HR Report2023

www.infineon.com/hrreportContent
Introduction

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HR @ Infineon

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Driving digitalization and decarbonization. Together.
Addressing business needs and navigating a volatile environment:
HR Strategic Priorities
A success factor for the organization: People engagement
A strength that drives discovery: Diversity & Inclusion

Race for talent
A business-critical task, even intimes of uncertainty: Finding and retaining talent
Fostering retention and engagement: Attractive benefits
Rethinking how we work and collaborate: Our New Work journey
Promoting a healthy lifestyle and good working habits: Health & well-being

Upskilling & Leadership Development
Equipping our leaders: The Infineon General Management Program
Reinventing diagnostics: From assessment to development center
Driving digital learning across all Infineon sites: LinkedIn Learning
Expanding our offering: Virtual coaching with “BetterUp”

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HR Delivery Excellence

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Creating a great employee experience for
new hires: Global onboarding with MyHR
Fostering simplification, consolidation, digitalization and automation:
Outlook on our future HR shared services concept
A year of many HR milestones across the globe: Updates from the regions

Set up for Success

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Our continued journey to bring HR to the next level: tHRive
Functional set-up with global end-to-end responsibility: Our HR organization
Enhancing customer experience and ensuring scalability: Digitalization of HR

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Conclusion

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Facts & Figures

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Introduction
Dear Reader,
Welcome to our HR report 2023.
We live in dynamic times, marked by new and evolving
challenges for many of us. Over the past fiscal year, wecame “back to normal” after COVID-19 and managed thesteady growth of our company at the same time.
As a result, one of our core challenges at the moment isa shortage of skills. This calls on us to think of new ways
to attract and retain employees.
Times like these in particular highlight the pressing
need to evolve the role of HR from enabler to driver
so it can more effectively manage the most importantresource in our company: our employees. We have toadapt quickly and manage ups and downs in the economic cycle.

This means that every HR function must position itself
strategically so we can anticipate trends and needs at an
early stage. How did we achieve that over the past year?
You will find the answer to this question on the following pages.
I hope you enjoy exploring our HR report 2023 and gain
valuable insights into our daily business, our ambition
to drive employee engagement, our determination tocompete in the “race for talent”, and our continued workto evolve the HR function. Because these combined
efforts are the only way we can drive decarbonizationand digitalization – together.
Yours,
Markus Fink
Executive Vice President & CHRO

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HR @ Infineon
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HR @ INFINEON

HR @ Infineon
Driving digitalization and decarbonization. Together.
Our HR team plays a vital role in helping Infineon toachieve its growth and profitability targets driven bydecarbonization and digitalization, and to navigate its
way through a variety of different economic phases andchallenges. We also see it as our responsibility to help
master the fundamental challenges society faces today.
Our employees are the key to success. Strengthening a
positive employee experience and thus achieving a highdegree of engagement means continuously ­developing
and supporting our employees and ­managers. High­levels of enthusiasm, energy, and motivation are­essential in achieving greater job performance,­creativity, productivity, and innovation. Attaining thisgoal is our major objective at Infineon. Because ourpeople make the difference.

To further strengthen our ambition, we developed aPeople Philosophy that explains how we approach
people-related topics here at Infineon, and what one
can expect when working for Infineon. It also sheds lighton our expectations towards our current and future
employees, while showing what we – as an employer –offer to support them. HR will continue to provide anddevelop HR solutions which best support Infineon’s
People Philosophy. Based on our understanding, we want
to foster people engagement through positive employee
experiences across all dimensions of work.

In recent years, wehave shown that
HR makes an enormous contribution
to our company’s’success, especiallyin volatile times.
The race for talentis far from over,
and we c­ ontinue
to face a growing
skills shortage. At
the same time, organizational resilience is becoming increasingly important. Thinking and acting
proactively, developing scenarios, and anticipatingtransformation requirements are the new normal
for HR. This includes constantly evolving as a function ourselves. Our own transformation is essential
in order not only to support the business, but also
to manage and drive growth in dynamic times. HR
is evolving from an enabler to a driver function.
Markus Fink
Executive Vice President & CHRO

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HR @ INFINEON

Our People Philosophy

We
as leaders,lead
Weappreciate
diversity
WecollaborateWegive andreceivefeedbackWe
growourselvesWe
mind
healthWe
live upto our roleWe
perform
and arerewardedContent

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HR @ INFINEON

Our People Philosophy
We as leaders, lead
Leading at Infineon means to act across boundaries, both virtual and physical.
This requires being authentic, open to new experiences, curious, and acting as rolemodels. A culture of trust enables but also expects employees to take responsibility.
Leaders act as mentors and coaches for their employees. Leaders take ownership for
their organizations. Leaders create the environment in which employees act and havethe influence to increase people engagement.

We give and receive feedback
We encourage an open and honest feedback culture and facilitate exchange. Feedback is essential to foster innovation and a culture of collaboration, trust, and dialog.
We grow ourselves
We want to foster the full potential of our people to outperform competition. We offer
a variety of individual learning and development opportunities to grow talent andbuild competencies for our future success. Employees must take responsibility for
their own development and drive their careers, while leaders empower employees todevelop and succeed.
We mind health
Our employees’ health and well-being matter to us. Recognizing the demands of workand life, we are dedicated to providing the right conditions for a safe and healthy
working environment: comprehensive medical, health protection, and health promotion services, and a culture of health and well-being. Employees are encouraged totake responsibility for their positive health behavior.

We appreciate diversity
The excellence of our organization lies in its unique strengths and ­diversity.
We embrace the power of diversity to make Infineon more successful.
Inclusion is part of our everyday business and manifests in an environment
where people feel comfortable and can speak their minds.
We collaborate
We can move mountains as a team. When employees come together asteams and teams turn into organizations – that is the foundation of apeople-oriented company. Thus, we need every employee and leader tocontribute to building this foundation while collaborating closely.
We live up to our role
Effectively designed organizations with transparent targets and clear roles
and responsibilities, where everyone knows their contribution to Infineon’s
success, are key. We build the foundation to be able to team up for best results and deliver high performance. A future working environment, shapedby our relationships and needs, allows us more flexibility and agility, but it
also requires more adaptability and responsibility from each of us. We live
up to our governance and compliance responsibilities in our roles.
We perform and are rewarded
At Infineon, we often go the extra mile to achieve our ambitious targets.
Our market-competitive and performance-based compensation andbenefits model supports us in providing employees with recognition andrewards for their work. We share risks and success with our employees
through strong correlation between compensation and company success.

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HR @ INFINEON

Addressing business needs and navigating a volatile environment: HR Strategic Priorities
Our HR strategy aims to address Infineon’s businessneeds and navigate a volatile business environment.

Our HR understanding is defined as: “People create
value. Engagement drives people.”
Our strategy acknowledges the fact that people are thecore of our company. Our four HR Strategic Priorities arepresented and explained here.
– To win the Race for Talent, we engage in a variety ofefforts to hire and retain talent supported by employer
branding. Through this work, we are securing atalent pipeline, building a strong Infineon employer
brand, and strengthening Infineon’s reputation as an
attractive workplace.
– With Upskilling & Leadership Development, we
aim to develop our existing workforce, also training
current and future leaders. We want to provide growth
opportunities for employees via clear training anddevelopment offers. Our leaders are enabled to takeon leadership roles and progress as leaders.

– HR Delivery Excellence focuses on providing valueadding and best services to drive business growth.
This means positioning HR in a manner that allows
it to keep the daily business running while fostering
a value-generating spirit that supports scaling andgrowth from payroll to organizational development.
At the same time, we need to adapt to businessdemands and provide the flexibility needed by ourorganization.
– Set up for Success means the continuous
improvement of HR to meet business needs andreach the next level. Our HR transformation is geared
towards accelerating harmonization and digitalization,
driving HR along an end-to-end ownership model, andproviding clear, global solutions and services for theorganization.
More information on the HR organization and how weare increasingly set up for success can be found in therespective chapter called “Set up for Success”.

Our employees are
the driving force
behind our success.
It is essential thateveryone strives for
ambitious targets
based on clear
responsibilities,
and makes timely
decisions. These
qualities are an
integral part of ourcompany culture and key to successfully executing
our strategy and achieving continued profitable
growth. That’s what we mean when we say thatpeople make the difference.
Jochen Hanebeck
Chief Executive Officer
Labor Director

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HR @ INFINEON

A success factor for the organization: People engagement
Strong employee orientation
Infineon is an employee-centric company – a mindset
reflected in our strategic focus on people engagement.
People engagement is defined as the emotional
and intellectual commitment of employees to theirorganization.
What does that mean? Essentially, engaged employees
care about their work, know their job responsibilities,
and understand how their efforts contribute to thesuccess of the organization. Truly engaged employees
are more satisfied, bring passion and interest to theirjobs and teams, are more innovative, and drive value
for customer success. Ultimately, people engagement
has a clear business impact. Organizations with highly
engaged employees perform at higher levels and are
more successful.
The goal is to be in continuous dialog with employees
Creating an environment conducive to high engagementlevels starts by understanding employees’ needs andthe drivers of engagement. Our twice-yearly global
Engagement Pulse Checks provide insights into themood of our organization by providing regular feedback
on topics such as strategy, targets, management
support, diversity, and fair treatment.

This feedback helps us to set priorities and to be
responsive in a fast-changing business environment. As
drivers of engagement vary by department and region,
we have provided all people managers with access tothe data relevant to their area of responsibility. Basedon the findings, they can start a dialog with theirteams and foster an environment conducive to highengagement.

Results of the Engagement
Pulse Check in May 2023
We achieved a very high global response rate of
84%. For the two main items “How happy are you
working for Infineon?” and “I would recommend­Infineon as a great place to work”, we achieved
a high favorability score of 85%, which in total
leads to a high overall global Engagement Index­of 81/100.

Since its foundation
1999, ­Infineon’s
structure hasgrown and changed
through incorporations and spin-offs.
To accommodate
these changes andthe expected continued growth while
adequately promoting efficient and balanced collaboration across the Group in the area of
co-determination, the General Works Council andthe Works Councils of the German group companies formed a Group Works Council for Infineon on
26 April 2023. We created the Infineon Group Council so we could also involve employees at Infineon
entities who have not appointed a works’ council
in the co-determination process. It creates a legal
framework for provisions that can also be uniformly
applied to Group members.
Johann DechantGroup Works Council Chairman

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HR @ INFINEON

A strength that drives discovery: Diversity & Inclusion
When we work on products and solutions to makelife easier, safer, and greener for generations to come,
we need as many perspectives as possible. Because
no single person has all the answers. Promoting therepresentation of differences and being inclusive allows
us to exchange perspectives and unlock opportunities.

To create the best Infineon for everyone, we
consider all traits that make up a person.
For that reason, we base our understandingof Diversity & Inclusion on the Four Layersof Diversity model by Lee Gardenswartz
and Anita Rowe, which offers a compre­hensive overview of personality traits.

Diversity is about who we are. Inclusion is what
we make out of it.
Our holistic view on Diversity & Inclusion (D&I)
recognizes that representation of diversity is vital but
diversity is nothing without inclusion. This means we allneed to work daily for everyone to be heard, valued, andrespected.
The best Infineon for everyone!
An environment where everyone can thrive is good foreveryone. People who are accepted at work and who
have a sense of belonging are happier and feel more
comfortable in engaging. This is exactly the type of
atmosphere it takes to drive innovation and create abetter future for us all.

4 Layers of Diversity
Model adapted from Gardenswartz & Rowe and“Charta der Vielfalt”
US Legal Disclaimer: Infineon Americas is an Equal
Employment Opportunity (EEO) employer and does
not prioritize one characteristic or demographic overanother – all EEO category are equally important andprotected in accordance with applicable laws.

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HR @ INFINEONAt Infineon, we are convinced that we need the besttalent to successfully implement and execute ourcorporate ambition of building a more ambitious,
responsible, and timely decision-making culture. And
one of the best ways to attract and retain talent is byactively promoting Diversity & Inclusion. Here are someexamples of how we do that in day-to-day life:– Our commitment to equal opportunities andintolerance of discrimination, racism, and harassment.
– Our annual global Diversity Days and “Diversity.
Everyday” sessions that provide awareness, learning,
and networking opportunities for all employees.
– Our D&I toolbox that supports the organization inbuilding D&I knowledge and providing practicaltips and tricks around topics like unconscious bias,
inclusive leadership, managing multigenerational
teams, and much more.
– Our comprehensive D&I learning possibilities
including the “D&I Learning Journey” on LinkedIn
Learning, global “unconscious bias training”, andleadership training with a major focus on D&I.

– Our intercultural training offerings to create an inter­
cultural understanding amongst our international
work­force, which includes people from more than
100 countries.
– The celebration of everyone for who they are and forwhat they contribute through different awarenesscampaigns, including Pride Month, International
Women’s Day, Religious Celebration Days.
– The building of a sense of community and peer-topeer engagement through our Employee Resource
Groups.
– The provision of barrier-free access to the workplace
and the adaptation of work and the workplace to thecapabilities of each employee.

*US legal disclaimer: The following sections on KPIs are limited to non-US jurisdictions and will only serve as aspirational goals/guidance for the Americas region.
KPIs, such as targets or quotas, in any employment decision is unlawful in the U.S.
No figures / hard numbers or percentages are used in any employment decision(e.g. recruiting, hiring, promoting/demoting, mentoring, retaining, terminating,etc.) or as a metric for compensation in the U.S.

At Infineon, we
believe that ouremployees are ourbiggest asset. We
embrace diverse
backgrounds andfoster an inclusive
work environment
where everyone isvalued, respected,
and empowered
to express uniqueperspectives and ideas. This creates a sense of
belonging for our employees, which is at the heartof our power to innovate and essential to achieving
our shared goal of profitable growth and long-term
success.
Dr. Sven Schneider
Chief Financial Officer– Our global gender diversity target*, aiming for a 20%
share of women in leadership positions by 2030,
supported by a variety of recruiting, development,
and retention activities for our female talents.

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HR @ INFINEON

Global Diversity Days 2023
Building on last year’s first three-day event, Infineon’s
annual Diversity Days provided a global platform toincrease awareness of diversity and foster a culture ofinclusion. Once again, the global Diversity & Inclusion
community arranged a variety of virtual sessions andin-person activities in all regions. These sessions gave
everyone an opportunity to explore and engage withdifferent subjects and concerns related to Diversity &Inclusion.
The Diversity Days 2023 comprised more than 40 live
sessions, which were organized by our employees andmanagers acting as experts or allies and supported
by a selected group of external speakers. The events
garnered significant interest throughout Infineon,
resulting in over 4,000 registrations for the virtual
learning sessions. One of the standout moments wasa very personal and authentic video message from our
CEO Jochen Hanebeck during the “How Diversity &Inclusion drives innovation” session.

The best Infineon for Ali
The best Infineon for Ashley
The best Infineon for 지민
The best Infineon for Diya
The best Infineon for 蒋芸
The best Infineon for MariaThe best Infineon for ようこ
The best Infineon for Alex
The best Infineon for 朱銘聰
The best Infineon for Siti
The best Infineon for DavidAward: Financial Times Diversity Leaders
Infineon was again named ‘Financial Times Diversity
Leader’ in the annual ranking by the Financial Times
and Statista, that analyzes which European companies are leaders in Diversity & Inclusion.

The best Infineon for everyone.

Diversity Days 2023:
23 – 25 May
Join our sessions to learn more about Diversity & Inclusion at Infineon.
We can’t wait to see you.
Register now!

goto/diversityday

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RACE FOR TALENT

Race for talent
A business-critical task, even in times of uncertainty: Finding and retaining talent
The semiconductor market continued to boom withdemand for semiconductors skyrocketing, along withdemand for technically skilled talent. Overall, the talentmarket is becoming more and more complex. As thedecision power has truly shifted to applicants, we findourselves in a race for talent, competing for the best

employees. To help us get ready for the future, the HRled taskforce “Race for Talent” has been in place since
January 2022. Over the past year, the taskforce’s focus
shifted away from rather reactive short-term solutions
in favor of anticipatory strategic actions to ready us forfluctuating recruiting demands.

Glassdoor best employer 2023

LinkedIn Top Companies

We were rated as ‘Best employer in Germany’.

We were ranked as ‘Best employer in Austria’
for our career development by LinkedIn.

Companies on the list of the best employers inGermany received the best feedback from employees on the “glassdoor” platform.

LinkedIn Top Companies ranks the 25 best
employers for career development. Based on
exclusive LinkedIn data that measures various elements of career development, it lists companies
that help their employees develop their careers
and thus contribute to their long-term success.

As we continue
to grow andinnovate alongside the driversof decarboni­
zation anddigitalization,
the competition
for talent is more
important thanever. We are constantly looking
for allies who want to drive the green and digitaltransformation with us. This can only be done
together, so we are committed to attracting andretaining the best and brightest talent.
Andreas Urschitz
Chief Marketing Officer

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RACE FOR TALENT

Finding and retaining talent is business-criticalIn order to drive and support decarbonization anddigitalization and – in the process – stop climate change
from accelerating, we need to have the right people onboard; people who are ambitious and who are looking toembrace responsibility. Even in times of uncertain market
conditions, finding and retaining talent remains a priority.
Over the coming fiscal year, we can expect inflation, risinginterest rates, the impact of the war on Ukraine, and theaftermath of the global pandemic to continue to affectour supply chains and the industry in general. Regardlessof these developments, we are sticking to our long-term
growth targets, and we need the right people to achieve
those targets. This commitment to our growth plans
remains very important for us as a company.

Employer Branding Award DACH Region 2023 &Deutscher Personalwirtschaftspreis 2023
We won the two awards in the categories‘Best Employer Brand 2023’ & “Recruiting &Employer Branding” for the Global Key
Functions Project.
By defining central key functions, we havefocused our recruiting more specifically on
business-critical functions. The key functions
strategy provides a solid foundation for all talentacquisition activities at Infineon. At its core areauthentic testimonials that create awarenessaround the diversity of our target groups, promote a “candidates first” mindset, and help us
to remain competitive in the highly competitive
talent market.

Apprenticeships
and dual study
programs are
extremely impor­tant here atInfineon. Overthe past few
years, we havesteadily increased
the number ofapprenticeshipcourses andvocational trainees. We reach out to potential
candidates, e.g. at education fairs, and we makeuse of digital media. Regular surveys among our
vocational trainer, trainees ad students confirm
the high quality of training. We generally take on
our graduate vocational trainees and students
on work-study courses, securing their positions
with collective agreements and agreements withthe works’ council. And although we have alreadyachieved a lot with our training programs, wework closely with all stakeholders to constantly
evolve and improve our offering.
Ronald Künemund
General Works Council Chairman

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RACE FOR TALENTThe “Race for Talent” taskforce plays the long gamewhile focusing on quick wins
The main goal of the taskforce was to continuously
improve our position as an employer in the challenging
talent market. We achieved this by generating quick
wins along the way (e.g. open house event for emerging
talent) while also tackling larger structural issues which(1) aim to change the way we hire, (2) keep innovating
the way we find talent, and (3) put a clear focus on
measures to retain our talents. The taskforce followed
a roadmap with 185 prioritized topics structured withinsix different speedboats.
Three examples of major action items are:1) E stablish a process to increase the graduate
hiring quota
2) S upport the onboarding process including
a global onboarding journey3) D evelop a global Employer Value Proposition
for Infineon

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RACE FOR TALENT

Fostering retention and engagement: Attractive benefits
Attractive benefits are an important success factor forthe retention and engagement of our employees andthus the success of Infineon.
In addition to market-oriented compensation, wetherefore offer our employees a wide range of attractive
benefits. As the needs of our employees are different
and market practices vary from one country to another,
we have developed customized benefit packages tocreate environments where everyone feels comfortable
and where extraordinary collaboration is possible so we
can work together on innovative and forward-looking
solutions.

In addition, monetary benefits also play a role. We makean important contribution to the financial security of
our employees with benefits in the area of (retirement)
pensions and risk protection (insurance). In addition,
we support sustainable employee mobility in the formof company cars, subsidized public transport, company
bicycles, and shuttle services.
Through regular reviews, we aim to meet the needs of
our employees through our benefits and continuously
develop our benefit packages further.

These packages span many dimensions such as careerand development opportunities, working time models,health and well-being offerings, and, of course, thevalues and culture we live by. You will find many
examples of these dimensions in action in this report.

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RACE FOR TALENT

Rethinking how we work and collaborate: Our New Work journey
Global market dynamics plus megatrends like
digitalization, AI, and human-machine collaboration
continue to shape the working landscape. As we allknow and have experienced, the accelerated digitaltransformation has opened up new opportunities torethink work.
Rethinking how we work and collaborate
As our business environment continues to change, so do
we. Lessons learned in recent years have underscoredthe importance of continuous learning and adaptability
to changing needs and circumstances. New Work is
the vehicle that enables us to rethink how we workand collaborate. It extends beyond remote work toalso encompass work itself, the workforce, and theworkplace. It redefines traditional models and leverages
technology for seamless collaboration. At Infineon, weare embracing these changing needs and expectations
trends to unlock growth for our organization and tooffer a great working experience to our employees.

Our ongoing commitment to hybrid work
One element of our New Work approach is our ongoingcommitment to hybrid work. Here at Infineon, we areconvinced that hybrid work allows us to make the bestof both worlds – combining the benefits of remote
work with on-site collaboration. With the pandemic
largely over, our employees have transitioned back to
the office while retaining the flexibility they have cometo appreciate. It remains our priority to find a goodbalance between working at the office and remote work.
On our learning journey, we have collected extensive
feedback to understand how to make the best of bothworlds. By actively seeking feedback, we ensure thatour decisions align with the needs and aspirations of
our workforce.

Offering flexibility to our employees
A flexible working environment is appreciatedby our employees. So, we also offer remote workfrom abroad. Employees from our EU-based legal
entities can work remotely from other EU countries for up to 20 working days per calendar year.

Adapting workspaces for flexibility
As remote work becomes increasingly prevalentand the need for workplace flexibility grows, we are
actively adapting our work environments to meetthese changing demands. To address this, we have
implemented flex desk initiatives across various global
locations, each at different stages of development andmaturity. Some sites have initiated small-scale pilot
programs, while others have taken advantage of new
office openings to implement flex desk on a larger scale.
In summary, as the pandemic recedes, we remaincommitted to embracing New Work. By adopting a
hybrid work model, actively listening to feedback
from our managers and employees, and providing
flexible workspaces through initiatives like flex desk,
we seek to provide our employees with a great working
environment and contribute to our company’s success.
By continuously learning and growing together, we aim
to ensure that our workforce remains engaged and feels
prepared for the challenges and opportunities of the
future.

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RACE FOR TALENT

Promoting a healthy lifestyle and good working habits: Health & well-being
The health and well-being of our employees are
particularly important to us. Accordingly, we ensure ahealthy working environment and help our employees
master the challenges of today’s working world.
As part of our Corporate Health Management, we
support our employees with a variety of measures topromote a healthy lifestyle and good working habits.
The wide range of programs and initiatives worldwide
include access to company doctors, social counseling,
professional reintegration management services, healthchecks, sports programs, and innovative approaches tohealth promotion.

Through our virtual training on ‘Healthy Leadership’,we give participants an opportunity to learn more about
leading a healthy organization while also being a goodrole model as a manager. To accompany this, we also
provide our employees with a collection of curated
virtual trainings as part of a ‘Health and Well-being’
LinkedIn Learning journey.
In the following you can read some examples of how
we promote a healthy work environment and lifestylearound the globe.

Healthy All Year – Infineon Germany
12 months, 12 healthy impulses – that was
the motto of Germany’s 2023 Healthy All Year
campaign. We invited our employees to join us ona journey that would introduce them to healthy
things that require little effort but can have a big
impact in the long run. Each month, we focusedon a specific topic such as mental health, healthy
sleep, and environmental well-being, and sharedtips and tricks.

In addition to the physical health of the individual andthe promotion of self-care, we pay particular attention
to a safe working environment. This includes theprevention of accidents and work-related diseases,
assistance during acute illnesses, as well as the supportof health literacy and healthy behaviors.
As well as being a caring employer, we attach great
importance to the mental health of all employees.
Therefore, we launched global mindfulness sessions for
employees and also established several regional andlocal mental health activities.

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RACE FOR TALENT

InFit Get Active Challenge – Infineon Americas
For the Americas region, this year’s InFit Get Active
Challenge was all about Mindful Exploration. As
mindfulness is embedded within many different
cultures through different practices, we started
a virtual world tour on 1 May to explore thesepractices and learn more about them. The tour
lasted till 25 June. This year, 897 people on 127
teams participated in this challenge. Collectively
our Americas colleagues walked an amazing
487,961,506 steps.

Skin Health – a campaign as part of the Corporate
Health Year at Infineon Austria
The Corporate Health Year initiative in Austria
included a holistic focus on skin, hair, and nailhealth. We offered various tools and activities
including a skin screener app and 3D skin and face
analysis. On Health Day in May, participants had
the chance to listen to expert presentations on
topics such as sweating, sun protection, and skin asa mirror of the soul. They were also able to engage
with these experts and ask questions.

World Health Week – Infineon Singapore
From 3 through 7 April, we not only celebrated
the 12th Infineon World Health Week, but also the75th anniversary of the World Health Organization.
To mark the occasion, we put together a seriesof activities as part of the employee program
BERI Health – Boost, Energize, Relish & Interact.
Activities included on-site health screenings andvirtual health talks on topics such as recognizing
and preventing burnout at work, and good carbs,
bad carbs. Topping it all off with the all-importantfun factor, we had a Zumba mass workout and acarnival day, where guests could get an eye andspinal screen, participate in interactive activities
such as riding a juice blender bike, enjoy a freeneck massage, and shop at the bazaar for healthy
beverages and snacks.

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Upskilling & Leadership Development
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UPSKILLING & LEADERSHIP DEVELOPMENT

Equipping our leaders: The Infineon
General Management Program

Reinventing diagnostics:
From assessment to development center

We launched the Infineon General Management
Program (IGMP) for our 600+ top managers in 2021. In
collaboration with one of the world’s leading businessschools, INSEAD, we run 6-day on-site programs forcohorts of 40 managers, sponsored by the Board. As
we believe that leadership challenges are rising in an
increasingly complex environment, we want to equip
our leaders with the frameworks and tools they need tolead change and navigate our ambitious growth plan.

The key to readiness for new challenges andresponsibilities lies in continued personal growthand skill development. This applies in particular
to employees working towards a senior leadership
position. For this reason, we have introduced adevelopment center concept. The aim is to evaluate thereadiness and aptitude of candidates before they arepromoted to a top management position. Unlike ourformer assessment center concept, we have shifted thefocus from testing a person for a specific, predefined
position to a more comprehensive analysis of strengths
and potential development areas, including tailoredguidance on areas offering optimization potential.
This will enable us to support our future senior leaders
through targeted development measures before they
are actually promoted to the position in question, andto ensure sustainable leadership quality at Infineon.

Different modules from strategy, decision making,finance, and innovation management presented byworld-class professors inspire dialog and promotereflection among our top management. Feedback fromthe first five classes has been positive.

The development center was globally launched inJune 2022. The sessions are held virtually by twointernal assessors (with a business and HR focus) and
one external assessor. Over a period of 3.5 hours, therespective candidate’s performance is evaluated bymeans of a strategy presentation, a competency-based
interview, and a dialog simulation. The results of these
exercises are used to create a comprehensive picture
informing feedback and development measures. The
external assessors are experts in development centerssuch as these and can thus ensure the validity andquality of the concept. In addition, they not only offer avaluable outside-in perspective, but can also contributebenchmarking expertise to support Infineon in
strategically growing as an organization. The evaluationof the respective candidate is based on the Management
Career competencies for senior leadership positions,enabling the relevant managers and HR Business
Partners to carve out an individual development planso the candidate can effectively grow into a seniorleadership position at Infineon.

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22

UPSKILLING & LEADERSHIP DEVELOPMENT

Driving digital learning across all Infineon sites: LinkedIn Learning
In 2019, we launched our online learning platform
LinkedIn Learning. Since then, the platform has beenrolled out to all office employees and to our production
sites in Asia, Europe and Tijuana. Bringing digitallearning opportunities to the entire workforce has
always been at the heart of our learning strategy. To
engage colleagues worldwide in learning, we haveestablished a global Learning Expert Community,
consisting of dedicated Learning Expert roles at eachsite. The community has set up a variety of local andglobal communication and engagement activities topromote digital learning around the world. The formats
and marketing materials are localized and range fromgamified learning formats to moderated exchangegroups and local testimonials. In order to make learning
more flexible and to improve the learning experience for
employees on the shop floor, we have started to enable
our learning platform on personal devices in addition to
the existing learning infrastructure on the shop floor.

This initiative was accompanied by local enablement
sessions and marketing campaigns, including
information stands close to the production area, toprovide an immediate opportunity to explore thisnew offering. The positive feedback and high usageof LinkedIn Learning on personal devices confirmedthat there is a real need and desire for more flexibility
in learning. In particular, the feedback positively
rated the convenience of learning, seamless access tolearning, the ability to focus on relevant content, andthe ability to better organize the learning experience.
To date, 4,607 employees have already requested to use
LinkedIn Learning on personal devices.
In addition, the success of the Learning Expert
Community’s ongoing efforts to promote learning
across all locations is reflected in high usage rates andthe steady increase in license activations since launch.
Between September 2022 and including September
2023 8,575 additional employees have activated their
free corporate learning license.

Infineon has been externally recognized for its efforts todrive digital learning across the entire workforce. This isalso reflected in the prizes that we won across the globe(including a 2022 award in Singapore for best remotelearning, best upskilling strategy, and best careerdevelopment).
Mindshift Award in Germany
Infineon received the award in the category‘Talent Development’ for offering LinkedIn
Learning for production employees.
A successful digital transformation requires basic
digital skills among all employees. With the development of Industry 5.0, the promotion of “lifelong
learning” is particularly important in the production environment. LinkedIn Learning has created ademand-oriented and pragmatic learning opportunity for all production employees.

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23

UPSKILLING & LEADERSHIP DEVELOPMENT

Expanding our offering: Virtual coaching with “BetterUp”
We added virtual coaching to our portfolio to expand
our offerings and reach a wider audience. BetterUp
gives our employees the opportunity to choose a coachfrom a global pool of qualified coaches, regardless oflocation or time zone.
After piloting the concept, we launched our firstprogram for an international cohort in April 2022.
Since then, around 200 colleagues have completed
a 6-month virtual module, and the overwhelmingly
positive feedback we received about BetterUp showedthat concerns about virtual coaching were unfounded.
The numbers say it all: 80% of the participants said
their coach helped them make progress toward theirgoals, and 99% rated their coaching experience as lifechanging, amazing or good.

With approximately 2,500 coaching sessions taken, ourparticipants completed around 2 coaching sessions on
average per month. The trending topics were ‘Leading
Others’ and ‘Well-Being’, with a particular focus onstress management and self-care. As a result, we areproud to report that our participants experienced amindset shift and increased their self-awareness by anaverage of 26%. These and other results translate into
better performance and retention, with employees
reporting a 7% increase in their sense of belonging anda 15% increase in optimism.

Alliance for digital skills in Bavaria
In the age of digital transformation, digital skills are playing an increasingly important role. Without them, participation in social life, professional development, and the organization of everyday life are hardly possible today.
At the same time, digital competencies are the basis for the future viability of Infineon as a company and of oursociety as a whole. In April 2023, we joined the “Alliance for Digital Skills” organized by the Bavarian State Ministry
for Digital Affairs. Together with other partner companies, we promote the development of digital skills in Bavarian society through various Infineon offerings.

A company only
thrives when individuals grow. That is
why we encourage
a mindset of continuous learningand development.
By equipping our
employees with theskills they need tosucceed today, we
are also preparing
them for future challenges and opportunities.
Infineon is home to many great minds – all of themworking together to find solutions for a better
tomorrow. This is a major undertaking that requires
continuous evolution, because innovation does notcome from replicating old patterns.
Dr. Rutger Wijburg
Chief Operations Officer

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HR Delivery ExcellenceContent

25

HR DELIVERY EXCELLENCEHR Delivery Excellence
Creating a great employee experience for new hires: Global onboarding with MyHR
Over the past fiscal year, we released the pre- andonboarding lifecycle event in MyHR. Besides technicalautomation, the global onboarding process provides rolespecific onboarding steps so hiring managers and newhires can get in touch easily and work on their tasks. New
hires can open the platform from their private devices toaccess pre-boarding content and administrative tasks –even before their first day of work.

By focusing on the moments that matter, e.g. thenomination of a buddy to give a new team member awarm welcome and the necessary support to start their
new role, myHR helps to create the best possible first
impression of Infineon as a company.

What is MyHR?
The vision behind MyHR is to offer a frictionlessand seamless digital experience for everyone. It
is a user-friendly, intuitive, one-stop shop where
HR customers can easily complete their HR-related tasks along the employee lifecycle – anywhere, anytime. In March 2023, MyHR released its
first lifecycle event for pre- and onboarding, embedded into our overarching end-to-end journeyfrom headcount approval to end of probation. It
is a holistic approach to guide new employees,
hiring managers and the relevant HR colleagues
through all steps of the process.

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HR DELIVERY EXCELLENCE

Fostering simplification, consolidation, digitalization, and automation:
Outlook on our future HR shared services concept
We have started to transform our HR shared services
concept, moving away from a fragmented HR service
landscape characterized by local focal points,
standards, and tools as well as a high degree of manualtasks. Aiming to consolidate our HR administration
services and support digital features and automation,
we worked on a new global service delivery model. This
included establishing a Service Transition Roadmap,
listing processes to be globally harmonized andtransferred to our Shared Service Centers.

The consolidation of HR admin services also calls
for globally harmonized and standardized processes
leveraging our digital HR tools. To achieve this, weredesigned the processes in scope by challenging
the as-is processes in relation to customer centricity,
automation, and digitalization – while also looking
towards best-in-industry standards.

The global service delivery model is built on an efficientorganizational setup and tiered service delivery model.
The pilot project in our European HR Service Centerin Porto is already showing a significant improvementin the processing of inquiries, employee productivity,and customer satisfaction. The next step in the roll-out
process is planned for the start of the next fiscal year.

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HR DELIVERY EXCELLENCE

A year of many HR milestones across the globe: Updates from the regions

Americas
We opened our new office as part of ourGuadalajara launch in, Mexico in August 2023.
Guadalajara has been selected as our preferred
location for expanding central functions andother highly skilled support functions in theAmericas. This expansion will allow us to cultivateand strengthen these critical areas within ourorganization.

skilled HR professionals. And we can proudly
already share success stories from this program.

Also, this year, we kicked off our Regional
Graduate Program aimed at developing emerging
talent among recent bachelor’s and/or master’s
degree university graduates. This program offers
participants the opportunity to rotate throughvarious roles and locations across the UnitedStates, providing them with a comprehensive
leadership development experience. Our internal
HR function also offers a rotational internshipprogram, where interns spend 3-4 months indifferent HR departments over the course of one
year. With a view to building a talent pipeline, ourgoal is to train and prepare interns to become

Looking back on a successful fiscal year marked
by numerous accomplishments, we haveestablished a solid foundation upon which we
can confidently build and look forward to thepromising opportunities that lie ahead in the
coming fiscal year.

As we further evolve our HR function in line with
our global strategy, we have fine-tuned our HR
service delivery model. This is now being rolled
out globally, including the Americas, where wealso transformed our internal team by the end of
the fiscal year.

Greater China
To support strong business growth and the many
challenges facing leaders and technical talents in the
Greater China region, we launched various university
initiatives. The aim was to promote the Infineon
brand at university level with a view to attracting
young talents and appealing in particular to people
with a digital mindset and digital skills. Over the pastfiscal year, we welcomed 260 new employees and ourattrition rate remains low.
This low attrition rate is attributable to various
programs and initiatives that enhance employee
engagement, the promotion of Diversity & Inclusion,various health activities, comprehensive benefits, andincreased uptake of remote working opportunities.
Within HR, we smoothly managed the transfer
of HR service operations to the Melaka team,and supported the successful launch of MyHR.
Overall, Greater China’s accomplishments in fiscal
2023 demonstrate our commitment to our four
overarching Strategic Priorities.

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HR DELIVERY EXCELLENCE

Asia PacificAsia Pacific continued to grow exponentiallyover the past fiscal year and had over 25,000
employees in June 2023. HR plays a key role inmany key business developments in this region.
These include the opening of a new Research &Development Centre in Hanoi, Vietnam, and of a
Customer Application Engineering office in Batam,Indonesia. We are very proud of the high revenue
achieved by our business in South Korea and of ourinvestments in our Kulim frontend fab.
Amidst these successes, the talent landscaperemains challenging. We focused on employee
experience and engagement, as well as onleadership development to enable our leadersand managers to attract and retain talents. We areproud to have received external recognition from
reputable HR bodies and agencies in Bangalore,
Melaka, Singapore, and Bangkok. These accolades
cover a wide spectrum of HR areas, including
Diversity & Inclusion, skilling strategies, learningand development, leadership development,
workplace wellbeing, health excellence programs,

remote work initiatives, and employee relations
and welfare. The employee excellence awards area testament to our team’s creativity, dedication,and zero-compromises commitment to making
our workplace a better one for our employees. We
are motivated and encouraged by another yearof strong partnership and collaboration with thebusiness, and our contribution to our success as acompany.

Japan
Japan faced the same trends and challenges
as other regions. Once all COVID-19 restrictions
were finally lifted in Japan, we were able to meetface-to-face once again in the office. For manymembers of the Japanese team, this was also
the first opportunity to meet new colleagues
from the former Cypress. Now everyone can
combine the benefits of remote work with on-sitecollaboration through flexible work schedules
integrating office and home.
Last year, we moved into our new office in the
Shibuya district of Tokyo. By the end of the year,
the number of employees had risen to morethan 600. In addition, we resumed full-scale
recruiting activities for new graduates. As part ofthat push, we accepted many interns and wereable to hire a good number of students who will
join us when they graduate next spring. As at allother locations across the Infineon universe, therace for talent is a hot topic in Japan and we areheavily focused on the need to hire young talents.
HR will continue to focus on opportunities hiringin alignment with our global strategy.

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Set up for SuccessContent

30

SET UP FOR SUCCESS

Set up for SuccessOur continued journey to bring HR to the next level: tHRive
Our fourth Strategic Priority is “Set up for Success”. This
pillar focuses on the continuous improvement of HR tomeet business needs, drive Infineon’s growth, and reachthe next level. We can build on a solid foundation fromprevious HR projects. In 2013, we started with processreviews and initial standardization and harmonization
efforts. In 2017, we introduced SuccessFactors driving
digitalization even further, and we now have a solid
foundation in place to change our HR operating
model and set-up so we can better navigate multiple
challenges and manage substantial growth. Thistransformation journey is ongoing and will remaina priority for the coming years as we remain on ourharmonization and digitalization path.

tHRivetHRive marks a new era for HR, building on past
projects and our continued focus on digitalization
and upskilling we delivered a new HR operating
model and organizational setup that will position
us as a future-proof organization.

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SET UP FOR SUCCESS

Functional set-up with global end-to-end responsibility: Our HR organization
As part of our continuous improvement efforts aimed atmeeting key future business requirements and driving
growth at Infineon, we decided this fiscal year to adapt
our HR Strategy as outlined in the previous chapters,
and to transform our entire HR organization. Whilewe were structured according to a conventional Dave
Ulrich Model with business partners, service centers andcompetence centers, we transitioned to a functional
set-up with globally defined end-to-end responsibilities
on 1 October 2023. Given the importance of talentacquisition and talent development in the race fortalent, these functions will report directly to the Global
Head of HR in future.
Building on our organizational HR pillars and a strong
sense of collaboration (acting as “oneHR”), we want tofoster people engagement. Hence, we act as one global
team in shaping the employee experience at Infineon
while also continuing to focus on harmonization,
standardization, digitalization, and value-add services.

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SET UP FOR SUCCESS

ISO 30414 certification
Infineon is one of the first companies worldwide thatreceived ISO certification for human capital reportingin 2022. This ISO certification is the only official
international human capital reporting standard thatenables comparable collection and reporting of HR
data. Being compliant with ISO 30414 means that
Infineon collects and reports comparable HR data,thus transparently documenting the impact of ouremployees on our organizational performance.

What is ISO 30414 all about?
The core content for external human capital
reporting under ISO 30414 is based on 23 humancapital-related metrics, which are structured
into nine different areas, such as compliance andethics, costs, diversity, and others.
ISO-standardized human capital reporting brings
a variety of benefits to Infineon and its stakeholders. It demonstrates our acknowledgmentthat human capital is a business opportunity andnot just a compliance or cost topic. In effect, it
underscores our prioritization of human capital
as a strategy for more sustainable profits andimproved investor returns.

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SET UP FOR SUCCESS

Enhancing customer experience and ensuring scalability: Digitalization of HR
Structural demand for semiconductors is being driven
by decarbonization and digitalization. To capitalizeon this growth opportunity, we need to create theright framework. To achieve that, we will continue
to harmonize processes on a global scale and foster
digitalization. Our new function “HR Digital”, part of ourPeople & Services pillar, will streamline services andprovide automated and digital solutions that ensurescalability, enhance the customer experience, and set
Infineon up for success. For this, we are investing indigital skills and will build up a team of digital experts
within HR to provide consulting and hands-on support
to our Global Service Designers (GSD). This support will
help to make services leaner, faster, and more scalable.
Our goals are:
– Digital excellence: Drive automation andharmonization to improve the customer experience– Enhanced collaboration: Accelerate and simplify
collaboration with and within HR– Knowledge management Solutions: Provide
knowledge management solutions for HR and ourcustomers– Orchestrated HR IT demand: Orchestrate the HR IT
demand process and continue our collaboration with
our trusted partners at Infineon IT

What are we doing in 2024 to achieve these goals?
We will provide a comprehensive and transparent
digital strategy, which matches our HR strategy and ourstrategic priorities.
Cascading from our digital strategy, we will derivea digital roadmap and implement it step by step
according to the priorities we have defined.
So, also after project closure, we will invest in further
ongoing platform improvements of MyHR and let
the platform grow and adapt to employee needs
and requirements as we move away from individual
processes in favor of customer journeys. In addition to
focusing on customer journeys, we will also concentrateon improving our base capabilities such as knowledge.

Embracing digitalization andfully leveraging
its c­ apabilities isa prerequisite forInfineon’s continued
profitable growth.
Creating a more
efficient and effective workplace forall employees is an
important factor on
our way forward. The MyHR platform demonstrates
how standardized and digitalized processes makeinteractions easier, for both our employees and for
the HR team.
Elke Reichart
Chief Digital Transformation Officer

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Conclusion
Content

35

CONCLUSION

Conclusion
We hope you have enjoyed our HR report with its richinsights into HR @ Infineon and the various activities thathave kept us busy over the past fiscal year as we manage
our most important resource. As always, our main focus
is on how we can best support business needs by placing
employees at the heart of all our actions. We have aligned
our HR strategy as we are convinced that various topics
outlined in this report, will continue to shape our workover the upcoming months and years.
There is little doubt that the shortage of qualified
employees and – by extension –the race for talent willcontinue to shape the HR landscape. With our taskforce
and its efforts to retain employees, we are well posi­tioned. We are optimistic that we have the right leversin place with our upskilling efforts and offers as well as
our focus on driving business success. Of course, we will

also continue to focus on digitalization as an enablerof an enhanced employee experience. We are making
good progress in creating a frictionless and seamlessdigital experience for our HR customers. And looking
at ourselves, we are excited to see how our new HR
operating model will ‘tHRive’.
Last but not least, we are confident that our various
programs and measures as outline in this report are
actively contributing to our vision, namely “Driving
decarbonization and digitalization. Together.”Content

36Facts & Figures
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37

FACTS & FIGURES

GeneralUnless stated differently, our new colleagues from Syntronixs are not included in the figures.

Revenue

Revenue per employee€16,309m€271k€14,218m

Human Capital ROI€287k= 1.88HC ROI = {Revenue – (Expenses - [Pay + Benefits])}[Pay + Benefits]

2022

2023

Personnel expenses in € million(Infineon worldwide)€4,170m

2023

2022

Personnel expenses per FTE in EUR k€4,353m(Infineon worldwide)€3,646m

incl.
€538m
of social
costs

2021

incl.
€626m
of social
costs

2022

€79k

€77k

2022

2023

incl.
€669m
of social
costs

2023

Additionally, in 2023 there were €118m of costs with externals(employees with contract of employment by staffing agency).

This calculation is based on the average number of employees in 2023 fiscal year.

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FACTS & FIGURES

Workforcemale

per 30 september 2023

17,497

female1,372

Employees by region
female

male

1,679

2,825 (USA)24,043

13,963

10,978femalefemale18,801

100

678

Japan

Europe5,213(32,986)*578(661)*(22,494)*

896 (USA)34,798male

Greater China
female

3,534

male

(2,919)*4,040 (DE)female(Infineon worldwide)

3,029

10,773(DE)

6,546

male

Workforce permanent and temporary

male

1,657

(18,030)*

1,336 (1,264)*
Part-time
work
incl.

1,161 (1,102)*
Part-time
work
incl.

(5,578)*Americas

Permanent employees

24,941(23,850)*

male

Asia Pacificfemale* 2022 fiscal year

1,874

Number of employees

2,431(2,566)*(1,920)*(Infineon worldwide)
55,50225 (22)*Part-time
work
incl.

57,90411 (12)*Part-time
work
incl.

Temporary employees
2022*2022 fiscal year

2023

FTE in 2023: 57,178
This is the number of employees and FTE (full-time equivalent) per 30
September of the fiscal year.

The number of employees of Syntronixs per 30 September 2023 is 686. This
serves as additional information only. All other numbers exclude Syntronixs
headcount.

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FACTS & FIGURES

Workforceper 30 september 2023
(Infineon worldwide)

Temporary agency staff

Age profile

3,051

22.2%

<30

59.2%

30-50

18.6%

>50

68.3%

employed in
manufacturing

Age in years / proportion of employees

Total

Assignments*

New hires

male

63.6%

389
Total

from APAC (177)from Greater China (9)from US (16)from Germany (139)from Rest of Europe (48)female36.4%

49.9% 45.7%
<30

30-50

4.4%
>50

Gender profile

Age profile*International assignments offer our employees the opportunity
to work at an Infineon site abroad.

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FACTS & FIGURES

Workforce
Time to fill vacant positions (average length of time)

85 days

Percentage of positions filled internally87 days
25.0%
21.0%

Time to fillvacantpositions(average lengthof time)Time to fillvacant critical*
business positions (average
length of time)

There has been a change in the logic of Time to Fill compared to2022 fiscal year: Our evaluation of the Time to Fill is now alignedwith external benchmarking standards. We measure the average
number of days from when the job is entered into the recruiting
tool after all approvals are received, until we have a positive(written) confirmation by the candidate.

Percentage of
positions filledinternally

Percentage ofcritical* businesspositions filledinternallyThis calculation only includes professional indirect positions.
Direct (operator) and student positions are not considered.

* Critical positions are defined as positions or job roles that have a direct and significant impact on the business and are hard to find in the market. These figures relate mainly to Europe, as theprocess for filling business-critical positions has not yet been fully harmonized. The process is currently being adjusted and will in future, reflect the global totality.

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FACTS & FIGURES

Workforce(Infineon worldwide 2023)

New hires by regions

Terminations by regions

224 Greater China
892 Americas (thereof 677 USA)36
Japan
1,609 Asia Pacific
1,132 Europe (thereof 593 Germany)
3,893 Total

332 Greater China
592 Americas (thereof 412 USA)52
Japan
2,662 Asia Pacific
2,296 Europe (thereof 1,188 Germany)
5,934 Total

Employee turnover rate

Length of service in years(incl. voluntary resignations
and other reasons for leaving)

8.3%

9.0%

10.3
6.8%

9.6

9.6

2022

2023

whereof

4.5%
2021

2022
Worldwide

2023

Attrition

2021

Worldwide

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FACTS & FIGURES

Diversity & Inclusion
Disability
In Germany, Infineon employed 2,9% of
persons with severe disabilities (as of 30
September 2023, prepared 23.10.2023).
Information on the employment of persons
with disabilities at Infineon sites in othercountries is only recorded on the basis ofvoluntary declarations by employees indifferent ways. Therefore, the percentageof employed persons with disabilities isonly reported for Germany.

2.9%

Percentage of
disabled workforce

Nationalities

Women at management level(Infineon worldwide 2023)(Infineon worldwide 2023*)

Global goal

57,904
Total

Malaysia (26.8% | 15,540)
Germany (22.2% | 12,875)
Austria (7.2% | 4,197)
China (5.3% | 3,088)
USA (5.3% | 3,042)
Other nationalities (111) (33.2% | 19,162)

16.0% 16.0% 16.5% 17.1%
13.4% 13.9% 14.8% 15.5%

2016

2017

2018

2019

2020

2021

2022

2023

20.0%

2030

* As of 2021 fiscal year numbers include Cypress data.

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FACTS & FIGURES

Diversity & Inclusion(Infineon worldwide 2023)

Female/male employees per level
male

male

87.3%

82.6%

male

69.2%

female43.4%

female30.8%

femalefemale

17.4%

12.7%

male

male

56.6%

female

64.3%

35.7%

586

10,315

12,69934,30457,904

Senior level management*

Middle management*

Entry level
management*

Non-management staff

Total

Age profile per level

79.4%

57.4%
42.5%

35.4%

>50 years

15.4%

5.2%

0.1%

59.2%

52.4%

12.2%

22.2%

18.6%

30-50 years<30 years

10,901

12,69934,30457,904

Middle and seniorlevel management*

Entry level
management*

Non-management staff

Total* Infineon defines a management function as both employee management and management on the basis of technical expertise according to the internal job assessment system.

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FACTS & FIGURES

Training(Infineon worldwide 2023)

Training hours per employee (level)
femalefemale

21.50

male

25.73

Training hours per employee (area)

male

24.16

17.67

female

9.45

male

12.35

female

13.51

22.56

male

16.42

18.32

24.63

11.08

15.38

Middle and seniorlevel management

Entry level
management

Non-management
staff

Total

20.28

12.42

Manufacturing

Research andDevelopment

Sales andMarketing

13.99

15.38

Administration

Total

Percentage of trainings completed on compliance and ethics

95%

Our goal is to ensure that all Infineon employees are continuously trained on a binding set
of principles on legal and ethical manners.
The re-certification of this training takes place­every three years. In total 95% of all employees
have completed the training as of 30.09.2023,
resulting in 56% for the 2023 fiscal year.

Employees have completed
the training

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FACTS & FIGURES

Training
Training and development expenses per employee

€316

€369

€147

2021

2022

2023

Further training expenses€21.3m€17.5mWhere it makes sense, Infineon has moved towards
blended learning formats for its training. This means that,in these cases, we provide training for our employees andmanagers in a combination of virtual and classroom-basedformats. In addition, we are fostering the use of LinkedIn
Learning. A further rise in training costs is explained by ahigher level of demand as well as additions to the global
training portfolio and the reduction in local programs.

€7.4m

2021

2022

2023

In addition, in 2023 we had internal eLearning expenses of €1.039m.

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FACTS & FIGURES

Training & Apprenticeships(Infineon worldwide 2023)

LinkedIn Learning consumption

Consumption
in hours

82,812 total hours past 12 months
1.2 Hours of consumption per month and learner

Viewedvideos1.7m total video views past 12 months
24 Viewed videos per month and learner

1,877

Employees in training

566
new hiredapprentices
included923

Apprenticeships

15

21

161
Vocational
traineesand students on
work-study
coursesInterns

Working
students

Apprenticeships
courses

Dual study
programs

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Published byInfineon Technologies AG
Am Campeon 1-15, 85579 Neubiberg
Germany© 2023 Infineon Technologies AG.
All rights reserved.
PublicDocument number:
B179-I1445-V1-7600-EU-EC
Date: 11 / 2023

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