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We contribute to society through innovation. To achieve this, we need the right people; talented people who are able to provide our customers with pioneering solutions. People who share our fascination for the future, but want answers today. From the sharpest graduates, to skillful engineers and inspirational leaders.

We manage our HR activities by following the HR value cycle. This cycle supports ASMI's mission and vision to be able to continue to develop the leading technologies and processes that help our customers and ourselves succeed.

The HR value cycle consists of four key areas:

  • Attracting the right talented people;
  • Enabling our people to fulfill their tasks to the best of their abilities;
  • Engaging our people by fostering a collaborative and appealing culture;
  • Helping our people to excel by offering them the possibility to accelerate their development and career.


In 2016 we employed 1,670 people across the globe, 535 in the US, 303 in Europe and 832 in Asia. As an innovative company 27% of our staff were employed in R&D.


Part of attracting and developing the right talent is being an equal opportunities employer. We understand that everyone is unique. We recognize and respect the differences between individuals, including ethnicity, religious beliefs, nationality, age, gender, sexual orientation, family status, physical ability, experience, and perspective. In 2016 we continued to maintain a diverse workforce across the company, employing nationals from 28 countries. We slightly increased the percentage of women employed to 15%.

Recruiting and developing a diverse workforce gives us a wide range of perspectives, and allows us to explore and adopt new technological ideas and innovations. It also allows us to better understand and meet the needs of our diverse customers, suppliers and communities. Diversity also enables us to bring a range of different insights together to create breakthrough innovations, turning today’s challenges into tomorrow’s opportunities. In 2016 we introduced a globally harmonized recruitment policy and process to support us in attracting the right talent, which lead to us hiring 253 new employees, 74% in Asia, 21% in America and 5% in Europe.


The second key area of the HR value cycle focuses on enabling our people to fulfill their tasks to the best of their abilities. To achieve this, we use high-quality global processes and tooling that provide managers and employees with access to the services they need – 24/7. We also use development programs, focusing on future leaders through New graduates programs and the development of our current leaders through the ASMI Leadership Academy.

In 2016 we launched a new and improved company-wide HR portal that acts as a gateway to the organization for all information related to HR. The portal offers harmonized HR information on policies, end to end process flows and descriptions, access to global and local HR tools and tasks and direct HR contact, service and support.


To help attract and develop the brightest minds and future leaders, we have established the ASMI New College Graduate (NCG) program. We focus on top graduates with advanced degrees in physics, physical chemistry, chemistry, materials science, and engineering. Working with a select list of universities that focus on the education and training that fit our technology needs, we participate in career events, partnerships and projects that give us the opportunity to showcase the company. Following their training period, they begin working at the cutting edge of technology, alongside experienced innovators. Their goal is to resolve some of our toughest scientific challenges. During the first few years of their careers, they are based at one of our innovation centers in Helsinki, Finland, or Leuven, Belgium, before being given the opportunity to apply their knowledge in different product areas at one of our global facilities. In 2016 a number of NCGs transferred to our business and service units, while we hired a number of talented graduates to start their careers at our R&D facilities in Helsinki and Leuven.


Once we have attracted the right people, we work hard to ensure they engage with the company and its strategic goals, and provide an enabling environment that allows them to excel and turn today’s challenges into tomorrow’s opportunities. One example is the ASMI Leadership Academy, which offers our people different leadership programs. In 2016 we continued to enhance the ASMI Leadership Academy. Employees at different levels participated in an intensive training week, including course curriculum, team dynamics, and a real-time ASMI business case. Our Leadership Academy helps managers and leaders from all levels of the organization to foster a collaborative and engaging culture and build upon the diversity of their teams. Bringing managers and leaders together in these programs, while using consistent content, has also led to increased understanding and greater cross-cultural and business collaboration.


The third and fourth key areas of the HR value cycle focus on engaging our people. We achieve this by fostering a collaborative and engaging culture to motivate them to give the best of themselves, while offering the possibility to excel by accelerating their development and career.


Talent Management (TM) is critical in developing and retaining the right talent, and a key factor in managing risks associated with our business operations. To successfully manage talent, we focus on attracting the right people and ensuring they are familiarized with the tools, processes and skills required to work successfully within the company. By helping them understand our strategic objectives and establish productive collaborations across the organization, we enable them to realize their professional ambitions, helping them to achieve excellent business performance. Successful Talent Management means having inclusive and relevant processes and tools in place across the company, ensuring that they are accessible to all cultures.

In 2016 we continued with our global Succession and Talent reviews. For all critical organizational areas, we identified the specific and unique organizational capabilities that are required and critical for executing the business strategies. For each organizational area we defined concrete action plans to enhance or build those capabilities. For those positions that are identified as pivotal to develop the capabilities, we defined the required talent related actions to ensure timely succession and support. All outcomes of the Succession and Talent reviews are captured in a Global Talent Database, supporting line managers in identifying talent early, developing their people, and building an internal succession pipeline to manage business risk, and safeguard the people side of their business strategies.