Future Forward
 
2021 ESG Report 
12-MONTH PERIOD ENDING DECEMBER 31, 2021
PUBLICATION DATE: JUNE 2022

Table of Contents
	
	
	 05 Who We Are 
	 09 What Drives Us? 
	 13 Economy 
	 14 Letter from Anelise Sacks, SVP, 
Chief Customer Officer 
	
19 Strategy 
	 20 Sustainability as a Business 
	 25 Sustainable Financing 
	 26 Global Data Privacy Compliance 
	 27 Enterprise Information Security 
	 28 Safeguarding Our Products 
	 29 Business Continuity Management 
	 30 Taxation 
	 31 Governance 
	 32 Letter from Janene Asgeirsson, SVP, 
Chief Legal and Risk Officer 
	 33 Governance Highlights 
	 34 Corporate Governance Overview 
	 37 Board Composition 
	 39 Executive Compensation 
	 40 Risk Oversight 
	 42 Stakeholder Engagement 
	 44 Enterprise Risk Management 
	 46 Setting ESG Priorities 
	 47 Compliance and Business Ethics 
	 50 Trade Compliance 
	
51 Public Policy 
	 52 Human Rights 
	 54 Supply Chain Management 
	 56 Responsible Mineral Sourcing
	
	 59 Letter from Greg Henderson, SVP, Automotive and 
Energy, Communications, and Aerospace 
	
	
61 Leading Product Innovation 
	 62 Optimizing Our Operations 
	 63 Progress on Environmental Goals 
	 64 Climate and Energy 
	 67 Water 
	 68 Waste 
	 69 Environmental Management 
	 71 Social 
	 72 Letter from Mariya Trickett, SVP, Chief People Officer 
	 73 Talent Priorities 
	 74 FY21 Workforce Data Snapshot 
	 75 Diversity, Equity and Inclusion 
	 80 Talent Recruitment and Retention 
	 82 Talent Development 
	 85 Compensation and Benefits 
	 87 Employee Engagement 
	 89 Health and Safety 
	 91 Engaging with Impact 
	 92 ADI Foundation 
	 93 Responding to the Pandemic 
	 94 Access to STEM Education 
	 99 Employee Participation 
	 102 Making Waves: The Ocean and Climate Innovation 
Accelerator 
	104 Appendices 
	
	 105 About this Report 
	 106 Environmental Performance Summary 
	 108 SASB 
	 111 TCFD 
	 113 GRI Index
hair 
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APPENDICES 
Message from Our CEO and Chair of the Board 
There is no doubt 2021 was an 
inflection point for many the world 
over. New challenges arose as 
we witnessed political turmoil 
and severe weather events that 
highlighted our responsibility 
to humanity and to the planet – 
all against the backdrop of the 
continuing pandemic. 
Despite these challenges, we remain resolute in our 
belief that technology’s advancement offers the 
potential to bend our era to the significant benefit 
of humanity and the planet, if we have the vision and 
willpower to make it so. 
Recent years have seen businesses large and small 
recognize that they have responsibility to many 
stakeholders – employees, customers, investors, the 
communities in which they operate, and beyond. At ADI 
we have long held the belief that we can and should 
be a force for positive change in the world. Now nearly 
25,000 employees strong, our acquisition of Maxim 
Integrated gives us the opportunity to take an even 
stronger leadership position in driving the changes 
that must take place to create a better society and a 
healthier planet. "
At ADI we have long held the belief that we can and should be a 
force for positive change in the world.” 
Environment, Social, and Governance (ESG) principles 
are at the heart of everything we do, but not just 
because we believe it’s the morally right thing to do. 
Put simply, ESG is smart business. The efforts we 
take across ADI to operate with integrity, preserve 
the environment, slow down and remediate climate 
change, and inject greater diversity, equity, and 
inclusion, both within our leadership and workforce, 
are key to our long-term growth and profitability. 
We rigorously pursue profitable growth, but do so with 
a focus on delivering positive impact to the world: 
• ADI solutions, for example, are shaping the future 
of healthcare and enabling greater, more equitable 
access. Our innovative technology and systems 
expertise is found in everything from precision 
instruments that measure vital signs, to superior 
imaging and ultrasound applications, to wearables 
that aid consumers in disease management 
and wellness. 
• As manufacturing becomes increasingly automated 
and autonomous, ADI’s history of industrial expertise 
and advanced technologies is enabling humans and 
robots to work together productively and safely in 
flexible manufacturing environments. 
• Our products make it possible for end users 
to consume less energy and emit fewer 
greenhouse gases. Electric vehicles that are key 
to a green transportation revolution rely on ADI 
semiconductors to safely optimize and extend 
battery performance and life cycles.
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At ADI we firmly believe that we do well financially 
by doing good in the world. We recognize, however, 
that strong growth comes at a cost and so we pursue 
sustainable operations with the same zeal with 
which we pursue growth. We have worked tirelessly 
to maintain and enhance supply chain resilience in 
response to record semiconductor demand, and I’m 
proud to say that despite dramatically increased 
production, as well as our acquisition of Maxim 
Integrated, our progress against our climate, water, 
and waste goals has remained largely level from 2019 
through 2021. 
In 2021, we set goals to become carbon neutral by 2030 
and achieve net zero emissions by 2050 or sooner, 
and we joined the U.N. Global Compact’s Business 
Ambition for 1.5°C. More than just goals, we made their 
achievement a senior executive initiative and began 
developing the plans and necessary milestones to 
ensure we make progress every year. For example, "
For the past fifty-seven years, ADI has pushed the edges 
of innovation in the relentless pursuit of creating positive 
economic and social impact.” 
we recycled 23 percent of the water we used in 2021 
and have set a goal to increase that proportion to 50 
percent in 2025. Similarly, 39 percent of the energy 
used at our manufacturing sites came from renewables 
last year and we intend to increase that to 100 percent 
by 2025. 
In addition to our environmental initiatives, diversity 
within our workforce and Board of Directors remains 
a priority. We named a dedicated Director of People 
and Culture in 2021 to drive the Company’s Diversity, 
Equity, and Inclusion program. We remain focused on 
increasing diversity within our Board as well. Last year, 
female representation rose to one-third and ethnic 
diversity increased to 25 percent among our members. 
We still have work to do in terms of diversity overall, 
to be sure, but we are making significant progress. I 
am committed to this effort, as is our Board and ADI’s 
entire leadership team, again, not just because it is the 
right thing to do, but because better diversity leads to 
better outcomes. 
In terms of governance, the majority of our directors 
are independent, and the average tenure of our 
independent directors is seven years, ensuring both 
objective perspective, continuity and deep institutional 
knowledge. The Board is also engaged in actively 
managing talent and overseeing long-term succession 
planning for our executives. Finally, as of August 2021, 
our new Chief Risk Officer provides regular reports to 
the Board’s Audit Committee and full Board for key risk, 
governance, and compliance topics. 
I am proud of our ESG accomplishments and how our 
efforts are helping our customers and partners meet 
their own ESG goals. But while we are pleased with 
our progress, we are not yet satisfied so we continue 
to press forward with urgency. In keeping with ADI’s 
fundamental commitment to continuous improvement, 
we are already looking ahead to how we can raise our 
performance over the years to come. 
For the past fifty-seven years, ADI has pushed the 
edges of innovation in the relentless pursuit of creating 
positive economic and social impact. Our technologies 
are more relevant than ever in solving many of the 
most important problems we face, in collaboration 
with our customers and partners. We are fortunate 
to have a deeply talented and passionate workforce 
and I believe our best days are still ahead of us. I look 
forward to sharing our progress with you.
 
VINCENT ROCHE 
CEO and Chair of the Board
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ABOUT ADI 
We connect the physical and digital worlds to transform signals into actions 
and improve lives in profound ways. Through more complete hardware, 
software and system solutions, we enable customers to shape the future 
faster, ensuring a healthier, more connected and sustainable future for 
generations to come. 
IN THIS SECTION: 
05 Who We Are 
09 What Drives Us?
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Who We Are 
Mission 
For decades, Analog Devices has built bridges between the 
physical and the digital. Our products transform complex 
real-world signals into the insights and actions that can shape 
the future and improve the world around us. 
The digital acceleration is happening at an almost incomprehensible pace. 
Sometimes we forget that the digital world exists only to better understand our 
relationship to the real world. The digital world helps us capture and interpret what 
the real world is telling us. It creates opportunities to use these insights and actions 
to engineer good. 
Transforming healthcare 
for better access and 
outcomes 
Combating climate change 
through electrification, 
energy management and 
industrial efficiency 
Unlocking human 
potential by safely 
automating factories 
and transportation 
Connecting humanity 
to foster knowledge, 
understanding and 
community 
Analog Devices bridges the physical and the digital worlds. Our pursuits of 
excellence keep us Ahead of What’s Possible. 
Because the future depends on it. 
About Analog Devices 
Through more complete hardware, software and system 
solutions, we enable customers to shape the future faster, 
ensuring a healthier, more connected and sustainable future for 
generations to come. 
Company Snapshot 
Analog Devices At A Glance 
5
FOUNDED
1965 
HEADQUARTERS
Wilmington, Massachusetts U.S.A. 
EMPLOYEES
~25,000 in over 35 countries 
PRODUCTS
~75,000 SKUs 
CUSTOMERS
125,000+ 
END MARKETS
Industrial, Automotive, Communications, Consumer 
TECHNOLOGIES
Analog & Mixed Signal, Power Management, Radio 
Frequency (RF) and Microwave, Edge Processors 
and Sensors 
PATENTS
7,666 
R&D INVESTMENT 
$1.5B +* 
* 
Combined figure that includes Maxim Integrated Products, Inc. R&D investment from November 1, 2020 
until August 26, 2021 (the date of acquisition) mapped to ADI’s R&D investment in fiscal year ended 
October 30, 2021. R&D prior to August 26, 2021 (the date of acquisition) from Maxim is included for 
informational purposes only and has not been included in ADI’s income statement for fiscal 2021. 
These figures are unaudited.

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APPENDICES 
Acquisition of Maxim 
Integrated 
On August 26, 2021, ADI completed the acquisition 
of Maxim Integrated Products, Inc. (Maxim), an 
independent manufacturer of innovative analog 
and mixed-signal products and technologies. This 
combination increases the breadth and depth of our 
best-in-class technology offerings and expands our 
global team of talented employees, including our 
cadre of brilliant engineering talent, which now stands 
at 11,000 engineers and technical experts strong. 
This increased scale unlocks additional avenues of 
professional growth for our people, while enabling us to 
better address the future needs of our customers. 
The addition of Maxim strengthens ADI’s position to 
develop and deliver more complete, cutting-edge 
solutions for our customers. 
ENGINEERING GOOD 
At ADI, we talk about “Engineering Good” 
because we believe in using our innovative talent 
and technologies to ensure a brighter, safer, 
more sustainable and equitable world for future 
generations. "
ESG is no longer optional … and leading can be a strong 
differentiator commercially and in the competition for talent.” 
MARY FARRIS, Senior Director, ESG and Sustainability Programs 
Strengthening Our End Markets with Maxim Integrated 
Industrial 
The Industrial sector is characterized by a diversity of customers, products and applications, 
and features sticky, long-life-cycle products. ADI’s heritage in this market, combined with 
Maxim Integrated, positions us as the partner of choice across precision signal processing, 
control, power management, connectivity and safety. And, we have a significant opportunity 
to connect Maxim’s rich power portfolio, which is underrepresented in the Industrial sector 
today, with ADI’s strong position in this market. 
Automotive 
ADI’s automotive business is focused on vehicle electrification and in-cabin connectivity. 
Maxim Integrated strengthens our market-leading BMS position with its growing power 
management capabilities. Now, seven of the top ten electric vehicle brands use our solution, 
and our BMS revenue has doubled. Maxim Integrated also adds an industry-leading Gigabit 
Multimedia Serial Link™ (GSML) franchise, making ADI the go-to provider for connectivity 
systems in the vehicle, which is critical in architecting Advanced Driver Assistance Systems 
(ADAS) systems. 
Communications 
ADI is a wireless market leader, and our deep domain expertise enabled the launch of 
the industry’s first software-defined radio transceiver with a fully integrated digital front 
end this year. In wireline, our precision signal chain for optical control systems and power 
management is used by carrier networks and data centers. Maxim Integrated more than 
doubles our data center exposure and expands our growth opportunities with power 
management solutions for cloud processors and accelerators. 
Consumer 
Our Consumer business is focused on enhancing human sensory experiences, and we 
have repositioned this franchise by further diversifying our customers, products and 
applications. Our portfolio is defined by signal processing solutions across hearables, 
wearables and professional audio/video, along with strong power management capabilities. 
Maxim Integrated builds on this, bringing additional power and sensing capabilities and new 
applications, including fast charging and gaming.
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2021 End Market Revenue(1) 
20% 
Automotive 
49% 
Industrial
16% 
Communications 
15% 
Consumer 
Analog Devices’ Revenues 
By Region(1) 
24% 
EMEA 
22% 
Rest of APAC 
35% 
Americas 
19% 
Greater China 
Analog Devices Extensive Hybrid Manufacturing & 
Supply Chain Network 
>15k Operations Employees 
ADI Internal Sites 
Foundries 
External Assembly and Test 
Wilmington, MA 
Water Fab & Sort 
Beaverton, OR 
Wafer Fab 
Camas, WA 
Wafer Fab
Chelmsford, MA 
Assembly & Test 
Limerick, Ireland 
Wafer Fab & Sort 
Chonburi, Thailand 
Test 
Cavite, Philippines 
(2) Test Sites 
(1) Assembly 
Singapore 
Final Test 
Penang, Malaysia 
Probe Assembly 
Final Test 
11 Internal Factories
>50 Supply Chain Factories Across 8 Countries 
Product Lifecycle 
Our Approach is Straightforward 
At ADI, our products don’t have an age, they have a 
vintage. Producing the same products decade after 
decade is a cornerstone of our business and our 
revenue by product vintage is a key performance 
metric we monitor. We believe obsolescence should be 
avoided, provided technology and customer demand 
exist for a product, and when it can’t be avoided, 
customers are notified two years in advance. 
Analog Devices uses six designators to inform our 
customers where a product is in its life cycle. From 
emerging innovations to products that have been 
in production for twenty years, we understand that 
insight into life cycle status is an important criteria 
that customers must consider. 
For our full policy including the six designators visit 
Analog Devices Product Lifecycle Information. 
(1) 
Figure represents combined revenue for ADI and Maxim 
Integrated Products, Inc., with Maxim’s revenue from 
November 1, 2020 until August 26, 2021 (the date of acquisition) 
mapped to ADI’s fiscal 2021 revenue. Maxim revenue prior to 
August 26, 2021 (the date of ADI’s acquisition of Maxim) are 
included for informational purposes and have not been included 
into ADI’s income statement for fiscal 2021. Combined figures 
are unaudited.
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People & Culture 
ADI strives to be the destination for the 
most insatiably curious to do their best 
work and engineer good. We empower 
both innovation and our employees, and 
we are building the workforce of the 
future through our ongoing commitment 
to attract and retain the brightest 
minds; enhance employee development; 
engagement and recognition; and ensure 
a diverse and inclusive culture. 
We recognize that 2021 was a year of considerable 
change – with the ongoing challenges of the COVID-19 
pandemic and ADI’s acquisition of Maxim. We are proud 
of our employees’ hard work and dedication during 
these unprecedented times, many of whom worked 
non-stop during the pandemic, to keep the company 
running and meet our customers’ demands and needs. 
We are also proud of our company’s efforts to be 
flexible and responsive, providing teammates around 
the world with support programs. Prioritizing employee 
health and safety above all else, ADI maintained a 
global lens on the COVID-19 pandemic while focusing 
on making decisions at the regional level to meet the 
local needs of our employees. This included providing 
additional paid time off for employees impacted by 
the coronavirus, as well as connecting employees with 
needs to resources and information. 
With our acquisition of Maxim last year, we onboarded 
more than 7,000 employees with incredible domain 
experience, which now makes us a team of 11,000 
engineers and technical experts strong. One of our 
biggest focus areas with the acquisition is scaling and 
aligning globally, while customizing efforts to reflect 
regional needs. As we continue to integrate our teams  
– building relationships and community – we are uniting 
in our mutual interest to use our expertise to make the 
world a better place. 
Throughout our growth and evolution, we are focused 
on supporting, retaining, developing, engaging and 
recognizing our employees around the world. This 
includes empowering employees through career 
development programs – from a Global Early Employee 
Career (GEEC) program to a leadership development 
program with MIT. It includes a myriad of diversity 
programs, on-demand training courses and Employee 
Networks, which help teammates connect and find 
community and camaraderie across the organization. 
It also includes threading diversity, equity and inclusion 
into all of our business practices – from employee 
attraction and hiring, to strategic priorities that 
counteract systemic inequities. 
We also conduct an annual employee survey, in addition 
to analyzing our engagement from an organizational 
view, to gain vital information about our company and 
evaluate our strengths and future opportunities. We are 
listening to our employees, learning about their evolving 
needs, collecting data and responding with appropriate 
support, as well as finding new ways to recognize 
employees for their outstanding work. As we take 
action, we are committed to transparency and holding 
ourselves accountable to the information we are 
learning, feedback we are receiving and the progress 
we are making to enhance our culture and provide the 
best possible work environment for our employees.
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What Drives Us? 
As a company with a bias for action to 
leverage our talents and resources to lean 
into big challenges we look to see how 
digitization, automation, electrification 
and industrialization are sparking 
innovation at an almost incomprehensible 
pace. Sometimes people forget that 
the digital world exists only to better 
understand our relationship to the real 
world. At ADI we capture and interpret 
what the real world is telling us. And, right 
now, the real world is letting us know that 
there is a lot of work to be done. 
Our focus helps us: 
• Transform healthcare for better access and 
outcomes; 
• Unlock human potential by safely automating 
factories and transportation; 
• Combat climate change through 
electrification, energy management and 
industrial efficiency; and 
• Connect humanity to foster knowledge, 
understanding and community. 
 
For decades, Analog Devices has built bridges 
between the physical and the digital worlds by 
partnering with our customers to deliver innovative 
solutions. More than ever, we know that the solutions 
we create must balance the priorities of people, the 
planet and profit. 
Even as the pace of change and innovation 
accelerates, we as a company are dedicated to our 
core mission of serving our customers and other 
stakeholders while improving lives and the society 
around us. 
Whether it’s helping to lower emissions in 
manufacturing or promoting digitization in automobiles 
that avoids tons of copper from production, ADI is 
attuned to the urgency of environmental protection 
and the need for results on climate change. Achieving 
sustainability will require new thinking – and new 
solutions – and ADI is at the forefront of providing the 
technological know-how to heal a fragile planet. 
With the help of our nearly 25,000 employees, including 
11,000 engineers and technical experts, we are taking 
on the planet’s biggest challenges. We will continue to 
transform complex real-world signals into insights and 
actions that will shape a sustainable future. 
This is what drives everything we do at ADI. Together 
with our partners and customers, this is how we will 
stay ahead of what’s possible. 
Why?
 Because the future depends on it. 
 
Awards and 
Recognition 
• Carbonclean200 2021-2022 
• Clarivate Top 100 Global Innovators 
2016-2021 
• Corporate Knights Global 100 Most 
Sustainable Corporations 2016-2022 
• Ecovadis Gold Rating 2022 
• Forbes World’s Top Female Friendly 
Companies 2021 
• Fortune 500 2018-2021 
• FTSE4Good Index Series 2021 
• Newsweek’s America’s 
Most Responsible Companies 2021-2022 
• Peza Hall Of Fame Award For 
Outstanding Environmental 
Performance Award (Received By Analog 
Devices General Trias, Inc. (ADGT)) 
• The Boston Globe’s Top Places to Work 
2017-2021
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New in 2021 
Economy 
• Continued to innovate and develop solutions with 
meaningful environmental benefits, including our 
Battery Management Solutions, Energy Storage 
Systems and our intelligent sensing systems that 
make data centers greener. 
• After becoming the first US semiconductor company 
to deploy a sustainable finance instrument with 
an inaugural green bond issuance in April 2020, 
established a sustainability-linked revolving credit 
facility in May 2021 and completed a sustainability-
linked bond offering. 
Environment 
• Achieved approval of our science-based emissions 
reductions targets from SBTi (Science Based 
Targets initiative).* 
• Set goals to become carbon neutral by 2030 and 
achieve net zero emissions by 2050 or sooner, 
joining the U.N. Global Compact and their campaign, 
Business Ambition for 1.5°C. 
• The new headquarters building (Building 7) and the 
Hub at the Wilmington campus were both LEED-
Gold certified, incorporating 14 electric vehicle (EV) 
chargers and solar panel arrays producing 1500 MWh/ 
year of energy. 
Social 
• Named dedicated Director of People and Culture to 
drive our Diversity, Equity and Inclusion program. 
• The Foundation provided a total of $1.8 million in 
global community grants last year. 
• ADI sponsored Boston Museum of Science’s 
Engineering is Elementary program. 
• Implemented a new Flexible Work policy that provides 
employees with more options to be productive and 
contribute in ways that work for them while reducing 
emissions associated with commuting. 
• Published ADI’s EEO-1 for enhanced transparency. 
Governance 
• Continued to focus on active Board refreshment and 
diversity, increasing the ethnic diversity of the Board 
to 25% and female representation on the Board to 
more than 30%. 
• Increased our stock ownership guidelines for the CEO 
from 2x to 5x and for all other executive officers from 
1x to 3x. 
• Appointed ADI’s first Chief Risk Officer and 
established an enhanced combined company 
Enterprise Risk Management Program in accordance 
with industry standards to identify and effectively 
manage risk events that could impact ADI’s 
achievement of its business objectives. 
• Appointed a Senior Director of ESG and Sustainability 
to drive and manage our programs. 
• Developed and issued a new Code of Corporate Social 
Responsibility that details ADI’s policies for itself and 
its suppliers in the areas of labor and human rights, 
health and safety, environmental ethics, management 
systems and data privacy. 
• Updated Code of Business Conduct and Ethics. 
Management Approach 
At Analog Devices, we have a long history of 
commitment to people and planet and acknowledge 
that ESG is of rising importance to our stakeholders. 
We know having a strong ESG program is indicative of a 
company’s strength and resiliency. Over the past year, 
we’ve experienced incredible growth driven by both 
demand for our products and our acquisition of Maxim. 
We are seizing this moment to further galvanize our 
ESG program in several ways.  
First, we’ve created a more substantial and dedicated 
ESG organization to drive our progress and manage 
risks across all three pillars. These leaders provide 
expertise, coordination and oversight to our program. 
The second is a refreshed and more modern 
disclosure practice, embodied by this report, which 
is informed by reporting frameworks, as well as our 
stakeholder engagement. 
Finally, we deepened our partnership with customers 
to seize the opportunities that solving for critical 
issues for people and planet provides.  
We believe that our robust ESG programs are a 
commercial differentiator. They attract and retain 
precious talent, improve resiliency through risk 
management and ensure that our strong ethical 
underpinnings are brought to all that we do. 
* 
As the Maxim Integrated acquisition is complete, ADI will reengaged with SBTi in 2021.
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Objectives 
Climate and Energy 
Net Zero 
by 2050 
Carbon 
Neutrality 
by 2030 
100% 
Renewable energy at ADI’s 
manufacturing facilities by 2025 
Water 
50% 
Recycling rate in manufacturing 
facilities by 2025 
Waste 
100% 
Waste diverted from landfill at 
ADI manufacturing facilities 
by 2030 
Diversity, Equity and Inclusion 
Over the next five years – 
 
Increase global female manager population from 
23% 
29% 
Increase our global female engineering (exempt) 
population from 
17% 
26% 
Increase our combined Black, Hispanic and Latinx 
employee population in the United States from 
6% 
9% 
2021 OBJECTIVES 
Begin integration of Maxim 
Maintain full Responsible Business Alliance membership 
Maintain signatory status with the UN Global Compact 
Keep employees safe during COVID 
Participate in CDP Climate survey 
Align disclosures to major ESG frameworks 
Reduce our employee Injury and Illness (I&I) rate 
Name Analog Devices’ first Chief Risk Officer 
Name Senior Director, ESG and Sustainability 
Name Director of People and Culture to drive our DEI program 
Refresh ESG cadence to drive performance, including with Board of Directors 
and Senior Leadership Team 
Disclose EEO-1 to enhance transparency 
Disclose updated diversity goals, data and strategy 
2022 OBJECTIVES 
Continue integration of Maxim 
Evaluate need for a materiality assessment in line with our ERM program 
Create roadmap for Analog Devices Sustainability program, targets 
Continue a key focus on employee health and wellness 
Develop a plan for ISO certification for all sites, 14001 and 45001 
Review sustainability plan with SBTi for new footprint 
Deepen customer intimacy through ESG outreach and engagement 
Enhance ethics training, resources and awareness initiatives
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United Nations Sustainable Development Goals 
How Our Strategy and Sustainability Priorities Align with the United Nations Sustainable 
Development Goals 
The United Nations Sustainable Development Goals (SDGs) represent a global agenda to address the most pressing challenges facing our world, including climate action, access 
to healthcare and reducing inequities throughout the world. We recognize the importance and urgency of this global initiative and how ADI plays a critical role in infrastructure, 
advancing quality of life and furthering global development sustainably. 
ADI has been a signatory to the UN Global Compact since 2020  and we see close alignment between the following SDGs and our strategy and sustainability priorities: 
Good Health and Well-being 
• Our technologies impact the health and wellbeing of 
individuals through vital signs monitoring, medical imaging, 
medical instrumentation and disease management 
and wellness. 
Affordable and Clean Energy 
• 	 We deploy programs to improve energy efficiency and have set 
ambitious targets related to achieving 100% renewable energy 
in all manufacturing sites by 2025. 
• Our technologies enable advancements across a broad range 
of applications, including electric vehicles, energy storage 
systems, data centers, 5G networks and industrial automation. 
Decent Work and Economic Growth 
• We are committed to promoting safe work environments for 
all workers. 
• ADI is committed to the human rights of all workers  
and to ensuring that its employees are treated  
with respect and dignity and work within humane  
working conditions.
 Industry, Innovation and Infrastructure 
• Our technologies impact the adoption and expansion 
of Industry 4.0, including factory automation, safety 
and efficiency. 
Sustainable Cities and Communities 
• Transportation and smart buildings are two major levers in 
making cities and communities inclusive, safe, resilient and 
sustainable. Our technologies impact how we travel, enabling 
the electrification of vehicles and the modernization of the 
electricity grid that powers how we plug in. ADI technologies 
also impact how we work, enabling intelligent building 
management systems.
 Climate Action 
• ADI strives to build sustainability into all our actions. We are 
committed to reducing our environmental impact through 
focus on three areas: climate and energy (including leveraging 
science-based targets to achieve net zero emissions by 2050), 
water and waste.
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ECONOMY 
Our place, at the intersection of the physical and digital worlds, allows us to 
innovate and solve for some of the world’s greatest challenges. ADI is uniquely 
positioned to drive innovation in our key markets, including automotive, 
industrial, communications, digital healthcare and consumer. 
IN THIS SECTION: 
14 
Letter from Anelise Sacks, SVP, 
Chief Customer Officer 
19 
Strategy 
20 Sustainability as a Business 
25 Sustainable Financing 
26 Global Data Privacy Compliance 
27 Enterprise Information Security 
28 Safeguarding Our Products 
29 Business Continuity Management 
30 Taxation
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Letter from Anelise Sacks, SVP, Chief 
Customer Officer 
Co-creating with customers, innovating 
through technology at the edge and 
deep domain knowledge are the key 
differentiators at Analog Devices. We are 
proud of that heritage and continue to 
build on it every day. 
With more than 55 years of experience helping our 
customers successfully meet the needs of millions 
of end users, we have made advancements in 
connectivity, digital healthcare, electrification and 
smart industry. Whether it’s readying the world for 5G, 
improving battery management systems for EVs or 
making technology for essential medical equipment 
during the COVID-19 pandemic, our products impact 
people every day. 
And there’s even more that we can do. We can harness 
this expertise and heritage to make a greater impact 
on societies around the world. A key part of what 
drives ADI’s success is our purpose-driven talent, 
who are passionate about wanting to solve some 
of society’s greatest challenges, including climate 
change, decarbonization and healthcare. We have a 
bigger strategic mission that connects ADI and our 
customers: a relentless quest to improve quality of life, 
innovate for well-being and enable more sustainable 
solutions. We are uniquely positioned to truly make a 
dramatic difference. "
I am so proud that as a company we do well by doing good.“ 
And the fantastic thing is that our customers want 
us to help them succeed in this mission as well. We 
are a trusted customer partner that can co-create 
groundbreaking technologies and solutions quickly.  
Our impact on industries – from automotive and 
communication, to digital healthcare and industrial 
automation – not only creates commercial value, 
but enhances accessibility, safety and security 
for humanity. 
Looking ahead, I’m excited to see us continuing 
to deepen our partnerships with customers by 
harnessing the best of our technology and people to 
improve the quality of life for generations to come.  
At ADI, we know that transformative innovation and 
committed partnerships will lead us to a brighter, safer, 
sustainable and more equitable future. 
ANELISE SACKS 
Senior Vice President and Chief Customer Officer
 
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The Impact of 
ADI’s Products 
At Analog Devices, our products serve to improve 
people’s lives and better the planet. Whether it’s 
readying the world for 5G or making technology 
for essential medical equipment in the COVID-19 
pandemic, our products impact people every day. 
As the bedrock of the modern digital economy, 
semiconductors have a major role to play in 
improving quality of life and the health of the planet. 
We connect the physical and digital worlds to 
transform signals into actions and improve lives in 
profound ways. ADI is uniquely positioned to drive 
positive impact with a portfolio that ranges from 
DC to 100 gigahertz, from nanowatts to kilowatts 
and from sensor to cloud, defining the edge of 
performance and inherently delivering positive 
benefits for humanity. Through more complete 
hardware, software and system solutions, we enable 
customers to shape the future faster, ensuring a 
healthier, more connected and sustainable future for 
generations to come. 
With each generation of design, ADI increases 
efficiency while enhancing the performance of 
our customers’ systems. ADI invests more than 
$1.5 billion in research and development each 
year, which enables us to solve our customers’ and 
society’s most pressing challenges. Whether it be 
making factory automation safer, healthcare more 
effective, our cars less dependent on fossil fuels or 
consumer technology more personal, ADI is enabling 
the next wave of positive innovation. 
We are committed to using our technology, people 
and voice to protect the planet and improve quality of 
lives to drive positive change for future generations. 
Our people, cutting-edge technologies and products 
are helping advance toward a better future. Our 
impact is felt in communities across the world. 
CONNECTIVITY 
• Bridge the digital 
divide with advanced 
power management 
and transceiver 
technologies 
• Enhance and expand 
accessibility to 
affordable networks 
• Encourage open 
access infrastructure 
sharing to reduce 
cost of data 
delivery and provide 
remote education 
and economic 
opportunities 
ELECTRIFICATION 
• Electric Vehicles  
for all 
• Enabling grid 
stabilization and 
the transition to 
renewable energy 
sources 
DIGITAL HEALTH 
• Precision sensing 
to monitor patients 
more accurately and 
improve wellness 
• Making care more 
accessible and 
affordable through 
clinical-grade  
at-home monitoring 
and point-of-care 
testing technology 
• Creating medical 
insight through 
algorithms that 
enable early detection 
and help improve 
outcomes 
INTELLIGENT 
INDUSTRY 
• Advanced sensing 
and controls that 
allow robots and 
cobots to more 
accurately perceive 
their surroundings 
and more safely 
interact with humans 
• Connectivity and 
intelligence at 
the edge enabling 
factories to capture 
insights that improve 
reliability, safety and 
efficiency
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How We Innovate 
Impacting How We Power 
Energy Storage Systems 
ADI brings extensive hardware systems expertise and 
industry-leading battery management system (BMS) 
technology to create accurate, high-performing and 
safe energy storage systems. Our work with customers 
is paving the way to energy independence and a more 
sustainably electrified future. 
Energy generation is a major contributor to climate 
change, representing roughly 40% of all greenhouse 
gas emissions. Meeting the demand for clean 
electricity through carbon-free, renewable sources like 
wind and solar is a tremendous opportunity and critical 
solution in reducing climate change. We’re tackling this 
head-on with purpose-built technology that makes 
electricity more reliable, resilient and sustainable. 
The current energy grid is a centralized network of 
generator sources, high voltage transmission lines and 
lower distribution power lines transporting electricity 
over long distances and powering the lifeblood 
and economy of nations. As the world becomes 
increasingly reliant on electrification, the stresses and 
strains on an aging power grid are substantial. Spikes 
in usage during peak power times are growing more 
common, as are brownouts due to capacity shortages 
and infrastructure failure. 
Evolving the grid requires integration and stabilization 
of more variable renewable energy sources onto the 
grid. Energy Storage Systems (ESS) not only capture 
and store renewable energy in times of low energy 
demand for use in times of peak load demand, but also 
make future grid operation possible without the need 
to invest trillions of dollars into extending transmission 
lines or building new carbon-based power plants that 
pollute the atmosphere. 
Impacting How We Travel 
Electric vehicles (EVs) are (quietly) taking up more 
real estate on the road. In fact, global EV sales hit 
2.3 million in 2020 – a 4x increase over EV sales 
just five years earlier. EVs are among the most 
effective ways to reduce greenhouse gas emissions, 
with light vehicles accounting for nearly half of all 
transportation-related emissions.
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Batteries are the major focus for EV cost efficiencies, 
as they comprise roughly 40% of the total cost of an 
EV. Lithium-ion batteries need to be actively monitored 
and balanced to work safely and to ensure a long 
lifespan. Key to this equation are battery management 
systems (BMS), of which ADI is the industry leader, as 
highly accurate and safe BMS allow original equipment 
manufacturers (OEMs) and drivers to get more mileage 
out of their batteries. Vehicles equipped with our 
BMS technology saved nearly 100 million metric tons 
of CO2e emissions from entering the atmosphere 
in 2021 alone. That’s a carbon reduction capability 
equivalent to ~120 million acres of mature forest. As 
broader adoption of EVs takes place, the positive 
environmental impacts of our enabling technology will 
grow, particularly as we note the cumulative impact of 
influencing the broader ecosystem around EVs – from 
how we charge them to second life opportunities for 
EV batteries. 
Impacting How We 
Manufacture 
To be more efficient in producing goods, today’s 
factories are increasingly relying on electric motors 
and drives to operate robotics and assembly lines. 
In advanced manufacturing with robotics, energy 
consumption can be reduced up to 30% (50% from 
peak power) by minimizing the acceleration of the 
motor – without substituting any hardware. By 
operating motors more efficiently, there are other 
environmental benefits. The required peak power 
determines the necessary capacity of the electricity 
supply system, including the amount of copper in 
power cables. With less power required, the system 
can be designed for lower peak capacities, resulting in 
less raw material inputs. ADI is enabling variable speed 
motors that deliver on this lower-energy need through 
precision sensing and drive technologies. 
Robots are now starting to help manufacturers 
become more sustainable by reducing waste and the 
amount of energy used. According to PwC, 59% of 
manufacturers are already using robotics to help them 
in their processes. Robots can perform repetitive 
precise tasks with a very high level of accuracy 
every time and improve the sustainable practices of 
manufacturers by reducing waste produced in highly 
repetitive operations. ADI is enabling this change 
with encoder and current sense feedback solutions. 
Customers can minimize measurement error and make 
the production line much more accurate and efficient 
with less waste. 
Tooling fixtures at the end of robotic arms need to be 
able to freely move in all dimensions, like our human 
hands. Electrical signals have traditionally been 
connected to these tooling fixtures through mechanic 
slip rings. These are extremely prone to mechanical 
wear and tear and must be swapped out and discarded 
after a prescribed time of use, creating waste and 
robot manufacturing down time. This inefficiency 
can be avoided by using an innovative wireless slip 
ring solution from ADI. ADI worked with Phoenix 
Contact to develop the wireless slip ring based on 
ADI’s RF transceiver solutions, which can provide high 
bandwidth connectivity across the mechanical joint 
without any concerns around wear and tear. 
Impacting How We Connect 
5G Technology 
The COVID-19 pandemic underscored the importance 
of connectivity to both personal and economic health, 
as services and businesses quickly pivoted to phone 
or virtual environments. The ability to connect and be 
productive from anywhere is made possible by wireless 
data networks, simultaneously enabling individuals and 
companies to reduce their reliance on transportation 
and thus reduce their carbon emissions. ADI’s 
innovations are central to the communications 
infrastructure that enables 4G and 5G connectivity. 
Within that infrastructure, base stations and their 
architecture directly affect how wireless networks are 
deployed. The power amplifiers within a base station 
consume the most power and are prone to non-
idealities resulting in potential violations of emissions 
standards. Introduced in late 2021, ADI’s 5G transceiver 
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targets this challenge, using a technique called digital 
pre-distortion (DPD) to significantly improve the 
efficiency of power amplifiers and reduce the amount 
of power consumed by the base station. 
Perhaps more important is the impact that ADI’s 
transceivers have on the cellular network at the system 
level. The cellular wireless network consumes about 
4% of the world’s energy. But wireless data traffic is 
growing by about 33% per year. If the cellular network’s 
energy consumption grew at the same rate the 
network would soon become the dominant consumer 
of energy. Each generation of cellular technology 
provides dramatic improvements in energy-per-bit. 
Among the most impactful breakthroughs is massive 
multiple input multiple output (MIMO), which uses a 
large number of antennas to steer energy only where 
it’s needed. Massive MIMO is enabled in part by ADI’s 
transceivers, which more than double the density and 
halve the power compared to previous generations. 
This translates to roughly 500 million metric tons of 
avoided CO2 emissions by 2030. 
Impacting How We Work 
Buildings consume 40% of the total energy 
consumption with residential and commercial sectors 
accounting for about 22% and 18%, respectively. 
Intelligent building management systems are required 
to reduce the energy usage within buildings. These 
solutions will have an impact on both new and existing 
buildings in the world. Utilizing technology to improve 
the energy efficiency, utilization and productivity of 
existing commercial and industrial building stock 
presents an immediate opportunity to reduce their 
carbon footprint. ADI allows building management 
systems to securely connect data that allows building 
software platforms to deliver energy-reducing 
actions. Connecting securely to multiple data sources 
allows data models and digital twins to deliver high 
levels of energy optimization, reducing the operating 
carbon footprint of both new and existing buildings. 
ADI is delivering this enabling technology through 
industrial ethernet solutions, edge-based secure AI 
processors and the ability to accurately measure what 
is happening in the facility. 
Advanced occupancy sensing also enables improved 
air quality and energy efficiency in buildings. With 
changes in occupant demand, increasing greenhouse 
gases and atmospheric temperature, and an exploding 
number of connected devices, global demands on 
energy see no end in sight. ADI’s advanced people-
counting solutions can decrease electricity use 
and increase building efficiency. Lighting and 
HVAC consume 64% of energy in buildings. Having 
insight about usage and the number of people in 
defined spaces enables building managers to make 
better-informed decisions, such as decreasing lighting 
or HVAC needs based on lessened demand. "
Technology companies have a responsibility to address climate 
change. We must use our collective brainpower to innovate to 
a better future. ADI is making investments that will change the 
way the world uses energy. This motivates me and the amazing 
people I work with.” 
SASHA D., Director of Operations and Program Management, Analog 
Garage, United States
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Strategy 
Analog Devices has a long-standing 
reputation for being good corporate 
citizens. Founded more than 50 years 
ago, our company has a thoughtful 
and forward-looking approach to 
ESG, and the values we ascribe to are 
woven throughout all that we do. As a 
company, we have a growth mindset, 
and look ahead to shape the world for a 
better future through our cutting-edge 
innovation. Our place, at the intersection 
of the physical and digital worlds, allows 
us to innovate and solve for some of the 
world’s greatest challenges. Our products 
transform complex real-world signals – 
like temperature, speed and sound – into 
the insights that allow us to intervene 
in positive ways. Our technology can 
transform healthcare delivery for 
better access and outcomes, combat 
climate change through electrification, 
energy management and industrial 
efficiency, unlock human potential 
by safely automating factories and 
transportation, and connect humanity 
to foster knowledge, understanding 
and community. 
At Analog Devices, our approach to ESG is not 
something outside our business model; it’s embedded 
in how we do business. In addition to ensuring our 
key ESG considerations are embedded in our overall 
Enterprise Risk Management process, we look ahead 
to the business opportunities our solutions can create. 
Our commitment to transparency in our disclosures 
is underscored by this year’s broadened ESG Report. 
Though we have a solid history of publishing our 
progress against our commitments, this year’s more 
modern and fulsome discussion of our organization, our 
programs and our progress is in response to stakeholder 
feedback and informed by the reporting frameworks 
like Global Reporting Initiative (GRI), The Task Force on 
Climate-Related Financial Disclosures (TCFD) and the 
Sustainability Accounting Standards Board (SASB). We 
also look to internal and external feedback, including 
third-party sustainability assessments, benchmarking 
of disclosure best practices and the evolving regulatory 
disclosure landscape. 
We strive to engage our stakeholders in the 
conversation - our employees who are the bedrock of 
our company, potential talent, the investor community, 
our customers and the communities in which we 
work. In order for all our stakeholders to benefit, we 
must ensure Analog Devices remains strong well 
into the future. We are proud of our long history of 
strength and innovation and believe that our focus 
on resiliency is absolutely a differentiator. As we look 
to the future, our pursuits of excellence will keep us 
Ahead of What’s Possible.
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Sustainability as a Business 
Sustainability as Innovation 
Purpose-Built Innovation 
for People and Planet 
ADI is uniquely positioned to drive 
innovation in our key markets, including 
automotive, industrial, communications, 
digital healthcare and consumer. 
Invention and innovation are said to be born of 
necessity. What humanity needs now are technological 
breakthroughs that address the mounting pressures 
the earth is under: a growing global population; rising 
demand for food, energy and materials; and decades 
of rising carbon emissions. In 2015, all United Nations 
Member States adopted the 2030 Agenda for Sustainable 
Development, a shared blueprint for peace and 
prosperity. An urgent call for action was issued around 
17 Sustainable Development Goals (SDGs). We recognize 
and embrace our responsibility in seeing meaningful 
progress towards the SDGs and see a direct tie to what 
our technology enables. ADI connects the physical and 
digital worlds to transform signals into actions. Our 
designs, platforms, tools and services help customers 
across diverse markets bring these technologies to life in 
products that improve lives in profound ways. 
The following pages describe how ADI is innovating 
for society. See page 58 to learn more about our 
innovations for the planet. 
INTELLIGENT INDUSTRY 
• Advanced sensing and controls that allow robots and 
cobots to more accurately perceive their surroundings 
and more safely interact with humans 
• Connectivity and intelligence at the edge enabling 
factories to capture insights that improve reliability, 
safety and efficiency
DIGITAL HEALTH 
• Precision sensing to monitor patients more accurately 
and improve wellness 
• Making care more accessible and affordable through 
clinical-grade at-home monitoring and point-of-care 
testing technology 
• Creating medical insight through algorithms that enable 
early detection and help improve outcomes 
ELECTRIFICATION 
• Electric Vehicles for all 
• Enabling grid stabilization and the transition to 
renewable energy sources 
CONNECTIVITY 
• Bridge the digital divide with advanced power 
management and transceiver technologies 
• Enhance and expand accessibility to affordable 
networks 
• Encourage open access infrastructure sharing to 
reduce cost of data delivery and provide remote 
education and economic opportunities 
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Innovating for 
Social Sustainability 
At ADI, we Engineer Good by leveraging the power 
of innovation to make people safer and more 
comfortable. We are proud to play a key role in tackling 
complex global challenges that improves the lives of 
people around the world, including responding to the 
increased demand for technology to boost safety, 
accessibility and security. 
Improving Workplace Safety 
and Experience 
To enhance workplace safety and well-being, ADI 
technology is being used in multiple industries 
to automate tasks, increase proficiency and 
monitor building and energy usage. One example 
is manufacturing, where singular tasks are being 
automated as opposed to entire jobs – such as dull, 
dirty and dangerous tasks, known as the “3 Ds” of 
automation. Autonomous robots are increasingly relied 
on to move product, equipment and supplies from one 
point to another in factories and warehouses. Thanks 
to precision sensing, time-of-flight technology and 
motion control technologies, these robots are able 
to intelligently complete their work, respond to their 
surroundings and keep the human beings who work 
with them safe. This relieves employees of tedious 
repetitive tasks, freeing them up for more skilled and 
cognitive rewarding tasks, while also reducing injury 
risk. This worker enhancement maximizes employee 
potential, increases job satisfaction and minimizes 
worker turnover. 
In addition, ADI’s sensing solutions allow building 
managers to better understand how properties are 
being used so they can tailor energy and HVAC systems 
to optimize the comfort of occupants, enable energy 
efficiencies and promote sustainability. The sensors 
also provide early fire detection and accurate smoke 
alerts, increasing workplace safety. 
Advancing Medical 
Technology 
ADI is at the forefront of an ecosystem that is driving 
healthcare forward to deliver life-changing solutions 
for all. With decades of expertise developing sensors 
used for vital signs monitoring, ADI is enabling the next 
generation of wearable devices to advance the digital 
healthcare technology industry and patient care. 
This new technology is enhancing quality of life and 
empowering physicians to help patients better manage 
their disease and potentially even slow its progression. 
For example, diabetes patients have typically used 
an invasive fingerstick to monitor blood glucose 
levels and administer insulin, often many times a day. 
ADI technology has instead created a non-invasive, 
low-profile sensor that sits at the surface of the skin 
and takes continuous measurements, providing an 
uninterrupted view of the patient’s health. 
While some of healthcare’s biggest innovations are 
improving healthcare at home, the instrumentation 
used in hospitals and clinical settings is also getting 
an upgrade. The technology behind common tests like 
X-rays and CT scans is becoming more sensitive and 
accurate with precision sensors and digital processors, 
resulting in higher-resolution images and reduced scan 
times, exposing patients to less radiation. Meanwhile, 
artificial intelligence can be applied to the images 
to draw physicians’ attention to certain key areas, 
allowing them to work more efficiently.
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Making Healthcare Possible 
in More Places 
As healthcare is moving from a reactive to a proactive 
industry, requiring decentralized solutions, ADI 
technology is being employed to make healthcare 
more accessible, affordable and patient-centric. From 
new approaches, like wearable monitoring devices, 
to point-of-care medical equipment, we are helping 
to improve patient outcomes and reduce pressure on 
public healthcare facilities. 
Vital signs monitoring is a prime example, as it has 
extended beyond the boundaries of medical practice 
in hospitals and clinics and into people’s homes. 
Innovations in sensors now enable vital signs to be 
measured with clinical-grade accuracy wherever 
a person is being monitored. In addition, advances 
in microelectronics have led to cost reduction in 
monitoring systems, making these technologies more 
accessible and common in areas such as telemedicine, 
fitness and workplace safety. Medical innovations also 
enable specimens to be tested at the point of care, 
eliminating the need to send samples for processing at 
a remote laboratory and producing quicker results for 
faster diagnosis. Medical monitoring and testing have 
become a 24/7 wellness tool. 
The use of these technologies by medical service 
providers had already begun prior to the COVID-19 
pandemic – with aging populations in developed 
nations, the near-universal availability of mobile 
broadband connectivity and the development of 
sophisticated sensing technologies – but the trend 
accelerated tremendously during the pandemic with 
the increased pressure on limited hospital facilities. 
Telehealth utilization stabilized at 38X higher than 
pre-pandemic levels. 
McKinsey, Telehealth: A post-COVID-19 reality? "
The cost problem of healthcare is a huge problem, particularly 
in the United States, which is out of bounds in terms of 
effectiveness compared to other countries around the world. 
If you can address those three things successfully, you can 
introduce technology in a way that benefits patients, provides 
relief to clinicians and ultimately lowers cost.” 
PATRICK O’DOHERTY, Senior Vice President of Digital Healthcare 
Addressing the Digital Divide 
ADI is helping to bridge the digital divide with 
advanced power management and transceiver 
technology serving underserved communities 
worldwide with reliable and affordable Internet access. 
With our partners, we are helping to decrease the 
cost of access through affordable and evolving 
communications technology from space, bringing 
connectivity to the land-locked communities in remote 
areas across the world. We address on ground and in 
space access needs with phased array signals beamed 
from low-Earth-orbit satellites. Working with U.S. and 
global governments, our partners in private industry, 
educational institutions and organizations such as the 
Telecom Infra Project (TIP) and the Open Radio Access 
Networks (ORAN), we encourage 
open access infrastructure sharing to reduce the 
cost of data delivery and provide education and 
economic opportunities. 
Securing Healthcare Privacy 
Security is one of the foundational elements to 
enabling the Internet of Things (IoT) and making 
a meaningful impact on social and environmental 
causes, as well as ensuring safe operation and 
safeguarding user privacy. 
One of the fundamental principles to security is 
applying the right security to the right places within 
the system according to the risk and value of the asset. 
As we continue to develop connected solutions that 
reside in physical devices, traditional or new, the threat 
surface continues to expand. 
As digitalization becomes more pervasive in 
healthcare, it is critical to ensure data security is 
a vital element of any new technology. New digital 
healthcare solutions are giving us the ability to collect 
large amounts of data. More data in healthcare 
settings means that doctors can make more 
informed personalized care decisions for patients. 
However, collecting and analyzing the volume of data 
available to physicians comes with efficiency and 
security challenges, and the inundation of data is a 
major concern. In addition, information needs to be 
presented to physicians in the way they are used to 
seeing it, in a clinical format. Telehealth devices and 
readings must replicate the sensitivity and specificity 
of measurements taken in a doctor’s office, as well as 
fit into physicians’ typical workflow. 
 
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As we continue to innovate wearable devices and other 
new technology, and as we move towards a future of 
patient-centric care, it is critical that data is protected 
and that patients have control over their own data. 
Digital solutions must be developed with privacy and 
security as key elements. 
Collaborating for a More 
Sustainable Future 
ADI teamed up with Intel and Terasic to sponsor the 
InnovateFPGA Design Contest to explore solutions 
that provide a positive impact on humanity. Last year, 
hundreds of teams worldwide competed to unlock the 
power of Intel’s Cyclone V SoC with ADI technologies 
that sense, measure, power and connect. During the 
contest, ADI provided teams with access to technology 
through free reference and evaluation boards, as 
well as support from ADI’s technical experts. Teams 
had access to over 20 different board variations – 
from precision weight scales to gas sensors, to pH 
sensors. Ultimately, ADI supported 127 global teams by 
delivering over 275 reference and evaluation boards. 
Teams leveraged ADI’s technology to create solutions 
around smart agriculture, sustainable fisheries, forest 
conservation, smart cities and smart healthcare. "
ADI and Intel share a vision for how world changing technology 
can enrich the lives of every person on the planet. There is 
enormous potential for our technologies to improve the way 
people live and to reduce our impact on the planet, and we’re 
proud to support the engineers of the future as they pursue this 
work in InnovateFPGA.” 
ANELISE SACKS, SVP and Chief Customer Officer 
Innovation and Collaboration Incubators 
ADI CATALYST™: A COLLABORATION HUB 
THAT BUILDS ECOSYSTEMS & RESOLVES THE 
TOUGHEST CHALLENGES 
ADI Catalyst is an incubator for innovation with 
customers. It is a research and development 
(R&D) environment with a focus on forming 
stronger collaborative partnerships in technology, 
exchanging ideas, creating living labs and developing 
breakthrough solutions. This true partnership 
approach has ushered in a new era of speed and 
collaboration that helps customers resolve their 
biggest challenges. Within the walls of Catalyst, 
companies can create groundbreaking technologies 
and solutions at an accelerated pace and achieve 
breakthroughs that were not possible even a year ago. 
One example of the collaborative power of ADI Catalyst 
is our work with worldwide healthcare leader Johnson 
& Johnson (J&J). J&J utilized the Catalyst as a 
proof-of-concept testing ground to build testbeds and 
prototypes for new automation and industrial-asset 
health systems that introduce more flexibility, quality 
control and manufacturing safety. In particular, J&J 
leveraged ADI’s three-dimensional time of flight (3D 
ToF) technology in its robots to enable them to operate 
closer to workers on the factory floor (within three 
feet) without sacrificing safety measures. "
Time of flight sensors and AGVs and robots. That’s something 
we wouldn’t have thought of … you start imagining, what 
else could we do with this place? All of a sudden, it gets our 
wheels turning that we can do much, much more.” 
MARK MCCONNELL, Engineering Fellow and Head of J&J Supply 
Advanced Technology Center 
  See The Impact of Collaborative Partnerships and Full 
Solution Applications on End Use  for more information. 
IMMERSIVE SOFTWARE ENGINEERING 
ADI is investing in the development of a future 
pipeline of software engineers by collaborating with 
the University of Limerick (UL) and several leading 
companies such as Stripe to launch a world-class 
computer science program, Immersive Software 
Engineering (ISE). This innovative program is 
designed to revolutionize how computer science is 
taught, creating exceptional, industry experienced, 
software professionals to drive significant 
business impact. 
An ecosystem of leading organizations will 
bring the ISE program to life for students and 
provide outstanding employment opportunities 
to its graduates. ISE is a three-year, intensive 
undergraduate program with an integrated fourth 
year at the master’s level. Beyond this, ADI Catalyst 
will act as an “engineering residency” for aspiring 
engineers from UL and beyond – further expanding 
our collaborative approach to engineering solutions 
for the next generation of technology leaders. 
In addition, ADI is sponsoring 120 UL PhD students 
in the Foundation of Data Science course over a 
four-year period to support this forward-thinking 
engineering initiative. "
Software engineers enjoy incredible careers solving some of 
the world’s most important problems in the fastest growing 
industries, yet we have nowhere near enough of them. 
Immersive Software Engineering seeks to provide a great 
path for more secondary students (especially young women) 
into technology.” 
JOHN COLLISON, Co-founder and President of Stripe
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ANALOG GARAGE: A STARTUP WITH STABILITY 
Analog Garage is the internal incubator for ADI and is the place where we 
bring together engineers, data scientists, hardware and software people and 
many more to create new technologies and new solutions in a fast-moving, 
idea-driven startup atmosphere. The Garage provides start-ups, universities, 
research centers and teams of our own employees the support they need to 
solve tough problems and collaborate in a fast-paced, roll-up-your-sleeves 
experiment-focused and risk-tolerant environment. "
The Garage R&D team applies science, algorithms, data and their creativity to deliver 
solutions to our customers’ most challenging problems. We are looking for great people and 
companies to join us in building world-changing solutions.” 
PAT COADY, Division General Manager, Analog Garage 
The Analog Garage covers a wide spectrum of research areas: 
• Computer vision 
• Sensors 
• Algorithms 
• AI & machine learning 
• Software engineering 
• Communications 
• Signal processing 
• Speech and language processing 
TACKLING THE GLOBAL CLIMATE CRISIS THROUGH THE OCIA 
The Ocean and Climate Innovation Accelerator (OCIA), launched by Woods Hole 
Oceanographic Institution (WHOI) and ADI, is a first-of-its-kind consortium 
bringing together industry, academia and philanthropy. Focused on advancing 
knowledge of the ocean’s critical role as a defense against a warming planet, 
OCIA is developing and accelerating new climate change solutions. 
OCIA is a framework for actionable solutions. Our efforts and investments 
advance a new science model committed to innovation through three “hubs”: 
• Sensing and Measuring the Ocean: Create a vast, “always-on, always-
connected” ocean to improve predictive modeling and measurement in a 
challenging environment. 
• Networked Ocean: Monitor “whole-ocean” processes to generate better 
insights across large spatial areas and depths. 
• Big Data, AI and ML: Interpret data from globally distributed sensors, 
leveraging research and bringing analytics to scale. 
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24

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APPENDICES 
Sustainable Financing 
Leveraging sustainable financing is imperative to 
tackling society’s greatest threats, particularly climate 
change, and ADI is proud to be a pioneer for the US 
technology sector in building this emerging market. 
“Green” financing is yet another manifestation of our 
broader commitment to people and the planet. 
To further strengthen these commitments to ESG 
initiatives, we recently deployed three sustainable 
finance instruments. In April 2020, we completed our 
inaugural green bond through the underwritten public 
offering of $400 million aggregate principal amount of 
2.95% senior unsecured bonds, marking our leadership 
as the first semiconductor company and one of the 
first U.S. technology companies to issue a green bond 
in the U.S. debt capital markets. The net proceeds of 
this offering have been fully allocated to a variety of 
eligible projects involving renewable energy, energy 
efficiency, green buildings, sustainable water and 
wastewater management, pollution prevention and 
control, clean transportation or eco-efficient and/ 
or circular economy adapted products, production 
technologies and processes. 
In June 2021, we refinanced our revolving credit facility 
with a new $2.5 billion sustainability-linked revolving 
credit facility, becoming one of the first semiconductor 
companies to use this instrument. Under the terms 
of the facility, the interest rate and certain fees may 
be adjusted annually based on ADI’s performance 
against environmental criteria over the prior calendar 
year. ADI’s performance is measured on two key 
performance indicators within certain of the Legacy 
ADI manufacturing facilities, namely using renewable 
energy and reducing greenhouse gas emissions. 
We note that for calendar year 2021 we did not achieve 
the greenhouse gas emissions reduction threshold 
goal due in part to expanding capacity at certain 
of our manufacturing facilities, as described under 
“Optimizing Our Operations” on page 62. We continue to 
strive to achieve our goals as laid out in our sustainable 
financing agreements. 
To provide us with the flexibility to utilize a full slate 
of sustainable finance instruments going forward, we 
also established a Sustainability-Linked Financing 
Framework in September 2021. This comprehensive 
framework received a second-party opinion from DNV. 
In October 2021, we issued $750 million aggregate 
principal amount of 1.7% sustainability-linked senior 
notes through an underwritten public offering, a first 
in the U.S. technology sector. At the heart of these 
sustainability-linked bonds is a specified sustainability 
performance target of a 27% reduction of Scope 1 and 
Scope 2 emissions for 2025 relative to 2019, which 
is aligned with our climate ambitions. The bonds are 
subject to a mandatory interest rate coupon step-up 
beginning April 1, 2026 if this target is not met at 
the end of 2025 and certified in March 2026, further 
incentivizing continued focus and action towards our 
stated environmental goals. 
We believe that sustainable financing will not only 
support our broad and ambitious environmental 
sustainability strategy and vision, but will also hold us 
accountable for meeting established goals. 
SPOTLIGHT ON OUR FINANCE PARTNER 
ROBERTS & RYAN 
As part of our sustainability focus, ADI 
has been proud to work with financing 
partners dedicated to Diversity, Equity 
and Inclusion, such as Roberts & Ryan, a 
service-disabled, veteran-owned broker dealer. 
Roberts & Ryan was a co-manager on our recent 
sustainability-linked bond offering. In keeping 
with their social mission of supporting veteran 
wellness, mental health and career transition, 
Roberts & Ryan used part of the proceeds from 
their underwriting activities for charitable 
purposes, including donating to organizations 
identified by the Analog Veterans Network, 
an employee resource group at ADI. We are 
grateful for Roberts & Ryan’s continued efforts in 
supporting these organizations.
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APPENDICES 
Global Data Privacy Compliance 
ADI is committed to complying with global data 
privacy regulations, including but not limited to the 
General Data Protection Regulation (GDPR), China’s 
Personal Information Protection Law (PIPL) and 
California’s Consumer Privacy Act (CCPA). At ADI, we 
aim to foster a culture that values strong business 
practices as well as individual privacy. We do this by 
raising awareness about privacy issues by providing 
transparency about ADI's data privacy compliance 
program, training employees and implementing good 
corporate practices. 
ADI’s data privacy compliance program is organized 
around the data lifecycle, including compliance 
actions around collecting, using, sharing and deleting 
personal information. In 2022, ADI implemented a 
new Data Privacy Policy, assigned and trained new 
Data Protection Officers worldwide and implemented 
a centralized privacy mailbox to receive data privacy 
inquiries. In 2022, ADI will also assign new data privacy 
compliance trainings to relevant employees focusing 
on new legal and organizational requirements. 
ADI’s data privacy compliance program values include: 
• Transparency 
• Data & Information Security 
• Ahead of the Curve 
• Preparedness 
• Letting Go 
• Responsiveness
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APPENDICES 
Enterprise Information Security 
In order to minimize the likelihood and impact of a 
cybersecurity incident we have deployed cybersecurity 
protections to protect ADI’s networks, devices and data 
from external & internal threats. These protections are 
deployed in accordance with global privacy regulations. 
ADI’s Enterprise Security program has been developed 
based on industry standards, including those published 
by International Organization for Standardization (ISO) 
and the National Institute of Standards and Technology 
(NIST). Highlights of the ADI program include: 
POLICIES 
We have developed a comprehensive set of enterprise 
security policies and procedures to guide our 
protection strategy. 
PROGRAM ELEMENTS 
ADI protects against threats by adopting all five 
elements of the NIST framework including: 
• Identifying critical assets and high-risk threats 
• Implementing cybersecurity detection with a 
24x7x365 operations center 
• Implementing security controls and 
remediation practices 
• Having an Incident Response and Disaster 
Recovery capability 
• Evaluating our partners’ cyber posture through 
the implementation of a Third-Party Risk 
Management program 
Risks identified by our cybersecurity program are 
analyzed to determine the potential impact on 
us and the likelihood of occurrence. Such risks 
are continuously monitored to ensure that the 
circumstances and severity of such risks have 
not changed. We evaluate our security program 
effectiveness by performing internal audits and 
periodic external audits by an independent information 
systems expert to determine both the adequacy of, 
and compliance with, controls and standards. We will 
continue integrating the Maxim and ADI programs over 
the upcoming 12-18 months. 
GOVERNANCE 
ADI’s Board of Directors includes four members 
with cybersecurity expertise to assist the Board in 
its oversight of the Company’s information security 
program. Senior leadership and Internal Audit regularly 
provide the Audit Committee with updates on the 
performance of our cyber program. At least annually, 
the Chief Information Officer updates the full Board 
of Directors on information security matters and risk, 
including cybersecurity. 
EXTERNAL INPUTS 
ADI regularly conducts threat assessments and 
benchmarks best practices. Intel sharing is conducted 
with leading global security providers, the National 
Defense Information Sharing and Analysis Center as 
well as industry peers, which help all participating 
companies improve their cybersecurity programs. 
SECURITY AWARENESS & TRAINING 
Education is an important part of our overall program. 
We conduct regular workforce training to instruct our 
employees to identify cyber concerns and to take the 
appropriate action. We install and regularly update 
antivirus software on all company managed systems 
and workstations to detect and prevent malicious code 
from impacting our systems. 
EXTERNAL CERTIFICATION 
Cybersecurity Maturity Model Certification (CMMC) 
is a unified standard for the implementation of 
cybersecurity across an enterprise that is designed 
to help protect sensitive unclassified information. It 
was developed by the US Department of Defense (DoD) 
and is expected to apply to the 300,000 companies 
supplying the DoD. The framework covers 110 controls 
specified in NIST 800-171. Analog Devices is pursuing 
its CMMC certification and is awaiting the publication 
of the final rule in the Federal Register.
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APPENDICES 
Safeguarding Our Products 
Product Security 
Engineering 
We have a dedicated product assurance team, 
who works closely with our development teams, 
to integrate risk and security best practices into 
our product development life cycle. For example, 
as the electronic content grows to support vehicle 
electrification, connectivity and autonomy trends, the 
risk of a cybersecurity attack increases and threatens 
the functional safety of the vehicle and wellbeing 
of passengers. ISO 21434 is a new cybersecurity 
standard for automotive components for production 
road vehicle electrical and electronic systems that 
focuses on the end-to-end lifecycle for cybersecurity 
relevant E/E solutions from component to vehicle 
level. In October 2021, ADI achieved ISO/SAE 21434 
certification for our engineering processes. ADI will 
be integrating Maxim products into this process in the 
upcoming 12-18 months. 
Product Security 
Incident Response 
ADI seeks to mitigate the risk associated with 
security vulnerabilities that may be discovered in 
our products. We aim to accomplish this objective 
by analyzing reported and discovered vulnerabilities 
and providing our customers with timely information, 
analysis and guidance on appropriate mitigation. 
We have a robust Product Security Incident Response 
program to address product vulnerability investigation 
and response. Our global team manages the intake, 
investigation, remediation and any necessary 
disclosures of a security vulnerability reported to ADI. 
We are in the process of integrating Maxim products 
into this process. 
 
Product Security 
Capabilities 
Having confidence that data from an edge device is 
not manipulated or altered in any way is increasingly 
critical. Validating the integrity of the data at its source 
enables higher levels of trust, so that customers can 
be more confident in the decisions they make based 
on that data. ADI has developed components, solutions 
and systems knowledge to protect the integrity of vital 
data at the device level. To protect the integrity of vital 
data, ADI’s cybersecurity defenses begin at the device 
level, where the data is born. By rooting identity in 
hardware, in tandem with cryptography, our security 
solutions enable a chain of trust from the edge to the 
cloud. Additional information on the cybersecurity 
solutions that ADI has developed to root an identity in 
hardware is available on our website here.
28

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APPENDICES 
Business Continuity Management 
Business continuity management is at the heart of 
ensuring that our operations are resilient in the face 
of unexpected circumstances such as a cyberattack, 
natural disaster, extreme weather event, geopolitical 
issue, supply-chain delay or other business disruption. 
The events of 2020-2021 have demonstrated that we 
are prepared to promptly address these situations 
as they arise with minimal to no disruption to 
our operations. 
We prepare and plan for potential interruptions to 
minimize their impacts and ensure our ability to 
continue business operations. Depending on the 
issue, a wide range of internal stakeholders are at the 
ready, including HR, Legal, EHS, Global Operations, 
Procurement, Communications and Security. Through 
consistent monitoring and engagement, our teams 
maintain their readiness to identify, assess and 
respond to potential events. Our business continuity 
plan includes all of our businesses, activities and 
locations, including Legacy Maxim. These efforts 
are supported by systems, policies and procedures 
designed to mitigate risk, protect the safety of our 
employees and preserve the trust of our customers. 
Ensuring a resilient supply chain is critical to our 
business model and our customer relationships. 
Proactively monitoring situations globally as they 
develop helps ADI assess our ability to adjust 
production as appropriate and when necessary. 
To support our monitoring efforts, we subscribe to 
an emergency alert system that notifies us if there 
are severe weather, natural disaster, geopolitical 
events or other events in areas that could impact our 
operations so any needed response can begin quickly. 
Teams receive emails whenever events happen, which 
allows for a quick due diligence assessment and action 
plan development, when warranted. We reach out to 
manufacturing sites and vendors in the proximity of 
an emergency and if there may be an impact to our 
supply continuity, we take swift mitigation actions. 
On an ongoing basis, we also monitor changes to 
environmental conditions, supply continuity and the 
global regulatory and political landscape. 
Our disciplined programs have allowed us to continue 
to provide products and services to our customers 
despite the pandemic, crippling weather events, other 
natural disasters and geopolitical events.
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APPENDICES 
Taxation 
ADI is a responsible taxpayer and aims to comply 
fully with all statutory obligations and to provide full 
disclosure to the tax authorities in each country in 
which we operate. Our tax strategy is closely aligned 
with our business and sustainability strategies, and 
our tax affairs are managed in line with our overall high 
standards of governance. 
Our tax payments are comprised of corporate income, 
employment, property and other tax payments. We 
maintain appropriate policies, management structures 
and governance processes to ensure compliance with 
tax laws in all jurisdictions in which we do business. 
The ADI Global Tax Policy serves as our framework 
to identify key tax risks. We manage those risks 
through appropriately designed and operated controls, 
policies and processes, which are regularly audited by 
internal audit and for Sarbanes-Oxley (SOX) purposes. 
The framework is fully embraced and supported by 
our Board of Directors, our management team and 
the entire tax organization. The Audit Committee of 
our Board of Directors reviews our tax strategy and 
regularly confers with our tax professionals to discuss 
tax policies and the impact of tax laws and regulations 
on the Company. The result is a tax structure that is 
fully transparent and complies with internationally 
accepted taxation principles. 
 
Through our tax department, we assure our relevant 
stakeholders that our tax obligations are properly, 
effectively and correctly handled and disclosed 
in our annual and quarterly reports in accordance 
with the reporting requirements of US GAAP. We 
retain qualified, experienced and well-resourced 
tax professionals to manage and oversee the tax 
control framework and the day-to-day tax affairs 
of the Company. External tax advice is sought for 
material, uncertain or complex issues or transactions, 
to minimize tax risks and ensure accuracy in our tax 
reporting obligations. Our tax department members 
stay aligned and up to date with latest developments in 
the global tax landscape through internal and external 
training programs. 
We operate in many different tax jurisdictions and 
frequently deal with transfers that involve cross-
border payments within the consolidated group. To 
avoid potential tax issues with these internal, cross-
border transactions, we rely on transfer pricing to 
ensure that we use the same pricing structure as we 
would if such transfers were between unrelated third 
parties. Our transfer pricing complies with country-
specific transfer pricing rules and is in accordance 
with OECD Transfer Pricing Guidelines. We recognize 
the importance of transfer pricing being arm’s length 
and ensuring tax payments are made appropriately to 
locations that contribute value. 
Given our global footprint, we leverage the available 
tax incentives and tax regulations in the various 
jurisdictions where we operate. We aim to be clear 
about all aspects of our tax position and to share these 
in a transparent manner, fostering a relationship of 
honesty, transparency and trust with tax authorities 
in each of these jurisdictions. See footnote 12 to our 
Consolidated Financial Statements included in our 
Annual Report on Form 10-K for the fiscal year ended 
October 30, 2021 for a detailed discussion of our 
income taxes, including concluded audits with the 
Irish Revenue Commissioners, certain tax holidays and 
other tax related matters. 
For additional information on our approach to tax 
policy and transparency, see our Global Tax Policy. 
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APPENDICES 
GOVERNANCE 
We have long believed that good corporate 
governance is important to ensure that Analog 
Devices is managed for the long-term benefit of our 
stakeholders. 
IN THIS SECTION: 
32 Letter from Janene 
Asgeirsson, SVP, Chief Legal 
and Risk Officer 
33 Governance Highlights 
34 Corporate Governance 
Overview 
37 Board Composition 
39 Executive Compensation 
40 Risk Oversight 
42 Stakeholder Engagement 
44 Enterprise Risk Management 
46 Setting ESG Priorities 
47 Compliance and Business 
Ethics 
50 Trade Compliance 
51 
Public Policy 
52 Human Rights 
54 Supply Chain Management 
56 Responsible Mineral Sourcing
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APPENDICES 
Letter from Janene Asgeirsson, SVP, 
Chief Legal and Risk Officer 
It is an exciting time to be a part of Analog Devices!  
The company has grown considerably over the last five 
years, including through strategic acquisitions that 
have built upon ADI’s legacy of technological strength. 
Following our completion of the Maxim acquisition 
our focus has been on ensuring our legal and risk 
organizations and processes are structured in a way to 
support our business strategy and enable continued 
growth. In the past year, we’ve made key changes to 
several internal governance policies, expanded the 
oversight role of our Board of Directors and Board 
Committees, and are working to ensure that we have 
modern, global processes. 
Identification and mitigation of key risks is a focus for 
both our leadership team and our Board of Directors, 
who receive regular updates, at least quarterly, on key 
risks across the entire company, including operational, 
reputational, regulatory and ESG related. Our ERM 
program is overseen by our Chief Executive Officer, 
Board of Directors and me, in my capacity as ADI’s first 
Chief Risk Officer. 
As part of our ERM process, we identified several 
key areas under the ESG heading as potential risks 
for the company. In response, we have expanded our 
capabilities and expertise in this area, established an 
oversight committee and created a role within our legal 
and risk oversight organization to manage our overall 
global ESG programs. Our Nominating and Corporate 
Governance Committee, which has primary oversight 
responsibility for our ESG programs, receives quarterly 
updates, and our Board of Directors receives a report 
at least once a year. 
Our regular cadence of quarterly and annual updates 
on our ERM and ESG programs is designed to both 
educate and inform our Board on key risk topics, 
and allow for robust discussions between program 
owners and our Directors. I’m thrilled that we have 
such a diverse, thoughtful and fully engaged Board 
of Directors. 
At Analog Devices, we’re committed to our people and 
the planet, and are investing for a more sustainable 
future. It’s in our product offerings – which enable 
electrification, electric vehicles, smart factories and 
cities, and improved access to healthcare – as well as 
in our strategic commitments, such as our launch of 
the OCIA and our sustainable financing actions. Add to 
this our many local, grassroots efforts enabled through 
our Analog Foundation, Green Teams and other 
employee-led organizations, and Analog Devices’ ESG 
commitment comes to life. 
Truly successful companies bring a broad focus 
to create value for all their stakeholders, including 
customers, employees, investors and communities – 
and Analog Devices’ commitment to ESG is an absolute 
differentiator. It’s the right thing to do for our people and 
our planet, and it’s the right thing to do for our business. 
JANENE ASGEIRSSON 
Senior Vice President, Chief Legal and Risk Officer
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APPENDICES 
Governance Highlights 
Governance highlights include: 
Effective Board leadership, independent oversight and strong corporate governance 
Majority of directors 
are independent 
7
YEARS
Average tenure of independent 
directors is approximately 
7 years 
Regular executive sessions of 
independent directors 
Clawback policy for CEO and 
executive officers, including 
our named executive officers 
Active Board refreshment 
practices, focused on 
broadening the range of 
experience, skills and diversity 
Shareholder rights and accountability 
Annual election of directors of 
a declassified Board 
Majority voting for directors in 
uncontested director elections 
Proxy access bylaw
A
B
Annual Board and Committee 
self-evaluations 
No dual class of stock or 
controlling shareholder
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APPENDICES 
Corporate Governance Overview 
ADI’s Board is responsible for broad 
corporate policy and overall performance 
of ADI through oversight of management. 
Among other duties, the Board appoints ADI’s CEO and 
other executive officers, assigns to them responsibility 
for the management of ADI’s operations and reviews 
their performance. We have long believed that good 
corporate governance is important to ensuring that 
ADI is managed for the long-term benefit of our 
stakeholders. We periodically review our corporate 
governance policies and practices and compare 
them to those suggested by various authorities in 
corporate governance and the practices of other public 
companies. As a result, we have adopted the following 
policies and procedures that we believe are in the best 
interests of ADI and our stakeholders: 
Board Policies & Practices 
We have long believed that good corporate governance 
is important to ensure that Analog Devices is managed 
for the long-term benefit of our shareholders. 
Accordingly, we have the following policies and 
practices: 
CORPORATE GOVERNANCE GUIDELINES 
Our Board has adopted Corporate Governance 
Guidelines for ADI that establish a common set of 
expectations to assist the Board and its committees 
in performing their duties. The Board reviews these 
Guidelines at least annually, and updates them as 
necessary to reflect changing regulatory requirements 
and evolving practices. 
DECLASSIFIED BOARD OF DIRECTORS 
We have a declassified Board of Directors and our 
bylaws provide that each director will serve for a term 
ending on the date of the annual meeting following 
the one at which such director was elected. All of our 
directors will stand for election for terms expiring at 
the next annual meeting of shareholders. 
MAJORITY VOTING FOR ELECTION OF DIRECTORS 
Our bylaws provide for a majority voting standard 
in uncontested director elections, so a nominee is 
elected to the Board if the votes “for” that director 
exceed the votes “against” (with abstentions and 
broker non-votes not counted as for or against the 
election). If a nominee does not receive more “for” 
votes than “against” votes, the director must offer his 
or her resignation, which the Board of Directors must 
determine whether to accept and publicly disclose 
that determination. 
GOVERNANCE POLICIES AND REPORTS 
• Company Bylaws 
• Corporate Governance Guidelines 
• Code of Business Conduct and Ethics 
Additional Governance Documents are 
available on the Corporate Governance 
section of our Investor Relations website 
found here.
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APPENDICES 
EXECUTIVE SESSIONS 
At least twice per year, our Board of Directors 
holds executive sessions with our independent, 
non-employee directors, as defined under the Nasdaq 
Rules. Our Presiding Director, James A. Champy, 
presides at these independent director executive 
sessions. In addition, the committees of our Board of 
Directors also regularly hold executive sessions with 
their advisors without management present. 
NO HEDGING AND NO PLEDGING POLICY 
We prohibit all hedging transactions or short sales 
involving ADI securities by our directors and employees, 
including our executive officers. Since January 2013, 
we have prohibited our directors and executive officers 
from holding any ADI securities in a margin account, 
and from any future pledging of their Company 
securities as collateral for a loan. 
EQUITY AWARD GRANT DATE POLICY 
We do not time or select the grant dates of any stock 
options or stock-based awards in coordination with our 
release of material non-public information, nor do we 
have any program, plan or practice to do so. In addition, 
the Compensation Committee has adopted specific 
written policies regarding the grant dates of stock 
options and stock-based awards made to our directors, 
executive officers and employees, which are available 
on the investor relations website. 
EXECUTIVE STOCK OWNERSHIP GUIDELINES 
Under our recently updated guidelines, the target stock 
ownership levels are five times annual base salary for 
the Chief Executive Officer and three times annual 
base salary for other executive officers and any Senior 
Vice President reporting to the Chief Executive Officer, 
which we collectively refer to as, the Leadership Team. 
The Chief Executive Officer has four years from the 
date of his appointment as CEO to achieve his targeted 
level. Members of the Leadership Team other than the 
CEO have five years from the date he or she becomes 
part of the Leadership Team to achieve their targeted 
level. Shares subject to unexercised options, whether 
or not vested, and unvested performance-based 
RSUs whose performance has not yet been certified 
by the Compensation Committee will not be counted 
for purposes of satisfying these guidelines. RSUs and 
restricted stock (whether or not vested) and unvested 
performance-based RSUs whose performance has 
been certified by the Compensation Committee are 
counted for purposes of satisfying the guidelines. All 
members of the Leadership Team, other than Mses. 
Sacks and Asgeirsson, who first joined ADI in fiscal 
2021, were in compliance with our stock ownership 
guidelines as of the end of fiscal 2021. Mses. Sacks and 
Asgeirsson are expected to be in compliance with our 
stock ownership guidelines within the first five years of 
their appointment to the Leadership Team. 
CLAWBACK POLICY 
Our clawback policy provides that in the event of a 
material restatement of our financial results, the 
Compensation Committee may, as appropriate, seek 
to recover from any executive officer whose fraud or 
willful misconduct caused or partially caused such 
restatement, all or a portion of the performance-based 
compensation awarded to such executive officer that 
was in excess of the amount that would have been 
awarded based on the restated financial results.
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APPENDICES 
ADOPTION OF PROXY ACCESS RIGHT 
Our Board approved a bylaw amendment implementing 
proxy access, which allows shareholders that meet 
standard eligibility requirements to nominate and 
include in ADI’s proxy statement director candidates 
for election. 
CODE OF BUSINESS CONDUCT AND ETHICS 
We have a Code of Business Conduct and Ethics which 
details Analog Devices’ commitment to conducting 
business ethically, in compliance with the law, and in a 
way that reflects our deeper values. Our Board recently 
approved updates to the Code to further detail our 
commitment to safeguarding personal data, better 
explain our whistleblower reporting process and make 
other updates consistent with best practices. The new 
Code provides greater transparency on our enhanced 
whistleblower process. Specifically, we affirm our 
commitment to a consistent and transparent review 
process, prompt and thorough investigations, 
assignment of neutral investigators, communication 
about investigation outcomes and implementation of 
appropriate corrective actions. 
CODE OF CORPORATE SOCIAL RESPONSIBILITY 
We recently implemented a new Code of Corporate 
Social Responsibility that details Analog Devices’ 
policies for itself and its suppliers in the areas of Labor 
and Human Rights, Health and Safety, Environmental, 
Ethics, Management Systems and Data Privacy. 
BOARD OF DIRECTORS 
Audit Committee 
The Audit Committee 
oversees the integrity of 
ADI's financial statements, 
financial reporting and 
internal controls, auditing 
functions and internal risk 
management. 
Nominating and Corporate 
Governance Committee 
The Nominating and 
Corporate Governance 
Committee oversees ADI's 
governance structure 
and processes, Board 
composition and ESG 
policies, goals and 
programs. 
Compensation 
Committee 
The Compensation 
Committee oversees ADI's 
compensation practices 
and policies. 
Corporate Development 
Committee 
The Corporate 
Development Committee 
oversees ADI's strategic 
transactions and 
investments, capital 
allocation and structures, 
and financial exposures 
and contingent liabilities. 
Board Structure 
The Board regularly reviews our Board leadership structure, and it is recognized that the combination or separation 
of the CEO and Chair roles is driven by the needs of the company at a particular time. In January 2022, our Board 
unanimously appointed President and CEO Vincent Roche as the new Chair of the Board. As CEO since 2013, he has 
earned the respect and confidence of our employees, our customers and the investment community – as well as the 
Board. Board members agreed that Mr. Roche serving as Chair strengthens his ability to provide leadership as ADI 
continues to transition in response to customer demand for more complete solutions. 
The Board also has an independent Presiding Director. In accordance with best practices, the Presiding Director 
has significant responsibilities, including: 
• Leadership of executive sessions of the independent 
directors or other meetings at which the Chair is not 
present 
• Authority to call meetings of the independent 
directors 
• Coordinating with the Chair to call Board meetings 
• Overseeing the annual Board evaluation process 
• Serving as a liaison between the Chair and the 
independent directors, as required 
• Coordinating with the Chair to set and approve the 
Board schedule and agenda to assure sufficient time 
for discussion of all agenda items 
• Serving as the focal point for shareholder 
communications with the independent directors and 
requests for consultation addressed to independent 
members of the Board 
• The ability to retain outside professionals on 
behalf of the Board as the Board may determine is 
necessary or appropriate 
• Such other functions as the Board may direct from 
time to time
 
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APPENDICES 
Board Composition 
The Board and the Nominating and Corporate Governance Committee are committed 
to ensuring that the Board is composed of a highly capable group of directors who 
collectively provide a significant breadth of leadership skills, experience and knowledge 
to effectively represent the interest of shareholders, drive shareholder value and reflect 
our corporate values of integrity, honesty and adherence to high ethical standards. 
50% 
of directors added in the last 
5 years 
92% 
overall attendance at Board 
and Committee meetings in 
fiscal 2021 
36 
Board and Committee meetings 
in fiscal 2021 
9 of 12 
Directors 
are independent 
Strong Board Diversity 
ADI’s Board is composed of a diverse, experienced group of global thought, business and academic leaders. 
The Board believes that having directors with a mix of tenure, backgrounds and expertise helps transition the 
institutional knowledge of the more experienced directors while providing a broad, fresh set of perspectives. 
It is also committed to ensuring that its directors represent a broad range of experiences and abilities relative to the 
Company’s strategic vision and objectives.  As part of this commitment, the Board regularly reviews the skills and 
experience of its directors and is continually focused on board refreshment, while valuing the great contribution of 
our long-tenured directors. 
In 2021 the Board continued to make progress on broadening the range of experience, skill refinement, gender and 
tenure of our 12 directors. 
Diversity 
Between 2020 and 2021, ADI increased the diversity of 
the Board: 
33% 
Directors are female 
25%
Directors are  
ethnically diverse 
Average Tenure 
50% 
0-5 years 
25% 
5-10 years 
25% 
10+ Years 
7 years 
Average Tenure of 
Independent Directors "
The Board and management at ADI are deeply committed 
to a best-in-class ESG program. We are regularly reviewing 
and benchmarking our practices to confirm our program, 
initiatives and policies are right for ADI and are aligned with our 
shareholders’ interests.” 
SHELLY SHAW, Vice President, Associate General Counsel, Corporate, 
Securities and M&A

ECONOMY
GOVERNANCE
ENVIRONMENT
SOCIAL
ENGAGING WITH IMPACT
APPENDICES 
Director Experience 
CEO EXPERIENCE - 6 
Experienced leadership of complex 
global businesses 
INDUSTRY EXPERIENCE - 9 
Insight into key issues affecting ADI 
TECHNOLOGY LEADERSHIP - 10 
Expertise and thought leadership relating to 
technological innovation in our industry and our 
end markets 
GOVERNANCE/PUBLIC COMPANY BOARD 
EXPERTISE - 8 
Knowledge of public company governance issues 
and policies to enhance Board practices 
$
FINANCIAL EXPERTISE - 4 
Oversight of ADI’s audit function and preparation of 
financial statements and capital market expertise 
INTERNATIONAL EXPERIENCE - 10 
Insight into the many factors involved in overseeing 
management of ADI’s global footprint 
STRATEGY EXPERIENCE - 12 
Oversight of management’s development and 
implementation of strategic priorities 
RISK MANAGEMENT EXPERTISE - 3 
Oversight of risks facing ADI and a comprehensive 
approach to risk management 
CYBERSECURITY EXPERTISE - 4 
Oversight of ADI’s efforts to maintain our 
customers’ trust and protect the security of 
their data 
Ray Stata 
Director and Co-Founder of 
Analog Devices, Inc. 
Edward H. Frank 
Co-Founder and Former Chief 
Executive Officer of Cloud 
Parity 
Vincent Roche 
Chair of the Board and Chief 
Executive Officer of Analog 
Devices, Inc. 
Laurie H. Glimcher 
Professor of Medicine at 
Harvard Medical School and 
President and Chief Executive 
Officer of the Dana-Farber 
Cancer Institute 
James A. Champy 
Former Vice President of the 
Dell/Perot Systems business 
unit of Dell, Inc. 
Karen M. Golz 
Former Global Vice Chair of 
Ernst & Young 
Anantha P. Chandrakasan 
Dean of MIT’s School of 
Engineering and Vannevar 
Bush Professor of Electrical 
Engineering and Computer 
Science 
Mercedes Johnson 
Former Chief Financial Officer 
of Avago Technologies (now 
Broadcom Inc.) 
Tunç Doluca 
Former President and Chief 
Executive Officer of Maxim 
Integrated Products, Inc. 
Kenton J. Sicchitano 
Former Global 
Managing Partner of 
PricewaterhouseCoopers LLP 
Bruce R. Evans 
President of Evans Capital 
and Senior Advisor & Former 
Chairman of the Board of 
Summit Partners 
Susie Wee 
Former Senior Vice President 
and General Manager of 
DevNet and CX Ecosystem 
Success at Cisco Systems
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APPENDICES 
Executive Compensation 
The competition for talent in the technology sector is fierce. Our executive 
compensation program is designed to attract, retain and motivate top talent and align 
the interests of our executives and shareholders. 
As a knowledge-based business, we believe that the skills, expertise and experience of our employees, including 
our named executive officers (NEOs), are unique and critical factors in our overall success. We provide highly 
competitive compensation to attract and retain top executive talent. A significant portion of the total target 
compensation for our executive officers, including our NEOs, is in the form of variable, performance-based 
incentive compensation, with only a small portion of the total target compensation provided in the form of “fixed” 
compensation. We believe this provides our executive officers an opportunity to earn above average compensation, 
as compared to our peer group companies, if ADI delivers strong results. 
Pay and Governance Best Practices 
• Our cash incentive bonus awards are based solely on our financial performance. 
• A significant portion of equity awards are contingent upon long-term performance achievement. 
• Incentive awards are tied to rigorous performance targets aligned with our corporate strategy. 
• Payout for relative total shareholder returns (TSR)-based awards are capped at target for instances of negative 
absolute TSR. 
• We have adopted a Clawback policy for all executive officers in the event of a material financial restatement due 
to fraud or willful misconduct. 
• We have a specific policy regarding the grant dates of stock options, restricted stock units (RSUs) and other 
stock-based awards for our directors, executive officers and employees. 
• Hedging and pledging of ADI securities is prohibited. 
• An annual “say on pay” vote is conducted. 
Our compensation program requires executives 
to maintain meaningful stock ownership. The 
Board has adopted stock ownership guidelines 
for executive officers and directors, which 
aligns the interests of its executive officers and 
directors with the interests of shareholders, 
fosters sound corporate governance and 
illustrates a commitment to ADI. In 2021, we 
increased our stock ownership guidelines for the 
CEO from 2x to 5x of base salary and for all other 
executive officers from 1x to 3x of base salary.
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APPENDICES 
Risk Oversight
Enterprise Risk 
Oversight 
At ADI, our ESG program and its oversight are closely 
aligned with our Enterprise Risk Management (ERM) 
program. Our ERM program defines how we identify, 
manage and govern risk throughout our organization 
to promote the achievement of our financial and 
operational goals in a compliant manner. It assigns 
accountability for risk management to every business 
unit, based on the risks they encounter as part of their 
day-to-day operations. In 2021, we appointed ADI’s first 
Chief Risk Officer to oversee internal risk management 
programs in partnership with the senior leadership 
team. At the management level, the Chief Risk Officer 
chairs ADI’s Enterprise Risk Management Committee, 
which oversees risk management on a company-wide 
basis and enhances our risk oversight practices with 
quarterly cross-functional committee meetings. 
The Board’s role in ADI’s risk oversight process includes 
receiving regular reports from members of senior 
management on areas of material risk to ADI. Our 
Chief Risk Officer provides regular reports to our full 
Board regarding our management of all enterprise and 
operational risks and our Enterprise Risk Management 
program, with periodic updates on focus areas, such 
as cybersecurity. The Board also receives regular 
updates from our Audit Committee, Compensation 
Committee and Nominating and Corporate Governance 
Committee, which provide our Board with thorough 
insight about how ADI manages risk.
 
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ECONOMY
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APPENDICES 
Board Committees Related to Risk 
Corporate 
Development 
Committee 
The Corporate Development Committee oversees ADI’s 
strategic transactions and investments, capital allocation 
and structures, and financial exposures and contingent 
liabilities. 
Audit 
Committee 
ADI’s Audit Committee oversees ADI’s enterprise risk 
assessment and risk management, the integrity of 
ADI's financial statements, financial reporting and 
internal controls, auditing functions and internal risk 
management. The Audit Committee receives regular 
reports from our Director of Internal Audit on internal 
audit matters and our Chief Risk Officer on risk 
management matters. The Audit Committee also receives 
reports at least annually from our Chief Information 
Officer on information security, technology and data 
privacy and protection. 
Compensation 
Committee 
The Compensation Committee oversees ADI’s 
compensation practices and policies, and assesses 
risk associated with their areas of oversight, including 
whether ADI’s executive compensation program and non-
executive director compensation practices encourage 
excessive or inappropriate risk taking. 
Nominating  
and Corporate  
Governance 
Committee 
The Nominating and Corporate Governance Committee 
oversees ADI’s governance structure and processes, 
Board composition and succession planning for 
ADI’s Board. The Committee also oversees ADI’s ESG 
policies, goals and programs, including reviewing the 
ADI’s sustainability initiatives and goals and progress 
toward achieving those goals. At the management 
level, the newly formed ESG Oversight Committee 
reports to the Nominating and Corporate Governance 
Committee quarterly. 
ESG Program Oversight 
Our CEO, our senior leadership team and newly appointed roles dedicated to ESG lead 
our ESG agenda. Our Nominating and Corporate Governance Committee has specific 
oversight responsibility for ADI’s ESG programs, initiatives, policies and goals, 
including reviewing ADI’s sustainability initiatives and goals and ADI’s progress toward 
achieving those goals. 
Our Board is fully engaged and receives regular updates from senior management 
about our ESG program, including updates on emerging issues and progress against 
stated targets. These ESG topics also include educational components to keep 
the Board abreast of the quickly changing ESG regulatory environment, as well as 
other evolving practices, risk oversight, mitigation strategies and other relevant 
ESG topics. 
 In 2021, ADI created a new ESG Executive Council that consists of in-house subject 
matter experts, such as Human Resources (HR), Environmental Health & Safety (EHS), 
and Compliance and Ethics, that meets monthly and reports to the ESG Oversight 
Committee. The ESG Oversight Committee reports to the Nominating and Corporate 
Governance Committee quarterly and presents on topics such as stakeholder value, 
ESG ratings and key ESG focus areas. "
…corporations are being pushed by investors to adopt a more stakeholder-oriented business model, 
not only to be more responsible corporate citizens, but also to enhance long-term shareholder value 
via improved ESG risk management.” 
2021 ETHICS RESEARCH CENTER, the research arm of the Ethics & Compliance Initiative
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GOVERNANCE
ENVIRONMENT
SOCIAL
ENGAGING WITH IMPACT
APPENDICES 
Stakeholder 
Engagement 
ADI delivers holistic solutions that 
make a true impact on the world. This is 
fundamental to our approach to ESG, and 
encompasses a variety of stakeholders, 
including customers, employees, 
communities and suppliers in addition to 
engaging shareholders. 
We have ongoing, transparent communications to 
ensure we continue to focus on the issues most 
important to our stakeholders. Topics covered include 
our global engagement, regulatory compliance, supply 
chain resiliency, EHS programs and progress and 
climate targets and progress. 
How ADI Engages with our Stakeholders: 
EMPLOYEES
►Regular company- or 
business-wide emails 
and videos from 
senior leadership
►Leadership town 
halls, discussions and 
webinars, including 
opportunities for 
questions and answers 
►Pulse engagement 
survey and ADI Cultural 
Values survey  
CUSTOMERS
►	 Meetings with senior 
executives at the 
business and corporate 
level
►	 Engagement strategy 
driven by business 
leadership depending 
on industry 
MEMBERSHIPS
►	 Signatory to the UN 
Global Compact 
►	 Member of the 
Responsible Business 
Association (RBA), 
Responsible Minerals 
Initiative (RMI) and 
Responsible Labor 
Initiative (RLI)
►	 Member of 
Semiconductor Industry 
Association (SIA) and 
our CEO and Board Chair 
Vincent Roche serves on 
their Board of Directors
►	 Member of SEMI 
INVESTORS
►	 Strong commitment 
to transparency – 
communicate strategic, 
operational and financial 
results and progress 
on priorities
►	 Quarterly earnings 
conference calls open to 
investors and available on 
our website
►	 Annual meeting 
of shareholders
►	 Investor relations 
website
►	 Regular engagement with 
institutional investors 
and other shareholders, 
covering a variety of 
topics, including ESG 
REGULATORS/ 
GOVERNMENT 
AGENCIES
►	 Pursuit of “honest 
broker” relationships 
with government 
stakeholders to promote 
collaborative, win-win 
outcomes on ESG and 
sustainability issues 
►	 Commitment to 
regulatory compliance 
and strong performance 
►	 Engagement to support 
decision makers in 
sustainability goals, 
including climate change 
and decarbonization 
SUPPLIERS
►	 Commitment to an 
ethical supply chain 
program and Supplier 
Integrity Guide for 
Suppliers based on RBA’s 
strong guidance 
►	 Access to ADI’s 
Whistleblower hotline 
COMMUNITIES
	 ADI locations empowered to support charitable 
organizations based on the needs of the local community
	 ADI Volunteers, contributing to the communities where ADI 
people live and work
	 ADI Foundation, committed to transforming our 
communities and shaping the diverse workforce of 
tomorrow
	 Outreach to local communities and stakeholders on 
decisions with broader impact

ECONOMY
GOVERNANCE
ENVIRONMENT
SOCIAL
ENGAGING WITH IMPACT
APPENDICES 
Integrated Approach  
to Shareholder 
Engagement 
We maintain an active engagement program with our 
shareholders, conducting extensive investor outreach 
throughout the year that involves senior management 
and various departments. This helps management and 
the Board understand and focus on the issues that 
matter most to our shareholders, so ADI can address 
them effectively. 
During fiscal 2021, we conducted more than 200 
unique engagements with our shareholders, and we 
also continued our specific outreach effort with our 
institutional investors to discuss corporate governance 
issues affecting ADI. We produced the sixth installment 
of our ADI Uncovered webcast series discussing 
business strategy and trends in instrumentation. 
We also offered multiple webcasts and attended 
conferences to keep shareholders informed of 
company developments, including a special investor 
call regarding our capital allocation plans following the 
close of the Maxim acquisition. 
Shareholder and stakeholder feedback is integrated 
into boardroom discussions regularly and helps to 
inform the Board’s decisions and ADI’s practices and 
disclosures. 
Shareholder Topics of Interest 
In fiscal 2021, we reached out to our top 25 shareholders, representing approximately 45% of our outstanding 
shares, with an invitation to have discussions with their corporate governance teams. Topics covered in these 
meetings with shareholders who accepted our engagement invitation included: 
• Board composition and risk oversight 
• Board evaluation and refreshment 
• Executive compensation practices and design 
• Environmental, social and governance 
considerations, including diversity, equity and 
inclusion and human capital management 
Shareholder Topics and Company Response 
In the spirit of continuous improvement, we reviewed with our Board the key takeaways from these shareholders 
meetings with the goal of continuing to evolve our corporate governance practices to best meet the needs of ADI 
and our shareholders. Our dialogue has led to enhancements to our practices and disclosures our Board believes 
are in the best interests of ADI and our shareholders. For example: 
Topics of Discussion
Recent Outcomes of Engagement 
CORPORATE 
GOVERNANCE 
• Continued focus on active Board refreshment and diversity; added one new female 
director to the Board, bringing female representation to more than 30% of the 
Board. 
• Increased our stock ownership guidelines for the CEO from 2x to 5x and for all other 
executive officers from 1x to 3x. 
• Appointed ADI’s first Chief Risk Officer and continued to enhance our risk oversight 
practices with quarterly cross-functional committee meetings, quarterly updates to 
the Audit Committee and regular updates to the Board. 
• Enhanced risk oversight practices for our Board, including cybersecurity at the 
Board level and ESG under the Nominating and Corporate Governance Committee. 
ENVIRONMENT, 
SOCIAL AND 
GOVERNANCE 
• Continued to enhance ESG disclosure, publishing second annual Corporate 
Responsibility Report and EEO-1 data. 
• First US semiconductor company to deploy a sustainable finance instrument with 
an inaugural green bond issuance in 2020, followed by the establishment of a 
sustainability-linked revolving credit facility and a sustainability-linked bond offering 
in 2021. 
• Strengthened ADI’s commitment to reducing carbon emissions by setting a new goal 
to reach carbon neutrality by 2030 and net zero greenhouse gas emissions by 2050 
or sooner.
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APPENDICES 
Enterprise Risk Management 
In 2021, following the acquisition of Maxim, ADI launched an enhanced Enterprise Risk Management (ERM) program 
that employs a five-phase approach: risk identification, risk measurement, response identification, response 
execution and monitoring and measurement. Dozens of interviews were conducted as part of the ERM program to 
identify the most common risk areas across the enterprise. 
We utilized the framework offered by Commission on Sponsoring Organizations (COSO), a joint initiative dedicated 
to guiding entities in relevant aspects of organizational governance, business ethics, internal control, business 
risk management, fraud and financial reports. Using this approach, risks were sorted into strategic, operational, 
compliance and financial categories and then ranked and rated based on impact, likelihood, velocity of risk, 
difficulty or duration of recovery and existence of mitigating actions. 
Our enterprise risk program aims to support informed organizational decision-making for strategic planning, 
tactical execution, budgeting and risk oversight that optimizes risk outcomes and protects stakeholder value. The 
ERM function enables our team members to make risk management more efficient and effective by providing and 
maintaining a risk management framework and developing appropriate mitigation strategies. We also believe that 
a strong ERM program enhances corporate governance, helps to define management’s leadership and commitment 
towards openness, honesty, integrity and ethical behavior and reinforces the Tone at the Top. 
Our internal audit department aids in facilitating the risk identification and prioritization, coordinating with 
executive risk owners on formulation and status of risk responses and reporting consolidated results of risk 
prioritization and risk responses status to the Company’s senior management, the Audit Committee and the 
Board of Directors. 
Management is responsible for identification of risks or threats to ADI’s objectives, assessing the risk (i.e., the 
impact and likelihood of the threat occurring), undertaking control and other risk response activities to prevent 
and mitigate risks to corporate risk appetite level and providing assurance on the effectiveness with which risks 
are managed. The Executive Risk Committee establishes and cascades strategic goals and targets, to ensure 
enterprise alignment while the business units and enterprise functions represented on the ERM Committee 
are responsible for operational management, business performance and management of events or risks to the 
business. The Board of Directors, the appropriate committees and the CEO provide oversight including reviewing, 
challenging and concurring with management on the top risks and the Company’s overall risk appetite.
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ECONOMY
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ENVIRONMENT
SOCIAL
ENGAGING WITH IMPACT
APPENDICES 
ERM Risk Committee 
Representative Risk 
Functions 
Operational risk 
management experts 
reporting to the executive 
risk committee, supports 
board committees and 
business units on status of 
risk management plans. 
Governance 
(Oversight)    
Board of Directors, Audit Committee, Chief Executive Officer 
Executive Risk 
Committee 
• SVP, Chief Legal and Risk Officer 
• EVP, Finance and Chief Financial Officer 
• EVP, Global Operations and Technology 
• SVP, Chief Customer Officer 
• SVP, Chief Technology Officer 
• SVP, Chief People Officer 
• SVP, COO Maxim and IMO 
• SVP, Automotive and Energy, Communications,  
and Aerospace Group 
• SVP, Consumer and Cloud Infrastructure 
• SVP, Digital Healthcare 
• SVP, Industrial and Multi-Markets 
• EVP and President of Business Units 
Business 
Units and 
Enterprise  
Functions 
(ERM 
Committee) 
• Automotive and Energy, Communications, and 
Aerospace Group 
• Consumer and Cloud Infrastructure 
• Digital Healthcare 
• Industrial and Multi-Markets 
• Global Operations 
• Enterprise Functions* (*Enterprise functions 
include: Customer Office, Technology Office, HR, 
IMO, Finance) 
Oversight 
The Board, the appropriate 
committees and CEO provide 
oversight and will have 
appropriate transparency 
and visibility into the key risk 
functions, ERM issues and 
risks related to the business. 
Executive Risk Committee 
Establishes and cascades 
strategic goals and targets, 
to ensure enterprise 
alignment. Responsible for 
designing, implementing and 
maintaining an effective risk 
program. 
Business Unit and Enterprise 
Functions 
Responsible for operational 
management, business 
performance and 
management of events or 
risks to the business. 
Compliance and Risk 
Compliance 
Sets the governance 
structure for information 
sharing and coordinating 
compliance-related risks 
across the company. 
Internal Audit 
Facilitates alignment with 
control monitoring and risk 
mitigation efforts to support 
the ERM program.
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ECONOMY
GOVERNANCE
ENVIRONMENT
SOCIAL
ENGAGING WITH IMPACT
APPENDICES 
Setting ESG Priorities 
We are committed to transparency and seek to frame our ESG 
disclosures to be responsive to the needs of our stakeholders by 
using the frameworks developed by Global Reporting Initiative 
(GRI), Sustainability Accounting Standards Board (SASB) and 
Task Force on Climate-Related Financial Disclosures (TCFD). 
To ensure that our priorities align with stakeholder expectations, market trends 
and business risks and opportunities, we consider input received through our 
ERM assessment process as well as from employees, shareholders, customers, 
suppliers and other stakeholders through our regular engagements. We also examine 
third-party sustainability assessments and benchmark disclosure trends and best 
practices. As a result of this process, we believe that the ESG issues that are the 
most relevant to our business and of the most interest to our stakeholders include: 
• Business innovation 
• Cybersecurity, data protection and data privacy 
• Risk oversight 
• Human rights 
• Supply chain resilience 
• Climate change 
• Corporate culture 
• Talent issues, including recruitment and retention, diversity, equity and inclusion 
and employee health and safety 
• Engagement with our global communities 
Each of these priorities are addressed in this report to help stakeholders understand 
its relevance for ADI and how we manage the related risks and opportunities.
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ECONOMY
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APPENDICES 
Compliance 
and Business 
Ethics 
At ADI, we know that integrity powers 
growth. Our agility and responsiveness to 
customer and market needs are matched 
by our commitment to do so responsibly, 
with integrity and in compliance with legal 
requirements. This ethical commitment 
has enabled a strong foundation of trust 
with our customers, employees and in 
our communities. "
Our Code of Business Conduct and Ethics outlines our approach 
to conducting business ethically, in compliance with the law and 
in a way that reflects our deeper values.” 
VINCENT ROCHE, CEO and Chair of the Board of Directors 
Integrity Powers: 
Growth, Culture, 
Fair Business 
Practices, Trust, 
Responsibility, 
Courage 
GROWTH 
Allowing to Innovate 
and Attract and 
Retain Best People 
CULTURE 
Mutual Respect 
and Caring for 
One Another 
FAIR BUSINESS 
PRACTICES 
Fair Competition, 
Good Judgment 
and Choosing the 
Right Partners 
COURAGE 
To Raise 
Questions and to 
Report Concerns 
RESPONSIBILITY 
Safeguarding Intellectual Property, 
Protecting Confidential Information, 
Smart Use of Assets, Understanding 
Insider Trading Rules and Trade 
Compliance 
TRUST 
Transparency, 
Conflict Disclosures, 
Cooperation, Common 
Sense and Commitment 
to Data Privacy
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ECONOMY
GOVERNANCE
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SOCIAL
ENGAGING WITH IMPACT
APPENDICES 
Code of Business 
Conduct and Ethics & 
Code of Corporate 
Social Responsibility 
Our commitment to ethics and integrity is stronger 
than ever. We are actively focused on enhancing 
our policies, practices and trainings to deepen this 
commitment. As part of this effort, we have updated 
our Code of Business Conduct and Ethics. Our Code 
provides a blueprint to guide our day-to-day decision 
making at ADI. Our Code describes our responsibilities, 
and we use it as a resource when we have questions 
or need guidance about how to proceed ethically 
in a certain situation. Everyone who works for ADI, 
including the Board of Directors and each employee 
as well as all independent contractors, consultants 
and agents who provide services to ADI is expected to 
comply with our Code. We also expect our customers, 
suppliers, third-party sales representatives, 
distributors, consultants and others engaged in 
business activities with ADI to comply with the law 
in the course of their relationship with ADI, including 
all applicable statutes, rules and regulations in all 
countries and regions in which we do business. 
Bribery and corruption are simply not acceptable at 
ADI. We comply with all applicable anti-corruption 
and anti-bribery laws in all countries where we do 
business. We prohibit offering, giving or receiving 
bribes in connection with work for ADI at any time for 
any reason. We also expect all ADI personnel to act 
and make business decisions in the best interests of 
ADI and refrain from engaging in activities that create 
a conflict of interest or an appearance of a conflict. In 
general, we avoid any activity or personal interest in 
a transaction or relationship that creates or appears 
to create a conflict between our own private interests 
and ADI’s interests, or that might impair our ability to 
perform our ADI duties and responsibilities honestly, 
objectively and effectively. We never use ADI’s 
property, information or business opportunities for our 
own personal gain or benefit, or that of anyone else. 
In addition, to our Code of Business Conduct and 
Ethics, we’ve adopted a new Code of Corporate 
Social Responsibility, that draws upon internationally 
recognized standards to promote social and 
environmental responsibility in the workplace 
and its business. ADI is committed to ensuring 
that its employees are treated with respect and 
dignity and that its manufacturing processes are 
environmentally responsible. 
ADI is a member of the Responsible Business Alliance 
(RBA) - the world’s largest industry coalition dedicated 
to electronics supply chain responsibility. Therefore, 
we subscribe to the RBA Code of Conduct (RBA Code) 
and not only use it within our own operations but also 
expect our key suppliers to recognize the RBA Code 
as well. 
ADI POLICIES ON STRATEGIC 
CORPORATE RESPONSIBILITY ISSUES: 
• Anti-Slavery & Human Trafficking 
Statement 
• Anti-Corruption Policy 
• Code of Business Conduct and Ethics 
• Code of Corporate Social Responsibility 
• Commitment to the United Nations Global 
Compact 
• EEO and Affirmative Action Policy 
• Gift & Entertainment Guidelines 
• Global Tax Policy 
• Information Security Statement 
• Political Contributions and Expenditures 
• Privacy Policy 
• Related Person Transaction Policy 
• Sexual & Other Unlawful Harassment Policy 
• Supplier Ethics Commitment 
Documents are available at: https://investor. 
analog.com/governance/governance-
documents and https://www.analog.com/esg
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ECONOMY
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APPENDICES 
Raising Awareness & 
Training 
In addition to enhancing our policy commitments, 
we are dedicated to raising awareness of ethics and 
compliance topics. We’ve developed a centralized 
and comprehensive compliance training plan for 
our global workforce. In 2022 we are expanding our 
ethics and compliance training program worldwide. 
All ADI employees will receive ethics and compliance 
courses that include region-specific and role-based 
assignments and will cover topics related to conflict of 
interest, anti-bribery and corruption, insider trading, 
workplace harassment prevention, data privacy and 
security, health and safety, and trade compliance, 
among others. Our Anti-Bribery and Corruption 
training will cover gifts and entertainment, with 
additional training on global laws and regulations, 
foreign officials, third parties and the importance 
of accurate recordkeeping. Conflicts of Interest 
training will provide our employees with guidance 
on recognizing and handling conflicts – or potential 
conflicts – that can threaten organizational integrity. 
Training completion will include review of ADI’s Code of 
Business Conduct and Ethics, the Code of Corporate 
Social Responsibilities, Insider Trading Policy and other 
applicable policies. 
Most of our global trainings will be offered in Chinese 
and Thai languages, as well as in English. 
It is everyone’s responsibility to uphold our company 
values, foster an ethical culture and build upon the 
foundation of trust we have created. All employees 
and contingent workers are expected to understand 
and comply with our Code of Business Conduct and 
Ethics, the Code of Corporate Social Responsibilities 
and other policies and complete ethics and compliance 
trainings when assigned. In 2022 we strive for a 100% 
completion rate. 
Whistleblower 
Program, Reports, 
Investigations and 
Corrective Measures 
We have an open-door policy and rely on our employees 
to speak up to raise concerns. Anyone can report 
concerns through ADI’s Ethics Hotline (online at www. 
analog.ethicspoint.com or by phone). ADI’s toll-free 
Ethics Hotline allows for anonymous reporting (when 
permitted by applicable law) and is managed by an 
independent third party. In addition, reports can also 
be made to a supervisor, Human Resources or ADI’s 
Compliance team within the Legal and Risk Oversight 
group through its Ethics Email Box. 
ADI has developed processes to ensure that reports 
are promptly reviewed and corrective actions are 
implemented, if appropriate. The Chief Legal and Risk 
Officer and Compliance Legal team within Legal and 
Risk Organization provide for oversight on all global 
investigations to ensure matters are handled fairly, 
consistently and transparently. Additionally, the 
Board of Directors provides oversight on investigation 
processes, compliance trends and matters, 
as appropriate. 
ADI does not tolerate retaliation against anyone 
who in good faith reports possible violations of the 
law, ADI’s Code of Business Conduct and Ethics, 
Code of Corporate Social Responsibility or other 
company policies or procedures, questions on-going 
or proposed conduct, or participates in an internal 
investigation. ADI trains its employees on its anti-
retaliation policy and takes proactive steps to prevent 
retaliation. Additionally, ADI requires its suppliers 
to prohibit retaliation for good faith reporting or 
participation in whistleblower investigation processes. 
WAYS TO SUBMIT COMPLIANCE REPORTS 
There are many resources available to make 
a report: 
• Supervisors 
• The Human Resources Department 
• ADI’s Chief Legal Officer 
• ADI’s Ethics Hotline (online or by phone) 
• ADI’s Ethics Email Box 
ADI’s toll-free Ethics Hotline is anonymous 
and is operated by an independent third 
party, NAVEX Global, which can be reached at 
analog.ethicspoint.com.

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GOVERNANCE
ENVIRONMENT
SOCIAL
ENGAGING WITH IMPACT
APPENDICES 
Trade Compliance 
Our semiconductor wafers are manufactured, 
assembled, tested and packaged both internally and by 
third parties located outside of the US. Our integrated 
circuit (IC) products are fabricated on proprietary 
processes at our internal production facilities in 
Wilmington, Massachusetts; Camas, Washington; 
Beaverton, Oregon; and Limerick, Ireland and also on 
a mix of proprietary and non-proprietary processes 
at third-party wafer fabricators. We currently source 
approximately half of our wafer requirements annually 
internally and the remaining from third-party wafer 
fabrication foundries, such as Taiwan Semiconductor 
Manufacturing Company (TSMC) and others, typically 
where deep-submicron lithography capabilities and/or 
large manufacturing capacity is required. 
Our worldwide business activities are subject to 
various laws, rules and regulations of the US as 
well as of foreign governments. The global nature 
of our business subjects us to a number of risks 
and uncertainties, which could have a material 
adverse effect on our business, financial condition 
and results of operations, including international 
economic and political conditions and other political 
tensions between countries in which we do business; 
unexpected changes in, or impositions of, legislative or 
regulatory requirements; and exporting or importing 
issues related to export or import restrictions, 
including deemed export restrictions, tariffs, quotas 
and other trade barriers and restrictions. 
ADI’s Global Trade Compliance Team helps ensure 
that applicable international trade laws are followed 
when ADI’s products are moved or sold internationally. 
With local presence in the US, APAC and EMEA, team 
members serve as subject matter experts on the 
range of global trade issues that impact our business. 
The team helps clear ADI’s international shipments, 
performs restricted party screening, advises on export 
license restrictions, sets policies and procedures 
and obtains import or export licenses when required. 
They also stay current on new trade regulations in the 
jurisdictions where we operate and ensures ADI has 
processes in place to comply with the new regulations.

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Public Policy 
We conduct our efforts only through specifically 
authorized and legally compliant lobbying activities 
and file lobbying disclosure reports with state 
governments where required by law. We do not 
make political contributions of any kind to parties 
or candidates, including any direct contributions 
through intermediary organizations. This policy 
applies worldwide, even where these contributions are 
permitted by law. 
Our public policy and government relations are 
managed by ADI Government Relations worldwide. The 
Nominating and Corporate Governance Committee 
of our Board oversees our policies and practices, and 
periodically receives reports from ADI management on 
such policies and practices. 
2021 Political Activities 
In 2021, ADI began the process of introducing key 
federal and state policymakers to our company. 
One of the key issues we focused on is global 
supply chain resiliency and broad capacity needs 
worldwide, which has been exacerbated by COVID-19. 
Industry resiliency in the face of increasing climate 
change-induced natural disasters and extreme 
weather events has become an important topic in 
public policy conversations – and will likely continue to 
be moving forward. 
Approach 
Public policy engagement allows ADI to provide 
thought leadership to both US and global governments 
on issues that directly impact our business, the 
communities where we operate and the semiconductor 
industry as a whole. Through conversations with 
government officials, trade associations and 
other coalitions, we build relationships with key 
governmental offices and agencies and educate 
state and federal policymakers on key issues such 
as supply chain resilience, workforce development 
and ESG-related issues including climate change and 
responsible materials sourcing. At the state level, our 
efforts are predominantly focused on the states where 
we have the largest presence: Massachusetts, Oregon, 
Washington and North Carolina. 
ADI belongs to a number of trade associations 
worldwide, representing the interests of the technology 
industry, industries in which ADI operates and the 
broader business community. These organizations 
work to bring about industry consensus and advocacy 
on major public-policy issues. Our participation in trade 
associations does not mean that we agree with every 
position a trade association takes on an issue. 
ADI is currently an active member of the Semiconductor 
Industry Association (SIA), and our CEO and President 
is on the SIA Board. We are also a member of other US 
trade associations, including SEMI, Semiconductor 
Research Corporation and Open RAN Policy Coalition. In 
addition, we are members of several trade associations 
located outside the US – Ireland, India, China and some 
of our other main locations. 
To that end, in late 2021, we began engaging in direct 
lobbying efforts on these issues given their importance 
to the semiconductor industry as a whole, as well as to 
our business, customers, shareholders and employees. 
Through our membership in SIA, we participated 
heavily in SIA board meetings and engaged in 
discussions with members of the US Congress. In late 
2021, we began lobbying with SIA for several pieces 
of legislation important to strengthening the US’s 
semiconductor capabilities over the long term.

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Human Rights 
Our Approach 
We believe human rights are the fundamental 
freedoms and standards of treatment to which all 
people are entitled. ADI recently released a new Code 
of Corporate Social Responsibility, which outlines 
human rights requirements for all global workers. In 
addition, a key strategy for protecting human rights 
at ADI is our active participation in the Responsible 
Business Alliance (RBA), the world’s largest industry 
coalition dedicated to electronics supply chain 
responsibility. Membership requires that we adopt the 
RBA Code of Conduct, which establishes standards 
to ensure that working conditions in the electronics 
industry and its supply chains are safe, that workers 
are treated with respect and dignity and that business 
operations are environmentally responsible and 
conducted ethically. RBA’s audit process is a critical 
component to our strategy for ensuring the protection 
of human rights in our supply chain. 
Respect for 
Human Rights 
Respect for human rights is rooted in our values and 
applies wherever we do business. These principles apply 
to all employees and contingent workers, products 
and services, as well as our business relationships, 
including our supply chains. They also align with 
multiple frameworks including the UN Guiding Principles 
on Business and Human Rights, ILO Declaration on 
Fundamental Principles and Rights at Work and UN 
Universal Declaration of Human Rights. 
Our Commitment 
ADI is committed to the human rights of all workers 
and to ensuring that they are treated with respect and 
dignity and work within humane working conditions. 
Analog Devices 
• Stands against discrimination of its workers. Our 
policies strictly prohibit harassment, discrimination 
and retaliation. 
• Prohibits child labor for its workforce and prohibits it 
in any stage of the manufacturing process. 
• Prohibits forced labor. All work must be voluntary, 
and workers should be free to leave work or 
terminate their employment with reasonable notice. 
• Is committed to paying workers at least the minimum 
wage required by applicable laws and regulations 
and providing all legally mandated benefits. 
• Is committed to compensating employees for all 
overtime hours, not deducting from wages unless 
legally permitted. 
• Considers direct engagement and open 
communication to be the most effective method 
of resolving workplace and compensation issues 
between workers and management. In full 
compliance with laws, ADI respects the rights 
of workers to associate freely, form and join 
workers organizations, seek representation and 
bargain collectively. Workers are protected from 
intimidation, harassment and retaliation for open 
communication with management regarding 
working conditions. 
• Is committed to ensuring appropriate controls, 
safe work procedures, preventative maintenance 
and protective measures (such as physical 
guards, interlocks and barriers) are used in the 
workplace to mitigate health and safety risks. ADI 
is committed to providing workers with appropriate 
personal protective equipment in situations where 
hazards cannot be adequately controlled by the 
aforementioned means. Workers have the right to 
raise safety concerns without fear of reprisal. 
• Has in place processes to enable anyone, including 
employees, contractors, employees of ADI suppliers 
and other external stakeholders, to report concerns 
through ADI’s third party-operated Ethics Hotline. 
ADI is committed to investigating allegations 
promptly and pursuing action to correct any 
adverse labor and human rights, health and safety, 
environmental or ethics impacts. 
We have embedded our approach and programs 
associated with our operations, supply chain and 
products in the ADI’s policies and procedures.

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APPENDICES 
Salient Human Rights 
Risks 
At ADI, we engage regularly with key stakeholders, 
including customers, suppliers, our employees and 
organizations like the United Nations, SIA, RBA and 
SEMI to help identify salient human rights risks in the 
semiconductor industry and in places where we do 
business. We seek to educate ourselves on emerging 
issues in order to address potential violations or issues 
early. Key focus areas for ADI include: 
• Freedom from slavery and forced or child labor 
• Non-discrimination 
• Right to a safe, clean work environment 
• Right to decent work 
• Right to safety and security 
• Right to peaceful assembly and freedom 
of association 
• Right to privacy 
• Right to living wage and humane treatment in 
the workplace 
• Access to reporting and remedy process 
Human Rights in 
Our Operations 
At our own ADI offices and manufacturing facilities, 
ADI is committed to providing our employees with 
a safe, inclusive and respectful work environment 
where they can thrive. Harsh and inhumane treatment 
is not tolerated, including any sexual harassment, 
sexual abuse, corporal punishment, mental or physical 
coercion or verbal abuse of workers; nor is the threat 
of any such treatment tolerated. In 2021, we updated 
our Code of Business Conduct and Ethics to ensure we 
maintain a workplace free of harassment and unlawful 
discrimination. Our Code of Business Conduct and 
Ethics provides details on ADI’s policies that promote a 
mutually respectful, safe and healthy workplace. 
We believe that open communication and direct 
engagement between workers and management are 
the most effective ways to resolve workplace and 
compensation issues. We also respect the right of all 
workers to freedom of association and to share ideas 
and concerns with management regarding working 
conditions and management practices without the fear 
of reprisal, intimidation or harassment. 
Human Rights in Our 
Supply Chain 
ADI is committed to upholding human rights in our supply 
chain, and our manufacturing suppliers are expected to 
comply with our Code of Corporate Social Responsibility. 
As outlined in these principles, ADI does not use or 
tolerate the use of forced labor, involuntary labor or 
child labor. We expect our suppliers to follow these 
principles as well and maintain progressive employment, 
environmental, health and safety and ethics practices 
that meet or exceed all applicable laws and codes such 
as ADI’s Code of Corporate Social Responsibility, ADI 
Code of Business Conduct and Ethics and RBA Code 
of Conduct. These standards promote best practices 
in a number of areas affecting human rights in our 
supply chain, including freely chosen employment, child 
labor avoidance, working hours, wages and benefits, 
humane treatment, non-discrimination and freedom 
of association. 
The RBA Code of Conduct contains standards 
intended to eradicate slavery and human trafficking 
in the electronics supply chain. In 2021 ADI issued its 
Anti-Slavery and Human Trafficking Statement, which 
outlines how ADI and its suppliers comply with the 
RBA Code. In addition, ADI’s new Code of Corporate 
Social Responsibility addresses child labor, humane 
treatment and involuntary labor as well as health and 
safety and environmental issues. 
ADI also aims to respect the human rights of 
communities, and minimize adverse effects from its 
manufacturing on communities, by adhering to the RBA 
Code of Conduct’s environmental standards – which 
are designed to address issues such as air and water 
pollution, hazardous substances and waste – and its 
ethics standards, which call for responsible sourcing 
of minerals. See Responsible Mineral Sourcing for 
more details.

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Supply Chain Management 
new version is released. Every two years, certain ADI 
suppliers have a validated assessment program (VAP) 
compliance audit conducted by an independent, third-
party auditor that has been approved by the RBA and is 
specially trained in social and environmental auditing 
and the VAP protocol. ADI can nominate a supplier for a 
VAP audit if the SAQ raises concerns. 
VAP is the leading standard for onsite compliance 
verification and effective, shareable audits. The 
Audit Cooperation Program (ACP) allows suppliers 
to be nominated for a VAP audit by multiple member 
companies. The audit is then shared with the members 
that purchase from that facility. 
Audits include thorough document review, interviews 
with management and employees and a visual site 
survey, using local, native speaking auditors where 
possible. VAP auditors are specially trained to spot 
hard-to-find VAP protocol violations like instances of 
forced labor and are specialists in understanding where 
some violations are more common, such as excessive 
working hours in areas with high migrant worker 
populations. Non-compliances to the protocol that are 
uncovered during a VAP audit are rated by severity as 
“minor,” “major” or “priority,” and the supplier is given 
a specified period of time to remedy the findings and 
implement systems to prevent reoccurrences. 
We report to the RBA as part of our compliance 
requirement on how many of the ADI-owned facilities 
and supplier facilities have completed the SAQs and 
if there were any significant findings from any of the 
audits on those suppliers. 
See Human Rights Section. 
See Responsible Mineral Sourcing Section.
Overview 
ADI is committed to maintaining a resilient and 
responsible global supply chain. This past year we 
developed a more integrated global supply chain 
management system and continued to develop strategic, 
impactful and agile relationships with our suppliers. 
We have an alert system in place to stay aware of 
environmental, political or social events or issues in areas 
where we source that need addressing. ADI consistently 
monitors our supply chain for these types of events and 
issues that may impact our resiliency. This strategy 
has paid off during COVID-19, where ADI’s resilient 
supply chain provided us the ability to consistently fulfill 
commitments to our customers in a timely manner. 
ADI’s products necessitate a diverse supply chain and 
reliance on third-party suppliers, as they require a wide 
variety of components, raw materials, wafer foundry, 
assembly and test services. Many of the components 
and materials that are purchased and incorporated 
into our products have multiple sources. However, 
we source from a limited number of suppliers, such 
as Taiwan Semiconductor Manufacturing Company 
(TSMC), for a large portion of our external wafer 
purchases and foundry services. To ensure resiliency 
in our supply chain, raw materials and critical indirect 
materials are either dual sourced or have an identified 
second source where feasible. 
We also collaborate with supply chain-related 
organizations, such as the Responsible Business 
Alliance (RBA) and the Semiconductor Industry 
Association – leaders in setting environmental, social 
and ethical supply chain standards for the electronics 
industry. RBA’s audit process is a key component to our 
supply chain management program. 
Supplier Code 
of Conduct 
Ethical behavior is one of ADI’s core company values. 
We expect our suppliers to adhere to the same 
business ethics and standards of conduct ADI has 
set for itself, including Code of Corporate Social 
Responsibility and Code of Business Conduct and 
Ethics and relevant external codes such as the RBA 
Code of Conduct. These codes set high standards 
regarding labor and human rights, the environment, 
business ethics and health and safety. We expect 
our suppliers to maintain progressive employment, 
environmental, health and safety and ethics practices 
that meet or exceed all applicable laws, rules and 
regulations in the countries in which they operate. 
As part of our supplier onboarding process, new ADI 
suppliers sign our Agreement on Responsible Business 
Conduct and our Supplier Ethics Commitment, 
certifying their adherence to the RBA Code of Conduct. 
Suppliers are also expected to post a corporate 
social and environmental responsibility statement 
in the workplace affirming their commitment to 
compliance and continual improvement and to provide 
clear and accurate information to workers, suppliers 
and customers about their performance, practices 
and expectations. 
Supplier Audits 
As part of ADI’s supply chain practices, we perform 
checks of prospective suppliers prior to their 
acceptance. ADI asks its suppliers to fill out a RBA 
self-assessment questionnaire (SAQ) each time a

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Corrective Action 
and Remediation 
Integral components of the audit process include 
corrective action and remediation, which when 
needed, are the most impactful steps in the 
process. For each non-conformance and risk of 
non-conformance that is uncovered during a VAP audit, 
a supplier must create a formal Corrective Action 
Plan (CAP), which includes containment, root-cause 
analysis, corrective action, a timeline and preventative 
steps to prevent reoccurrence. CAPs are verified 
through a third-party closure audit, which verifies 
that the non-conformances identified in the VAP have 
been contained and corrected and future recurrence 
has been prevented. The RBA not only provides 
remedy and prevention plans for suppliers that have 
non-compliance issues, but it also offers a Recognition 
Program to recognize facilities that demonstrate 
their commitment to corporate responsibility through 
verified closure of the issues identified in a VAP audit. 
Supplier 
Environmental Impact 
Our commitment to environmental sustainability 
cascades down to reduce the environmental 
footprint of our suppliers. Our Code of Corporate 
Social Responsibility includes several environmental 
expectations that our suppliers must meet. Looking 
ahead, ADI’s goals include continuing to move our 
suppliers beyond environmental compliance and 
furthering green initiatives in our supply chain, 
including the use of environmental performance as a 
criterion for vendor selection. 
SUPPLY CHAIN MANAGEMENT POLICIES 
AND DOCUMENTS 
HUMAN RIGHTS AND WORKFORCE 
POLICIES 
• Anti-Slavery & Human Trafficking 
Statement 
• Sexual and Other Unlawful Harassment 
Policy 
• EEO-1 and Affirmative Action Policy 
(Nondiscrimination Policy) 
• Gifts & Entertainment Guidelines 
GOVERNANCE POLICIES 
• Code of Business Conduct and Ethics 
• Code of Corporate Social Responsibility 
• Anti-Corruption and Bribery Policy 
• Related Person Transaction Policy 
• Corporate Governance Guidelines 
• Privacy Policy 
• Information Security Statement

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APPENDICES 
Responsible Mineral 
Sourcing 
ADI is committed to sound, ethical and 
responsible sourcing of minerals used in 
our products. Our practices and policies are 
designed with the goal of ensuring that we do 
not directly or indirectly support violence and 
human rights abuses in the DRC region.
Conflict Minerals 
Like many technology companies, ADI relies on the 
use of tin, tungsten, tantalum and gold (3TG) in the 
manufacturing of our products. These minerals are 
frequently from the Democratic Republic of Congo 
(DRC) and adjoining countries, which are plagued by 
conflict and human rights abuses. Because we do 
not source directly from smelters or mines, we are 
working closely with our own suppliers to understand 
the sources of the metals contained in their products 
and to assure that only conflict-free metals are in our 
supply chain. 
Our Commitment to 
Sound, Ethical and 
Responsible Sourcing 
ADI is committed to sound, ethical and responsible 
sourcing of minerals used in our products. Core to our 
commitment is our Conflict Minerals Policy Statement 
and our collaboration with other concerned electronics 
companies to develop methods to track the origin of 
metals used in electronics products. Our practices and 
policies are designed with the goal of ensuring that 
we do not directly or indirectly support violence and 
human rights abuses in the DRC region. 
ADI has been a member of the Responsible Minerals 
Initiative (RMI), formerly known as the Conflict Free 
Sourcing Initiative, since 2009. RMI was founded by the 
Responsible Business Alliance (RBA), formerly known 
as the Electronics Industry Citizenship Coalition, 
to facilitate responsible sourcing in the electronics 
supply chain. RMI has developed a common approach 
for addressing conflict mineral supply chains and 
protocols that includes third-party auditing, due 
diligence tools and a public database documenting 
smelters and refiners. We require our suppliers that 
have 3TG in their products to verify in writing that they 
have procedures in place to demonstrate that the 
metals they procure are sourced in accordance with 
ADI’s Conflict Minerals Policy Statement. 
For additional information regarding our due diligence 
processes, risk management plan and the results of 
our most recent inquiries, please see the Conflict 
Mineral Report included in our Form SD.

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APPENDICES 
Working with 
Suppliers 
When ADI onboards a new supplier, they must sign 
a document from purchasing confirming their 
commitment to ethical sourcing and compliance with 
the RBA Code of Conduct. Our Purchasing Terms and 
Conditions reinforce this policy with our suppliers. At 
least twice a year all relevant suppliers are required to 
complete and submit their sourcing information using 
the RMI Conflict Minerals Reporting Template (CMRT), 
a free, standardized reporting template that facilitates 
the transfer of information through the supply chain 
regarding mineral country of origin and the smelters 
and refiners being utilized. The template links to the 
“RMAP Conformant Smelter List” which facilitates 
the identification of new smelters and refiners to 
potentially undergo an audit via the RMI’s Responsible 
Minerals Assurance Process (RMAP). 
Every 2 years, certain major ADI suppliers have a 
validated assessment program (VAP) compliance audit 
conducted by an independent third-party audit firm 
that has been approved by the RBA. We report to the 
RBA as part of our compliance requirement on how 
many of the ADI-owned and supplier facilities have 
completed the SAQs and if there were any significant 
findings from any of the audits on those suppliers. 
RMAP uses an independent third-party assessment of smelter/refiner management systems and sourcing 
practices to validate conformance with RMAP standards. The assessment employs a risk-based approach to 
validate smelters’ company-level management processes for responsible mineral procurement.

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APPENDICES 
ENVIRONMENT 
Every entity has the opportunity and responsibility to rethink its relationship with the planet. At ADI, we strive 
to design environmental impact into our actions to create a sustainable future for all. Our approach is to 
accelerate the transition to a net-zero economy – both through our ambitious operational commitments and 
through enabling the technology that drives sustainable solutions. To minimize our environmental footprint, 
ADI focuses on three areas: climate and energy, water and waste. 
 
IN THIS SECTION: 
59 Letter from Greg Henderson, 
SVP, Automotive and Energy, 
Communications, and Aerospace 
60 Sustainability Framework 
61 
Leading Product Innovation 
62 Optimizing Our Operations 
63 Progress on Environmental Goals 
64 Climate and Energy 
67 Water 
68 Waste 
69 Environmental Management

ECONOMY
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APPENDICES 
Letter from Greg Henderson, SVP, Automotive 
and Energy, Communications, and Aerospace 
 To date, more than 130 countries and nearly 700 
companies have made net zero pledges. But the world 
is not on track to reach net-zero emissions and limit 
warming to 1.5°C, and, as we heard at COP26, the time 
for action is running out. It has never been clearer that 
the immensity of the climate crisis necessitates we 
collectively move from pledges to progress. The scale 
of economic transformation necessary for a net-zero 
transition requires intentional investment. As I reflect 
on ADI’s commitment to achieve carbon neutrality by 
2030 and net zero emissions by 2050, I am reminded 
that progress may not always be linear, but it is 
cumulative. 
Semiconductors Can Enable 
Net Zero 
Semiconductors are the bedrock of the modern 
economy and of modern living: they are essential 
components of the technologies that control critical 
systems and infrastructure like the energy grid, 
communication networks and the IT systems that 
enable remote work. Semiconductors also power all 
things digital, from cars and factories to smartphones 
and medical devices. 
We’re in the early days of a new era where having 
information is not the same as having insights. 
The intelligent edge will transform the future and 
increasingly blur the boundaries of the physical and 
digital worlds. ADI’s unique capabilities at this nexus 
of sensing, measuring, interpreting, connecting and 
analyzing data, will help solve humanity’s toughest 
challenges, like the climate crisis. "
In the face of exceptional growth, we remain committed to 
reaching our environmental goals.“ 
In addition, amid COVID-19 in 2021, ADI acquired Maxim, 
significantly increasing our domain expertise and 
positioning us to lead the intelligent edge. The acquisition 
also brought capacity to meet the increased demand 
for semiconductors, but as a result also increased our 
footprint. As such, the Maxim acquisition allows ADI to 
scale its climate ambitions, as we remain committed to 
our net zero pledge and laser focused on improving our 
efforts to decouple emissions from growth. 
Innovation for 
People and Planet 
The challenge of climate change presents not only 
an opportunity for ADI to focus on its own efforts to 
reduce our direct natural resource footprint, but also 
one to bring our value chain partners – from customers 
through suppliers – into collective action. We are eager 
to engage with stakeholders across every industry in 
understanding how our designs, platforms, tools and 
services can move the world to a sustainable future 
aligned with the Paris Agreement. ADI’s capabilities 
to bring forth next-generation customer solutions 
that avoid gigatons of emissions and significantly and 
positively impact everyday life make this an exciting 
inflection point for ADI and our partners. 
GREG HENDERSON 
Senior Vice President, Automotive and Energy, Communications, 
and Aerospace
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APPENDICES 
Sustainability Framework 
ADI’s purpose is to use our ingenuity and technologies to connect the physical and digital worlds so we can solve 
problems that really matter. The climate crisis is a universal challenge, and we’re eager to leverage our culture of 
problem-solving and innovation in service of bettering our planet. 
Environmental sustainability is core to our business, and as such, we bring a long-term focus to our efforts through 
a three-pronged framework. We aim to: 
GREEN REVENUE AND R&D 
The decarbonization and overall greening 
of the global economy presents meaningful 
opportunities. We broadly consider green 
activity to encompass financial revenues and/ 
or investment tied to products that benefit 
the environment. For more on our approach, 
see here. We believe that identifying the green 
attributes of our technologies and measuring our 
level of investment in products with sustainable 
applications is a key metric for understanding 
the role ADI plays in helping the world transition 
to a Net Zero state. 
In 2021, roughly 25% of our combined revenue 
was green, and roughly 30% of our combined 
R&D was green. Sustainable technology is a 
growing investment area for ADI, and as we 
execute against our Lead – Optimize – Engage 
sustainability framework, we anticipate our level 
of green activity as reflected as a percent of 
overall revenue and R&D will increase. 
~25% 
~30% 
Revenue 
R&D
Engage 
Partners across our 
value chain to join us in 
revolutionizing our collective 
sustainability journey 
Lead 
With the semiconductor 
industry in designing 
products with clear 
sustainable use applications 
Optim
iz
Our operations, setting and 
executing against ambitious 
goals related to climate and 
energy, water and waste

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Leading Product Innovation 
ADI is supporting the global transition 
to a net-zero emissions economy, with 
semiconductor advancements playing a 
critical role in product innovation. 
In 2021, ADI launched an examination of ADI’s products 
through the lens of the sustainable solutions they 
enable. We know that the health of our planet depends 
on immediate action to decarbonize and hinges upon 
both the deployment of existing technologies and 
continuous investment in creating and rolling out 
breakthrough technologies. ADI’s domain expertise 
in sensing, measuring and power management are 
critical to end uses in multiple sectors, including: 
TRANSPORTATION 
The electrification of vehicles and enhanced vehicle-
to-vehicle and vehicle-to-grid capabilities will enable 
greener, smarter and safer transportation. 
ENERGY 
The use of smart grids in the energy sector allow 
for real-time information and advanced analytics to 
support the more efficient and distributed availability 
of renewable energy. 
BUILDINGS AND MANUFACTURING 
The implementation of sensors and intelligent edge 
devices will enable building management systems 
to deliver energy-reducing actions and improve 
productivity and efficiency. 
COMMUNICATIONS 
Accelerating the adoption of more energy-efficient 4G 
and 5G networks will impact every industry’s ability to 
bring new products and processes that impact how we 
live, work and connect. 
SPOTLIGHT 
IMPACTING HOW WE TRAVEL: 
EVs are among the most effective ways to reduce 
greenhouse gas emissions, with light vehicles 
accounting for nearly half of all transportation-
related emissions. Batteries are the major 
focus for EV cost efficiencies, as they comprise 
roughly 40% of the total cost of an EV. Lithium-
ion batteries need to be actively monitored 
and balanced to work safely and to ensure a 
long lifespan. Key to this equation are battery 
management systems (BMS), of which ADI is 
the industry leader, as highly accurate and safe 
BMS allow original equipment manufacturers 
(OEMs) and drivers get more mileage out of their 
batteries. As broader adoption of EVs takes 
place, the positive environmental impacts of 
our enabling technology will grow, particularly 
as we note the cumulative impact of influencing 
the broader ecosystem around EVs – from how 
we charge them to second life opportunities for 
EV batteries. 
~100m
CO2e avoided in 2021 from vehicles equipped 
with ADI’s BMS technology 
SPOTLIGHT 
IMPACTING HOW WE CONNECT: 
ADI’s innovations are central to the 
communications infrastructure that enables 4G 
and 5G connectivity. Within that infrastructure, 
base stations and their architecture directly 
affect how wireless networks are deployed. 
Introduced in late 2021, ADI’s 5G transceiver 
uses a technique called digital predistortion 
(DPD) to significantly reduce the amount 
of power consumed by the base station. 
Furthermore, massive MIMO enabled in part by 
ADI’s transceivers more than double the density 
and halve the power compared to previous 
generations. 
 
~500m
metric tons of avoided CO2 emissions by 
2030 due to massive MIMO enabled by ADI's 
transceivers

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Optimizing Our Operations 
Adding Resiliency Through Our 
Hybrid Manufacturing Model 
ADI is a highly specialized manufacturer of analog 
mixed signal components and modules. We are a hybrid 
manufacturer, allowing us to leverage production in-
house and through partnerships with external wafer 
fabrication facilities. This approach provides ADI the 
greatest access to technologies and great resiliency, 
two strengths of particular note given the supply chain 
challenges of 2020 and 2021. We acknowledge that 
this hybrid strategy results in greater Scope 1 and 2 
emissions than those of “fabless” peers that exclusively 
outsource production. 
As we continue our journey to net-zero emissions, 
ADI recognizes that achieving substantial emission 
reductions will require collaboration with partners 
across our value chain, in addition to investment in 
improvements to our existing fabs and commitment to 
building new, state-of-the-art fabs in the future. ADI 
continues to invest to strengthen its hybrid model and 
support long-term growth. 
Acquiring Maxim: Opportunity to 
Scale Our Climate Ambitions 
Amid soaring demand for semiconductor chips, in 
2021, ADI acquired Maxim, significantly increasing 
our in-house manufacturing capacity. As a result, 
our greenhouse gas emissions, water and waste 
footprints as a combined ADI have increased. We 
see the integration of Maxim into our operations 
as a significant opportunity to extend Legacy ADI’s 
ambitious climate goals. 
Since the acquisition, we have done a full inventory of 
Scope 1 and 2 emissions, water recycling and waste 
management for Maxim from our 2019 baseline year – 
the first step in developing an optimization strategy for 
a combined ADI. 
Expanding Our Capacity 
Our Beaverton, Oregon site was gained as part of the 
Maxim acquisition and is ADI’s largest in-house fab. 
In 2021, we started its expansion to increase overall 
facilities infrastructure, which includes transforming 
existing manufacturing space, retooling equipment 
and adding cleanroom space. While the expansion is 
still underway, output in 2021 was roughly 30% higher 
than in 2020, and we expect output to increase as 
more of the expansion is completed. Over the course 
of the full expansion, ADI will grow our wafer fab 
workforce in Washington County by nearly 40% to 
add operator, maintenance technician and engineer 
roles. At present, nearly 700 people support our 
Beaverton fab. As the site grows, operations are and 
will continue to be overseen by dedicated Facilities and 
Environmental Health & Safety (EHS) team leaders. 
ADI’s Camas, Washington site has also ramped up 
production, with operations moving from a five-days-a-
week schedule to running continuously, 24 hours a day, 
seven days a week in 2022. In 2021, ADI installed new 
manufacturing tools, resulting in a boost to production 
capacity of nearly 50%. 
Expanding in Europe 
Our Limerick, Ireland fab is a key contributor to our in-
house manufacturing capacity, and in 2021, production 
increased by more than 33% year-over-year. As ADI 
continues to invest in our hybrid manufacturing 
strategy, part of our efforts will focus on expanding 
our Limerick site, including adding critical cleanroom 
space, as well as operators, maintenance technicians, 
engineers and other roles. Our Limerick operations are 
overseen by dedicated EHS and Facilities teams. 
Looking Ahead 
As we execute on our plans to achieve Net Zero by 
2050, we know that a credible climate plan requires 
reducing absolute emissions first and foremost, 
before considering offsets for the hardest-to-reduce 
emissions. We take a similar approach to our water 
use and waste generation practices. We are building a 
comprehensive, multi-year roadmap that outlines how 
we will execute on our commitments.

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APPENDICES 
Data on all subsequent pages is reported for both Maxim and ADI combined. 
Climate and Energy 
Water 
Waste 
NET ZERO 
• ADI is committed to achieving Net Zero across our value chain by 2050 or sooner 
• Achieve carbon neutrality by 2030 
• Reduce absolute Scope 1 and 2 GHG emissions 50% from 2019 by 2030 
• 100% of ADI’s manufacturing facilities powered by renewable energy by 2025 
2025 GOAL 
50% recycling rate in 
manufacturing facilities 
2030 GOAL 
100% waste diverted 
from landfill at ADI 
manufacturing facilities 
2021 Performance* 
2021 Performance 
2021 Performance 
2.2%
 increase in absolute Scope 1 and 2
 GHG emissions from 2019
12%
 decrease in Scope 1 and 2 GHG
 emissions intensity by combined
 revenue from 2019
39%
 of electricity used at ADI’s
 manufacturing
 facilities from renewables
23%
 water recycled
82%
 waste diverted from landfill
* 
In 2021, we adjusted our baseline from 2015 to 2019 as part of our SBTi approval process.
Progress on Environmental Goals

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APPENDICES 
  Climate and Energy 
Approach 
The world’s environmental challenges are 
so vast in scale that stakeholders from 
every industry and of every size have a 
role to play in addressing climate change 
and that includes ADI. 
ADI is committed to achieving Net Zero by 2050. GHG 
emissions from ADI manufacturing sites make up 
the majority of our Scope 1 and 2 emissions (92%); 
therefore, in the short term, we are focused on 
increasing renewable energy use across ADI’s global 
manufacturing operations and reducing Scope 1 
and 2 GHG emissions with a focus on cost-effective 
initiatives that promise the largest impact, including: 
• Process and equipment optimization 
• A transition to renewable energy 
• Energy conservation 
With the unprecedented demand for semiconductor 
products, it’s important to acknowledge and recognize 
the impact of increased production on our emissions 
footprint. As such, we are introducing another metric 
– emissions intensity – to aid us in understanding how 
improvement efforts are impacting reduction goals 
relative to total output, as proxied by revenue. We seek 
to achieve consistent decreases in emissions intensity 
year over year. 
OUR SCIENCE-BASED 
TARGET APPROVED BY SBTI 
In 2021, ADI took ambitious climate action by 
committing to a science-based emissions 
reduction target that was approved by the 
Science Based Target Initiative (SBTi). SBTi is a 
collaboration between CDP, the United Nations 
Global Compact, World Resources Institute and 
the World Wildlife Fund for Nature. ADI will re-
engage SBTi in 2022 to account for the Maxim 
acquisition. 
TWO BUILDINGS 
LEED-GOLD CERTIFIED IN 2021 
The new headquarters building (Building 7) and 
the Hub at the Wilmington campus were both 
LEED-Gold certified in 2021, incorporating 
energy-efficient features such as a glass 
building envelop and atrium skylights that 
maximize the use of natural lighting, along with 
the installation of 14 EV chargers and solar panel 
arrays producing 1,500 MWh/year of energy.

ECONOMY
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APPENDICES 
Our Progress 
Scope 1 & 2 Emissions* 
2021
2020
2019 
45.0 
41.8 
343
355
350 
36.7 
100 
160 
220 
280 
340 
400 
10.0 
20.0 
30.0 
40.0 
50.0 
60.0 
Emissions 
(thousands 
metric tons) 
Emissions Intensity 
(grams/combined
 revenue, USD) 
Trend 
Line 
* 
Emissions data represents both Legacy Maxim and ADI. 
SCOPE 1 & 2 EMISSIONS INTENSITY 
Decrease from  
2021 vs 2020 
18% 
 
Decrease from  
2021 vs 2019 
12% 
 
In 2021, ADI experienced an absolute increase of 
2.2% in our Scope 1 and 2 emissions since 2019. When 
normalized against a combined revenue, ADI’s GHG 
intensity has decreased by 12% since 2019 and 18% 
since 2020. 
The majority of ADI’s reductions to date have resulted 
from our transition to renewable energy, facilitated 
by manufacturing sites with accessibility to certified 
green energy or readily procurable renewable energy 
credits (RECs). Utilization of on-site solar panel arrays 
has also served to increase our use of renewable 
energy while reducing our reliance on electricity from 
the grid. In 2021, ADI achieved 39% renewable energy 
use across our global manufacturing operations 
and we purchased 29,042 megawatt hours (mWh) of 
renewable energy through RECs. While a transition 
to renewable energy has been the most impactful 
opportunity thus far, emissions reductions initiatives 
focusing on energy efficiency as well as reduction of 
direct process emissions have also contributed to 
reductions. These initiatives include: 
EMISSIONS INTENSITY (REVENUE) 
ADI’s climate progress is largely level from 2019 
through 2021. This is due to increase in production 
from organic growth, as well as to ADI’s acquisition 
of Maxim in 2021. ADI stands behind our original 
commitments and is proud to include Maxim in 
these ambitious efforts. 
This graph captures the downwards trajectory of 
ADI’s emissions intensity (Scope 1 and 2 emissions 
against combined revenue). 
• Manufacturing process optimization such as the use 
of lower-emitting gases, process improvements and 
recipe optimization to reduce consumption. 
• Abatement systems to lower emissions through the 
thermal destruction of high GWP (Global Warming 
Potential) fluorinated GHGs. 
• Energy conservation initiatives such as equipment 
upgrades, building energy management systems and 
LED lighting upgrades. 
PROGRESS AT ADI MANUFACTURING SITES 
ADI operates on a hybrid manufacturing model, 
outsourcing some of its production to contract 
manufacturers and with its own manufacturing 
facilities in California, Massachusetts, Oregon 
and Washington in the US, as well as in 
Ireland, Malaysia, Singapore, Thailand and the 
Philippines. Highlights of our 2021 environmental 
progress at our facilities include: 
• Our Camas, Washington location installed 
six electric vehicle (EV) charging stations, 
supporting the community EV infrastructure 
and the potential for decreased reliance on 
fossil fuels for its employees. 
• At our headquarters in Wilmington, 
Massachusetts, 14 additional EV charging 
stations were installed, bringing the total up to 
28 stations. Further, 222KW in additional solar 
capacity were added to a campus building. 
• One of our Cavite, Philippines locations 
converted old lighting to new energy-efficient 
LED lighting (91% completed in 2021) and 
implemented facility equipment efficiency 
improvements (HVAC, AHU, Chiller and 
Compressor) through optimization and 
installation of metering systems. In addition, 
we improved building roofing thermal insulation 
and heat reflectance using materials with high 
Solar Reflectance Index (SRI).
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APPENDICES 
Plans for Future 
Reductions 
Scope 1 and 2 
ADI’s SBTi baseline and emissions target was approved 
in 2021 prior to the Maxim acquisition, and a key 
task for 2022 will be to work with SBTi to update our 
baseline to include legacy Maxim facilities. 
Our roadmap for future reductions includes: 
• Continuing to drive process and equipment 
optimization and install abatement systems. 
• Additional energy efficiency programs such as 
Compressed Dry Air (CDA) process optimization, 
installation of motion sensors in meetings 
rooms, lighting upgrades and Variable Frequency 
Drives (VFD). 
• REC procurement for those sites where RECs are 
already a key facet of our renewable energy use. 
Additionally, ADI will continue to directly procure 
renewable energy at those sites where long-term 
contracts or clean-energy options are already 
in place. 
• Continued engagement with local utility providers on 
longer-term strategies to boost renewable energy 
supply, including power purchase agreements (PPAs) 
where available. 
• Explore membership in RE100, a global initiative 
bringing together businesses committed to 
100% renewable electricity. 
Scope 3 
ADI produces intermediate products with many 
potential downstream applications, each of which has 
a different GHG emissions profile. A critical component 
of our action plan is to inventory, calculate and report 
on upstream and downstream Scope 3 categories 
in alignment with the Greenhouse Gas Protocol's 
guidance. We will apply the same level of diligence 
to our Scope 3 data as we do to Scope 1 and 2, with 
verified Scope 3 data forthcoming. "
Each day is a reminder of our team’s purpose. What we do in 
EHS and Sustainability is core to ADI’s values. Our innovation and 
influence are far reaching and enable us to protect our planet 
and to improve the lives of many.” 
FLORENCE G., Senior Manager, Environmental Health & Safety, 
Philippines
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APPENDICES 
 Water 
Approach 
Water is essential to semiconductor 
manufacturing, and ADI is committed to 
both water conservation and recycling. 
Water withdrawals from municipal 
and groundwater sources, as well 
as the quality of the water itself, are 
continuously monitored and measured. 
Site water balances track how water is 
used, water effluent quality is monitored 
and measured, and the volume of water 
discharge is quantified as part of our 
compliance program. 
Water recycling and water reduction initiatives are 
identified and compiled by our Facilities organization in 
partnership with Environmental Health & Safety (EHS) 
and reviewed quarterly by senior leadership. Most 
initiatives to date have focused on recycling water 
in our facilities systems, with waste or reject water 
streams being used for scrubbers, cooling towers, 
irrigation or other applications where water quality 
is not as critical. We aim to design our buildings and 
operations in accordance with Leadership in Energy 
and Environmental Design (LEED) standards or other 
green building standards, which include aspects on 
water conservation and efficiency (e.g., rainwater 
harvesting, use of low-flow fixtures, recycled water use 
for toilets and landscaping, etc.) over the long term. 
In 2021, we certified two facilities in Wilmington, for 
a total of five LEED-certified buildings. 
For water effluent, our wastewater discharge is 
monitored and measured using water meters and site 
water balances as part of our compliance program. 
Volume is also tracked as part of our water conservation 
and efficiency programs. Water is treated on-site 
per local regulatory requirements, with most water 
undergoing pH neutralization prior to discharge and 
subsequent treatment in municipal wastewater 
treatment plants. In some cases, water is segregated for 
separate treatment of fluoride, metals or other wastes, 
and sampling is conducted prior to discharge or collection 
to ensure compliance with water quality standards. 
Progress 
Water Usage* 
0.080 
0.090 
0.100 
0.110 
0.120 
2021
2020
2019 
Water Consumed 
(millions gallons) 
Water Intensity 
(gallons/combined 
revenue, USD) 
Trend 
Line 
0.119 
0.111 
911.5 
961.4 
0.101 
870 
890 
910 
930 
950 
970 
938.4 
* 
Data represents both Legacy Maxim and ADI. 
Water Intensity 
Decrease from  
2021 vs 2020 
15% 
 
Decrease from  
2021 vs 2019 
9% 
 
Reject Water: Incoming municipal water goes 
through a reverse osmosis (RO) process to 
generate deionized water. The water is separated 
to a deionized stream and an “RO reject” stream. 
The RO reject water can be used for non-process 
applications that don’t require deionized water. 
In 2021, ADI achieved 
a recycling rate of 
23%, equating to 
223 million gallons of 
water. Our recycling 
rate was slightly higher 
in 2020 (24%). While 
the acquisition of Maxim resulted in higher overall 
water consumption, it provides us an opportunity to 
implement our water reduction strategies at the Legacy 
Maxim facilities. The scrubber at one of our Cavite 
facilities utilized 100% reverse osmosis (RO) water 
for its operations. In 2021, the site shifted to 100% RO 
reject water, reducing the demand for fresh water by 4 
million gallons per year – about the number of gallons 
in six Olympic-sized swimming pools. When normalized 
against combined revenue, ADI’s water intensity has 
decreased by 9% since 2019 and 15% since 2020. 
23%
 recycling rate achieved
Plans for Future 
Reductions 
ADI is committed to identifying opportunities to increase 
the volume of water recycled as well as reduce the total 
amount of water consumed. Annual recycling goals will 
be set from now through 2025 to ensure we stay on track 
with our 2025 target for 50% recycling. Aligned with our 
philosophy of continuous improvement, a key action in 
2022 is to engage subject matter experts to help inform a 
multi-year roadmap for our water program.
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APPENDICES 
 Waste 
Approach 
ADI generates much of its waste through its 
manufacturing operations and construction 
activities, and we responsibly manage and 
dispose of our chemicals and materials. 
The amount of waste we generate is 
reduced by limiting what we procure, 
segregating our waste streams and striving 
to reuse, reclaim or recycle chemicals and 
materials to the extent possible. Examples 
of wastes we recycle include glass, paper, 
metals and wood. Certain wastes are used 
for energy recovery. Anything we cannot 
recycle or reuse we disposition according 
to local laws. 
Each site’s EHS team identifies those waste reduction 
or recycling initiatives that will lead to significant 
results. We determine ways to further segregate 
our waste streams and work with our waste disposal 
vendors to divert those wastes from landfills. We 
engage with our employees through initiatives like the 
Green Team Network to educate our workforce on the 
importance of recycling and reducing waste. Activities 
promoted include proper bin use, composting and 
reducing takeout containers and plastic bottles. 
ADI follows all local laws and regulations for hazardous 
waste storage, treatment and disposal, and all waste 
is appropriately documented and/or registered. 
Hazardous waste quantities are tracked, and the waste 
is segregated where possible for recycling or reclaim 
opportunities. Hazardous waste is managed by licensed 
waste disposal vendors, which are audited by ADI. 
Opportunities for chemical reduction are assessed 
to reduce the amount of hazardous waste generated. 
ADI provides products that allow our customers 
to be compliant with the Restriction of Hazardous 
Substances (otherwise known as RoHS) Directive. 
For more information on ADI's RoHS compliance 
program, see: 
 Analog Devices RoHS Compliance 
Information ADI's RoHS Position Statement 
Our Progress 
Total Waste* 
Total Waste 
(metric tons) 
Waste Intensity 
(grams/combined 
revenue, USD) 
Trend 
Line 
0.554 
0.561 
4,600 
4,372 
5,056 
0.530 
0.510 
0.520 
0.530 
0.540 
0.550 
0.560 
0.570 
2021
2020
2019 
3,800 
4,000 
4,200 
4,400 
4,600 
4,800 
5,000 
5,200 
* 
Data represents both Legacy Maxim and ADI. 
WASTE INTENSITY 
Decrease from  
2021 vs 2020 
4% 
 
Decrease from  
2021 vs 2019 
6% 
 
In 2021, the total waste generated increased from 
a 2019 baseline by 10% and 82% was diverted from 
landfill. When normalized against combined revenue, 
ADI’s waste intensity has decreased by 6% since 2019 
and 4% since 2020. One innovative way we reduce 
waste is  creative reuse. For example, in one of our 
Cavite sites, tarpaulins and nets used as protection for 
a roof replacement project were recycled as roof and 
wall cover for the site’s greenhouse and organic garden. 
At our Camas facility, the HF Treatment System was 
redesigned to improve capacity, removal efficiency 
and operations. The project involved the replacement 
of primary reaction tanks, sludge settling tanks and a 
filter press. The calcium fluoride solids are now directly 
collected in roll-off boxes, improving ease in handling 
and allowing the solids to be more readily recycled. 
During the pandemic we upcycled more than 
2,600 lightly used smocks and cleanroom 
suits by donating them to frontline workers 
at hospitals, local government units and a 
foundation. Approximately 1,300 were donated in 
2021. The rest were donated in 2020. 
Plan for Future 
Reductions 
ADI will act on waste strategies that include upcycling 
initiatives, waste segregation practices and evaluation 
of new technology for waste recovery. To facilitate future 
waste reduction, a team comprised of EHS personnel 
is reviewing our waste streams, benchmarking best 
practices and identifying opportunities to achieve zero 
waste to landfill. We are also considering waste vendors 
who can provide alternative means to waste disposal 
that will increase our rate of landfill diversion.
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APPENDICES 
Environmental Management 
OVERSIGHT OF 
SUPPLIERS 
Our commitment 
to environmental 
sustainability includes 
helping suppliers reduce 
their environmental 
footprint. Our Code 
of Corporate Social 
Responsibility includes 
several environmental 
expectations that our 
suppliers must meet, 
including: 
• Complying with 
the prohibition or 
restriction on the 
use of specific 
hazardous substances 
• Complying with laws 
and regulations for air 
emissions 
• Limiting or 
reducing waste 
• Preventing pollution 
• Reducing the use of 
resources 
• Making a positive 
impact in 
communities where 
they operate 
For more information 
on our supply chain 
and our audit process, 
see Supply Chain 
Management section. 
Our Approach 
A key component of ADI’s approach to environmental management is pollution prevention. We have 
incorporated relevant practices and plans into our manufacturing operations. 
 
Stormwater Pollution 
Prevention Plan 
Locations of materials and 
industrial activities that are 
potentially exposed to rainwater 
and snowmelt are included in 
our stormwater prevention plan 
to promote application and 
improvement of appropriate 
pollution prevention and best 
management practices. We 
have built enclosures to protect 
transportation-associated 
loading and unloading activities, 
waste roll-off containers 
and solid waste/recycling 
compactors. Our inspection 
program includes visual 
monitoring and sampling to 
promote effectiveness of 
the plan. 
Hazardous Materials 
Contingency Plan 
This plan is designed to prevent 
and minimize hazards to public 
health, safety or welfare of 
the environment by fires, 
explosions, spills or any other 
unplanned release of hazardous 
wastes, hazardous waste 
constituents or hazardous 
materials to the air, soil, 
surface water or groundwater. 
This plan is aligned with the 
emergency preparedness and 
response requirements in ADI’s 
environmental, health and 
safety management systems. 
Oil Spill Prevention 
Control and 
Countermeasures Plan 
This plan features prevention 
and control technology to reduce 
the likelihood of a discharge 
of oil from a site or facility. 
ADI’s manufacturing sites are 
certified to internationally 
recognized standards ensuring 
ADI’s Environment Management 
System (EMS) is functioning 
to meet internal and external 
compliance obligations and 
reduce risk. Under our EMS, ADI 
sets goals for environmental 
compliance and sustainability.  
We also assess risks and 
opportunities and ensure that 
tools and programs required to 
monitor regulatory updates and 
fulfill compliance obligations 
are in place and effective. All 
Legacy ADI and Legacy Maxim 
manufacturing sites are ISO 
14001 certified. 
Oversight of Outsourced 
Production 
We require that our suppliers, 
including external manufacturers, 
mirror ADI’s Corporate Social 
Responsibility Policy per 
the terms and conditions in 
our supplier contracts.  This 
covers several environmental 
expectations, including limiting 
or reducing the use of resources 
and making a positive impact 
in local communities. We also 
require that they be certified to 
ISO 14001. Onboarding focuses 
on conformance to ISO 14001, 
ISO 45001 and the RBA Code of 
Conduct.  As a member of the 
RBA, ADI also utilizes the RBA’s 
program of Self-Assessment 
Questionnaires (SAQs) and 3rd 
party audits to assess suppliers’ 
EHS, labor and ethics programs. 
To learn more, see the Supply 
Chain Management section.
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APPENDICES 
SPOTLIGHT 
ADI GREEN TEAM NETWORK 
The Green Team Network (GTN) at ADI brings together employees globally to educate, inspire and 
empower them around sustainability and the environment. Green teams at the country or major site 
level each has their own local leadership, with employees driving the areas of focus for each chapter. 
The GTN promotes actions both to make ADI a more sustainable workplace and to help members 
incorporate sustainability into their personal lives. Below are just a few highlights of 2021 activities. 
To hear more from GTN members, see here. 
ADCV earned honors from the Philippine Chamber 
of Commerce and Industry’s 2021 “Excellence 
in Ecology and Economy or E3 Award” for its 
environmental initiatives. 
Transportation 
• Italy: Biked ~1,000 miles from 
northern to southern Italy to promote 
sustainable mobility and raise funds 
for an environmental organization. 
• Spain: Hosted a roundtable 
discussion with the office facility 
owner to expand the number of EV 
charging stations. 
• Boston: Developed an activity tracker 
to encourage active mobility. 
Biodiversity 
• India: Donated 500 saplings through 
a non-governmental organization. 
• Ireland: ~1,700 native trees planted 
with the help of more than 60 
employees, family and community 
members. 
• Philippines: Engaged more than 200 
employee volunteers to plant 15 new 
species of native trees in the ADI 
Philippines Forest Park.  
Energy 
• Scotland and UK: Worked with 2 
office facilities teams to switch to 
suppliers that generate 100% of 
electricity via renewable sources. 
• Europe: Launched a GHG emissions 
workshop as part of a broader 
education and awareness effort. 
Resource Management 
• China: Hosted an office marketplace 
for exchanging goods as a call for 
employees to participate in a circular 
economy and engage in sustainable 
reuse. 
• Germany: Switched from plastic 
bottles to glass bottles, helping 
eliminate single-use products.
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APPENDICES 
SOCIAL 
Our talent is our greatest asset. Innovation thrives when people of different 
identities, cultures, backgrounds and experiences collaborate. We have 
strong programs to ensure safe, equitable and inclusive work environments. 
Guided by the UN Sustainable Development Goals and the Responsible 
Business Alliance, these values extend beyond our walls to our suppliers and 
partners. We also have a heritage of local community engagement across the 
globe, through grassroots initiatives often supported by the ADI Foundation. 
IN THIS SECTION: 
72 Letter from Mariya Trickett, SVP, 
Chief People Officer 
73 Talent Priorities 
74 FY21 Workforce Data Snapshot 
75 Diversity, Equity and Inclusion 
80 Talent Recruitment and Retention 
82 Talent Development 
85 Compensation and Benefits 
87 Employee Engagement 
89 Health and Safety
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APPENDICES 
Letter from Mariya Trickett, 
SVP, Chief People Officer 
At Analog Devices, our people are the 
bedrock of our culture and success. 
Over the last half a century, we’ve grown 
and evolved through the innovation of 
our people. Now – with the addition of 
approximately 7,500 Maxim employees – 
the ingenuity, curiosity and innovation for 
which ADI is known has been expanded. 
With almost 25,000 employees around the world, ADI 
is uniquely poised to scale and deliver customer value 
better than ever before. The Maxim acquisition created 
even more opportunity to challenge assumptions and 
propel ADI into next phase of growth and impact. We 
are excited about what we’ll be able to accomplish in 
the future. 
ADI’s talent strategy underscores our commitment 
to our employees, and we’re critically focused on a 
few areas. The first is to buildout the infrastructure 
necessary to support engagement, accelerate 
growth and development, and ensure equity among 
all employees. This includes systems, processes 
and people. The second is to strengthen our holistic 
focus on employee capabilities and well-being. The 
company’s goal is to support and develop employees so 
they can reach their potential and maximize the impact 
they have both inside and outside of ADI. 
"We’ve learned much about our employees and how we work
 during the challenges of these past two years. As a company
 whose culture recognizes the importance of continuous
 learning, we also recognize that the company itself must
 continually learn and evolve. How we attract and retain
 innovative talent across the globe, leveraging industry and best
 practices, presents incredible opportunities for us to solidify our
 reputation as the destination for the best and brightest minds.”
Thanks to the passion and commitment of our 
employees, ADI will continue to foster strong 
partnerships with our customers and work to solve 
the world’s most complex problems. We’re motivated 
by purposeful impact and the desire to create an 
equitable and sustainable future. As we imagine 
what’s possible, we’re so proud of our people and 
their propensity to have positive outcomes for our 
customers and the world. 
MARIYA TRICKETT 
Senior Vice President and Chief People Officer
 
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APPENDICES 
Talent Priorities 
We invest in our people so they can engineer the next generation of technology that betters our world. We care about our employees, offering competitive benefits and 
compensation, as well as fulfilling career opportunities. To this end, we continuously look for ways to evolve our programs and practices to ensure employee satisfaction. 
1 
Empower 
Innovation  
and Learning 
Empowering our  
teams to innovate and 
learn across every 
level and function 
Our pandemic-inspired ADI 
Ignite Network “innovates how 
we innovate” by engaging and 
gathering novel ideas from all 
employees. 
Development teams across 
departments come together to 
deliver experiences that quicken 
onboarding, build managerial 
skills and ready employees for 
more complex roles. We prioritize 
on-the-job experiences as a way 
to build skills and drive learning. 
2 
Focus on Social 
Purpose 
Fostering a workplace 
where the best minds 
can come together to 
engineer good 
The ADI Foundation is creating a more 
sustainable future through community 
grants, employee matching gifts for 
both direct donations and volunteer 
hours, and in-kind donations. Last year, 
the Foundation awarded $1.8 million in 
community grants and $1.4 million was 
donated through employee giving and 
Foundation matching. 
In collaboration with employees, we 
are addressing inequities in STEM 
education through new partnerships 
with two Historically Black Colleges 
and Universities (HBCUs). This 
includes providing 350 engineering 
kits to facilitate hands-on learning, 
sponsoring research projects and 
holding technical talks. 
3 
Drive Engagement 
through Employee 
Experience 
Listening and responding 
to employee feedback 
Throughout the year, we conduct 
employee surveys and listening 
activities to gain feedback and learn 
more about the company’s strengths 
as a workplace and opportunities for 
improvement. This enables us to take 
action and ensure employees have the 
tools they need to grow and prosper. 
In FY 2021, we received more than 
14,000 employee comments that 
provided insight into company 
culture. Among our strengths, 80% of 
employees are likely to recommend 
ADI. Our biggest opportunity was 
around work-life balance, which 
resulted in a new flexible work program 
to support our employees. 
4 
Foster Inclusion 
and Ensure Equal 
Opportunity 
Taking a global approach 
to ensuring equity and 
inclusion 
We are evolving our mission to 
include global dimensions of 
diversity. This means working with 
our Global Diversity Council and 
Working Group to understand what 
marginalization looks like in countries 
outside the United States so we 
can customize efforts to address 
underrepresentation. 
We are committed to building 
leadership teams that reflect the 
diversity of our employees and the 
communities we serve. To support 
this ambition, we are standardizing 
our assessment criteria to mitigate 
bias and tailoring development 
programs to meet the needs of our 
underrepresented populations. 
5 
Build the 
Workforce of 
the Future 
Evolving our workforce 
skills to drive innovation 
and sustain a 
competitive advantage 
Our engineering team members 
designed and implemented a 
Software Engineering Reskilling 
Program, specifically designed 
to address ADI’s evolving talent 
needs by expanding the skills of our 
technical workforce in the software 
domain. 
We are committed to employee 
growth and development, as well as 
building high-performing teams. This 
includes providing essential training 
such as the Executive Leadership 
Program and Management Essentials 
curricula that prepare employees 
to lead teams today and grow the 
business tomorrow.
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APPENDICES 
FY21 Workforce Data Snapshot 
Employees by Geography 
30.6%
 North America 
10.8%
 EMEA 
58.6%
 APAC 
Global Leadership by Gender 
Senior  
Leadership 
Gender
Manager 
%
Hires
14% F
23% F 
86% M
77% M 
Hiring by Gender 
Global* 
Gender
% 
Female
31.9% 
Male
67.3% 
* 
Only inclusive of those who made a selection 
Technical Role by Gender 
Global 
Gender
Hires 
Female
18.6% 
Male
81.4% 
Race & Ethnicity* 
U.S. Population 
American Indian or 
Alaska Native 
0.3% 
Asian
35.2% 
Black or African American
1.7% 
Hispanic or Latinx
4.5% 
Native Hawaiian or Other 
Pacific Islander 
0.3% 
Two or More Races
1.0% 
White
55.1% 
Unknown
1.9% 
U.S. New Hires 
American Indian or 
Alaska Native 
0.1% 
Asian
41.8% 
Black or African American
2.1% 
Hispanic or Latinx
6.1% 
Native Hawaiian or Other 
Pacific Islander 
0.7% 
Two or More Races
2.3% 
White
45.5% 
Unknown
1.4% 
* 
U.S. data only. Based on EEO-1 data filed with 
the Department of Labor and voluntary self-
reporting.
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Diversity, Equity and Inclusion 
We are committed to cultivating an 
inclusive culture, implementing business 
practices that counteract systemic 
inequities and engaging with the 
communities around us to create a better, 
more just world. Through structural and 
cultural change, we aim to ensure that 
employees of all identities and cultures 
have an equal opportunity to grow and 
succeed at ADI. 
"Our focus is on systemic change. This means driving progress
 through tough conversations that challenge our dominant
 culture and historical practices.” 
TEA HUOT, Director, People & Culture 
Addressing Inequity 
Through a Holistic and 
Global Approach 
We are transforming the way we operate so inclusion 
and equity become an integrated part of how we do 
business. This means redesigning our talent practices 
to address systemic barriers and building a culture that 
confronts bias. 
At a high level, our focus is on programs that target 
societal and organizational practices. From a societal 
perspective, we are establishing new partnerships 
and launching programs that increase access to 
STEM education for communities that are historically 
denied access. From an organizational perspective, 
we are revising our processes to mitigate bias and 
customizing our training programs to accelerate the 
development of underrepresented communities. 
We are also evolving our mission to include global 
dimensions of diversity. This means working with 
regional teams to understand what marginalization 
looks like in countries outside of the United States. The 
goal is to engage more of our global locations so we 
can tailor efforts to address underrepresentation.
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Engaging and 
Empowering 
Employees 
To drive our work, we are engaging employees in 
the design of our future strategy. This ensures that 
programs designed to address underrepresentation 
are co-created with individuals who represent those 
communities. We have formed a Global Diversity 
Council that is made up of 15 senior leaders from 
across the organization. Together, they represent a 
mix of business units, regions, genders and races. 
They meet quarterly to provide feedback on strategic 
priorities and help to champion organizational change. 
Complementing our Council is our newly formed 
Diversity Working Group. The Working Group is made 
up of 17 employees who are early to mid-career. They 
help to influence the design of individual programs 
and assist with project rollouts. They collectively meet 
quarterly, but sub-committees may meet on a more 
regular basis. 
Global Diversity Council 
10 employees 
of color 
5 white employees 
7 female employees 
8 male employees 
6 located in Asia 
4 located in Europe 
5 located in North America 
We also have a growing list of Employee Networks 
that are the driving force behind our evolving culture. 
Comprised of over 1,700 members across eight 
networks and 35 chapters, they foster community, 
build allyship, accelerate professional development 
and impact organizational policy. Each network has 
a formalized leadership team and structure which 
includes an executive sponsor and annual goals. 
Our current networks organized around a dimension of 
diversity include the Analog Veterans Network, LGBTQ+ 
Network, Neurodiversity Network, People of Color 
and Allies Network, Women’s Leadership Network and 
Young Professionals Network. Our current networks 
that help shape organizational culture and policy 
unrelated to a dimension of diversity include the Green 
Team and Cultural Activities Board. 
Diversity Working Group 
6 employees of color 
11 white 
employees 
11 female 
employees
6 male employees 
NEW IN 2021 
We’re thrilled to announce the launch of our 
Neurodiversity Network this past year. This 
group of nearly 150 initial members was formed 
to drive understanding and increase support for 
individuals with differences in brain function 
and behavioral traits, such as those with autism 
spectrum disorders. As part of the network’s 
first initiative, they are participating in the 
design of a neurodiversity hiring program 
aimed at increasing access to employment for 
neurodivergent candidates. 
"Removing barriers and enabling talented neurodivergent
 colleagues to join ADI and thrive here is important
 for creating a more inclusive society. It’s also a key
 part of the culture at ADI, which values innovation
 and diversity of thought – these are critical to our
 competitive advantage.”
KEN R., Senior Manager, Data Science 
We were also excited to launch our Cultural 
Activities Board in 2021. This group of 100 
employees has assembled to help drive 
community engagement and volunteering 
across many of our global locations. They 
lead community service projects and help 
connect our employee networks to additional 
volunteering opportunities.
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Building Educational 
Partnerships 
To expand our outreach and support 
higher education, we’ve launched new 
partnerships with two Historically Black 
Colleges and Universities (HBCUs). This 
includes providing 350 engineering kits to 
facilitate hands-on learning, sponsoring 
research projects so students have 
dedicated time to explore and innovate, 
and holding five talks including space 
technology and crypto design. 
In addition, we launched a dedicated initiative in 
North America meant to increase the number of 
applications from Black, Hispanic and Latinx students. 
Through increased outreach to student organizations, 
enhancements to marketing and more robust student 
support, we increased the percentage of Black, 
Hispanic and Latinx new college graduate hires from 
1.5% to 5% in 2021.
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Enhancing and Supporting Diversity 
It is important that our leadership teams reflect the 
diversity of our employees and the communities we 
serve. We have approached this challenge in two ways 
– by standardizing our assessment criteria to mitigate 
bias and by tailoring development programs to meet 
the needs of our underrepresented populations. 
Through the creation of an Enterprise Leader Success 
Profile (ELSP), we were able to focus attention on 
the key leadership capabilities critical for success 
by outlining core competencies and providing a 
standardized framework for assessing candidate 
strengths. ELSPs remove some of the personal 
subjectivity and allow for a more unbiased evaluation 
of employee readiness. The assessments were used to 
help create leadership slates and succession plans. 
We also recognize that employees of different 
identities encounter different systemic and cultural 
challenges. Understanding these unique experiences 
allows us to create impactful learning programs that 
build community, drive performance and advance 
gender and racial equity. 
One example is Elevate, our flagship leadership 
development series for women, which graduated 
63 participants this past year. Employees built new 
skills and expanded their global networks through an 
exciting combination of action learning, mentorship 
and sponsorship. The program places an emphasis 
on enhancing business insight, increasing customer 
focus, developing strategic mindsets and improving 
situational adaptability. The program cohorts were 
thoughtfully assembled to include representation from 
technical, sales and corporate functions across Asia, 
Europe and North America. 
Another example is a leadership academy for our 
employees of color. In 2021, 48 employees in the 
United States – nine Black, 20 Hispanic or Latinx, and 
19 Asian employees – enrolled in the academy. They 
participated in group projects, live virtual sessions 
and reflective on-demand activities, all designed 
to sharpen their business acumen and increase 
their visibility. 
We also continue driving awareness and action around 
unconscious bias. In 2021, all people managers were 
required to complete an unconscious bias training. 
"ADI provides an environment that has been conducive to
 my growth and development as an engineer and leader. I’ve
 been empowered to meet the challenges of the dynamic and
 competitive business environment. Working for ADI has been an
 exciting experience.”
DON N., Sales Director, Aerospace and Defense NA, United States
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APPENDICES 
Setting Targets to Diversify Our Workforce 
For years, ADI has worked to advance gender equity 
and create an environment where women have the 
same opportunities for growth and success as their 
male colleagues. We were excited to be named as 
one of “The World’s Top Female-Friendly Companies” 
by Forbes magazine in 2021 and are renewing 
our commitment for continued change. We have 
aspirational targets that outline the progress we hope 
to make in increasing female representation. Over the 
next five years, we look to increase our global female 
manager population from 23% to 29% and our global 
female engineering (exempt) population from 17% 
to 26%. 
We are also increasing our focus on racial equity in 
the United States and more attention will be placed on 
addressing systemic issues that impact our employees 
of color. Similar to our aspirational targets for women, 
we have developed targets for increased representation 
from Black, Hispanic and Latinx communities. Over the 
next five years, we look to increase our combined Black, 
Hispanic and Latinx employee population in the United 
States from 6% to 9%. 
 
Ensuring Governance 
and Oversight 
The Nominating and Corporate Governance 
Committee oversees the company’s environment, 
social and governance (ESG) policies, goals and 
programs. Management regularly reports to the 
full Board of Directors on ESG topics, providing an 
update on key metrics and progress. The Board 
provides direct feedback on strategic approach and 
initiatives once a year. Our senior leadership team 
is engaged collectively on a semi-annual basis and 
individual leaders provide ongoing sponsorship of 
core initiatives, such as our HBCU partnerships and 
secondary school outreach program. 
Global Female Representation in 2021 
40% W
omen globally 
17% 
Women in engineering 
roles (exempt)
23% 
Women in manager 
roles
13.6% 
Women in senior 
leadership roles
33% 
Women on 
Board of Directors
ADI named as one of “The World’s Top 
Female-Friendly Companies” by Forbes magazine 
in 2021 
U.S. Race & Ethnicity Representation in 2021* 
55% 
White
43% 
People of color
6% 
Black, Hispanic 
or Latinx
* 
U.S. data only. Based on EEO-1 data filed with the Department of 
Labor and voluntary self-reporting. 
U.S. Full Breakdown 
35.2% 
Asian 
1.7% 
Black or African 
American 
4.6% 
Hispanic or 
Latinx 
0.3% 
American 
Indian or Alaska 
Native 
0.3% 
Native Hawaiian 
or Other Pacific 
Islander 
1.0% 
Two or More 
Races
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Talent Recruitment and Retention 
At ADI, we invest in our people, so they 
can engineer solutions and make our 
world a better place. This includes our 
efforts to recruit and retain creative 
problem solvers from around the globe. 
 
“ADI is a green innovator. Our technology plays a critical role in 
improving our planet and I am very proud to be a team member of this 
great company.” 
LAURA Y., Senior Director for Marcom China and Asia, China 
Targeting the 
Best Talent 
We use a data-driven approach to better understand 
the labor market and ensure our recruiting efforts are 
wide-reaching and effective. Leveraging data from 
a third-party partner, we gain insights that enable 
us to pinpoint which markets to target when hiring 
new talent. To facilitate our success in competitive 
markets, we are adjusting both our programming and 
our team structure. This includes having dedicated 
regional recruitment teams who understand local 
market dynamics. 
We have increased our outreach efforts to ensure 
we are reaching candidates with high-demand skills. 
These efforts include creating customized regional 
webpages and paid marketing campaigns on social 
media and partnering with organizations to help us 
connect with diverse candidates. We also launched an 
enhanced recruiting strategy in North America to help 
increase the number of applicants from historically 
underrepresented communities.
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Engaging Early Career Talent 
We are committed to developing and hiring the next generation of innovators. We’ve expanded our outreach to 
colleges and universities around the world – including two new partnerships with Historically Black Colleges and 
Universities (HBCUs) – to encourage STEM education and create a strong recruiting pipeline of talent. In FY 2021, we 
participated in campus events at 124 colleges and universities. 
Internships at ADI also provide a pathway to employment and enable interns to gain critical on-the-job experience. In 
FY 2021, 81% of our interns became full-time employees. 
Analog Devices Inc. is a RippleMatch’s 2022 
Campus Forward Award winner. This award 
recognizes the top early career teams and 
programs in the nation. 
 
HIRING COLLEGE 
GRADUATES 
(NORTH AMERICA)* 
HIRING INTERNS 
(NORTH AMERICA)* 
78%
 accepted our job offer 
81
% of our interns becam
e 
full-time employees 
31
% were female 
34%
 were female 
6%
 were Black, Hispanic
 or Latinx 
8%
 were Black, Hispanic
 or Latinx 
*Data is for the 2020-2021 school year 
Supporting Employees 
Throughout Their 
Careers 
Retention is a key priority. We foster belonging and 
commitment by taking a holistic approach and directing 
our energy on programming that promotes inclusion, 
engagement, continued learning and enhanced rewards 
and recognition. We are continuously evolving our efforts 
and are proud that our retention rate in FY 2021 was 91%, 
especially with the continued impact of COVID-19, the 
“Great Resignation” and our acquisition of Maxim.
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Talent Development 
Our culture is driven by lifelong learners 
and a genuine curiosity to innovate 
and solve our customers’ toughest 
challenges. We are committed to aligning 
that curiosity with opportunity, providing 
employees with educational experiences 
that match their desire to learn and 
innovate, so they can grow their abilities 
to new levels. Through a combination 
of hands-on, collaborative and formal 
learning programs, employees can 
explore their interests and build new skills 
that both equip them for today and ready 
them for tomorrow. 
Learning for Everyone 
Learners at ADI have choices. Development teams 
across engineering, sales, operations and human 
resources come together to deliver experiences 
that quicken onboarding, enhance performance, 
build managerial skills and ready employees for more 
complex roles. We employ the 70-20-10 learning 
model which places less emphasis on the traditional 
classroom learning (10%) and greater value on 
collaborative (20%) and on-the-job experiences 
(70%). This theme is woven throughout our 
learning programs. 
We conduct an annual learning needs survey so 
employees have a say in their own development. 
Based on the findings, we update course offerings to 
ensure our suite of learning programs align with the 
most employee-requested topics. Individuals have the 
option to choose between live instruction or digital, 
self-paced content. Course run-times range from 
minutes to multiple days, so employees can select the 
content that best fits their needs. 
Employees attended over 1,944 days of 
professional, business and leadership trainings 
• Topics included subjects such as decision 
making, project management and situational 
leadership 
Employees completed 5,745 digital, on-demand 
courses for a total of 5,863 hours of content 
• Courses include those available through online 
partners such as LinkedIn Learning and EdX
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Preparing the Next 
Generation of Leaders 
We recognize that to create and nurture high 
performing teams, it is critical that managers lead 
effectively. To create consistency around the employee 
experience and prepare managers for their leadership 
responsibilities, new managers are enrolled in a 12-
week development program. At the end of last year, 
90% of new managers had completed or were actively 
enrolled in this program. 
LEADERSHIP PROGRAMS 
• Elevate – leadership development for women 
• People of Color Leadership Academy – leadership 
development for employees of color 
• Enterprise Leader Program (ELP) – leadership 
development for senior leaders 
 
Building Engineering 
Skills for the Future 
Our engineering teams are used to employing a test 
and learn methodology and working with ambiguity. 
Tapping into their curiosity and innovative mindset, 
they’ve been exploring how best to pivot and develop 
technical skills at a rapid pace and at scale. Their 
proactive approach to re-skilling and up-skilling has led 
them to create a new learning pathway for software. 
The Software Engineering Reskilling Program is 
specifically designed to address ADI’s evolving talent 
needs by expanding the skills of our technical workforce 
in the software domain. Recognizing that our employees 
are core to our competitive advantage, the program 
trains our existing engineers and immediately deploys 
them on a project that exercises their newly learned 
software skills. The program consists of a four-week 
course, an assigned software project aligned to their 
current objectives and expert mentoring to further 
support them throughout their journey. Through this 
program, average software proficiency assessment 
scores went up from 29% pre-program to 68% post-
program. Based on the positive results, the program 
will be expanded both domestically and internationally. 
Using the software reskilling effort as a template, new 
learning paths for other emerging specialties are also 
being explored.
 
"The two individuals who attended the first cohort of the
 Software Engineering Reskilling Program are already producing
 results and contributing to our explosive growth. The intense
 program has been well worth the investment. I am eager to send
 the remaining members on my team to the same program.”
MANAGER, Technology Group
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Meeting the Needs 
of a Mobile Sales 
Workforce 
Our culture of learning and curiosity also extends 
across our sales teams and channel partners. By 
understanding the unique needs of our sales function, 
our Sales Learning & Enablement team and ADI events 
team are able to design experiences that meet the 
needs of an on-the-go workforce. 
Last fall, for our first Customer Engagement 
Conference, a cross-functional team – including senior 
executives, business unit leaders, technology group 
experts, and learning and event teams – developed a 
blend of on-demand, live instruction and just-in-time 
content that continues to deliver value even months 
after the close of the event. The team delivered a 
combination of 404 technical training videos (available 
on-demand), 68 live video demonstrations, 19 keynote 
sessions, 9 partner presentations and 28 workshops. 
During the conference, 908 unique viewers consumed 
over 2,000 hours of video content (equivalent to one 
work year worth of content). 
In the five months after the end of the conference, 
an additional 221 unique viewers have consumed over 
800 hours of video content. The continued usage 
highlights the relevance and impact of our growing 
learning libraries. By leveraging artificial intelligence 
and an advanced search engine, employees are able to 
search the videos for spoken words, text and graphics, 
increasing efficiency and giving them the content they 
need quickly. Our focus is not only on creating great 
content, it’s also on providing the tools employees need 
to use and capitalize on these assets. 
Driving Excellence and 
Problem Solving 
Our Global Operations and Technology (GO&T) team is 
on a constant mission to improve and deliver greater 
customer value. Through the design and delivery of 
employee skills development programs targeting 
Excellence at ADI, Quality Culture, Scientific Problem-
Solving Methodologies – they’re able to stay at the 
forefront of Lean-Agile practices, Six-Sigma tools, 
quality and innovation. With topics such as business 
priority alignment, product development execution 
and productivity optimization, the Excellence at 
ADI program reinforces our culture of quality and 
excellence; nearly 60% of all GO&T employees have 
now completed the Excellence at ADI and Quality 
Culture program. The Scientific Problem-Solving 
training offerings targets skills related to defect 
elimination, systematic root cause analysis and the 
development of high-performing systems, giving 
employees exposure to concepts around process 
improvement, bottom-line improvement, business 
responsiveness and customer-centricity. Switching 
to a completely virtual format, GO&T navigated 
the complexities of a distributed remote team and 
employees still managed to consume 19,197 hours of 
training content. 
 
Charting a Career 
Careers at ADI can take many paths. To help employees 
navigate the opportunities, we launched the Analog 
Mentoring Program (AMP). In our first round of matching, 
we paired 298 employees with a mentor. The program 
matches participants based on area of expertise, 
personal objectives, experience level and a few 
personality characteristics. The structured design of 
the program means participants have access to guides, 
milestone trackers and reminders. AMP follows the 
success of previous, more targeted mentoring programs 
launched for our Young Professionals Network and our 
Women’s Leadership Development program. 
"My mentor is very approachable and has a lot of wisdom.
 She gives me a lot of advice on how to manage and own my
 employment. I aspire to be a leader like her.”
MENTEE IN MANUFACTURING, Philippines
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Compensation and Benefits 
Our business is based on innovation and 
helping our customers solve some of the 
world’s most complex problems. As a 
knowledge-based business, we believe 
that the skills, expertise and experience 
of our employees are unique and critical 
factors in our overall success. The 
competition for talent in the technology 
sector is fierce globally. To drive 
continued successful operational and 
financial performance, our total rewards 
package is designed to attract, retain 
and motivate our employees through 
generous compensation packages and 
provide highly relevant benefits that meet 
the needs of our employees worldwide. 
Compensation 
ADI’s compensation package provides market-
competitive pay consisting of base salary and broad-
based bonuses. In addition, a portion of employees 
of certain professional levels are eligible for stock 
awards. 
Rewarding performance is a key component of our 
compensation philosophy. Employee bonus programs 
link employees’ compensation to ADI’s revenue 
and operational performance goals as we believe 
having all employees striving to achieve the same 
goals creates a common drive for excellence and 
celebrating achievement. 
We examine pay, benefits and stock programs at 
least annually, including in-depth analysis against 
industry market data in all of the regions where we 
do business, to ensure our compensation programs 
remain competitive and compliant. As part of the 
Maxim integration, we have focused on creating a best 
in class compensation and benefits program to reflect 
the combined organization. 
For example, beginning in June 2022, our employees 
will have the opportunity to purchase ADI stock at a 
competitive discount through our new Employee Stock 
Purchase Plan. 
 
Pay Equity 
We are committed to equitable compensation 
regardless of gender, race or ethnicity. Our goal is 
to attain 100% pay equity. To this end, we conduct 
regular equal pay assessments with rigorous statistical 
analyses of employees performing similar work and 
make adjustments where appropriate. Also, we 
monitor our worldwide compensation for women 
compared to men, working to make adjustments within 
local practices. To assist in our efforts, we utilize a pay 
equity analytical tool that enables us to be more agile 
in addressing pay equity on a case-by-case basis as 
warranted. 
We are in the process of integrating Legacy Maxim 
and Legacy ADI job architectures and compensation 
structures and will complete an updated pay equity 
analysis once the data for the combined organization is 
fully available.
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Benefits 
ADI is proud to support our employees through their 
most important life moments with benefits programs 
that address their physical, mental and financial 
well-being. We provide benefits to most of our 
employees around the world. The benefits programs 
vary by country and are designed to adhere to local 
laws and regulations, as well as be competitive in 
the marketplace. Our benefits programs include a 
comprehensive healthcare plan – from medical, dental 
and vision plans to short-term and long-term disability 
plans – a retirement plan and paid time off. 
We recognize that employees sometimes need 
flexibility in their work and life flow, and we have 
various leave programs to allow employees to take 
time away from work. As an example, ADI believes in 
the importance of providing parents time to bond with 
their new child. Our parental leaves vary by country and 
are often subject to local regulations. 
During the fall annual enrollment in the United States, 
we announced expanded offerings: 
• Six weeks of fully paid, gender-neutral parental leave 
benefits (for birth, adoption or foster placement) 
• 10 weeks of paid medical recovery time through 
disability for birth-giving parents 
• Medical, dental, vision and life insurance coverages 
extended to include domestic partners 
With the Maxim integration, we will continue to 
review our benefits programs as we harmonize the 
offerings by country around the world. With the U.S. 
integration, we maintained several of our core benefits 
that include: transgender reassignment; generous 
fertility benefits through our UHC medical option; 
adoption financial assistance; and access to mental 
health treatments through virtual mental health visits, 
as well as up to six confidential, no cost counseling 
sessions through our Employee Assistance Program. 
To assist with balancing caregiving needs, we continue 
to provide up to 10 backup child or adult care days 
through Bright Horizons. Also, we offer covered 
College Coaching services to employees and their 
families as they pursue continued education for their 
children, in addition to an education assistance plan for 
eligible employees who enroll in an ADI job- or career-
related degree or certificate program. Through our 
U.S. 401(k) plan, we provide employees with a company 
contribution of 5% of their eligible pay, plus up to 3% 
matching contributions. We believe that financial well-
being contributes to overall well-being, and this plan 
encourages a partnership with our employees to save 
towards their future. 
As the COVID-19 global pandemic continued during 
2021, we responded with additional paid time off 
programs by regional need for employees that were 
required to be onsite to perform their jobs. These 
programs were extended in India, Ireland, Malaysia, 
Philippines, Singapore and the United States. Most of 
these programs provided for up to two weeks at full 
pay for employees who were unable to be at work due 
to COVID-19 related issues. When India experienced 
a significant surge last May, we quickly responded 
by implementing several special COVID-19 employee 
support programs: up to four weeks of additional 
paid time off for all employees; teleconsulting 
medical visits; vaccination; and financial support, 
in addition to ongoing access to our local Employee 
Assistance Program (EAP). Local human resources and 
management teams also organized a virtual volunteer 
task force to help connect employees with needs 
to resources and information during this uncertain 
time. Our Philippines’ employees organized local 
support networks for fellow colleagues impacted by 
COVID-19 illness. 
We’ve also created ADI Flexible Work that allows 
eligible employees to work remotely up to two days 
a week, subject to government regulations and job 
requirements. The new flexible work policy, which 
includes both remote days and alternate schedule 
options, provides employees with more options to 
be productive and engaged. We believe that mobile 
technology, the nature of many work activities and our 
responsibility to reduce carbon emissions requires a 
new philosophy and culture regarding where and when 
work is conducted. 
As we reflect on another year of navigating the global 
pandemic, it continues to shape our focus on employee 
well-being and providing flexibility with work and life 
flow. Over the next year and beyond, we will continue 
to listen to our employees and adapt the support we 
provide to match their emerging and evolving needs.
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Employee Engagement 
At ADI, we believe the source 
of our greatness stems from 
our people. Over the past 
five decades, we have built 
our culture upon our core 
values of continuous learning, 
improvement and accountability. 
Our vision is to create a place 
where our employees have the 
freedom, skills and support to 
reach their full potential and 
make a meaningful impact on 
our customers and the greater 
communities we serve. 
 
Ensuring Employee 
Satisfaction 
To ensure employees have what they need to thrive, 
we employ our ADI Pulse survey tool that uses the 
Glint Engagement platform. We view engagement as 
employee investment of their cognitive, emotional 
and behavioral energies toward positive company 
outcomes. Our engagement platform provides 
the flexibility, security and artificial intelligence to 
determine the factors that contribute to or take away 
from employee engagement. Through this platform, 
we measure metrics of engagement, employees’ 
willingness to recommend ADI and their overall 
happiness on an annual basis. We use shorter ADI 
“mini” pulse surveys, town halls and roundtables to dive 
deeper into key topics and track our progress against 
core actions. 
In 2021, we captured over 14,000 comments that help 
provide insights into specific attributes, scores and 
drivers of engagement. To ensure honest feedback 
and anonymity, we leverage Glint’s security and 
anonymous thresholds so comments can’t be tied back 
to an individual. Professional development, removing 
barriers to execution and a work-life balance were 
key themes that emerged from the survey and we’re 
working in partnership with leaders and employees to 
address at a local and enterprise level. 
 
2021 SURVEY RESULTS 
87%
 Global Participation Rate 
(up 7pts vs. 2020)
79pts. 
Overall Engagement  
(up 3pts vs. 2020, up 5pts vs. 
2020 benchmark) 
80pts. 
Likely to Recommend ADI  
(up 3pts vs. 2020) 
77pts. 
Happy to Work at ADI 
(up 3pts vs. 2020) 
* 
Scores out of a 100 point scale
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Conducting a Comprehensive Review 
Our survey review includes looking at both themes and suggestions from employees. We review the comments and 
identify connected themes that map back to our agility index, employee experience and leader effectiveness. 
In order to drive transparency and action, we cascade the information through the organization, sharing first with 
the executive team, senior leaders and managers. At each level, actions are identified and tailored in support of 
themes at the organizational, business, functional and regional levels. Our managers hold meetings after results are 
shared so they can build action plans as a team. Lastly, we publish the overall results and actions to employees so 
we build credibility and reinforce that meaningful action will be taken on employee feedback. 
"Analog Devices is a company with a great culture. We’ve
 increased our ESG efforts and this helps every employee to find
 their place and feel engaged. I’m looking forward to seeing the
 great things the future holds.”
MONICA R., Director, Systems Integration Engineering, Spain
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Health and Safety 
Our Approach 
The health and safety of our employees and contractors 
is a top priority. All manufacturing sites have employee 
health and safety committees, which ensure our 
commitment to a safe operating environment is 
implemented. Our new Code of Corporate Social 
Responsibility details ADI’s policies for itself and its 
suppliers in the areas of labor and human rights, health 
and safety, ethics, management systems and data privacy. 
ISO 45001 
All of our Legacy ADI manufacturing facilities across 
the globe are certified to ISO 45001 Occupational Health 
and Safety management system standards or will be in 
2022. All sites certified to ISO 45001 have an EHS policy 
that addresses the health and safety of employees. 
To maintain ISO-certification, we undergo independent 
third-party audits, and we ensure compliance with 
regulatory requirements through government agency 
inspections. ADI has high standards for health and 
safety programs and maintaining ISO 45001 certification 
is part of our expectations. We are developing a plan to 
bring the Legacy Maxim sites in line. 
Our Continued 
Response to COVID 
In 2021, we continued to prioritize the protection 
of our essential workers as well as our employees 
working remotely in response to COVID-19 by making 
workplace adaptations and modifications to ensure 
the safety of our workforce. We implemented the use 
of thermal scanners in all our manufacturing facilities 
and, wherever it was feasible, devices were installed to 
ensure that social distancing is observed. In addition, 
Legacy ADI continued to provide qualified employees 
in specific countries and locations with additional 
paid time off for specific COVID-19 reasons under the 
COVID-19 Supplemental Paid Leave (CSPL) Program. 
Health and Safety 
Training 
To support our employees in conducting their 
environmental health and safety (EHS) responsibilities, 
ADI provides comprehensive health and safety training 
that builds awareness and skills. Manufacturing 
employees undergo EHS training when they join ADI. 
Varied learning methodologies are employed to meet 
the needs of our diverse workforce, and EHS training 
is offered in different languages and through both 
web-based and on-site platforms. Training information 
is also tailored to what is needed for specific jobs, such 
as hazardous materials management, electrical safety, 
tool safety and ergonomic workplace design. 
Planning for emergencies is another aspect of keeping 
our employees safe. Employees receive training on 
what to do in the event of an emergency, reporting an 
emergency and how to safely evacuate the building. 
Members of our emergency response teams (ERT) 
receive training which includes first aid, CPR, AEDs, 
bloodborne pathogens and chemical response.
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2021 Performance 
ADI recognizes the importance of metrics to support 
our commitment to continuous improvement of our 
health and safety performance. We use two industry 
standard metrics to assess our injury performance 
and trends globally: incident rates and lost workday 
rates. We review our metrics on a consistent basis 
to understand how we are doing and learn where we 
can improve. We compare our incident rate and lost 
workday rate against the US Semiconductor Industry 
and US Manufacturing Industry rates as benchmarks. 
For 2021, ADI’s record reflects our efforts to protect 
people. We achieved better rates than the industry 
averages for incident rates and lost workday rates. 
Our measurements include contingent workers and 
temporary workers in addition to all employees. The 
types of injuries are tracked at the site level; prevalent 
injury categories include slips and falls, overexertion and 
ergonomic issues.      
There were no high-consequence injuries and no 
fatalities at any Legacy ADI or Legacy Maxim sites. To 
continuously improve our health and safety performance, 
every site maintains EHS-specific procedures and 
specifications, performs a periodic self-assessment 
or self-audit, posts health and safety communications, 
tracks its injury metrics, conducts investigations of safety 
incidents, and identifies causes and corrective actions. 
Incident Rates per 100 Workers 
0 
1 
2 
3 
4 
5 
2021
2020
2019 
Analog 
Devices 
(Global) 
U.S. 
Manufacturing 
Industry 
U.S. 
Semiconductor 
Industry 
3.30
3.10 
0.90 
0.45
0.31
0.32 
0.70 
Lost Workday Rates per 100 Workers 
0.0 
0.3 
0.6 
0.9 
1.2 
2021
2020
2019 
Analog 
Devices 
(Global) 
U.S. 
Manufacturing 
Industry 
U.S. 
Semiconductor 
Industry 
0.90 
1.10 
0.20 
0.18
0.14
0.16 
0.20 
OVERSIGHT OF SUPPLIERS REGARDING 
LABOR AND WORKING CONDITIONS 
All ADI suppliers are expected to meet the 
same standards for health and safety as ADI 
has set for itself. Suppliers must adhere to our 
Code of Corporate Social Responsibility and 
Code of Business Conduct and Ethics. These 
documents outline standards for labor and 
working conditions that include providing safe 
and healthy work environments. 
As a member of the Responsible Business 
Alliance (RBA), ADI adheres to the RBA Code 
of Conduct, which outlines standards for labor 
and health and safety that aim to uphold the 
human rights and dignity of workers as well as 
minimize work-related injuries and illnesses. 
All of our manufacturing facilities are audited 
every two years through the RBA Validated 
Audit Program, which is the leading standard 
for onsite compliance verification and effective, 
shareable audits. 
For more information, see the Supply Chain 
Management section of this report.
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ENGAGING WITH IMPACT 
“The Foundation has continued to address new and ongoing challenges in 2021 to help protect and 
advance the health and wellbeing of our communities. We are thrilled to have had such a positive impact 
during the Foundation’s second year and we remain as committed as ever to our mission in 2022.” 
– ADI Foundation Board 
IN THIS SECTION:
 92 ADI Foundation
 93 Responding to the Pandemic
 94 Access to STEM Education
 99 Employee Participation 
102 Making Waves: The Ocean and 
Climate Innovation Accelerator
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ADI Foundation 
Focusing on Our 
Purpose and Priorities 
ADI’s purpose and commitment to Engineering Good 
is more important than ever, especially in these 
unprecedented times, as our world continues to deal with 
challenges associated with the COVID-19 pandemic. Since 
its creation in April 2020, the ADI Foundation has helped to 
expand our positive social impact and align our employee 
engagement and community investment initiatives. Our 
mission is to engineer a more sustainable future for our 
planet and people. We support charitable organizations 
that advance ADI’s sustainability framework with myriad 
programs including employee matching gifts, employee 
matching volunteer hours, community grants and in-kind 
donations. The sustainability framework is centered on 
environmental, educational and societal pillars: 
• Protect the Environment: Support initiatives that 
help reduce carbon emissions, conserve water 
and reduce waste, protect the ocean, and promote 
renewable energy sources. 
• Improve Education Access: Support initiatives that 
broaden access to high-quality STEM education and job 
opportunities, as well as provide underserved communities 
with the tools they need to progress and thrive. 
• Advance Societal Change: Leverage innovative solutions 
to solve community problems, support efforts to 
eradicate poverty, and promote health and well-being. 
The following information is based on the Foundation’s fiscal year of 
November 1, 2020–October 31, 2021. 
OUR IMPACT 
FY 2021 Financial and Achievement Highlights 
$1.8 M
in community grants 
$1.4+ M
in employee donations + 
Foundation match 
2,000+
 hours volunteered by
 ADI employees
900+
 organizations supported 16
 countries impacted
Click here to read our Foundation Report.
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Responding to the Pandemic 
In FY 2021, ADI and the Foundation took 
action to help people around the world 
affected by the global pandemic. As 
ADI continued to produce technology 
for essential medical equipment, the 
Foundation extended its commitment to 
make charitable donations to both global 
and local pandemic response efforts. 
This includes the Foundation’s support for 
vaccines in the ongoing fight against the 
COVID-19 virus. 
On May 8, 2021, Global Citizen hosted VAX Live, a 
concert to raise funds for COVAX, a global program 
under Gavi, the Vaccine Alliance. The Foundation 
donated $1 million to Gavi through a contribution and 
employee matching program. For every $1 of employee 
donations, the Foundation contributed $4. In total, with 
the help of ADI’s donation, Gavi delivered 987 million 
COVID-19 vaccines to 144 countries. 
Additionally, as part of our continued support of 
the Massachusetts General Hospital’s Vaccine & 
Immunotherapy Center (VIC), the Foundation once 
again granted over $500,000 dollars in 2021 to research 
on testing, treatments and vaccines.
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Access to STEM Education 
Since our founding in 1965, ADI has 
devoted time, resources and unwavering 
support to promote STEM initiatives 
across the world. Our STEM education 
sponsorships focus on expanding 
access to STEM learning and careers, 
volunteering and mentoring, and investing 
in research opportunities. 
"This gift will allow over 1,400 middle-school students across
 the Malden schools to experience high-quality, rigorous STEM
 instruction that is aligned with the Massachusetts Curriculum
 Frameworks. It is wonderful that Malden, a gateway city with
 one of the most diverse school systems in the state, has the
 support of organizations such as the Analog Devices and
 the Museum.”
DOUGLAS DIAS, director of STEM K-12 for Malden Public Schools 
 
Partnering to Advance STEM Initiatives 
Boston’s Museum of Science 
ADI sponsors the Engineering is Elementary (EiE) program at Boston’s Museum of Science, supporting our 
shared goal of inspiring a lifelong love of science and helping to close the STEM opportunity gap. EiE provides 
environmental and engineering kits for middle school students in various Gateway Cities – midsize urban centers 
that face persistent social and economic challenges – across Massachusetts. In FY 2021, ADI supported 4,300 
students across the various districts with STEM kits and our support will continue in 2022.
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FIRST® 
Since 2003, ADI has proudly sponsored FIRST® 
(For Inspiration and Recognition of Science and 
Technology) through a range of activities and 
challenges. These include the organization’s Robotics 
Competitions (ages 14-18), Technology Competitions 
(ages 12-18), Lego League (ages 9-14) and Junior Lego 
League (ages 6-10). In 2021, ADI sponsored a total 
of 38 teams where employees volunteered as team 
mentors and competition judges. ADI also contributed 
ADALM1000 and ADALM2000 (active learning modules) 
as well as the ADAP2000 (parts kit) to FIRST® teams. 
"FIRST® shares ADI’s commitment to STEM programs in the
 communities where we work and live by inspiring the next
 generation of young people to pursue careers in engineering
 and math.”
VINCENT ROCHE, Chief Executive Officer and Chair of the Board 
Science Buddies 
ADI’s Young Professionals Network used their 
knowledge to contribute learning materials to Science 
Buddies, creating a digestible curriculum on the 
complex topic of autonomous vehicles for students in 
grades K-12. Science Buddies – which reaches more 
than 19 million educators and students – is a nonprofit 
organization that aims to inspire and educate students 
through hands-on STEM educational experiences 
that reflect the students’ unique personal interests. 
The organization’s resources are free and open to 
everyone, making STEM learning possible for students 
of all ages and demographics. Science Buddies 
autonomous vehicle collection, created by ADI, will 
reach at least 25,000 students per year, helping them 
to better understand how these vehicles work and 
stoking interest in STEM disciplines. 
California Invention 
Convention 
For over four years, Maxim has sponsored the California 
Invention Convention, which promotes innovation and 
entrepreneurship for students in grades K-12, and 
enables students to compete for awards in the state-
wide event. Last year, the convention showcased over 
400 innovative thinkers and 52 were honored with 
awards at the event, which was held virtually because 
of the pandemic.
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Engaging Students 
Globally 
In the Philippines, ADI’s Junior Aspirant (AJA) program 
encourages students in grades 10–12 to pursue 
engineering and technology courses. Sponsored 
by our Young Professionals Network (YPN), a virtual 
immersive program allows students to experience a 
day in the life of an engineer. Additionally, through the 
Philippines’ Academe Linkage program, ADI provided 
demos, workshops, mentorship and a coder’s guild 
where a virtual hackathon was hosted with over 
22 schools and 66 teams participating. 
In India, ADI held its annual technical competition, 
Anveshan, that provides an opportunity for engineering 
students to innovate and design products that can 
uplift the standard of living of our society. Selected 
project teams are funded and given access to hardware 
and tools, as well as ADI mentoring for over six months. 
Each year there is a theme for the competition. In 
previous years, the Anveshan themes were focused 
on applications. This past year, the theme pivoted 
to “silicon design to verification” to help address a 
technical gap in engineering talent in the region. In 
addition to Anveshan, ADI also supported the setup of 
laboratories in the Indian Institute of Technology (IIT) 
Bombay and Tirupati by donating ADALM1000s and 
SHARC DSP boards.
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Ensuring Continued 
Learning through 
Virtual Connections 
The COVID-19 pandemic and subsequent worldwide 
shutdown created a new challenge for the educational 
system. In many ways, it accelerated certain trends 
of remote education and emphasized the importance 
of remote experimental work. ADI has been ideally 
positioned to provide capabilities to key partner 
educational institutions. 
In the United States, ADI provided active learning 
modules to enable an urgent transition to remote lab 
work. Rensselaer Polytechnic Institute (RPI) – which 
has a long history of collaboration with ADI – developed 
a concept of “Pandemic-Proof Pedagogy” for the 
2020-2021 academic year using ADI’s active learning 
module ADALM1000. This enabled remote lab work for 
the Introduction to Electrical, Computer and System 
Engineering course. The initiative was made possible 
by the generous donation of Douglas Mercer, ADI 
Fellow, who pioneered key curriculum modules. 
To grow the accessibility of the active learning modules 
to regions outside North America, ADI translated the 
Graphical User Interface (GUI) into multiple languages 
including Arabic, Simplified Chinese, Traditional 
Chinese, English, French, German, Italian, Japanese, 
Korean, Romanian, Spanish and Thai. 
In China, ADI sponsored Tongji University DIAN racing 
team in the Formula Student Electric China (FSEC) 
competition, a worldwide formula electric motor 
racecar competition for students who want hands-on 
experience in innovative electric racing car design. 
The team designed, manufactured, and tested their 
small-scale formula-style race cars using donated ADI 
products such as LTC6804, LTC6820, and LT1111. 
One of the exceptional features of active learning 
modules is the capability to measure and study usage 
of the platforms. ADI worked with a team at Morgan 
State University to gain insights into usage practices, 
which resulted in an NSF sponsored project, “Adapting 
an Experiment-centric Teaching Approach to Increase 
Student Achievement in Multiple STEM Disciplines.” 
This project aims to serve the national interest by 
implementing an evidence-based, experiment-focused 
teaching approach, the Experiment Centric Pedagogy 
(ECP) in multiple STEM disciplines. 
"The ADALM1000 allows students to gain hands-on laboratory
 experience directly using their own laptop and parts, and
 then apply or reinforce their knowledge using industry-grade
 equipment on campus. The ADALM1000 is also ‘open,’ which
 means it has an open interface to allow students to be creative
 and find new ways to use the board.”
JOHN WEN, Head of the Department of Electrical, Computer and 
Systems Engineering at Rensselaer Polytechnic Institute
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Investing in Research to Support Sustainability 
To stay at the forefront of technology innovation, ADI 
is continuously investing in leading research activities 
that support a sustainable future. These investments 
span a wide range, from basic scientific explorations to 
applied research. Some examples include: 
• UC Berkeley Sensor and Actuator Center (BSAC) 
• UC Berkeley Wireless Research Center (BWRC) 
• Stanford System X Alliance 
• Center for Power Electronics Systems (CPES) 
• NSF Power Management Integration Center 
• NSF Center for Advanced Electronics through 
Machine Learning (CAEML) 
• NSF Advanced Self-Powered Systems of Integrated 
Sensors and Technologies (ASSIST) 
• University of Michigan transportation research at 
MCity 
• MIT Medical Electronic Device Realization Center 
(MEDRC) 
• MIT Center for Quantum Engineering 
• NSF Center for Hardware and Embedded System 
Security and Trust (CHEST) 
• UMass Lowell Printed Electronics Research 
Collaborative 
In the past year, ADI has added several new programs 
to expand in scope. We have: 
• Partnered in establishing 2021 Semiconductor 
Research Corporation Multi-Center Joint University 
Microelectronics Program (JUMP) 2.0 public/ 
private partnership program that supports high-
risk, high-payoff research that addresses existing 
and emerging challenges in information and 
communication technologies. 
• Joined MIT Future Energy Center to engage 
in transition of energy as new technology and 
understand impact on policy, demographic and 
sustainability. 
• Engaged with NSF Broadband Wireless Access & 
Applications Center (BWAC) to advance wireless 
technologies and provide cost-effective and 
practical solutions for next-generation (5G & 
beyond) wireless systems, including millimeter-wave 
communications and wireless cybersecurity. 
• Joined 2021 MIT Center for Transportation and 
Logistics (CTL) to focus on sustainable supply chain 
and green logistics topics. 
• Become an inaugural member of MIT AI Hardware 
Program that will define and develop translational 
technologies in hardware and software for the AI and 
quantum age. 
"ADI programs are designed to nurture the translation of
 basic research into applied technology, to help educate new
 generations of scientists and engineers, and to attract new
 talent to ADI.”
ZORAN ZVONAR, Fellow, Director of University Programs
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Employee Participation 
Contributing to Our 
Communities 
The Foundation is proud to support the volunteer 
work and charitable giving of ADI employees, as we 
recognize that our communities benefit from their 
enthusiasm, generosity and creative spirit. The 
Foundation offers matching gifts for both direct 
donations and volunteer hours at eligible charitable 
organizations, up to $1,000 per employee, per fiscal 
year. This includes the Foundation donating $10 for 
every hour volunteered by an employee, benefiting the 
organization where the employee volunteered. In 2021, 
ADI employees volunteered more than 2,000 hours, and 
employee donations matched with Foundation funds 
generated $1.4 million for charitable organizations. 
Employees participate in the Massachusetts Coalition 
for the Homeless program, “A Bed for Every Child.” The 
statewide program provides beds for families in need. 
ADI participated in the virtual Race to End Hunger to 
raise money for local food bank Second Harvest of 
Silicon Valley. Last year, we raised enough to provide 
for 345,456 meals. In all, the race will provide over 
2 million meals. 
For over seven years, ADI has been a contributing 
to Habitat for Humanity Lowell, whose mission is 
creating affordable homeownership with a “hand up, 
not a handout.” Families are required to put in “sweat 
equity” hours working on their homes, attending 
financial training classes and volunteering at the 
Habitat ReStore. When their homes are complete, each 
family will pay an affordable, no interest mortgage, 
which allows for building other affordable houses for 
local families. 
Employees from the CTO and Human Resources 
business units, summer interns and members of both 
the POCAN (People of Color and Allies Network) and the 
YPN (Young Professionals Network) hammered, sawed 
and sweated their way through build days during July, 
September and October 2021. 
"It’s not just about where you’ve written a check. It’s how you
 have rolled up your sleeves and gotten involved.”
CHRISTINA DERVIN, Executive Director, ADI Foundation
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Supporting 
Community Grants 
One of our key objectives in offering community 
grants is driving meaningful change and a more 
sustainable future by identifying grant recipients that 
are important to our employees and representative 
of the communities in which we live and work. We 
believe our employees have great ideas for rewarding 
grants, and we encourage them to propose local 
charitable organizations that align with our mission and 
sustainability focus areas. With an average grant of 
$25,000, the Foundation provided a total of $1.8 million 
in global community grants last year. 
"At ADI, we know that everyone must do something every day to
 stem the environmental emergency. For this reason, I support
 Plasticaqquà, because they keep the sea and the coast clean
 from plastic for a more sustainable environment.”
COSIMO CARRIERO, Field Applications Engineer and Green Team 
Leader, Italy 
NONPROFIT SPOTLIGHT 
The ADI Foundation and ADI’s global team members fundamentally believe we have a responsibility to protect 
our environment, which is why the Foundation engages in impactful initiatives alongside our employees. 
In Italy, we have partnered with Plasticaqquà APS – a group of citizens who voluntarily clean up the coasts and 
the beaches of Taranto. The organization promotes environmental awareness actions in schools, parishes, 
scout groups, organizations and associations, including the enhancement of abandoned coastal stretches, 
sustainability and reporting. 
ADI’s Foundation provided a $12,000 grant that allows Plasticaqquà APS to expand its insurance coverage 
so more people can take part in cleanup events and buy additional resources, such as gloves, bags, boots, 
overalls and other tools for their activities. This resulted in 5,022 kilograms (11,072 pounds) of garbage 
collected over the course of 18 cleanups. The donation also supported educational materials about the 
recycling and reuse of plastic for school workshops, and bought merchandise for Plasticaqquà APS’s 
Eco-Bookshop, where a book can be bought for 10 plastic bottles or 10 cans. 
ADI employees also rally behind Plasticaqquà APS’s mission. Cosimo Carriero, a field applications engineer 
based in Como, biked 1,500 kilometers (932 miles) across Italy to raise funds for the organization. Donations 
made in support of his journey helped fund several projects, including the purchase of boats for cleaning the 
stretches of coast inaccessible from the mainland, carrying out remediation interventions in the open sea 
and purchasing machines to recycle plastics.
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NONPROFIT SPOTLIGHT 
ADI has called Massachusetts home since 
its founding in 1965 and, since day one, has 
dedicated its resources to inspiring young 
people in the local area through a range of 
science and math activities and mentorship 
programs. As world leaders in technical 
innovation, ADI has a rich legacy of fostering 
the next generation of innovators to create a 
stronger economy and better future. 
To advance science- and engineering-based 
research, ADI partnered with UMass Lowell, 
a national research university that provides 
education to 18,000 undergraduate and graduate 
arts and sciences students. 
In 2021, the ADI Foundation funded a grant 
of $125,000 and provided $165,000 worth of 
lab equipment to UMass Lowell to accelerate 
engineering research. In addition, to counteract 
the challenges of remote learning during 
the pandemic, the Foundation financed the 
construction and development of a new 
research lab, equipping three classrooms with 
the necessary equipment to enable a live-like 
classroom experience for remote students. This 
included adding video cameras with tracking 
capabilities, audio and computer equipment, and 
improved lighting of the classroom stage. 
NONPROFIT SPOTLIGHT 
The ADI Foundation is helping Life Services 
Alternatives (LSA) reduce its operational 
costs through a $30,000 grant to purchase 
solar panels. LSA is a non-profit organization 
based in San Jose, California, that provides 
community living and programs for adults 
with developmental disabilities. LSA manages 
and operates 15 licensed residential care 
homes in neighborhood settings, enabling 
its residents – including those with enduring 
medical needs – to receive life-long services 
while living in a community. LSA assists in the 
purchasing, renovation and personalization of 
each home, and provides trained care providers 
to help residents. 
The addition of solar panels for these homes 
significantly lowers energy costs, as well as 
greenhouse gas emissions, particularly carbon 
dioxide (CO2). 
Donating Needed 
Supplies 
ADI is pleased to provide organizations with goods and 
supplies that truly make a difference in the lives of our 
community members. These include school supplies 
for homeless students and donated laptops that are 
used for learning, communication and therapy. Many of 
these supplies were collected by our summer interns, 
who created four different service projects based on 
the needs of the nonprofit organizations they selected. 
"Analog Devices: Thank you for your generous gift to School
 on Wheels. Your support will help us provide students with
 the tools they need to be successful in their education. Thank
 you for helping us make a difference in the lives of children
 experiencing homelessness.”
MARISOL FARFAN, Volunteer Engagement Specialist at 
School on Wheels
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Making Waves: The Ocean and Climate 
Innovation Accelerator 
For decades, Analog Devices has built bridges between 
the physical and digital worlds, transforming complex, 
real-world signals into insights and actions that improve 
lives. Problem solvers by trade, we realize that one of 
the greatest challenges of our time is the climate crisis. 
Why? Our future depends on it. 
But humanity’s growing carbon footprint is damaging 
the very life-support systems that sustain us. Many 
approaches to address climate change are land-
based, but because Earth is an ocean planet and the 
ocean and climate are linked as part of a single “Earth 
system,” a comprehensive and successful approach to 
climate change must also involve the ocean. 
A critical part of the ocean-climate system is the 
planetary carbon cycle. Our ocean stores roughly 50 
times more carbon than our atmosphere. The ocean 
has vast capacity to absorb carbon – enough to make 
a real difference in efforts to stem, and perhaps even 
reverse, the long-term impacts of climate change. 
But the ocean is a remote, challenging and corrosive 
environment to operate in, and ocean-based solutions 
are difficult to scale. To create viable solutions to our 
climate crisis, we need collective action across the 
public, academic and business landscape. 
That’s why we launched the Ocean and Climate 
Innovation Accelerator (OCIA) with Woods Hole 
Oceanographic Institution (WHOI) in 2021, a 
first-of-its-kind consortium. The OCIA is an engine 
for continuous knowledge and solutions development 
focused on restoring ocean and planetary health. 
The combination of Analog Devices and WHOI’s 
world-class ocean scientists and engineers, together 
with other like-minded industry players, will help us 
accelerate the pace of innovation for ocean-based 
climate solutions. 
“Tackling climate crises requires collective action, 
and collective courage, from everyone,” said WHOI 
President and Director Peter de Menocal. “ADI has 
shown it is not shying away from the climate fight, and 
we could not ask for a better partner.”
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Looking Ahead 
The OCIA framework focuses on innovation hubs 
that inform market strategy and advance ocean 
technologies in sensing, measuring, power and 
networking. As a start, Analog Devices committed 
$3 million over 3 years for the OCIA. In the first year, 
OCIA awarded grants to five distinct science and 
technology projects, all based on the overarching 
theme of ocean-based carbon capture and transport. 
These grants, consist of three Incubation Awards 
which are smaller grants to fund early exploration 
work and two Acceleration Awards, which are larger 
grants to support design and/or early execution of new, 
cutting-edge scientific initiatives. The OCIA will take a 
venture-capital-style approach to help scale the most 
successful of these projects with further support. 
Inaugural projects include: 
INCUBATION AWARDS 
• Carbon and pH Sensors: Develop and deploy 
cost-effective carbon and pH sensors to enable 
cost-effective fishery and community-based carbon 
observing networks. 
• Tiny Respirometers: Accelerate exploration and 
understanding of carbon’s path through the ocean 
by monitoring carbon flux continuously through 
the ocean’s midwater – or “twilight zone” – with 
development of new instrument called CRITTR 
(Continuous Reconnaissance In-situ Twilight zone 
Tiny Respirometer). This will shed new light on one of 
the most critical processes involved in ocean-based 
carbon capture and sequestration. 
• Zero Power Buoyancy Engine: Develop zero-power-
return buoyancy engine for autonomous underwater 
vehicles monitoring ocean conditions to extend the 
life of these robots and make them easier to retrieve 
from the ocean. 
ACCELERATION AWARDS 
• Carbon Dioxide Removal: Explore the effectiveness 
of oceanic iron fertilization in capturing and 
sequestering carbon using a special iron isotope – 
iron 57 – that can act as a marker enabling scientists 
to trace the carbon journey through ocean food webs 
and ultimately into the deep sea, where it can remain 
for hundreds to thousands of years. 
• Air-sea carbon dioxide exchange: Direct 
measurement of air-sea carbon dioxide exchange via 
whitecap activity over coastal and open ocean areas, 
a critical first step in the ocean carbon cycle. 
Working towards a “grand challenge” vision of 
ocean-based climate solutions, the OCIA will award 
grants annually. The theme for year two is sea-level 
rise and coastal risk reduction. 
Bringing the Full Potential of ADI 
At ADI, we bring the full depth and breadth of our resources to support the OCIA. We’ve provided access to ADI’s smartest minds 
for collaboration, ideation and innovation. Collaboration between our teams occurs in many ways. 
“For instance, we connect each grant recipient with an ADI engineer in the needed area of expertise. From there, we also 
hold monthly Lightning Talks between ADI and WHOI and have private, online collaboration spaces so employees from both 
organizations can share ideas. Every WHOI scientist and engineer, not just grant recipients, can connect with ADI sales teams 
to access our existing technologies and get help designing them into current projects. In fact, these employee-to-employee 
interactions are a key component of the OCIA. 
“Our people expect ADI’s ESG commitment go beyond charitable giving and green targets. Our employees have already shown 
their passion to connect to something larger, especially in the inaugural year of the OCIA. This is just the beginning.” 
DAN LEIBHOLZ, Chief Technology Officer, Analog Devices
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APPENDICES 
APPENDICES 
IN THIS SECTION: 
105 About this Report 
106 Environmental Performance 
Summary 
108 SASB 
111 TCFD 
113 GRI Index
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APPENDICES 
About this Report 
Our Commitment to Transparency 
This report covers ADI’s environmental, social and 
governance activities, primarily for 2021. Financial 
data included in this report is aligned to ADI’s fiscal 
year end in October and, unless otherwise noted, is 
unaudited and includes Maxim’s financial results from 
November 1, 2020 through August 26, 2021 (the date 
of acquisition), which have not been included in ADI’s 
income statement for fiscal year 2021. Other data sets 
included in this report are on a calendar-year basis, 
unless otherwise noted. 
This report reflects ADI’s commitment to our planet, 
communities and people. ADI is our committed to 
transparency in order to deepen existing conversations 
with our stakeholders about our important programs. 
While the contents within this report have not been 
externally assured, the information and data within 
has been quality reviewed for completeness and 
accuracy by management and ADI’s dedicated internal 
resources. 
In addition to the UN SDGs, we have considered 
three key sustainability reporting frameworks as we 
developed this report: (1) the Task Force on Climate-
related Financial Disclosures (TCFD) framework, (2) 
industry-specific standards from the Sustainability 
Accounting Standards Board (SASB) and (3) the Global 
Reporting Initiative (GRI) Standards (Core). TCFD, SASB 
and GRI indices can be found here. 
In 2021, we continued our commitment to integrated 
reporting by including environmental, social and 
governance information in our 2021 Annual Report on 
Form 10K and 2021 Proxy Statement, available on our 
Investor Relations website. 
FORWARD LOOKING STATEMENTS 
This ESG report contains forward-looking statements regarding future events and our future results that are subject to the safe harbor created under the Private Securities Litigation Reform Act of 1995 and other safe harbors 
under the Securities Act of 1933 and the Securities Exchange Act of 1934. All statements other than statements of historical fact are statements that could be deemed forward-looking statements. These statements are based 
on current expectations, estimates, forecasts and projections about the industries in which we operate and the beliefs and assumptions of our management. Words such as “expects,” “anticipates,” “targets,” “goals,” “projects,” 
“intends,” “plans,” “believes,” “seeks,” “estimates,” “objectives,” “goals,” “strategy,” “continues,” “endeavors,” “strives,” “may,” “could” and “will,” and variations of such words and similar expressions are intended to identify such forward-
looking statements. In addition, any statements that refer to projections regarding our future financial performance; our anticipated growth opportunities and trends in our businesses; the effects of business, economic, political, 
legal and regulatory impacts or conflicts upon our global operations; goals, commitments, programs, timelines, business plans, targets, initiatives and objectives relating to our ESG endeavors; future energy and water usage 
and emissions and waste reductions; changes in demand for semiconductors and the related changes in demand and supply for our products; manufacturing delays, product availability and supply chain disruptions; recruiting or 
retaining our personnel; our future liquidity, capital needs and capital expenditures; our development of technologies and research and development investments; the impact of the COVID-19 pandemic on our business, financial 
condition and results of operations; our future market position and expected competitive changes in the marketplace for our products; our expected tax rate; the effect of changes in or the application of new or revised tax 
laws; expected cost savings; the effect of new accounting pronouncements; integrating or realizing the benefits or synergies expected of acquired businesses and technologies, including the acquired business, operations and 
employees of Maxim Integrated Products, Inc.; and other characterizations of future events or circumstances are forward-looking statements. Readers are cautioned that these forward-looking statements are only predictions 
and are subject to risks, uncertainties and assumptions that are difficult to predict, including those identified in our most recent Quarterly Report on Form 10-Q. Therefore, actual results may differ materially and adversely from 
those expressed in any forward-looking statements. We undertake no obligation to revise or update any forward-looking statements, including to reflect events or circumstances occurring after the date of the filing of this report, 
except to the extent required by law.
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Environmental Performance Summary 
Environmental Data* 
Units
2021
2020
2019 
Greenhouse Gas (GHG) Emissions**
Total Scope 1 – direct GHG emissions
CO2e metric tons
167,937
168,487
162,740 
Total Scope 2 – indirect GHG emissions
CO2e metric tons
182,187
186,987
179,902 
Total Scope 3 – other indirect GHG emissions
CO2e metric tons
***
***
*** 
Energy
Non-renewable electricity (purchased)
Megawatt hours
344,655
355,533
345,844 
Renewable energy – direct procurement
Megawatt hours
194,308
178,283
177,112 
Renewable energy – renewable energy certificates (RECs)
Megawatt hours
29,042
13,370
12,906 
Water
Water consumed
Gallons
961,438,867
938,363,280
911,527,228 
Water recycled
Gallons
223,472,131
223,498,497
217,368,422 
Waste
Total waste
Metric tons
5,056
4,372
4,600 
Total non-hazardous waste recycled
Metric tons
2,076
1,740
1,820 
Total non-hazardous waste to landfill
Metric tons
843
723
651 
Total hazardous waste
Metric tons
1,485
1,368
1,455 
Total hazardous waste recycled
Metric tons
265
273
427 
* 
All data is for a combined ADI, inclusive of Legacy ADI and Legacy Maxim. 
** Manufacturing site data received external review with limited assurance. Non-manufacturing data was not externally assured at the time of this report’s issuance, but is forthcoming. 
	
Historically, we have only accounted for emissions generated from manufacturing sites owned or controlled by ADI because they are more resource-intensive compared to our non-manufacturing sites. As 
part of our updated target setting, we have expanded the scope of our emissions inventory to now include both manufacturing and non-manufacturing sites owned or controlled by ADI, covering 100% of our 
Scope 1 and 2 emissions. 
*** Value chain emissions are a critical component of understanding our environmental impact. We are inventorying our Scope 3 emissions, and are currently calculating upstream and downstream categories for Legacy 
ADI and Legacy Maxim. Verified data is forthcoming. 
  To view our Assurance Statements click here.
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APPENDICES 
Methodology 
For our greenhouse gas (GHG) and energy inventory 
process, we follow the Greenhouse Gas Protocol: A 
Corporate Accounting and Reporting Standard. ADI 
utilizes the Standard for all definitions, assumptions 
and calculations unless stated otherwise. As 
recommended by the Standard, ADI will recalculate 
historic emission data following significant structural 
changes such as acquisitions, divestitures and 
mergers. ADI’s 2021 ESG Report reflects emission 
data for a combined ADI, inclusive of Legacy ADI and 
Legacy Maxim. 
The Standard defines Scope 1 emissions as direct GHG 
emissions from sources that are owned or controlled 
by the company, Scope 2 emissions are those from 
the generation of purchased electricity consumed 
by the company and Scope 3 (value chain emissions) 
are those that arise because of the activities of 
the company but occur from sources not owned or 
controlled by the company. ADI reports all GHG data 
with the unit of CO2-equivalent, the universal unit 
of measurement. 
For Scope 1 and 2, we report under the Standard’s 
“control approach” for emission from sources 
over which we have full control. Our inventory 
process includes data from all our sites including 
manufacturing facilities and non-manufacturing 
offices. Data was collected from all manufacturing 
sites and “large” non-manufacturing sites (greater 
than 80 employees). During our 2019 baseline year 
calculations, we determined which offices to collect 
data from using headcount coverage. We collected 
actual data for sites covering a minimum of 95% 
of employee, the remaining sites were estimated 
using benchmarks calculated internally. That initial 
assessment revealed that non-manufacturing office 
locations less than 5,000 ft2, for which we do not 
assume full control, comprise less than 0.5 percent 
of our overall emissions. ADI does not collect detailed 
emissions data from worldwide office locations that 
fall within the remaining 5% of headcount due to 
the difficulty and expense that would be associated 
with such an effort in comparison to the relative 
significance of the emissions in our overall inventory. 
This ensures that our emissions inventory covered a 
minimum of 95% of emissions and aligns with the SBTi 
criteria regarding “target boundaries”. The inventory 
scope is adjusted annually to reflect acquisitions, 
divestures or sites that meet the reporting criteria 
for the first time. Emissions for remaining offices 
that do not meet our minimum are extrapolated. For 
Scope 2, the Standard requires that calculations use 
both the location-based method (showing what the 
company is physically emitting) and the market-based 
method (showing what the company emits through 
purchasing decisions). 
For Scope 3, a combination of methodologies is used 
depending on the data available. Where primary data 
is not available, we model emissions using industry 
benchmarks and publicly available databases. 
ADI uses emissions factors to determine the GHG 
emissions from a unit of activity data. These factors, 
for Scope 1, are primarily from the U.S. Environmental 
Protection Agency (EPA) Climate Leadership Emission 
Factors for Greenhouse Gas Inventories. Where EPA 
factors did not include CH4 or N2O, the BEIS ratio 
vs. carbon was applied. For Scope 2 location-based 
emissions, relevant country emission factors were 
applied (IEA and EPA). For market-based emissions, 
residual emission factors were applied where available; 
otherwise, location-based emission factors were 
used (eGRID and AIB). Global warming potentials 
were aligned to Intergovernmental Panel on Climate 
Change’s Fourth Assessment Report.       
Several initiatives are underway to define 
more clearly what constitutes “green” business 
activity, with stakeholders across geographies 
and industries engaged in deep conversation. 
In light of the lack of a singular standard, ADI 
references the FTSE Russell Green Revenues 
Classification System 2.0 (GRCS), one of the few 
public, comprehensive taxonomies for green 
products and services. The GRCS provides 
set descriptions for sectors, sub-sectors and 
micro-sectors, to which we consulted as we 
mapped our product families to applications 
that benefit the environment. Our technology 
broadly align with the Energy Generation, Energy 
Management & Efficiency, Energy Equipment, 
Transport Equipment, and Water Infrastructure 
& Technology sectors of the GRCS. As the field 
evolves, we will reference the GRCS, other 
classification systems and regulatory guidance 
as appropriate.
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APPENDICES 
SASB 
Table 1. Sustainability Disclosure Topics & Accounting Metrics 
Topic
Accounting Metric
Category
Unit of Measure
Code
Response
Location 
Greenhouse Gas 
Emissions 
(1) Gross global Scope 1 
emissions and (2) amount 
of total emissions from 
perfluorinated compounds 
Quantitative
Metric tons (t) 
CO2-e 
TC-SC-110a.1
(1) 167,936 CO2e metric tons 
(2) Not specified 
2021 ESG Report: 
Environmental – Climate 
and Energy, page 64; 
ESG Performance 
Summary, page 106 
Discussion of long-term 
and short-term strategy 
or plan to manage 
Scope 1 emissions, 
emissions reduction 
targets, and an analysis of 
performance against those 
targets 
Discussion and 
Analysis 
n/a
TC-SC-110a.2
2021 ESG Report: 
Environmental – Climate 
and Energy, pages 64-65 
Energy 
Management in 
Manufacturing 
(1) Total energy consumed, 
(2) percentage grid 
electricity, (3) percentage 
renewable 
Quantitative
Gigajoules (GJ), 
Percentage (%) 
TC-SC-130a.1
(1) Not disclosed 
(2) Not disclosed 
(3) 39% 
2021 ESG Report: 
Environmental 
– Progress on 
Environmental Goals, 
page 63 
Water 
Management 
(1) Total water withdrawn, 
(2) total water consumed, 
percentage of each in 
regions with High or 
Extremely High Baseline 
Water Stress 
Quantitative
Thousand cubic 
meters (m³), 
Percentage (%) 
TC-SC-140a.1
(1)  Not disclosed 
(2) 961,888,584 gallons (3,641 
thousand cubic meters) 
2021 ESG Report: 
Environmental – 
Water, page 67; ESG 
Performance Summary, 
page 106
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Topic
Accounting Metric
Category
Unit of Measure
Code
Response
Location
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APPENDICES
Waste 
Management 
Amount of hazardous 
waste from manufacturing, 
percentage recycled 
Quantitative
Metric tons (t), 
Percentage (%) 
TC-SC-150a.1
Hazardous waste: 1,489 metric tons 
Recycled hazardous waste: 265 
metric tons 
Percentage recycled: 18% 
2021 ESG Report: 
Environmental – 
Waste, page 68; ESG 
Performance Summary, 
page 106 
Employee Health 
& Safety 
Description of efforts to 
assess, monitor, and reduce 
exposure of employees to 
human health hazards 
Discussion and 
Analysis 
n/a
TC-SC-320a.1
Code of Corporate Social 
Responsibility: Health 
and Safety, pages 2-3 
Total amount of monetary 
losses as a result of legal 
proceedings associated  
with employee health and 
safety violations 
Quantitative
Reporting currency
TC-SC-320a.2 
Recruiting & 
Managing a 
Global & Skilled 
Workforce 
Percentage of employees 
that are (1) foreign nationals 
and (2) located offshore 
Quantitative
Percentage (%)
TC-SC-330a.1
(1) Not disclosed 
(2) 10.8% of employees are in EMEA 
countries and 58.6% of employees 
are in APAC countries 
2021 ESG Report: Social 
–  Workforce Data 
Snapshot, page 74 
Product 
Lifecycle 
Management 
Percentage of products 
by revenue that contain 
IEC 62474 declarable 
substances 
Quantitative
Percentage (%)
TC-SC-410a.1
Not disclosed 
Processor energy efficiency 
at a system-level for:  
(1) servers, (2) desktops, and 
(3) laptops 
Quantitative
Various, by product 
category 
TC-SC-410a.2
Not disclosed 
Materials 
Sourcing 
Description of the 
management of risks 
associated with the use of 
critical materials 
Discussion and 
Analysis 
n/a
TC-SC-440a.1
2021 ESG Report: 
Governance – 
Responsible Mineral 
Sourcing, pages 56-57
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Topic
Accounting Metric
Category
Unit of Measure
Code
Response
Location
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APPENDICES 
Intellectual 
Property 
Protection & 
Competitive 
Behavior 
Total amount of monetary 
losses as a result of legal 
proceedings associated with 
anticompetitive behavior 
regulations 
Quantitative
Reporting currency
TC-SC-520a.1
Table 2. Activity Metrics 
Activity Metric
Category
Unit of Measure
Code 
Total production
Quantitative
See note
TC-SC-000.A
Not disclosed 
Percentage of production 
from owned facilities 
Quantitative 
Percentage (%) 
TC-SC-000.B
2021 Form 10-K: Item 1. Business – 
Production Resources, pages 7-8
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TCFD 
Topic
Recommended disclosure
Response or location 
Governance: Disclose the organization’s 
governance around climate-related risks 
and opportunities. 
a. Describe the board’s oversight of 
climate-related risks and opportunities. 
2021 ESG Report: Governance – Risk Oversight, pages 40-41; Enterprise Risk 
Management, pages 44-45 
2022 Proxy Statement: Proxy Summary – Corporate Responsibility – Sustainability 
Governance, page 9 
b. Describe management’s role in 
assessing and managing climate-related 
risks and opportunities. 
2021 ESG Report: Governance – Risk Oversight, pages 40-41; Enterprise Risk 
Management, pages 44-45 
2022 Proxy Statement: Proxy Summary – Corporate Responsibility – Sustainability 
Governance, page 9 
Strategy: Disclose the actual and 
potential impacts of climate-related risks 
and opportunities on the organization’s 
businesses, strategy, and financial planning 
where such information is material. 
a. Describe the climate-related risks 
and opportunities the organization has 
identified over the short, medium, and 
long term. 
2021 ESG Report: Economy – Sustainability as a Business, pages 20-24 
2021 Form 10-K: Item 1A. Risk Factors, page 19 
2022 Proxy Statement: Innovating for Environmental Sustainability, page 10 
b. Describe the impact of climate-
related risks and opportunities on the 
organization’s businesses, strategy, and 
financial planning. 
2021 ESG Report: Economy – Sustainability as a Business, pages 20-24 
2021 Form 10-K: Item 1A. Risk Factors, page 19 
2022 Proxy Statement: Innovating for Environmental Sustainability, page 10 
c. Describe the resilience of the 
organization’s strategy, taking into 
consideration different climate-related 
scenarios, including a 2°C or lower 
scenario. 
Sustainability-Linked Financing Framework September 2021: I – Introduction – 
Sustainability Strategy – 1. Protect and Regenerate the Environment, pages 4-6; 
II – Analog Devices Sustainability-Linked Financing Framework – Selection of Key 
Performance Indicator (KPI), pages 12-15 
Risk Management: Disclose how the 
organization identifies, assesses, and 
manages climate-related risks. 
a. Describe the organization’s processes 
for identifying and assessing climate-
related risks. 
2021 ESG Report: Governance – Risk Oversight, pages 40-41; Enterprise Risk 
Management, pages 44-45; Environmental, pages 58-70 
b. Describe the organization’s processes 
for managing climate-related risks. 
2021 ESG Report: Governance – Risk Oversight, pages 40-41; Enterprise Risk 
Management, pages 44-45; Environmental, pages 58-70 
c. Describe how processes for identifying, 
assessing, and managing climate-related 
risks are integrated into the organization’s 
overall risk management. 
2021 ESG Report: Governance – Risk Oversight, pages 40-41; Enterprise Risk 
Management, pages 44-45; Environmental, pages 58-70
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Metrics and Targets: Disclose the 
metrics and targets used to assess and 
manage relevant climate-related risks 
and opportunities where such information 
is material. 
a. Disclose the metrics used by the 
organization to assess climate-related 
risks and opportunities in line with its 
strategy and risk management process. 
2021 ESG Report: Environmental, pages 58-70 
Sustainability-Linked Financing Framework September 2021: I – Introduction – 
Sustainability Strategy – 1. Protect and Regenerate the Environment, pages 4-6; 
II – Analog Devices Sustainability-Linked Financing Framework – Selection of Key 
Performance Indicator (KPI), pages 12-15 
b. Disclose Scope 1, Scope 2 and, if 
appropriate, Scope 3 greenhouse gas 
(GHG) emissions, and the related risks. 
2021 ESG Report: Climate and Energy, page 64; ESG Performance Summary, 
page 106 
Sustainability-Linked Financing Framework September 2021: I – Introduction – 
Sustainability Strategy – 1. Protect and Regenerate the Environment, pages 4-6; 
II – Analog Devices Sustainability-Linked Financing Framework – Selection of Key 
Performance Indicator (KPI), pages 12-15 
c. Describe the targets used by the 
organization to manage climate-related 
risks and opportunities and performance 
against targets. 
2021 ESG Report: Environmental, pages 58-70 
Sustainability-Linked Financing Framework September 2021: I – Introduction – 
Sustainability Strategy – 1. Protect and Regenerate the Environment, pages 4-6; 
II – Analog Devices Sustainability-Linked Financing Framework – Selection of Key 
Performance Indicator (KPI), pages 12-15 
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GRI Index 
Disclosure 
Number
Disclosure Title
Response or Disclosure Location 
102-1
Name of the organization
Analog Devices, Inc. 
102-2
Activities, brands, products, and services
2021 ESG Report: About ADI – Who We Are – About Analog Devices, pages 5-7 
2021 Form 10-K: Item 1. Business – Company Overview, Strategy and Mission, page 2; Products, pages 3-4 
102-3
Location of headquarters
Wilmington, Massachusetts U.S.A 
102-4
Location of operations
2021 ESG Report: About ADI – Who We Are – About Analog Devices, pages 5-7 
2021 Form 10-K: Item 1. Business – Company Overview, Strategy and Mission, page 2; Production Resources, 
pages 7-8; Item 2. Properties, page 23 
102-5
Ownership and legal form
2021 Form 10-K: Item 1. Business – Company Overview, Strategy and Mission, page 2 
102-6
Markets served
2021 ESG Report: About ADI – Who We Are – About Analog Devices, pages 5-7 
2021 Form 10-K: Item 1. Business – Markets, pages 5-6 
102-7
Scale of the organization
Fiscal 2021 Revenue: $7.3B 
2021 ESG Report: About ADI – Who We Are – About Analog Devices, pages 5-7 
102-9
Supply chain
2021 ESG Report: Governance – Supply Chain Management, pages 54-55; Responsible Mineral Sourcing, 
pages 56-57 
102-10
Significant changes to the organization and its 
supply chain 
2021 ESG Report: Who We Are, Acquisition of Maxim Integrated, page 6 
102-11
Precautionary Principle or approach
Code of Corporate Social Responsibility 
102-12
External initiatives
Global Reporting Initiative (GRI) 
Task Force on Climate-Related Financial Disclosures (TCFD) 
Sustainability Accounting Standards Board (SASB)
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Disclosure 
Number
Disclosure Title
Response or Disclosure Location
102-13
Membership of associations 
U.N. Global Compact (UNGC) 
Responsible Business Alliance (RBA) 
Responsible Minerals Initiative (RMI) 
Responsible Labor Initiative (RLI) 
Semiconductor Industry Association (SIA) 
SEMI 
Semiconductor Research Corporation 
Open RAN Policy Coalition 
Science Based Targets initiative (SBTi) 
Ocean & Climate Innovation Accelerator 
102-14
Statement from senior decision-maker
2021 ESG Report: Message from Our CEO, pages 2-3 
102-15
Key impacts, risks, and opportunities
2021 ESG Report: Economy – Sustainability as a Business, pages 20-24 
2021 Form 10-K: Item 1A. Risk Factors, pages 11-22 
2022 Proxy Statement: Innovating for Environmental Sustainability, page 10 
102-16
Values, principles, standards, and norms of 
behavior 
2021 ESG Report: About ADI – Who We Are – Mission, page 5; Governance – Compliance and Business Ethics 
– Code of Business Conduct and Ethics, Code of Corporate Social Responsibility, page 48; Supply Chain 
Management – Supplier Code of Conduct, page 54 
Code of Business Conduct and Ethics 
Code of Corporate Social Responsibility 
102-17
Mechanisms for advice and concerns about 
ethics 
2021 ESG Report: Governance – Compliance and Business Ethics – Whistleblower Program, Reports, 
Investigations and Corrective Measures, page 49 
102-18
Governance structure 
2021 ESG Report: Governance – Corporate Governance Overview – Board Structure, page 36; Risk Oversight – 
ESG Program Oversight, page 41 
2022 Proxy Statement: Proxy Summary – Corporate Responsibility – Sustainability Governance, page 9; 
Corporate Governance – Board of Directors Meetings and Committees, pages 20-23 
102-19
Delegating authority 
2021 ESG Report: Governance – Risk Oversight – ESG Program Oversight, page 41 
102-20
Executive-level responsibility for economic, 
environmental, and social topics 
2021 ESG Report: Governance – Risk Oversight – ESG Program Oversight, page 41 
2022 Proxy Statement: Proxy Summary – Corporate Responsibility – Sustainability Governance, page 9 
102-21
Consulting stakeholders on economic, 
environmental, and social topics 
2021 ESG Report: Governance - Stakeholder Engagement, pages 42-43

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Disclosure 
Number
Disclosure Title
Response or Disclosure Location
102-22
Composition of the highest governance body and 
its committees 
2021 ESG Report: Governance – Board Composition, pages 37-38 
2022 Proxy Statement: Proposal 1: Election of Directors – Director Criteria, Qualifications and Experience, 
pages 11-18 
102-23
Chair of the highest governance body 
2021 ESG Report: Governance – Corporate Governance Overview – Board Structure, page 36 
102-24
Nominating and selecting the highest 
governance body 
Corporate Governance Guidelines: B. Director Qualification Standards –  
7. Selection of New Director Candidates 
102-25
Conflicts of interest 
2022 Proxy Statement: Corporate Governance – Certain Relationships and Related Transactions, pages 30-31 
Related Person Transaction Policy 
102-26
Role of highest governance body in setting 
purpose, values, and strategy 
2021 ESG Report: Governance - Risk Oversight, pages 40-41 
102-27
Collective knowledge of highest governance 
body 
2021 ESG Report: Governance – Risk Oversight – ESG Program Oversight, page 41 
Corporate Governance Guidelines: G. Director Orientation and Continuing Education 
102-28
Evaluating the highest governance 
body’s performance 
Corporate Governance Guidelines: H. Management Evaluation and Succession; I. Annual Performance 
Evaluation of the Board 
102-29
Identifying and managing economic, 
environmental, and social impacts 
2021 ESG Report: Governance – Risk Oversight – Enterprise Risk 
Oversight, pages 40-41; Enterprise Risk Management, pages 44-45 
2022 Proxy Statement: Corporate Governance – The Board of Directors’ Role in Risk Oversight, page 25 
102-30
Effectiveness of risk management processes 
2021 ESG Report: Governance – Enterprise Risk Management, pages 44-45 
102-31
Review of economic, environmental, and 
social topics 
2021 ESG Report: Governance – Enterprise Risk Management, pages 44-45 
102-32
Highest governance body’s role in 
sustainability reporting 
2021 ESG Report: Governance – Enterprise Risk Management, pages 44-45 
102-33
Communicating critical concerns
2022 Proxy Statement: Corporate Governance – Communications from Shareholders and Other Interested 
Parties, pages 24-25 
Corporate Governance Guidelines: J. Board Interaction with Stockholders, Institutional Investors, the Press, 
Customers, Etc. 
102-35
Remuneration policies
2021 ESG Report: Governance – Executive Compensation, page 39 
2022 Proxy Statement: Corporate Governance – Director Compensation, pages 28-30; Information about 
Executive Compensation – Compensation Discussion and Analysis, pages 33-50 
Corporate Governance Guidelines:  F. Director Compensation

116
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GOVERNANCE
ENVIRONMENT
SOCIAL
ENGAGING WITH IMPACT
APPENDICES
Disclosure 
Number
Disclosure Title
Response or Disclosure Location
102-36
Process for determining remuneration 
2022 Proxy Statement: Corporate Governance – Director Compensation, pages 28-30; Information about 
Executive Compensation – Compensation Discussion and Analysis, pages 33-50 
Corporate Governance Guidelines: F. Director Compensation 
102-37
Stakeholders’ involvement in remuneration 
2021 ESG Report: Governance – Stakeholder Engagement, pages 42-43 
102-38
Annual total compensation ratio
2022 Proxy Statement: Information about Executive Compensation – CEO Pay Ratio, page 63 
102-40
List of stakeholder groups 
2021 ESG Report: Governance – Stakeholder Engagement, pages 42-43 
102-41
Collective bargaining agreements
In full compliance with laws, ADI respects the rights of workers to associate freely, form and join workers 
organizations, seek representation and bargain collectively. 
2021 ESG Report: Governance – Human Rights, pages 52-53 
102-42
Identifying and selecting stakeholders 
2021 ESG Report: Governance – Stakeholder Engagement, pages 42-43 
102-43
Approach to stakeholder engagement
2021 ESG Report: Governance – Stakeholder Engagement, pages 42-43 
102-44
Key topics and concerns raised
2021 ESG Report: Governance – Setting ESG Priorities, page 46 
102-45
Entities included in the consolidated 
financial statements 
2021 Form 10-K: Exhibit 21 (Subsidiaries of the Company), page 92 
102-46
Defining report content and topic Boundaries 
2021 ESG Report: Governance – Stakeholder Engagement, pages 42-43 
102-47
List of material topics 
2021 ESG Report: Governance – Setting ESG Priorities, page 46 
102-48
Restatements of information
2021 ESG Report: Who We Are – Acquisition of Maxim Integrated, page 6; Progress on Environmental Goals, 
page 63; Environmental Performance Summary, including Methodology, pages 106-107 
102-49
Changes in reporting 
2021 ESG Report: Who We Are, Acquisition of Maxim Integrated, page 6 
102-50
Reporting period 
Combined financial data is aligned to ADI’s fiscal year end in October, and other data sets included in this 
report are on a calendar year basis unless otherwise noted. 
102-51
Date of most recent report 
Our 2020 ESG Report was published last May, 2021. 
102-52
Reporting cycle
Annual 
102-53
Contact point for questions regarding the report 
Mary Farris, ADI Senior Director, ESG and Sustainability Programs 
102-54
Claims of reporting in accordance with the 
GRI Standards 
This report has been prepared in accordance with the GRI Standards: Core option. 
102-55
GRI content index
2021 ESG Report:Appendices,  GRI Index, page 113 
102-56
External assurance 
2021 ESG Report: Environmental Performance Summary Methodology, pages 106-107 
103-1
Explanation of the material topic and its 
Boundary 
2021 ESG Report: Economy, pages 13-30; Governance, pages 31-57; Environment, pages 58-70; Social, 
pages 71-90

117
117
ECONOMY
GOVERNANCE
ENVIRONMENT
SOCIAL
ENGAGING WITH IMPACT
APPENDICES
Disclosure 
Number
Disclosure Title
Response or Disclosure Location
103-2
The management approach and its components 
2021 ESG Report: Economy, pages 13-30; Governance, pages 31-57; Environment, pages 58-70; Social, 
pages 71-90 
Policies that can be found here: https://investor.analog.com/governance/governance-documents 
103-3
Evaluation of the management approach
2021 ESG Report: Economy, pages 13-30; Governance, pages 31-57; Environment, pages 58-70; Social, 
pages 71-90 
ECONOMIC PERFORMANCE 
201-1
Direct economic value generated and distributed
2021 ESG Report: Engaging with Impact – ADI Foundation, pages 92 
201-2
Financial implications and other risks and 
opportunities due to climate change 
2021 Form 10-K: Item 1A. Risk Factors, page 19 
201-3
Defined benefit plan obligations and other 
retirement plans 
2021 Form 10-K: Item 8. Financial Statements and Supplementary Data – Notes to Consolidated Financial 
Statements – 11. Retirement Plans, pages 75-80 
INDIRECT ECONOMIC PRESENCE 
203-2
Significant indirect economic impacts
2021 ESG Report: Economy – Sustainability as a Business, pages 20-24 
2022 Proxy Statement: Innovating for Environmental Sustainability, page 10 
ANTI-CORRUPTION 
205-1
Operations assessed for risks related to 
corruption 
2021 ESG Report: Governance - Code of Business Conduct and Ethics, Code of Corporate Social Responsibility, 
pages 48 
205-2
Communication and training about anti-
corruption policies and procedures 
2021 ESG Report: Governance - Code of Business Conduct and Ethics, Code of Corporate Social Responsibility, 
pages 48 
ANTI-COMPETITIVE BEHAVIOR 
206-1
Legal actions for anti-competitive behavior, 
anti-trust, and monopoly practices 
2021 Form 10-K 
TAX 
207-1
Approach to tax 
2021 ESG Report: Economy – Taxation, page 30 
Global Tax Policy 
207-2
Tax governance, control, and risk management
2021 ESG Report: Economy – Taxation, page 30 
Global Tax Policy 
207-3
Stakeholder engagement and management of 
concerns related to tax 
Global Tax Policy 
207-4
Country-by-country reporting
Global Tax Policy

118
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ECONOMY
GOVERNANCE
ENVIRONMENT
SOCIAL
ENGAGING WITH IMPACT
APPENDICES
Disclosure 
Number
Disclosure Title
Response or Disclosure Location
ENERGY 
302-1
Energy consumption within the organization
2021 ESG Report:Environmental Performance Summary, pages 106-107 
302-3
Energy intensity
2021 ESG Report: Climate and Energy, pages 64-66 
302-4
Reduction of energy consumption
2021 ESG Report: Environmental Performance Summary, pages 106-107 
WATER AND EFFLUENTS 
303-1
Interactions with water as a shared resource 
2021 ESG Report: Environment – Water, page 67 
303-2
Management of water discharge-related impacts 
2021 ESG Report: Environment – Water, page 67 
303-5
Water consumption 
2021 ESG Report: Environment – Water, page 67; ESG Performance Summary, page 106 
EMISSIONS 
305-1
Direct (Scope 1) GHG emissions
2021 ESG Report: Environment – Climate and Energy, pages 65; ESG Performance Summary, pages 106-107 
305-2
Energy indirect (Scope 2) GHG emissions
2021 ESG Report: Environment – Climate and Energy, pages 65 
305-3
Other indirect (Scope 3) GHG emissions
2021 ESG Report: Environment – Climate and Energy, pages 66; ESG Performance Summary, pages 106-107 
305-4
GHG emissions intensity
2021 ESG Report: Environment – Climate and Energy, pages 66 
305-5
Reduction of GHG emissions
2021 ESG Report: Environment – Climate and Energy, pages 64-66; ESG Performance Summary, pages 106-107 
WASTE 
306-1
Waste generation and significant 
waste-related impacts 
2021 ESG Report: Environment – Waste, page 68 
306-2
Management of significant 
waste-related impacts 
2021 ESG Report: Environment – Waste, page 68 
306-3
Waste generated
2021 ESG Report: Environment – Waste, page 68; ESG Performance Summary, pages 106 
306-4
Waste diverted from disposal
2021 ESG Report: Environment – Waste, page 68; ESG Performance Summary, pages 106 
306-5
Waste directed to disposal
2021 ESG Report: Environment – Waste, page 68; ESG Performance Summary, pages 106 
EMPLOYMENT 
401-1
New employee hires and employee turnover
2021 ESG Report: Social – Workforce Data Snapshot, page 74; Talent Recruitment and Retention, pages 80-81 
2021 Form 10-K: Items 1. Business – Human Capital and Empowerment, pages 9-10 
401-2
Benefits provided to full-time employees 
that are not provided to temporary or 
part-time employees 
2021 ESG Report: Social – Compensation and Benefits, page 85 
2021 Form 10-K: Items 1. Business – Human Capital and Empowerment, pages 9-10

ECONOMY
GOVERNANCE
ENVIRONMENT
SOCIAL
ENGAGING WITH IMPACT
APPENDICES
Disclosure 
Number
Disclosure Title
Response or Disclosure Location
OCCUPATIONAL HEALTH AND SAFETY 
403-1
Occupational health and safety 
management system 
2021 ESG Report: Social – Health and Safety, pages 89 
2021 Form 10-K: Item 1. Business – Environmental, Health and Safety Compliance, pages 8-9 
403-2
Hazard identification, risk assessment, and 
incident investigation 
2021 ESG Report: Governance – Human Rights – Our Commitment, page 52 
403-3
Occupational health services 
2021 ESG Report: Social – Health and Safety – 2021 Performance, page 90 
Code of Corporate Social Responsibility: Health and Safety, pages 2-3 
403-4
Worker participation, consultation, and 
communication on occupational health and 
safety 
2021 ESG Report: Social – Health and Safety, pages 89 
403-5
Worker training on occupational health 
and safety 
2021 ESG Report: Social  – Health and Safety – Health and Safety Training, page 89 
403-6
Promotion of worker health 
2021 ESG Report: Social  – Health and Safety, pages 89-90 
403-7
Prevention and mitigation of occupational 
health and safety impacts directly linked by 
business relationships 
2021 ESG Report: Social  – Health and Safety, pages 89-90 
403-8
Workers covered by an occupational health and 
safety management system 
2021 ESG Report: Social  – Health and Safety, pages 89-90 
403-9
Work-related injuries 
There were no high-consequence injuries and no fatalities at any Legacy ADI nor Legacy Maxim sites. 
2021 ESG Report: Social – Health and Safety – 2021 Performance, page 90 
403-10
Work-related ill health
There were no high-consequence injuries and no fatalities at any Legacy ADI nor Legacy Maxim sites. 
2021 ESG Report: Social – Health and Safety – 2021 Performance, page 90 
TRAINING AND EDUCATION 
404-1
Average hours of training per year per employee
2021 ESG Report: Social  – Talent Development, pages 82-84 
404-2
Programs for upgrading employee skills and 
transition assistance programs 
2021 ESG Report: About ADI – Who We Are – People/Culture, page 8; Social – Talent Development, pages 82-84 
404-3
Percentage of employees receiving regular 
performance and career development reviews 
A formal assessment of employee specific achievements, behaviors and performance is performed annually. 
2021 ESG Report: Social – Compensation and Benefits – Compensation, page 85
119
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ECONOMY
GOVERNANCE
ENVIRONMENT
SOCIAL
ENGAGING WITH IMPACT
APPENDICES
Disclosure 
Number
Disclosure Title
Response or Disclosure Location
DIVERSITY AND EQUAL OPPORTUNITY 
405-1
Diversity of governance bodies and employees
2021 ESG Report: Governance – Board Composition, page 37; Social – Workforce Data Snapshot, page 74; 
Diversity, Equity and Inclusion – Setting Targets to Diversify Our Workforce, page 79 
2021 Form 10-K: Items 1. Business – Human Capital and Empowerment, pages 9-10 
405-2
Ratio of basic salary and remuneration of women 
to men 
2021 ESG Report: Social – Compensation and Benefits – Pay Equity, page 85 
CHILD LABOR 
408-1
Operations and suppliers at significant risk for 
incidents of child labor 
2021 ESG Report: Social – Human Rights, pages 52-53 
FORCED OR COMPULSORY LABOR 
409-1
Operations and suppliers at significant risk for 
incidents of forced or compulsory labor 
2021 ESG Report: Social – Human Rights, pages 52-53 
SUPPLIER SOCIAL ASSESSMENT 
414-1
New suppliers that were screened using social 
criteria 
2021 ESG Report: Governance - Supply Chain Management, pages 54-55 
414-2
Negative social impacts in the supply chain and 
actions taken 
2021 ESG Report: Governance - Supply Chain Management, pages 54-55 
PUBLIC POLICY 
415-1
Political contributions
We do not make political contributions of any kind to parties or candidates, including any direct contributions 
through intermediary organizations. This policy applies worldwide, even where these contributions are 
permitted by law. 
2021 ESG Report: Governance – Public Policy, page 51 
Political Contributions and Expenditures 
CUSTOMER PRIVACY 
418-1
Substantiated complaints concerning breaches 
of customer privacy and losses of customer data 
We have not experienced a material security breach in the last three years, and as a result, we have not 
incurred any net expenses from such a breach. Furthermore, we have not been penalized or paid any amount 
under an information security breach settlement over the last three years. 
2021 ESG Report: Economy – Global Data Privacy Compliance, page 26 
2021 Form 10-K: Items 1. Business – Cybersecurity and Information Security Risk Oversight, page 9
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