Cautionary Statement Regarding Forward-Looking Statements

This proxy statement contains certain forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. All statements other than statements of historical fact may be forward-looking statements. You can identify these and other forward-looking statements by the use of words such as “may,” “will,” “could,” “would,” “should,” “expects,” “plans,” “anticipates,” “relies,” “believes,” “estimates,” “predicts,” “intends,” “potential,” “continues,” “thinks,” “seeks,” “commits,” “targets,” or the negative of such terms, or other comparable terminology. Forward-looking statements also include the assumptions underlying or relating to any of the foregoing statements. Forward-looking statements are based on current expectations and assumptions, which are subject to risks and uncertainties that may cause actual results to differ materially from the forward-looking statements, including unexpected delays, difficulties, and expenses in executing against our environmental, climate or other Environmental, Social, and Governance (“ESG”) targets, goals and commitments outlined in this document, including, but not limited to, our efforts to reduce our greenhouse gas emissions, as well as changes in laws or regulations affecting us, such as changes in cybersecurity, data privacy, environmental, safety and health laws, and other risks as disclosed in our most recent annual report on Form 10-K and other filings with the Securities and Exchange Commission (the “SEC”). You are cautioned not to place undue reliance on these forward-looking statements, and we expressly assume no obligation and do not intend to update the forward-looking statements in this report after the date hereof. In addition, some of the statements contained in this proxy statement may rely on third-party information and projections that management believes to be reputable; however, we do not independently verify or audit this information, and any inaccuracies or deviations in such information and projections may materially impact our ability to execute on our strategy, achieve our goals, or otherwise adversely impact our business.

This proxy statement contains ESG-related statements based on hypothetical scenarios and assumptions as well as estimates that are subject to a high level of uncertainty, and these statements should not necessarily be viewed as being representative of current or actual risk or performance, or forecasts of expected risk or performance. In addition, historical, current, and forward-looking environmental and social-related statements may be based on standards for measuring progress that are still developing, and internal controls and processes that continue to evolve. Forward-looking and other statements in this report, including regarding our corporate responsibility and sustainability progress, plans, and goals, are in some instances informed by various stakeholder expectations, including certain third-party standards and frameworks; as such, the inclusion of such statements is not an indication that these matters are necessarily material for the purposes of complying with or reporting pursuant to the U.S. federal securities laws and regulations, even if we use the word “material” or “materiality” in this report or elsewhere. We cannot guarantee strict adherence to framework recommendations or that our approach will strictly align with the preferences of any particular stakeholder. Our disclosures may change due to revisions in framework requirements, availability of information, changes in our business or applicable governmental policy, or other factors, some of which may be beyond our control. In addition, non-financial information, such as that included in parts of this proxy statement, is subject to greater potential limitations than financial information, given the methods used for calculating or estimating such information. Historical, current, and forward-looking environmental and social-related statements are also based on standards and metrics, as well as standards for the preparation of any underlying data for those metrics, that are still developing and internal controls and processes that continue to evolve. For example, we note that standards and expectations regarding greenhouse gas (“GHG”) accounting and the processes for measuring and counting GHG emissions and GHG emission reductions are evolving, and it is possible that our approaches both to measuring our emissions and to reducing emissions and measuring those reductions may be, either currently by some stakeholders or at some point in the future, considered inconsistent with common or best practices with respect to measuring and accounting for such matters, and reducing overall emissions. While these are based on expectations and assumptions believed to be reasonable at the time of preparation, they should not be considered guarantees. If our approaches to such matters are perceived to fall out of step with common or best practice, we may be subject to additional scrutiny, criticism, regulatory and investor engagement or litigation, any of which may adversely impact our business, financial condition, or results of operations. Separately, the standards and performance metrics used, and the expectations and assumptions they are based on, have not, unless otherwise expressly specified, been verified by us or any third party.

Website references throughout this document are provided for convenience only, and the content on the referenced websites is not incorporated by reference into this document.

 | 2026 Proxy Statement

i

Notice of Annual Meeting of

 Stockholders

September 22, 2026

To our stockholders:

YOUR VOTE IS IMPORTANT 

NOTICE IS HEREBY GIVEN that the Annual Meeting of Stockholders (the “Annual Meeting”) of KLA Corporation (“KLA,” “we,” “us,” “our” or the “Company”), a Delaware corporation, will be held on Wednesday, November 4, 2026, at 12:00 p.m. PST, in the Plus Building of our Milpitas headquarters, located at One Technology Drive, Milpitas, California 95035, for the following purposes:

The foregoing items of business are more fully described in the Proxy Statement accompanying this Notice.

Only stockholders of record at the close of business on September 9, 2026, are entitled to notice of, and to vote at, the Annual Meeting and any adjournment or postponement thereof. A complete list of such stockholders will be open to the examination of any stockholder for a period of ten days prior to the Annual Meeting for a purpose germane to the Annual Meeting at the Company’s offices at One Technology Drive, Milpitas, California 95035.

For admission to the Annual Meeting, stockholders should come to the stockholder check-in table. Those who hold shares of our common stock in their own names should provide identification and have their ownership verified against the list of registered stockholders as of the close of business on the record date, September 9, 2026. Those who have beneficial ownership of stock through a broker, bank or other nominee must bring account statements or letters from the broker, bank or other nominee indicating that they owned our common stock as of the close of business on the record date, September 9, 2026. To vote at the meeting, those who have beneficial ownership of stock through a broker, bank or other nominee must bring a legal proxy, which can be obtained only from the broker, bank or other nominee.

		Sincerely,
					Richard P. Wallace President and Chief Executive Officer Milpitas, California

This Notice of Annual Meeting of Stockholders, Proxy Statement and form of proxy are being made available electronically and mailed on or about September 22, 2026.

 | 2026 Proxy Statement

ii | Table of Contents

Table of Contents

 | 2026 Proxy Statement

iii

 | 2026 Proxy Statement

1

Proxy Summary

This summary does not contain all of the information you should consider when casting your vote. You should read the complete Proxy Statement before voting.

ANNUAL MEETING OF STOCKHOLDERS

Time and Date   12:00 p.m. PST November 4, 2026

Place   One Technology Drive, Milpitas, California 95035

Record Date   Close of business on September 9, 2026

STOCKHOLDER VOTING MATTERS

Proposal

Board’s Voting Recommendation

Page Reference

Election of Nine Directors Named in this Proxy Statement

FOR Each Nominee

4

Ratification of Appointment of our Independent Registered Public Accounting Firm

FOR

30

Advisory Vote to Approve Named Executive Officer Compensation

FOR

32

 | 2026 Proxy Statement

2  | Proxy Summary

DIRECTORS WHO SERVED ON THE BOARD DURING FISCAL YEAR 2026

Current Directors and Principal Occupation

Director Since

Current Other Public Company Boards

Committees*

Independent

Age

AC

CTC

NGC

Robert Calderoni Former Chairman and Interim President and Chief Executive Officer of Citrix Systems, Inc.

Yes

66

2007

Hewlett Packard Enterprise Company

🌑

Chair

Jason Conley*** Executive Vice President and Chief Financial Officer of Roper Technologies, Inc.

Yes

51

2025

None

🌑

Tracy Embree Former President of Otis Americas

Yes

53

2025

Lennox International Inc.  Kirby Corporation

🌑

Jeneanne Hanley Former Senior Vice President and President of E-Systems Division of Lear Corporation

Yes

53

2019

QuantumScape Corporation

🌑

Kevin Kennedy Former Chairman of Quanergy Systems, Inc.

Yes

70

2007

Digital Realty Trust, Inc.  UL Solutions, Inc.

Chair

🌑

Michael McMullen Former Senior Advisor of Agilent Technologies, Inc.

Yes

65

2023

Bristol-Myers Squibb Company

Chair

🌑

Victor Peng Chief Executive Officer of PsiQuantum

Yes

66

2019

Microchip Technology, Inc.  Rambus, Inc.

🌑

Jamie Samath Executive Vice President, Chief Financial Officer and Enterprise Technology Leader of Intuitive Surgical, Inc.

Yes

56

2025

None

🌑

Susan Taylor Former Chief Accounting Officer of Meta Platforms, Inc.

Yes

57

2025

Everpure, Inc.  Pattern Group, Inc.

🌑

Richard Wallace President and Chief Executive Officer of KLA Corporation

No

66

2006

Marvell Technology, Inc.

Former Directors

Emiko Higashi** Founder of Tohmon Capital Partners, LLC

Gary Moore** Former Executive Chairman and Chief Executive Officer of ServiceSource International, Inc.

* As of September 9, 2026

** Ms. Higashi and Mr. Moore both retired at the 2025 annual meeting of stockholders and were each independent during their terms of service on our Board in fiscal year 2026.

*** Mr. Conley is not standing for reelection to the Board at the Annual Meeting.

AC = Audit Committee     CTC = Compensation and Talent Committee     NGC = Nominating and Governance Committee

 | 2026 Proxy Statement

3

GOVERNANCE HIGHLIGHTS

* The information in this table reflects only the directors nominated. The demographic information is based on voluntary self-identification by each nominee.

Fiscal Year 2026

 Performance Highlights

(Dollars in thousands)

 | 2026 Proxy Statement

4  | Proposal One: Election of Directors

Proposal One: Election of

 Directors

NOMINEES

Nine incumbent directors are nominated for election at the Annual Meeting. We would like to thank Jason Conley for his service on the Board. The Board did not re-nominate Mr. Conley for another term solely because of scheduling conflicts. The Nominating and Governance Committee, consisting solely of independent directors as determined under the rules of the NASDAQ Stock Market, recommended the nominees listed in this Proposal One. Based on that recommendation, the members of the Board resolved to nominate such individuals for election.

Information regarding the business experience, qualifications, attributes and skills of each nominee is provided below under the section entitled “Nominees for Election at the 2026 Annual Meeting.”

There are no family relationships among our executive officers and directors or nominees for director.

The nine candidates nominated by the Board for election as directors by the stockholders are:

Robert Calderoni;				Victor Peng;
Tracy Embree;				Jamie Samath;
Jeneanne Hanley;				Susan Taylor; and
Kevin Kennedy;				Richard Wallace.
Michael McMullen;

If elected, each nominee will serve as a director for a one-year term expiring at our 2027 annual meeting of stockholders. Each director will hold office until his or her successor is duly elected and qualified, or until his or her death, resignation or removal. If any nominee declines to serve or becomes unavailable for any reason, or a vacancy occurs before the election, the proxies may be voted for such substitute nominees as the Board may designate. As of the date of this Proxy Statement, the Board is not aware of any nominee who is unable or who will decline to serve as a director.

VOTE REQUIRED AND RECOMMENDATION

Under our bylaws, in any uncontested election of directors (an election in which the number of nominees does not exceed the number of directors to be elected), any nominee who receives a greater number of votes cast “FOR” his or her election than votes cast “AGAINST” his or her election will be elected. In accordance with our bylaws, the Nominating and Governance Committee has established procedures under which any director who is not elected shall offer to tender his or her resignation to the Board following certification of the stockholder vote. The Nominating and Governance Committee, composed entirely of independent directors, will consider the offer of resignation and recommend to the Board the action to be taken. The Board will take action on the recommendation, and we will publicly disclose the Board’s decision and the rationale behind it, within 90 days following certification of the stockholder vote. In making their respective decisions, the Nominating and Governance Committee and Board will take into consideration all factors they deem relevant. The director who tenders his or her resignation will not participate in the decisions of the Nominating and Governance Committee or the Board regarding his or her resignation.

		The Board unanimously recommends a vote “FOR” each of the director nominees.

 | 2026 Proxy Statement

5

Information About the

 Board of Directors and its

 Committees

THE BOARD OF DIRECTORS

Our Board held a total of four meetings during the fiscal year ended June 30, 2026. All directors other than Mr. Wallace are independent within the meaning of the NASDAQ Stock Market director independence standards.

The Board has three standing committees: the Audit Committee, the Compensation and Talent Committee, and the Nominating and Governance Committee. Each committee is comprised entirely of independent directors, meets regularly and has a written charter approved by the Board, all of which are available on our website at http://ir.KLA.com, along with our Standards of Business Conduct, Corporate Governance Standards and other governance-related information. The Board and each committee periodically review the committee charters. In addition, at each quarterly Board meeting, a member of each committee reports on any significant matters addressed by the committee.

During the fiscal year ended June 30, 2026, each of the incumbent directors attended at least 75% of the aggregate of the total number of meetings (a) of the Board held during the period for which such person served as a director and (b) held by all Board committees on which such director served (during the periods that such director served).

Although we do not have a formal policy mandating attendance by members of the Board at our annual meetings of stockholders, we do have a formal policy encouraging their attendance at such meetings. All of the directors serving on our Board at the time attended last year’s annual meeting of stockholders.

Board Leadership Structure

KLA currently separates the positions of Chief Executive Officer and Chairman of the Board. Since November 2022, Robert Calderoni, one of our independent directors, has served as our Chairman of the Board. The responsibilities of the Chairman of the Board include: setting the agenda for each Board meeting, in consultation with the Chief Executive Officer; chairing the meetings of the Board; presiding at executive sessions; facilitating and conducting, with the Nominating and Governance Committee, the annual self-assessments by the Board and each standing committee of the Board, and periodic individual director assessments; and conducting, with the Compensation and Talent Committee, a formal evaluation of the Chief Executive Officer in the context of compensation reviews.

Separating the positions of Chief Executive Officer and Chairman of the Board allows our Chief Executive Officer to focus on our day-to-day business, while allowing the Chairman of the Board to lead the Board in its fundamental role of providing advice to and independent oversight of management. The Board believes that having an independent director serve as Chairman of the Board is the appropriate leadership structure for KLA at this time.

However, our Corporate Governance Standards permit the roles of the Chairman of the Board and the Chief Executive Officer to be filled by the same or different individuals. This provides the Board with flexibility to determine whether the two roles should be combined in the future based on our needs and the Board’s assessment of our leadership from time to time. Our Corporate Governance Standards provide that, in the event the Chairman of the Board is not an independent Director, the independent members of the Board will designate a “lead independent director.”

The Board’s Role in Oversight of Risk

Our Board, as a whole and through its committees, has responsibility for the oversight of risk management. In its oversight role, our Board has the responsibility to satisfy itself that the risk management processes designed and implemented by management are adequate and functioning as designed. The involvement of the Board in working with management to establish our business strategy at least annually is a key part of its oversight of risk management, its assessment of

 | 2026 Proxy Statement

6  | Information about the Board of Directors and its Committees

management’s appetite for risk and its determination of what constitutes an appropriate level of risk for KLA. In addition, the Board periodically reviews our overall risk environment and risk management efforts. The Board and its committees also regularly receive updates from management (including representatives of our legal and internal audit teams) regarding certain risks that we face, including industry, business, macroeconomic, litigation, cybersecurity and other operating risks.

While our Board is ultimately responsible for risk oversight, our Board has delegated to the Audit Committee the primary responsibility for the active oversight of our enterprise risk management activities. As set forth in our Audit Committee charter, our Audit Committee is not only responsible for overseeing, among other matters, risk management of financial matters, the adequacy of our risk-related internal controls, financial reporting, compliance with our Standards of Business Conduct, internal investigations, and cybersecurity. The Audit Committee also discusses at least annually KLA’s risk assessment, risk mitigation framework and major financial risk exposures, as well as the steps our management has taken to monitor and control those exposures. Our Audit Committee reports its findings and activities to the Board at each quarterly Board meeting.

In addition, our other Board committees each oversee certain aspects of risk management. Our Compensation and Talent Committee oversees risks related to our compensation and human capital policies and practices, and our Nominating and Governance Committee oversees governance-related risks, such as Board independence, environmental, social and governance matters, conflicts of interest and management and director succession planning. The committees report their findings and activities to the Board.

While the Board is responsible for risk oversight, management is responsible for risk management. KLA maintains an effective internal controls environment and has processes to identify and manage risk, including an executive risk committee comprised of representatives from our legal, human resources, finance, global operations, internal audit, procurement, and risk and compliance teams. This committee reports to our Chief Executive Officer and has oversight of the various risk assessment, monitoring and controls processes across the Company.

The current composition of the committees of the Board is as follows:

We expect the committee composition to be as follows immediately following the Annual Meeting:

 | 2026 Proxy Statement

7

AUDIT COMMITTEE

Current Members: Jason Conley, Kevin Kennedy (Chair), Jamie Samath and Susan Taylor.

Meetings Held During Fiscal Year 2026: 8

Primary Responsibilities: The Audit Committee is responsible for appointing and overseeing the work of our independent registered public accounting firm, reviewing cybersecurity initiatives, approving the services performed by our independent registered public accounting firm, and reviewing and evaluating our accounting principles and system of internal accounting controls. In addition, the head of our Internal Audit function, who is supervised by our Chief Financial Officer, formally reports to the Audit Committee and provides updates at each quarterly meeting.

Independence: The Board has determined that each of the members of the Audit Committee meets the independence requirements (including the heightened requirements for Audit Committee members) of NASDAQ and under the rules and regulations of the SEC, and has no material relationship with KLA (including any relationship that, in the opinion of the Board, would interfere with the exercise of independent judgment as a director) outside of their service on the Board and its committees.

The Board has determined that each of Messrs. Conley, Kennedy and Samath and Ms. Taylor is an “audit committee financial expert” within the meaning of the rules and regulations promulgated by the SEC.

Following the Annual Meeting, Mr. Kennedy will remain the Audit Committee Chair.

COMPENSATION AND TALENT COMMITTEE

Current Members: Robert Calderoni, Tracy Embree, Jeneanne Hanley, Michael McMullen (Chair) and Victor Peng.

Meetings Held During Fiscal Year 2026: 6

Primary Responsibilities: The Compensation and Talent Committee reviews and either approves or recommends to the Board (depending upon the compensation plan and the executive involved) our executive compensation policies and programs and administers our employee equity award plans. The Compensation and Talent Committee also reviews and, except with respect to our Chief Executive Officer and Chairman of the Board, has the authority to approve the cash and equity compensation for our executive officers and for members of the Board. The Compensation and Talent Committee also reviews our human capital initiatives and administers our compensation recovery policy. See “Compensation Discussion and Analysis—Compensation and Talent Committee Decision Making-Approval Procedures Overview and Market Data” for more information concerning the procedures and processes the Compensation and Talent Committee follows in setting such compensation and implementing the various cash and equity compensation programs in effect for such individuals, including the retention of an independent compensation consultant to provide relevant market data and advice.

Independence: The Board has determined that each of the members of the Compensation and Talent Committee meets the independence requirements (including the heightened requirements for Compensation and Talent Committee members) of NASDAQ and under the rules and regulations of the SEC, and has no material relationship with KLA (including any relationship that, in the opinion of the Board, would interfere with the exercise of independent judgment as a director) outside of their service on the Board and its committees.

Following the Annual Meeting, Mr. McMullen will remain the Compensation and Talent Committee Chair.

Risk Considerations in Our Compensation Programs

Our management conducted an extensive review and analysis of the design and operation of KLA’s compensation practices, policies and programs for all employees, including our NEOs (as that term is defined elsewhere in this Proxy Statement), to assess the risks associated with those practices, policies and programs. Our Compensation and Talent Committee has reviewed the results of that analysis, including the underlying plan data and a risk assessment of significant elements of our compensation program. Based on this review and assessment, we and our Compensation and Talent Committee do not believe our compensation program encourages excessive or inappropriate risk-taking for the following reasons:

		Our use of different types of compensation provides a balance of short-term and long-term incentives with fixed and variable components;
		Our equity awards (including awards of performance-based restricted stock units (“PRSUs”), to the extent earned) typically vest over a three- or four-year period, encouraging participants to look to long-term appreciation in equity values;

 | 2026 Proxy Statement

8  | Information about the Board of Directors and its Committees

		The metrics used to determine the amount of a participant’s bonus under our incentive bonus plans and the number of shares earnable under our annual PRSUs focus on Company-wide measures such as Operating Margin Dollars and relative free cash flow margin, metrics that the Compensation and Talent Committee believes encourage the generation of profitable revenue and drive long-term stockholder value;
		Our bonus plans impose caps on bonus awards to limit windfalls;
		Our system of internal controls over financial reporting, Standards of Business Conduct and whistleblower processes, among other things, are intended to reduce the likelihood of manipulation of our financial performance to enhance payments under our performance-based compensation plans; and
		Our insider trading policy provides that our employees may not enter into hedging transactions involving our common stock (“Common Stock”), in an effort to prevent employees who receive equity awards from insulating themselves from the effects of changes in our stock price.

NOMINATING AND GOVERNANCE COMMITTEE

Current Members: Robert Calderoni (Chair), Kevin Kennedy and Michael McMullen.

Meetings Held During Fiscal Year 2026: 4

Primary Responsibilities: The Nominating and Governance Committee is primarily responsible for identifying and evaluating the qualifications of all candidates for election to the Board, as well as reviewing corporate governance policies and procedures and assessing stockholder proposals related to governance matters. The Nominating and Governance Committee assesses the appropriate size and composition of the Board, the effectiveness of its leadership structure, and whether any vacancies on the Board are expected, and monitors our ESG initiatives.

Independence: The Board has determined that each of the members of the Nominating and Governance Committee meets the independence requirements of NASDAQ, and has no material relationship with KLA (including any relationship that, in the opinion of the Board, would interfere with the exercise of independent judgment as a director) outside of their service on the Board and its committees.

Following the Annual Meeting, Mr. Calderoni will remain the Nominating and Governance Committee Chair.

Evaluation of Director Candidates

In the event that vacancies are anticipated, or otherwise arise, the Nominating and Governance Committee considers potential candidates that may come to its attention through current members of the Board, professional search firms, management, stockholders or other persons. In evaluating properly submitted stockholder recommendations, the Nominating and Governance Committee uses the evaluation standards discussed in further detail below and seeks to achieve a balance of knowledge, background, experience and capability on the Board.

It is the Nominating and Governance Committee’s policy to consider candidates for the Board recommended by, among other persons, stockholders who have owned at least one percent of our outstanding shares for at least one year and who state that they have an intent to continue as a substantial stockholder for the long term. Stockholders wishing to nominate candidates for the Board must notify our Corporate Secretary in writing of their intent to do so and provide us with certain information set forth in Article II, Section Eleven of our bylaws and all other information regarding nominees that is required to be provided pursuant to Regulation 14A of the Securities Exchange Act of 1934 (the “Exchange Act”), or as otherwise requested by the Nominating and Governance Committee.

Majority Vote Policy

We maintain a governance policy applicable to uncontested director elections (elections in which the number of nominees does not exceed the number of directors to be elected) requiring that directors receive majority support in such elections. Under our bylaws, in any uncontested director election, any nominee who receives a greater number of votes cast “FOR” his or her election than votes cast “AGAINST” his or her election will be elected. In accordance with our bylaws, the Nominating and Governance Committee has established procedures under which any director who is not elected shall offer to tender his or her resignation to the Board following certification of the stockholder vote. The Nominating and Governance Committee, composed entirely of independent directors, will consider the offer of resignation and recommend to the Board the action to be taken. The Board will take action on the recommendation, and we will publicly disclose the Board’s decision and the

 | 2026 Proxy Statement

9

rationale behind it, within 90 days following certification of the stockholder vote. In making their respective decisions, the Nominating and Governance Committee and Board will take into consideration all factors they deem relevant. The director who tenders his or her resignation will not participate in the decisions of the Nominating and Governance Committee or the Board regarding his or her resignation.

Director Qualifications

The Board believes that the skill set, backgrounds and qualifications of our directors, considered as a group, should provide a significant composite mix of experience, knowledge and abilities that will allow the Board to fulfill its responsibilities. In addition, the Board believes that there are certain attributes that every director should possess, such as demonstrated business or academic achievements, the highest ethical standards and a strong sense of professionalism. Accordingly, the Board and the Nominating and Governance Committee consider the qualifications of directors and director candidates individually and in the broader context of the Board’s overall composition and KLA’s current and future needs.

In considering candidates for director nomination, including evaluating any recommendations from stockholders as set forth above, the Nominating and Governance Committee considers candidates who have demonstrated executive experience or significant high-level experience in accounting, finance or a technical field or industry applicable to KLA. As set forth in our Corporate Governance Standards, the Nominating and Governance Committee takes into account all factors it considers appropriate when evaluating director candidates, which include strength of character, mature judgment, career specialization and the extent to which the candidate would fill a present need on the Board. In addition, with every candidate search, the Board considers the value of a broad range of experiences, areas of expertise and unique perspectives. With respect to new Board members, it is the standard practice of the Nominating and Governance Committee to engage a third-party recruiting firm to identify a slate of individuals for consideration as Board candidates based on the above-mentioned criteria.

In addition, the Nominating and Governance Committee annually reviews with the Board the appropriate skills and characteristics required of directors in the context of the current composition of the Board. In seeking a broad mix of backgrounds, the Nominating and Governance Committee seeks a variety of occupational and personal backgrounds on the Board in order to obtain a range of viewpoints and perspectives. This annual assessment enables the Board to update the skills and experience it seeks in the Board as a whole, and in individual directors, as KLA’s needs evolve and change over time.

In evaluating director candidates, including incumbent directors for re-nomination to the Board, the Nominating and Governance Committee has considered all of the criteria described above. When assessing an incumbent director, the Nominating and Governance Committee also considers the director’s past performance on and contributions to the Board. Among other things, the Nominating and Governance Committee has determined that it is important to have individuals with the following skills and experiences on the Board:

		Current or former executives who demonstrate strong leadership qualities and possess significant operating experience that together enable them to contribute practical business advice to the Board and management, strategies regarding change and risk management, and valuable insight into developing, implementing and assessing our operating plan and business strategy;
		A deep understanding of the key issues relevant to technology companies, including specific knowledge regarding the semiconductor industry, which is vital in understanding and reviewing our business goals and challenges, as well as our product development and acquisition strategies;
		Substantial international experience, which is particularly important given our global presence and the international nature of our customer base;
		An understanding of finance and related reporting processes. In the case of members of our Audit Committee, we seek individuals with demonstrated financial expertise with which to evaluate our financial statements and capital structure;
		Corporate governance experience obtained from service as Board members and/or executives for other publicly traded companies, which we believe results in a greater sense of accountability for management and the Board and enhanced protection of stockholder interests; and
		Contribution to the Board’s overall mix of background and viewpoint.

 | 2026 Proxy Statement

10  | Information about the Board of Directors and its Committees

Director Nominee Skills Matrix

Director Nominee Skills Matrix

Public Company. Experience with reporting obligations, investor interaction, corporate securities rules, and public company governance.

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Global Business. Broad exposure to companies or organizations having a significant global presence, including developing and managing business in markets around the world, communicating in different cultures, and understanding different geopolitical situations.

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Corporate Governance. Adhering to bylaws and charters; experience in setting and adhering to corporate governance agenda for a board of directors; knowledge and understanding of governance planning, implementation and review processes; experience in encouraging management accountability and protecting stockholder interests.

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Corporate Financing/Capital Allocation. Experience in making capital allocation decisions; experience in financing or capital markets transactions.

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Financial Expertise/Literacy. Experience in accounting or financial reporting, including understanding of internal controls; experience in overseeing such reporting and controls.

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Information Services and Technology. Experience, knowledge and understanding of information services industry; significant experience with technology, science and innovation; basic knowledge of various IT solutions, experience in overseeing the implementation of such solutions and using such solutions to improve business performance; particular experience with social media and developing online platforms.

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Legal/Public/Regulatory. Expertise in compliance with applicable governmental regulations; experience in legal and regulatory matters, and corporate compliance and ethics policies; experience in managing the effects of government policies and regulations.

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Risk Management. Experience in the management of critical business and/or legal risk; understanding of risk management functions, including risk profiles and appetite statements, scenario planning, crisis management, risk identification/classification and similar functions; history of leadership roles in risk management across a number of organizations; ability to think strategically about risk across several organizations; ability to provide oversight and advice relating to risk.

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Business Operations. Experience managing supply chain risk and functionality; operating within and through economic cycles; ramping up and ramping down significant employee base; appropriate staffing decisions across numerous functions and operational channels.

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Business Development and Strategic Planning. Superior knowledge and understanding of business development, strategic planning, implementation, and review processes; experience in leading strategy discussion at the board level; experience in strategy development with more than one organization; strategic agenda-setting experience; experience with developing and implementing strategies for growth and/or downsizing, including mergers and acquisitions, joint ventures, and divestitures.

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Human Resource, Executive Compensation and Talent Management. Broad experience in executive development, performance, and compensation; experience with HR processes and strategies and efforts to attract, motivate, and retain candidates for key positions; experience in talent development, including developing equity and inclusion in workforce.

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Cybersecurity/Data Privacy. Experience in overseeing and managing cybersecurity and data privacy risks; history of leadership roles in cybersecurity risk management; degrees, certifications, or other background in cybersecurity.

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Industry. Experience in the semiconductor industry; perspective and knowledge of semiconductor-related information, including insight into the industry’s challenges and opportunities.

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Artificial Intelligence (“AI”). Experience in the development, deployment, or oversight of AI and machine learning technologies; familiarity with AI governance frameworks, responsible AI principles, and associated risks; history of leadership roles involving AI strategy or AI risk management.

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NOMINEES FOR ELECTION AT THE 2026 ANNUAL MEETING

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12  | Information about the Board of Directors and its Committees

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14  | Information about the Board of Directors and its Committees

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DIRECTOR COMPENSATION

Our Fiscal Year 2026 Director Compensation Program

Non-employee members of the Board (“Outside Directors”) receive a combination of equity and cash compensation as approved by the Compensation and Talent Committee (or, in the case of the compensation of the Chairman of the Board, as recommended by the Compensation and Talent Committee and approved by the Board). Equity compensation to Outside Directors is provided under our 2023 Incentive Award Plan (“2023 Plan”), which has been approved by our stockholders. Retainers and committee fees are paid in quarterly cash installments (unless the applicable director elects to defer such cash payments, as described below). The following table presents the key features of our fiscal year 2026 Outside Director compensation program:

Other than as described above, members of the Board do not receive any additional compensation for their services as directors. The Board will separately determine the compensation payable to Outside Directors for service on special purpose committees of the Board, if such committees are created.

If a new Outside Director joins the Board after the date of an annual meeting of stockholders, his or her first RSU award will be granted at the time or promptly after he or she joins the Board and will be prorated to take into account the period of time from the last annual meeting of stockholders to the date the new Outside Director joined the Board.

Under the Outside Director compensation program, the RSU awards granted to our Outside Directors are issued with “dividend equivalent” rights pursuant to our 2023 Plan. Dividend equivalent rights entitle the recipient to receive credits, payable in cash, equal to the cash dividends that would have been received on the shares of our Common Stock had the shares subject to the RSUs been issued and outstanding on the dividend record date. The dividend equivalents are only payable to the recipient upon vesting and settlement of the underlying award.

We have had in effect since 2008 a policy of providing prorated vesting acceleration of RSUs held by Outside Directors who are in good standing, whose service on the Board terminates before their RSUs are vested and who, at the time of termination, have served on the Board for six years.

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Deferred Compensation

Each Outside Director is entitled to defer all or a portion of his or her cash retainer pursuant to our Executive Deferred Savings Plan (“EDSP”), a nonqualified deferred compensation plan. Amounts credited to the EDSP may be allocated by the participant among a variety of investment funds. For further information regarding our EDSP, including the list of investment funds available under the EDSP during fiscal year 2026, please refer to the section of this Proxy Statement entitled “Compensation Discussion and Analysis - Nonqualified Deferred Compensation.” Of the Outside Directors who served in fiscal year 2026, only Susan Taylor participated in the EDSP.

Matching Program

Since August 2014, Outside Directors have been able to participate in a gift matching program, under which the KLA Foundation will generally match, dollar-for-dollar, gifts by Outside Directors to qualifying tax-exempt institutions up to $10,000 per calendar year.

Stock Ownership Guidelines

We have adopted a policy, pursuant to which each Outside Director is expected to own a specified minimum number of shares of our Common Stock. Under our current policy, each Outside Director, once he or she has served as an Outside Director for at least four years, is expected to own shares of our Common Stock with a market value of at least five times the standard annual cash retainer paid to the Outside Directors. Shares of Common Stock underlying outstanding RSUs held by the directors count toward this ownership requirement.

The table below sets forth as of September 9, 2026, the compliance with our stock ownership guidelines by the four Outside Directors who have served for at least four years. Value is based on the closing price of our Common Stock on June 30, 2026. Ratio is equal to value divided by annual cash retainer. In the table below, the share amounts, value and ratio give effect to the Stock Split, as described in the “Executive Summary” to the “Compensation Discussion and Analysis” section of this Proxy Statement.

(1) Consists of: (i) shares owned, including shares indirectly owned by the Outside Directors through living trusts, and (ii) RSUs.

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Director Compensation Table

The following table sets forth certain information regarding the compensation earned by or awarded to each Outside Director during fiscal year 2026. In footnote (2) to the table below, the share amounts give effect to the Stock Split, as described in the “Executive Summary” to the “Compensation Discussion and Analysis” section of this Proxy Statement.

(1) The amounts set forth in this column represent cash fees earned by each Outside Director during fiscal year 2026, regardless of whether the fees were actually paid during the fiscal year.

(2) The amounts shown represent the aggregate grant date fair value of RSUs awarded to each Outside Director during fiscal year 2026, computed in accordance with the provisions of Financial Accounting Standards Board (“FASB”) Accounting Standards Codification Topic 718, referred to in this Proxy Statement as ASC 718 (except that the fair values set forth above have not been reduced by the Company’s estimated forfeiture rate). The ASC 718 grant date fair value of each RSU award was calculated based on the fair market value of our Common Stock on the award date. For further discussion regarding the assumptions used in calculating the grant date fair value for RSUs, please refer to Note 1 to the Company’s consolidated financial statements in Item 8 of the Company’s Annual Report on Form 10-K for the fiscal year ended June 30, 2026, filed with the SEC on August 6, 2026.

On November 5, 2025, each Outside Director then in office was granted an award of RSUs covering 2,037.320 shares of our Common Stock (other than Mr. Calderoni who, as Chairman of the Board, received an award of RSUs covering 2,567.020 shares on November 5, 2025 and an award of RSUs covering 112.690 shares on February 5, 2026, as described above under the heading “Our Fiscal Year 2026 Director Compensation Program”). Because Ms. Higashi’s and Mr. Moore’s service on the Board ended on November 5, 2025, they did not receive an RSU award in fiscal year 2026. The following table shows, for each Outside Director, the aggregate number of unvested shares of our Common Stock underlying all outstanding RSUs held by that Outside Director then in office as of June 30, 2026:

(3) As noted above, of the Outside Directors serving during fiscal year 2026, only Ms. Taylor participated in our EDSP during fiscal year 2026. We have concluded that, because the EDSP earnings correspond to the actual market earnings on a select group of investment funds available under the EDSP, no portion of our Outside Directors’ earnings under the EDSP is “above market” or “preferential.” Accordingly, we do not report any portion of our Outside Directors’ earnings under the EDSP in the Director Compensation Table. Ms. Taylor’s investment earnings (loss) under the EDSP during fiscal year 2026 was $11,579.

(4) Represents dividend equivalents paid upon the vesting of RSUs during fiscal year 2026.

(5) Ms. Higashi’s and Mr. Moore’s service as an Outside Director and member of the Board ended on November 5, 2025.

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Our Corporate Governance

 Practices

At KLA, we believe that strong and effective corporate governance procedures and practices are an extremely important part of our corporate culture. In that spirit, we have summarized several of our corporate governance practices below.

ADOPTING AND MAINTAINING GOVERNANCE STANDARDS

The Board has adopted, and periodically reviews and updates as necessary, a set of Corporate Governance Standards to establish a framework within which it will conduct its business and to guide management in its running of the Company. The governance standards, portions of which are summarized below, can be found on our website at http://ir.KLA.com. We have posted information regarding our corporate governance procedures to help ensure the transparency of our practices.

MONITORING BOARD EFFECTIVENESS

It is important that our Board and its committees are performing effectively and in the best interests of KLA and our stockholders. The Board is responsible for annually assessing its effectiveness and the effectiveness of each of its committees in fulfilling their respective obligations, and each Committee is responsible for reviewing the Board’s assessment of that Committee’s effectiveness. In addition, our Nominating and Governance Committee is charged with overseeing an annual review of the Board and its membership, including periodic individual director assessments. The standard practice of the Board is that Outside Directors will not stand for re-election after reaching the age of 75. However, upon the recommendation of the Nominating and Governance Committee, the Board may nominate director candidates who have reached the age of 75, if it determines that doing so is in the best interest of the Company. Board members are elected for one-year terms, and there is currently no limitation on the number of terms a director may serve.

POLICY ON DIRECTOR TIME COMMITMENTS

Our Corporate Governance Standards provide that our Board members will serve on the boards of other public and private companies and not-for-profit entities only to the extent that such services do not detract from the director’s ability to devote the necessary time and attention to the Company. Board members who are an executive officer of a public company or an equivalent position shall not serve as a member of the board of directors of more than two other public companies (other than their own company). No member of the Board shall be a member of the board of directors of more than four other public companies. In connection with its annual nomination process, the Nominating and Governance Committee reviews each director’s time commitments in light of these guidelines. Directors should consult with the Chairman of the Board, Chief Executive Officer and Chief Legal Officer in advance of accepting an invitation to serve on another public company board or other significant outside commitments. Service on other boards and/or committees should be consistent with the Company’s conflict of interest policies.

CONDUCTING FORMAL INDEPENDENT DIRECTOR SESSIONS

At the conclusion of each regularly scheduled Board meeting, the independent directors meet in an executive session without KLA management or any non-independent directors.

HIRING OUTSIDE ADVISORS

The Board and each of its committees may retain outside advisors and consultants of their choosing at our expense, without management’s consent.

AVOIDING CONFLICTS OF INTEREST

We expect our directors, executive officers and employees to conduct themselves with the highest degree of integrity, ethics and honesty. Our credibility and reputation depend upon the good judgment, ethical standards and personal integrity of

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each director, executive officer and employee. In order to provide assurances internally and to our stockholders, we have implemented Standards of Business Conduct that provide clear conflict of interest guidelines to our employees, as well as an explanation of reporting and investigatory procedures.

COMMUNICATIONS WITH THE BOARD

Stockholders may communicate with the Board by writing to us at KLA Corporation, Attention: Investor Relations, One Technology Drive, Milpitas, California 95035. All communications will be received, processed, and then directed to the appropriate member(s) of our Board, other than, at the Board’s request, certain items unrelated to the Board’s duties, such as spam, junk mail, solicitations, employment inquiries, and similar items.

Stockholders who would like their submission directed to a member of the Board may so specify, and the communication will be forwarded, as appropriate.

STANDARDS OF BUSINESS CONDUCT; WHISTLEBLOWER HOTLINE AND WEBSITE

The Board has adopted Standards of Business Conduct for all of our employees and directors, including our principal executive and senior financial officers, and we have prepared and made available versions of our Standards of Business Conduct translated into Chinese (Simplified and Traditional), Dutch, French, German, Hebrew, Italian, Japanese and Korean in an effort to maximize the accessibility and understandability of these important guidelines to our employees. You can obtain a copy of our Standards of Business Conduct via our website at http://ir.KLA.com, or by making a written request to us at KLA Corporation, Attention: Investor Relations, One Technology Drive, Milpitas, California 95035. We will make any required disclosures regarding amendments to, or waivers from, the Standards of Business Conduct on our website at the same address.

In addition, we have established a hotline and website for use by employees, as well as third parties such as vendors and customers, to report actual or suspected wrongdoing and to answer questions about business conduct. The hotline and website are both operated by an independent third party, which provides tools to enable individuals to submit reports in a number of different languages and, where permitted by law, on an anonymous basis.

ENSURING AUDITOR INDEPENDENCE

We have taken a number of steps to ensure the continued independence of our outside auditors. Our independent registered public accounting firm reports directly to the Audit Committee, which also has the ability to pre-approve or reject any non-audit services proposed to be conducted by the firm.

COMPENSATION AND TALENT COMMITTEE INTERLOCKS AND INSIDER PARTICIPATION

During all or a portion of fiscal year 2026, Messrs. Calderoni, McMullen, Moore and Peng and Mses. Embree and Hanley served on the Compensation and Talent Committee. None of these individuals was an officer or employee of KLA at any time during fiscal year 2026 or at any other time. During fiscal year 2026, there was no instance in which an executive officer of KLA served as a member of the board of directors or compensation committee of any entity and an executive officer of that same entity served on our Board or Compensation and Talent Committee.

STOCKHOLDER NOMINATIONS TO THE BOARD

Please see “INFORMATION ABOUT THE BOARD OF DIRECTORS AND ITS COMMITTEES—Nominating and Governance Committee.”

MAJORITY VOTE POLICY

Please see “INFORMATION ABOUT THE BOARD OF DIRECTORS AND ITS COMMITTEES—Nominating and Governance Committee—Majority Vote Policy.”

STOCKHOLDER OUTREACH

During the year, we engage with our stockholders to better understand their views on matters they consider important, which varies by stockholder, but usually includes topics such as: agenda items for the annual meeting of stockholders; Board composition; business performance and strategy; corporate governance; and environmental, social and human capital management. We typically commence our outreach activities following the filing of our proxy statement. Stockholder outreach is led by our investor relations team, but often includes members of management, our legal and compliance team and occasionally

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Climate and energy:

We are taking action through our near-term science-based targets—KLA is committed to reducing absolute Scope 1 and 2 GHG emissions by 50% by 2030 from a 2021 base year and to reducing our Scope 3 GHG emissions from the use of sold products by 52% per billion transistors inspected, measured, or processed by 2030 from our 2021 baseline. As reported in our 2025 Global Impact Report, we are on track toward achieving these goals.

Highlights:

		Since 2018, we have continued to increase our procurement of electricity from carbon-free sources across our global operations year-over-year. In 2025, 72% of our electricity was sourced from renewable energy sources. We are on track toward our goal of using 100% renewable electricity across our global operations by 2030. In early 2024, we signed a power purchase agreement to address our U.S. electricity load and enable 128,000 megawatt hours of new solar power annually at a solar project in Texas. Our sites in Singapore; Leuven, Belgium; and Newport, Wales, have on-site solar installations, and we are evaluating potential expansion of on-site renewable energy generation at other KLA facilities. Additionally, we continue to procure energy attribute credits to match a portion of our electricity consumption with renewables.

		On an annual basis since 2021, KLA has conducted in-depth climate risk and opportunity assessments following the recommendations of the Task Force on Climate-Related Financial Disclosures. Our annual assessments are based on research and stakeholder engagement, and cover short-, medium- and long-term climate risks and opportunities across our full value chain, encompassing both direct physical impacts (such as extreme weather events) and impacts from the transition to a low-carbon economy. The annual assessment also takes into account periodic scenario analyses.

		Beginning in 2022, we have completed limited third-party verification of our GHG inventory across Scopes 1, 2 and 3, including the use of sold products.

		To address emissions in our supply chain, we work with suppliers representing the highest-impact emissions to set their own climate goals.

		In 2025, we were named as one of the World’s Most Sustainable Companies by TIME.

Materials and waste:

KLA engages in ongoing waste-reduction efforts at both the corporate and site levels, and also supports our customers’ efforts around responsible materials management. The KLA Water & Waste Policy details our corporate intentions and the Company’s expectations of employees, contractors and others working on behalf of KLA. Within our International Organization for Standardization (“ISO”)-certified systems, we commit to strategies that reduce the creation of waste materials, and we pursue beneficial reuse or recycling strategies for unavoidable waste materials. As an example of these efforts, our reusable crate program in the U.S. and Singapore reduces the volume of raw materials used in crate manufacturing while also saving costs. In 2025, at our Milpitas, California headquarters, third-party vendors supporting our crate program recycled more than 450 tons of wood, diverting it from landfill.

Highlights:

		In 2025, nonhazardous waste increased by approximately 4% over 2024. Country operations and individual sites across our global footprint worked throughout the year to implement waste-reduction and beneficial disposal strategies. Our operations in Weilburg, Germany, completed an internal waste audit aligned with ISO 14001 requirements and implemented centralized waste segregation points to improve recycling accuracy. As part of its own ISO 14001 Environmental Management System (“EMS”) goals and objectives, our Singapore operation maintains a formal target of 60% waste diversion from landfill. Our facility in Newport, Wales, strives for zero waste to landfill annually.

		KLA sites store, manage, treat and dispose of hazardous waste according to local laws and regulations, and seek opportunities to reduce hazardous waste wherever feasible. Most of our hazardous waste is diverted to off-site recycling facilities, where it is treated using methods such as fuel blending, neutralization and separation. KLA maintains a program for specialized waste handling for batteries and other universal waste, and disposal of e-waste at our larger facilities is managed by third-party contractors. In October 2025, representatives of our Singapore operations conducted a site inspection at a hazardous waste collection facility to verify proper handling and treatment.

		Employees involved in the handling and/or management of hazardous materials and waste undergo mandatory training that accords with regulatory requirements in their facility’s country and regional location.

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Water management:

KLA is committed to improving water stewardship across our global operations and promoting water efficiency among our supply chain partners. With a water footprint comprising both manufacturing processes and general building services (such as sanitation, landscaping and utilities), we continue to look for opportunities to reduce our impacts, especially in water-stressed regions.

Highlights:

		To reduce our impact on municipal water sources across our footprint, we work to source recycled water when feasible. In 2025, 21% of total water withdrawals at KLA super sites were from recycled water, a decrease of 8% from 2024. At our Singapore site, NEWater—recycled domestic wastewater cleaned through microfiltration, reverse osmosis and ultraviolet disinfection—accounts for 75% of total water used for purposes such as cooling towers and fire sprinklers.

		To understand water risks across our global footprint, we conduct periodic water risk assessments that consider the key contextual issues of water availability and quality at the basin/catchment level, water regulatory frameworks, and implications of water on key commodities and raw materials. Using the latest data from the World Resources Institute Aqueduct Water Risk Atlas and World Wildlife Fund Water Risk Filter, our most recent assessment identified four KLA sites at risk for water stress: Yavne and Migdal Ha’emek, Israel; Chennai, India; and Shanghai, China. In 2025, these sites accounted for 26% of our total water withdrawals. KLA’s headquarters in Milpitas, California, was deemed no longer water-stressed in this assessment; however, due to its size and share of our overall water consumption, the campus will continue seeking municipal water reduction measures and opportunities to increase use of recycled water.

		At our Newport, Wales facility, a multi-phase chiller upgrade replaced water-intensive cooling infrastructure with dry cooling systems. New air-cooled chillers were installed in 2024, and the project was completed in 2025 with a plate heat exchanger and decommissioning of the original cooling towers, eliminating evaporative cooling. Following completion of the project, site water consumption decreased by more than 50% compared with 2024.

OPPORTUNITY

We work toward creating a world where everyone can reach their full potential.

To make products that push boundaries, we must first push our own, learning from and building on each other’s wisdom and experiences. Our intellectual expertise and unique perspectives are the raw materials of this process. Whether advancing the frontiers of technology or supporting our communities through partnerships, volunteering and STEM education, all 17,000 of us across 18 regions bring something essential to KLA: ourselves.

Talent:

We live our values by developing high-performance teams, challenging ourselves with the drive to be better, and persevering in creating solutions to the industry’s most demanding problems. Our aim is to conduct business in a way that is honest, forthright and consistent, and through distinctive capabilities, products and services, we deliver value that makes KLA indispensable to our customers.

Highlights

		Our 10-month “Managing the KLA Operating System” training accelerates managers’ growth and effectiveness through sessions that include management fundamentals, advanced skills and various focus topics. Over the past two years, we’ve broadened participation in this training, growing more than fourfold from 2024 to 2025, with cohorts in the U.S., India and Europe.

		We support continued learning through tuition reimbursement. Through our partnerships with Stanford University and the University of Michigan, employees can pursue advanced degrees in engineering that are customized for KLA and the skills/competencies required to support our customers.

		Our Corporate Learning Center (“CLC”) offers extensive training programs that are among the best in the technology industry.

		In 2025, we achieved a 78% internal rate of promotion at the VP level, which is a testament to our efforts in promoting internal mobility.

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		Across our global operations, our full-time-equivalent employees completed an average of 38.3 hours of training in 2025, including approximately 440 unique CLC learning courses.

Health and safety:

Employee safety and well-being is a top priority companywide, from our business and manufacturing facilities to the customer sites where our field services teams install, maintain and update KLA products. We take a proactive, risk-based approach to setting and maintaining environmental, health and safety (“EHS”) standards that align with global health and safety best practices, deliver safe and healthy workplaces, enhance coordination and consistency across our operations, and stay ahead of regulatory changes.

Highlights:

		In 2025, KLA completed a three-year drive to achieve formal integrated certification of our seven largest production and R&D facilities to the ISO 14001 EMS standard and 45001 Occupational Health and Safety (“OHS”) standard. With these certifications in place, KLA’s main EMS and OHS management systems operate under consistent frameworks, improving performance-monitoring capabilities and assuring employees and customers of the company’s environmental and safety commitments.

		In 2025, our U.S. Total Recordable Incident Rate was 0.44, which is below our industry average of 0.90, based on 2024 injury and illness rates published by the U.S. Department of Labor’s Bureau of Labor Statistics.

Community engagement:

For 25 years, the KLA Foundation has embodied KLA’s commitment to communities worldwide — a legacy of partnership and impact grounded in the belief that thriving communities strengthen us all. Wherever KLA operates, we strive to create opportunity, promote well-being, invest in resources that matter most and transform individual action into collective progress.

Our impact begins with employees’ passions, ideas and dedication to the places they call home. We don’t just give; we listen, collaborate and empower our people to drive change.

Led by KLA Foundation ambassadors across the globe, our employees participate in local grantmaking decisions, organize volunteer projects and build relationships with community partners. Their voices guide investments in education and other priorities in their local communities, creating authentic and lasting impact.

KLA Foundation deepened its commitment to education as a cornerstone of community engagement, supporting initiatives aligned with its new education outcome goals of increasing participants’ skills proficiency. Expanding access to and interest in STEM, and supporting social and emotional development, are key to preparing students for future opportunities and challenges. Foundation grants aligned with these goals totaled $3.21 million in 2025.

Highlights:

		In 2025, the KLA Foundation made $4.8 million in direct grants and $2.65 million in employee match funding grants.

		KLA Foundation marked its 25th anniversary in 2025 with a yearlong celebration of purpose and progress, boosting our Giving Tuesday grants to $25,000, setting a goal of 25,000 volunteer hours companywide, celebrating employees who reached 25 volunteer hours with special gifts, and spotlighting our programs and stories to inspire future action.

		To help remove financial barriers that prevent students from completing their degrees, KLA Foundation joined four industry partners in launching the Semiconductor Pathways Fund, a multimillion-dollar initiative administered by the Last Mile Education Fund. The fund supports U.S. students who are in the final stretch of their STEM degrees but at risk of dropping out due to housing instability, transportation challenges or emergency expenses. KLA Foundation has committed to a $500,000 donation over three years, joining the collective effort that aims to keep more than 2,000 students with semiconductor career potential on track to graduate each year.

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		The foundation also awarded $1.4 million in Education Opportunity Fund grants to seven nonprofits in North America and Asia, selected through a competitive process that included input from 38 KLA employees worldwide. These multi-year grants support programs that strengthen educational systems and enhance STEM access.

		In calendar year 2025, KLA employees logged around 25,400 volunteer hours. The KLA Foundation expanded its annual volunteer initiative from Global Volunteer Week to Global Volunteer Month, giving employees around the world greater opportunity to serve their communities. More than 1,500 employees participated, volunteering more than 4,100 hours of their time at 83 activities across 30 sites—a 50% increase from 2024. Activities spanned the KLA Foundation’s three pillars: community-focused projects, health and wellness efforts and education initiatives.

Supply Chain Stewardship:

KLA works to secure reliable, efficient access to the goods and services we need to develop our products. We evaluate our suppliers and require compliance with KLA’s Standards of Business Conduct for Suppliers, Global Human Rights Standards, and contract terms and conditions that directly support responsible sourcing. Through ongoing engagement, innovation and supply chain optimization, we work to build stronger relationships with our suppliers and strengthen KLA’s supply chain resilience.

Highlights:

		Beginning in calendar year 2024, KLA recognizes suppliers that contribute to a more sustainable and resilient supply chain with our Excellence in Sustainability Award.

		Suppliers are required to adhere to KLA’s Standards of Business Conduct, as well as our Global Human Rights Standard, which is aligned with the Responsible Business Alliance (“RBA”) Code of Conduct.

		We continued to achieve our goal to get 85% of our targeted suppliers to participate in the annual RBA Facility Supplier Assessment Questionnaire (“SAQ”), which assesses the supplier’s compliance to the RBA Code of Conduct. Additionally, we encourage our key suppliers to disclose their emissions metrics to the Carbon Disclosure Project (“CDP”) and work toward establishing reduction goals. In 2025, we received disclosure responses from 81% of suppliers contacted, outperforming the average CDP response rate for North America supply chain members. See KLA’s 2025 Global Impact Report for more details on this initiative.

		To help our suppliers build ESG capacity and improve performance, we provided them with webinars in 2025 on developing GHG inventories and setting science-based climate targets.

INNOVATION

Rapid advances in AI are transforming the semiconductor ecosystem and the world at large. In a time when nanoscale chip technologies are the engine of business and society, our customers rely on KLA for comprehensive solutions to help them optimize their operations, boost manufacturing yield and drive efficiency in their next-generation products. Those same goals define our approach to sustainability, enabling reduced energy use and emissions across manufacturing operations and the product life cycle. As our customers drive the next-generation chip innovations that are used by multiple industries to unlock energy advances and aid the transition to a low-carbon economy, KLA’s innovations remain a key enabler of change.

Product innovation and sustainability:

We provide customers with the products to build tomorrow, enabling critical capabilities for the semiconductor industry and virtually every technology that flows from it—from AI and cloud systems to robotics, computers, smartphones and EVs. Through KLA’s process control and process-enabling solutions, customers gain visibility into critical aspects of chip and electronic component fabrication, helping them meet precision standards, intercept defects early in the production cycle and enable corrective actions. The result? Higher yield, lower waste and improved chip performance and efficiency.

Our focus on sustainability is a natural extension of this role, offering process control solutions that drive greater production efficiencies and help manufacturers overcome the hurdles of fabricating chips that utilize more power-efficient materials such as silicon carbide and gallium nitride. By harnessing our innovation to drive sustainability across the value chain, we’re supporting progress toward a low-carbon economy while meeting the needs of our customers, investors and other stakeholders.

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Highlights:

		In calendar year 2025, our R&D spending was $1.44 billion, an increase of 9% over 2024.

		KLA’s product sustainability efforts begin with engineering, where environmental performance targets are translated into system and subsystem requirements. By embedding sustainability within the design process, we create positive impact across the product life cycle. In 2025, KLA drew on customer engagement, benchmarking and internal roadmap discussions to identify priority areas for supporting our customers’ energy-reduction goals via product energy efficiency improvements. These include efficiency in high-performance computing, cooling and heat-burden optimization, purge gas usage reduction and sleep mode optimization to reduce energy consumption during idle periods.