Changes in Diversity 2016 - 2019

Changes in Diversity 2016-2019

The Applied Materials We will accelerate our progress by: Culture of Inclusion Journey We love talented people and know that outstanding talent Engaging Leaders as Champions of Change as an Intentional Focus comes in many diﬀerent packages. We also know that our • Understand the inclusion problem before ﬁxing it greatest strength as a global leader is our collective diﬀerences focused on making possible the technology that • Make inclusion personal for leaders shapes the future. This year we are releasing 2019 diversity data by three levels • Deﬁne inclusion barriers and key metrics for leading change Susan Schmitt, (Executives, Managers and Professionals), providing Group Vice President, transparency in our progress as well as acknowledging there Human Resources is still work to be done. We believe we can accelerate our Eliminating Systemic Barriers to Inclusion progress with innovative Culture of Inclusion strategies that • Identify and break down systemic barriers to inclusion in all that we do will enhance our ability to recruit and retain women globally and U.S. underrepresented minorities. • Leverage data to develop key action strategies and monitor success We believe that our culture and workplace experiences • Engage and empower Inclusion Change teams to breakdown barriers matter. And we want a workplace where everyone is engaged and inspired to do their best work. This is vital to serving our customers and delivering value-creating innovation. Operationalizing Inclusion in All We Do Our journey to design a meaningful Culture of Inclusion will • Ensure talent practices are inclusive - Accelerate strategies to ﬁnding, broaden and sustain the diversity of our workforce, promote selecting, placing, developing, and retaining diverse talent ideas and approaches, and help us build a culture that beneﬁts everyone … our people, our customers and our • Leverage best practices to ensure inclusion across the enterprise shareholders. Lasting change will be the result of meaningful steps in our • Track progress by using qualitative and quantitative metrics journey. We believe this intentional focus on a Culture of Inclusion will bring the necessary shifts in our workplace to move closer to becoming a fully actualized culture of inclusion and diversity.

Changes in U.S. Diversity † By Percent Black / Hispanic / Other Women White Asian African-American Latino URMs* Overall 2019 19.5% 49.9% 36.8% 3.7% 7.8% 1.9% 2019 2019 2019 2019 2019 2019 1.5% 4.9% 3.4% 0.3% 0.7% 0.6% Overall 2016 18.0% 54.8% 33.4% 3.4% 7.1% 1.3% 2016 2016 2016 2016 2016 2016 Executives 11.3% 52.5% 44.0% 0.7% 2.0% 0.7% Vice Presidents and Directors 11.3% 55.7% 40.5% 1.0% 2.0% 0.8% 0.0% 3.2% 3.5% 0.3% 0.0% 0.1% Managers 16.1% 53.8% 34.4% 3.8% 6.3% 1.7% People Managers (Non-Executive) 12.4% 61.8% 29.0% 3.1% 5.3% 0.7% 3.7% 8.0% 5.4% 0.7% 1.0% 1.0% Professionals 26.1% 44.7% 44.4% 2.9% 6.6% 1.5% Business, Engineering, and Sales 24.1% 49.0% 40.6% 2.9% 6.4% 1.1% Career Bands (Individual Contributors) 2.0% 4.3% 3.8% 0.0% 0.2% 0.4% † Applied Materials U.S. employees. *2 or More Races, American Indians/Alaskan Native, and Native Hawaiian/ Paciﬁc Islander.

Gender Diversity 2019 Global Women 2016–2019 U.S. & Global 2016–2019 U.S. Women Representation by Level Women in Engineering New College Graduate Hiring Includes those who are in the Engineering job family group. Includes those who have been hired to start directly after graduation and have been with the company for two or less years. 17.4% 11.1% 39% 12.7% 36% 35% 12.2% 12.4% 29% Overall Executives 11.7% 12.2% Vice Presidents and Directors 11.4% 11.6% 14.9% 25.3% 10.8% Global U.S. Managers Professional People Managers Business, Engineering, FY16 FY17 FY18 FY19 FY16 FY17 FY18 FY19 and Sales Career Bands © 2020 Applied Materials, Inc. All rights reserved. Applied Materials and the Applied Materials logo are trademarks of Applied Materials, Inc. in the U.S. and other countries.