WOLFSPEED, INC.

The Committee is responsible for the executive compensation program design and decision-making process for the compensation of our NEOs. The Committee conducts regular reviews of our executive compensation policies and practices, including the methodologies for setting each NEO’s target total direct compensation opportunity, the goals of our compensation program, and our underlying compensation philosophy. The Committee’s compensation consultant provides an analysis of competitive market data that the Committee considers when making decisions, as appropriate, regarding NEO compensation based on the assessment of performance and achievement of our short- and long-term goals. The Committee also exercises its judgment in setting NEO compensation as to what is in the best interests of our Company and our stockholders.

Role of the Committee. The Committee has the overall responsibility for overseeing our compensation and benefits plans, policies, and practices generally and with respect to our NEOs.

In carrying out its responsibilities, the Committee evaluates our compensation policies and practices for alignment with our executive compensation philosophy, develops compensation-related strategies, makes decisions that it believes further our philosophy and/or align with compensation best practices, and reviews the performance of our NEOs when making decisions about their compensation.

Each year, the Committee conducts an evaluation of our executive compensation program to determine if any changes are appropriate. The Committee also conducts an annual review of the compensation arrangements of our NEOs, including the annual base salary levels, annual target short-term cash bonus opportunities, and long-term incentive compensation opportunities of our NEOs and all related performance criteria, typically during the fourth quarter of the previous fiscal year or the first quarter of the current fiscal year. Adjustments are generally effective at the beginning of the fiscal year (or shortly thereafter) or at the time of an in-year decision. The Committee’s authority, duties, and responsibilities are further described in its charter, which is reviewed annually by the Committee and revised as warranted. The charter is available on the “Investor Relations” section of our website.

The Committee does not establish a specific target for formulating the target total direct compensation opportunities of our NEOs. Instead, in consultation with its compensation consultant, the Committee weighs various factors, including the following:

•our executive compensation program objectives;

•our performance against the financial, operational, and strategic objectives established by the Committee and our Board of Directors;

•each individual NEO’s knowledge, skills, experience, qualifications, tenure, and scope of roles and responsibilities relative to other similarly-situated executives at the companies in our compensation peer group and in selected broad-based compensation surveys;

•the prior performance of each individual NEO, based on a subjective assessment of his or her contributions to our overall performance, ability to lead his or her business unit or function, and work as part of a team, all of which reflect our core values;

•the potential of each individual NEO to contribute to our long-term financial, operational, and strategic objectives;

•our CEO’s compensation relative to that of our other executive officers, and compensation parity among our executive officers;

•our financial performance relative to our compensation and performance peers;

•the compensation practices of the companies in our compensation peer group and in selected broad-based compensation surveys and the positioning of each NEO’s compensation in a ranking of peer company compensation levels based on an analysis of competitive market data; and

•the recommendations of our CEO with respect to the compensation of our other executive officers and other senior management.

These factors provide the framework for compensation decision-making and final decisions regarding the compensation opportunities for our NEOs and other senior management. No single factor is determinative in setting compensation levels, nor is the impact of any individual factor on the determination of pay levels quantifiable.

The Committee uses compensation benchmarking provided by their compensation advisors as one input when making specific compensation decisions with respect to our NEOs. The Committee did consider the benchmarked compensation of our approved Compensation Peer Group companies for the positions of CEO and CFO as well as the other factors listed above including the specific performance of the company and the individuals. The Committee also reviews broad-based compensation surveys to understand market compensation levels. These principles and processes apply to both cash and equity-based compensation awards granted under our executive compensation program.

The Committee reviews the 25 th to 75 th percentiles from the analysis of competitive market data for both target total cash compensation (consisting of base salary and annual target short-term cash bonus opportunities) and target total direct compensation (consisting of target total cash compensation plus target total long-term equity compensation), and generally targets the 50 th percentile with deviations based on various factors. Annual long-term incentive compensation is then delivered in the form of PSU awards and RSU awards. For fiscal 2025, PSU awards represented 60% of the total annual long-term equity compensation award for Messrs. Lowe and Reynolds. The total annual long-term equity compensation award for Mr. Speirits was 100% RSUs. The Committee does not consider long-term equity compensation awards granted in prior fiscal years that have multi-year vesting and/or performance schedules in determining the target total direct compensation opportunity for a particular fiscal year.

Role of Management. The Committee works closely with members of our management in discharging its responsibilities. Our management assists the Committee by providing information on corporate and individual performance and management’s perspective on compensation matters. The Committee solicits and reviews our CEO’s proposals with respect to program structures, as well as his recommendations for adjustments to annual cash compensation, long-term equity compensation opportunities, and other compensation-related matters for our executive officers and other senior management, including our NEOs (except with respect to his own compensation), based on our CEO’s evaluation of their performance for the prior year.

At the beginning of each year, our CEO reviews the performance of our senior management or Senior Leadership Team (“SLT”) members, including our other NEOs, based on their overall performance and performance against business objectives established for them for the prior year, and then shares observations from these performance reviews and makes recommendations to the Committee for each element of compensation as described above. The annual business objectives for each SLT member are developed through mutual discussion and agreement between our CEO and the SLT member, and are based on the Company-wide business objectives for the year.

The Committee reviews and discusses our CEO’s recommendations and considers them as one factor in determining and approving the annual compensation of our SLT members, including our NEOs. Our CEO attends meetings of our Board of Directors and the Committee at which executive compensation matters are addressed, except for discussions involving his own compensation.

Role of Compensation Consultant. During fiscal 2025, the Committee continued to retain Compensia to act as the Committee’s independent compensation consultant. The Committee assessed the independence of Compensia under the applicable SEC rules and NYSE listing standards and determined its independence and that no conflicts of interest arose in connection with their provision of services to the Committee. The compensation consultant reports directly to the Committee and works with management only at the Committee’s direction.

For fiscal 2025, Compensia assisted the Committee with the following:

•Prepared analyses of competitive market data for purposes of determining the target total direct compensation opportunity for our executive officer hires during fiscal 2025, including Mr. Feurle in connection with his appointment as CEO and Dr. Emerson in connection with his appointment as COO, as well as the compensation arrangements for Messrs. Speirits and Werner for their interim positions;

•Reviewing our Compensation Peer Group (as described below) and making recommendations for any changes to the Peer Group to the Committee;

•Reviewing the current executive compensation levels relative to the market and our performance and assisting the Committee with its determinations with respect to each compensation element and target total direct compensation opportunity;

•Reviewing the current compensation arrangements for the non-employee members of our Board of Directors and assisting with the formulation of recommendations;

•Reviewing aggregate equity usage relative to market;

•Supporting our preparation of materials to be filed with the Securities and Exchange Commission, including our Annual Report on Form 10-K and definitive proxy statement, with respect to compensation matters; and

•Advising the Committee of executive compensation-related trends and developments over the course of the year.

Use of Competitive Market Data. During fiscal 2025, the Committee used analyses of competitive market data prepared by Compensia as a reference point to evaluate the competitiveness of our executive compensation program and the compensation packages for our SLT members, including our NEOs, and our executive officer hires. Compensia developed a market composite (referred to herein as “market data”) using data from two sources: (1) public company filings from a select peer group (the “Compensation Peer Group”); and (2) the Radford Global Technology survey. The data presented in the survey is aggregated and individual company information is not determinable. Jobs of similar scope and responsibility as those at the companies in the Compensation Peer Group and included in the Radford survey were identified and a market composite was created for each of the executive officer roles. The Committee used these analyses of competitive market data to evaluate and determine base salary, annual short-term cash bonus opportunities and actual bonus payments, target total cash compensation, equity compensation, and target total direct compensation opportunities for our executive officers, including our NEOs.

Peer Group

The Committee, assisted by Compensia, conducted a rigorous annual evaluation of our Compensation Peer Group in the spring of fiscal 2024 to assist with compensation decisions for fiscal 2025. The companies in the Compensation Peer Group were selected based on the following criteria:

•companies operating in the semiconductor industry;

•companies that operate fabrication plants (or “fabs”);

•“clean” technology companies (those who offer products and services to reduce the use of natural resources);

•companies with comparable annual revenue and market capitalization;

•companies against which we compete for executive talent;

•companies that allow for sufficient room to grow without over- or under-extending; and

•sensitivity to the criteria the major proxy advisor services (e.g., ISS and Glass Lewis) will apply when determining their “Say on Pay” proposal voting recommendations.

In April 2024, following its annual review, the Committee approved the following changes to the Compensation Peer Group effective for fiscal 2025. For fiscal 2025, the Committee removed four peer group companies (Enphase Energy, Inc.,

Entegris, Inc., Monolithic Power Systems, Inc., and Teradyne, Inc.) from the Compensation Peer Group due to size relative to Wolfspeed and added four companies (Cohu Inc., MaxLinear, Inc., Novanta Inc., and Photronics Inc.).

The companies comprising the fiscal 2025 Compensation Peer Group were:

Compensia used the foregoing Compensation Peer Group to develop its analyses of competitive market data that was provided to the Committee to assist it in its fiscal 2025 executive compensation decision-making.

The Committee, assisted by Compensia, also undertook a rigorous annual evaluation of our compensation peer group in the spring of 2025 to assist with compensation decisions for fiscal 2026. The companies in the fiscal 2026 Compensation Peer Group were selected based on the same criteria as described above taking into account changes in both our business and the businesses of the companies in the peer group.

For fiscal 2026, the Committee approved the following changes to the Compensation Peer Group effective for fiscal 2026. For fiscal 2026, the Committee removed four peer group companies (Cirrus Logic, Inc., Coherent Corp., Novanta Inc., and Qorvo, Inc.) from the Compensation Peer group due to size relative to Wolfspeed and added four companies (ACM Research, Alpha and Omega Semiconductor, Ichor, and SkyWater Technology).

While the Committee relies on the Compensation Peer Group analysis to provide data about and understand the competitive market and relevant trends, it does not consider the peer group analysis as a substitute for its members’ collective business judgment.