MICRON TECHNOLOGY INC
For the period ended Jan 15, 2026. Filed Nov 25, 2025.
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Jan 15, 2026 · Filed Nov 25, 2025
Contents
50 | 2025 Proxy Statement
| Strategic Goals | |||
|---|---|---|---|
| Category | Fiscal 2025 Goals | Achievement | % Achievement |
| Technology and ProductsExecute key enablers of our technology and products for the current fiscal year, as well as elements focused on supporting our longer-term technology and product competitiveness and business results. | Goals focused on delivery of leading-edge technology and key market segment (data center, client, mobile, automotive) product milestones across:▪DRAM (including HBM4)▪NAND (including data center SSDs)▪Goals focused on deployment of AI-based efficiency tools to improve product development and early manufacturing enablement | Leading-edge technology and key market segment product milestones largely accomplished at or before targets and additional stretch performance condition achieved. | 100% |
| Cost and EfficiencyIncrease cost competitiveness by driving efficiency across frontend, assembly and test, procurement, supply chain, and enterprise systems. Advance manufacturing expansion projects. | Goals focused on delivery of critical operational metrics and milestones including: ▪HBM3E 12H cumulative yield, output, and quality▪Differentiated product qualifications and quality▪DRAM and NAND leading node cumulative yields▪Construction milestones and metrics ▪Smart Manufacturing and AI-based solutions (“SMAI”) | Goals for critical operational yield, qualification, HBM quality, and SMAI metrics and milestones were exceeded.Manufacturing expansion construction projects continue to progress, with first wafer output from our new high-volume manufacturing fab in Idaho (ID1) expected to begin in the second half of calendar 2027. | 148% |
| CustomerImprove our customers’ experience and satisfaction, and further differentiate Micron from our competitors through strengthened partnerships, technology and product competitiveness, supply continuity, sustainability and product quality and service. | Goals focused on customer-related metrics, including: ▪Customer business review scores across the categories of technology, service and sustainability▪Customer quality and customer delivery performance ranking relative to our customers’ other suppliers ▪Days of inventory outstanding | Goals for customer business review scores in technology, service, and sustainability, along with our quality ranking objectives, were exceeded. We met our targeted inventory levels by fiscal year-end. | 83% |
| Revenue MixExecute our business plans to optimize our product, segment and customer shipment mix. | Goals focused on key revenue and bit shipment metrics, including: ▪Revenue from HBM3E+, high-density module and all low-power DRAM products sold into the data center▪Revenue from high-growth, more stable end markets▪DRAM and NAND leading node shipments | HBM shipments and revenue mix towards data center and more profitable segments exceeded targets. | 142% |
| Sustainability and Human CapitalDrive sustainability improvements, improve human capital metrics and drive adoption of AI-enabled enterprise applications | Goals focused on sustainability and human capital metrics and milestones, including:▪Reduction of direct greenhouse gas emissions▪Expand talent pool and increase hiring efficiency▪Reduce voluntary employee attrition▪Enhance career growth and development programs▪Deploy and increase adoption of AI-enabled solutions | Sustainability goals for reducing direct greenhouse gas emissions and human capital metrics exceeded targets. | 163% |
Within each goal category, each strategic goal or group of related strategic goals provided an opportunity to achieve performance between the minimum threshold of 50% of target and a maximum of 200% of target. Additionally, the Technology and Products category included an additional stretch performance condition based on the deployment of AI-based efficiency tools to improve product development. This additional stretch performance condition was achieved and resulted in a .25x increase in achievement for Fiscal 2025, bringing overall achievement to 100% as shown above.
Achievement of each of the goals included in the five strategic categories required significant effort and adept execution, and there was no assurance of even threshold achievement with respect to any of the metrics or milestones. When setting the Fiscal 2025 strategic goal targets, relative to the annual operating plan in October 2024, the Compensation Committee believed that achieving maximum performance for any strategic goal category would be challenging and would require extraordinary leadership, effort, and coordination as a team.
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