敬愛的利害關係人:
數據證明了一切:ASML再次取得非凡成績。銷售額達212億歐元,較2021年增長13.8%;毛利率為50.5%;每股股息為5.80歐元。對ASML而言,2022年是另個傑出的一年,我們的淨訂單額達307億歐元,我們的產品線暢通無阻,我們的團隊才華橫溢、充滿活力並全情投入一系列不斷推出、即將推出或正在研發的新產品。毫不奇怪,我們對未來發展充滿信心。在此,我要感謝所有利害關係人在過去一年對我們的支持,特別要向我們的團隊致敬,他們展現了出色的奉獻精神和專業能力,沒有他們,我們無法取得這一切成就。
儘管數字呈現正面趨勢,但事實上,2022年本應有更出色的表現。我們滿足客戶需求的能力持續受到一系列不完全受控的情勢影響。COVID-19疫情的後果、烏克蘭持續的戰爭,以及供應鏈合作夥伴在材料短缺下未能按照計劃交貨的困境,結合在一起造成了顯著的動盪,使我們無法始終滿足客戶的需求。
歸根結底,我們見證了自2020年開始的全球晶片短缺問題在2022年仍然持續存在。無論是在個人生活中,我們都以某種方式遇到了這個問題,無論是因為購買新車的延遲,還是太陽能板等科技產品的供應不足。
實踐我們的業務策略
儘管在營運方面我們有時遇到困難,但從戰略角度來看,我們一直在不斷交貨。我們的全面產品組合與客戶的進度規劃保持一致,提供高成本效益的解決方案,支持從先進到成熟製程節點的所有應用。在過去一年,我們有許多亮點,我們交付了第一批TWINSCAN NXT:2100i,接獲了TWINSCAN EXE:5200的新訂單,並看到幾家客戶採用了Alignment Optimization 12 Color技術。
儘管不滿的客戶比我預期更多,但我們也感受到了同理心和支持。我們始終全面通知客戶有關運輸延遲的情況,他們也可以自己看到我們的投資將如何增加生產能力。在我們工地上,建築吊車拔地而起,我們的投資計劃正在逐漸實現,預計到2025至2026年,我們製造能力將增加至90組EUV 0.33 NA和600組DUV系統,同時,我們還計劃到2027至2028年將EUV 0.55 NA(High-NA)的能力提升到20組。而像Carl Zeiss(編按:德國蔡司)等關鍵合作夥伴也正忙於增加產能,盡一切可能疏通供應鏈的壅塞。
確實有一些客戶出於對全球經濟環境的擔憂,選擇延遲出貨。但根據我們的訂單資料顯示,大多數客戶仍然在催促我們提供所需的工具,並渴望利用我們能夠釋放的任何多餘產能,以便提前交貨,如果可能的話。我們還致力於提高我們的製造能力、人力資源和供應鏈的靈活性,以便能夠迅速、適時地應對當前的不確定性浪潮。
我們的ESG策略
這份年度報告的主題是"Small patterns. Big impact."(微小的圖案,巨大的影響)。我們在ASML所做的事,對我們的客戶以及整個社會都有廣泛影響。由我們的研發團隊和合作夥伴開創的技術,位於全球數位化的核心,有潛力改變我們生活和工作方式,從實現預測性醫療、能源轉型和智慧城市,到可穿戴設備、自動駕駛汽車和機器人技術。
我們於2021年推出的ESG戰略承認並應對我們對社會的影響。這是我們成為負責任的組織和成為世界一股善意力量的基礎。
當然,我們在這方面並非獨一無二。所有負責任的企業現在都將大量資源投入ESG事務,這反映了世界正在應對其主要挑戰,尤其是氣候變化和能源轉型。對我們而言,ESG意味著幫助創造一個負責任的社會—一個盡可能多的人擁有安全健康的環境、工作、住處以及糧食、良好的學校和優質醫療護理的社會。這些是企業蓬勃發展和經濟成長的重要基本條件。正如我們在《環境、社會和治理-ESG一覽》中簡介的那樣,過去12個月,我們在這方面進展卓著。
我們一直公開宣示,本公司遵循的是「利害關係人模型」,而不僅是股東模型。我們有5個利害關係人群體—我們的員工、客戶、供應商、股東和社會。正是這5方面的平衡,使得一家公司更具可信度。如果僅專注於其中一兩個利害關係人群體,其他方面可能會受損。因此,我們盡最大努力確保平衡。我們並不完美,還有很多工作要做—但我們的ESG戰略是照亮前途的重要指南。
與夥伴共同合作
沒有我們合作夥伴的生態系,我們無法生存下去,這正是我們價值觀的核心—挑戰、合作和關懷。我們喜歡被挑戰,當我們與他人合作時,我們能更好地應對挑戰,無論是與學術界和研究機構,還是與來自世界各地的領先公司合作,我們共同打造信任,分享風險和回報。通過共同努力,我們正在開發能夠產生積極影響的技術—關懷生態系統、關懷所有利害關係人和我們的地球。
我們與供應商和創新夥伴以及其他設備提供商(如蝕刻和沉積技術夥伴)在強大的全球半導體創新生態系統中攜手合作,以了解微顯影技術,並提供我們客戶、我們客戶的客戶和最終用戶所需的解決方案。
作為建築師和整合者,我們統籌這整個過程,依托我們的價值觀來落實創新管道,使ASML的產品管線保持暢通。位於菲爾德霍芬總部所在地的Brainport Eindhoven創新生態系統,就是這種合作的一個良好範例,它建立在信任、透明度和願意分享專業知識的基礎上。
推動全球人才的尋找
人才是一家公司最重要的資產,這可能是一個陳腔濫調,但它也非常真實,人才短缺是影響全球各行各業的因素,包括我們所在的行業。為了滿足全球和歐洲生態系統對晶片行業的抱負,我們需要在未來十年顯著增加工程人才。韓國、美國、台灣和日本政府都在大力投資於與晶片相關的教育和職業培訓。我們希望看到荷蘭和其他歐洲國家政府也能做出同樣努力。在ASML,我們盡一份力。教育是我們社區參與活動的重要支柱之一,在2022年,我們再次支持旨在提高年輕人對技術的興趣,並增加我們所在地區的人才儲備項目,涵蓋我們所在的所有主要地理區域。
我們歡迎7,130名新成員在2022年加入ASML,我們吸引優秀人才的努力正取得成果,同時我們能為他們提供在技術最前線的工作機會。如今,ASML擁有超過140個國籍的員工,但我們知道,年輕人經常轉職,可能不會像之前一些世代那樣在一家公司待上20年。因此,我們的挑戰是確保ASML成為一個有吸引力的長期選擇,人們可以在這裡做出貢獻、享受所帶來的好處並且發展自己。這就是我們「能做」的企業文化重要性所在。我們在這裡創造了一個工作環境,人們可以推動創新,互相激勵,並幫助確保數位技術發揮其潛力。
展望2023年及未來
在2023年股東會上,我們的監事會主席Gerard Kleisterlee將卸任,他自2015年起一直在監事會任職。我要感謝Gerard身為監事會主席,和選舉及提名委員會成員,以及技術委員會成員所做出的寶貴貢獻。在他8年任期中,他為監事會帶來了豐富經驗,為ASML提供了重要的指導和建議。我們祝福Gerard在未來一切順利。
當我們觀察我們的商業環境時,短期內存在著不確定性,這歸因於一系列總體經濟問題,包括能源短缺、通膨、消費者信心降低和經濟衰退。在地緣政治層面上,社會經濟區塊的分裂以及相關進出口管制正在威脅到全球村的發展,而全球村在過去幾年中對許多創新做出了重要貢獻。如果國家或貿易區將自己封閉在本國領土內,創新將變得不那麼有效,而且其成本更高。
有數家新聞機構於2023年1月底報導,美國、荷蘭和日本同意進一步限制向中國出口半導體製造設備。我們了解到已採取了一些措施,涵蓋了先進的微顯影工具以及其他設備。這項協議的條款尚未公開披露,目前仍屬保密。我們預計(編按:荷蘭)政府需要數個月時間來撰寫並實行新規定。考慮到目前市況,我們不認為這些措施對我們2023年的預期產生實質影響。
展望未來,我們將不得不應對系統中的震盪,我對此深感信心,因為半導體和半導體設備的需求持續增長,為我們提供了支持。在接下來的12個月內,我預計我們將再次創下新紀錄。
超越2023年,我對我們的行業以及ASML特別樂觀。一些行業分析師相信,到2030年,半導體行業的價值將增長至1兆美元—我們對此並不反對。我們的預期是,從2020年到2030年期間,綜合系統和安裝基礎營收可能帶來每年約14%的營收成長率。
如果我們要實現這一目標,團隊合作將至關重要,無論是在ASML內部還是與我們的合作夥伴和供應商之間。通過挑戰、合作和關懷,我們將在滿足客戶需求方面發揮領導作用,按時提供正確的技術,使半導體行業能夠繁榮發展,同時兼顧周圍社區的利益。
Peter Wennink
President, Chief Executive Officer and Chair of the Board of Management
ASML CEO letter to shareholders full text
Dear Stakeholder,
The figures speak for themselves : record sales of €21.2 billion, up by 13.8% compared with 2021, a gross margin of 50.5% and a dividend per share of €5.80 add up to another outstanding year for ASML. Our net bookings stand at an unparalleled €30.7 billion for the year 2022, our pipeline is flowing freely, with a number of new products launched, set to launch or in development, and our people are talented, energized and engaged. Not surprisingly, we are looking forward to a very bright future with strong growth. I would like to thank all our stakeholders for their support during the year – and in particular I wish to pay tribute to our people, who have again displayed outstanding commitment and expertise, and without whom none of our achievements would have been possible.
Yet despite the positive numbers, the reality is that 2022 could actually have been even better. Our ability to meet customer demand continued to be impacted by a set of circumstances that were not fully in our control. The aftermath of COVID-19, the ongoing war in Ukraine and struggles among some of our supply chain partners to deliver according to our agreed plans due to material shortages have combined to cause significant turbulence and meant that we were unable to give our customers what they needed all of the time.
Ultimately, we have seen the global chip shortage that first appeared in 2020 continue through 2022. We have all encountered this in one way or another in our personal lives, whether through delays in taking ownership of a new vehicle or reduced availability of technology such as solar panels.
Delivering on our business strategy…
Although we have at times struggled operationally, from a strategic standpoint we have continued to deliver. Our comprehensive product portfolio is aligned to our customers’ roadmaps, delivering costeffective solutions in support of all applications, from leading-edge to mature nodes. Among many highlights of the year, we shipped the first TWINSCAN NXT:2100i, received new orders for the TWINSCAN EXE:5200 and saw several customers adopt Alignment Optimization 12 Color.
While we had more unhappy customers than I would have liked, we have also experienced empathy and support. We have always kept customers fully informed of any delays to shipments, and they can see for themselves how our investments are set to increase capacity. Cranes stand across the skylines of our sites as our investment to increase our manufacturing capacity to 90 EUV 0.33 NA and 600 DUV systems by 2025-2026 begins to take shape, while we are also ramping our EUV 0.55 NA (High-NA) capacity to 20 systems by 2027-2028. And key partners such as Carl Zeiss are also busy adding capacity, doing everything they can to free the logjam in the supply chain.
It is true that some customers, concerned about the global economic environment, are choosing to delay shipments. But as evidenced by our order book, most are continuing to push us to get the tools they need and are eager to take up any spare capacity we can release to get deliveries even earlier than scheduled if possible.
We have also been working to improve the flexibility of our manufacturing capacity, our workforce and our supply chain to enable us to respond quickly and appropriately to the current waves of uncertainty.
…and on our ESG strategy
The theme for this annual report is Small patterns. Big impact. The things we do at ASML have a wide-ranging impact, not only on our customers but on society at large. The technology pioneered by our R&D teams and partners sits at the heart of global digitalization, and has the potential to transform how we all live and work, from enabling predictive healthcare, energy transition and smart cities to wearables, selfdriving cars and robotics.
Launched in 2021, our ESG strategy acknowledges and addresses the impact we have on society. It underpins our drive to be a responsible organization and a force for good in the world.
Of course, we are not unique in this. All responsible companies now dedicate significant resources to ESG matters, reflecting how the world is coming to terms with its major challenges, notably climate change and the energy transition. For us, ESG is about helping to create a responsible society – one where as many people as possible have a safe and healthy environment, a job, a home and access to food, good schools and quality medical care. These are important basic conditions for businesses to flourish and for economies to grow. As we outline in 'Environmental, Social and Governance - ESG at a glance', we have made good progress over the last 12 months.
We have always been very vocal about the fact that we’re running this company to a stakeholder model, not per se only a shareholder model. We have five stakeholder groups – our people, our customers, our suppliers, our shareholders and society. It is the balance between those five that actually makes a company credible. If you focus only on one or two of those stakeholders, the others are likely going to suffer. So we work very hard to get the balance right. We are not perfect and there remains much to do – but our ESG strategy is an important beacon that is lighting up the way ahead.
Working with our partners
We can’t survive without our partnership ecosystem, and this goes right to the heart of our values – challenge, collaborate and care. We love being challenged, and we rise to challenges much better when we collaborate with others, from academia and research institutions to leading-edge companies from all over the world, creating trust and sharing both risks and rewards. Together, we are developing technology that can have a positive impact – caring for the ecosystem, for all our stakeholders and for our planet.
We work together in a strong global semiconductor innovation ecosystem with our suppliers and innovation partners, as well as with other equipment providers such as etch and deposition partners, to understand patterning and how we can provide the solutions that our customers, our customers’ customers and our end users demand.
As architects and integrators, we orchestrate this process – building on our values to help fill our innovation funnel and keep the ASML pipeline flowing freely. The Brainport Eindhoven innovation ecosystem, in which we operate from our headquarters in Veldhoven, is a good example of this level of cooperation, which is based on trust, transparency and a willingness to share expertise and knowledge.
Driving the search for global talent
It may be a cliché that people are a company’s greatest asset, but it is also very true – and the shortage of talent is a factor that is impacting every industry on the planet, including ours. To meet the chip industry’s ambitions, globally and within the European ecosystem, we need to significantly increase the inflow of engineering talent in the coming decade.
The governments of South Korea, the US, Taiwan and Japan are all investing heavily in chip-related education and vocational training. We need to see the Dutch and other European governments doing the same. At ASML, we’re playing our part. Education is a key pillar of our community engagement activities, and during 2022 we again supported programs to boost interest in technology among young people and increase local talent pools in [all the main] geographies where we operate.
In 2022 we welcomed 7,130 new people into ASML, so our efforts to attract talented individuals are paying dividends, supported by the fact that we’re able to offer them the opportunity to work at the cutting edge of technology. Today, we have more than 140 nationalities at ASML – but we know that young people move often and may not stick around for 20 years or so as previous generations did. So our challenge is to make sure that ASML is an attractive long-term option where people can contribute and enjoy the benefits of doing so and develop themselves. That is where our 'can do' culture is so important. We have a workplace environment here where people can drive innovation forward, inspire each other and help make sure that digital technology fulfills its potential.
Looking ahead to 2023 and beyond
At the 2023 AGM, Gerard Kleisterlee, the Chairman of our Supervisory Board, will step down after having served on the Supervisory Board since 2015. I would like to express our gratitude to Gerard for his valuable contributions as Chairman of the Supervisory Board and the Selection and Nomination Committee, and member of the Technology Committee. He has brought profound experience to the Supervisory Board during his eight years of service and has been a great source of guidance and advice for ASML. We wish Gerard all the best for the future.
When looking at our business environment, in the short term it is clouded by uncertainty due to a number of macroeconomic concerns including energy shortages, inflation, reduced consumer confidence and recession. On a geopolitical level, the bifurcation of socio-economic blocks – with the associated export and import controls – is threatening the development of the global village that contributed so much to a lot of the innovation we have seen in recent years. If countries or trade blocks withdraw into their own territories, then innovation will be less effective and more expensive.
Several news organizations reported end of January 2023 that the US, the Netherlands and Japan agreed to further restrict the export of semiconductor manufacturing equipment to China. We understand that steps have been taken that would cover advanced lithography tools as well as other types of equipment. The terms of this agreement have not been publicly disclosed and remain confidential for now. We expect that it will take many months for the governments to write and enact new rules. Combined with the current market situation, we do not expect these measures to have a material effect on our expectations for 2023.
Looking at the immediate future, we will have to deal with the shocks in the system, and I am confident that we will do so, supported by growing demand for semiconductors and semiconductor equipment. Over the next 12 months, I anticipate that we will yet again break records.
Beyond 2023, I am very positive about our industry in general and about ASML in particular. Some industry analysts believe that our semiconductor industry will grow to be worth a trillion dollars by 2030 – and we do not disagree. Our own expectation is that our combined systems and installed base revenue could provide an annual revenue growth rate of around 14%1 for the period 2020-2030.
Teamwork, both within ASML and externally with our partners and suppliers, will be a crucial component if we are to achieve that ambition. By challenging, collaborating and caring, we will play a leading role in meeting customer demands, delivering the right technology at the right time to enable the semiconductor industry to thrive while taking to heart the interests of the communities around us.
Peter Wennink President,
Chief Executive Officer and Chair of the Board of Management
原文轉載自ASML 2023年給股東的信
圖片來源:ASML Instagram