PEOPLE AND SOCIETY

Key to our mission is the ability to attract, develop and retain a highly skilled and diverse workforce. Recruiting and developing a diverse workforce gives us a wide range of perspectives, allows us to explore and adopt new technological ideas and innovations, and enables us to continuously strive to deliver excellent products and service to our clients.

We want to be recognized as an employer of choice in the semiconductor equipment industry. To achieve this, we focus on four specific areas: being able to attract the right talented people; enable our people to perform to the best of their abilities; engage our people by fostering a collaborative and appealing culture; and supporting our people to excel in their continued professional development.

ATTRACTING A DIVERSE WORKFORCE

Highly skilled professionals, particularly those with a technical background, are scarce in all 16 countries in which we operate. Despite this, in 2018 we managed to realize our highest recruitment results in history leading to significant growth in our workforce.

We are an equal opportunity employer and welcome and value diversity. We recognize and respect the differences between individuals, including gender, ethnicity, religious beliefs, sexual orientation, knowledge and experience, work background, age, skills, etc..

In 2018 we introduced a new Recruitment Process Outsourcing (RPO) partner for Asia and Europe to support the company in strengthening our global recruitment capabilities. For 2019, we aim to work together with both RPO partners to create an enhanced global talent acquisition model that supports our ability to attract the skilled people needed to develop the company’s future.

ENABLE OUR PEOPLE

PAY FOR PERFORMANCE

In positioning ASMI as an employer of choice and contributing to our mission to Drive Innovation and Deliver Excellence, we deploy a philosophy of differentiating rewards for performance. Following the adjustment of our global levelling system for determining job grades and titles, in 2018, we further improved our short-term incentive program that creates a stronger link between company results and personal performance.

By doing so, we aim to create greater involvement with and influence of company and unit results, while stimulating people to develop and use the best of their abilities within ASMI. In return, our people will receive greater rewards when the company is doing well, further accelerated if they are productive and performing well. In addition to our compensation programs, we also offer employees a range of competitive benefits.

FAIR REMUNERATION

ASMI is an equal opportunity employer. Our compensation policy, is based on market data, skills and education and is further differentiated for performance. Compensation is not based on such criteria as gender, nationality, and age.

ASMI is committed to complying with all applicable laws, regulations and collective labor agreements, including those relating to minimum wages, to wages and hourly pay. In 2018, in every situation our people were paid above the local minimum wage.

As part of our effort to be transparent about the impact of our compensation programs, we have assessed the difference in compensation between our female and male employees. We looked at the compensation ratio at management and non-management levels. The analysis was done by comparing the median compensation as a function of gender per job grade and per country, excluding the impact of job scope and country-specific compensation levels.

Based on our assessment in 2018, we found no significant disparity between female and male compensation at the different levels in our organization.

TALENT MANAGEMENT AND LEADERSHIP DEVELOPMENT

Both our annual succession and talent review process and our performance management and development process are crucial elements in our Talent Management philosophy.

We conduct structural succession and talent reviews for all critical organizational areas. For those positions identified as pivotal to developing our capabilities, we define the required talent-related actions to ensure timely succession and support. Our Succession and Talent Review (S&TR) process supports management and employees in discussing key objectives and competencies on a regular basis, and helps ensure there is open dialog between them.

The ASMI New College Graduate (NCG) program focuses on top graduates with advanced degrees in physics, chemistry, materials science, and engineering. Working with a select group 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 and attract new talent.

During the first few years of their careers, new talent 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 product development facilities.

As part of our leadership development programs, we ran three programs for managers in 2018. The Leadership Academy programs 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. In 2018, after three global editions, we reviewed the Mobilize Organization program for directors and up. In 2019, based on the evaluation outcomes, we aim to implement a renewed program.

CORPORATE RESPONSIBILITY

As part of our commitment to corporate responsibility, ASMI is exploring ways to increase opportunities for people with a distance to the labor market, and who have limited job prospects due to their health, mental or physical condition.

ETHICS

The company has adopted a Code of Ethics that sets out clear standards in different areas of business life. Its purpose is to promote a clear, strong, and consistent culture of ethics that applies to our Supervisory Board and Management Board, and to all our employees, consultants, contractors, temporary employees, and critical/strategic suppliers. The full Code of Ethics can be found on our website.

We continuously promote ethical behavior and ensure all employees are actively exposed to our Code of Ethics in multiple ways. New hires are trained in the Code and associated policies within their first weeks of employment; refresher training on ethics topics is conducted annually; articles from Executives and members of the Ethics Committee are published through our global employee newsletter; we post visual awareness reminders at ASMI sites; and a dedicated ethics website is directly accessible via ASMI’s Intranet home page.

SPEAKING UP

Potential violations of our Code of Ethics can be reported through the SpeakUp! process, or directly to management, HR, or the Compliance Officer. When we receive complaints, these are investigated under the supervision of the Ethics Committee.

The SpeakUp! program enables employees, suppliers, customers, and any other stakeholder to report ethics issues, concerns or complaints anonymously and in their own language. Independent of the way of reporting, our Code of Ethics includes a non-retaliation policy that applies to any person making use of this process. We encourage our employees to speak up when they feel ASMI’s actions or behavior are (potentially) in conflict with the Code of Ethics.

GLOBAL EMPLOYMENT STANDARDS

Our Global Employment Standards (GES) also summarize our approach to respecting human rights throughout our global operations and supply chain. They are written with everyone in our value chain in mind. The GES reflect the principles laid out by the United Nations in the Guiding Principles on Business and Human Rights, and support the RBA Code of Conduct framework, including the following:

• Prohibit the use of forced or involuntary labor, including fees of any type to secure employment;
• Prohibit the employment of child labor; ASMI policy specifically does not allow anyone under the age of 18 to be employed at ASMI; and
• Prohibit corporal punishment, threats of violence or other forms of physical or verbal coercion or harassment. We believe that everyone deserves to work in an environment free of any threats to their human rights.

HEALTH & SAFETY

When everyone acts as a safety leader, we can achieve ZERO HARM! We believe that focusing on the key elements of safety leadership within the company helps everyone become a safety leader. Together, we work to eliminate the risks and hazards that can lead to safety and health incidents. We model this through our BeSafe - The 6Es of Safety Leadership framework, which empowers everyone to lead by example through taking action.

The framework emphasizes eliminating hazards and evaluates performance through surveys and incident rates. In 2018, we recognized four employees for their achievements in demonstrating the attributes of safety leadership via a quarterly global safety leadership award. We also recognize to be successful in reducing incidents at customer sites in our service organization; we have to also model this with our customers.

We expanded our Safety Leadership Collaboration meetings to include more customers in 2018. These are innovative collaborations to identify risks in the shared work environment, and using our safety observations to inform and address areas of shared improvement. These sessions are driving improved safety for our people, our customers, as well as our industry overall.

PRIVACY

The data (person identifiable information) about our employees is data we protect with care. We do so in all countries in which we operate with the absolute aim to comply with the local legal requirements. In this respect we have adopted and rolled out policies and privacy codes, and entered into agreements (also with third party processors) in our effort to protect the integrity and confidentiality of the data of our employees. The same is applicable with respect to the privacy of our customers and suppliers.