM employees and on-site contractors were covered by the OHS management system.

Reference: pages 99-100

ASM's working-hours and well-being policies align with RBA guidelines dictating a workweek of no more than 60 hours including overtime, with at least one day off per seven days; the company actively monitors manufacturing employees' hours and reported no major deviations from working-hour requirements in 2025. Global absenteeism held steady at 1% in both 2025 and 2024, which ASM attributes to the effectiveness of well-being initiatives covering mental and physical health support and access to comprehensive health services.

Reference: pages 95, 101-102

ASM's unadjusted gender pay gap was -0.5% in 2025 (comparative 2024 figure not practical to attain); the adjusted gender pay gap, calculated on average and median gross hourly base pay, was 0.97 on both bases in 2025 (2024: 0.98 average, 0.97 median). The annual total remuneration ratio of the highest-paid individual to the median employee was 66 in 2025, up from 35 in 2024, which ASM attributes to data-quality improvements not applied retroactively, currency volatility, and a change in CEO remuneration linked to months served in role during the year.

Reference: page 111

ASM received 29 SpeakUp! concerns in 2025 (2024: 27), a 7% increase that the company reads as growing trust in the Ethics Committee, with utilization rising to 0.63 cases per 100 employees (2024: 0.58), against a 2030 target range of 0.8-1.2. Of the reported cases, one discrimination allegation remained pending, two were confirmed as Code of Business Conduct violations, and nine remained under investigation. By category, 2025 confirmed breaches were: corruption or bribery 1, employee behavior and workplace respect 7, and money laundering or insider trading 1; there were no discrimination-related confirmed breaches. Responses to confirmed violations included targeted training and dismissal; there were no anti-corruption or anti-bribery convictions or fines in 2025.

Reference: pages 104-105

ASM's supply-chain conduct rests on three policies: the Supplier Code of Conduct, the Responsible Minerals policy, and the Human Rights policy, all aligned with the RBA Code of Conduct, the UN Guiding Principles on Business and Human Rights, the ILO Declaration on Fundamental Principles and Rights at Work, and, for minerals, the Responsible Minerals Initiative, the US Dodd-Frank Act and the EU Conflict Minerals Regulation (2017/821). The policies set fundamental labor and human-rights expectations for Tier 1 suppliers, covering freely chosen employment, freedom from discrimination, safe and healthy working conditions, and access to remedy, and require suppliers to cascade equivalent standards through their own supply chains. Geographic risk mapping identifies China, Malaysia, Mexico, Thailand and Vietnam as higher-risk Tier 1 sourcing geographies for forced, child or compulsory labor.

Reference: pages 105-107

Because ASM does not engage supply-chain workers directly, it uses proxy mechanisms - RBA, the Responsible Minerals Initiative and the Responsible Factory Initiative (RFI) - to assess worker-related risks and impacts across Tier 1 and upstream suppliers. Engagement methods include supplier self-assessments (RBA SAQ), third-party audits against the Supplier Code of Conduct, training and capability-building (including RBA web-based and in-person training), and collaborative remediation for non-compliance. Engagement is prioritized through a structured process run by the Supply Chain Sustainability Management Forum, which identifies vulnerable worker groups - including migrant/foreign workers, young workers, women, home workers, and contract/temporary staff - most exposed to involuntary labor, health-and-safety incidents or excessive working hours.

Reference: page 106

ASM's whistleblower channel is available to all stakeholders, including supply-chain workers, allowing confidential reporting without fear of retaliation; suppliers are also required to implement similar mechanisms ensuring confidentiality, anonymity and protection. The effectiveness of supplier-side channels is assessed through supplier audits, which often include direct worker interviews to verify accessibility and reliability, and ASM treats channel utilization as an indicator of worker trust. In addition to internal mechanisms, ASM's RBA and Responsible Minerals Initiative membership provides anonymous industry-level channels for raising grievances, giving supply-chain workers multiple avenues to report concerns.

Reference: pages 107-108

In 2025, 87% of requested suppliers completed the RBA Self-Assessment Questionnaire (2024: 87%), with nine critical/strategic suppliers classified high-risk (2024: nine). ASM continued third-party RBA Validated Assessment Program audits and reported, on a "pending verification" basis, 8 supplier sites with reported involuntary-labor incidents, 5 with work-related serious injuries or fatalities, and 5 with egregious working-hours incidents. Zero Supplier/Supplier Worker issues were dispositioned through ASM's grievance process in 2025, while 7,904 supplier workers went through an RBA or equivalent social audit (2024: 6,893). Capability-building included 162 supplier attendees in sustainability training (2024: 286), three supplier webinars, and 7 suppliers joining the Responsible Factory Initiative (2024: 6). Conflict-minerals surveys found 96% of surveyed suppliers responding with a CMRT, and a first-time Extended Minerals Reporting Template survey covered 50 suppliers for cobalt/mica.

Reference: pages 106-108

In 2025 ASM introduced two new long-term supply-chain targets: by 2030, at least 80% of ASM's most critical direct material supplier sites are to be verified conformant to the Supplier Code of Conduct (2025 baseline: 8%), and at least 80% of 3TG (tin, tungsten, tantalum, gold) smelters or refiners in the supply chain are to meet recognized industry standards (2025: 65% of suppliers reporting 3TG met ASM's quality standard, with 17 suppliers reporting high-risk smelters/refiners, a 39% year-over-year decrease). The targets were informed by the double materiality assessment and co-created with operations, supply-chain and sustainability executives; progress will be tracked via CMRT submissions and smelter/refiner conformance assessments.

Reference: page 110

ASM's culture rests on core values (We Care, We Innovate, We Deliver) and ACE behaviors (Accountability, Collaboration, Empowerment), embedded into management performance reviews in 2025 and reinforced by the CEO at quarterly town halls. The company's management system includes 18 underlying business-conduct policies - covering fair competition, gifts/entertainment/hospitality, corruption and improper advantages, and anti-fraud - applying to the Management Board, Executive Committee, employees, consultants, contractors, temporary staff, and critical/strategic suppliers. The Code of Business Conduct (COBC) incorporates the RBA Code of Conduct framework and requires all employees to adhere to it and speak up on observed misconduct.

Reference: pages 110-111

ASM applies a zero-tolerance approach to bribery and corruption, consistent with the UN Convention against Corruption, prohibiting direct or indirect bribery for employees, suppliers and business partners, with periodic audits to check adherence. Anti-bribery and corruption (ABAC) risk management follows the three-lines-of-defense model (operational management, oversight functions, Internal Audit) under the Executive Committee. Training includes bi-annual ethics refreshers (87% completion in 2025) and biennial dedicated anti-bribery/corruption training for higher-exposure functions such as sales and procurement (most recent roll-out 2024, 97% completion); Management Board and Supervisory Board members receive periodic refresher training, and bribery/corruption knowledge is reflected in the Supervisory Board's skills matrix.

Reference: page 230

ASM's minimum disclosure requirements for targets (section 32.2) set two quantified business-conduct targets: growing "healthy awareness" of the Code of Business Conduct, measured as average training completion across three training groups, to at least 97% by 2030 from a 2024 baseline of 95%; and growing "healthy utilization" of the SpeakUp! whistleblower channel to between 0.8 and 1.2 cases per 100 employees by 2030, from a 2024 baseline of 0.58 (2025 actual: 0.63). Both targets are tracked against the Code of Business Conduct, Anti-Fraud policy, Policy on Anti-Corruption and SpeakUp! procedure. (part of MDR-T/GDR-T disclosures)

Reference: page 111

In 2025, there were no convictions and consequently no fines for violations of anti-corruption or anti-bribery laws. One confirmed breach of ASM's policies in the corruption-and-bribery space was recorded, relating to an internal violation of the company's gift-and-entertainment policy; appropriate disciplinary action was taken. This sits within the broader 2025 SpeakUp! caseload of 29 reported concerns, of which two were confirmed Code of Business Conduct violations across all categories, with corruption or bribery accounting for one of the confirmed breaches.