Innovating fora Better Future2023 Sustainability ReportTable of Contents

Introduction

Our Business

03 About this Report

07 About onsemi

04 Message from

10 Our Values

Our CEO
05 Highlights

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Ensuring Workplace

Impacting Our Community

Committing to aand Environment

Social Responsibility

Through Giving

Responsible Business41 Our Employees

58 Giving Now Program, Community

63 Corporate Governance

25 Annual Inventory of Energy
Consumption and Emissions

48 Diversity, Equity and Inclusion (DEI)

31 Water and Waste Management

52 Learning and Development (L&D)

11 Prioritization Assessment
and Stakeholder

37 Environmental Health and Safety

54 Employee Compensation
and Benefits

16 Net Zero Goal

21 Product Stewardship

Committing to a Responsible Business

Protecting Our Planet

10 Tomorrow, today

Engagement

Impacting Our Community Through Giving

56

Employee Experience and
Employee Engagement

Investments and Commercial Initiatives

65 Enterprise Risk Management
and Business Continuity
67 Climate Scenario Analysis
and Risk Disclosure
68 Ethics and Compliance
70 Fair Treatment

72 Supply Chain

74 Information Protection
76 Public Policy

78 Quality
78 Customer Experience (CX)

Appendix

Appendix

80 UN Sustainable Development
Goals and UN Global Compact

81 Triple-Bottom-Line
Performance Summary

88 Sustainability AccountingStandards Board (SASB)
Framework
90 Task Force on Climate-related
Financial Disclosures (TCFD)
Framework
97 Global Reporting Initiative(GRI) Index
107 Climate Transition Plan

108 Detailed Descriptions of Charts
110 Third Party Assurance Statement

2023 Sustainability Report			Table of Contents |2

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

About this Report
Report Overview
Our 2023 Sustainability Report is the 11th iteration of

Current issue: FY2023, published in June 2024

our voluntary non-financial public disclosure of topics

Date of previous publication: June 2023

concerning Environmental, Social and Governance

Estimated date of publication for(ESG) initiatives at onsemi. This report was created to

the next issue: June 2025

transparently communicate our sustainability efforts with
our investors, customers, stakeholders and employees,
serving as an important tool for disclosing sustainability
strategies, measurements, progress and achievements.
All financial figures throughout the report are stated in
United States Dollars (USD) unless specified otherwise.

Report Scope

Feedback
We welcome feedback on our activities
and performance outlined in thisreport. Feel free to contact us at:
onsemi
Investor Relations and Corporate Development
5701 N. Pima Road

Data presented in this report covers our 2023

Scottsdale, Arizona 85250

fiscal year (FY), January 1 – December 31, 2023,

investor@onsemi.com

and contains information about onsemi worldwide

www.onsemi.com

subsidiaries and joint ventures for which we havemanagement control. This report includes year-over-

Reporting Assurance

year data disclosure to demonstrate quantitative

Emissions information contained in this report has

performance and allow for trend identification.

Reporting Principles
Our 2023 Sustainability Report was prepared inaccordance with the Global Reporting Initiative(GRI), Task Force on Climate-related Financial
Disclosures (TCFD) and Sustainability AccountingStandards Board (SASB) standards.

PlanetBusinessbeen externally verified by a third-party assurance
agency, APEX Companies, in accordance with ISO
14064-3 and against criteria found in the Greenhouse
Gas Protocol, Corporate Value Chain Accounting
and Reporting Standard and IPCC 2019 Guidelines
on National Greenhouse Gas Inventories – leading
methodologies used by sustainability professionals

Socialfor sustainability-related assurance. Our full assurance
statement can be found in the appendix of this report.

Date of Issuanceonsemi publishes this report annually. An electronic
version is available on onsemi’s website.

2023 Sustainability Report			Introduction |3

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Message from Our CEO
Empowering Tomorrow: Our Commitment to Positive Change

leading intelligent power and sensing solutions that greatly improve2023, including being listed for the sixth consecutive year on

At onsemi, we are driven to impact tomorrow through the actions

the safety, sustainability and power efficiency of end products inthe Dow Jones Sustainability Index North America. We were also

we take today. Guided by this principle, we take ownership andthe automotive and industrial markets – notably the demand for

named by World Finance as the Most Sustainable Company in thehold ourselves accountable to our environmental, social andgreater efficiency in electric vehicles (EV), energy infrastructure andsemiconductor industry for the fourth consecutive year, and we

corporate governance objectives. We believe technology plays arenewable energy systems. And in a step towards accelerating thisreceived the EcoVadis Platinum rating, ranking us in the top one

critical role in positive change, enabling us to solve our planet’stransition to electrification, onsemi has made significant investments

percent of companies assessed in the “manufacture of electronic

biggest challenges. And in this 2023 Sustainability Report, we arein the innovation for Silicon Carbide (SiC) – a material that delivers

components and boards” category.

proud to share the many operational improvements and progressincreased power density over traditional silicon with higher voltage

we have made towards the journey in meeting our Net Zero by

and thermal tolerance and lower power losses.

2040 goal.

At onsemi, we remain focused on continuous improvement of our
ESG initiatives and prioritize sustainability at every opportunity –Today, onsemi is the only semiconductor company in the U.S. thatboth within onsemi and in our interactions with customers, partners

Engaging Employees to Make a Meaningful Difference

has fully integrated end-to-end SiC manufacturing from designand suppliers. This is fueled by our hard work and dedication for

Our commitment to purpose, innovation and excellence is moreengineering, boule growth, wafering, substrate, epitaxy, device

positive change. We believe that the efforts we invest in today willthan just a statement – it is the essence of who we are. Our newly

fabrication and packaging. And our commitment to investing inshape a better tomorrow. Each employee plays an essential role inintroduced Culture and Core Values help guide our actions and

SiC innovation and production continues. Last year, we expanded

our purpose and each step we take brings us closer to solving theshape our identity. In 2023, onsemi made a significant investment

our operations in Bucheon, Korea, establishing the world’s largest

world’s greatest challenges through technical innovation and thethrough its Foundation by awarding $1.36 million USD to 41

SiC fabrication facility which has enabled onsemi to deliver SiC

development of leading-edge products.

agencies that share a common vision of empowering students

advancements on a global scale.

with STEAM education in underserved communities – a 41% YoY

We are purpose-driven, innovative and committed to excellence

increase. In addition, our global workforce donated 6,457 volunteer

Our pursuit for a better future is further evidenced in the innovation– that is who we are at onsemi. Together, we can shape a better

hours to our Giving Now and Diversity, Equity and Inclusion (DEI)of our extended product portfolio technologies. For example, in 2023

future for tomorrow where technology, sustainability and progress

campaign programs, for a total value of $963K USD (including

our ASPM16 exciter modules for automotive advancements eliminatedgo hand in hand.

employee and company matches) – each contributing towards

the need for permanent magnets in EVs, which helped to avoid

making a positive impact on the communities we live and work in.

over 1,900,000 metric tons of toxic mining waste and contributed to
improved environmental impact.

Delivering Innovative Technologies for a Better Future
In the face of the escalating climate crisis and a dramatic rise

These are just a few of the many examples that demonstrate how ourin global energy demands, governments and industries areinvestments and technology are actively shaping a more sustainable

Thank you,committing to ambitious climate goals aimed at mitigating

and better future.

Hassane El-Khoury,

environmental impact and securing a sustainable future. Key to2023 Sustainability Report			President and CEO, onsemi

these efforts is the transition to electrification to reduce carbon

Celebrating Sustainability Accoladesemissions and embrace renewable energy resources. To meet

Our steadfast dedication and efforts have been recognized in thethe market demands, onsemi specializes in delivering industry-

industry, with onsemi receiving multiple sustainability awards inIntroduction |4

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Highlights Awards and Recognition

Barron’s 100 Most
Sustainable Companies;
6 Consecutive Years
In March 2023, onsemi ranked #75 on Barron’s
100 Most Sustainable Companies. Barron’s
looks at 230+ ESG performance indicators andranks companies’ performance over five key
areas: shareholders, employees, customers,
community and planet.

In April 2023, onsemi received an overall ESG
risk rating score of 22.6/100 points (the lower
the score, the better) from Sustainalytics.
The rating puts us at medium risk ofexperiencing material financial impacts
from over 20 ESG factors.

EcoVadis Platinum
Level Recognition;
4 Consecutive Years

In November 2023, onsemi received a scoreof 82/100 from EcoVadis, a leading platform forassessing a company’s environmental, socialand ethics management systems. Overall, ourcompany scored in the top one percent of the
1,322 companies assessed by EcoVadis withinthe “manufacture of electronics components
and boards” category.

In February 2023, onsemi maintained its ESG “A”
rating from MSCI, marking five consecutive years. We
are among the top five industry leaders for our ethicalpractices related to raw material sourcing and humanand labor rights.

Institutional Shareholder
Services (ISS) ESG
Prime Corporate Rating;
4 Consecutive Years

World Finance
Sustainability Award;
4 Consecutive YearsIn April 2023, onsemi maintained a “Prime”
rating by ISS ESG, one of the world’s leading
rating agencies for sustainable investments.
This status is granted to industry leaders who
performed well against universal and industryspecific ESG topics. Our company ranked in
the top 30 percent of the 95 companies rated
within the semiconductor industry.

3BL 100 Best
Corporate Citizens;
2 Consecutive Years
In October 2023, onsemi was ranked #71 on the 100
Best Corporate Citizens list. This ranking is based onover 180 ESG factors in seven pillars: climate change,
employee relations, environment, governance, humanrights, stakeholders and society and ESG performance.

2023 Sustainability Report			Morgan Stanley CapitalInternational (MSCI) ESG “A”
Rating; 5 Consecutive Years

Sustainalytics ESG Risk
Rating Score of 22.6

onsemi received a “B" score on the 2023 CDP Climate Change
questionnaire, a consistent year-over-year improvement from “C” and“D” scores received in 2022 and 2021, respectively. Companies areassessed across climate-related criteria, including risk assessmentand management, governance structure and reduction pathways.

In October 2023, onsemi ranked #28 on IBD’s
100 Best ESG Companies for 2023, representing
an improvement from a ranking of #52 in 2022.
Companies are ranked based on profitability inaddition to their achievements in ethical andsocial responsibility.

Dow Jones Sustainability Index (DJSI)North America; 6 Consecutive Years

In June 2023, onsemi was named the Most
Sustainable Company in the Semiconductor Industry.
World Finance recognizes companies for being anagent of change for climate sustainability. onsemi’s
consistent recognition demonstrates our continued
efforts to creating a more sustainable future.

CDP Climate Change;"B" Score

Investor’s Business Daily (IBD)
100 Best ESG Companies of 2023;
3 Consecutive Years

In November 2023, onsemi was one of sevensemiconductor companies included in the DJSI North
America component. Inclusion in this index is basedon our excellent sustainability performance within thesemiconductor industry on the S&P Global Corporate
Sustainability Assessment (CSA), with criteria including
corporate governance, customer relations, environmental
policy, working conditions and social initiatives.

CDP Water Security;"C" Scoreonsemi received a "C" score on the 2023 CDP Water Security
questionnaire. This questionnaire helps drive improvements inwater management through various factors, including water
usage, measurements and risk assessment.

Introduction |5

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Our BusinessIntelligent Solutions
for Challenging Problems
About onsemi
Our Values

Tomorrow, today
Prioritization Assessment and Stakeholder Engagement

Net Zero Goal
Product Stewardship

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixTable of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

About onsemi
Company Profile

Founded in

1999

Headquarteredin Scottsdale,
Arizona on Salt River
Pima-Maricopa IndianCommunity landON

Publicly traded(NASDAQ: ON)$8.253

control and robotics, hearing health and diagnostic

intelligent power and intelligent sensing solutions

therapy and monitoring for chronic diseases suchthat help our customers solve challenging problems

as diabetes.

and greatly improve the safety, sustainability andHassane El-Khoury is

power efficiency of end products in the automotive

We also manufacture products used in end-user

and industrial markets.

markets related to computing and consumer networking
and communications such as 5G base stations andthe President & Chief
Executive Officer

In the automotive market, our products enable lighter(CEO)and longer-range electric vehicles (EVs) and hybrid$6,524billion in revenue in 2023

onsemi specializes in delivering industry-leading

million in triple-bottom-line revenue1

smart phones.

vehicles, automatic emergency braking, advanced driver

To support these applications, we offer a robust portfolio

assistance systems (ADAS) and depth sensing that makeof semiconductor products and technologies that

advanced vehicle safety such as pedestrian detection andinclude Silicon Carbide, Image Sensors, Power Modules,

autonomous driving systems possible.

Wireless Connectivity and more. These applications
help our customers create cutting-edge products that

And with respect to the industrial market, our products

solve challenging problems, enhance safety standards

are used to enable highly efficient energy storage andand support the transition to electrification for a more

renewable energy systems, EV charging infrastructure,sustainable future.

industrial automation, smart cities and buildings, motor

28,982
employees2

44%

30%

27%

27%

female2minority workforce (U.S. only)2

female Board of Directors2

female executive leadership2

Tens of billionsof units produced per year20

manufacturing sites worldwide¹Please see pg. 22 for more information on triple-bottom-line revenue.
²As of December 31, 2023

2023 Sustainability Report			Our Business |7

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Worldwide Locations¹
A list of our global locations can be viewed on our website.
Manufacturing Locations:
Canada, China, Czech Republic, Japan,
Malaysia, Philippines, South Korea, UnitedStates (ID, OR, PA, NH, NY) and Vietnam
Design Center Locations:
Belgium, Canada, China, Czech Republic,
France, Germany, India, Ireland, Israel, Italy,
Japan, South Korea, Philippines, Singapore,
Slovakia, Slovenia, Switzerland, Taiwan, United
Kingdom and United States (AZ, CA, ID, NY, OR,
PA, RI, TX)¹As of December 31, 2023

2023 Sustainability Report			Our Business |8

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

2023 Financial Performance

Business Groups
Advanced Solutions Group (ASG)

In 2023, we sustained solid results financially while demonstrating resilience

semiconductor products to distributors and direct

ASG designs and develops analog, mixed-signal, Power

amid the uncertain macroenvironment. We achieved a record automotive

customers. We also generate revenue, to a much lesser

Management integrated circuits (ICs) and Sensor

revenue that increased 29 percent year over year. Our SiC revenue soared,

extent, from product development agreements andInterface devices for a broad base of end-users ingrowing four times higher than the previous year, and intelligent power

manufacturing services provided to customers. We

the Automotive, Industrial, Compute and Mobile end-and sensing technologies now represent 70 percent of our total revenue.

believe that our ability to offer a broad range of products,

user markets. We implement a platform-based design

Our resilience and consistent performance are aligned with our long-term

combined with our global manufacturing and logistics

approach to rapidly proliferate product portfolios.

strategy of leading in intelligent power and sensing solutions.

network, provides our customers with single-source

ASG offers technology that provides our customers

purchasing.

with system-level differentiation such as multi-phase

In 2023, we were organized into three operating andconverters, alternating current (AC)-DC converters,

reportable business groups: Power Solutions Groupultrasonic sensors, inductive sensors, audiology digital(PSG), Advanced Solutions Group (ASG) and Intelligent

signal processors, analog front ends, Bluetooth Low

Sensing Group (ISG).

Energy, wired connectivity and more.

2022

NTBLR: 1,729

TR: 8,253

2022

TBLR: 6,454

NTBLR: 1,872

TR: 8,326

A: 40

2021

A: 34

2023
2022
2021

TR: 6,740

application functions, including power switching, powerprocessors, single photon detectors, including silicon

conversion, signal conditioning, circuit protection, signal

photomultipliers (SiPM) and single-photon avalanche

amplification and voltage regulation functions. The trends

diode (SPAD) arrays, as well as actuator drivers fordriving growth within our end-user markets are primarily

autofocus and image stabilization for a broad basehigher power efficiency and power density in powerof end users in the different end markets. Our broad

applications, the demand for greater functionality andrange of product offerings delivers excellent pixel

faster data transmission rates in all communications. The

performance, sensor functionality and camera systems

advancement of existing volt electrical infrastructure,capabilities in which high-quality visual imagery iselectrification of power train in the form of EV/hybrid

becoming increasingly important to our customers andelectric vehicles (HEV), higher trench density enabling

their end users, particularly in automotive and factory

lower losses in power-efficient packages and lower

automation and in applications powered by artificial

DISCLOSURE

capacitance and integrated signal conditioning products

intelligence (AI).

Revenue by Region1

7,500

20

0

9,000

D: 58
D: 64

semiconductor (CMOS) image sensors, image signal

Triple-Bottom-Line Revenue (TBLR)

100

D: 52

OEM: 36

ISG designs and develops complementary metal-oxide-

6,000

80

OEM: 42integrated semiconductor products that perform multiple

4,500

60
Other (O)

OEM: 48

PSG offers a wide array of analog, discrete, module and

3,000

O: 39

40
Industrial (I)Intelligent Sensing Group (ISG)

1,500

O: 32

I: 27

20

0

O: 20

I: 28

Power Solutions Group (PSG)

0

I: 28

Revenue by Sales Channel

TBLR: 6,524

NTBLR: 1,729

A: 52

Revenue by Sales Channel (Percentage) | Detailed Description of Chart on pg. 108

2023

TBLR: 5,011

2023

Automotive (A)Revenue (Dollars, millions) | Detailed Description of Chart on pg. 108

2021

Appendix

Revenue by Market (Percentage) | Detailed Description of Chart on pg. 108

onsemi generates revenue from the sale ofcontrollers, gate drivers, direct current (DC)-DC

Committing to a Responsible Business

40

60

Original Equipment Manufacturers (OEM)

Non-Triple-Bottom-Line Revenue (NTBLR) Total Revenue (TR)

80

100

Distributors (D)Revenue by Technology (Percentage) | Detailed Description of Chart on pg. 108
2023

IP: 512022

IP: 482021

IP: 46

increase the use of high-power semiconductor solutions.
The recent increase in the use of wide-bandgap (WBG)

O: 33

IS: 1640

Intelligent Power (IP)

O: 30

IS: 1920

0

to support faster data transmission rates significantly

IS: 1960

Intelligent Sensing (IS)

UNITS

O: 38

80

100

Other (O)

2021

2022

2023

Hong Kong

27

28

26

Singapore

31

26

24

17

18

21

metal-oxide-semiconductor field-effect transistors

United Kingdom(MOSFETs) and diodes, including SiC and insulated-gate

United States

14

17

19

Other

11

11

10

bipolar transistors (IGBT), is further expanding the use of
semiconductor products.

2023 Sustainability Report			

Percentage

Represents sales billed from the respective country or region.

1

Our Business |9

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Our Values
MissionWe push innovation to create intelligent power and sensing

These core values, defined by our employees, leaders andtechnologies that solve the most challenging customer

stakeholders around the globe, are made up of several

problems. Our employees are inspired to go above andcharacter traits: Integrity, Respect, Disruptor, Collaborator,

beyond to increase stakeholder value through high-quality

Accountable and Relentless.

and high-value products and services.
Each year, our Board of Directors and employees receive

VisionTo drive technology breakthroughs that deliver on thepromise of a sustainable future.

training about our Culture and Core Values through theCode of Business Conduct, which is available in thelanguages that represent our worldwide workforce. These
values apply equally to us all – employees, global leadership

Culture and Core Values

teams, executive leadership and Board of Directors alike.

Our Culture and Core Values define who we are as

Tomorrow, today

employees and as representatives of onsemi. We
are a performance-based company, committed to
profitable growth, world-class operating results, quality

At onsemi, we are creating the future we want to live in. The workand giving we do today are essential for a better future tomorrow.

and superior customer and shareholder value.

How we work, impact the environment and give back makes a

In 2023, we revamped our Culture and Core Values, rollinginspired by a collective passion to drive change to make the world

out three new values, supported by several character traits
that make up those values.

difference in our local communities and around the world. We area better place.

Our efforts toward creating a better tomorrow through today’s impact are organized into the following four pillars:• Purpose: We are intrinsically motivated by our mission to
give our best each day.
• Innovation: We relentlessly pursue boundary-pushing andindustry-transforming solutions.
• Excellence: We are accountable for our success by

1

Protecting Our Planet
and Environment• Product Stewardship• Energy and Emissions

lifting each other up and executing with an unwavering• Water and Waste

determination knowing that our work makes a difference.

Management• Employee Healthand Safety

2

Ensuring Social
Responsibility

3

Impacting Our Community
Through Giving• Diversity, Equity• Giving Now Programand Inclusion

Including Matching• Learning andDevelopment• Employee Hiring

Employee Giving• Science, Technology,
Engineering, Arts

Committing to a

4 Responsible Business• Ethics and Compliance• Supply Chain Management• Fair Treatment• Information Protection

and Mathematics(STEAM) Education• Disaster Relief andResponding when
Crises Arise

2023 Sustainability Report			Our Business |10

Table of Contents

Introduction

Prioritization Assessment

Our Business

Protecting Our Planet and Environment

PRIORITY ISSUES

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

DEFINITION

and Stakeholder Engagement

Committing to a Responsible Business

Appendix

REPORTING AND DISCLOSURE

Net Zero Goal, pg. 16

Prioritization Assessment

SASB:

A prioritization assessment was performed and reported as part• TC-SC-110a.1 - Greenhouse Gas Emissionsof the 2022 Sustainability Report. The assessment considered• TC-SC-110a.2 - Greenhouse Gas Emissions

the importance of ESG issues from the perspective of impact on
stakeholders and impact on onsemi. The results of the assessment• TC-SC-130a.1 - Energy Management in Manufacturingprovide a foundation for best-practice ESG strategy and reporting.

• TC-SC-410a.1 - Product Lifecycle Management

The outcomes direct our strategic focus to our most importantsustainability-related financial risks, strategic opportunities andGRI:

stakeholder impacts. They also help us deliver a reporting suite• 302-1 Energy consumption within the organizationthat meets the information needs of investors, as well as• 302-2 Energy consumption outside of the organization

others interested in how we support wider sustainable• 302-3 Energy intensity

development objectives.
We maintain our commitment to sustainability, and the priorities
identified from the prioritization assessment in the 2022
Sustainability Report remain relevant and continue to guide us.
We are dedicated to ensuring our processes, policies, systems
and operations support our corporate goals.

Decarbonizing onsemi’s operations
and supply chain

Decarbonizing onsemi’s operations (through energy efficiency, switching• 302-4 Reduction of energy consumption

to renewable energy and strategic swaps of high global warming potential• 302-5 Reductions in energy requirements of products and services

process gases, among other strategies) and engaging onsemi suppliers to• 305-1 Direct (Scope 1) GHG emissions

understand their carbon emissions and collaborate to decarbonize supplier
operations.

• 305-2 Energy indirect (Scope 2) GHG emissions• 305-3 Other indirect (Scope 3) GHG emissions• 305-4 GHG emissions intensity

onsemi’s Priority Issues• 305-5 Reduction of GHG emissions

The following table outlines onsemi’s identified priority issues• 308-1 New suppliers that were screened using environmental criteria

and where reporting on these issues can be found:• 308-2 Negative environmental impacts in the supply chain and actions
taken

TCFD (transition risk)
UN SDGs:• 13 Climate Action

2023 Sustainability Report			Our Business |11

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

PRIORITY ISSUES

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

DEFINITION

Committing to a Responsible Business

Appendix

REPORTING AND DISCLOSURE

Product Stewardship, pg. 21
SASB:• TC-SC-410a.2 - Product Lifecycle Management

GRI:
Expanding onsemi’s triple-bottom-line
revenue

Continuing to develop internal innovation capabilities to advance onsemi’s
triple-bottom-line revenue in pursuit of decarbonization and human safety
and wellbeing.

• 201-1 Direct economic value generated and distributed• 201-2 Financial implications and other risks and opportunities due toclimate change• 203-1 Infrastructure investments and services supported• 203-2 Significant indirect economic impacts• 416-1 Assessment of health and safety impacts of product and service
categories• 416-2 Incidents of non-compliance concerning the health and safety
impacts of products and services

Water and Waste Management, pg. 31
SASB:
Decreasing total water demand andincreasing water recycling in onsemi
manufacturing

Increasing the rate of water recycling (including water reuse) in the
manufacturing process while minimizing consumption.

• TC-SC-140a.1 - Water Management

GRI:• 303-3 Water withdrawal• 303-4 Water discharge• 303-5 Water consumption
Ensuring Workplace Social Responsibility, pg. 40

Attracting and retaining talent through employee engagement, performance
Enhancing onsemi’s talent attraction

management and professional development – supporting onsemi’sand retentioncompetitiveness and resilience given labor/skills shortages that persist
in the semiconductor industry.

2023 Sustainability Report			SASB• TC-SC-320a.1 - Workforce Health and Safety• TC-SC-320a.2 - Workforce Health and Safety• TC-SC-330a.1 - Recruiting and Managing a Global and Skilled Workforce

Our Business |12

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

PRIORITY ISSUES

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

DEFINITIONREPORTING AND DISCLOSURE

Ensuring that board mandates, management

Climate Scenario Analysis and Risk Disclosure, pg. 67

mandates, roles, responsibilities, policies,
Integrating sustainability-related risks,

procedures, incentive structures and otheropportunities and impacts into onsemi

corporate governance factors support thecorporate governanceintegration of sustainability-related risks,
opportunities and impacts into onsemi’s corporate

Committing to a Responsible Business

Appendix

TCFD (for climate-related issues)
GRI:• Management approach disclosures

strategy and risk management.
Designing resilience into operations to ensure the
Building operational resilience throughpolicies, procedures and infrastructureenhancements

company’s infrastructure can sustain businessin instances of extreme weather. For a global

Climate Scenario Analysis and Risk Disclosure, pg. 67
TCFD (physical risk)

manufacturing company like onsemi, failure to act
may mean increased costs of repair and recovery,
lost production time and physical danger to staff.
Diversity, Equity and Inclusion (DEI), pg. 48
Enhancing the diversity of onsemi’s workforce at all

GRI:

Ensuring a diverse workforce and anlevels and maintaining an inclusive culture through• 202-1 Ratios of standard entry-level wage by gender compared to local minimum wage

inclusive culture at onsemi

targeted initiatives and inclusive policies around• 202-2 Proportion of senior management hired from the local community

recruiting, training, promotions and benefits.

• 405-1 Diversity of governance bodies and employees• 406-1 Incidents of discrimination and corrective actions taken
Fair Treatment, pg. 70

Ensuring onsemi’s supplier selection, due diligence
Upholding human rights in onsemi’sand engagement mechanisms consider humansupply chain

rights risk and remediate any human rights risks/violations that occur.

Supply Chain, pg. 72
GRI:• 408-1 Operations and suppliers at significant risk for incidents of child labor• 414-1 New suppliers that were screened using social criteria• 414-2 Negative social impacts in the supply chain and actions taken

Increasing hazardous andnon-hazardous waste recycling

Continuing to innovate and improve performance
regarding waste recycling, decrease waste directed
to disposal and decrease effluent discharge.

Water and Waste Management, pg. 31

GRI:

SASB:

• 306-1 Waste generation and significant waste-related
impacts• TC-SC-150a.1 - Waste Management• 306-2 Management of significant waste-related impacts• 306-3 Waste generated• 306-4 Waste diverted from disposal• 306-5 Waste directed to disposal

2023 Sustainability Report			Our Business |13

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Stakeholder Engagement
Steadfast in our mission to drive a more sustainable future, we prioritize solving

Spectrum of Stakeholder Engagement

our customers’ biggest challenges. Our stakeholder engagement is critical – weinspire, engage and partner with employees, customers and partners to exceed
expectations. Unified by our culture and core values, we create positive andmemorable interactions with all our external stakeholders.

01
Executive Collaboration
Thought Leadership Sharing
Ask an Expert Forums
Blog Posts
Webinars

02

Inspire:Engage:Elevated Expertise

Openly Communicate

Technical Articles
Conferences and Trade Shows

Partner:
Listen, Learn, Share03

Global Emails
Beekeeper Mobile App
Global All Hands Meeting
Customer and Supplier Letters
Press Releases
Articles/Broadcasts/Podcasts
Reportingonsemi Website
SharePoint
Customer Facing Program Communications
Executive Live Chats

Employee Surveys
Memo Tool
Employee Celebrations
Social Media and Digital Engagement
Awards and Recognition
Customer Satisfaction Surveys
Customer Scorecards
Customer Support
Customer Enablement Portal

2023 Sustainability Report			Our Business |14

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Voice of the
CustomerCore Values
and Culture

Community
Building

Giving Now

Performance
Appraisal and Goals
Voice of the
Employee

Thought
Leadership

Diversity, Equity andInclusion
Brand
Advocacy

Learning andDevelopment

Media and Analyst
Relations

Earnings andShareholder Value

Public Policy
Advocacy
Innovative
Technical and
Design Leadership

Investor
Relations

Stakeholder
Engagement

Internal

External

Beekeeper Mobile App

Awards and Recognition

Conferences and Tradeshows

Blog Posts

Customer Support

SharePoint

Employee Surveys

Technical Articles

Customer and Supplier Letters

Webinars

Executive Collaboration

Memo Tool

Social Media and Digital Engagement

Customer Satisfaction Surveys

Press Releases, Articles,

Global All Hands Meetings

Leadership Summit

Employee Celebrations

Customer Scorecards

Broadcasts, Podcasts

Global Emails

Customer Facing Program Communications

Customer Enablement Portal
onsemi Website
onsemi Community

Stakeholder Touch Points

2023 Sustainability Report			Our Business |15

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Net Zero Goal
Overview and Alignment with Near-Term Science Based Targets Initiative
Since 2021, we have had a goal of achieving net zero emissions by 2040 (NetDISCLOSURE

Zero 2040) across Scopes 1, 2 and 3, along with using 50 percent renewable

2022 Baseline Emissions1energy by 2030 and 100 percent renewable energy by 2040.

UNITS

Scope 1and CEO, Hassane El-Khoury, to set near-term science-based emission reductionof Carbon

Scope 3 (Sum of Category Emissions)targets in line with the Science Based Targets initiative (SBTi).

In line with GHG Protocol, our12022 baseline emissions havebeen recalculated from last year’s

Metric Tons

Scope 2In December 2022, we submitted a commitment letter signed by our President

DATA

DioxideEquivalent

disclosure to include emissions from

1,014,836

the acquisition of EFK and Scope

713,547

1 and 2 has been adjusted to only

2,150,040²In line with GHG Protocol accounting

include manufacturing sites.
standards, FERA contributions to(MTCO2e)baseline emissions were recalculated

Science-based targets (SBTs) provide a clearly defined pathway for companies tofrom values published in the 2022

reduce greenhouse gas (GHG) emissions, focusing on deep decarbonization of current

DISCLOSURE

business processes and decoupling business and revenue growth from increased
global warming to 1.5 degrees Celsius, as defined by the Paris Climate Agreement.

1

By December 2024, we intend to submit near-term SBTs for validation by

2

SBTi, and publish the results soon thereafter (completion of SBT validation is3

provide an additional level of transparency toward our Net Zero 2040 goal.

4

Services (PG&S)
Capital Goods

from fuel consumption of Scope 1 and2 emission sources per GHG Protocol

102,663(which includes only our manufacturing
sites), our FERA calculation is

Related Activities

based only on our manufacturing

222,2962

sites for consistency purposes.
In order to align with SBTi, and as

3

Transportation andpart of continuous improvement326,6123

efforts, our Upstream Transportation
and Distribution emissions wereDistribution

are anticipated to encompass manufacturing facilities for Scope 1 and 2 emissions, andare anticipated to be enterprise-wide (i.e., manufacturing and non-manufacturing) for5

Scope 3 emissions, with the exception of Category 3: Fuel- and Energy-Related Activities(FERA). Because FERA is calculated from fuel consumption of Scope 1 and 2 emission
sources per GHG Protocol, our FERA calculation is based only on our manufacturing sites
for consistency purposes. Near-term SBTs for Scope 1 and 2 are not anticipated to include
emissions from our non-manufacturing sites, which represent less than 1 percent of theabsolute reduction targets. For Scope 3 emissions, onsemi’s near-term SBTs are anticipated50%

Operations

MTCO2erecalculated to include a Well-to-

46,47545,556

7

Employee Commuting

17,452

12

Upstream Leased

9

Assetsproduction and distribution (Well-toTank) and the direct-use emissions
from fuel combustion (Tank-to-Wheel).
4This corrects minor typographical orunit conversion errors in the 2022
sustainability report that were limited

Processing of Sold

13,992

Products
End-of-Life Treatment444

of Sold Products
TOTAL

Wheel approach. This includes both
upstream emissions related to fuelBusiness Travel

10

For Scope 1 and 2 emissions, onsemi’s near-term SBTs are anticipated to consist of linear

Waste Generated in

68collective Scope 1 and 2 manufacturing emissions and are not considered to be material.

in near-term reduction efforts covering 67% of onsemi’s Scope 3 baseline emissions andin 2022. Because FERA is calculated

1,414,941

Upstream

Pending the SBTi validation process, the boundary conditions of onsemi’s near-term SBTs

with SBTi, the aggregated goals set out for these four categories within Scope 3 will result

Purchased Goods andexclude the four sites we divested(FERA)

Setting Near-Term SBTs and Boundary Conditions

Distribution) and a linear absolute reduction target for Category 3: FERA. In accordance

emissions from our EFK site andFuel- and Energy-

dependent on SBTi schedule). These milestones are important because theyand Services, Category 2: Capital Goods and Category 4: Upstream Transportation andSustainability Report to includeDATA

GHG Protocol, Applicable Scope 3 Category Subtotals

emissions in the future. SBTi ensures our targets align with the latest science to limit

to consist of a combination of supplier engagement (involving Category 1: Purchased GoodsUNITS

MTCO2eto selected footnoted categories
only. This adjustment does not have amaterial impact on the overall results.

2,150,040

renewable energy goal by 2030.

will align our entire value chain with the goals onsemi sets out to achieve through SBTi.
2023 Sustainability Report			Our Business |16

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible BusinessBaseline Emissions
Baseline emissions refers to the initial level of GHG emissions
against which annual reductions toward a goal are measured.
Baseline emissions align with the defined boundary conditions of
our anticipated near-term SBTs. Baseline emissions, in conjunction
with annual emissions within goal boundary conditions, areanticipated to be used to demonstrate progress against near-term
SBTs. Annual emissions within goal boundary conditions should
not be conflated with annual enterprise-wide GHG emissions
inventory (reported in the Annual Inventory of Energy Consumption
and Emissions section, pg. 25), which represent the entirety ofan organization’s emissions without respect to goal boundary

based on the GHG Protocol.

combined Scope 1 and 2 emissions were 1,542,588 MTCO2e in
2023 compared to 1,728,383 MTCO2e in 2022, a reduction of
approximately 11%. Our collective Scope 3 emission was 1,569,430
in 2023 compared to 2,150,040 MTCO2e in 2022, a reduction of
27%. Our specific emission reduction efforts are further discussed
in the Protecting Our Planet and Environment section on page 24.

Scope 1

1,014,836

828,620

Scope 2

713,547

713,968

Scope 32,150,040

1,569,430

Category 1 (C1): Purchased Goods and Services (PG&S)

1,414,941

1,062,5412

Category 2 (C2): Capital Goods

102,663

92,083Category 3 (C3): FERA

222,296

237,688326,612

101,0873

Category 5 (O): Waste Generated in Operations

46,47537,707

Category 6 (O): Business Travel

5,556

9,453

Category 7 (O): Employee Commuting

17,452

17,416942

13,992

11,34544

68

Category 4 (C4): Upstream Transportation and Distribution

Decarbonization Progress: Scopes 1 and 2 (MTCO2e) | Detailed Description of Chart on pg. 108

2023

S1: 828,620

2022

S2: 713,968

S1: 1,014,836

0

On December 31, 2022, onsemi completed the acquisition of

1,542,588

S2: 713,547

500,000
Scope 1 (S1)

our East Fishkill (EFK), New York fabrication facility. Due to

1,000,000

1,728,383

1,500,000

2,000,000

Category 8 (O): Upstream Leased Assets

2,500,000

Scope 2 (S2)Category 10 (O): Processing of Sold Products

the acquisition closing at the end of 2022, emissions from the
manufacturing site were not included in the baseline emission

2023

DECARBONIZATION PROGRESSand 3, and are compared against 2022 baseline emissions. Our

baseline year acquired emissions and exclude baseline year

1, 2 and 3 for our decarbonization goals. Emissions are calculated

2022

progress is shown here. 2023 emissions reflect emissions withinmaterially impact emissions, baseline emissions are to include

2022 serves as our baseline year for GHG emissions across Scopes

ANNUALEMISSIONS WITHIN
SBT1 BOUNDARYCONDITIONS

as we await near-term SBT validation, onsemi’s decarbonization

conditions. In the event of acquisitions and divestitures thatdivested emissions.

BASELINE
EMISSIONSIn an effort to disclose our general annual decarbonization progress

the anticipated SBT boundary conditions across Scopes 1, 2

Category 12 (O): End-of-Life Treatment of Sold Products

Decarbonization Progress: Scope 3 (MTCO2e) | Detailed Description of Chart on pg. 108

Appendix

UNIT

MTCO2ecalculation disclosed in our 2022 Sustainability Report. For this2023 Sustainability Report, we have recalculated our 2022
baseline emissions to include emissions from EFK, as well as otherassociated minor adjustments, and have included the results herein.

2022

Throughout 2023, as part of preparation for SBTi validation
decarbonization plan. We conducted internal workshops with

C2
C1

0

Progress Toward Anticipated-Near-Term SBTsof our near-term targets, we worked diligently to create our

Anticipated SBT boundary conditions, based on validation process to be completed by 2024.

1

C1

2023

500,000

C3

C4 O
C2

1,000,000

Category 1 (C1)

Category 2 (C2)

Category 4 (C4)

Other (O)1,569,430
C31,500,000

C4

2

O

2,000,000

2,150,040

2,500,000

Emissions decrease for Category 1: PG&S is attributed to more supply chain primary data of emissions (and less relianceon modeled estimates) in 2023 compared to 2022.
Emissions decrease for Category 4: Upstream Transportation & Distribution is generally attributed to onsemi's efficient3

shipment efforts that consolidated shipments in 2023, which resulted in over 200,000 fewer shipments.

Category 3 (C3)

Emissions for Other (O) is the sum of Category 5 – Category 12.

1stakeholders to aggregate and disseminate information on bestpractices and opportunities that will allow us to integrate ouremissions reduction strategies across our global operations.

2023 Sustainability Report			Our Business |17

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Climate Transition Plan
As a part of our overall holistic sustainability strategy, our climate transition

Process gas swaps are our largest opportunity for emissions reductions.

plan is woven throughout this Sustainability Report. The following section

While fluorinated gases are an essential ingredient to the semiconductor

details our decarbonization strategy across Scopes 1, 2 and 3. Within the

manufacturing recipe, there is interchangeability in which gas we choose.

appendix, a climate transition plan index serves as a quick reference of key
elements and their corresponding sections, enabling easy navigation and

Where possible, we opt for fluorinated gases with a lower global warming

information gathering pertaining to concrete strategies, targets and actions

potential (GWP) and higher efficiency rates, effectively reducing thethat will guide our organization’s climate transition.

emissions intensity of our process and the absolute emissions of ouroperations.

Scope 1 General Emissions Reduction Strategy
Our Scope 1 emissions inventory consists of emissions from fluorinated

Point-of-use abatement systems will control remaining Scope 1 fluorinatedgreenhouse gases used in semiconductor manufacturing processes (process

GHG emissions that cannot be eliminated from the semiconductor

gases), onsite combustion of fuels, such as diesel or liquefied petroleum gas,manufacturing process. These systems utilize high temperature and/or

and heat transfer fluids. At onsemi, we have a tremendous opportunity toplasma chemistry to convert fluorinated greenhouse gases to non-GHG

reduce Scope 1 emissions through process gas swaps and utilization of

products, which are further treated using the factory air pollution control

point-of-use abatement tools to treat manufacturing exhaust and destroy

and wastewater treatment systems.

residual GHGs.
Scope 1 Prioritization Pyramid for Decarbonization

Pointof-Use (POU)
Abatement Devices

Substitution of Process
Gases with Lower GWP1

Efficient Manufacturing Technologies Suitablewith Lower GWP Gases and Electrification

Optimize Manufacturing Processes;
Reduce Fossil Fuel Combustion

GWP: Global warming potential

1

2023 Sustainability Report			Our Business |18

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Scope 2 General Emissions Reduction Strategy

system optimization projects that help reduce our overall energy use

Our Scope 2 inventory consists of emissions from our purchased

at our facilities. Typical short-term energy efficiency measures at ourelectricity. To align with industry best practices, we’re focusingsites may include LED lighting retrofits, smart thermostat controls,

on deep decarbonization before turning to renewable energy

variable frequency drive controls and pump overhauls. Mid- andinstruments for our electricity-related emissions. Every ton of CO2elong-term energy efficiency measures typically include measures

avoided through reduced electricity consumption is a ton we do not

related to equipment retrofits associated with space cooling (chillers,

need to procure from renewable energy sources, which makes goodcooling towers), heating (boilers, furnaces) and process operations

business and sustainability sense. As such, we have developed a(compressors, pumps) at our facilities.

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Scope 3 General Emissions Reduction Strategy
In accordance with and in preparation for setting an SBT, weprioritization pyramid that will help us decarbonize.
After achieving optimal energy levels through conservation, reduction
We will continue to develop standardized protocols for equipment

and optimization projects, we will shift our focus to distributed

testing, system assessments and metering equipment that will help us

generation and renewable energy technologies, such as solar or windunderstand the energy use through each of our systems at our sites.

energy, to power our remaining energy load. In 2024, we anticipate

Following these, we will focus on energy conservation strategies thatdeveloping strategies to pursue acquisition of renewable energy acrosswill involve no/low-cost improvements. We will then strategize thethe enterprise.

will evaluate other ways we can reduce our Scope 3 emissions
and create positive environmental impact within our value chain.
Looking at our upstream emissions (consisting of Category 1:
Purchased Goods and Services, Category 2: Capital Goods andCategory 4: Upstream Transportation and Distribution), we plan
to create a targeted supplier engagement program that will
help our top priority suppliers better understand their emissions

implementation of short-, mid- and long-term energy efficiency andfootprint and explore setting science-based targets to reduce
their footprints. This will ultimately result in the reduction of theemissions attributed to onsemi’s Scope 3 inventory. As part ofour current supplier onboarding process, we require suppliers
to measure and manage their GHG emissions. In an effort to

Scope 2 Prioritization Pyramid for Decarbonization

improve data accuracy, we are increasing primary data collection
through a supplier survey to assess GHG emissions inventory

REI1 &
Distributed
Generationand other reduction programs in our value chain.

• Renewable Energy Credits (RECs)• Power Purchase Agreements (PPAs)

Additionally, we will look to set a linear absolute reduction target• Solar, wind, etc.

for Category 3: FERA. Because FERA is directly linked to our
Scope 1 and 2 fuel consumption, the actions taken to reduce our• Water Conservation
System Optimization

Scope 1 and 2 footprints will also have a direct impact on our• Process Optimization

Scope 3 emissions as they relate to FERA. In total, the goals set
for these four categories will result in long-term reduction efforts• Temperature Setpoint Adjustment
Energy Conservation & Efficiency• Compressed Air Leak Mitigation• Pump Replacing/Rightsizingfor 67% of our Scope 3 baseline emissions and will align our
entire value chain with the goals we have set to achieve throughthe SBTi.

• Pump Testing
Infrastructure/Planning Protocols• Compressed Air
System Assessments¹REI: Renewable Energy Instruments

2023 Sustainability Report			Our Business |19

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Carbon Removals or Offsets
Consistent with SBTi’s approach, we focus on reducing our

Additionally, there are challenges and uncertainties associatedemissions as much as possible before relying on carbon removalwith developing a transition plan, including:and offsets. For non-electricity-related emissions that cannot be
eliminated, onsemi will explore the purchase of certified carbon
removal or offset credits equal to the remaining emissions.
Green-E and Gold Standard certified removals and offsets are
the most credible and will be prioritized.

• Achieving full and accurate data collection due to inherent
manual data entry processes.
• Facilitating a standardized approach on reduction levers
across our varied operations while balancing production
demands.

Plan Assumptions, Challenges and Uncertainties
In developing this climate transition action plan, some

To mitigate these challenges and uncertainties, we’ve invested

assumptions will be made, including, but not limited to: (i)in GHG emissions calculation accounting software that enables

estimations of current emissions data where data is limited, (ii)

us to track, manage and report consistently across our entire

challenges around proper knowledge sharing by employees

enterprise. We developed education and training workshops thatacross the organization for implementation of proposed

were conducted across our manufacturing sites. As a result, oursolutions, (iii) duration of time needed to hit key milestone tasks,

teams continue to insert climate-related data into more company(iv) uncertainties around the availability of renewable energy andprocesses for more informed decision-making, from new productcredible carbon removal/offset technology in different regions

development and capital expenditure decisions to mergers andthat we operate and (v) projected future organic and inorganic

acquisition due diligence assessments.

growth of the company through 2040. We’re aware of theseissues and will continue to mitigate them over time.

2023 Sustainability Report			Our Business |20

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Product Stewardshiponsemi is a leader in intelligent power and image

While our new product development efforts continue

sensing technologies that build a better future.

to focus on building solutions in areas that appeal toonsemi has components in medical devices, fitness

customers in focused market segments and acrosstrackers and smartwatches, autonomous vehicles

high-growth applications, we regularly re-evaluate ourand EVs, charging stations, solar inverters and more.

research and development spending to assess the

We innovate to deliver disruptive technologies that

deployment of resources and to review the funding

enable our customers to solve challenging problemsof high-growth technologies. We deploy people andand create cutting-edge products for a better future.

capital to maximize the return from our research andIn so doing, we empower a strong triple-bottom-line

development investments by targeting innovative

product offering. Our product development efforts areproducts and solutions for high-growth applications

directed toward:that position us to outperform the industry. We
are also exploring integrating sustainability and• Powering the electrification of the automotive

sustainable design in our products.

industry with our intelligent power technologies
that allow for lighter and longer-range EVs andenable efficient fast-charging systems.
• Propelling the sustainable energy evolution with
our intelligent power technologies for the highestefficiency solar strings, industrial power andstorage systems.

onsemi has components in• Enhancing the automotive mobility experience withmedical devices, fitness trackers

our intelligent sensing technologies with imaging

and smartwatches, autonomousand depth sensing that make advanced vehicle
safety and automated driving systems possible.
• Enabling automation and data exchange (Industry

vehicles and EVs, charging stations,
solar inverters and more.

4.0) with our intelligent sensing technologies for
smarter factories and buildings.

2023 Sustainability Report			Our Business |21

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Triple-Bottom-Line Revenue
In 2023, onsemi had over $6,524 million in triple-bottom-line revenue,

include applications that reduce carbon emissions, aid in the

representing 79 percent of total revenue. Our definition of “triple

transition to renewable energy or enable resource conservation,bottom line” is revenue from products that fall under the intelligent

such as the reduction of waste and scrap in manufacturing

power and sensing umbrella and products that contribute to the triple

processes. Our SiC technologies are designed to meet thebottom line – People, Planet, Profit.

demands of higher power and density, and DC fast charging
in the EV charging application.

The “People” category refers to any product that helps improve
human health or offers support in saving lives. For example, our image

The “Profit” category refers to any product that contributes to an

sensors go into ADAS and automation systems, leading to increasedorganization’s ability to provide economic benefit to society bylevels of safety in automotive applications.

enabling more efficient and productive operations. For example, ourimage sensors provide high-quality, global shutter imaging for factory

The “Planet” category refers to any product that helps reduce

automation applications including robotics and inspection systems.

negative environmental impact throughout its use phase. Examples

We consider these products a key part of our triple-bottom-line product offering, which includes the following categories:

EV Charging

Factory AutomationADAS
DISCLOSURE

UNITS

2021

2022

2023

1,462

1,709

NR

4,646

4,557

Profit

NR

346

258

TOTAL

5,011

6,454

6,524

74

78

79

Triple-Bottom-Line Revenue

Not
PeopleVehicle Electrification

LED Lighting

Machine Vision

PlanetReported
Dollars(Millions)(NR)

Percentage of Total Revenue

Energy Infrastructure2023 Sustainability Report			

MedicalPercentage of Total Revenue

Percentage

Our Business |22

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Silicone Carbide (SiC) – SiC is a prime component of next-

Triple-Bottom-Line Products

generation semiconductors that provides technical benefits

Our cutting-edge, sustainability-minded

Smart Power Stages: onsemi provides a suite ofand improves system efficiency in many applications,key technologies include:

ultra-compact, highly robust Smart Power Stages utilized

including EVs, EV charging and energy infrastructure.

in AI Data Center applications. Not only does this enable

Full SiC modules have the capability to minimize power

ASPM16 – Exciter Module: EV train systems rely onhigher energy efficiency, but it also demonstrates thelosses, enable optimal thermal management and offer more

electromagnetic fields to operate. These electromagnetic

advanced capabilities of our cutting-edge technology.

robustness and dependability to ensure consistent andfields can be created using permanent magnets or throughWith AI applications growing at a rapid pace, onsemi’s

efficient operations. Our innovative product lines allow us toinduction technology. onsemi’s ASPM16 Exciter Module enables

products are positioned to be a major factor in energy

meet the rapidly growing demand for SiC-based solutions.

the adoption of induction technology for EV traction drive

efficiency throughout the AI boom.

applications, eliminating the need for permanent magnets.
This is important as permanent magnets require the mining of

EliteSiC – SiC Power Integrated Modules (PIM): onsemi’srare earth elements such as neodymium and dysprosium, both

EliteSiC PIM solution kit delivers the most innovative packageof which have high rates of waste in their mining processes.

technology to minimize parasitics and thermal resistance andAccording to Harvard International Review, approximately

offers robust package reliability using innovative interconnects.

2,000 tons of toxic waste are produced per ton of rare earth

Compared to traditional IGBT-based solutions, our EliteSiC

minerals.

products enable a reduced volume and weight of systems,

ASPM16

Ezairosimpler cooling mechanisms in ultra-fast DC charging and
The average hybrid or electric vehicle requires between two andhigher energy efficiency by over 3 percent.

five kilograms (kg) of rare earth magnets using neodymium anddysprosium. With the ASPM16 exciter modules sold in 2023,

With decades of superior packaging expertise in

onsemi helped reduce over 1,900,000 metric tons of toxic mining

high-density power solutions for automotive applications,waste by eliminating the need for permanent magnets in EVs.

onsemi differentiated power module technology delivers

AFEs

Smart Power Stages

industry-leading power traction solutions. Exceptional
Audiology Digital Signal Processors for Hearing Health:packaging technology alongside an evolutionary path fromonsemi makes Hearing Health more accessible by providing

planar to trench cell structures in SiC enables onsemi to

cutting-edge technology in Ezairo audio processors for bothprovide highly robust and reliable solutions to customers.

clinical and over-the-counter Hearing Aid applications, enablingembedded compute, sensing and connectivity capability.

Top-Cool MOSFETs: These devices feature top-side
cooling to assist designers in challenging automotive

Analog Front Ends (AFEs) for Continuous Glucose Monitoring:

applications, especially with motor control and DC/DC

onsemi is the leading provider of Analog Front Ends (AFEs) for

conversion. The thermal pad is on the top side, which

Continuous Glucose Monitoring (CGM). Our product delivers

allows heat to be dissipated directly into a heatsink rather

best-in-class power consumption, extending the battery life

than typically via a printed circuit board (PCB). By using bothof CGM devices while also maintaining optimum performance.

sides of the PCB and decreasing the amount of heat going into

Battery life extension on CGM devices means reducing theit, the power density is increased and the improved reliability ofhassle and discomfort of more frequent sensor changes,

the new design adds to an overall extended system lifetime.

EliteSiC

Top-Cool MOSFETs

improving user experience and increasing adoption of solutions
like CGM that improve human health.
2023 Sustainability Report			Our Business |23

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Protecting Our Planet and Environment

Taking Action Todayto Impact Tomorrow
Annual Inventory of Energy Consumption and Emissions

Water and Waste Management
Environmental Health and Safety

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixTable of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Annual Inventory of Energy Consumption and Emissions
We are dedicated to reducing our energy consumption, GHG emissions andoverall carbon footprint in alignment with our decarbonization goals.

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

DISCLOSURE

GHG emissions inventory. Reported emissions include both our manufacturing and nonmanufacturing sites. We report all relevant categories of Scope 3 emissions. Our emissions
and energy management team has implemented policies and procedures to ensure our

Total Energy Consumption

2021

2022

2023

MWh

1,781,685

1,752,2821

2,208,5732

264

210

268

1,548,009

1,487,074

1,766,748000173,332

172,028

392,318

4,536

3,170

6,784

Energy Intensity

MWh per
Energy Intensity$ Million
Revenue

Energy Consumption by Source

manufacturing sites are reporting accurate and complete data on a quarterly basis forElectricity

emissions and energy consumption.

Renewable Electricity3

As onsemi is in the early stages of its decarbonization journey, our annual inventory of

UNITS

Appendix

Total Actual Energy Consumption of Owned Facilities (For Annual Reporting Purposes Only)

For years, onsemi has taken steps to reduce energy consumption and GHG emissions
throughout our operational footprint. In this section, we report on our annual enterprise-wide

Committing to a Responsible Business

Natural Gas

MWhenergy and emissions will reflect fluctuations due to production loads and ongoing energy

Diesel Fueland decarbonization initiatives. We are exploring production-based normalization metrics

Town Gas

25,422

57,88304

Heavy Oil

28,73430,121

40,670decarbonization initiatives mature, we expect to see a decoupling of our annual energy

LPG

1,652

2,006

2,054

and emissions inventory compared from production load, as this is a crucial step toward

Energy from Grid

100

100

100

to enhance transparency into our annual energy and emissions reduction progress. As
our internal investments in energy conservation/efficiency continue to grow and ourachieving net zero emissions.

EnergyThe use of energy across the organization consists predominantly of purchased electricity
and, to a lesser extent, natural gas, diesel fuel, town gas, heavy oil and liquified petroleum gas(LPG). Electricity emissions are considered Scope 2 emissions, while the other energy sourcesin this list are direct emissions and are considered Scope 1. We strive to use our energy
efficiently across all our operations to reduce our footprint.

Percentage¹Energy from our 2022 divested sites is included in our actual energy totals through the date ofdivestiture.
²The increase in total energy consumption in 2023, compared to 2022, is generally due to theacquisition of our EFK site, which was finalized on December 31, 2022.
³In accordance with the GHG Protocol, renewable electricity consumption listed in this table does notreflect renewable electricity supplied via the standard electricity grid. Per the protocol, a company
must own and retire credits linked to that renewable electricity production in order to claim renewableelectricity consumption.
⁴Prior to 2023, two of our manufacturing sites reported using "Town Gas" fuel. One site wasdivested during 2022 and the other was found to be purchasing fossil methane ("natural") gas, notmanufactured gas. As a result, that site's gas usage is now included in "Natural Gas" and none of oursites used Town Gas in 2023.

2023 Sustainability Report			Protecting Our Planet and Environment |25

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Our total energy use (the energy-related portion of Scope 1 andonline chillers based on operational needs, which resulted in

Total Energy Consumption

Energy Intensity

all electricity of Scope 2) in 2023 was 2,208,573 Megawatt-hours

an annual energy savings of approximately 1.15 million kWh and(MWh) | Detailed Description of Chart on pg. 108(MWh per $ Million Revenue USD) | Detailed Description of Chart on pg. 108(MWh), out of which 1,766,748 MWh was attributed to purchased

approximately $156,900 annualized cost savings at our Aizu,

electricity. Implemented customized energy efficiency and energy
conservation measures at our manufacturing sites resulted ina reduction of over 23,000 MWh of purchased electricity andSeremban, Suzhou and Cebu (Philippines) manufacturing sites.
• Reduction of heating, ventilation and air conditioning (HVAC)

Total Energy Intensity

2023

2,208,573

1

2023

2022

1,752,282

2022

2021

1,781,685

2021

2681
210
264

approximately 500,000 therms of natural gas. These projects

energy use through temperature setpoint and schedule

represent a total of approximately 17,000 MTCOe saved with an

optimization based on operational needs and occupancy, which

estimated investment of over $4.3 million across our enterprise.

resulted in an annual energy savings of approximately 500,000¹The increase in total energy consumption in 2023, compared¹The increase in total energy consumption in 2023,

These include (but are not limited to):kWh and $64,000 in annualized costs savings at our Aizu,

to 2022, is generally due to the acquisition of our EFK

compared to 2022, is generally due to the acquisition ofsite, which was finalized on December 31, 2022.

our EFK site, which was finalized on December 31, 2022.

Seremban and Binh Duong (Vietnam) manufacturing sites.
Energy conservation measures such as:• Optimization of compressed dry air (CDA) systems by
reducing compressed air leaks, line pressure setpoints, CDA
line consolidations, pipe upsizing, reducing air demands andthe number of online operational dryers. These measuresresulted in an annual energy savings of approximately 7.3
million kilowatt-hours (kWh) which translates to approximately$832,000 in annualized cost savings at our manufacturing sites
in: Aizu, Japan; Bucheon, Korea; Seremban, Malaysia; Carmona,
Philippines; Leshan, China; and Suzhou, China.
• Optimization of process tools through idling or shutting down,
wherever operationally feasible, resulting in an annual energy
savings of approximately 4 million kWh and approximately0500,000 1,000,000 1,500,000 2,000,000 2,500,000

0

50

100

150

200

250

300

• Reduction of cooling tower equipment and condenser pumpenergy use by active chemical management and reduction of
the number of online operational condenser pumps. These
measures resulted in an annual energy savings of approximately
400,000 kWh and $60,000 in annualized cost savings at
our Carmona, Seremban, Leshan and Tarlac (Philippines)
manufacturing sites.
• Natural gas leakage detection and gas line shutdown whena plant is not online resulted in an annual gas savings ofapproximately 174,000 therms and annualized costs savings ofapproximately $127,000 at our Leshan and Gresham (Oregon)manufacturing sites.

Energy efficiency measures such as:

heaters and other process equipment), which resulted in an• Replacement of older, inefficient screw/centrifugal air

annual avoided gas consumption of approximately 330,000

compressors with newer, high-efficiency centrifugal
counterparts, air compressor overhauls and purgelessair dryer installations, which resulted in a total savingsof approximately 3 million kWh of annual energy savings
and approximately $559,000 of annualized cost savings

therms, annual electricity savings of approximately 889,000
kWh and approximately $807,000 in annualized utility costs
savings at our Bucheon, Leshan, Carmona and Suzhou
manufacturing sites.
• Installation of VFD on various equipment across the facility

at our Bucheon, Cebu, Leshan, Seremban and Suzhou

resulted in an annual energy savings of approximately 709,200

manufacturing sites.

kWh and approximately $86,000 in annualized costs savings• Replacement of old and inefficient packaged air-conditioner

at our Seremban and Suzhou manufacturing sites.

units with more efficient counterparts, efficiency improvement• Replacement of existing linear fluorescent bulb fixtures with

$668,000 in annualized cost savings at our Aizu and Serembanof chillers and cooling tower infill replacements resulted in an

LED kits within specific areas of our buildings and parking

manufacturing sites.

annual energy savings of approximately 1.7 million kWh andlots at Seremban and Carmona manufacturing sites. These

approximately $416,000 in annualized costs savings at our

projects resulted in an annual energy savings of approximately

Aizu, Cebu and Seremban manufacturing sites.

168,600 kWh translating to approximately $24,800 in• Optimization of air handler unit (AHU) energy use throughvariable frequency drive (VFD) setpoint adjustments, filter
upgrades and schedule updates, which led to an annual

Implemented energy conservation andreduction in energy consumption of approximately 1.4 million

energy efficiency measures helped

kWh and annualized cost savings of approximately $191,000 atsave over 23,000 MWh of electricity.

our Aizu and Seremban manufacturing sites.
• Reduction of chiller energy consumption through strategic,
proactive monitoring, overhauls and reducing the number of• Replacement of older, inefficient pumps and motors withhigher-efficiency counterparts and/or newer technologies
resulted in annual energy savings of approximately 944,300
kWh and approximately $117,000 in annualized costs savings
at our Leshan, Seremban and Suzhou manufacturing sites.
• Installation of waste heat recovery systems to reutilize

annualized costs savings.
Our site personnel at each facility are extremely committed toconserving and optimizing energy use through operational bestpractices and/or leveraging new technologies, wherever possible.
This is done in alignment with our principle that “the cleanest
energy is the energy that is not being used at our sites.”heat within the facility (in air compressors, electric/gas

2023 Sustainability Report			Protecting Our Planet and Environment |26

Table of Contents

DISCLOSURE

UNITSIntroduction

2021

Our Business

Protecting Our Planet and Environment

2022

2023

Enterprise-wide Emission Inventories by Year1
Scope 1
Scope 2

MTCO2e2,485,870

841,1042,3

828,6204

782,790741,9343

727,4646175

2,098,5416

1,573,4177

Scope 3Inventories represent annual enterprise-wide emissions and are not reflective of baseline year or emission reduction goal

Ensuring Workplace Social Responsibility

Scope 1 Emissions by Gas Type1

1 emissions from fuel usage and heat transfer
fluids, aligning with the Greenhouse Gas Protocol
methodology for reporting emissions.
2

As of 2022, includes CO₂ emissions from fuelcombustion which was not included in our CO₂
emissions breakdown in previous years.

46

represent those from both manufacturing and non-manufacturing sites, except for Scope 1 emissions which represent only

As of 2022, due to the claimed destruction values of3

29

NF within the semiconductor manufacturing process,0

per IPCC Tier 2c guidance, there is a large decrease in
NF emissions from this year forward.

manufacturing sites. The lack of Scope 1 non-manufacturing emissions in the inventory is not anticipated to have a material
impact on the overall data.

in 2022, this breakdown also includes the Scope17

For site acquisitions, inventory reflects emissions after the date of acquisition. Reported annual emission inventories²Starting in 2022, Scope 1 emissions are calculated based on discharged emissions, in line with the IPCC Tier 2c guidance.

by gas type for its process gas usage only. Starting

50,5752

Methane (CH4)

Appendix

Prior to 2022, onsemi reported Scope 1 emissions

83,610Carbon Dioxide (CO2)

Committing to a Responsible Business1(Metric tons of CO2e) | Detailed Description of Chart on pg. 108

1boundary-condition considerations. For site divestitures, inventory reflects emissions up through the date of divestiture.

Impacting Our Community Through Giving

30,479

Nitrous Oxide (N₂O)

28,408Per this guidance, we have claimed destruction of certain GHGs within our manufacturing process, which has contributed

29,722to the large change in reported Scope 1 emissions as of 2022, compared to 2021.
Scope 1 and 2 annual emission inventory for 2022 includes divested sites up to the date of divesture. A portion of emission

3

reductions observed in 2022, compared to 2021, is due to 2022 site divestitures.
4

Decrease of Scope 1 emissions in 2023, compared to 2022, is generally due to optimized and reduced fuel/process gas

172,035

Sulfur Hexafluoride (SF₆)

193,063379,787

usage at our manufacturing sites and fuel/process gas reductions due to manufacturing site divestitures in 2022.
⁵2021 disclosure only represents Scope 3 Category 6 – Business Travel data.

73,914⁶This corrects minor typographical or unit conversion errors in the 2022 sustainability report that were limited to selectedfootnoted categories only. This adjustment does not have a material impact on the overall results.

Nitrogen Trifluoride (NF₃)

66,1063

⁷Emission reductions in 2023, compared to 2022, were generally due to more supply chain primary data of emissions (and1,262,444

less reliance on modeled estimates) for Category 1 and efficient consolidation/reduction of shipments for Category 4.
38,983EmissionsHydrofluorocarbons (HFCs)

40,26145,499

Scope 1
Scope 1 emissions are direct emissions from company-owned and -controlled facilities. The largest source of Scope
1 emissions is from fluorinated process gases used in manufacturing. Other sources include fuels used in space orprocess heating and heat transfer fluids used in manufacturing equipment.

378,930

Perfluorocarbons (PFCs)

444,270
715,545

onsemi Scope 1 emissions are managed jointly by our corporate sustainability and manufacturing site teams across theglobe. Our manufacturing site team members are responsible for updating quarterly usage data from our purchasing
and consumption activities for commodities that produce emissions, as well as providing manufacturing data related to50,624Heat Transfer Fluids

18,393NR

the processes and equipment in use. At the corporate level, we monitor the data submitted by our manufacturing siteteams to check for quality and completeness and perform final calculations and modeling.

0

200,000
2023

2023 Sustainability Report			

400,000

2022

600,000

800,000

1,000,000 1,200,000 1,400,000

2021

Protecting Our Planet and Environment |27

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

IPCC Tier 2c guidance to determine process gas emissions. The
methodology accounts for the utilization efficiency and by-productproduction of fluorinated gases and nitrous oxide within thesemiconductor manufacturing process. Global warming potentials
from IPCC’s Sixth Assessment Report (AR6) are used to convert gas

Inventories represent annual enterprise-widereflects reduced emissions, compared to 2022 baseline, due to(Metric tons of CO2e) | Detailed Description of Chart on pg. 108

DREs in qualified abatement systems.
• Data Management: Several innovations to improve emissions

In 2023, we focused on the following initiatives pertaining to Scope 1

tool. GHG emissions accounting software is anticipated to enableemissions:enterprise-wide data collection from consumption invoices

828,6202

2022

841,1043, 40

500,000

1,000,000

2,000,000

2,500,000

represent those from both manufacturing andnon-manufacturing sites, except for Scope 1
sites. The lack of Scope 1 non-manufacturing

Scope 1 Emissions Intensity

emissions in the inventory is not anticipated tohave a material impact on the overall data.

(MTCO₂e per $ Million Revenue) | Detailed Description of Chart on pg. 108

direct emissions data to be managed at the manufacturing tool

2023

100

Mountain Top sites, resulting in reduced emissions.

level, enabling improved access to facility emissions models used2022

in the IPCC Tier 2c protocol for electronics manufacturing. We are

101

2021

the cost per ton of carbon dioxide equivalent.

1,500,000

acquisition. Reported annual emission inventories

emissions which represent only manufacturing

optimized in chamber cleaning processes at our Aizu andfor investment, reducing more emissions upfront and improving

inventory reflects emissions after the date of
2,485,870

innovation is an internally developed proprietary tool that enables

able to target high-volume equipment and lower-efficiency gases

date of divestiture. For site acquisitions,2021• Optimization of fluorinated gas use: Fluorinated gas use wasdestruction removal efficiencies (DREs), which varies and cancondition considerations. For site divestitures,
inventory reflects emissions up through the2023

GHG emissions calculation software and an internal proprietaryof process gases, fuels and heat transfer fluids. The otherand destroy residual GHG emissions to manufacturer-specified

year or emission reduction goal boundary-destruction of residual GHG emissions to manufacturer specified

accounting were in development in 2023, including onboarding ofpoint-of-use abatement systems can treat manufacturing exhaustemissions and are not reflective of baseline

were not qualified. The 2023 Scope 1 emissions inventory for EFK

Total Scope 1 GHG Emissions1quantity to CO2e.

• Emissions Accounting and Abatement: Qualified process gas

Appendix

1

Scope 1 (cont.)
We use an industry best practice methodology consistent with

Committing to a Responsible Business2

and reduced fuel/process gas usage at our
manufacturing sites and fuel/process gas
369

0

50

100

Decrease of Scope 1 emissions in 2023,

compared to 2022, is generally due to optimized

150

200

250

300

350

400

reductions due to manufacturing site divestituresin 2022.
Starting in 2022, Scope 1 emissions are3

calculated based on discharged emissions, inline with the IPCC Tier 2c guidance. Per thisguidance, we have claimed destruction of certain

be in the high 90th percentile. Qualification entails ensuring• Project Implementation: Best practices have been shared among

the abatement systems are designed for the gas(es) being

our manufacturing sites on technical and operational approaches

treated and are operated/maintained according to manufacturer

for reducing process gas emissions from semiconductor

requirements. For example, in 2023, our EFK manufacturing site

fabrication. Manufacturing sites have begun developing their4established data to complete qualification of its greenhouse gas

implementation strategy.

includes emissions from our divested sites up

abatement systems, which previously had been installed but

GHGs within our manufacturing process, which
has contributed to the large change in reported
Scope 1 emissions compared to 2021 emissions.
Scope 1 annual emissions inventory for 2022

to the date of divesture. A portion of emission
reductions observed in 2022, compared to 2021,
is due to 2022 site divestitures.

2023 Sustainability Report			Protecting Our Planet and Environment |28

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Scope 2 emissions are indirect emissions resulting from theIn addition, we ramped up production activities at strategic

generation of purchased energy. For our purposes, this means our

manufacturing sites with relatively cleaner electric grids andpurchased electricity. onsemi indirectly emits GHG emissions fromcontinued downsizing our non-manufacturing sites:

2023• We ramped up production at our EFK, Bucheon and Roznov

2022

sites. These sites are served by electricity grids that have2021

non-manufacturing sites. Due to the small percentage of emissions
from non-manufacturing sites, onsemi’s near-term SBT will include
our manufacturing site emissions and is not anticipated to include
non-manufacturing site emissions. Disclosure of
non-manufacturing site emissions in the table below is fortransparency purposes.
onsemi’s global Scope 2 emissions in 2023 have reduced from our2022 levels due to the combination of implementation of energy
conservation and energy efficiency/optimization practices at oursites (see Energy section on page 25) and strategic divestitures fromfour sites during 2022.

Total Scope 2 GHG Emissions1 (Metric tons of CO2e) | Detailed Description of Chart on pg. 108

approximately 30 percent (on average) lower carbon intensity
than the average electric grid serving the remainder of ourmanufacturing sites.

Appendix

Total Scope 2 Emissions (MTCO2e)

Scope 2electricity purchased for the operations of our manufacturing andCommitting to a Responsible Business

727,464
741,934
782,790

100,0000

200,000

300,000

400,000

500,000

600,000

700,000

800,000¹Scope 2 emissions for fiscal year 2022 include emissions from our divested facilities up to the dateof divesture. Our Net Zero baseline year (2022) does not include these emissions.

• We also downsized and consolidated over 600,000 square feetof non-manufacturing space comprising offices and design

Scope 2 Emissions Intensity

centers. These downsizing activities are estimated to result in(MTCO₂e per $ Million Revenue) | Detailed Description of Chart on pg. 108

approximately 21,000 MWh of avoided energy use, translating toa reduction of approximately 7,300 MTCO2e from our

2023

88

2022 actual emissions.

2022

89

2021

116

0

20

40

60

DISCLOSURE

80

100

UNITS

120

2021

2022

2023

Enterprise-wide Scope 2 Emission Inventories by Year1
782,790

reduction goal boundary-condition

741,934

727,464

manufacturing sites (location based)
Total Scope 2 Emissions,enterprise-wide emissions and are notreflective of baseline year or emission

Total Scope 2 Emissions,manufacturing and non-Inventories represent annual

1

considerations. For site divestitures,
inventory reflects emissions up
through the date of divestiture. For

MTCO2emanufacturing sites (location-based)

Total Scope 2 Emissions, nonmanufacturing sites (location-based)

782,790

728,370

713,968

NR

13,564

13,496

116

89

88

site acquisitions, inventory reflects
emissions after the date of acquisition.

Scope 2 Emissions Intensity
MTCO₂eScope 2 Emissions Intensity

per $(calculated for total Scope 2)

MillionRevenue

2023 Sustainability Report			Protecting Our Planet and Environment |29

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Scope 3
Scope 3 emissions are indirect emissions that occur in thetargets, per the Supplier Engagement Pathway of thecompany’s value chain, including upstream and downstream

SBTi guidance.
DISCLOSURE

emissions. Consistent with the GHG Protocol, our Scope
3 emissions include 10 categories applicable to onsemi

In 2023, we worked internally to align on cross-functional

operations, out of 15 total possible categories.

best practices to leverage our influence on suppliers.

UNITS

2021

2022

2023

Enterprise-wide Scope 3 Emissions Category by Year1

Through collaboration with suppliers, we can more

1

Purchased Goods and Services (PG&S)

NR2

1,414,941

1,062,5412

For 2023, onsemi Scope 3 emissions inventory waseffectively adjust our efforts with advanced programs and2

Capital Goods

NR

102,663

92,083

1,573,417 MTCO₂e, which accounts for 50 percent of ourby educating those who are earlier on their sustainability
journey. So far, we have engaged hundreds of suppliers,

3

Fuel- and Energy-Related Activities (FERA)

total GHG footprint (combined Scope 1, 2 and 3). Since

NR

203,238

241,675

Purchased Goods and Services (Category 1 of Scope 3

while introducing our new data collection program which

4

Upstream Transportation and Distribution

NR

294,171

101,0873

emissions, per GHG Protocol) account for a significant

has set the foundation to positively impact our Scope 3

5

Waste Generated in Operations

NR

46,47537,707

percentage of the total Scope 3 inventory, we have begun

emissions. We have started, and will continue, to gather

6

Business Travel

617

5,556

9,453

to reduce Scope 3 emissions by engaging with our supply

primary data to increase the accuracy of GHG accounting
from our upstream value chain.

7

Employee Commuting

chain partners and encouraging them to disclose their GHG

NR

17,452

17,416

8

Upstream Leased Assets

NR

9

42

10

Processing of Sold Products

NR

13,992

11,34512End-of-Life Treatment of Sold Products

NR

444

68

TOTAL

617

2,098,541

1,573,417

emissions and set their own science-based reduction

MTCO2eApplicable Scope 3 emission categories in line with the GHG Protocol

1

2

Emissions decrease for Category 1: PG&S is attributed to more supply chain primary data of emissions (and less reliance on modeled
estimates) in 2023 compared to 2022.
Emissions decrease for Category 4: Upstream Transportation & Distribution is generally attributed to onsemi's efficient shipment

3

efforts that consolidated shipments in 2023, which resulted in over 200,000 fewer shipments.
4

This corrects minor typographical or unit conversion errors in the 2022 sustainability report that were limited to selectedfootnoted categories only. This adjustment does not have a material impact on the overall results.

Scope 3 emissions accountfor approximately 50% of total
GHG emissions.

2023 Sustainability Report			Protecting Our Planet and Environment |30

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Water Stewardship

WATER USAGE

UNITS

Water is an essential natural resource sustaining life

In 2023, out of 15,652 megaliters of total water withdrawn,

Water Withdrawal

and the ecosystem; it is also a vital element of onsemi’s

1,716 megaliters of water were withdrawn from high water-business. We are dedicated to ensuring that ourstressed region and 854 megaliters from extremely highSurface Water

0

0

0

operations have a positive impact on the watershed andwater-stressed regions (11.0 and 5.5 percent of total water

Groundwater (renewable)

885

1,129

3,618

²Water-stressed regions were identified

surrounding communities. We actively work to prevent

withdrawn, respectively). We utilize the World Resources

Seawater

000identified in extremely high and highany adverse effects on our water systems and strive for

Institute’s (WRI) Water Risk tool to identify if any of oursites are in high or extremely high water-stressed regions.

Third Party Water

12,714

12,563

12,034

water-stressed regions vary year

transparency with our stakeholders, displaying deliberatestewardship of water as a valuable and limited resource.

The designation of a region as an extremely high or high

TOTAL WATER WITHDRAWAL

13,59913,692

15,652¹

and future water risks at the time

We understand that conserving water lowers the cost ofwater stressed region varies year over year based on how

Water Withdrawal Intensity

processing and safeguards the supply of water resources.

WRI analyzes risk. In 2023, two manufacturing sites were

We continue to seek opportunities to reduce, reuse andin extremely high water-stressed regions and four sites

Water Withdrawal Intensity

recycle water through global alignment and benchmarking

were in high water-stressed regions, and the aggregate

throughout all our sites.

number (six) of extremely high and high water-stressed

Water and Waste Management

manufacturing sites identified increased compared to the

Megaliters

Megaliter per $ Million Revenue

Megaliters

Water Recycled

Percentage

Recycling Rateextremely high and high water-stressed regions increased

domestic uses, 20 percent for industrial uses and 60

in 2023 compared to 2022. Evaluation of water region

Extremely High3

percent for production uses. Domestic uses include

stress status will be incorporated into environmental

potable water, sanitation and hygiene, landscaping anddue diligence.

We are in the process of collecting additional(UPW) production and deionized (DI) water production. We

manufacturing site water discharge data to better

monitor and evaluate all the water processes and water

calculate water consumption for future implementation ofdischarge characteristics and continue to implement morewater-related initiatives for the company. In 2024, onsemi

water conservation programs. The bulk of onsemi’s water

will explore development and adoption of an enterpriseconsumption is from our manufacturing sites; however, wewater stewardship initiative.

in our operations, resulting in increased
water withdrawal compared to prior years.
through the WRI Water Risk Tool. Sites

over year, depending on the current

2.02

1.64

1.90

³Extremely high water-stressed regions for2023 include Cebu and Tarlac. For 2022
and 2021, Oudenaarde, Belgium was inhas a general application distribution of 20 percent for

onsemi assumes that all water withdrawn is discharged.

Bucheon facility and accounted for EFK

Water Recycled

Water Withdrawal in Water-Stressed Regions

uses include manufacturing processes, ultrapure water¹In 2023, we significantly expanded our2023

of assessment by the WRI Tool.

prior year. This explains why the total water withdrawal inprocesses, steam generation and ventilation. Production2022(acquisition finalized on December 31, 2022)

At onsemi manufacturing sites, water consumption

the cafeteria. Industrial uses include heat exchange

2021

an extremely high water-stressed region,

5,779
42

5,776
42

High

Megaliters

but onsemi divested this site in 2022.

6,507
42

2

4

Appendix

271

0

854

1,127

515

1,716

4

High water-stressed regions for 2023 include
Suzhou, China; Dong Nai, Vietnam; Binh
Duong, Vietnam; Carmona, Philippines andNampa, Idaho, U.S. For 2022, these regions
included Pocatello, Idaho, U.S. and Suzhou.
For 2021, high water-stressed regions
included Pocatello, Suzhou and Tarlac.

continue to explore ways to track water consumption at
our non-manufacturing sites.

2023 Sustainability Report			Protecting Our Planet and Environment |31

Table of Contents

Introduction

Demonstrating our commitment to water-use efficiency, our water

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Committing to a Responsible Business

Appendix• At our Aizu site, we have initiated several water conservation

recycling rate in 2023 was 42 percent, which equates to 6,507

programs, including the reuse of RO “reject water” in industrial

megaliters of water recycled. onsemi’s water stewardship program isprocesses, modification and optimization of maintenancedemonstrated through the following 2023 initiatives:

Impacting Our Community Through Giving

programs that resulted in a reduction in wastewater generationand chemical, water and electricity consumption. This equates to• The majority of our manufacturing sites recycle “reject water”
from the reverse osmosis (RO) process and reuse it in cooling
tower applications, eliminating the need to directly withdraw
more water from supply sources.

of additional water reduction at the site annually.
• At our EFK site, we have consolidated our six sets of RO systems
into three, therefore increasing the feed flow and reducing• At our Seremban site, we have successfully converted aconventional pretreatment system from sand filtration to an
ultra-filtration (UF) system. Upgrading the technology of our RO
DI pretreatment process reduces wastewater generation from 10
to 3 percent, while also improving the filtered water quality fed
through the RO system. Taking such action also has an indirect
benefit of helping save chemical cost for RO membrane cleaning
in the long run.

approximately $83,900 in annual cost savings and 4.3 megaliters

water reject to wastewater. This initiative will allow us to save
approximately 90 megaliters of water per year.
• For our Roznov site, we were awarded the most innovative
company by the Czech Republic’s Zlin region for our innovative
cooling solution for grinding processes and cooling water
recycling. Savings of cooling water reached 99.5 percent,equating to an annual water savings of 621 megaliters. This
project also allowed us to reduce system electricity use byapproximately 82 percent.

For our Roznov site, we were awarded the most innovative company by
the Czech Republic’s Zlin region for our innovative cooling solution for
grinding processes and cooling water recycling.

2023 Sustainability Report			Protecting Our Planet and Environment |32

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Water Usage
onsemi treats water received from our municipal suppliers to ensure

wastewater discharge. onsemi believes it is fully compliant with allthat the water used in relevant manufacturing processes meets

applicable local regulations and requirements to minimize the impact

required quality thresholds. UPW is a highly purified form of water

to the environment.

that has gone through multiple steps of treatment and is commonlyused in the semiconductor industry. It is used in semiconductor

onsemi’s dedication to continuous improvement in safeguarding

manufacturing to wash excess chemicals and materials off surfaces

environmental health and safety is reflected in our investments inof wafers and packaged products, dilute chemicals used in thefacility infrastructure, including the following activities in 2023:

manufacturing process or replace water in cooling systems forcritical applications. UPW can even be used as a humidification
source for our cleanroom environments. Approximately 40 percentof the total water stream received for the UPW generation process
is returned for reuse in industrial processes, wherever possible. In
2023, onsemi produced around 7,500 megaliters (or 7,500,000 cubic

completed construction of respective wastewater treatment
facilities with upgraded tertiary treatment systems. Tarlac andCarmona manufacturing sites completed the upgrade of onsite
sewage treatment facilities. The upgraded wastewater treatment

meters (m³)) of UPW.

system recycles wastewater from industrial processes and water

Wastewater Treatment

annually.

withdrawal is anticipated to be reduced by 26.5 megaliters

The complexity of semiconductor manufacturing technology• Our Seremban site completed a $3.6 million upgrade of thehas increased over time and drives the need to invest in more

onsite wastewater treatment and sewage treatment plant tosophisticated onsite treatment systems to treat wastewater

ensure it was rightsized for our manufacturing operations.

produced from our manufacturing operations. All wastewaterproduced in our manufacturing sites is treated using advanced
onsite treatment techniques before it is discharged under permit toa municipality or other authorized discharge point. The treatment
process can include physical-chemical treatment, wastewater
neutralization, carbon absorption treatment, biological treatment
and tertiary treatment, including ion exchange treatment,
disinfection and membrane treatment, depending on the wastewater
characteristics. The level of treatment is stringent and meets the
local government requirements in the areas where we operate.
onsemi not only monitors water quantity, but also water discharge• Our Dong Nai site completed a $270,000 capability expansion of
its facility wastewater treatment plant to enable the recycle andreuse of an additional 18.5 megaliters of wastewater annually.
• Because our Suzhou site had been identified as being in anarea with high water stress, when it came time to construct
a wastewater treatment system, onsemi invested in a
sophisticated zero-discharge wastewater treatment systemthat was designed to minimize or eliminate the discharge oftreated wastewater into the environment. The goal is to recoverand reuse as much water as possible through multiple rounds

quality. We monitor various metrics associated with our wastewaterof RO, leaving little to no wastewater to be released into thedischarge to ensure compliance with pH, temperature, chemical

environment. Residual sludge generated during the treatment

oxygen demand (COD), color, heavy metals, fluorine, nutrients andprocesses is separated and managed separately throughother regulated discharge parameters. In addition to our discharge

appropriate disposal. The remaining minimal stream of rejectmonitoring systems, we perform laboratory analysis on our water

water goes through a controlled evaporation process. Suzhou’sdischarge under local regulations. The laboratory analysis can occur

zero-discharge wastewater treatment system completed

on a weekly, monthly or quarterly basis depending on the permit andthe region. Some regions require real-time monitoring of2023 Sustainability Report			• Cebu, Tarlac and Carmona manufacturing sites in the Philippines

construction in 2023.

Protecting Our Planet and Environment |33

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Total Waste Diverted from Disposal (Metric tons) | Detailed Description of Chart on pg. 109

Waste Management

Total Waste Diversion Rate (Percentage) | Detailed Description of Chart on pg. 109

Semiconductor manufacturing generates both hazardous andnon-hazardous waste, as classified under local government regulations.

2023

onsemi is committed to compliance with all applicable requirements related to2022

our waste management practices. We ensure there are processes and controls
in place to effectively manage our waste streams, and we strive to reduce the70of waste in manufacturing processes, reuse, recycling and other recovery0

operations. Due to local regulations or limited opportunities for waste diversion,2023

we must often direct the waste generated by our operations to disposal or2022

incineration (including waste to energy incineration). We continue to look for2021

ways to reduce the amount of waste directed to disposal and incineration as

20

40

60

80

40

20

40

60

80

2023

87

2022

86

2022

H: 8,974

2021

H: 9,8420

NH: 16,923

10,00015,50027,16720,00025,00030,000

20

40

60

80

100

Waste Diverted from Disposal
35,0005,000

0Hazardous (H)10,000

WASTE DIVERTED FROM DISPOSAL

The increase in total 2023 waste generation, as compared to prior years, is

1generally due to the completion of our acquisition of the EFK site which occurredon December 31, 2022.

2023

Metric tons

NR

107

335

Percentage

NR

1

2

Metric tons

NR

983

5,788

Percentage

NR

6

28

Metric tons

NR

13,408

11,791

Percentage

NR

79

57

Non-hazardous waste – fuel blending for fuelMetric tons

NR

4

19

(not to incineration)

Percentage

NR

0

0

Metric tons

14,354

14,502

17,933

Percentage

83

86

87

Metric tons

NR

1

180

Percentage

NR

0

2

Metric tons

NR

158

996

Percentage

NR

2

10

Metric tons

NR

3,015

1,852

Percentage

NR

33

19

Metric tons

NR

426

628

Percentage

NR

5

6

Metric tons

4,161

3,600

3,656

Percentage

42

40

37

Non-hazardous waste – recycling

TOTAL

Hazardous and Non-Hazardous:

Hazardous waste – preparation for reuse• Preparation for reuse – by way of checking, cleaning or repairing, materials
Hazardous waste – recycling• Recycling – reprocessing of materials that have become waste to make newmaterials.

Hazardous waste – other recovery options• Other recovery operations – materials that have become waste are prepared

2023

3.72

2022

to fulfill a purpose in place of new products that would otherwise have been

2021

4.03

0

1

2

2023 Sustainability Report			3

Hazardous waste – fuel blending for fuel (not to incineration)used for that purpose.

3.11

4

• Fuel blending (non-incineration) – mixing waste and commercial fuel to meet
5

25,0002022

Hazardous Waste

which they were conceived.

(Metric tons per $ Million Revenue USD) | Detailed Description of Chart on pg. 109

20,0002021

onsemi categorizes our waste diverted from disposal as shown below.

that have become waste are prepared to be used for the same purpose for

Waste Generation Intensity

15,000UNITS

Non-Hazardous (NH)Hazardous (H)18,515

Non-Hazardous (NH)

Non-hazardous waste – other recovery options

83

0

25,897

NH: 17,325

5,000

2021

30,6721

18,102

NH: 14,354

100

Total Waste Generated (Metric tons) | Detailed Description of Chart on pg. 109

NH: 20,680

H: 4,161

NH: 14,502

Non-hazardous waste – preparation for reuse

42

Non-Hazardous Waste Diversion Rate (Percentage) | Detailed Description of Chart on pg. 109

H: 9,992

2021

21,589Non-Hazardous Waste

impacts on human and environmental health.

2023

H: 3,600

100

37

0

these solutions tend to reduce waste management costs and avoid negative2022

NH: 17,933

68

Hazardous Waste Diversion Rate (Percentage) | Detailed Description of Chart on pg. 112

We strive to maximize waste diverted from disposal through the reduction

H: 3,656

70

2021

amount of waste directed to disposal through waste reduction and diversion.

2023

the specifications needed for other use.

TOTAL

Protecting Our Planet and Environment |34

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Waste Directed to Disposal

WASTE DIRECTED TO DISPOSAL

onsemi categorizes our waste directed to disposal as shown below.

UNITS

2021

2022

2023

Non-hazardous waste – incineration

Metric tons

NR

100

808

(energy recovery)

Percentage

NR

1

4

Non-hazardous waste – incineration

Metric tons

NR

41

263

(without energy recovery)

Percentage

NR

0

1

Metric tons

NR

911

1,629

Percentage

NR

5

8

Non-hazardous waste – other

Metric tons

NR

1,369

47

disposal operations

Percentage

NR

8

0

Metric tons

2,970

2,421

2,747

Percentage

17

14

13

• Incineration (with and without energy recovery) – controlled burning ofwaste at high temperatures.
• Landfill – depositing solid waste at, below or above ground level atengineered disposal sites.

Hazardous waste – incineration

Metric tons

NR

457

363

(energy recovery)

Percentage

NR

5

3

Hazardous waste – incineration

Metric tons

NR

475

181

(without energy recovery)

Percentage

NR

5

2

Metric tons

NR

828

1,083

Percentage

NR

9

11

Hazardous waste – other disposal

Metric tons

NR

3,614

4,709

operations

Percentage

NR

40

47

Metric tons

5,682

5,374

6,3361

Percentage

58

60

63

Non-hazardous waste – landfilling• Other disposal operations – operations without recovery of materials sent
to disposal.

TOTAL
Total Waste Directed to Disposal (Metric tons) | Detailed Description of Chart on pg. 109

2022

H: 5,3742021

H: 5,6820

NH: 2,421 7,795
NH: 2,970 8,652

5,000
Hazardous (H)10,00015,00020,000Committing to a Responsible Business

Appendix

Hazardous Waste

NH: 2,747 9,083

H: 6,336

Impacting Our Community Through Giving

Non-Hazardous Waste

Hazardous and Non-Hazardous:

2023

Ensuring Workplace Social Responsibility

25,000

Hazardous waste – landfilling

Non-Hazardous (NH)TOTAL

The increase in our total non-hazardous waste, when compared to 2022, is due to the acquisition1of our EFK site.

2023 Sustainability Report			Protecting Our Planet and Environment |35

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Reclamation Operation

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Waste Minimization and Diversion

Our global reclaim objectives reflectplatinum targets, evaporator metallic andour commitment to environmental

printed circuit boards. Precious metals

sustainability and resource conservation

have high intrinsic value and include gold,

while optimizing our network,

silver, platinum, palladium and rhodium.

protecting our intellectual property andmaximizing and recapturing profits.

Ensuring Workplace Social Responsibility

Non-precious metals-bearing materials

Reclamation activities are primarily responsible for onsemi's strong waste diversion
rate. However, waste minimization is a mindset undertaken by our sites globally. Efforts
small and large help us operate more sustainably. We have implemented many waste
minimization and diversion projects at our sites, including, but not limited to, the following:

include copper and alloy 42 lead frames,
Subcontractors are required to return dies

plastics, stainless steel, aluminum, silicon and(or wafers), trimmings in assembly andcopper wire and tubing. Our manufacturing

Carmona, Philippines – Part of therejected units from assembly and test fallouts

sites work with local vendors to sell orsemiconductor manufacturing processthat are considered onsemi property. The

recycle the material recovered in theoccurs in cleanrooms. These cleanrooms

manufacturing scrap collected from thismanufacturing scrap reclaim operation.

must meet certain requirements, including
temperature, humidity, particle count,process is separated into two categories:
precious metals-bearing materials and

The reclamation operations at our sites

etc. To help control cleanroom particle

nonprecious metals-bearing materials.

enable onsemi to divert a large percentage

count, mats are installed at entrances toof our waste, resulting in an overall 2023

cleanroom gowning areas and air showers.

Precious metals-bearing materials include

waste diversion rate of 70 percent and a non-Historically, disposable peel-off mats were

scrap devices, spent bead blast material,

hazardous waste diversion rate of 87 percent.

used, but these were recently replacedby polymer mats made of pure polymericgold targets, wire and evaporator metallic,compounds with a three- to five-year life
cycle. In 2023, Carmona diverted over
11,000 pounds of waste from landfills.

70%

Nampa, Idaho, U.S. – Through the manufacturing

overall waste
diversion in 2023.

process, pods are used to hold wafers secure while they
move from different tools to ultimately create the end
product. The pods consist of non-recyclable plastic and,without an alternative disposal solution, would need to
be sent to a landfill. The Nampa site had identified a
local group to repurpose the plastic into construction
materials and furniture pieces such as drywall, benches,
end tables, trays, stools and more. In 2023, this effort
diverted 4,100 pounds of plastic waste from disposal.

2023 Sustainability Report			Global Distribution Centers in APAC – We implemented a projectacross our Global Distribution Centers that optimizes our packaging
process. By increasing the number of tape reels packed in each box
from one to two, such action reduces the overall number of packages
used, therefore reducing waste. The box sizes were then standardized
to encourage consistency in packaging and reduce the overall numberof box SKUs in our inventory. The second phase of the project involved
optimizing the size of the shipping container so that the product boxes
fit more precisely within the container. With this improvement, there
is a lesser likelihood for the products to move around in the box,
reducing any damage and improving the quality of our products.
In 2023, the estimated cost savings attributed to this project wasapproximately $633,000.

Binh Duong, Vietnam – The Vietnam EHS teamlaunched the “Exchange Batteries for Gifts”
program to limit battery waste and, at the sametime, increase the sense of responsibility within
the onsemi Vietnam community. In two events
alone, over 330 pounds of battery waste werecollected and sent to a functional hazardous
waste treatment company for proper disposal.
This promotes a healthier environment andgenerates a sense of pride among employees.

Protecting Our Planet and Environment |36

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Environmental Health and Safety
onsemi ensures the protection of its people andcompliance with environmental regulations throughour Environmental, Health and Safety (EHS) practices,which are upheld through EHS Policy and Statement.

EHS Policy
onsemi protects people and minimizes ourenvironmental impact through efforts to prevent
injury, illness and pollution.

EHS Statement

The onsemi EHS Management System is audited andcertified by a third party to ISO 14001 Environmental
Management System and ISO 45001 Health and
Safety Management System standards.
• 90 percent of onsemi manufacturing sites are
certified to ISO 14001 (25,138 employees).
• 85 percent of onsemi manufacturing sites are
certified to ISO 45001 (25,004 employees).

onsemi consults with workers and encourages
participation to identify hazards and reduce health andsafety risks. We are committed to compliance with alllegal and other requirements wherever we operate.
We set EHS objectives and strive for continuous
improvement. The EHS Policy and Statement are

Elements of the onsemi global EHS Management System include the following:available on the onsemi website.

EHS Management System

PLAN

The onsemi global EHS Management System isIdentify Your
Problems

founded on the concept of Plan-Do-Check-Act

DO(PDCA). The PDCA model provides a framework
for the following:• Plan: To establish objectives and to deliver results• Do: Implement EHS processes• Check: Monitor and measure performanceand progress to objectives• Act: Take actions to continually improve
the EHS management system

Test Potential
Solutions

ACT

Implement theBest Solution

EHS Management System Manual,

EHS Training

EHS Incident Reporting and Investigation

including the onsemi EHS Policy andProcedure to ensure EHS training is

Procedure that outlines how toStatement Manual and policy that establish

satisfied, including maintaining a matrix

communicate incidents, investigate andthe foundation of our EHS Managementof required training courses and what

identify root cause(s) and corrective

System and adherence to ISO 14001 andemployees are in scope to take training.

action(s) to prevent reoccurrence.

ISO 45001 for manufacturing operations.
EHS Audit

EHS Management of Change

EHS Risk Assessment

Procedure to globalize the way EHS system

Procedure to ensure temporary, permanent

Procedure to identify risks andaudits are planned, performed, reported,or emergency changes, including changes

opportunities that need to be addressedfollowed up and completed by auditors.

to people critical to EHS compliance andto ensure the EHS Management System

CHECK

Study Results

can achieve its intended outcomes.

performance, are reviewed by EHS priorContractor EHS Activities

to implementation or assignment.

Establishes contractor EHS-related
EHS Legal and Other

activities, outlining procedures including

EHS Compliance Assurance

Procedure to ensure compliance

EHS communication, risk/hazard

Provides guidance to assure complianceobligations and other requirements are

identification and incident investigation.

with legal and other requirements.

identified, communicated and satisfied.

2023 Sustainability Report			Protecting Our Planet and Environment |37

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

onsemi employees attend new hire orientation, which includes:

Hazardous Substance Commitment

EHS Compliance• EHS Policy and EHS Statement

Process Commitment

All onsemi sites are committed to EHS compliance, and sites with regulated emissions

All onsemi processes are governed by our Process Chemical Brochure, anand effluents are required to follow local regulations. These legal and other requirementsinternal policy. This brochure refers to international environmental regulations

include:• onsemi responsibilities• onsemi Core Values of Purpose, Innovation and Excellence• Safety Culture focused on hazard identification (e.g., unsafe acts

concerning chemicals in the manufacturing process. In addition, all sites
are to ensure compliance with all local regulations in the manufacturing• Permits

processes of onsemi products. The environmentally restricted and• Monitoring and Measuring• Incident reporting and investigation to prevent reoccurrence

reportable substances detailed in the Process Chemical Brochure include:• Preventative Maintenance• Emergency response• U.S. EPA ozone-depleting substances• Inspections• Ergonomics• Restriction of Hazardous Substances (RoHS)• Regulatory Reporting• Waste• Registration, Evaluation, Authorization and Restriction of Chemical

and unsafe conditions) reporting to prevent injuries and illnesses

substances (REACH)
All onsemi employees are provided with the contact
EHSQuestions@onsemi.com. This inbox is monitored daily
to support all employees with any EHS questions, comments
or concerns.

• China-RoHS

The onsemi Compliance Assurance program ensures that our sites comply with local
regulations. This program is maintained at sites with regional and global accountability.
In 2023, no sites received environmental monetary penalties.

Product Commitment
All onsemi products, including packaging, are governed by ProductChemical Content Brochure. This brochure refers to international

EHS Standards and Expectations
In addition to the onsemi global EHS Management System, global EHS
procedures include:• Environmental (Air, Water and Waste)• Industrial Hygiene (Hearing, Respirator, Radiation, etc.)

environmental regulations concerning chemicals in onsemi products
produced internally, as well as externally with our manufacturing partners.
We restrict the intentional use and presence of certain substances known
to be toxic or harmful to the environment in our products. To ensurecompliance, external manufacturers (e.g., foundries, subcontractors, etc.) areto submit laboratory analyses to verify product and packaging compliance.

• Ergonomics

Product material composition is available on the onsemi website. The• Safety (Hazard Communication, Control of Hazardous Energy, Machine

environmentally restricted and reportable substances detailed in the Product

Guarding, Personal Protective Equipment, Electrical Safety, Fall

Chemical Content Brochure include:

Protection, Hot Work, etc.)• RoHS• Emergency Preparedness• REACH• China-RoHS

2023 Sustainability Report			Protecting Our Planet and Environment |38

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

EHS Data

DISCLOSURE

We track and report various environmental health and safety metrics to understand theBreakdown by Type of Work-Related Ill Healthsuccess and trends of our program over time.

Occupational Illness

Although there is minor variability in 2023 and 2022 incident rates of injury and illness,

Dermatitis

onsemi's Total Recordable Incident Rate (TRIR) remains well below the semiconductor

UNITS

2021

2022

2023

Fatalities, employees

0

0

0

Fatalities, non-employees

0

0

0

High-consequence work-related injuries, employees

2

0

0

0

0

0

Recordable¹ work-related injuries, employees

43

40

53

Recordable¹ work-related injuries, non-employees

3

2

0

Injury Disclosures

Incidents

Represents "recordable” injuries or illnesses, as defined by the Occupational Safety and Health Administration.

1

DISCLOSURE

2022

2023

CALCULATION

Rate Calculations1(Number of lost time injuries in the
Lost time incident rate (LTIR)

0.312

0.47

reporting period x 1,000,000)
Total # hours worked in the reporting period

0.009

Total recordable incident rate

0.108

(TRIR), employees
Total recordable incident rate
(TRIR), non-employees

0.005

0.015

0.170

NR

(Number of days lost due to injuries x 1,000)
Total # hours worked in the reporting period(Number of incidents x 200,000)
Total # hours worked in the reporting period(Number of incidents x 200,000)
Total # hours worked in the reporting period

Based on 62,046,000 hours worked in 2023.

1

2

Our 2022 LTIR was recalculated to align with the formula used by EcoVadis.

2023 Sustainability Report			

2022

2023

DISCLOSURE

UNITSAppendix

2021

2022

2023

Breakdown by Type of Injury
61.5

40

Sprain/Strain

NR

42

30

NR

30.8

20

Puncture

NR

3

2

NR

7.7

20

Laceration

NR

26

47

Lightheaded/Dizziness

NR

0

20

Irritation

NR

0

2

Occupational Illness

Inhalation

NR

1

6

NR

8

2

Inflammation

NR

0

3

NR

4

1

Fracture

NR

6

8

NR

1

1

Foreign Body

NR

1

1

NR

0

1

NR

3

0

Cuts

NR

2

4

Cumulative Stress Disorder

NR

5

0

Crushing

NR

3

4

Percentage

Dermatitis

High-consequence work-related injuries, non-employees

Lost time incident severity rate

2021

Committing to a Responsible BusinessNR

Respiratory Disorderindustry average of 1.1, as reported by the US Bureau of Labor Statistics.

DISCLOSURE

UNITSImpacting Our Community Through Giving

Incidents

Respiratory DisorderLightheaded/Dizziness

DISCLOSURE

UNITS

2021

2022

2023

Breakdown by Type of Injury

Electric Shock

Incidents

Sprain/Strain

NR

31.8

16.4

Contusion

NR

29

36

Puncture

NR

2.3

1.1

Burn or Scald (heat)

NR

1

7

Laceration

NR

19.7

25.7

Burn (chemical)

NR

9

27

Irritation

NR

0

1.1

Amputation

NR

0

1

Inhalation

NR

0.8

3.3

AbrasionNR

1

5

Inflammation

NR

0

1.6

Fracture

NR

4.5

4.4

Foreign Body

NR

0.8

0.5

NR

2.3

0

Cuts

NR

1.5

2.2

Cumulative Stress Disorder

NR

3.8

0

Crushing

NR

2.3

2.2

Contusion

NR

22.0

19.7

Burn or Scald (heat)

NR

0.8

3.8

Burn (chemical)

NR

6.8

14.8

Amputation

NR

0

0.5

Abrasion

NR

0.8

2.7

Electric Shock

Percentage

Protecting Our Planet and Environment |39

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

A Brighter Future
for Everyone
Our Employees
Diversity, Equity and Inclusion (DEI)
Learning and Development (L&D)

Employee Compensation and Benefits
Employee Experience and Employee Engagement

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixTable of Contents

Introduction

Our Employees
At onsemi, our success is rooted in our people. The values

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Workforce By Gender

Workforce by Gender (% and number)Committing to a Responsible Business

Appendix

Total Global Workforce (Employees) | Detailed Description of Chart on pg. 109(Employees & Percentage) | Detailed Description of Chart on pg. 109

we hold as a company reflect our dedication to advancing
diversity, equity and inclusion across our employee

Impacting Our Community Through Giving

2023

F: 12,747 | 44%

28,98212022

population. We place high value on building a culture of

32,3662021

trust and inclusivity across the organization. Each individual
contributes a unique perspective that allows us to maintain a

33,6900competitive advantage in our industry.
Female (F)Male (M)Our community of employees is located around the world

5,000

10,00015,00020,00025,00030,00035,000In 2023, only full-time, regular employees were counted towards our global headcount. Previous years' data also included part-time and1

temporary employees towards our global headcount.

with major facilities in Belgium, Canada, China, Czech
Republic, Germany, Ireland, Japan, Malaysia, Philippines,
M: 16,235 | 56%

Slovakia, South Korea, Taiwan, Vietnam and the UnitedStates. As of December 31, 2023, we had approximately
28,982 employees operating globally.

Workforce by Region

Workforce By Region(% and number)(Employees & Percentage) | Detailed Description of Chart on pg. 109

EMEA: 3,592 | 12%

NA: 4,244 | 15%

Japan (J)
EMEA
North America (NA)APAC: 20,234 | 70%2023 Sustainability Report			

2021

2022

2023

WORKFORCE
BY COUNTRY

Austria

NR

0.009

0.011

BelgiumNR

0.856

Canada

NR

China

UNITS

2021

2022

2023

PhilippinesNR

25.31125.1910.800

Poland

NR

0.012

0.014

0.454

0.518

Romania

NR

0.386

0.345

NR

16.554

9.899

Russia

NR

0.006

0

Czech Republic

NR

7.310

8.367

Singapore

NR

0.210

0.190

Denmark

NR

0.003

0.007

Slovakia

NR

1.313

1.332

Finland

NR

0.012

0.017

Slovenia

NR

0.031

0.017

France

NR

0.244

0.128

South Korea

NR

6.430

7.933

NR

0.371

0.424

Spain

NR

0.009

0.010

Hong Kong

NR

0.207

0.193

Sweden

NR

0.049

0.052

India

NR

0.769

0.838

Switzerland

NR

0.117

0.104

Ireland

NR

0.294

0.242

Taiwan

NR

0.714

0.728

Israel

NR

0.053

0.069

Thailand

NR

0.090

0.100

Italy

NR

0.120

0.131

Turkey

NR

0.006

0.007

Japan

NR

3.343

3.147

United Kingdom

NR

0.256

0.314

MalaysiaNR

16.30415.910

United StatesNR

10.59414.126

Netherlands

NR

0.009

0.003

Vietnam

NR

7.551

8.833

Germany

APAC (excluding Japan)

J: 912 | 3%

WORKFORCE
BY COUNTRY

Percentage

UNITS

Percentage

Ensuring Workplace Social Responsibility |41

Table of Contents

WORKFORCEBY WORK SCHEDULE

Full-time (Regular)
Part-time (Regular)
Full-time (Regular)
Part-time (Regular)
Full-time (Temporary)Part-time (Temporary)Full-time (Temporary)Part-time (Temporary)
WORKFORCE
BY CONTRACT TYPE

RegularTemporary (contractors/interns)
RegularTemporary (contractors/interns)

Introduction

UNITS

Percentage

Employees

Percentage

Employees

UNITS

Percentage

Employees

Our Business

Protecting Our Planet and Environment

2023

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

DEI Data

99.6

DISCLOSURE

0.4

UNITS

2023

Number3

Percentage

30

Number1

Percentage

10

Number14

Percentage

23

Number175

Percentage

15

Number863

Percentage

22

Number386

Percentage

22

Number957

Percentage

17

Women in Leadership and STEM

28,871
111

Women in Executive1 Role

94.2
Women in SVP Role (not already

5.8

included in Executive)

2,323

Women in VP Role (not already144

included in Executive)
Women in Senior Manager3 Role

2023

100¹
Women in Manager Role

2
28,982

Women in all management
positions in revenue-generation

601

functions

Only full-time, regular employees are counted towards our global headcount.

1

Women in STEM-related position¹Executive role is defined as those directly reporting to the CEO.
2

All female employees at onsemi in the SVP role report to the CEO andare therefore categorized as members of the Executive team.
Senior Manager is defined based on McKinsey Women in the Workplace3

definition and is based on onsemi internal employment grade levels.

2023 Sustainability Report			Ensuring Workplace Social Responsibility |42

Table of Contents

DISCLOSURE

Introduction

Our Business

UNITS

Protecting Our Planet and Environment

2023

Full-time Employees (Regular) by Age, Gender and Region

DISCLOSURE

Ensuring Workplace Social Responsibility

UNITS

2023

Impacting Our Community Through Giving

DISCLOSURE

Committing to a Responsible Business

UNITS

2023

Part-time Employees (Regular) by Age, Gender and Region

Contractors and Interns (Temporary), by Age, Gender and Region< 30 Years Old

27< 30 Years Old

14< 30 Years Old

41

30 – 50 Years Old

55

30 – 50 Years Old

52

30 – 50 Years Old

23> 50 Years Old

18> 50 Years Old

34> 50 Years Old

36

Female44

Female42

Female

25

56

Male

58

Male

APAC (excluding Japan)

70

APAC (excluding Japan)

5

APAC (excluding Japan)

24

Japan

3

Japan

0

Japan

16

EMEA

12

EMEA

95

EMEA

30

North America

15

North America

0North America30< 30 Years Old

7,797< 30 Years Old

15< 30 Years Old

245

30 – 50 Years Old

15,89430 – 50 Years Old

58

30 – 50 Years Old

140> 50 Years Old

5,180> 50 Years Old

38> 50 Years Old

216

Female12,700Female47

Female148

16,171

Male

64

Male

20,229APAC (excluding Japan)

5

APAC (excluding Japan)

144

Male

Male
APAC (excluding Japan)

Percentage

Employees

Percentage

Employees

Percentage

Contractors/Interns

75

453

Japan

912

Japan

0

Japan

97

EMEA

3,486

EMEA

106

EMEA

178

North America

4,244

North America

0North America

1822023 Sustainability Report			Appendix

Ensuring Workplace Social Responsibility |43

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

U.S. Workforce by Race and Ethnicity(Percentage) | Detailed Description of Chart on pg. 109

W: 57.2%

American Indian or
Alaska Native (AI/AN)
Asian (A)Black or African American (B/AA)
Hispanic or Latino (H/L)
Native Hawaiian or other
Pacific Islander (NH/PI)
Two or more races (TMR)
White (W)
Undeclared (U)

TMR:
1.8%

A: 17.6%
B/AA: 3.2%

U: 16%
AI/AN: 0.5%

H/L: 3.5%
NH/PI: 0.2%

100%

of senior management was hiredfrom local community.

2023 Sustainability Report			Ensuring Workplace Social Responsibility |44

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Recruitment and Retention

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

With this strategy in mind, we recruit recent

customer satisfaction, we are committed touniversity graduates who can bring cutting-edge

actively identifying candidates who share ourideas and perspectives. We consider recent

values and can contribute to our dynamic

graduates to be individuals hired within two years

environment. We seek talented individuals whoof graduating. Attracting this group will help us

desire challenging, empowering and engaging

foster a culture of growth, creativity and excellencecareers to ensure that onsemi can meet theand, in turn, force our commitment to delivering

ever-changing needs of our customers.

exceptional customer value.

New Hires by Gender

New Hires by Region(Employees & Percentage) | Detailed Description of Chart on pg. 109(Employees & Percentage) | Detailed Description of Chart on pg. 109

F: 1,147| 31%

NA: 1,442 | 39%
APAC: 1,826 | 49%

Female (F)APAC (excluding Japan)

Male (M)3,708

Appendix

New hires by Region

Recruitment Data

As a company that values innovation andCommitting to a Responsible BusinessNorth America (NA)
EMEA

Total New
Hires in 2023.

Japan

M: 2,561 | 69%
Japan: 41 | 1%
EMEA: 399 | 11%
New Hires by Age

New Hires by Job Category1(Employees & Percentage) | Detailed Description of Chart on pg. 109(Employees & Percentage) | Detailed Description of Chart on pg. 109> 50: 652 | 17%

EL: 905 | 24.41%

FS: 2,133 | 57.52%< 30: 1,738 | 47%

Frontline (salary) (FS)< 30 Years Old

Entry Level (EL)30 – 50 Years Old

Manager (M)> 50 Years Old

Senior Manager (SM)VP
SVP

30 – 50: 1,318 | 36%

M: 488 | 13.16%
SM: 170 | 4.59%

SVP: 2 | 0.05%
VP: 10 | 0.27%¹Job categories above are defined in alignment with McKinsey Women in the
Workforce level definitions.

2023 Sustainability Report			Ensuring Workplace Social Responsibility |45

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Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Retention DataDISCLOSURE

UNITS

2023

DISCLOSURE

UNITS

2023

¹Represents distribution of a total of
19 percent employee turnover in

Employee Turnover¹ by Age, Gender, Region and
Job Category²

Employee Turnover¹ by Age, Gender, Region and
Job Category²²Job categories are defined in< 30 Years Old

40< 30 Years Old

2,133

the Workforce level definitions.

30 – 50 Years Old

42

30 – 50 Years Old

2,292> 50 Years Old

18> 50 Years Old

949

Female39

Female

2,107

Male

61

Male

3,267

APAC (excluding Japan)

68

APAC (excluding Japan)

3,635

Japan

1

Japan

81

EMEA

10

EMEA

536

21

North America<0.1

Executives

SVPs

<0.1

SVPs

1

VP

0.21

VP

11

Senior Manager

3.55

Senior Manager

191

Manager

11.46

Manager

616

Entry Level

17.31

Entry Level

930

Interns

7.29

Interns

392

Frontline (hourly)0

Frontline (hourly)0

Frontline (salary)

60.1

Frontline (salary)

3,230

North America
Executives

DISCLOSURE

Percentage

UNITS

Employees2023 across these categories.
alignment with McKinsey Women in

1,122
3

2023

Employee Turnover
Voluntary
Involuntary2023 Sustainability Report			

Percentage

13
6

Ensuring Workplace Social Responsibility |46

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Equal Opportunity Employment
We are an equal opportunity employer and maintain policies
and practices that are designed to prevent discrimination
against any qualified applicant or employee to the extent
prohibited by federal, state and local laws and regulations.
Discrimination based on race, color, religion, ancestry, national
origin, sex, age, marital status, sexual orientation, disability,
medical condition, genetic information and status as a Vietnamera or special disabled veteran, political affiliation, union
membership, gender orientation or expression is prohibited.
Our policy of non-discrimination applies to all employment practices,
including hiring, placement, promotion, compensation, benefits,
training and termination. Equal opportunity can only be achieved
through leadership, commitment and implementation of our Diversity,
Equity and Inclusion (DEI) and affirmative action programs.

2023 Sustainability Report			Ensuring Workplace Social Responsibility |47

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Diversity, Equity and Inclusion (DEI)
At onsemi, we have a long-standing commitment to DEI. We recognize that weare strongest when drawing on the diverse experiences, knowledge, culturesand backgrounds of all employees around the world. We are proud to celebrate
differences, promote equity and maintain an inclusive workplace for our employees.
Our DEI efforts enable and empower us to encourage the creativity and innovationnecessary to maintain a competitive advantage in the global marketplace.

DEI Mission

DEI Vision

To build a DEI culture across the organization

To have a culture where diversity, equity

through focused efforts across workforce

and inclusion are embedded in everything

diversity, workflow equity, workplace

we do.

inclusion and community partnerships.

We consistently strive toward a more diverse, equitable and inclusive workplace,which benefits our organization and allows us to successfully meet the changing
needs of our customers, suppliers, employees and shareholders worldwide.

Our DEI strategy includes an integrated plan consisting of five pillars:

Policies, Practices
and Procedures
Learning andDevelopment

Our DEI efforts enable and empower us toencourage the creativity and innovationnecessary to maintain a competitive
advantage in the global marketplace.

Measuring
Success

Talent andSuccession Pipeline
Communication
and Awareness2023 Sustainability Report			Ensuring Workplace Social Responsibility |48

Table of Contents

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Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Workforce Diversity
Building a diverse talent pipeline is criticalto keeping our organization well positioned
to handle the changing demands of our
STEM Organizations

Diverse Hiring Programs

We participate in multiple diversity

We engage with multiple organizations to

conferences and career fairs across North

attract a more diverse workforce. Some ofAmerica throughout the year, including (butour partner organizations include:

not limited to) Society of Women Engineers.
We also partner with organizations in Asia,
including Women in Science, Engineering andTechnology (WISET) foundation.
Succession Management

Universities (HBCUs) to provide

develop and retain our diverse workforce, we
also train leadership on how to best mitigate
unconscious bias during the interview andunconscious bias and DEI learning for
employees around the globe.

employment opportunities.
• EMEA, Embedded partnerships withlocal universities: onsemi consults local

company’s business priorities and future

universities on curriculums to prepare

growth strategy. It is an integrated process

graduates for the semiconductor industry.

for growth into key roles within the company.

than just attracting a diverse workforce. To

hiring process, as well as provide general• Historically Black Colleges andSuccession management aligns with thedesigned to identify and develop employees

industry. We understand this means more

• India, onsemi alumni connections: Current
onsemi employees partner with theiralma mater to organize pre-placementtalks and showcase onsemi technologies
to attract top engineering school talent.

Workforce Equity
At onsemi, we understand that it isimperative to infuse equity as the integrator
for attracting and retaining a diverse
workforce and developing an inclusive
workplace. Equity efforts create accessfor our employees to have the same
opportunities to develop skills consistent
with our business objectives and core valuesof Purpose, Innovation and Excellence.

We train leadership on how to best mitigate unconscious bias during theinterview and hiring process, as well as provide general unconscious bias
and DEI learning for employees around the globe.

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Table of Contents

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Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Employee Resource Groups
Our Employee Resource Groups (ERGs)

workplace and connecting the company

ERGs are critical resources to our organization, and they

We sponsored the attendance of multiple groups ofhelp facilitate equity in the workplace.

with the evolving employee community.

provide key insights that drive continuous improvements

women to conferences – such as the Women Leadto our policies, practices and procedures. In 2023,

conference – for professional development this year.

These employee-led groups evolve
through organic formation and areBlack Employee Network (BEN)

we took feedback from our women-focused ERG and

These female leaders were able to listen to and learn

business-facing resources that support

BEN, established in 2019, fosters anenhanced our bereavement policy to include pregnancy

from experts in various areas, including one of ourour recruitment, retention, development

environment that is conducive to theloss. This policy update demonstrates the significant

very own employees who led two panel events on

and advancement objectives.

recruitment, retention and career

impact and positive contributions that our ERGs canneurodiversity. We are proud of the contributions ouradvancement of Black employees. This

have on current and future employees.

employees make to our business and the communities

WE

group is committed to promoting theWE, established in 2014, focuses oncompany brand and emerging market

In 2023, WE helped our University Relations team toempowering and supporting women topenetration in the Black community.

recruit at some of our strategic partner schools, asContinua, our LGBTQ+ ERG, hosted Pride Month events

well as the Society of Women Engineers (SWE) annual

all around the globe, including an educational session

Continua

conference and career fair. These efforts provided

that provided employees with fact-focused learning andsucceed through professional developmentin business, strategic and financial acumen.

in which we live and work.

Continua, established in 2020, works toprospective candidates with an opportunity to connect

a community-building opportunity to understand more

STEM UP

cultivate an inclusive workplace where allwith existing female-identifying employees and get aabout the current state of being a part of the LGBTQ+

Science, Technology, Engineering

employees are free and encouraged to bebetter sense of our organizational culture, innovative

community in 2023.

and Mathematics for Underrepresented

themselves. This group advocates for those

products and company performance.

Populations (STEM UP), established in

who are – and who support – LGBTQ+

2015, strives to develop and retain apeople in our company, in our families

diverse workforce, which will positively

and in our communities.

impact our company's innovation andperformance. This group’s programs are

Veteran and Military Employees (VME)

focused on retaining employees and

VME, established in 2020, helps recruit

developing new talent in the local area

veterans and military members, provides

for the underrepresented population.

transitional assistance into the civilian
workforce, develops and retains these

Cultivate

employees and increases networking

Cultivate, established in 2018, works

through community outreach.

to unite a group of diverse generations

ERGs are critical resources to our organization, and they
provide key insights that drive continuous improvements toour policies, practices and procedures.

who are committed to engaging theworkforce and enhancing our collaborative
company culture. This group is devoted
to understanding all generations in the2023 Sustainability Report			Ensuring Workplace Social Responsibility |50

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Workplace Inclusion

Community Partnerships

As a global employer, we engage and address the local

For greater impact, our DEI efforts partner with onsemi’s

needs of all employees.

Giving Now program to enable strong alliances with

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

external organizations. We partner with leading
During Global Diversity Awareness Month in October, weorganizations to expand our positive impact and advanceencouraged our sites around the world to participate in

DEI initiatives within our local communities. In 2023, weseveral different opportunities. Numerous sites createdcreated the DEI Giving Now 200 percent Match Rate

“we are onsemi” videos that brought together employees

Program that matches employee donations to ten specificto highlight their sites, culture, traditional attire and food.

fundraising campaigns throughout the year. This program
was developed to further demonstrate the commitment

For World Mental Health Day on October 10, our ERGs

that we have as an organization to DEI efforts aroundhosted multiple panel events throughout the day on

the globe. For the first time in the history of the onsemi

unconscious bias to give employees a chance to listen,

Giving Now program, the match was more than 100

learn and share their own experiences.

percent. The 200 percent match enabled our employees
to maximize their support of DEI causes by tripling their

In honor of World Food Day on October 16, numerous

monetary impact. With an impact of just under $67,000

sites around the world participated in food drives, givingin its first year, this program was able to provide much-campaigns and volunteering events to address local

needed financial support to causes that champion racial

food insecurity.

and gender equity, food insecurity, mental health andwellness, veterans and LGBTQ+ issues. We will continue

These events brought our employees together for

to enhance and expand this program in the years to come.

meaningful and fun team-building events that increased
employee engagement and strengthened the employee
experience. We also created and launched a three-parteLearning curriculum that focused on various elementsof Diversity, Equity and Inclusion in a highly engaging
and interactive format. This training was translated into
multiple languages for greater inclusion and will continue
to be used in the future.
Throughout the year, we recognized various DEI momentsthat matter to our diverse workforce. A key highlightof this approach to employee storytelling is our efforts
around Lunar New Year, in which we featured employees
from multiple countries sharing how they celebrated the

DEI Benchmarking
onsemi participates in industry-recognized diversity
surveys annually to ensure we are accurately measuring
the performance of our internal initiatives to externalbenchmarking. In 2023, onsemi once again participatedin the McKinsey Women in the Workplace study, which
provides an overview of human resources (HR) policies
and programs, including HR leaders’ sentiment on the mosteffective DEI practices, and explores the intersectional
experiences of women at work. Our participation helped
inform the Women in the Workplace 2023 Report findings
within the Technology-Hardware industry.

holiday. Employees around the world learned more about
this meaningful celebration and increased their culturalcompetence along the way.

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Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Learning and Development (L&D)
onsemi is committed to investing in the development of its employees. Startingon the first day of employment, we provide opportunities for growth and

The LEAD programs will be replaced in 2024 with two new global leadershipcareer advancement through a number of training and leadership programs.

programs focused on the continued development of our leaders. The programs

Employees are crucial to the success of our company, and it’s importantfor us to provide global programs that recognize and enable employees towill focus on developing skills vital to the success of onsemi. The delivery

develop in their careers. We categorize our L&D programs into three distinct

methodology of the programs will change to be shorter in length and provide

categories: leadership development training, professional development training

more impactful learning, improving the overall experience for all participants

and compliance training. In addition, we are proactive in the new-employee

and continuing to build our learning culture.

experience and provide the appropriate information so that our employees feel
well equipped to begin their journey at the company.
Per our career development philosophy, employees own their careers byleveraging the programs, tools and resources available to them. Employees areencouraged to partner with their managers to craft a personal development
plan that aligns with their career goals.

Leadership Development Training

LEAD Embark

LEAD Ascend

Leadership Exploration and Development (LEAD) Programs

Our LEAD Embark program is geared toward new people

Our LEAD Ascend program is geared toward mid-level

managers and high-potential individual contributors

experienced managers and high-performance leaders andat our company. The program consists of 27 learning

critical talent at the company. The program consists of 46hours. In 2023, 405 employees participated in the LEAD

learning hours. In 2023, 412 employees participated in the

Embark program globally.

LEAD Ascend program globally.

We recognize that individuals at all levels are on their own leadership journey.
We are committed to providing our leaders with the tools necessary to
succeed. We have two programs under our LEAD umbrella, LEAD Embark
and LEAD Ascend. These longitudinal, cohort-based programs take new andmid-level managers through curated instructor-led classes and self-directedcourses, over nine months.
The LEAD programs are designed to help leaders develop new capabilities,
challenge their current mindset and change behaviors. Key talent and newpeople managers at onsemi may be nominated to participate in our flagshipleadership training programs within LEAD.

We categorize our L&D programs
into three distinct categories:
leadership development, professional
development and compliance.

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Table of Contents

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Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixProfessional Development Training
E-Learning

Instructor-Led Training

Our global employees have access to online learning

Throughout 2023, onsemi continued to offer instructor-led

platforms, which contain training content from third-party

professional development training sessions for employees.

providers and custom onsemi training content. Employees

Given our global footprint, our instructor-led training

are empowered to take ownership of their development

courses are offered in various formats and languages toby engaging in a full range of video lessons, digital books,

ensure all employees can take advantage of and learn fromaudio courses and curated “learning journeys,” available

these professional development opportunities.

24/7 on any computer or mobile device.
By leveraging hybrid training and collaboration platforms,
In 2023, around 17,000 employees participated in theemployees across the globe can participate in instructor-

e-learning courses, completing around 77,000 learning

led and interactive training sessions, facilitated byhours across 2,200 courses.

professional, internally certified instructors.

Having the ability to upload customized, curated content
for our employees to engage with expands our custom
development offering, including content from HR, finance,
environmental health and safety and other departments.

77,000

Courses cover a wide array of professional development,
leadership, management, DEI, business acumen andhours

of learning time, across 2,200

technology training subjects. Global HR promotes a rangeof learning topics on our internal SharePoint site, andunique course titles, completed byregional HR leadership recommends relevant courses to

17,000 employees in 2023.

local employee groups.

Learning and Development Data1
DISCOSURE

Average hours of
training per employee
Employees
receiving training

UNITS

Hours

2021

3.5

2022

5.9

2023

4.4

¹Data from E-Learning platform does notinclude technical training or hours from
Leadership Development programs.
²Based on a population of 33,690 employees.
³Based on a population of 32,366 employees.

Number

8,788

12,405

17,246Percentage

262

383

604

2023 Sustainability Report			4

Based on a population of 28,982 employees.

Global Compliance and Mandatory Training

New Employee Orientation (NEO)L&D coordinates the production and delivery of compliance training

In 2023, our L&D team led and revamped our NEO program,content across the company. New employees at onsemi are

which is assigned to all new hires globally. NEO is onsemi’s

automatically assigned a package of e-learning modules upon hire,

first opportunity to engage with incoming talent. This includes

which must be completed within a specific number of days. The

vital first-day/week information and key touchpoints fromfollowing courses are also assigned to our employees annually:a variety of functional areas, ensuring our new employees• Workplace Harassment Prevention

are set up for success in their careers at the company.

• Code of Business Conduct• Corporate Social Responsibility• Information Security Awareness

Ensuring Workplace Social Responsibility |53

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Our Business

Protecting Our Planet and Environment

expectations and goals leads to an overall
improvement in business performance. We
encourage our managers to use fair performance
management processes by setting clear expectations,delivering regular feedback and identifying
career paths and development opportunities.

Performance Management

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

United States Benefit Program Highlights:

Employee Compensation and Benefits
We strongly believe that setting clear performance

Ensuring Workplace Social Responsibility

Benefits and Programs
onsemi offers a competitive benefits packagethat meets the needs of our diverse workforce. To
ensure we are strategic in our offerings, benefits arehandled at a regional level. This allows us to cater our
packages to employee values and culture, no matter
where they are in the world. Our HR team keeps apulse on benefits trends to ensure we are offering awell-rounded and competitive benefits package. We

onsemi’s performance management process reinforces

benchmark our benefits plan across the largest andour commitment to recognize and distribute rewards

most credible benefits survey data in the industry. We

that reflect each employee’s personal contribution andannually review benefits from a plan design and costensures we distinguish top performers. We do thisperspective to ensure that they are at market.

through our year-long performance management cycle,
which will look different for each employee based on

All regions offer a range of health and/or wellness

their role. The cycle includes goals, quarterly check-programs, time off and savings benefit programs. Most

ins, self-assessments, 360 feedback, performance

programs are open for all employees from their first day

appraisals and annual performance conversations withof employment, although some apply a vesting perioda manager.

or minimum requirement of working hours per week.

Fertility Treatment

Lyra

can help with burnout, anxiety or depression,

onsemi medical plan offers a maximum of

onsemi believes that our employees andcaregiver stress, racial stress/trauma or even

$15,000 per member, per lifetime (combined

their family’s emotional health are vital to ansuggest ways to improve relationships.

medical and prescription drug benefit) for

employee’s productivity and overall well-coverage related to the treatment of infertility.

being and that sometimes expert assistance

Health Advocate

can help an employee deal with household

Health Advocate offers confidential support

Adoption Assistancedifficulties. The company’s employee

to help make sense of health care. Services

onsemi offers a maximum $15,000 lifetime

assistance program (EAP) offered throughare provided by Personal Health Advocates,

benefit for reimbursement of expenses

Lyra provides a variety of services to help

typically registered nurses, backed up by aassociated with adopting a child.

employees and their families deal withteam of medical directors and administrative

problems that life might throw their way. EAP

experts who will aid in a variety of topics,

Domestic Partner Coverage

is provided to employees and their family

including identifying leading health careonsemi employee’s domestic partner andmembers at no cost.

providers and institutions, sorting out claim

their domestic partner’s children are eligible

questions, billing and payment arrangements

for benefit coverage once the appropriate

Lyra provides confidential mental healthand related administrative issues, securing

paperwork has been submitted. Coverage

support to all employees and their spouses,

second opinions to help provide peace ofincludes medical, dental, vision, life insurance,

domestic partners and dependents.

mind and much more. Health Advocate

voluntary benefits and more.

is provided to employees and their family
Lyra offers expert and compassionate support

members at no cost.

for all types of needs and preferences. Lyra

In 2023, 100 percent of eligible employees
received and completed a performance appraisal.

Compensation and Awards
To recognize employees who make a positive impact at
onsemi, we offer a variety of reward and performancerecognition programs. These programs generally
include competitive base salaries, performance-based
cash incentives and equity awards, an employee stock
purchase plan (subject to location), comprehensive
health-care plans and company contributions toretirement plans, which ensure employees have themeans to adequately prepare for life after onsemi.

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Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

APAC Benefit Program Highlights:
Wellness Program, Malaysia
onsemi in Malaysia engages a third-party company todeliver wellness talks on health risks, balanced diet andphysical fitness to employees. onsemi Malaysia organizeda weight loss challenge program to encourage employees
to maintain a healthy weight. Employees who lose weightto achieve a healthy weight are rewarded for their efforts.
EAP, China Sales & BU
Sales and business units in China provide a full rangeof high-quality EAP services for employees, including amental counseling hotline, one-on-one professional mental
counseling, live mental health lectures and activities,
a mental health self-assessment and recorded mental
health courses employees can take when needed.
Badminton Club, China, Shenzhen
The onsemi labor union for our site in Shenzhen has
partnered with a local badminton club to provide employeeswith free access to the venue every Tuesday. This benefit
is paid by the labor union with no cost to employees. This
benefit supports employee wellness by incentivizing physicalactivity and allows employees to explore a new sport.
Onsite Clinic, Taiwan
onsemi in Taiwan provides an onsite clinic for employees touse. Employees can be seen by the attending doctor or nurse
depending on the severity of their illness.
Wellness Program, Philippines (Carmona, Tarlac, Cebu)
onsemi in the Philippines provides and facilitates health andwellness-related education to employees monthly. Topics
include mental health awareness, anger management, burnout
and how to manage stress in the workplace. A yearly medical
and physical checkup is also required for all employees.

2023 Sustainability Report			EMEA Benefit Program Highlights:
Meditation Space, Germany
Meditation and relaxation rooms onsite for
employees to use throughout the day.
Bicycle Plan, Germany
All employees in Germany can buy a bike at a
discounted cost through a third-party vendor thatis allowing them to tax optimize their salary.
Green Commuting, Belgium
For employees who are entitled to a company car, they are
required to choose an electric vehicle. Employees who are notentitled to a company car are entitled to a bicycle allowance.
Wellness Subsidy, Czech Republic
All employees receive monthly contributions/credits to be
used for their well-being activities. Employees receive debit
cards that can be used to pay only for well-being activities(sports, cultural activities, wellness, health products, etc.).
Credits are added monthly; amounts are
based on employee seniority.
Bike Storage Onsite, Slovakia & Romania
Employees are encouraged to bike to work to boost wellness,eliminate carbon emissions from commuting and reduce
traffic congestion. Bike storage and showers are available
onsite for employees to use once they arrive at the office.

Ensuring Workplace Social Responsibility |55

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Employee Experience and
Employee Engagement
Employee Experience (EX)

Employee Engagement (EE)

onsemi is committed to optimizing the employee

EE is the employee’s emotional commitment, mindset andexperience for all team members around the globe.

behavior while approaching their daily work. Engagement
is the outcome of all workplace experiences that directly

In 2023, we established a dedicated global Employee

impact an employee’s productivity and satisfaction within

Experience function to accelerate our ability to anticipate

their role and their relationship overall with onsemi. We

employee needs with a focus on driving employee

are keenly aware of how an engaged workforce positively

outcomes. We focused on the creation of an EX Center ofimpacts company performance and success.

Excellence, which includes representatives from across
HR and key employee functions, establishing a unified

In 2023, we launched the new Culture and Core Values

view of the employee journey and working to set a viewat a quarterly global All Hands Meetings. Along with aof our foundational metrics. 2023 also saw the addition

variety of tools, 460 total assets were developed (e.g.,of a new survey platform and overall sentiment strategy,

messaging campaigns, video, posters, digital monitor

rooted in industry research and aimed at understanding

slides and Sway) and translated into local languages.

the unique drivers behind sentiment.

This comprehensive launch was designed to raiseawareness and begin to integrate the Culture and Core

Employee Perception is measured utilizing an index which

Values throughout the company.

includes Employee Satisfaction, Employee Net Promoter
Score (NPS) and Employee Effort.

Building upon our new Culture and Core Values, the EEteam actively deploys several active listening channels
to stay attuned to how employees are feeling about their"Our priority is to create an exceptional
employee experience where every
individual feels valued, inspired andempowered to be bold and unleash theirfull potential. We aspire to become an
employer of choice, attracting, cultivating
and retaining top talent that drives
purpose, innovation and excellence forworkplace experiences, their emotional commitment andtheir connection with onsemi.
Prioritizing and improving Employee Engagement
initiatives are essential to onsemi’s success. It will
provide the insights to enable a high-performing
organization. Success will lead to job satisfaction,
support employee retention, improve productivity,

These channels help surface what is going well and what needs improvement:
The InMoment Platform empowers us to

Skip Level Meetings regularly facilitate

both conduct surveys and facilitate listening

conversation among a leader’s entire team tosessions, gathering data and insights that drive

gain insight into team dynamics and build atransformative action. This enables us to morestronger bond with team members at all levels.

efficiently pinpoint crucial areas for improving

Post-survey scores showed participants were

performance, retention, and overall employee

highly satisfied with the meetings.

fulfillment.
The Connection, our onsemi Intranet home,
Executive Live Chats give employees

was fully upgraded in 2023 as a resource hub

opportunities to connect with executives in aand customizable content experience for always

small group, enabling us to gauge employee

accessible employee information, choice content,sentiment on key topics and initiatives to betternews stories and more – all to promote anunderstand employees’ concerns and issues.

engaging, inclusive employee experience.

Follow-up surveys showed a 100 NPS score.
Internal Communications that provide regular
Beekeeper App – a mobile app, which promotes

updates and critical information about onsemi

further information sharing and drives loyalty

events, activities and programs with global

while capturing employee sentiment.

employees. Importantly, employees can provide
their feedback and ask questions about company

All Hands Meetings are hosted quarterly

messaging via a continuously monitored

for global employees and capture real-time

employee engagement mailbox.

employee feedback on key topics through Q&A
sessions and post-meeting surveys.

enhance customer satisfaction and deliver positive
business results. In addition, an engaged workforce
culture will serve as a definitive competitive advantage.

both our team members and onsemi."

2023 Sustainability Report			Ensuring Workplace Social Responsibility |56

Table of Contents

Introduction

Our Business

Impacting Our Community Through Giving

Lifting Each
Other Up
Giving Now Program, Community
Investments and Commercial Initiatives

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixTable of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Giving Now Program, Community
Investments and Commercial Initiatives
At onsemi, we are on a mission to shape the future with smart

Since 2016, onsemi has contributed more than $11 million intechnology and green energy. We care about how we work,

grants, disaster relief efforts, employee matching, dollars-

how we impact the environment and how we give back tofor-doers and more. We are proud of our achievements, andthe customers and communities we serve. We invest in our

we are excited for what is next to make the world a smarter,

communities through our Giving Now program, a corporate

greener and happier place.

philanthropy initiative that reflects our values and vision. We
believe that the work and giving we do today will make a

The Giving Now program is transforming ourplanet and every community we touch with positivechange. We leverage the collective power of ouremployees and partner with various organizations
to create impact in three simple ways:

difference for tomorrow.

12023 GIVING, COMMUNITY INVESTMENTS AND COMMERCIAL INITIATIVES SUMMARY
Category

AmountPercentage
of TotalCharitable
donations1, 4$723,00027%

We have a passion to drive change andmake the world a better place. We build
trust with our stakeholders by enabling

Giving Priority

them with technology and supporting ourGive to Donate

Give to Educate

Give to Help$723,000$0$0giving initiatives.

2

We show our commitment to social impact
through our Giving Now philanthropic
program, which funds various causes

Community
investments2, 4$1,497,000

56%

$0

$1,360,000$137,000

Commercial
initiatives3, 4$466,000

17%

Not Applicable

Not Applicable

Not Applicable

TOTALS$2.686 Million$2.220 Million – tied to Giving Now program
initiatives

and projects that align with our goals
and values.

3

We celebrate our employees’ volunteerism
and generosity by matching their donations
and rewarding their hours of service.

¹“Charitable donations“ refers to one-off or occasional support to good causes in response to the needs and appeals of charitable
and community organizations, requests from employees, etc., and includes matching employee donations.
²“Community investments“ refers to long-term involvement and partnership with community organizations to address social issues,
including through grants.
³“Commercial initiatives” refers to business-related activities in the community that promote the company and its brand, in partnershipwith charities and community-based organizations, such as support for universities as well as research and development.
⁴Adapted from guidance tied to the London Benchmarking Group model for documenting types of philanthropic activities at companies.

2023 Sustainability Report			Impacting Our Community Through Giving |58

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Give to Donate

In honor of Global Volunteer Month in April, onsemi hosted

At onsemi, we are not only innovators of smart technology

one of the Giving Now program’s signature events, whereand green energy, but also champions of social good. We

our employees connected with their colleagues and local

know our work, our impact and our giving matter to thecommunities through locally planned volunteer events.

customers and communities we serve. That is why weEighty-six employees volunteered 256 hours, generating

enhanced our Giving Now program in 2023 – to make ita donation value of $26,705¹ through dollars-for-doers/

easier and more rewarding for our employees to share theirvolunteer matching grants. Their volunteerism helped seven

generosity with the world.

households with children who have lost parental care,

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendixtaught 400 parents about positive discipline, served 498
The program offers two ways for our employees to giveK-12 students and 13 college students, fed 120 seniors andback: through monetary donations and volunteerism. In

supported 388 homeless people. We also collaborated with

2023, we combined the annual allowances for both types

ambassadors to coordinate 13 volunteer activities globally,of giving so that each employee can choose how they

with 293 employees volunteering over 915 hours, creating

want to contribute, up to $2,000 per year, per person.

a donation value of $40,700¹. Their volunteerism helped

Regardless of whether they prefer to donate money or time,over 1,050 children, students and teachers, assisted 320

or a mix of both, onsemi will match their efforts to qualified

underserved families, removed 50 pounds of waste andorganizations, dollar for dollar and hour for hour.

planted 8,000 plants/trees.

We believe that our community involvement is strongest

We celebrate the diversity of our customers andwhen we encourage and support our employees to givecommunities, and support them with our work, our impact

their time, talent, effort and energy. Through our employee

and our giving. We hosted a second signature event involunteer program, employees can volunteer with approved

October, during Global Diversity Awareness Month, inorganizations during company time, for up to one day, or

partnership with our DEI program. We also featured 10 DEI

eight to twelve hours per year, depending on their role atfundraising campaigns that received a special 200 percent

the company, while receiving their normal pay. Employees

match rate throughout the year. Our global employees

are also welcome to join volunteer events organized by the

could donate up to $25,000 to these campaigns, and any

company.

donations were matched at a rate of 2:1 by onsemi. These
campaigns were chosen by our ERGs to represent various

To reward these positive contributions, we also match

aspects of diversity that we value and honor. These giving

our employees’ volunteer efforts through a dollars-for-opportunities raised just under $67,000 (including thedoers program, in which onsemi donates $10 per hour tocompany match) for multiple causes around the world.

approved charities and educational institutions for eachhour volunteered, up to $2,000 per year, per person,
through employees’ monetary contributions, volunteerism
time or a combination of the two. In 2023, our employees
logged over 6,400 hours of volunteerism, a 257 percent
increase over 2022.

2023 Sustainability Report			To address the issue of food insecurity, especially on World Food Day,Through these efforts, we doubled our employee impact with over $388,000

onsemi sites around the world hosted food drives and volunteer eventsin matching support tied to these programs, a 65 percent increase overat local food banks. In total, 29 causes received hunger relief assistance

2022. These initiatives allowed us to harness the collective goodwill of

from onsemi and its employees, as well as 14 food donation drives thatour people and channel it to make a difference in the world while alsocollected over 9,000 pounds of non-perishable food items, which translated

empowering our employees to have a meaningful impact as volunteers.

to over 7,700 meals. In total, 21 volunteer activities were organized with 305
employees volunteering 850 hours, which had a dollars-for-doers donation
value of $47,900¹. Our efforts produced over 41,000 pounds of food for local
communities, equating to 46,038 meals feeding those in need. Together,¹Impact investment is a sum of the dollars-for-doers donation offeredby onsemi, direct contributions made to the nonprofits for set-up feesor supplies and the value of volunteer hours by Independent Sector.

we helped more than 14,600 people at a donation value of $70,5001.

Impacting Our Community Through Giving |59

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Give to Help

Give to Educate

At onsemi, we stand with our customers and communities in times

onsemi is on a mission to spark the curiosity and creativity of the next

Science Buddies: This one-year grant will fund a new, hands-onof crisis and help them recover and restore their lives. In 2023, we

generation of innovators. Through its Foundation, onsemi supports

curriculum that will allow students to experiment with semiconductors

provided local disaster relief support, matching our employees’

STEAM education for underserved children, giving them the tools

and learn how they work.

donations of over $20,000 to various agencies.

and opportunities to explore the wonders of science, technology,
engineering, art and math.

The year was marked by several disasters that shook the world. In

Arizona Technology Council Foundation, DBA SciTech Institute:
This one-year grant will cover the costs of hosting the STEM Virtual

February, a 7.8-magnitude earthquake devastated southeastern

In fall 2023, onsemi made a big splash by awarding a whopping

Youth Congress, where students can come together to make

Turkey and northwestern Syria, destroying thousands of buildings$1,360,000 to 41 agencies that share its vision of empowering

powerful change.

and displacing millions of people. Through regional giving

students in underserved communities – a 70 percent jump from theopportunities with partner organizations, we raised more thanprevious year. Seven of these agencies formed strategic partnerships

Project Lead the Way (PLTW): This two-year grant will enable$34,000 for relief efforts.

with onsemi to bring semiconductors to life for middle schoolers.

middle schools to implement or expand PLTW Gateway, a program

We also showed solidarity with those impacted by the Israeli-

Institute of Electrical and Electronics Engineers (IEEE) Foundation:

Palestinian conflict, which escalated in October, claimingThis two-year grant will help create and deliver a suite of engaging

thousands of lives and injuring thousands more. We supported

and relevant resources for teachers and students to show themGirlstart: This one-year grant will allow Girlstart to offer more

local agencies that helped these communities become self-reliant,

how semiconductors are transforming the world and creating

after-school clubs, community STEM events and summer camps forreunite families and support healthcare facilities. We raised overexciting careers.

girls to inspire them to pursue STEAM education and careers.

that offers a variety of STEAM courses, including one on automation
and robotics.

$10,000 for this cause.
For Inspiration and Recognition of Science and Technology (FIRST)Girl Scouts Arizona Cactus Pine Council (GSACPC): This one-year

Additionally, onsemi and its employees rallied to support the more

Robotics: This one-year grant will support FIRST’s efforts to promote

grant will help fund their new mobile learning space, which will offer

than 8,700 residents who lost their homes due to a fire that broke

equity, diversity and inclusion in STEAM fields by reaching out toexperiential learning activities, including solar power.

out in the Barangay Pusok district of Lapu-Lapu City, Philippines

students from diverse backgrounds and communities.

in December. Several of our Cebu employees and their families
were among the victims, losing all their belongings. We set up a
campaign to help all those affected and raised funds to rebuild in
2024.
Lastly, we issued 13 mini grants ($97,000) in areas where we
operate, to support urgent and essential community needs outsideof our grant cycle, which only supports science, technology,
engineering, art and math (STEAM) education activities. These
projects included health and human services in China, such as
buying automated external defibrillators for first aid stations in the
Red Cross of Shizhong District of Leshan City, and human services
efforts in Europe, such as helping children with disabilities in Italy
manage their emotions and buying furnishings for a child welfare

At onsemi, we all have an opportunity to make adifference. We believe, with unwavering confidence,in the ability of people and communities to rebuild
and thrive in the wake of such emergencies.

facility in Germany.

2023 Sustainability Report			Impacting Our Community Through Giving |60

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix2023 Giving Now Program Highlights

onsemi made history by supporting$575,000
onsemi employees showed their generosity andcompassion by donating $575,000 through the Giving Now
platform. onsemi matched an additional $388,000 to morethan 1,720 causes worldwide. That is a 101 percent increase
from 2022!

$2.22 million
in charitable donations to the global community in 2023.

6,457 hours
onsemi employees did not just give money, they also gave
their time and energy. They volunteered for a total of 6,457
hours in 2023, a 257 percent increase from 2022.

2023 Sustainability Report			Giving Tuesday, the Global Day of
Giving, for the first time ever in 2023.
On November 28, every employee(except those in China) received a $10
reward on the giving platform and was
encouraged to donate it to their favorite
cause. This resulted in over 2,400
employees rallying together to provide
more than $30,000 in donations to
867 causes globally. The largest shareof campaign contributions supported
causes focused on international issues,foreign affairs and national security.
In June, onsemi’s team in Vietnam partnered with Gaia Nature
Conservation Vietnam, a nonprofit that works to protect theenvironment and promote harmony between humans and nature.
With a mini-grant from onsemi, Gaia organized a tree planting eventthat attracted more than 80 volunteers. They planted 500 indigenous
trees in the Dong Nai Cultural Nature Reserve, with the goal toachieve a survival rate of 70-80 percent after four years. This activity
supports onsemi’s commitment to addressing global climate issues
and innovating products that support sustainable development.

onsemi also donated used technology to support
education and sustainability. We gave away 1,200
24-inch monitors to a Phoenix-based charity,
Arizona Students Recycling Used Technology,
which refurbishes and donates technology
equipment to schools and nonprofits serving
under-resourced students and residents of
Arizona. The monitors were valued at $60,000
and will help enhance the learning experienceof students and will assist schools and othernonprofits that need them.

Impacting Our Community Through Giving |61

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Committing to a Responsible BusinessAccountablefor Our SuccessCorporate GovernanceEnterprise Risk Management and Business Continuity
Climate Scenario Analysis and Risk Disclosure

Ethics and ComplianceFair Treatment

Supply Chain

Information Protection
Public Policy
Quality

Customer Experience (CX)

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixTable of Contents

Introduction

Corporate GovernanceAll business conducted by employees, managers and officers at
onsemi is under the direction of the chief executive officer (CEO)and the oversight of the company’s Board of Directors. The board
and its standing committees have at least four scheduled meetings

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

BOARD MEMBERGENDERAGE

TENURECOMMITTEESAtsushi Abe

Male

70

13

Audit

Alan Campbell

Male

66

9

Executive (Chair), Audit, Governance andCommitting to a Responsible Business

AppendixQUALIFICATIONS

Sustainability
Susan K. Carter

Female65

4

Audit (Chair), Governance and Sustainability

Thomas L. Deitrich

Male

57

4

Governance and Sustainability

Hassane El-Khoury

Male

44

4

Executive

Bruce E. Kiddoo

Male

63

4

Audit

Christina Lampe-Önnerud

Female

57

1

Audit

Paul A. Mascarenas

Male

62

10

Governance and Sustainability (Chair), Executive,

annually to review and discuss reports by management, as well as
the performance of the company. Our corporate governanceprinciples set forth certain requirements under which the Boardand management operate.

Board of Directors Summary
This summary represents the members of onsemi’s Board of Directors
and committee representation, as of December 31, 2023. All directors
are independent, aside from Hassane El-Khoury, who also serves as
the president and chief executive officer of onsemi. We have a board
member age limit of 75 years of age.

Human Capital and Compensation
The company values diversity at all levels, including at our Board

Gregory L. Waters

Male

63

4

Executive, Human Capital and Compensation

Christine Y. Yan

Female58

6

Human Capital and Compensation (Chair)of Directors. We endeavor to have a Board representing diverse
experiences in areas that are relevant to our global activities. The
Governance and Sustainability Committee considers diversity ofexperience, thought, skills and viewpoints, as well as diversity concepts
such as race, ethnicity and gender identification, as part of the Board’s
self-evaluation process and in its evaluation of potential candidates
to serve on the Board. As of December 31, 2023, 30 percent of

Qualifications Key:

onsemi’s Board of Directors identified as female, which is consistent
with the gender diversity reflected across Fortune 500 companies.

2023 Sustainability Report			

Semiconductor/Technology

Environmental Social
Governance (ESG)

Compliance

Government Relations

Public Company Management

Manufacturing

Mergers andAcquisition

Sustainability/Climate

International

Finance

MarketingInformation Security

Enterprise Risk
Management (ERM)

Committing to a Responsible Business |63

Table of Contents

Introduction

Our Business

Board Evaluation
Our Board believes that having strong governance principles and practices
improves effectiveness and contributes to the creation of stockholder value. To
measure its own operation against such principles and practices and to identify
and act on areas for improvement, each member of the Board and its committees
performs an annual self-evaluation. The Governance and Sustainability (GS)Committee is charged with overseeing the self-evaluations, and in 2023, the GS

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Development of
Self-Assessment Tools

Self-Assessment Launch andProcessing of Results• Input from Board Chair and Chair of• Results sent to Board Chair and are

the GS Committee• Input from Corporate Secretary

Impacting Our Community Through Giving

reviewed by Board Chair and Chair

Committing to a Responsible Business

Appendix

Feedback Incorporated

Board Review• Changes to practices are• Board Chair and Chair of the GS
Committee review results with fullconsidered and implemented,

Board in executive session

as appropriateof the GS Committee• Results inform the Board’s
refreshment, recruitment andCommittee used the following process to conduct the Board’s self-evaluation:

selection process

Committee Details
onsemi’s Board of Directors has established four standing committees:
1. Audit Committee

Board Oversight of ESG

2. Governance and Sustainability (GS) Committee

The GS Committee has the responsibility of overseeing

Following the establishment of our 2022 emissions

4. Executive Committee

ESG matters unless there is a specific matter connectedbaselines, the GS Committee focused its efforts on

to ESG initiatives that is assigned to another committee

overseeing the establishment of an emissions reduction

Each committee is tasked with overseeing various aspects of the companyof the Board.

roadmap toward our targets. As climate-related

3. Human Capital and Compensation (HCC) Committee

and carrying out the responsibilities specified in its respective charter.
To view a copy of the formal written charter pertaining to each standing
committee, please visit the Investor Relations section of our website.
COMMITTEE

Audit
Executive
Governanceand Sustainability
Human Capitaland Compensation

regulations and mandatory ESG reporting requirements
For example, the HCC committee has the responsibility

were introduced, the Audit Committee began to takeof overseeing the company’s policies and strategies

on an increased oversight role that is expected toconcerning human capital, which includes DEI. The

expand in the future concerning ESG disclosures, theHCC committee considers DEI in its broader review

assurance of our sustainability reporting and the qualityof pay equity within the company; however, both theof internal controls and risk management systems.

CHARTER REQUIRED MIN.

IN 2023

Quarterly meetings

12

Meet as needed1

in the management and oversight of DEI. The GS

Quarterly meetings

6

climate and sustainability-related initiatives and other

GS Committee and the HCC Committee play a roleCommittee has also been tasked with oversight ofactions associated with the environment. In turn,

Quarterly meetings

6

the GS Committee will assist the Board in providing
guidance and oversight with respect to strategy, risk
management, capital expenditures, opportunities
and investments in the context of climate change.

Corporate Incentives Related to
Climate and Sustainability
At onsemi, we believe that sustainability is everyone’s
responsibility. It is through our collective contributions
from throughout the company that we can achieve ourambitious net-zero emission goals. Consequently, ourcompany-wide strategic initiatives reflect this belief andtie corporate incentives to advancing our climate andsustainability objectives.

2023 Sustainability Report			Committing to a Responsible Business |64

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixEnterprise Risk Management
and Business Continuity
The mission of our Enterprise Risk Management (ERM)
program is to drive strategic capabilities that preserve andcreate value for our company by embedding a risk-aware
decision-making culture across all functions. We have developed
a process and framework to effectively identify, evaluate,
prioritize, manage and report key risks that can impact ourManagement Approach
Our ERM program is overseen by a risk committee comprising theCEO, Chief Financial Officer (CFO), Chief Legal Officer (CLO) and
Executive Vice President (EVP) of Operations and Manufacturing.
To maintain accountability at the highest functional level, executive
staff members are appointed as risk sponsors for key individual
risks and work with risk owners who oversee and manage thecompany’s ability to achieve strategic goals and objectives.

risks on a day-to-day basis. The Board of Directors has oversight

We identify critical risks by interviewing key stakeholders

are in place and that risk awareness is incorporated in both thewithin onsemi and reviewing external research on the global

responsibility as it ensures appropriate risk management systems
business strategy and overall company decision-making.

risk landscape. Identified risks are then processed, analyzed
and prioritized for action. These risks are closely tied tothe company’s operating and strategic plan. Risk response
actions and commitments are tracked for completion regularly.
Ultimately, ERM is not considered a separate stand-alone

Board of Directors/

1

Board Committee

activity, but is integrated into the fabric of how we run ourbusiness and successfully achieve our goals and objectives.
We consider risks across multiple time horizons toalign with our business strategy and financial planning

Executive Risk
Committee

activities. We also look at longer-term horizons tocapture emerging risks and long-term trends.
Enterprise Risk
Management Team

Executive Risk
Sponsors

Risk
Owners2023 Sustainability Report			Committing to a Responsible Business |65

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixBusiness Continuity
onsemi understands the importance of business continuity
and having systems of prevention, preparation and recovery
in place to assist with the disruption of business functions
and processes that could affect our customers, partners
and other stakeholders. Our business continuity programsystematically, consistently and effectively identifies andevaluates priorities and manages key risks and opportunities
affecting the company.
Additionally, we mitigate certain risks proactively throughthe qualification of certain products to a secondary
production source.
We maintain a rigorous process in which we are consistently
analyzing risks and working to reduce the likelihood and impact
of negative events while identifying how to capitalize on the

We engage with internal and external industry experts to conduct risk assessments at our facilities

opportunities provided by the dynamic market and supply chain

and at those of our suppliers to identify areas of opportunity. The types of risks we face include:in which we operate. We recognize that no amount of mitigationand prevention can stop all negative impact events fromKey equipment failures

Interruption from externallyprovided products,

occurring and engage in a robust process of planning for the
response and recovery operations required to minimize impact

Labor shortages

to our customers, partners and stakeholders.

processes and services

Infrastructure disruptions,

Recurring natural disasters(such as earthquakes, floods

Firesand volcanic eruptions)such as breakdown oftransportation, wateror sewage
Our business continuity program

Utility interruptions,

Cyberattacks onsuch as power outages

information systems

Pandemics

systematically, consistently and effectively
identifies and evaluates priorities andmanages key risks and opportunities
affecting the company.

2023 Sustainability Report			Committing to a Responsible Business |66

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Climate Scenario Analysis and Risk Disclosure
Climate-related risks and opportunities have the potential to

These scenarios are not intended to predict the future,

impact all aspects of our organization. At onsemi, climate-but instead help us understand our potential risk exposure and build

related risks and opportunities are assessed, managed

resilience through activities to enhance our preparedness. Thereand realized at the highest level of the organization. We

have not been substantial changes to our business conditions,

Risk & Opportunity Disclosure

place a high priority on mitigation and adaptation strategies

strategy and operations that would warrant the climate scenario

At onsemi, we have identified potential climate-related

onsemi will explore monitoring the following metrics:

for any identified climate-related risks and opportunities.

analysis findings in 2022 out of date. As such, the analysis remains

risks and opportunities, which could impact our business

Integration at every level of the company allows us to be well

relevant and continues to guide us.

continuity, strategy and financial planning. Risks identified• Product energy, water and emissions intensity

equipped to tackle any challenges that come our way.

include transitional and physical risks with the capacity to
Using three plausible, distinctive, consistent, relevant andimpact our own operations and value chain, including our

Climate Scenario Analysis

challenging climate scenarios, onsemi executive leadership, various

financials, supply chain, workforce, company disclosures

A climate scenario analysis was performed and reported in 2022.

functional owners and the ESG team participated in a climate

and reputation. Climate-related opportunities identified

scenario analysis. Led by an external advisory firm, this analysis

include transitional and physical opportunities related to

informed the development of a climate adaptation and resilience

increasing demand for onsemi products and an increaseplan for implementation at the company. Scenarios were used toin tangible and intangible asset values. Our identified

assume various degrees of warming by 2100 and include social,

climate-related risks and opportunities can impact onsemi

technological, economic and political developments consideredover the near, medium and long term, depending onplausible under each warming trajectory.

the risk or opportunity development and maturity.

The climate scenario analysis was performed in accordancewith guidance from the Task Force on Climate-related Financial
Disclosures (TCFD). onsemi uses scenario analysis to understandthe impacts of climate change on our business operations,
corporate strategy and value chain. By understanding the presumed
operational context of different decarbonization trajectories, we canidentify potential climate-related physical and transitional risks that

For a full list of onsemi’s climate-related risks and opportunities

could conceivably pose a material impact.

see the Risk and Opportunity Disclosure tables within
our Task Force on Climate-related Financial Disclosures

The three scenarios used to inform the development of a climate action plan for onsemi include:

1

Failure to Decarbonize:
runaway climate change
resulting in warming above

2

Orderly Decarbonization:orderly decarbonization
resulting in warming

3

Framework in the appendix of this report, pg. 93.

Management Response to Risk and Opportunities
Disorderly Decarbonization:
disorderly decarbonization
resulting in warming around3 degrees Celsius (°C)

limited to 1.5°C by 2100,

2°C by 2100, the abrupt

by 2100, international

advancement development,

and uneven introduction ofcooperation breakdowns

adoption of sustainableclimate policies and increased

and increased potential

technology and global

financial consequences

for irreversible effects

policies for decarbonization,of climate change.

of climate change.

including carbon pricing.

Through this exercise, relevant climate-related risks and opportunities were identified and socialized for inclusion in• Research and development (R&D) expenditures for lowcarbon products• Percentage of expenditure on energy efficiency• Total energy consumption, including percentage fromrenewables• Total greenhouse gas emissions• Investment in climate adaptation measures• R&D expenditure on products that support customer
decarbonization
By identifying and monitoring our climate-related risks andopportunities, we can work to set further targets to build
resilience and reduce potential negative impacts fromidentified risks and realize potential positive impacts fromidentified opportunities.

Through our scenario analysis, we have identified various
action planning and trigger monitoring activities to build
resilience to potential climate-related risks. We’re exploring thedevelopment of internal controls and procedures, adaptationand mitigation plans, identification of trigger events to informfuture action and no-regret actions to be taken in responseto the outcomes of our climate scenario analysis. Owners will
be assigned to monitor and manage relevant climate-relatedrisks to ensure actions are being taken when appropriate tosafeguard the resilience of business operations and strategies.

our overall business strategy.

2023 Sustainability Report			Committing to a Responsible Business |67

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Ethics and Compliance

Code of Business Conduct

onsemi’s ethics and compliance program is designed to assist us inonsemi’s Code of Business Conduct outlines the broad principles of legal andethical conduct embraced by our company core values of purpose, innovation

preventing, detecting and responding to unethical or illegal conduct

and excellence, which guide every business decision. It is the responsibility ofand promote an organizational culture of integrity, accountability

our directors, officers and employees to comply with local laws and regulations,and compliance with the law. To do this, ethics and compliance areembrace our core values and exemplify our commitment to operating ethically.

integrated into every level of our company from the Board of Directors
and CEO to individual employees across the globe.

The Code is structured to comply with the requirements of the Sarbanes-Oxley
Act of 2002; the Foreign Corrupt Practices Act of 1977; the Dodd-Frank WallStreet Reform and Consumer Protection Act of 2010 and the Listing Rules of

Ethics and Compliance Program

the NASDAQ Stock Market LCC, among other laws and regulations. The ethics
and compliance team reviews the Code regularly and ensures the Code isDevelop Policies,
Procedures and Tools

Provide Oversightand Accountability

Assess Risk

Continue to Improve

Ethics andCompliance
Programavailable for employees to review in 14 languages, making it easily accessible
to employees in all regions where we do business. Every year, the Boardof Directors and all employees are required to read and acknowledge theirunderstanding of the Code by taking an online training course. Managers andemployees are required to complete workplace harassment awareness training

Communicate
and Trainon an annual basis and as tailored to meet any specific legislative requirements
based on their work location. We also require managers and other selectindividuals to complete additional compliance-related training courses related to
topics such as data privacy, trade compliance, etc., depending on areas of focus.

Engage, Investigate
and Report

Every year
the Board of Directors and all employees
are required to read and acknowledge
their understanding of the Code bytaking an online training course.

2023 Sustainability Report			Committing to a Responsible Business |68

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

onsemi Business Ethics Liaisons
Our global network of Business Ethics Liaisons (BELs) serves

Ethics and Compliance Programa critical role in promoting and institutionalizing an ethical

Our Ethics and Compliance program aims to implement ethical principles
into our everyday business operations by providing relevant training andHelpline

culture throughout our global operations. The CEO sets the

U.S.: 1-844-935-0213

tone at the top by communicating expectations and holding

All other locations: Click here for country-specific instructions.

managers accountable for delivering on those expectations.

practical guidance, targeted communications and dedicated resources.

BELs further amplify these expectations at the local and site

onsemi aspires to be a global leader in demonstrating the power of aligninglevels, serving as a trusted resource for employees seeking

business objectives with doing the right thing. The ethics and compliance

guidance or wishing to raise a concern. The BEL network,

team administers and executes the full program that manages the Code ofGovernance
Structure

which comprises employees of many job functions andBusiness Conduct (Code), related training and education, and oversees thegrade levels, is essential to the continual strengthening of

intake, triage and resolution of complaints and questions from our company

the company's ethical foundation and culture of integrity.

helpline or other reporting channels. onsemi employees are empowered andThrough quarterly calls, BELs get the chance to review

encouraged to report potential ethics and compliance violations. Working

reporting metrics, share best practices, receive training andclosely with key onsemi partners, the ethics and compliance team ensures

discuss benchmarking trends in ethics and compliance.

all concerns are promptly and thoroughly investigated without retaliation.

CEO and

Board of Directors,

President

Audit Committee

The availability of BELs often gives employees access to aonsemi always strives to comply with the law, and in several areas,

peer with whom they may raise potential concerns outside

we have adopted policies and practices that go beyond what the law
requires to foster a culture of integrity and accountability. The legal
department's programs for anti-corruption, trade compliance and dataof HR and their management chain. The accessibility

Chief Legal Officer,of this additional reporting channel helps our company

Chief Compliance Officer

integrate ethics and compliance into our culture by building

privacy are designed to include all the essential elements for effective

trust at the local level. We consider the fact employees

compliance, including risk assessments, policies and procedures, training,choose to raise concerns to BELs, more than any othermonitoring and auditing thorough investigations and remediation ofreporting channel, to reflect the strength of the Ethics andmisconduct. These legal compliance programs are dynamic and continuallyCompliance program.

evolving as our company grows and the business landscape changes.

Senior Director,
Ethics and Compliance

Avenues for Reporting
onsemi employees have access to several reporting

Ethics andchannels to raise concerns, including a helpline (managed

Complianceby a third party and available 24x7 with translator
availability to support locations where we do business);the BELs; members of the ethics and compliance team; thechief compliance officer and the senior director of ethics
and compliance. Further, unless restricted by local law,onsemi employees are empoweredand encouraged to report potential
ethics and compliance violations.

2023 Sustainability Report			The availability of BELs often gives
employees access to a peer with whom they

employees may report to the helpline anonymously.

Business Ethics
Liaisons, RBA Site
Champions andAuditors and Subject
Matter Experts

Key Stakeholders

Environmental Health and Safety, Global
Security, Global Supply Chain Operations,
Human Resources, Internal Audit andOther Members of the Legal Department

may raise potential concerns outside of HR
and their management chain.

Committing to a Responsible Business |69

Table of Contents

Introduction

6 sites

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

were recognized for their efforts in supporting our global
commitment to being a model corporate citizen.

Fair Treatment
onsemi is committed to preserving and promoting thefundamental rights of others and ensuring everyone isawarded fair treatment. Our company Code of BusinessConduct, as well as the RBA Code, covers human rights
in several areas, ensuring we have a comprehensive
stance on human rights and fair treatment that applies
to all onsemi employees, joint ventures, major suppliers,
select service providers, contractors and products andservices. We have several sites with collective bargaining
agreements, and we respect our employees’ freedom of
association with these groups.
To ensure our approaches are regularly updated, we
engage all relevant groups – including, but not limited
to, ethics and compliance, environmental, health andsafety, HR, legal, global security and supply chain in ourreview and due diligence process. Every individual anddepartment is responsible for understanding and upholding
the fundamental rights of others.

RBA Member
The RBA is the world’s largest industry coalition dedicatedto corporate social responsibility in global supply chains.
As an RBA member, onsemi is required to commit to andbe held accountable to a common Code of Conduct
and utilize a range of RBA training and assessment
tools to support continual improvement in the social,environmental and ethical responsibility of our supply
chain. The RBA regularly engages in dialogue andcollaborations with workers, governments, civil society,investors and academia to gather the necessary rangeof perspectives and expertise to support and drive
its members toward achieving the RBA mission andthe values of a responsible global electronics supply
chain. onsemi has been a member since 2009, and we
reaffirm our commitment to the alliance annually.

Validated Assessment Program (VAP)
One of the most fundamental RBA programs is the VAP. It is the

In 2023, 6 out of 10 onsemi sites were recognized for their efforts

leading standard for onsite compliance verification and effective,in supporting our global commitment to being a model corporateshareable audits.

citizen. The sites were awarded certificates from the RBA.

About half of our manufacturing sites are scheduled for VAP audits

During 2023, VAP external audits were conducted by independent

through RBA annually. We conduct internal RBA audits annually tothird parties and we received the following recognitions:ensure those sites not slated for an official RBA VAP audit remaincompliant to RBA Code standards. In 2023, 10 out of 18 onsemi
manufacturing sites were subject to internal RBA audits and 12
manufacturing sites participated in initial or closing RBA VAP audits.

• Platinum (minimum VAP score of 200 and all Priority, Major andMinor findings closed): Mountain Top• Gold (minimum VAP score of 180 and all Priority and Major
findings closed): Bucheon

The primary value of an onsite compliance audit is the correction ofidentified issues. The RBA recognizes manufacturing sites that show
a commitment to corporate responsibility through verified resolution• Silver (minimum VAP score of 160 and all Priority findings closed):
Tarlac, Suzhou, Cebu, Carmonaof the issues identified in a VAP audit.

2023 Sustainability Report			Committing to a Responsible Business |70

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Human Rights
Our formalized Human Rights Policy demonstrates ourPrevention of Child Labor

commitment to preserving, protecting and promoting the

Our practice on the use of child and young labor is based upon

fundamental rights of others as reflected in the RBA Codeour global minimum employment age policy, which is reiterated

Freedom of Associationof Conduct, Universal Declaration of Human Rights, Unitedin our Human Rights Policy. The purpose of this policy is to

In accordance with local laws, we recognize the freedom of employees to establish or join an organization of their choosing,

Nations (UN) Guiding Principles on Business and Human Rights

define and ensure that sufficient measures and controls arebargain collectively, engage in peaceful assembly or refrain from such activities. We respect the right of our employees toand UN Global Compact, to which we are a signatory. Ourin place to verify the minimum age of individuals working at

commitment to international human rights standards and local

our company. As a rule, we only employ individuals who areassociate without fear of pressure, retaliation or reprisal. We also encourage open communication on work-related topics,

laws is rooted in our core values and reinforced through ourat least 18 years of age by the first day of employment. The

Code of Business Conduct and other company policies.

only exception to this rule is in China, where the minimum age

guidance or concerns with direct managers, department heads, division general managers, HR, BELs or a member of the
ethics and compliance team.

for employment is 16 years old. To confirm that candidates forPrevention of Slavery and Human Trafficking

employment meet the minimum age requirement, members of

To prevent slavery and human trafficking, we implemented

our HR department perform due diligence to make sure we are

our Slavery and Human Trafficking Policy Statement, which

complying with federal, state, regional and local requirements.

memorializes our zero-tolerance stance toward human rights

The global minimum age policy also describes the process to beviolations and outlines the steps we take to ensure awareness offollowed and protection afforded to discovered child laborers.

any such violations in our supply chain or in our business. We have

We apply the same minimum age requirement for employment at

implemented policies, procedures and management systems toour supplier companies and labor agencies. We work to ensure

ensure that all work at our company is voluntary and that workers

that our suppliers have the necessary policies, procedures,are legally entitled to leave the company without penalty. onsemi

measures and controls in place through risk assessments and onsite

also ensures that workers’ government-issued identification,verification to avoid incidents of child labor within our supply chain.

DISCLOSURE

UNITS

2021

2022

2023

26.5

19.8

Employees Covered by Collective Bargaining Agreements
Total Workforce

Percentage

26.2

original work permits and original personal documentation are
not withheld or otherwise destroyed, concealed or confiscatedby our company or its labor agents. We train our HR staff andlabor agents on the company’s practices related to anti-humantrafficking and conduct onsite verification to ensure compliance.
Incidents of slavery and human trafficking are also verified
in our supply chain using risk assessments and site visits.
Our employees and other stakeholders are encouraged to reportany concerns they may have on human trafficking throughour ethics helpline or by directly contacting the National

1-844-888-FREE

Human Trafficking Hotline (to speak with a hotline advocate)is our global trafficking hotline whereat 1-888-373-7888 (outside the United States at +1 202-745-

employees and other stakeholders are0190), the Global Human Trafficking Hotline at 1-844-888-

encouraged to report any concerns.

3733 (FREE), or texting “HELP” to 233733 (BEFREE) (outside
the United States text “BEFREE” to +1 202-657-4006).

2023 Sustainability Report			Committing to a Responsible Business |71

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Supply Chain
We are committed to ensuring the highest standards of

Our Supplierssocial responsibility where we live and work. We require

Our supply chain has a multifaceted supply structure ofthat our suppliers provide safe working conditions, treat
workers with dignity and respect, prohibit human trafficking
and slavery (including the procurement of commercial
sex acts and the use of forced or child labor) and promote
ethical behavior. We also require that our suppliers use
environmentally responsible manufacturing processes andfollow principles like those in our Code of Business Conduct.
As outlined in our Supplier Handbook, the supplier must
conform to all environmental and other applicable laws
and regulations, behave ethically, comply with all social
responsibilities and conflict mineral requirements that are
required by onsemi’s commitment to social complianceand provide any requested certifications and cascade all

direct materials suppliers, foundry and subcontractor
providers, indirect material suppliers and professional
service providers deployed across a global sourcing
and procurement network. In 2023, onsemi worked
with 9,600 suppliers and service providers globally, of
which approximately 7,000 were production-related.

The following graphic shows the percentage of our 2023
spent on suppliers local to the site’s region. In 2022 and 2021,

Management Approachprocurement.

management system requirements. We continually develop
business partnerships with selected key suppliers and ensurethat all purchased materials used in product manufacturingsatisfy current governmental, environmental and safety
criteria applicable to the country of manufacture and sale.

suppliers and service
providers globally.

procurement budgets, broken down by region, that was
we tracked this information only at the manufacturing level.

chain that is certified to IATF-16949 and ISO 9001 quality

9,600

When possible, we prioritize purchasing from local suppliers.

applicable requirements through their supply chain.

We operate a flexible, reliable and responsive supply

In 2023 onsemi worked with

Supplier Diversity

2023 is the first year that this data represents total company

Additionally, in the United States, we track suppliers that are
owned by minority populations. During our supplier onboarding
process, suppliers are asked to disclose whether they belong

DISCLOSURE

to a minority group as defined in the Spend by Minority Group

Spend on Local Suppliers, by Regiontable below. We then track our annual spend toward theseAsia

suppliers against the total U.S. spend.

EMEA

Our transportation packaging meets electrostatic discharge
requirements and appropriate methods of packing areNorth America

incorporated into our processes to prevent physical damage.

onsemi TOTAL

Through our sales and operations planning process, we work
directly with our business units and sales teams to aligncapacity and demand to support customer requirements.

UNITS

Percentage

2021

20221

DISCLOSURE

UNITS

2021

2022

2023

Spend by Minority Group, in the U.S.

90.5

87.9

85.3

Small Business

4.32

4.05

6.18

83.7

76.3

33.2

Woman-Owned

0.17

0.15

0.21

90.3

86.9

78.2

Minority-Owned

0.04

0.05

0.02

88.2

83.7

65.6

Small Disadvantaged

0.04

0.02

0.07

4.57

4.27

6.48

Represents data from manufacturing procurement only.

1

20231

Percentage

onsemi TOTAL
U.S. SPEND ON
MINORITY-OWNEDBUSINESSES

2023 Sustainability Report			Committing to a Responsible Business |72

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Responsible Minerals Sourcing

Managing Risk in the Supply Chain
We understand that supply chain risks have theonsemi identifies and monitors suppliers that fall

Responsible minerals sourcing has progressed beyond tantalum,

When we identify any non-conformant or high-risk smelters or

potential to cause disruptions to our manufacturingin the top 80 percent of annual production-relatedtin, tungsten and gold (3TG) to address global human rights

refiners sourced from CAHRAs or when there are global sanctions

process, alter our ability to deliver our products tospending, as required by being a full member of RBA.

violations, especially with the emerging focus on forced labor.

for certain smelters or refiners, we review the circumstances andour customers and create a ripple effect impacting all

These suppliers are required to complete RBA’s online

As an active member of the RBA and Responsible Minerals

conduct due diligence with our key suppliers. Customers often

stakeholders. Our procurement team currently uses

self-assessment questionnaire (SAQ) annually. The

Initiative (RMI), onsemi continually engages in reasonable andrequest updated CMRTs or EMRTs when there are changes in theseveral models to manage risk in our supply chain.

SAQ evaluates suppliers on a host of different risk

responsible due diligence with its key suppliers, consistent with

reporting templates. In 2023, onsemi responded to and completed

parameters, including labor, environment, health andthe Organization for Economic Co-operation and Development

approximately 1,841 conflict minerals customer requests,

For new supplier selection, we consider the financial

safety and ethics. Suppliers that fall within the identified(OECD) Due Diligence Guidance for Responsible Supply Chains ofwhich was 14 percent higher compared to the previous year.

strength, quality track record, geography, social

threshold must share and release the SAQ to onsemi

Minerals from Conflict-Affected and High-Risk Areas (CAHRAs).

compliance and technology of each supplier. Oncethrough the RBA online platform after completion. Our

onsemi has included cobalt in the Responsible Minerals Sourcing

Members of onsemi’s conflict minerals team actively participate

selected, a new supplier is required to adhere to theteams work with suppliers flagged as high risk throughPolicy posted on our website. To identify and mitigate conflictin regular RMI annual conferences and monthly plenary calls, as

onsemi Supplier Code of Conduct, which is aligned

RBA’s SAQ process to develop corrective action plansmineral risk in our supply chain, we require our key suppliers

well as workgroups to obtain updated information on smelters, RMI

with our Supplier Handbook. We conduct bi-annualand ensure these risk areas are addressed accordingly.

to engage in due diligence by completing the RMI’s Conflict

programs and emerging global responsible sourcing regulations.

RBA conformance certification and engage with our

Minerals Reporting Template (CMRT) for 3TG and Extended

onsemi also joins peer companies in various supply chain and local

suppliers in regular cycles by clearly communicating

Minerals Reporting Template (EMRT) for mica and cobalt.

work group discussions on relevant topics, including due diligence,

our expectations, deploying risk assessments,

sourcing regulations and more. Our responsible sourcing records

conducting business reviews, launching verification

Using CMRT for our annual campaign, onsemi sets the target

can be found online, including the latest filing of the SEC Form SD,

audits and addressing any non-conformance.

of using 100 percent conformant smelters and refiners from the

Responsible Minerals Sourcing Policy, as well as latest company-

Responsible Minerals Assurance Process (RMAP) assessment.

level CMRT and EMRT.

We achieved this target for each of the past two years.

2023 Sustainability Report			REPORTING YEARCONFORMANTACTIVENON-CONFORMANTNOT ELIGIBLE

TOTAL

2021

98%

1.0%

1%

0%

100%

2022

100%

0%

0%

0%

100%

2023

100%

0%

0%

0%

100%

Committing to a Responsible Business |73

Table of Contents

Introduction

RMI Audit Fund for RMAP Participating Smelters and Refiners
Along with 36 other member companies, onsemi contributed
to the RMI Audit Fund which is designed to encourage RMAPeligible smelters and refiners (SORs) to undergo an independent
third-party assessment. The Audit Fund offers SORs an incentive
for participating in the RMAP by fully paying for the costs of
their initial audit and supporting needs-based re-assessments.
The Audit Fund also supports the cost of re-assessment for
SORs (active or conformant) that are already participating in the
RMAP for which the cost of reassessment may be burdensome.

Supplier Hazardous Substances Commitment
onsemi is committed to providing our customers withproducts that are compliant with industry environmental
best practices, now and in the future. We meet all applicable
REACH requirements, and all products manufactured byonsemi comply with the amended RoHS directive. To support
this commitment, we have environmental requirements forour suppliers related to the hazardous materials in theirproducts. All purchased materials, services and products
used in part manufacturing are required to satisfy current
governmental, statutory and regulatory requirements andsafety constraints on restricted, toxic and hazardous materials;
as well as environmental, electrical and electromagnetic
considerations applicable to the country of manufacture andsale. All purchased materials, services and products must

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Information Protection
We work around the clock to protect our company,

All onsemi employees receive basic data privacy training

technology and intellectual property from potential

annually through the Code of Business Conduct andcybersecurity threats and vulnerabilities. We take

Information Security trainings; however, employees

privacy and cybersecurity seriously and strive to identify

in specific functions that handle or otherwise haveand eliminate potential threats to our IT infrastructure,access to personal identifiable information must further

proprietary technologies and confidential information.

complete an additional, in-depth data privacy course
annually. Ad hoc privacy communications and training

Privacyonsemi has developed a global data privacy program
designed to comply with applicable laws aroundthe world and to protect the personally identifiable
information of onsemi employees, customers and others
who have entrusted us with their personal data.

are also delivered to the organization as needed.
For more information, please visit our Privacy Policy.

Information Security and Risk
The secure processing, maintenance and transmissionof sensitive data, including confidential and otherWe also have a Data Privacy Committee comprising global

proprietary information about our business andleaders from key functions such as HR, procurement,

our employees, customers, suppliers and businesslegal and information security who provide strategic

partners, is important to our operations and businessguidance and oversight to support our data privacy andstrategy. As a result, cybersecurity and data protection

compliance efforts. In addition, our Chief Privacy Officer

are key components of our long-term strategy.

has appointed employees of various roles and grade levels
throughout the company as “data privacy champions” whoadvocate the importance of our data privacy program,
maintain awareness of key data privacy laws and help
reinforce best practices around data privacy matters.

conform to onsemi’s environmental requirements described in
our Product Chemical Content Brochure. Suppliers must be
prepared to provide supporting evidence of conformance.

2023 Sustainability Report			Committing to a Responsible Business |74

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

GovernanceRisk Management and Strategy

Consistent with our overall risk management governance structure,

We use various processes to inform our assessment,

We maintain a cross-functional cyber incident response planmanagement is responsible for the day-to-day management ofidentification and management of risk from cybersecurity

with defined roles, responsibilities and reporting protocols.

cybersecurity risk while our Board and its Audit Committee playthreats. Our ECS team, led by our CISO, has first-line

This plan, which we evaluate and test on a regular basis,an active, ongoing oversight role.

responsibility for our cybersecurity risk management

focuses on responding to and recovering from any significant

processes. However, the ECS team works in partnershipbreach as well as mitigating any impact to our business.

Our Board has delegated to its Audit Committee specific, first-linewith other internal teams, including our Cybersecurity

Generally, when a breach or suspected breach is identified,

responsibility for overseeing major cybersecurity risk exposures in

Executive Council (Council), our ERM team, our Internal

the ECS team would escalate the issue to the Council for

addition to our broader ERM program. Specifically, under its charter,

Audit Department and our Cyber Incident Response Team

initial analysis and guidance. In the event of a significant

the Audit Committee is responsible for overseeing our cybersecurity(CIRT), to coordinate efforts, priorities and oversight.

breach, the CIRT, overseen by the Council, would typically

posture, risk assessment, strategy and mitigation and for making

be tasked with preparing an initial response. The Council

recommendations to address and resolve any breaches or issues related

Our information security management system is currently aligned(in consultation with, among others, the CIRT) would beto the protection or privacy of our data. Management (including our Chiefwith the National Institute of Standards and Technology (NIST)

responsible for determining whether a particular incident

Information Officer (CIO) and our Chief Information Security Officer

Cybersecurity Framework (CSF). CSF provides a set of control(alone or in combination with other factors) triggers any(CISO)) reports at least quarterly to the Audit Committee on information

objectives that align with several other standard information

reporting or notification responsibilities. The ECS team, insecurity and data privacy and protection. These presentations address

security frameworks, including ISO 27001. We employ additional

consultation with the Council and other members of seniora wide range of topics, including trends in cyber threats and the status

standards and frameworks as we deem necessary to assist us inmanagement, updates its strategy at least annually to accountof initiatives intended to bolster our security systems and the cybermonitoring compliance with regulatory, industry and evolving datafor changes in our business strategy, legal and regulatory

readiness of our personnel. The Audit Committee Chair reports to theprivacy requirements. In addition to periodic in-depth evaluations

developments across our geographic footprint, the results

full Board on these risk discussions as appropriate. At least annually, theof our systems and processes, we monitor our IT systems andof our recent ECS initiatives and further developments inBoard meets with members of our ERM team to review and discuss ourprocesses on an ongoing basis with the goal of identifying andthe cybersecurity threat landscape. In addition, we engage

ERM program, including areas of material risk and how these risks, which

remediating real and potential threats as they arise. We adjusta third-party provider to conduct an external assessment of

may include cybersecurity risk, are being managed and reported to the

our systems, procedures and policies regularly as we deem

our security program annually. The results of this assessment,

Board and its committees.

necessary in response to identified threats and risks. We sponsor

which are reported to the Audit Committee (and the Board,a multi-faceted security awareness program that includes regular,

as appropriate), assist us in determining whether any further

Our Enterprise Cybersecurity Services (ECS) team is composed of several

mandatory trainings for our personnel on data protection andchanges to our existing policies and practices are warranted.

support teams that address and respond to cyber risk, including cyber

malware detection, policy and process awareness, periodic

risks related to security architecture and engineering, identity and accessphishing simulations and other kinds of preparedness testing.

As of December 31, 2023, we have not identified any risks

management and security operations. Formerly known as our Informationfrom cybersecurity threats (including any previous cybersecurity

Security and Risk (ISR) team, the ECS team oversees compliance withincidents) that have materially affected the Company, ourour cybersecurity framework within the organization and facilitatesbusiness strategy, our results of operations or

cybersecurity risk management activities throughout the organization.

our financial condition.

The ECS team also assists with the review and approval of policies,
completes benchmarking against applicable standards, maintains a cyberrisk registrar and oversees the security awareness program.

Management, including our Chief Information
Officer (CIO) and our Chief Information Security
Officer (CISO), reports at least quarterly to the
Audit Committee on information security anddata privacy and protection.

2023 Sustainability Report			Committing to a Responsible Business |75

Table of Contents

Introduction

Public Policy

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

IN 2023, WE SUPPORTED THE FOLLOWING PUBLIC POLICIES:

onsemi supports public policies that encourage the innovation,
investment and open markets that enable us to create the intelligent
power and sensing technologies that solve the world’s most complex
challenges, leading the way to a safer, cleaner and smarter world.
Our public policy program reflects our profile as a global company

We work with the SIA and our other associations to support United States government policies that promote innovation and growth. This includes the
Pro-Innovation, Pro-GrowthBusiness Environment

headquartered in the United States that interacts regularly with

implementation of Creating Helpful Incentives to Produce Semiconductors (CHIPS) Act, which was signed by the President in August 2022. The CHIPS Act
provides $52 billion in federal incentives for semiconductor manufacturing in the U.S. to increase the share of global wafer fabrication capacity located in the U.S.
from its then-current level of only 12 percent, for semiconductor-related research and development at universities and national laboratories and for government
actions to ensure a well-educated semiconductor workforce.

government agencies around the world. Much of our public policy
advocacy is performed through the U.S. Semiconductor Industry
Association (SIA), although our company is also a member of otherWe actively work to promote policies that open markets and create fair competition. Working through our trade associations, we oppose tariffs on semiconductors,

industry associations as well as local associations and chambers inincluding the 25 percent tariffs that the U.S. imposed in 2018 on imports of semiconductors from China and tariffs on digital trade, which could burden global

the regions in which we operate.
Open Markets and Fair Competition
onsemi is a founding member of the Semiconductor Climate

chip design teams who tap into expertise around the globe as they transfer digital design files across multiple borders. We work through the WSC to promotetransparency on government subsidies, which depending on size, scope and discriminatory application have the potential to distort fair competition in global
semiconductor markets. We also recommend that when the U.S. government imposes export controls, it does so under two conditions: 1) only to the extent

Consortium (SCC) focused on the challenges of climate change andnecessary to protect national security; and 2) only if the controlled U.S. items cannot be easily substituted with foreign-sourced items.

working to speed industry value chain efforts to reduce greenhousegas emissions in member company operations and in other sectors
across the semiconductor value chain.

Counterfeit semiconductors are unreliable and can fail at any time. The semiconductor industry has found counterfeits in airbags, train-braking systems and otherWe have been an active participant in the World Semiconductor
Council (WSC), an organization composed of the world’s leading

Stopping Counterfeit Semiconductors

applications where a failure can have serious health or safety consequences. In 2023, we assisted law enforcement to identify and seize counterfeit goods andremove them from the marketplace.

semiconductor industry associations from China, Chinese Taipei,
Europe, Japan, South Korea and the U.S. The organization meetsannually at the CEO level to make recommendations to governments
and authorities on issues such as expanding the global market for
information technology products by promoting fair competition, soundenvironmental and health and safety practices, intellectual property

We have been an ally member of the American Council for an Energy-Efficient Economy (ACEEE), a thought leader on energy efficiency policies such as theEnergy Efficiency, Fuel Economy
and Automotive Safety

deployment of electric vehicles. Additionally, we have been a member of the Motor & Equipment Manufacturing Association (MEMA), which advocates forlegislation and regulations related to fuel economy and automotive safety, such as ADAS (including automatic emergency braking and policies to facilitate theintroduction of autonomous vehicles).

rights and open markets.

Statement on Political Contributions
Participating in political activities is a very sensitive and complex
area. Strict laws govern our political activities as a United Statescompany. For this reason, onsemi does not make politicalcontributions to individual candidates. In the U.S., companies
and other organizations may organize political action committees(PACs); however, we chose not to have a PAC and did not makepolitical contributions in the company’s name in 2023.

2023 Sustainability Report			Committing to a Responsible Business |76

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Site Ribbon Cutting Ceremonies
In 2023, onsemi celebrated the opening of multiple sites, in the presence of
local politicians and government leaders.
• East Fishkill, New York: In February, leading federal and local officials
joined onsemi to celebrate the acquisition of our EFK fabrication facility.
The ceremony was led by Senate Majority Leader Chuck Schumer

External Initiatives and Industry Associations
onsemi is a member of many external initiatives and industry associations. These organizations connect us to peers
and stakeholders, providing a space to share ideas, collaborate and grow as an industry and partner with our local
communities. Some of our employees hold leadership positions within these organizations, as noted below. These reflect
memberships as of December 31, 2023.

(NY), joined by Senior Advisor to the Secretary of Commerce on CHIPS
Implementation J.D. Grom and several other local governmental andExternal Initiatives

education institution dignitaries. The EFK fab is the largest onsemi• American Council for an Energy-Efficient Economy(ACEEE), Leader tier

• Responsible Business Alliance (RBA)

specialized processing capabilities required for image sensor production• Association for Corporate Citizenship Professionals(ACCP)• Semiconductor Climate Consortium (SCC), founding
member– to the company’s manufacturing profile. The acquisition of this facility• Arizona Forward

preserved 1,000 local jobs and continued support for local science and• Arizona Tax Research Association (ATRA)• Semiconductor and Electronics Industries in thePhilippines Inc. (SEIPI)

manufacturing facility in the U.S., adding advanced CMOS capabilities– including 40 nanometer and 65 nanometer technology nodes withtechnology education.
• Scottsdale, Arizona: In March, onsemi relocated their headquartersfrom Phoenix to Scottsdale, Arizona. With the new office located on theSalt River Pima Maricopa Indian Community (SRPMIC), the inauguration
event included an official welcome to the LEED Gold-certified building• Boston College Center for Corporate Citizenship• CDP (formerly Carbon Disclosure Project)• Clean Energy Buyers Association (CEBA)• Conference Board• Responsible Minerals Initiative (RMI)• Semiconductor Equipment and Materials International(SEMI)• Semiconductor Industry Association (SIA)• United Nations Global Compact• Corporate Volunteer Council of Central Arizona• United States Information Technology Office (USITO)
in Beijing

Stanton, president and CEO of the Scottsdale Chamber of Commerce.

• CSR and ESG Board, founding member• World Semiconductor Council (WSC)

The new headquarters building received a Leadership in Energy and• Electronic Components Industry Association (ECIA)

Environmental Design for Interior Design and Construction (LEED ID+C)
Gold certification in 2019. The open-plan environment will promote• Ethisphere’s Business Ethics Leadership Alliance(BELA)

innovation, collaboration and creativity for local employees.

• Hearing Industries Association

by Doran Dalton, assistant community manager of SRPMIC and Mark• Bucheon, South Korea: In November, onsemi completed the expansionof its state-of-the art, world-largest SiC fabrication facility and acornerstone to the onsemi strategy to produce products that support a
carbon-free future. At full capacity, this fab will be able to manufacture
more than one million 200 mm SiC wafers per year. onsemi’s leadership• Joint Electron Device Engineering Council (JEDEC)• Mactan Export Processing Zone Chamber of Exporters
and Manufacturers (MEPZCEM)• Microelectronic Industry Design Association (MIDAS)
Ireland

Economy of the Gyeonggi-Do Taeyoung Yeom; followed by Bucheon City

• Motor Equipment Manufacturers Association/ OriginalEquipment Suppliers Association (MEMA/OESA)

Mayor YongEek Cho; National Assembly delegates; and representatives• Pocatello Chubbuck Chamber of Commerce

was joined by a delegation of dignitaries led by Vice Governor for

Membership of Associations• ATRA, Kyle Cardita, Board of Directors• ECIA, Julia Zibrida, Manufacturer Council• JEDEC, TBD, Board of Directors• MEPZCEM, Darshan Denamany, Board of Directors• SEIPI, Gary Dirige, Board of Trustees• SIA, Hassane El-Khoury, Board of Directors• SIA International Trades Committee, Daryl Hatano,co-chair• WSC, Daryl Hatano, co-chair U.S. delegation to joint
steering committee

from local communities, customers, suppliers and other stakeholders.

2023 Sustainability Report			Committing to a Responsible Business |77

Introduction

Our Business

Protecting Our Planet and Environment

Quality

Customer Experience (CX)

Quality Management Systemonsemi is engaged in a diverse competitive global

We are committed to operating according to stringent,marketplace. We continually strive to put customers at theinternationally recognized requirements for reliability andquality. onsemi is certified to ISO 9001, IATF 16949, ISO
26262 AS9100, ISO 14001, ISO 45001, ANSI/ESD20:20, MILPRF-38535, ISO 13485 and Category 1A for Trusted Foundry.
Our Quality Statement/Policy reads, “At onsemi, we focus onembedding quality in every system, tool and process, withdetailed attention to providing best-in-class products andsolutions. This demonstrates our inherent zero-defect quality
mindset, from ideation through execution and delivery, incenter of what we do by understanding and anticipating ourcustomers’ needs for service and support. We understand that
our customers expect us to grow with them and that means wemust deliver high-value experiences through every customer
engagement and deliver the best-in-class innovative designs
and products.

focused on broadening the roles and responsibilities of our CX

incorporating these objectives into our service offerings,
reliability to fuel our growth. Ultimately, we are committed
to maintaining a distinctive, world-class quality system thattranscends international quality standards and exceeds
customer expectations. For more information, please see ourQuality and Reliability Handbook.

At onsemi, we focus on embedding quality in every system, tool

listen to our customers’ ideas about how we can better serve themand process, with detailed attention to providing best-in-classholistically – from an idea introduction to the successful delivery of

products and solutions. This demonstrates our inherent zero-

the product and/or service.

defect quality mindset, from ideation through execution anddelivery, in support of consistent growth.

Our quality and reliability approach to customers is enabled
by a focused support network that includes regular strategic

The feedback we receive on the quality of our products andweekly, monthly and quarterly customer review meetings (internal

services is a key driver to helping us anticipate future solutions

and external), customer score cards, customer rewards, sales

and needs that our customers have yet to recognize. We actively

feedback, complaints, etc.

customer feedback and act on feedback in real-time. We also
Executive Steering Council, further developing our customer-

ge to PurchaEngaseonsemiManagement

Salesforce
CxM

focused leadership. Finally, we re-launched the Annual
Customer Relationship Survey, helping us drive a set of critical
CX priorities going forward.
Within our analytics strategy, onsemi focuses on three elements(Perception, Interaction and Outcome) of customer experienceand reports to the enterprise monthly and through our CX

onsemi
Teams

Technology

Quality

Executive Council and Steering Committees.

OmniChannel
Web

Deliver

processes and products enables us to use our quality andCustomer Satisfaction

&
ild
Bu

rate and enhancing our quality standards. We recognize that

Appendix

touchpoint interactions between onsemi and our customers.

We demonstrate our commitment by continuing our Road toresponsiveness, lowering our parts per billion (ppb) defectCommitting to a Responsible Businessfeedback and satisfaction measurement throughout critical
With new technology in place, we were able to evaluate

ago to focus on eliminating quality excursions, improving 8D

Impacting Our Community Through Giving

In 2023, we moved to transactional in-the-moment customer

support of consistent growth.”

Zero Defects initiative, which was implemented several years

Ensuring Workplace Social Responsibility

Discover &Lea
rnTable of Contents

Sales &
Service

SocialSales

Customer

Customer Perception is measured utilizing an index that
includes Customer Satisfaction (CSAT), Net Promoter Score

Marketing

al

ne

w

&

on

Re

Customer Service
Technical Support

iz e(NPS) and Customer Effort Score (CES).

Ad

vo

c at

e

Onb

d
oar

&O

p

at
er

i

MarketingExM

2023 Sustainability Report			Committing to a Responsible Business |78

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Appendix

Measuring Up
United Nations (UN) Sustainable Development Goals and UN Global Compact
Triple-Bottom-Line Performance Summary
Sustainability Accounting Standards Board (SASB) Framework
Task Force on Climate-related Financial Disclosures (TCFD) Framework
Global Reporting Initiative (GRI) Index
Climate Transition Plan

Detailed Descriptions of Charts
Third-Party Assurance Statement

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixTable of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

United Nations (UN) Sustainable Development Goals and UN Global Compact
The Sustainable Development Goals (SDGs), set by the UN in 2015, are a blueprint for fighting the world’s biggest
social and environmental issues such as gender equality, access to quality health and education, climate change
and much more. They are a call for global partnership and action by governments, businesses, civil society and otherorganizations to achieve a better and more sustainable future for all by 2030. As a global company and corporate
citizen, we have a responsibility to help achieve the goals by adhering to the goals most relevant to our business.
While all the SDGs are vital, we prioritized five goals that are the most relevant to our sustainability strategy andwill help make the largest global impact. In 2019, onsemi became a signatory to the UN Global Compact. Our mostrecent Communication on Progress (COP) submitted to the UN Global Compact outlines our alignment with its ten
principles, focused on human rights, labor, environment and anti-corruption and our alignment with the SDGs.

Ensure availability and sustainable
management of water and sanitation for all• We are committed to water conservation in our operations throughtreatment of wastewater before discharge into the environment,
recycling and reduction of water consumption.

Reduce inequality within and among countries• Our ambition is to be a leader of diversity, equity andinclusion (DEI) in the semiconductor industry.
• For more information, please see the Diversity, Equity
and Inclusion section of our 2023 Sustainability Report, pg. 50.

• For more information, please see the Water and Waste
Management section of our 2023 Sustainability Report, pg. 31.

Take urgent action to combat climate change
and its impacts• We have a goal of achieving net zero carbon emissions by 2040,
focusing on internal operation efficiency, use of renewable energy
and value chain and industry partnerships and purchase ofcredible carbon offsets for any remaining emissions.
• We are committed to the Science Based Targets initiative (SBTi)
and are in the process of setting near-term SBTs.

Promote sustained, inclusive and sustainable economic growth,
full and productive employment and decent work for all• We have zero tolerance for forced labor.
• We assess and mitigate social risks within our supply chain.
• We strive for equal pay for equal work.

Ensure sustainable consumption and production patterns• As a founding member of the Semiconductor Climate Consortium,• We consistently work to reduce consumption of chemicals andwe collaborate to speed industry value chain efforts to reduce

eliminate hazardous materials in our production processes.
• For more information, please see the Water and Waste
Management section of our 2023 Sustainability Report, pg. 31.

greenhouse gas emissions.
• For more information, please see the Net Zero Goal and Annual
Inventory of Energy Consumption and Emissions sections of our2023 Sustainability Report, pg. 16 and pg. 25.

• We focus on providing a safe and secure workplacewith zero injuries and occupational diseases.
• For more information, please see the Fair Treatment
section of our 2023 Sustainability Report, pg. 72.

2023 Sustainability Report			Appendix |80Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Triple-Bottom-Line Performance Summary
This triple-bottom-line performance summary, which focuses on people, planet and profit, was created to transparently
communicate our ESG efforts with our stakeholders. We organized the summary to cover the topics most relevant to our
mission, business and partners.

Our Business
DISCLOSURE

UNITS

2021

2022

2023

Financial Strength

DISCLOSURE

UNITS

2021

2022

2023

Units (billions)

70

65

65

90.52

87.9

85.3

83.72

76.3

33.2

2

90.3

86.9

78.2

88.22

83.7

65.6

Supply Chain

Revenue

Dollars (billions)

6.74

8.33

8.25

Units shipped through Global Logistics Network

Triple-Bottom-Line Revenue

Dollars (millions)

5,011

6,454

6,524

Spend on Local Supplier by Region

Revenue by Market

Asia-Pacific (APAC)

Automotive

34

40

52

Europe, Middle East and Africa (EMEA)

Industrial

27

28

28

North America

39

32

20

Total Company

Percentage

Other
Revenue by Region

1

Percentage

Spend on by Minority Group, US only

Hong Kong

27

28

26

Small Business

4.32

4.05

6.18

Singapore

31

26

24

Woman Owned

0.17

0.15

0.21

17

18

21

Minority Owned

0.04

0.05

0.02

United States

14

17

19

Small Disadvantaged

0.04

0.02

0.07

Other

11

11

10

onsemi total US spend on

4.57

4.27

6.48

9,500

9,700

9,600

7,000

7,100

7,000

United Kingdom

Percentage

minority owned businesses

Revenue by Technology
Intelligent PowerIntelligent Sensing

Percentage

Other

46

48

51

Supplier Designation

16

19

19

Total Global Suppliers and Service Providers

38

33

30

Production-related supplier

Revenue by Sales Channel
Original Equipment Manufacturers
Distributors

Percentage

Suppliers²Represents data from manufacturing procurement only. Beginning in 2022, his data was pulled using total company procurement.

Percentage

36

42

48

64

58

52

¹Represents sales billed from the respective country or region.

2023 Sustainability Report			Appendix |81

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Our Business
DISCLOSURE

UNITS

2021

2022

2023

Supply Chain Risk
98

Conformant Smelters
Percentage

Questionnaire (SAQ)
Suppliers Rated as Low-Risk on Their SAQ
RBA Audit CompletedAudits100

100Anti-Corruption Policy
Code of Business Conduct

100

99

97

93.4

97.3

82

14

10

12

Non-Retaliation Policy

UNITS

2021

2022

2023

Board of Directors (“Board”) Composition and Independence
10

9

10

Board Average Age

60

60

62

5

5

6

9

8

9

Directors

2

2

3

Percentage

20

22

30

NumberNumber of Independent Directors
Board Diversity

Board and Committee Meetings
Board and Committee Meetings Held During the
Calendar Year
Directors Attending Less than 75% of Meetings
During the Calendar Year2023 Sustainability Report			

2022

2023

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

44

45

48

69

62

59

125

84

116

31

40

48

161

126

145

33

20

30

55

52

43

1st

2nd

1st

3rd

3rd

3rd

2nd

1st

-

-

-

2nd

Compliance and Ethics Program
BELs

BEL Reporting
Other

Reports

Reporter Anonymity Rate

Total Members

Women on Board

2021

Number of Reports and Requests for Advice by Intake Channel

Our Governance

Board Average Tenure

Yes/NoPrivacy Policy

Number of Business Ethics Liaisons (BELs)

DISCLOSURE

UNITS

Policies, Statement and Commitments

Responsible Minerals Assurance Process (RMAP)
Suppliers that Completed a Self-Assessment

DISCLOSURE

Anonymous Reporters

Percentage

Total Number of Reports
Concerns and Incidents
Requests for Advice

Reports

Substantiation Rate
Substantiated Reports

Percentage

Top Corrective Actions
No Action Necessary

Meetings

23

29

30

Directors

000Remedial Measure – coaching, counseling, training
Remedial Measure – disciplinary actions
Other

Rank

Appendix |82

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Our People
DISCLOSURE

UNITS

2023

Global Workforce
Total Workforce

Employees

28,9821

70

Japan

3

Percentage

North America

1215Workforce by GenderMale
DISCLOSURE

Percentage

UNITS

44
56
2023

Temporary (contractors/interns)

Percentage

1002
2

In 2023, only full-time, regular employees were counted towards our global headcount. Previous

1

2

Full-time (Temporary)Part-time (Temporary)

30 – 50 Years Old

Percentage

Percentage

99.6< 30 Years Old

0.4

30 – 50 Years Old

94.2> 50 Years Old

5.8

FemaleMale

Percentage> 50 Years Old
FemaleMale

Percentage

APAC (excluding Japan)

EMEA

Percentage

North America

41

APAC (excluding Japan)

23

Japan

36

EMEA

25

North America

75

New Hires by Age, Gender and Region24< 30 Years Old

16

30 – 50 Years Old

30> 50 Years Old

30

FemaleMale

Full-time Employees by Age, Gender and Region< 30 Years Old

Only full-time, regular employees are counted towards our global headcount.

30 – 50 Years Old

Percentage> 50 Years Old
FemaleMale

Percentage

APAC (excluding Japan)
Japan
EMEA
North America

DISCLOSURE

UNITS

2023

Part-time Employees by Age, Gender and Region< 30 Years Old

years' data also included part-time and temporary employees towards our global headcount.

2023 Sustainability Report			

2023

Contractors and Interns, by Age, Gender and Region

Japan

Workforce by Contract Type
RegularFull-time (Regular)
Part-time (Regular)

APAC (excluding Japan)

FemaleUNITS

Workforce by Work Schedule

Workforce by Region

EMEA

DISCLOSURE

27

APAC (excluding Japan)

55

Japan

18

EMEA

44

North America

14
Percentage

52
34

Percentage

42
58
5

Percentage

0
95
0

47
Percentage

36
17Percentage

31
69
49

Percentage

1
11
39

56
70

Percentage

3
12
15

Appendix |83

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Our People
DISCLOSURE

UNITS

2023

DISCLOSURE

Employee Turnover
Percentage

Involuntary Turnover

2022

2023

Percentage

26.2

26.5

19.8

UNITS

2021

2022

2023

Black Employee Network (BEN)

Yes

Yes

Yes

Continua

Yes

Yes

Yes

Cultivate

Yes

Yes

Yes

Yes

Yes

Yes

Total Workforce

13
6

DISCLOSURE

Employee Turnover by Age, Gender and Region1< 30 Years Old

40

30 – 50 Years Old

42> 50 Years Old

18

Female39
Percentage

Employee Resource Groups

Science, Technology, Engineering and61

Mathematics for Under-represented Populations

Yes/NoAPAC (excluding Japan)

68

Japan

1

Veteran and Military Employees (VME)

Yes

Yes

Yes

EMEA

10

Women Empowerment (WE)

Yes

Yes

Yes

North America

21

Employee Engagement Survey Completion Rate
81

75

02

(STEM UP)

U.S. Workforce by Race and Ethnicity

Employee Engagement Survey

Percentage

American Indian or Alaskan Native

0.5

Employee Health and Safety

Asian

17.6

Fatalities, employees

0

0

0

Black or African American

3.2

Fatalities, non-employees

0

0

0

3.5

High-consequence work-related injuries,

0.2

employees200

Two or more races

1.8

High-consequence work-related injuries, non-

White

57.2

0

0

0

Undeclared

16

Recordable3 work-related injuries, employees

43

40

53

Recordable3 work-related injuries, non-employees

3

2

0

Hispanic or Latino
Native American or other Pacific Islander

1

2021

Employees Covered by Collective Bargaining Agreements

Voluntary Turnover

Male

UNITS

Percentage

Incidents

employees

Represents distribution of total 19 percent employee turnover across these categories.
2

In 2023, we did not deploy our annual pulse survey as we were making improvements to align with our new core values.
Our new employee engagement survey was distributed in January 2024.

32023 Sustainability Report			Recordable injury or illness as defined by The Occupational Safety and Health Administration (OSHA).

Appendix |84

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Our People
DISCLOSURE

UNITS

2021

2022

2023

Total Hours Worked1
Hours worked

NR74,084,225

62,046,000

Rate Calculations

2

Lost time incident rate (LTIR)(number of lost time injuries in theNRreporting period x 200,000) / total hours

0.312

0.47

worked in the reporting period

2021

2022

2023

Environmental Health and Safety Policy

Yes

Yes

Yes

Equal Employment Opportunity

Yes

Yes

Yes

Human Rights Policy

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Slavery and Human Trafficking Policy Statement

Yes

Yes

Yes

Social Responsibility Statement

Yes

Yes

Yes

UN Global Compact Signatory

Yes

Yes

Yes

RBA Full Member
Responsible Minerals Sourcing Policy

Lost time incident severity rate
(number of days lost due to injuries x

NR

0.009

0.015

1,000) / total hours worked
employees

UNITS

Policies, Statements and Commitments
NumberTotal recordable incident rate (TRIR),DISCLOSURE

Rate(number of incidents x 200,000) / total

NR

0.108

0.170

NR

0.005

NR

Yes/Nonumber of hours worked in the reporting
periodTotal recordable incident rate (TRIR),
non-employees (number of incidents x
200,000) / total number of hours worked
in the reporting period
1

Total hours worked by all regular employees (full-time, part-time).

2

Our 2022 LTIR was recalculated to align with the formula used by EcoVadis.

2023 Sustainability Report			Appendix |85

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Our Planet

DECARBONIZATION PROGRESSBASELINE EMISSIONS1ANNUAL EMISSIONSWITHIN SBT BOUNDARYCONDITIONS

2022

2023

UNIT

DISCLOSURE

2021

2022

2023

Manufacturing sites in Low Stressed Regions

8

7

3

Manufacturing sites in Low-Medium Stressed Regions

7

7

7

2

4

2

3

2

5

1

0

2

Manufacturing sites in Medium-High Stressed Regions

Emissions
Scope 1

Metric Tons Carbon

1,014,836

828,620

Manufacturing sites in High Stressed Regions

Scope 2

Dioxide Equivalent713,547

713,968

Manufacturing sites in Extremely High Stressed

2,150,040

1,569,430

Scope 3

(MTCO₂e)Waste

the acquisition of EFK and Scope 1 and 2 has been adjusted to only include manufacturing sites.

UNITS

2021

2022

2023

Enterprise-wide Emission Inventories by Year1
Scope 1
Scope 2

MTCO₂eScope 3

Percentage

42

40

37

Non-Hazardous Waste Generated

Metric Tons

17,325

16,923

20,680Non-Hazardous Waste Diverted from Disposal

Percentage

83

86

87

727,464condition considerations. For site divestitures, inventory reflects emissions up through the date of divestiture. For site acquisitions,

6175

2,098,5416

1,573,4177

manufacturing and non-manufacturing sites, except for Scope 1 emissions which represent only manufacturing sites. The lack1

Inventories represent annual enterprise-wide emissions and are not reflective of baseline year or emission reduction goal boundaryinventory reflects emissions after the date of acquisition. Reported annual emission inventories represent those from both

Megawatt-Hours²Starting in 2022, Scope 1 emissions are calculated based on discharged emissions, in line with the IPCC Tier 2c

1,781,685

1,752,282

guidance. Per this guidance, we have claimed destruction of certain GHGs within our manufacturing process,

2,208,573

which has contributed to the large change in reported Scope 1 emissions as of 2022, compared to 2021.
3

8,326

8,253

Scope 1 Emissions Intensity

MTCO₂e per $

369

101

100

Scope 2 Emissions Intensity

MillionMWh per $ Million
Revenue USD

116

89

88

264

210

268

Scope 1 and 2 annual emission inventory for 2022 includes divested sites up to the date of divesture. A portionof emission reductions observed in 2022, compared to 2021, is due to 2022 site divestitures.

4

Decrease of Scope 1 emissions in 2023, compared to 2022, is generally due to optimized and reduced fuel/process gas
usage at our manufacturing sites and fuel/process gas reductions due to manufacturing site divestitures in 2022.

2021 disclosure only represents Scope 3 Category 6 – Business Travel data.

5

⁶This corrects minor typographical or unit conversion errors in the 2022 sustainability report that were limited to
selected footnoted categories only. This adjustment does not have a material impact on the overall results.
⁷Emission reductions in 2023, compared to 2022, were generally due to more supply chain primary data of emissions (andless reliance on modeled estimates) for Category 1 and efficient consolidation/reduction of shipments for Category 4.

Water2023 Sustainability Report			Hazardous Waste Diverted from Disposal

741,934

6,740

Regions8

9,992

782,7903

Dollars (millions)

Withdrawal from High or Extremely High Stress

8,974

828,6204

Revenue

Recycled

9,842

841,1042,3

Emissions and Energy Intensity

Withdrawal

Metric Tonsof Scope 1 non-manufacturing emissions in the inventory is not anticipated to have a material impact on the overall data.

(MWh)Energy Intensity

Hazardous Waste Generated

2,485,870

EnergyTotal Consumption (Fuels and Electricity)

NumberRegions¹In line with GHG Protocol, our 2022 baseline emissions have been recalculated from last year’s disclosure to include emissions fromDISCLOSURE

UNITS

8

Megaliters
Percentage

13,59913,692

15,652

5,779

5,776

6,507

10

4

16

Per the World Resource Institute Aqueduct Water Risk Atlas, sites identified in high or extremely high stressed regions vary year-over-year.

Appendix |86

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

UNITS

2021

2022

2023

Climate Change Policy

Yes

Yes

Yes

Environmental Health and Safety Policy

Yes

Yes

Yes

Rare Earth Elements Use Statement

Yes

Yes

Yes

Yes

Yes

Yes

Statement

Yes

Yes

Yes

Social Responsibility Statement

Yes

Yes

Yes

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Our Planet
DISCLOSURE

Sustainability Accounting Standards Board (SASB) Framework Tables Continue on pg. 91

Policies, Statements and Commitments

Registration, Evaluation, Authorization andRestriction of Chemical Substances (REACH)

Yes/NoStatement
Restriction of Hazardous Substances (RoHS)

2023 Sustainability Report			Appendix |87

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Sustainability Accounting Standards Board (SASB) Framework
Reporting Period: January 1 – December 31, 2023
CODE

METRICONSEMI DISCLOSURE

Greenhouse Gas Emissions
TC-SC-110a.1

CODE

ONSEMI DISCLOSURE(1) Total water withdrawn,(1) 15,652 thousand m3(2) total water consumed,(2) onsemi is developing better strategies forpercentage of each in regions

tracking water discharge and, consequently, waterwith High or Extremely Highconsumption across its operational footprint. We aim

Baseline Water Stressto have better metrics in the years to come. In 2023,

Water Management(1) Gross global Scope 1(1) 828,620 MTCO₂eemissions, (2) amount of total(2) 714,485 MTCO₂eemissions from perfluorinated

See the Annual Inventory of Energy Consumption

compoundsand Emissions section of our 2023 Sustainability

TC-SC-140a.1

Report, pg. 25.
TC-SC-110a.2

METRIC

Discussion of long-term and

See the Net Zero Goal section of our 2023

short-term strategy or plan to

Sustainability Report, pg 16.

onsemi withdrew 2,570 thousand m3 of water fromareas with high or extremely high water stress. About
16% of our water withdrawal is from regions with highmanage Scope 1 emissions,or extremely high water stress.

emissions reduction targets
and an analysis of performanceHigh water-stressed regions: Suzhou, China; Dong

against those targets

Nai, Vietnam; Binh Duong, Vietnam; Carmona,

Energy Management in Manufacturing
TC-SC-130a.1(1) Total energy consumed, (2)(1) 7,950,863 GJ

percentage grid electricity and(2) 100%(3) percentage renewable(3) 0%

Philippines and Nampa, Idaho, U.S.
Extremely high water-stressed regions: Cebu,
Philippines and Tarlac, Philippines

See the Annual Inventory of Energy Consumption

See the Water and Waste Management section ofand Emissions section of our 2023 Sustainability

our 2023 Sustainability Report, pg. 31.

Report, pg. 25.
Waste Management
TC-SC-150a.1

Amount of hazardous waste(1) 9,992 metric tons

from manufacturing, percentage(2) 10% recycled

recycled

See the Water and Waste Management section of
our 2023 Sustainability Report, pg. 31.

2023 Sustainability Report			Appendix |88

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Sustainability Accounting Standards Board (SASB) Framework
CODE

METRICONSEMI DISCLOSURE

Workforce Health & Safety
TC-SC-320a.1

CODE

METRICONSEMI DISCLOSURE

Description of the management

onsemi discloses management’s approach to ourof risks associated with the use

responsible minerals sourcing. We are aware of theof critical materials

potential supply shortage of rare earth elements andMaterials Sourcing

Description of efforts to assess,

See the Environmental Health and Safety section ofmonitor and reduce exposure

our 2023 Sustainability Report, pg. 37.

TC-SC-440a.1

of employees to human healthhazards
TC-SC-320a.2

their use in the production of electronic products.

Total amount of monetary

In 2023, onsemi did not incur monetary losses as alosses as a result of legal

result of legal proceedings associated with employee

proceedings associated withhealth and safety violations.

onsemi has identified that less than 1% of our
products are using rare earth elements for its
backend material. We are aware that our supply

employee health and safety

chain has enough existing supply to support theviolations

manufacture of the affected products. Through our

Recruiting and Managing a Global and Skilled Workforce
TC-SC-330a.1

Percentage of employees that

Enterprise Risk Management (ERM) framework,

5% of U.S. employees; 2% of EMEA employees

tools and processes, we identify the loss of criticalrequire a work visa

supplies as a risk that is managed, mitigated andProduct Lifecycle Management
TC-SC-410a.1

tracked within the supply chain planning, sourcing

Percentage of products byApproximately 28% of the products sold by onsemi

revenue that contain IEC 62474

in 2023 contained IEC 62474 declarable substances,declarable substances

representing 32% of revenue.

and procurement groups and reported on a quarterly
basis.
SEC Form SD Conflict Minerals Report
Rare Earth Minerals Statement

RoHS Statement

Responsible Minerals Sourcing Policy

Compliance with REACH
Product Chemical Content Brochure

See the Supply Chain section of our 2023

Materials Composition Program
TC-SC-410a.2

Processor energy efficiency at a

Not applicable for onsemi operations

Sustainability Report, pg. 72.

system level for: (1) servers, (2)Intellectual Property Protection and Competitive Behavior

desktops and (3) laptops

TC-SC-520a.1

Total amount of monetary

In FY23, onsemi did not incur monetary losses as

losses as a result of legal

a result of legal proceedings associated with anti-

proceedings associated withcompetitive behavior regulations.

anti-competitive behavior
regulations

See the Legal Matters section in our 2023 SEC Form
10-K, pg. 91.

2023 Sustainability Report			Appendix |89

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Task Force on Climate-related Financial Disclosures (TCFD) Framework
TCFD RECOMMENDEDDISCLOSURE

LOCATION OFDISCLOSURE

BRIEF DESCRIPTIONTCFD RECOMMENDEDDISCLOSURE

LOCATION OFDISCLOSURE

BRIEF DESCRIPTION

Governance

Governance

Disclose the organization’s governance around climate-related risks and opportunities.

(b) Describe

CDP Climate

At onsemi, climate-related risks and opportunities are assessed,(a) Describe the board’s

CDP Climate

As stated in its charter, the Governance and Sustainability

management’s role in

Change,managed and realized at the highest level of the organization. We

oversight of climate-related

Change,(GS) Committee of the Board of Directors is tasked with formal

assessing and managing

Questionsbelieve that the responsibility of operationalizing mitigation andrisks and opportunities.

C1.1, C1.1a, C1.1b

responsibility and oversight of matters related to environmental,

climate-related risks andC1.2, C1.3,

adaptation strategies in response to climate-related risks andopportunities.

C1.3a

opportunities must be integrated at every level of the company,

health and safety (EHS), environmental, social and governance(ESG) and sustainability issues at onsemi. The committee
also oversees ESG, climate-related and sustainability-related
initiatives regarding related strategy, risk management,

ensuring the success of our risk management program and giving us
the ability to act nimbly at all levels when needed.

opportunities, major capital expenditure and investments.

Our ERM program is overseen by a Risk Committee comprising the

The GS Committee holds at least four regular meetings per year

Risk Committee is responsible for the identification, management

and is composed of three or more independent members of theBoard. Additionally, the entire Board reviews progress against
climate and sustainability-related goals and targets, including
progress towards onsemi’s goal to achieve net zero emissions
by 2040 (Net Zero 2040) across Scopes 1, 2 and 3 andother metrics like energy usage, waste generation and water
withdrawal. Progress of the company’s sustainability projects
is communicated by the Chief Marketing Officer on a quarterly
basis for review by the Board.

CEO, CLO, CFO, CSO and EVP of Operations & Manufacturing. The
and mitigation of risks faced by onsemi. To maintain accountability at
the highest functional level, executive staff members are appointed
as risk sponsors for individual risks and work with risk owners
who manage the risk on a day-to-day basis. ERM findings arecommunicated to the Risk Committee monthly to ensure that thisinformation is communicated to executive staff and our Board of
Directors.
Climate-related risks and opportunities impact business units (BUs)
and functional departments across the organization in unique andnuanced ways. BU and department leaders are responsible forunderstanding, monitoring and acting as the risk and opportunity
landscape changes, ensuring they have the information, capacity
and resources needed to respond quickly and effectively to trigger
events. Groups engaged in climate-related risk and opportunity
assessment include our three BUs, finance, legal, manufacturing,business continuity, new product development, supply chain, ESG,
human resources and customer experience.

2023 Sustainability Report			Appendix |90

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Task Force on Climate-related Financial Disclosures (TCFD) Framework
TCFD RECOMMENDEDDISCLOSURE

LOCATION OFDISCLOSURE

BRIEF DESCRIPTION

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

CDP Climate

At onsemi, we have identified potential climate-related risks

climate-related risks

Change,and opportunities that could impact our business continuity,and opportunities theQuestions C2.3,

strategy and financial planning. Risks identified include

organization has identified

C2.3a, C2.4,

transitional and physical risks with the capacity to impact ourover the short, medium andC2.4aown operation and value chain, including our financials, supply

long term.

chain, workforce, company disclosure and reputation. Climaterelated opportunities identified include transitional and physicalopportunities related to increased demand of onsemi products
and an increase in tangible and intangible asset values. Our
identified climate-related risks and opportunities can impact
onsemi over the near, medium and long term depending on therisk or opportunity development and maturity.
For a full list of onsemi’s climate-related risks andopportunities, see the Risk and Opportunity Disclosure tables
below.

(b) Describe the impact

CDP Climate

Identified climate-related risks and opportunities may poseof climate-related risks

Change,potential impacts to our business across different impact

and opportunities on the

Questions C3.1,

categories such as finance, supply chain, customer demandorganization’s businesses,

C3.3, C3.4

and direct operations. These impacts can be general andstrategy and financial

applicable across our business and value chain, or they can beplanning.

location-based, requiring specific plans and actions localized to
the region or country where the risk or opportunity is realized.
Realized potential impacts of the identified climate-related risks
and opportunities are to be integrated into strategic decisionmaking across onsemi in business continuity planning, capital

TCFD RECOMMENDEDDISCLOSURE

LOCATION OFDISCLOSURE

BRIEF DESCRIPTION(c) Describe the resilience CDP Climate

Using three plausible, distinctive, consistent, relevant andof the organization’s

Change,challenging climate scenarios, onsemi executive leadership, various

strategy, taking into

Questionsfunctional owners and the ESG team participated in a climate

consideration different

C3.2, C3.2b

scenario analysis to inform a climate adaptation and resilience plan

climate-related scenarios

for implementation at the company. Scenarios used assume various

including a 2°C or lower

degrees of warming by 2100 and include social, technological,

scenario.

economic and political developments considered plausible undereach warming trajectory.
The three scenarios used to inform the development of a climate
action plan for onsemi include:
1. Failure to Decarbonize: runaway climate change resulting
in warming above 3°C by 2100, international cooperation
breakdowns and increased potential for irreversible effects ofclimate change.
2. Orderly Decarbonization: orderly decarbonization resulting inwarming limited to 1.5°C by 2100, advancement, development
and adoption of sustainable technology and global policies for
decarbonization, including carbon pricing.
3. Disorderly Decarbonization: disorderly decarbonization
resulting in warming around 2°C by 2100, the abrupt anduneven introduction of climate policies and increased financial
consequences of climate change.
Through this exercise, relevant climate-related risks andopportunities were identified and socialized for inclusion in ouroverall business strategy. We’re exploring the development ofinternal controls and procedures, adaptation and mitigation plans,
identification of trigger events to inform future action and no-regret
actions to be taken in response to the outcomes of our climate
scenario analysis.

expenditure planning and new product development.

2023 Sustainability Report			Appendix |91

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Task Force on Climate-related Financial Disclosures (TCFD) Framework
TCFD RECOMMENDEDDISCLOSURE

LOCATION OFDISCLOSURE

BRIEF DESCRIPTIONTCFD RECOMMENDEDDISCLOSURE

LOCATION OFDISCLOSURE

BRIEF DESCRIPTION

Risk Management

Metrics and Targets

Disclose how the organization identifies, assesses and manages climate-related risks.

Disclose the metrics and targets used to assess and manage relevant climate-related risks and opportunities(a) Describe the

CDP Climate

onsemi uses scenario analysis to understand the impacts oforganization’s processes for

Change,climate change on our business operations, corporate strategy

identifying and assessing

Questions C1.2,

and value chain. By understanding the presumed operational

climate-related risks.

C2.1, C2.1a,context of different decarbonization trajectories, we can

C2.1b, C2.2,

identify potential climate-related physical and transitional

C2.2arisks that could conceivably pose an impact to our businessand strategy. These scenarios are not intended to predict
the future, but instead help us understand our potential risk

where such information is material.
(a) Disclose the metrics

CDP Climate

Our scenario analysis detailed important metrics to help us assess

used by the organization

Change,and monitor climate-related risks and opportunities in line with ourto assess climate-related

Sections C5,

strategy and risk management process. Monitored metrics include:risks and opportunities

C6, C7, C8

in line with its strategy
and risk management• R&D expenditures for low-carbon products

process.

• Percentage of expenditure on energy efficiency

exposure and build resilience through activities to enhance our
preparedness.
(b) Describe the

CDP Climate

Through our scenario analysis, we have identified variousorganization’s processes for

Change,action planning and trigger monitoring activities to build

managing climate-related

Questions C2.2,

resilience to potential climate-related risks. We’re exploring therisks.

C2.2a, C2.3,

development of internal controls and procedures, adaptation

C2.3aand mitigation plans, identification of trigger events to informfuture action and no-regret actions to be taken in response to
the outcomes of our climate scenario analysis. Owners will beassigned to monitor and manage relevant climate-related risks
to ensure actions are being taken when appropriate to ensure
the resilience of business operations and strategies.

(c) Describe how processes

CDP Climate

The process of identifying, assessing and managing corporate

for identifying, assessing

Change,risks falls within ERM. Our climate-related risks identified

and managing climate-

Questions C2.2,

through scenario analysis have been mapped to relevant

related risks are integrated

C2.2a

risk definitions within our current risk registrar for ease of

into the organization’s

integration into our ERM framework. Risk owners have been

overall risk management.

identified and assigned to ensure continuous management ofidentified climate-related risks.

• Product energy, water and emissions intensity• Total energy consumption included percentage from renewables• Total greenhouse gas emissions• Investment in climate adaptation measures• R&D expenditure on products that support customer
decarbonization(b) Disclose Scope

CDP Climate

In Fiscal Year (FY) 2023, our GHG emissions were as follows:

1, Scope 2 and, if

Change,Scope 1 – 828,620 MTCO₂eappropriate, Scope 3

Sections C5,

Scope 2 – 727,464 MTCO₂egreenhouse gas (GHG)

C6, C7, C8

Scope 3 – 1,573,417 MTCO₂eemissions and the related

For a breakdown of Scope 3 by category, see the Annual Inventoryrisks.

of Energy Consumption and Emissions section of our 2023
Sustainability Report, pg. 25.
As regions and nations develop regulations aimed at accelerating
local or global decarbonization efforts, onsemi may encounter risks
associated with our GHG emissions including carbon prices andcarbon border adjustments. These can result in increased operational
expenditures if we continue to emit GHG emissions through ourbusiness operation activities.

2023 Sustainability Report			Appendix |92

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Task Force on Climate-related Financial Disclosures (TCFD) Framework
TCFD RECOMMENDEDDISCLOSURE

LOCATION OFDISCLOSURE

BRIEF DESCRIPTION(c) Describe the targets

CDP Climate

We have a goal of achieving net zero emissions by 2040 (Netused by the organization

Change,Zero 2040) across Scopes 1, 2 and 3, along with using 50

to manage climate-related

Questions C4.1,

percent renewable energy by 2030 and 100 percent renewable

risks and opportunities

C4.1b, C4.2,

energy by 2040. This goal will guide how we operate ourand performance against

C4.2b, C4.3,

business over the coming years and is essential to ensuring wetargets.

C4.3a, C4.3b,

operate in a socially thoughtful and environmentally responsible

C4.3c

manner.

onsemi blog,

We are working to create a climate transition plan to meet

Risk and Opportunity Disclosures Tables Continue on pg. 97

2040 Emissions Net Zero 2040. We’re exploring the use of available levers for
Goal for onsemi

reducing emissions across Scopes 1 and 2 internally at ourfacilities, along with pathways for engaging suppliers and otherreduction strategies in the value chain for Scope 3 emissions
reductions outside onsemi’s direct control. We’re determining
the appropriate milestone tasks, metrics and key performanceindicators to use for our climate transition plan, allowing us totrack our progress over time.
By identifying and monitoring our climate-related risks andopportunities, we can work to set further targets used to build
resilience and reduce potential negative impacts from identified
risks and realize potential positive impacts from identified
opportunities.

2023 Sustainability Report			Appendix |93

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Risk and Opportunity Disclosures
Transition risks
Transition risks were most prevalent under the Orderly Decarbonization and Disorderly Decarbonization scenarios.
RISK

VALUE
CHAIN

FINANCIAL IMPACTTIMEFRAME OF IMPACTONSEMI RESPONSE

Risk Management
Introduction of

Own

Increased

Negligible impact at

onsemi’s approach to enhancing

national carbon

operations

expenditurepresent; however,

the resilience of its own

pricing schemes

associated with

impact increases in theoperations to transition risks

and/or carbon

manufacturing andmedium term (before

includes:border adjustment

corporate activity.

2030) under some

• Achieving net zeromechanisms

Potential reduction

scenarios.

emissions: through energy

in product margins.

efficiency projects, renewable

Increased exposure

energy procurement andto legal liability.

reducing greenhouse gas
emissions from process gases

Regulatory limits

Own

Reduced revenue

Negligible impact at

on carbon-related

operations

from the reduction inpresent; however,production capacity.

impact increases in the

Increased exposure

medium term (before

to legal liability.

2030) under someprocesses

scenarios.
Varied availability of

Own

Increased

Some impact at

renewable energy

operations

expenditurepresent, the impact

in locations where

associated withincreases into theonsemi operates

sourcing renewablemedium term (before

energy (in order2030), mostly in theto meet regulation

Failure to Decarbonize

and/or strategic

scenario.

objectives).

through process swaps,
gas swaps and abatement
technology.

VALUE
CHAIN

FINANCIAL IMPACTTIMEFRAME OF IMPACTONSEMI RESPONSE

Carbon pricing

SupplyIncreased

Negligible impact at

onsemi’s approach to enhancing

schemes and/chain

expenditure for raw

present; however,

the resilience of its supply chainor carbon bordermaterials, products

impact increases in theto transition risks includes:

adjustment

and services, as

medium term (before• Understanding emissions:mechanisms applied

suppliers pass2030) under somedeveloping a baseline of

to onsemi suppliers

costs on to onsemi.

scenarios.

supplier emissions throughand their emissions

Potential reduction

our Scope 3 emissionsin product margins.

inventory.

Limitations on

SupplyReduced revenue

Negligible impact ataccess or availability chain

if raw materials

present; however,to raw materials

cannot be supplied

impact increases in thesuch as rare

to meet demand,medium term (before

earth minerals

and increased2030) under somedue to increasing

expenditure

scenarios.

regulations

associated with

• Integration with strategic

suppliers andmanagement: such as

materials.

exploration of incorporating
an internal carbon price incapital expenditure planning.
• Enhancing disclosure:through ongoing alignment
with global climate-related
reporting frameworks

Own

Increased

Impact is present today

and comprehensive data/sustainability

operations

expenditure on staff

and increases in theinformation controls.

reporting andand data/information

medium term (before

assurancesystems and2030) under somerequirements

controls

scenarios.

• Supplier engagement: we are
exploring ways to incorporate
public reporting of GHG
emissions by our suppliers
and other ESG matters into
our supplier scorecard,
which is used to track andsourcing alternate

planning and risk

Increased

2023 Sustainability Report			

RISK

encourage enhancement of
supplier performance.

Pressure to

SupplyIncreased

Negligible impact atdemonstratechain

expenditurepresent; however,

deforestation-freeassociated with

impact increases in the

supply chain

investigating

medium term (before

deforestation2030) under somein onsemi’s

scenarios.

supply chain, andpotentially switchingsuppliers.

Appendix |94

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Physical risks
Physical risks were most prevalent under the Failure to Decarbonize scenario.
RISK

VALUE
CHAIN

FINANCIAL IMPACTTIMEFRAME OF IMPACTONSEMI RESPONSE

RISK

VALUE
CHAIN

FINANCIAL IMPACTTIMEFRAME OF IMPACTONSEMI RESPONSE

Production

Own

Reduced revenue

Impact already occurs

onsemi’s approach to enhancing

Extreme weather

SupplyReduced revenue

Impact already occurs

onsemi’s approach to enhancing

disruption fromoperations

chain

from lost production.

from lost production

in some locations,the resilience of its own

impacts onsemi

in some locations,the resilience of its supply chain

extreme weather

and increased

frequency and severity

operations to physical risks

supplier locations

frequency and severity

to physical risks includes:(including indirect

expenditureof impact increases inincludes:and/or supply chainof impact increases in• Existing suppliers: Exploring

impacts such

associatedthe medium term under• Enhanced businesslogistics

the medium term underincorporation of future

as government-with restarting

all scenarios.

all scenarios.

scenarios into supplier

imposed power

production.

continuity planning: weare exploring incorporating

engagement, including audit

restrictions and/future scenarios into existing

specifications.

or impacts tobusiness continuity planning,surrounding

prioritizing sites at higher risk

infrastructure)of climate-related impact.

Damage to onsemi

Own

Increased

Impact already occurs

facilities

operations

expenditure toin some locations,repair facilities andfrequency and severity

increased insuranceof impact increases incosts.

the medium term under
all scenarios.

Limits to energy and

Own

Reduced revenue

Impact already occurs

water availability inoperations

from lost production.

in some locations,specific locations

Increasedfrequency and severityat specific times of

expenditure isof impact increases inyear

associated withthe medium term underhigher energy andall scenarios.

water costs.

• Infrastructure planning:• Prospective suppliers:
Exploring incorporation of
future scenarios into business
continuity requirements.

exploring the considerationof climate scenarios whenplanning for facility and/or equipment upgrades or
acquisitions.
• Accelerated resource
efficiency: adopting energy
conservation and efficiency
measures and increasingwater recycling practices,
reducing the number ofExtreme weather

Own

Increased

Impact already occurs

resources needed to operate

impacts employee

operations

expenditure andin some locations,effectively.

health, safety andliability risk. Potential frequency and severity

productivity

reduced revenueof impact increases inassociated with lostthe medium term under

production fromall scenarios.

absenteeism.

2023 Sustainability Report			Appendix |95

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Climate-related opportunities
Climate-related opportunities are most prevalent under the Orderly Decarbonization and Disorderly

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixGlobal Reporting Inititative (GRI) Index Tables Continue on pg. 100

Decarbonization scenarios.
OPPORTUNITY

VALUE
CHAIN

FINANCIAL IMPACTTIMEFRAME OF IMPACTONSEMI RESPONSE

onsemi products

Customer/

Increased revenue

Impact already occurs

onsemi’s approach tosupporting

marketassociated within some locations andcapitalizing on climate-related

electrification

demandincreased market

sectors; impact may

opportunities includes:of transport,

demand forincrease within existing• Sustainable productinfrastructure andelectrification

geographies/sectors

ecosystem: onsemi’swider renewable

technologies.

and expand to newstrategy targets thegeographies/sectors

use of our products inunder some scenarios.

decarbonization andefficiency applications suchenergyonsemi products

Customer/

Increased revenue

Impact already occurs

supporting solutions

marketassociated within some locations andfor energy, water

demandincreased market

sectors; impact may

and other resource

demand forincrease within existing

efficiency

technology solutions

geographies/sectorsthat increaseand expand to new

resource efficiency.

geographies/sectors
under some scenarios.

onsemi products

Customer/

Increased revenue

Negligible impact at

supporting

marketassociated withpresent; however,technology for

demandincreased market

impact increases in the

avoided emissions

demand for avoided

medium term (before

and carbon

emissions and2030) under someremovalscarbon removal

scenarios.

technology.

2023 Sustainability Report			as electric vehicles, factory
automation and renewableenergy infrastructure• Integration into strategicplanning: onsemi
incorporates climate-related
opportunities, including
market developments indecarbonization technology,
in its processes for new
product development,
expansion of manufacturing
capacity and other strategicplanning processes.

Appendix |96Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixGlobal Reporting Initiative (GRI) Index
GRI STANDARDDISCLOSURE

CROSS REFERENCE OR ANSWERGRI 2: General Disclosures 2023

GRI STANDARD

2-5

DISCLOSURE

CROSS REFERENCE OR ANSWER

External assurance

The emissions information contained in the 2023 Sustainability
Report has been assured by APEX in accordance with AA 1000

1. The organization and its reporting practices
2-1

assurance standard. Our external assurance statement can

Organizational Details(a) Legal namebe found in the Appendix of our 2023 Sustainability Report.
Scope 1, Scope 2 and Scope 3 greenhouse gas emissions have

Our company name is ON Semiconductor Corporation (NASDAQ: ON).

been externally assured for the 2023 fiscal year (January 1 –The company operates under the onsemi name and brand.
(b) Nature of ownership andonsemi is a publicly traded company incorporated under the laws oflegal form

the State of Delaware in 1999.

(c) Location of headquarters

onsemi headquarters are located at 5701 North Pima Road,

December 31, 2023).
2. Activities and Workers
2-6

Scottsdale, Arizona 85250.

2-2(d) Countries of operation

See our global locations on our website.

Entities included in the

Sustainability reporting includes information about onsemi worldwide

organization’s sustainability

subsidiaries and joint ventures for which we have management

reportingcontrol. There is no difference between the entities included inReporting period, frequency andOur sustainability reporting is completed on an annual basis. This

contact point

report covers January 1 through December 31, 2023. Our financial
reporting is completed on a quarterly and annual basis. This report
was published on June 26, 2024. For questions about this report,
please contact the onsemi ESG team at sustainability@onsemi.com

2-4

Restatements of information(a) Sector

Semiconductor(b) Value chain

See the Revenue-Generating Activities section of our 2023
SEC Form 10-K, pg. 6-10.

financial reporting and sustainability reporting.
2-3

Activities, value chain and other business relationships(c) Relevant business

See the Acquisitions and Divestitures during 2021 and 2022

relationships

section of our 2023 SEC Form 10-K, pg. 5-6.

(d) Significant Changes

See the Acquisitions and Divestitures during 2021 and 2022
section of our 2023 SEC Form 10-K, pg. 5-6.

2-7

Employees

Report, pg. 41.
2-8

Workers who are not Employees

Restatements of 2022 baseline year emissions inventory have been

operators (people processing and moving product) orcompleted on December 31, 2022. The 2022 baseline year includes

technicians (people working on the processing equipment).

emissions from EFK as well as other associated minor adjustments,

Temporary workers are used to support short-term increases

and have included the results herein. Please see the Baseline

Restatement of 2022 enterprise-wide Scope 3 inventory has been
made in this report as a result of a unit conversion reporting error

in production output.
3. Governance
2-9

that was limited to Category 12 only. This adjustment did not havea material impact on the overall results. Please see the Scope 3
Emissions section of our 2023 Sustainability Report, pg. 17.

2023 Sustainability Report			Total number of workers who are not employees: 604.
Majority of contract workers are working in factories as

made in this report as a result of the EFK acquisition, which was

Emissions section of our 2023 Sustainability Report, pg. 17.

See the Our Employees section of our 2023 Sustainability

Governance structure and

See Overview of our Corporate Governance Practice andcomposition

Committees of the Board in our 2024 Proxy Statement, pg.
12-13, 16-19.

2-10

Nomination and selection of the

See the Charter of the Governance and Sustainability

highest governance bodyCommittee and 2024 Proxy Statement, pg. 14-15.

Appendix |97

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixGlobal Reporting Initiative (GRI) Index
GRI STANDARD

2-11

2-12

DISCLOSURE

CROSS REFERENCE OR ANSWERGRI STANDARDDISCLOSURE

Chair of the highest governance

Alan Campbell is a non-employee director and serves as Chair

Today, the CEO works directly with the ESG department

bodyof the Board. See Overview of our Corporate Governanceteam on climate- and sustainability-related initiatives throughPractice in our 2024 Proxy Statement, pg. 12.

their supervisors. The CEO, CFO, and other members ofRole of the highest governance

See Amended and Restated ON Semiconductor Corporation

management report on the Company's impacts on the

body in overseeing the

Corporate Governance Principles.

economy, environment and people to the Board at its meetingsand in between meetings, as needed.

management of impacts
2-13

Delegation of responsibility for

The Board of Directors effectively views each of its committees

managing impacts

as key in managing the company’s impacts on the economy,
environment and people. The Board of Directors delegates
responsibility by empowering and entrusting its various
committees to handle specific matters tailored to each

CROSS REFERENCE OR ANSWER

2-14

Role of the highest governanceThe company's internal ESG team oversees drafting andbody in sustainability reporting

publishing the company's annual Sustainability Report;
however, the team receives input, guidance and, ultimately,
approval, from members of the Board before publishing theReport and its data. This naturally flows from the Board’s rolecommittee’s allotted areas of expertise.

in overseeing climate, sustainability and other ESG-related

While management is responsible for the day-to-day

the company's operations and, in turn, factor into its strategy

management of our risk, the Board plays an ongoing andactive role in the oversight of such risk by regularly reviewing
and discussing with management areas of material risk andmitigation measures being taken to address such risks. During
the 2023 fiscal year, the Board and its committees regularly
discussed, among other things, the ongoing interest rates,

initiatives. Particularly as climate change continues to impact
moving forward, the Board of Directors has taken a heightenedinterest in the company's emissions mitigation strategies andsustainability reporting.
See the Corporate Governance section of our 2023
Sustainability Report, pg. 63.

inflationary pressures, supply chain issues, cybersecurity,
geopolitical risk and macroeconomic uncertainty across theglobe. While the board has primary responsibility for risk
oversight, each of its committees supports this effort by
regularly addressing risks in their respective areas of oversight.
The chair of the relevant committee then reports on risk
discussions to the full board to the extent appropriate. This
combination of direct board and targeted committee oversightis intended to ensure a thorough assessment and foster afulsome discussion between management and the Board ofrisks we face.

2023 Sustainability Report			Appendix |98Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixGlobal Reporting Initiative (GRI) Index
GRI STANDARD

2-15

DISCLOSURE

CROSS REFERENCE OR ANSWER

Conflicts of interest

We have a written policy on related party transactions to which

GRI STANDARD

2-18

all employees are required to adhere. We disclose conflicts ofinterests with stakeholders, including with respect to crossboard membership, the existence of controlling shareholders,

2-19

DISCLOSURE

CROSS REFERENCE OR ANSWER

Evaluation of the performance

See the Corporate Governance section of our 2023of this highest governance body

Sustainability Report, pg. 63.

Remuneration policies

See 2024 Compensation of Directors and Compensation
Discussion and Analysis in our 2024 Proxy Statement,

and related parties and their relationships and transactions
with related parties.

pg. 24-25, 27-43.
2-20

Process to determine
remuneration

Since January 1, 2023, there have been no related party
2-21

See the Charter of the Audit Committee and Related Party
Transactions in our 2024 Proxy Statement, pg. 15.
2-16

Communication of critical

Critical concerns are communicated during regular (quarterly)

concerns

and special (interim) meetings with the Board of Directors.
Management and the members of the board communicate asneeded, often directly regarding developments and critical(a) Annual total compensation

1,268:1 for all employees

ratio

141:1 for U.S.-based non-manufacturing employees(b) Change in the annual total

23.23%

compensation ratio
4. Strategy, Policies and Practices
2-22
2-23

Statement on sustainable

See the United Nations Sustainable Development Goals

development strategy

section of our 2023 Sustainability Report, pg. 80.

Policy commitments

See our Code of Business Conduct and our Human Rights

ethics and compliance concerns regarding our employees,

Policy. More information can be found in the Ethics anddirectors and other third parties doing business with us.

Compliance and Fair Treatment sections of our 2023

Reports may be made directly or anonymously, where allowed

Sustainability Report, pg. 68 and 70.

by local law, via any of the methods outlined in our Code ofBusiness Conduct.
2-17

Annual total compensation ratio

See our 2024 Proxy Statement, pg. 50.

items. With respect to ethics and compliance, the company has
also established reporting channels for external parties to raise

Executive Compensation section in our 2024 Proxy Statement,
pg. 40-43.

transactions that are required to be reported as such under
SEC rules.

See Process and Procedures for Considering and Determining

Collective knowledge of the

The Governance and Sustainability Committee of thehighest governance bodyboard is tasked with encouraging and facilitating directors'
continuing education, including coordinating training sessions
and informative presentations from external parties for the
directors on various topics and aspects related to corporate
governance and other aspects of board service. The company
allows and encourages directors to select continuing director

2-24

Embedding policy commitments

See the Responsibility and Accountability and Additional
Responsibilities of Managers and Supervisors sections of ourCode of Business Conduct, pg. 3-4.

2-25

Processes to remediate

See Ethics and Compliance webpage on our external website.

negative impacts
2-26

Mechanisms for seeking advice

See the Ethics and Compliance section of our 2023

and raising concerns

Sustainability Report, pg. 68.
Visit the onsemi helpline for more information.

education offerings to attend, so directors are empowered tofurther develop their skillsets and attend offerings that willserve to complement their existing knowledge bases.
2023 Sustainability Report			Appendix |99

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixGlobal Reporting Initiative (GRI) Index
GRI STANDARD

2-27

DISCLOSURE

CROSS REFERENCE OR ANSWER

Compliance with laws andTo the best of our knowledge, we are compliant with all laws

regulations

and regulations. We did not receive any fines or penalties in
2023.

2-28

Membership associations

See the Public Policy section of our 2023 Sustainability
Report, pg. 76.

GRI STANDARD

201-4

2-30

Approach to stakeholder

See the Prioritization Assessment and Stakeholder

engagement

Engagement section of our 2023 Sustainability Report, pg. 11.

Collective bargaining

Percentage of total employees covered by collective bargaining

agreements

agreements: 19.8%

CROSS REFERENCE OR ANSWER

Financial assistance received

See our 2023 SEC Form 10-K: U.S. federal R&D credit, pg. 96,

from government

NOL and tax credit carryforwards, pg. 97.

GRI 202: Market presence
202-1

5. Stakeholder Engagement
2-29

DISCLOSURE

Ratio of standard entry level

All employees are compensated at or above minimum wage.

wage by gender compared to

Minimum wage in all listed regions is gender neutral. onsemi

local minimum wage

complies with all applicable local laws regarding minimum wage
standards.
“Other workers,” in the context of this section, pertains toemployees of our suppliers or onsite service providers (e.g.,
janitorial staff, cafeteria workers, security, etc.). We conduct
risk assessments and/or onsite verification of suppliers andonsite service providers to ensure that RBA standards and

GRI 3: Disclosures on Material Topics
3-1
3-2

Process to determine material

See the Prioritization Assessment and Stakeholder

topicsEngagement section of our 2023 Sustainability Report, pg. 11.

List of material topics

See the Prioritization Assessment and Stakeholder
Engagement section of our 2023 Sustainability Report, pg. 11.

3-3

Management of material topics

wage. onsemi cannot provide a ratio for other workers, as that
information is unavailable.
202-2

See the Prioritization Assessment and Stakeholder
Engagement section of our 2023 Sustainability Report, pg. 11.

GRI 201: Economic performance
201-1

legal requirements are met, including those related to minimum

Direct economic value

See our 2023 SEC Form 10-K:

generated and distributed

Profit and Loss, pg. 58
Results of Operations, pg. 33-36
Revenue and Segment Information, pg. 67-70

Proportion of senior

See the Our Employees section of the 2023 Sustainability

management hired from theReport, pg. 41.

local community
GRI 203: Indirect economic impacts
203-1
203-2

Infrastructure investments and

See the Purchase Obligations section of our 2023 SEC Form

services supported

10-K, pg. 88-89.

Significant indirect economic

See the Purchase Obligations section of our 2023 SEC Form

impacts

10-K, pg. 88-89.

Supplemental Disclosures, pg. 99.
201-2

201-3

Financial implications and other

See the Climate Scenario Analysis and Risk Disclosure

risks and opportunities

section of our 2023 Sustainability Report, pg. 67.

Defined benefit plan obligations

To ensure we are strategic in our offerings, benefits are

and other retirement plans

handled at a regional level. See our website for regional
benefits summaries and 2023 SEC Form 10-K, pg. 66, 84-86.

2023 Sustainability Report			Appendix |100

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixGlobal Reporting Initiative (GRI) Index
GRI STANDARDDISCLOSURE

CROSS REFERENCE OR ANSWERGRI 204: Procurement Practices
204-1

Proportion of spending on local

See the Supply Chain section of our 2023 Sustainability

suppliers

Report, pg. 72.

GRI 205: Anti-corruption
205-1

GRI STANDARDDISCLOSURE

CROSS REFERENCE OR ANSWER(c) Total number andSelect suppliers, customers and other business partners

percentage of businessreceive notice of our anti-corruption policy through anti-

partners that the organization’s

corruption due diligence questionnaires, surveys, the onsemi

anti-corruption policies

social compliance commitment guide and various otherand procedures have been

engagement activities.

Operations assessed for risks

All factories are assessed for risks related to corruption throughcommunicated to, broken down

related to corruption

the RBA self-assessment questionnaire (SAQ), RBA internal

by type of business partner

audits or RBA VAP audits.

and region. Describe if theorganization’s anti-corruption

In addition to our responsibilities as a full member of the RBA,

policies and procedures have

we also conduct internal anti-corruption risk assessments,

been communicated to any

which factor in our global operations, geographic footprint,

other persons or organizations.

customers and business partners.

(d) Total number and

All ten (10) board members (100%) completed our Code ofpercentage of governance bodyBusiness Conduct annual training, which includes a module onmembers that have received

anti-corruption, in 2023.

Certain teams, sites and business partners have heightenedlevels of risk based on location, functional role and extent ofinteraction with government parties.
205-2

Communication and training about anti-corruption policies and procedures(a) Total number and

All ten (10) board members (100%) received materials

percentage of governance bodycommunicating the company’s anti-corruption policy by theirmembers that the organization’sannual review of the company Code of Business Conductanti-corruption policies

training, which includes the topic of anti-corruption, in 2023.

and procedures have been

training on anti-corruption(e) Total number andApproximately 32,000 employees have received the annual

percentage of employees that

Code of Business Conduct training which included a module on

have received training on anti-

anti-corruption.

corruption
Our completion rate for this training in 2023 was 97%. In
addition, a targeted anti-corruption training course wascommunicated to approximately 2,800 employees, such
employees including corporate and administrative functions,communicated to(b) Total number andonsemi’s anti-corruption policy has been communicated to allpercentage of employees

approximately 32,000 employees (100%) through their annualthat the organization’s

review of the company Code of Business Conduct training. In

anti-corruption policies

addition, a targeted anti-bribery and anti-corruption courseand procedures have been

was communicated to approximately 2,800 (9%) employees,

communicated tosuch employees including corporate and administrative

sales and marketing, manufacturing management, procurement
management and quality management. Of the selected
employees required to take this targeted training course in2023, our completion rate was 98%.

functions, sales and marketing, manufacturing management,
procurement management and quality management.

2023 Sustainability Report			Appendix |101

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixGlobal Reporting Initiative (GRI) Index
GRI STANDARD

205-3

DISCLOSURE

CROSS REFERENCE OR ANSWERGRI STANDARD

Confirmed incidents ofonsemi cannot disclose this information at this time due to specific

GRI 302: Energy

corruption and actions taken

legal prohibition as this is attorney-client privileged information.

GRI 206: Anti-competitive behavior
206-1

Legal actions for anti-

In 2023, there were no legal actions pending or completed during

competitive behavior, anti-trust

the reporting period regarding anti-competitive behavior andand monopoly practices

violations of antitrust and monopoly legislation.

302-1
302-2

DISCLOSURE

CROSS REFERENCE OR ANSWER

Energy consumption within the

See the Annual Inventory of Energy Consumption andorganization

Emissions section of our 2023 Sustainability Report, pg. 25.

Energy consumption outside theonsemi does not track energy usage outside the organization.

organization
302-3

Energy intensity

207-1

Approach to tax

207-2

Tax governance, control and risk See 2024 Global Tax Strategy, sections 2.3, 2.3.1 and 3.1.
management

See 2024 Global Tax Strategy, sections 1.1, 2.3, 2.3.1 and 3.1.
See Opinions on the Financial Statements and Internal Control over

302-4
302-5

Financial Reporting in our 2023 SEC Form 10-K, pg. 55.
207-3

Stakeholder engagement andSee 2024 Global Tax Strategy, sections 2.3.3 and 3.1.

management of concerns

For details regarding our approach to public policy advocacy on tax,

related to tax.

see GRI 415-1. In addition, we also collect information from external
investor@onsemi.com and through our ESG group at
sustainability@onsemi.com.

Country by country reporting

We do not publicly disclose this information.

301-2

Materials used by weight or

We do not track or estimate the raw materials used in key

volumemanufacturing locations.

Recycled input materials used

onsemi does not use recycled input materials in our manufacturing
process.

301-3

See the Annual Inventory of Energy Consumption andconsumptions

Emissions section of our 2023 Sustainability Report, pg. 25.

Reductions in energy

Our products offer significant energy savings to our customers.

requirements of products and

See the Product Stewardship section of our 2023

services

Sustainability Report, pg. 21.

303-1
303-2

Interaction with water as a

See the Water and Waste Management section of our 2023

shared resource

Sustainability Report, pg. 31.

Management of water

Effluent discharge meets or exceeds local regulations.

discharge-related impacts
303-3

Water withdrawal

See the Water and Waste Management section of our 2023
Sustainability Report, pg. 31.

GRI 301: Materials
301-1

Reduction of energy

GRI 303: Water and Effluentsstakeholders through our investor relations group at

207-4

Our energy intensity is based on our revenue. In 2023, we had
an energy intensity of 268 MWh per million USD revenue.

GRI 207: Tax

Reclaimed products and their

See the Water and Waste Management section of our 2023

packaging materials

Sustainability Report, pg. 31.

303-4

Water discharge

See the Water and Waste Management section of our 2023
Sustainability Report, pg. 31.

303-5

Water consumption

See the Water and Waste Management section of our 2023
Sustainability Report, pg. 31.

GRI 304: Biodiversity
304-1

Operated sites owned, leased,

onsemi does not have any operational site owned, leased,managed in or adjacent tomanaged in or adjacent to protected areas and areas of highprotected areas and areas of

biodiversity value outside protected areas.

high biodiversity value outside
protected areas
304-2

Significant impact of activities,

None; onsemi sites are in industrial zones or urban settings

products and services onwith minimal direct or indirect impacts on biodiversity.

biodiversity
2023 Sustainability Report			Appendix |102

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixGlobal Reporting Initiative (GRI) Index
GRI STANDARD

304-3

DISCLOSURE

CROSS REFERENCE OR ANSWER

Habitats protected or restored

onsemi has not participated in habitat protection or

GRI STANDARD

306-3

DISCLOSURE

CROSS REFERENCE OR ANSWER

Waste generated

See the Water and Waste Management section of our 2023

restoration. This practice may become part of our carbon
offsetting activities in the future, but at this time we havenothing to report.
304-4

IUCN red list species andTo the best of our knowledge, there are no IUCN Red List

national conservation list

species and national conservation list species with habitats inspecies with habitats in areas

areas affected by the operations of the organization.

affected by operations

Direct (Scope 1) GHG emissions

306-4
306-5

305-3
305-4

306-2

New suppliers are not pre-screened using environmental

screened using environmental

criteria. However, all suppliers are provided our Social

criteria

Responsibility Statement through the Supplier Handbook.
Furthermore, our top expenditure suppliers must sign ourSocial Compliance Statement of Conformance and complete aemissions

Emissions section of our 2023 Sustainability Report, pg. 25.

risk assessment with environmental criteria on a biennial basis.

Other indirect (Scope 3) GHG

See the Annual Inventory of Energy Consumption andemissions

Emissions section of our 2023 Sustainability Report, pg. 25.

GHG emissions intensity

Our GHG emissions intensity is based on revenue and includes

Reduction of GHG emissions
Emissions of ozone-depleting

308-2

Negative environmental impacts

We are not aware of any negative environmental impacts in thein the supply chain and actions

supply chain for 2023.

taken
GRI 401: Employment
401-1

See the Net Zero Goal section of our 2023 Sustainability
401-2

onsemi does not emit ozone-depleting substances.

New employee hires and

See the Our Employees section of our 2023 Sustainability

employee turnovers

Report, pg. 41.

Benefits provided to full-time

Employees who work at least of 20 hours per week as regular

employees that are not provided employees are eligible for our benefit programs. To ensure we

substances

to temporary or part-time

are strategic in our offerings, benefits are handled at a regional

Nitrogen oxide, sulfur oxides

To our knowledge, air emissions do not exceed local regulation

employees

level. See our website for regional benefits summaries and ourand other significant air

air emission permit limits. Emissions concentrations are tracked

emissionsat local facilities and data is not calculated globally.

2023 SEC Form 10-K.
401-3

Parental leave

See our website for regional benefits summaries and our2023 SEC Form 10-K.

GRI 306: Waste
306-1

New suppliers that were

See the Annual Inventory of Energy Consumption andReport, pg. 16.

305-7

See the Water and Waste Management section of our 2023

Energy indirect (Scope 2) GHG

USD revenue.

305-6

Waste directed to disposal

GRI 308: Suppler Environmental Assessment

See the Annual Inventory of Energy Consumption and

our Scope 1 and 2 emissions. We emit 189 MTCO₂e per million
305-5

See the Water and Waste Management section of our 2023

Sustainability Report, pg. 31.

Emissions section of our 2023 Sustainability Report, pg. 25.
305-2

Waste diverted from disposal

Sustainability Report, pg. 31.

308-1

GRI 305: Emissions
305-1

Sustainability Report, pg. 31.

Waste generation and significant See the Water and Waste Management section of our 2023
waste-related impacts

Sustainability Report, pg. 31.

Management of significant

See the Water and Waste Management section of our 2023

waste-related impacts

Sustainability Report, pg. 31.

2023 Sustainability Report			Appendix |103

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixGlobal Reporting Initiative (GRI) Index
GRI STANDARDDISCLOSURE

CROSS REFERENCE OR ANSWERGRI 402: Labor/Management relations
402-1

GRI STANDARD

403-5

Minimum notice period

As applicable, we provide advance notice or change theregarding operational changes

contract mid-term by mutual consent in accordance with

403-6

DISCLOSURE

CROSS REFERENCE OR ANSWERWorker training on occupational

See the Environmental Health and Safety section of our 2023

health and safety

Sustainability Report, pg. 37.

Promotion of worker health

We offer programs focused on nutrition, weight loss, physicalfitness and the avoidance of unhealthy habits, includingcollective bargaining agreements and local requirements in the
different countries where we operate.

smoking, drinking and using drugs. Several of our sites offer

Belgium: as per legal provisions

and/or an onsite gym facility.

subsidized gym membership plans, access to fitness classes

Czech Republic: as per legal provisions

See the Environmental Health and Safety section of our 2023

China: yes (manufacturing only)

Sustainability Report, pg. 37.

Japan: yesSouth Korea: n/aPrevention and mitigation of

We follow strict standards to provide safe workplaces for

U.S.: yes403-7

occupational health and safety

employees around the world. Engineering controls such

Vietnam: no

impacts directly linked byas adequate exhaust/ventilation, fire protection systems,

Taiwan: nobusiness relations

interlocks, machine guarding, etc. are preferred based on

France: as per legal provisions

identified hazards. Additionally, personal protection equipment(PPE) is provided based on a job hazard analysis/risk analysis.

GRI 403: Occupational health and safety
403-1
403-2

Occupational health and safety

See the Environmental Health and Safety section of our 2023

management system

Sustainability Report, pg. 37.

Hazard identification, risk

See the Environmental Health and Safety section of our 2023

assessment and incident

Sustainability Report, pg. 37.

investigation
403-3

Occupational health services

Some of our sites have employed occupational healthresource specialists while others have in-house clinics.

403-8

Workers covered by

See the Environmental Health and Safety section of our 2023

occupational health and safety

Sustainability Report, pg. 37.

management system
403-9Work-related injuries

See the Environmental Health and Safety section of our 2023
Sustainability Report, pg. 37.

403-10Work-related ill healthSee the Environmental Health and Safety section of our 2023
Sustainability Report, pg. 37.

We also contract doctors in certain locations who provide
services to employees. We use the European Union General
Data Protection Regulation (GDRP) and the Health Insurance
Portability and Accountability Act (HIPAA) to protect theprivacy of all employees.
403-4

Worker participation,

See the Environmental Health and Safety section of our 2023

consultation and communication Sustainability Report, pg. 37.
on occupational health andsafety2023 Sustainability Report			Appendix |104

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixGlobal Reporting Initiative (GRI) Index
GRI STANDARDDISCLOSURE

CROSS REFERENCE OR ANSWERGRI 404: Training and Education
404-1
404-2

GRI STANDARDDISCLOSURE

GRI 408: Child labor

Average hours of training per

In 2023, our average hours of training per employee was about

year per employee

408-1

Operations and suppliers at

We work with suppliers in countries where the risk of violating

4 hours of training per employee.

significant risk for incidents oflabor and human rights standards is recognized as being

Programs for upgrading

See the Learning and Development section of our 2023

child labormedium to high risk. To actively address this, we require

employee skills and transition

Sustainability Report, pg. 52.

suppliers to complete self-assessment questionnaires,provide training and conduct onsite verification. If any risks

assistance
404-3

Percentage of employees

In 2023, 100% of eligible employees received a performancereceiving regular performanceappraisal.

relating to child labor are identified, we work closely anddiligently with the suppliers through corrective action plans.
If the nonconformance is not adequately addressed by theand career development reviews

supplier within an acceptable period of time, we may choose to

GRI 405: Diversity and equal opportunity
405-1
405-2

terminate our contract with the supplier. For more information,

Diversity of governance bodies

See the Our Employees and Corporate Governance sections

and employees

of our 2023 Sustainability Report, pg. 41 and pg. 63.

Ratio of basic salary andonsemi does not publicly disclose this information.

renumeration of women to men

see our Human Rights Policy.
GRI 409: Forced or compulsory labor409-1

GRI 406: Non-discrimination
406-1

Incidents of discrimination andonsemi cannot disclose this information at this time due toactions taken

specific legal prohibition as this is attorney-client privileged

Operations and suppliers at

We work with suppliers in countries where the risk of violating

significant risk for incidents oflabor and human rights standards is recognized as being

forced or compulsory labormedium to high risk. To actively address this, we require
suppliers to complete self-assessment questionnaires,provide training and conduct onsite verification. If any risks
relating to forced labor are identified, we work closely andinformation.

diligently with the suppliers through corrective action plans.

GRI 407: Freedom of association and collective bargaining
407-1

CROSS REFERENCE OR ANSWER

Operations and suppliers in

We work with suppliers in countries where the risk of violating

which the right to freedom

labor and human rights standards is recognized as beingof association and collective

medium to high risk. To actively address this, we requirebargaining may be at risk

suppliers to complete self-assessment questionnaires, provide
training and conduct onsite verification. If any risks relating
to the right to freedom of association are identified, we work
closely and diligently with the suppliers through corrective
action plans. If the nonconformance is not adequately
addressed by the supplier within an acceptable period of time,

If the nonconformance is not adequately addressed by the
supplier within an acceptable period of time, we may choose toterminate our contract with the supplier. For more information,see our Human Rights Policy.
GRI 410: Security practices
410-1

Security personnel trained

We use both in-house and third-party organizations forin human rights policies or

security personnel. In 2023, approximately 94 percent of ourprocedures

security personnel received training on our Human Rights
Policy.

we may choose to terminate our contract with the supplier. For
more information, see our Human Rights Policy.

2023 Sustainability Report			Appendix |105

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixGlobal Reporting Initiative (GRI) Index
GRI STANDARDDISCLOSURE

CROSS REFERENCE OR ANSWERGRI 411: Rights of indigenous peoples
411-1

DISCLOSURE

Incidents of violations involving

To the best of our knowledge, there have been no identified

rights of indigenous peoples

incidents of violations involving the rights of indigenous

GRI 413: Local communities

415-1

All of our global sites are involved with community engagement

community engagement, impact

and development programs through our workplace giving

assessments and development

program and employee volunteerism. To learn more about ourprograms

community engagement efforts, see our Giving Now webpage

GRI 416: Customer Health and Safety
Assessment of the health and

100 percent of our products are covered by and assessed forsafety impacts of product andcompliance with company procedures for assessing product/

service categories

service health and safety impacts.
We have several special products which are not includedin this declaration. They are used for military and air force
applications.

our 2023 Sustainability Report, pg. 57.
Operations with significant

We do not have operations with significant actual and potential

actual and potential negative

negative impacts on local communities.

416-2

Incidents of non-compliance

We are not aware of any non-compliance concerning the healthconcerning health and safety

and safety impacts of our products and services.

impacts of products andimpacts on local communities

services

GRI 414: Supplier social assessment
414-1

New suppliers that were

New suppliers are not pre-screened against social criteria.

screened using social criteria

However, all suppliers are provided our Supplier Handbook,

GRI 417: Marketing and labeling
417-1

which references our Social Responsibility Statement. Top

Requirements for product andPer labeling requirements of JEDEC standard JESD97,

service information and labelingall shipping labels show whether the products are underrestriction of hazardous substances (RoHS) compliant/Pb-free.

suppliers (by spend) are required to sign our Social Compliance

Our labeling also indicates information regarding hazardous

Statement of Conformance and complete a risk assessment

material in order to comply with the China RoHS directive.

with social criteria on an annual basis.
414-2

See the Public Policy section of our 2023 Sustainability
Report, pg. 76.

416-1

Operations with local

Political contributions

and the Impacting our Community Through Giving section of
413-2

CROSS REFERENCE OR ANSWERGRI 415: Public policy

peoples during the reporting period.

413-1

GRI STANDARD

Negative social impacts in the

We work closely and diligently with our suppliers to ensure

supply chain and actions taken

there are no negative social impacts from our supply chain. If

417-2

negative social impacts are identified within our supply chain,
we work with our suppliers to address those issues through417-3

corrective action plans.

Incidents of non-complianceTo the best of our knowledge, we have not received fines forconcerning product and service

non-compliance concerning product and service information

information and labelingand labelling.

Incidents of non-complianceTo the best of our knowledge, we are not aware of any non-concerning marketingcompliance concerning marketing communications.

communications
GRI 418: Customer privacy
418-1

Substantiated complaints

To the best of our knowledge, we are not aware of any

concerning breaches ofsubstantiated complaints of breaches of customer privacy or

customer privacy and losses oflosses of customer data.

customer data

2023 Sustainability Report			Appendix |106

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Climate Transition Plan
The elements of our Climate Transition Plan are outlined by CDP’s definition of a credible climatetransition plan. The listed elements are key for our business to thrive in a 1.5˚C world.
TRANSITION PLAN ELEMENTDETAILS

REFERENCE

TRANSITION PLAN ELEMENTDETAILS

REFERENCE

Goverance

Board-level oversight

See the Corporate Governance section of

Policy Engagement

Alignment of public policy

See the Public Policy section of our 2023

our 2023 Sustainability Report, pg. 63.

engagement with climate

Sustainability Report, pg. 76.

Board expertise on climate-

See the Corporate Governance section of

ambition and strategy

related issues

our 2023 Sustainability Report, pg. 63.

Strategy

Risks & Opportunities

2023 Sustainability Report, pg. 90.

Executive management

See the TCFD section in the Appendix of our

accountability and feedback

2023 Sustainability Report, pg. 90.

Climate related risks – risks,

See the TCFD section in the Appendix of ourmechanisms

potential financial impact and2023 Sustainability Report, pg. 90.

Executive incentives linked to

See the Corporate Governance section of

response strategy

climate performance indicators

our 2023 Sustainability Report, pg. 63.

Climate-related opportunities –See the TCFD section in the Appendix of our

Existence of a “1.5C world”

See the Net Zero Goal section of our 2023

opportunities, potential financial

2023 Sustainability Report, pg. 90.

aligned transition plan within

Sustainability Report, pg. 16.

impact and response strategy
Targets

shareholder feedback
Link between identified and

See the TCFD section in the Appendix of ourpotential climate-related risks,

2023 Sustainability Report, pg. 90.

See the Net Zero Goal section of our 2023

absolute and intensity

Sustainability Report, pg. 16.

Other climate-related targets

See the Net Zero Goal section of our 2023

Net zero targets

strategy
Details of scenario analysis

Emission reduction targets –Sustainability Report, pg. 16.

opportunities and company

See the Net Zero Goal section of our 2023
Sustainability Report, pg. 16.

See the Enterprise Risk Management andBusiness Continuity section of our 2023
Sustainability Report, pg. 65.

Financial Planning

See the TCFD section in the Appendix of ourrelated risks and opportunities

business strategy and

Scenario Analysis

Process for identifying climate-

Scope 1, 2 & 3 Accounting, with

Progress toward respective

See Decarbonization Progress Report in Net

Verification

targets of Scope 1, 2 and 3

Zero Goal section of our 2023 Sustainability

emissions

Report, pg. 16.

Financial planning details

See the TCFD section in the Appendix of ourassociated with a 1.5˚C world

2023 Sustainability Report, pg. 90.

Low carbon products or

See the Product Stewardship section of ourservices2023 Sustainability Report, pg. 21.

See the Third Party Assurance Statement

Value Chain Engagement &Low carbon initiatives – direct

See the Annual Inventory of Energy

in the Appendix of our 2023 Sustainability

Low-Carbon Initiatives

operations

Consumption and Emissions section of ourComprehensive and third-party

See the Net Zero Goal section of our 2023

verified emissions accounting

Sustainability Report, pg. 16.

Report, pg. 110.

2023 Sustainability Report, pg. 25.
Value chain engagement

See the Annual Inventory of Energy
Consumption and Emissions section of our2023 Sustainability Report, pg. 25.

2023 Sustainability Report			Appendix |107

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Detailed Descriptions of Charts
Revenue/Triple-Bottom-Line Revenue on pg. 9

Decarbonization Progress: Scopes 1 and 2 on pg. 17

Energy Intensity on pg. 26

Total Scope 1 GHG Emissions on pg. 28

Our annual revenue and triple-bottom-line revenue are reported overWe track our decarbonization progress against our 2022 baseline

Our energy intensity is reported over a 3-year period, from 2021

Our total Scope 1 emissions are reported in metric tons of carbon

a 3-year period, from 2021 to 2023. In 2023, our total revenue was

emissions. In 2022, our Scope 1 baseline emissions were 1,014,836

to 2023. Energy intensity is calculated by dividing total energy (indioxide equivalent over a 3-year period, from 2021 to 2023. In$8,253 million, with $6,524 million identified as our triple-bottom-line

metric tons of carbon dioxide equivalent and our Scope 2 baseline

Megawatt-hours) by annual revenue (in million dollars). In 2023, our2023, we emitted a total of 828,620 metric tons of carbon dioxide

revenue. In 2022, our total revenue was $8,326 million, with $6,454

emissions were 713,547 metric tons of carbon dioxide equivalent,energy intensity was 267. In 2022, our energy intensity was 210. In

equivalent. In 2022, we emitted a total of 841,104 metric tons of

million identified as our triple-bottom-line revenue. In 2021, our total

totaling to 1,728,383 for Scopes 1 and 2. In 2023, our Scope 1

2021, our energy intensity was 264.

carbon dioxide equivalent. In 2021, we emitted a total of 2,485,870

revenue was $6,740 million, with $5,011 million identified as our triple-

emissions were 828,620 metric tons of carbon dioxide equivalent andbottom-line revenue.

our Scope 2 emissions were 713,968 metric tons of carbon dioxide

Scope 1 Emissions by Gas Type on pg. 27

equivalent, totaling to 1,569,430 for Scopes 1 and 2.

Our Scope 1 emissions by gas type are reported in metric tons of

Scope 1 Emissions Intensity on pg. 28

Revenue by Market on pg. 9

metric tons of carbon dioxide equivalent.

carbon dioxide equivalent over a 3-year period, from 2021 to 2023.

Our Scope 1 emissions intensity is reported over a 3-year period, from

Our annual revenue is categorized into three end markets: automotive,

Decarbonization Progress: Scope 3 on pg. 17

In 2023, we emitted 83,610 metric tons of carbon dioxide equivalent

2021 to 2023. Scope 1 emissions intensity is calculated by dividing

industrial and other. In 2023, 52 percent of our revenue came from

We track our decarbonization progress against our 2022 baselineof carbon dioxide, 46 metric tons of carbon dioxide equivalent of

total Scope 1 emissions (in metric tons of carbon dioxide equivalent)automotive, 28 percent came from industrial and 20 percent cameemissions. In 2022, our total Scope 3 baseline emissions weremethane, 30,479 metric tons of carbon dioxide equivalent of nitrousby annual revenue (in million dollars). In 2023, our Scope 1 emissions

from other. In 2022, 40 percent of our revenue came from automotive,

2,150,040 metric tons of carbon dioxide equivalent. Category 1oxide, 172,035 metric tons of carbon dioxide equivalent of sulfur

intensity was 100. In 2022, our Scope 1 emissions intensity was 101.

28 percent came from industrial and 32 percent came from other. In

baseline emissions were 1,414,941 metric tons of carbon dioxidehexafluoride, 73,914 metric tons of carbon dioxide equivalent of

In 2021, our Scope 1 emissions intensity was 369.

2021, 34 percent of our revenue came from automotive, 27 percent

equivalent, Category 2 baseline emissions were 102,663 metricnitrogen trifluoride, 38,983 metric tons of carbon dioxide equivalentcame from industrial and 39 percent came from other.

tons of carbon dioxide equivalent, Category 3 baseline emissionsof hydrofluorocarbons, 378,930 metric tons of carbon dioxide

Total Scope 2 GHG Emissions on pg. 29

were 222,296 metric tons of carbon dioxide equivalent, Category

equivalent of perfluorocarbons and 50,624 metric tons of carbon

Our total Scope 2 emissions are reported in metric tons of carbon

Revenue by Sales Channel on pg. 94 baseline emissions were 326,612 metric tons of carbon dioxide

dioxide equivalent of heat transfer fluids. In 2022, we emitted 50,575

dioxide equivalent over a 3-year period, from 2021 to 2023. In

Our annual revenue is categorized into two sales channels: original

equivalent and the remaining “Other” categories summed to 83,528

metric tons of carbon dioxide equivalent of carbon dioxide, 29 metric2023, we emitted a total of 727,464 metric tons of carbon dioxide

equipment manufacturers and distributors. In 2023, 48 percent of

metric tons of carbon dioxide equivalent. In 2023, our total Scope 3

tons of carbon dioxide equivalent of methane, 28,408 metric tons

equivalent. In 2022, we emitted a total of 741,934 metric tons of

our revenue came from original equipment manufacturers and 52

emissions were 1,569,430 metric tons of carbon dioxide equivalent.

of carbon dioxide equivalent of nitrous oxide, 193,063 metric tons ofcarbon dioxide equivalent. In 2021, we emitted a total of 782,790

came from distributors. In 2022, 42 percent of our revenue came from

Category 1 emissions were 1,062,541 metric tons of carbon dioxidecarbon dioxide equivalent of sulfur hexafluoride, 66,106 metric tons of

metric tons of carbon dioxide equivalent.

original equipment manufacturers and 58 came from distributors.

equivalent, Category 2 emissions were 92,083 metric tons of carbon

carbon dioxide equivalent of nitrogen trifluoride, 40,261 metric tons of

In 2021, 36 percent of our revenue came from original equipment

dioxide equivalent, Category 3 emissions were 237,688 metriccarbon dioxide equivalent of hydrofluorocarbons, 444,270 metric tons

Scope 2 Emissions Intensity on pg. 29

manufacturers and 64 came from distributors.

tons of carbon dioxide equivalent, Category 4 emissions wereof carbon dioxide equivalent of perfluorocarbons and 18,393 metric

Our Scope 2 emissions intensity is reported over a 3-year period,

101,087 metric tons of carbon dioxide equivalent and the remaining

tons of carbon dioxide equivalent of heat transfer fluids. In 2021, wefrom 2021 to 2023. Scope 2 emissions intensity is calculated by

Revenue by Technology on pg. 9“Other” categories summed to 76,031 metric tons of carbon dioxide

emitted 17 metric tons of carbon dioxide equivalent of carbon dioxide,

dividing total Scope 2 emissions (in metric tons of carbon dioxide

Our annual revenue is categorized into three product technology

equivalent.

0 metric tons of carbon dioxide equivalent of methane, 29,722 metricequivalent) by annual revenue (in million dollars). In 2023, our Scope

streams: intelligent power, intelligent sensing and other. In 2023, 51

tons of carbon dioxide equivalent of nitrous oxide, 379,787 metric

2 emissions intensity was 88. In 2022, our Scope 2 emissions

percent of our revenue came from intelligent power, 19 percent came

Total Energy Consumption on pg. 26

tons of carbon dioxide equivalent of sulfur hexafluoride, 1,262,444

intensity was 89. In 2021, our Scope 2 emissions intensity was 116.

from intelligent sensing and 30 percent came from other. In 2022, 48

Our total energy consumption in Megawatt-hours is reported over a

metric tons of carbon dioxide equivalent of nitrogen trifluoride, 45,499

percent of our revenue came from intelligent power, 19 percent came

3-year period, from 2021 to 2023. In 2023, we consumed a total of

metric tons of carbon dioxide equivalent of hydrofluorocarbons andfrom intelligent sensing and 33 percent came from other. In 2021, 46

2,206,910 Megawatt-hours of energy. In 2022, we consumed a total

715,545 metric tons of carbon dioxide equivalent of perfluorocarbons.

percent of our revenue came from intelligent power, 16 percent cameof 1,752,282 Megawatt-hours of energy. In 2021, we consumed a total

Heat transfer fluids were not reported in 2021.

from intelligent sensing and 38 percent came from other.

of 1,781,685 Megawatt-hours of energy.

2023 Sustainability Report			Appendix |108

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

Appendix

Detailed Descriptions of Charts (cont.)
Total Waste Generated on pg. 34

Total Waste Diverted from Disposal on pg. 34

which makes up 12 percent of the total workforce. 4,244 employees

1 percent of total new hires. 399 of our newly hired employees were

Our total waste generation, both hazardous and non-hazardous

Our total waste, both hazardous and non-hazardous waste, diverted

were located in North America, which makes up 15 percent of thelocated in the EMEA region, which was 11 percent of total new hires.

waste, is reported over a 3-year period, from 2021 to 2023. In 2023,

from disposal is reported over a 3-year period, from 2021 to 2023. In

total workforce.

1,442 of our newly hired employees were located in North America,

we generated a total of 30,672 metric tons of waste, with 9,992

2023, we diverted a total of 21,589 metric tons of waste, with 3,656

metric tons being hazardous waste and 20,680 metric tons being non-metric tons being hazardous waste and 17,933 metric tons being non-

Total Global Workforce on pg. 41

hazardous waste. In 2022, we generated a total of 25,897 metric tons

hazardous waste, from disposal. In 2022, we diverted a total of 18,102

Our total global workforce is reported over a 3-year period, from

New Hires by Job Category on pg. 45

of waste, with 8,974 metric tons being hazardous waste and 16,923

metric tons of waste, with 3,600 metric tons being hazardous waste

2021 to 2023. In 2023, our total global workforce comprised 28,982

Our workforce is categorized into nine different job categories:

metric tons being non-hazardous waste. In 2021, we generated aand 14,502 metric tons being non-hazardous waste, from disposal.

employees. In 2022, our total global workforce comprised 32,366

executives, senior vice presidents (SVP), vice presidents (VP), senior

total of 27,167 metric tons of waste, with 9,842 metric tons being

In 2021, we diverted a total of 18,515 metric tons of waste, with 4,161

employees. In 2021, our total global workforce comprised 33,690

managers, managers, entry level, frontline hourly and frontline

hazardous waste and 17,325 metric tons being non-hazardous waste.

metric tons being hazardous waste and 14,354 metric tons being non-employees.

salaried. In 2023, 0 of our newly hired employees were executives. 2

which was 39 percent of total new hires.

hazardous waste, from disposal.
Waste Generation Intensity on pg. 34

of our newly hired employees were SVPs, which was 0.05 percent of
U.S. Workforce by Race and Ethnicity on pg. 44

total new hires. 10 of our newly hired employees were VPs, which was

Our waste generation intensity is reported over a 3-year period, fromTotal Waste Directed to Disposal on pg. 35

We disclose race and ethnicity for our US workforce. In 2023, 0.5

0.27 percent of total new hires. 170 of of our newly hired employees

2021 to 2023. Waste generation intensity is calculated by dividing

Our total waste, both hazardous and non-hazardous waste, directed

percent of our US workforce identified as American Indian or Alaskan

were senior managers, which was 4.59 percent of total new hires.

total waste generated (in metric tons) by annual revenue (in million

to disposal is reported over a 3-year period, from 2021 to 2023. In

native, 17.6 percent identified as Asian, 3.2 percent identified as Black488 of our newly hired employees were managers, which was 13.16

dollars). In 2023, our waste generation intensity was 3.72. In 2022,

2023, we directed a total of 9,083 metric tons of waste, with 6,336

or African American, 3.5 percent identified as Hispanic or Latino, 0.2

percent of total new hires. 905 of our newly hired employees were

our waste generation intensity was 3.11. In 2021, our waste generation

metric tons being hazardous waste and 2,747 metric tons being non-percent identified as Native American or other Pacific Islander, 1.8

entry level, which was 24.41 percent of total new hires. 0 of our newly

intensity was 4.03.

hazardous waste, to disposal. In 2022, we directed a total of 7,795

percent identified as two or more races, 57.2 percent identified as

hired employees were frontline (hourly). 2,133 of our newly hired

metric tons of waste, with 5,374 metric tons being hazardous waste

White and 16 percent did not disclose.

employees were frontline (salary), which was 57.52 percent of total

Total Waste Diversion Rate on pg. 34

and 2,421 metric tons being non-hazardous waste, to disposal. In

Our total waste diversion rate is reported over a 3-year period, from2021, we directed a total of 8,652 metric tons of waste, with 5,682

New Hires by Gender on pg. 45

2021 to 2023. In 2023, our total waste diversion rate was 70 percent.

metric tons being hazardous waste and 2,970 metric tons being non-In 2023, 1,147 of our newly hired employees identified as female,

In 2022, our total waste diversion rate was 70 percent. In 2021, ourhazardous waste, to disposal.

which was 31 percent of total new hires. 2,561 of our newly hired

total waste diversion rate was 68 percent.

new hires.

employees identified as male, which was 69 percent of total new
Workforce by Gender on pg. 41

hires.

Hazardous Waste Diversion Rate on pg. 34

In 2023, 12,747 of our employees globally identified as female, which

Our hazardous waste diversion rate is reported over a 3-year period,

was 44 percent of the total workforce. 16,235 of our employees

New Hires by Age on pg. 45

from 2021 to 2023. In 2023, our hazardous waste diversion rate was

globally identified as male, which was 56 percent of the total

In 2023, 1,738 of our newly hired employees were under the age

37 percent. In 2022, our hazardous waste diversion rate was 40

workforce.

of 30, which was 47 percent of total new hires. 1,318 of our newly

percent. In 2021, our hazardous waste diversion rate was 42 percent.

hired employees were between the ages of 30 and 50, which was 36
Workforce by Region on pg. 41

percent of total new hires. 652 of our newly hired employees were

Non-Hazardous Waste Diversion Rate on pg. 34

Our workforce is categorized by four regions: Asia Pacific (APAC)

over the age of 50, which was 17 percent of total new hires.

Our non-hazardous waste diversion rate is reported over a 3-year(excluding Japan); Japan; Europe, Middle East, Africa (EMEA); andperiod, from 2021 to 2023. In 2023, our non-hazardous waste

North America. In 2023, 20,234 employees were located in the

New Hires by Region on pg. 45

diversion rate was 87 percent. In 2022, our non-hazardous waste

APAC region, which makes up 70 percent of the total workforce. 912

In 2023, 1,826 of our newly hired employees were located in the APAC

diversion rate was 86 percent. In 2021, our non-hazardous waste

employees were located in Japan, which makes up 3 percent of theregion (excluding Japan), which was 78 percent of total new hires.

diversion rate was 83 percent.

total workforce. 3,592 employees were located in the EMEA region,

41 of our newly hired employees were located in Japan, which was

2023 Sustainability Report			Appendix |109

Table of Contents

Introduction

Our Business

Protecting Our Planet and Environment

Ensuring Workplace Social Responsibility

Impacting Our Community Through Giving

Committing to a Responsible Business

AppendixThird Party Assurance Statement

Page 3

Page 2
VERIFICATION OPINION DECLARATIONGREENHOUSE GAS EMISSIONS
Apex Companies, LLC (Apex) was engaged to conduct an independent verification of the greenhouse gas (GHG)
emissions reported by Semiconductor Components Industries, LLC (SCI d/b/a “onsemi”) for the period stated below.
This verification opinion declaration applies to the related information included within the scope of work described
below.
The determination of the GHG emissions is the sole responsibility of onsemi. onsemi is responsible for the preparationand fair presentation of the GHG emissions statement in accordance with the criteria. Apex’s sole responsibility was toprovide independent verification on the accuracy of the GHG emissions reported, and on the underlying systems andprocesses used to collect, analyze and review the information. Apex is responsible for expressing an opinion on the
GHG emissions statement based on the verification. Verification activities applied in a limited level of verification areless extensive in nature, timing and extent than in a reasonable level of verification.
Boundaries of the reporting company GHG emissions covered by the verification:•

Operational Control•

Worldwide•

Exclusions:oWorld Resources Institute (WRI)/World Business Council for Sustainable Development (WBCSD)
Greenhouse Gas (GHG) Protocol Corporate Accounting and Reporting Standard (Scope 1 and 2)

Apex is an independent professional services company that specializes in Health, Safety, Social and Environmental
management services including assurance with over 30 years history in providing these services.

•

WRI/WBCSD Greenhouse Gas Protocol Corporate Value Chain (Scope 3) Accounting and ReportingStandard (Scope 3)

No member of the verification team has a business relationship with onsemi, its Directors or Managers beyond that
required of this assignment. We conducted this verification independently and to our knowledge there has been noconflict of interest.

Reference Standard:•

Apex has implemented a Code of Ethics across the business to maintain high ethical standards among staff in their
day-to-day business activities.

ISO 14064-3 Second Edition 2019-04: Greenhouse gases -- Part 3: Specification with guidance for theverification and validation of greenhouse gas statements

The verification team has extensive experience in conducting assurance over environmental, social, ethical and healthand safety information, systems and processes, has over 20 years combined experience in this field and an excellent
understanding of Apex’s standard methodology for the verification of greenhouse gas emissions data.

Level of Assurance and Qualifications:•

Limited•This verification used a materiality threshold of ±5% for aggregate errors in sampled data for each of theabove indicators

Attestation:

Evidence-gathering procedures included but were not limited to:

Emissions associated with refrigerant losses in building cooling systems

GHG Emissions Statement:•

Scope 1: 828,620 metric tons of CO2 equivalent•

Scope 2 (Location-Based): 727,464 metric tons of CO2 equivalent•

Scope 3Category 1 – Purchased Goods and Services: 1,062,541 metric tons of CO2 equivalent•Interviews with relevant personnel of onsemi;•

Review of documentary evidence produced by onsemi;•

Review of onsemi data and information systems and methodology for collection, aggregation, analysis andreview of information used to determine GHG emissions; andMegan O’Neil, Lead Verifier
ESG Program Manager

ESG Principal Consultant

Audit of sample of data used by onsemi to determine GHG emissions.

Apex Companies, LLC

Apex Companies, LLC

Atlanta, Georgia

Santa Ana, California•

Verification Opinion:
Based on the process and procedures conducted, there is no evidence that the GHG emissions statement shown
above:oCategory 2 – Capital Goods: 92,083 metric tons of CO2 equivalent•

is not materially correct and is not a fair representation of the GHG emissions data and information; andoCategory 3 – Fuel and Energy Related Activities: 241,675 metric tons of CO2 equivalent•

has not been prepared in accordance with the WRI/WBCSD GHG Protocol Corporate Accounting andReporting Standard (Scope 1 and 2) and WRI/WBCSD Greenhouse Gas Protocol Corporate Value Chain
Accounting and Reporting Standard (Scope 3).

oCategory 4 – Upstream Transportation and Distribution: 101,087 metric tons of CO2 equivalentoCategory 5 – Waste Generated in Operations: 37,707 metric tons of CO2 equivalentoCategory 6 – Business Travel: 9,453 metric tons of CO2 equivalentoCategory 7 – Employee Commute (includes work from home): 17,416 metric tons of CO2
equivalentoCategory 8 – Upstream Leased Assets: 42 metric tons of CO2 equivalentoCategory 10 – Processing of Sold Products: 11,345 metric tons of CO2 equivalentoCategory 12 – End-of-Life Treatment of Sold Products: 68 metric tons of CO2 equivalent

Data and information supporting the Scope 1, Scope 2 and Scope 3 GHG emissions statement were in most cases
estimated rather than historical in nature.
Period covered by GHG emissions verification:••

GHG Verification Methodology:

Types of GHGs: CO2, N2O, CH4, NF3, SF6, HFCs, PFCsoStatement of independence, impartiality, and competence

Criteria against which verification conducted:

January 1, 2023 to December 31, 2023

David Reilly, Technical Reviewer

May 22, 2024
This verification opinion declaration, including the opinion expressed herein, is provided to onsemi and is solely for the benefit ofonsemi in accordance with the terms of our agreement. We consent to the release of this declaration by you to the public or otherorganizations but without accepting or assuming any responsibility or liability on our part to any other party who may have access tothis declaration.

It is our opinion that onsemi has established appropriate systems for the collection, aggregation, and analysis ofquantitative data for determination of these GHG emissions for the stated period and boundaries.

Report Revision History
VERSIONDESCRIPTION OF REVISION AND REASONEFFECTIVE DATE

B

2023 Sustainability Report

31 July 2024

Document Initial Release

WATER • ENVIRONMENTAL • HEALTH & SAFETY • COMPLIANCE & ASSURANCE • INFRASTRUCTURE
Apex Companies, LLC • (800) 733-2739 • www.apexcos.com

2023 Sustainability Report			Appendix |1102023 Sustainability Report
onsemi
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