#1KLA+ Keep Looking Ahead 2022 KLA Investor Day New York City ⚫ June 16, 2022#2Disclaimer Statements in this presentation other than historical facts, including but not limited to: (i) future trend of digitization, semiconductor and EPC industry growth and evolution; (ii) geographic breakdowns of future global semiconductor production; (iii) our results of operations and financial conditions for 2022; (iv) our 2026 target model and the underlying assumptions; (v) trajectory of results of operations and financial conditions by 2026; (vi) our plan for future shareholder returns; (vii) our future investment plan; (viii) future opportunities, are forward-looking statements and subject to the Safe Harbor provisions created by the Private Securities Litigation Reform Act of 1995. These forward-looking statements are based on current information and expectations and involve a number of risks and uncertainties. Actual results may differ materially from those projected in such statements due to various factors, including but not limited to: the impact of the COVID-19 pandemic on the global economy and on our business, financial condition and results of operations, including the supply chain constraints we are experiencing as a result of the pandemic; economic, political and social conditions in the countries in which we, our customers and our suppliers operate, including rising inflation and interest rates, Russia's invasion of Ukraine and global trade policies; disruption to our manufacturing facilities or other operations, or the operations of our customers, due to natural catastrophic events, health epidemics or terrorism; ongoing changes in the technology industry, and the semiconductor industry in particular, including future growth rates, pricing trends in end-markets, or changes in customer capital spending patterns; our ability to timely develop new technologies and products that successfully anticipate or address changes in the semiconductor industry; our ability to maintain our technology advantage and protect our proprietary rights; our ability to compete with new products introduced by our competitors; our ability to attract and retain key personnel; cybersecurity threats, cyber incidents affecting our and our service providers' systems and networks and our ability to access critical information systems for daily business operations; liability to our customers under indemnification provisions if our products fail to operate properly or contain defects or our customers are sued by third parties due to our products; exposure to a highly concentrated customer base; availability and cost of the wide range of materials used in the production of our products; our ability to operate our business in accordance with our business plan; legal, regulatory and tax environments in which we perform our operations and conduct our business and our ability to comply with relevant laws and regulations; our ability to pay interest and repay the principal of our current indebtedness is dependent upon our ability to manage our business operations, our credit rating and the ongoing interest rate environment, among other factors; instability in the global credit and financial markets; our exposure to currency exchange rate fluctuations, or declining economic conditions in those countries where we conduct our business; changes in our effective tax rate resulting from changes in the tax rates imposed by jurisdictions where our profits are determined to be earned and taxed, expiration of tax holidays in certain jurisdictions, resolution of issues arising from tax audits with various authorities or changes in tax laws or the interpretation of such tax laws; and our ability to identify suitable acquisition targets and successfully integrate and manage acquired businesses. For other factors that may cause actual results to differ materially from those projected and anticipated in forward-looking statements in this press release, please refer to KLA Corporation's Annual Report on Form 10-K for the year ended June 30, 2021, and other subsequent filings with the Securities and Exchange Commission. KLA Corporation assumes no obligation to, and does not currently intend to, update these forward-looking statements. In addition, historical, current, and forward-looking ESG-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 may also address our corporate responsibility and sustainability progress, plans, and goals, and the inclusion of such statements is not an indication that these contents 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." This presentation also includes non-GAAP measures that our management consider are helpful to investors in understanding our current and future business. For reconciliation of non-GAAP measures to the most directly comparable GAAP measures, please see Appendix at the end of the presentation. The non-GAAP information is among the budgeting and planning tools that management uses for future forecasting. However, because there are no standardized or generally accepted definitions for most non-GAAP financial metrics, definitions of non-GAAP financial metrics are inherently subject to significant discretion (for example, determining which costs and expenses to exclude when calculating such a metric). As a result, non-GAAP financial metrics may be defined very differently from company to company, or even from period to period within the same company, which can potentially limit the usefulness of such information to an investor. The presentation of non-GAAP and supplemental information is not meant to be considered in isolation or as a substitute for results prepared and presented in accordance with United States GAAP. With respect to third-party data, we do not independently verify or audit, or commit to independently verifying or auditing, their information. KLA Investor Day 2#3Growing a Durable Revenue Stream Through Best-in-Class Services Busines Brian Lorig EVP, Global Services 116703 KLA KLA+#4Key Messages | Services 1 Strong customer value proposition: partner with customers to maximize the value of their Fab 2 Uniquely positioned to support High Complexity, High Mix, Lower Volume, Long-Lived installed base 3 4 5 Evolving data and analytics platform: moving Services' delivery from reactive to predictive Proven Operating Model powers scale, efficiency and durability - underpinning a culture of collaboration, innovation, and execution Industry-leading service model with >75% of revenue coming from multi-year, subscription-like service contracts; driving new long-term 12-14% CAGR, up from 9-11%#5KLA Services at a Glance¹ ~$1.8B Revenue % >99% Purity of Reported Services Revenue² X >75% Subscription-Like Service Contracts >95% Renewal Rate 園 >3 yr Length of Service Contract نا } 4.5x Revenue Growth Over Install Base Growth Rate 1 year ahead of 2019 plan New from 2019 Up from 70% in 2019 Up from 90% in 2019 22% of KLA revenue from Services >4,000 Customer facilities >235,000 Spare parts/ assemblies >3,000 Customer service engineers Increased 40% from 2019 >250,000 Service calls New from 2019 >48,000 Installed base - 12 – 14% CAGR (through 2026E) up from 9 – 11% 1KLA Services at a Glance numbers reflect CY21 actuals 2As of 4/2022 - Purity defined as revenue only derived from installed base support, such as service contracts and break/fix service offerings; does not include upgrades, refurb tools, etc. KLA Investor Day 5#6Well Aligned to Benefit from Industry Megatrends 5G ° 000 Artificial Intelligence 5G Connectivity Virtual Interaction Mobile Data Center Automotive Market Type Leading-Edge ~20% Development High-Volume Leading-Edge ~45% Manufacturing High-Volume Legacy Node ~35% Manufacturing Percentage of KLA Services Business in CY21 - High Performance Computing Customer Goal Develop, ramp & transfer new technology to high volume manufacturing KLA Strategy New product introduction & service solutions maximize uptime of KLA tools Results Customers accelerate transitions to high volume manufacturing Maximize good wafers out at lowest possible cost Optimized production monitoring while reducing customer cost of ownership Customers achieve higher yield, at lower costs, through predictable system availability Maximize good wafers out at lowest possible cost Lifecycle management through fab optimization, enhancements & services Customers extend the useful life of their KLA assets KLA Investor Day 6#7Power of KLA Portfolio: High Mix, High Complexity, Lower Volume High Mix + BBP + RAPID e-Beam LS + + + SWIFT + Surfscan + ADE + FAST + OMD + + + SensArray Instruments PCB SPTS + ICOS + FPD Frontline High Complexity KLA Lower Volume 1000s chambers per fab 100s tools per fab Creates high barrier to entry for service KLA Investor Day 7#8Installed base units Longevity of Installed Base Enhances Customer Productivity 50,000 45,000 40,000 35,000 30,000 25,000 20,000 Semi PC and EPC Installed Base 0 CY95 CY96 CY97 CY98 CY99 CY00 CY01 CY02 CY03 CY04 CY05 CY06 CY07 CY08 CY09 CY10 CY11 CY12 CY13 CY14 CY15 CY16 CY17 CY18 CY19 CY20 CY21 Class of '90 Class of '95 Class of '00 Class of '15 Class of '05 Class of '10 Class of '20 Highlights ■ >50% of our installed base is older than 18 years old ■ Average peak installed base per class year is achieved in ~12 years >80% of tools shipped in KLA history remain in production Customers continue to utilize tools in production long after full depreciation (2-3 times) ■ Class represents the year the product was introduced 15,000 10,000 5,000 Over the life of a tool, service revenue exceeds initial tool sale price KLA Investor Day 8#9Successfully Implementing the KLA Operating Model Across Services Our aboration Differentiators KLA+ Execution Innovation ☐ ☐ Collaboration KLA Services teams embedded with customers, supporting achievement of customer goals Deep supplier relationships ensure supply continuity and higher quality Closely coordinated with KLA design and manufacturing operations to ensure seamless customer experience Innovation Deploying leading edge AR/VR technology to support remote service, collaboration and advanced training Powerful data and analytics drive predictive maintenance strategies and business insights Significant investments to train and upskill employees on increasingly complex assets in hi- ramp production environments Execution Consistent strategy focused on results Management by metrics built on strong continuous improvement culture Disciplined organization and unique systems to manage complex global supply chain Rigor and performance that improves customer experience KLA Investor Day 9#10Successfully Implementing the KLA Operating Model Across Services Our aboration Differentiators KLA+ Execution Innovation Collaboration KLA Services teams embedded with customers, supporting achievement of customer goals Deep supplier relationships ensure supply continuity and higher quality Closely coordinated with KLA design and manufacturing operations to ensure seamless customer experience Innovation Deploying leading edge AR/VR technology to support remote service, collaboration and advanced training Powerful data and analytics drive predictive maintenance strategies and business insights Significant investments to train and upskill employees on increasingly complex assets in hi- ramp production environments Execution Consistent strategy focused on results Management by metrics built on strong continuous improvement culture Disciplined organization and unique systems to manage complex global supply chain Rigor and performance that improves customer experience KLA Investor Day 10#11Contract Services Adoption Rate Continues Increasing % of service revenue 100% 0% CY01 Semi PC Revenue CY11 KLA Contract ■KLA Billable ■Not KLA CY21 Highlights ☐ ☐ Increasing complexity of manufacturing process and KLA equipment ■ Record-level factory utilization ■ Customers geographic footprint expanding ■ Inter-Fab technology transfers ■ Renewed emphasis on reliable supply chains ■ Growing importance of specialized talent Increased complexity, usage and customer urgency drives greater service contract penetration KLA Investor Day 11#12Case Study: Legacy Node¹ Customer Spend With KLA Services Environment 2013-2018: Factory utilization 70-80%, stable manufacturing processes, and less stringent end-customer requirements Customer Approach: Harvesting parts from older tools, leveraging secondary tool market, utilizing experienced internal and/or 3rd party resources 2019-2021: Factory utilization >95%, customers demanding better performance and throughput per square foot, more stringent end- customer requirements: reliability, quality, delivery, performance W$ Results Legacy node customer spend with KLA Services KLA Response Collaborated with customers to improve fab optimization, data and analytics, and tool security Created a dedicated team to focus on legacy node customers Invested in engineering resources to solve obsolescence challenges Hired and trained resources and increased inventory investment 128nm and above design rules, ex-memory CY13 CY14 CY15 CY16 CY17 CY18 CY19 CY20 CY21 Continued customer demand drives legacy node service revenue growth KLA Investor Day 12#13Successfully Implementing the KLA Operating Model Across Services Our laboration Differentiators KLA+ Execution Innovation ☐ ☐ Collaboration KLA Services teams embedded with customers, supporting achievement of customer goals Deep supplier relationships ensure supply continuity and higher quality Closely coordinated with KLA design and manufacturing operations to ensure seamless customer experience Innovation Deploying leading edge AR/VR technology to support remote service, collaboration and advanced training Powerful data and analytics drive predictive maintenance strategies and business insights Significant investments to train and upskill employees on increasingly complex assets in hi- ramp production environments Execution Consistent strategy focused on results Management by metrics built on strong continuous improvement culture Disciplined organization and unique systems to manage complex global supply chain Rigor and performance that improves customer experience KLA Investor Day 13#14Multi-Faceted Services Innovation Strategy a pp Human Capital Attract and retain innovative talent Onboarding new skill sets and capabilities Mixed Reality Support Developing augmented reality-based solutions for remote services that allow for rapid response to customer needs while preserving IP protocols Training Reinvention Curriculum enrichment to deliver web-based, on-demand and augmented-reality to complement hands-on training and accelerate proficiency and readiness to serve KLA+ Expedited Delivery Augmented localized teams to allow for more rapid and customized service delivery and installation Digital Transformation Investment in IOT and data analytics to enable customer-tailored value Operational systems transformation and investment improves response Transformation improving customer experience KLA Investor Day 14#15Service Innovation Drives Customer Value Evolution of KLA Digital Twin Third generation of complex parametric and configuration data gathering Analyze parameters for install validation, customer matching requirements, and recipe development, driving faster time-to-scale and frictionless integration with existing customer footprint Smart Equipment Monitoring performance of critical sub-assembly characteristics and compliance from tool-to-spec, tool-to-tool, and tool-to-fleet Thousands of tools connected, broad repository of equipment health data for trending and control, and continuing development of actionable insights Digital Services Modernization of traditional service delivery using data and analytics to reduce variability and improve efficiency of service tasks 7x increase in use of AR/VR supported training, certification and remote service, reducing technical onboarding time and improving service efficiency and accuracy Virtual Process Development Bespoke customer process and internal service criteria - matched to physical customer product - modeled and maintained for consistent customer results Leveraging dedicated KLA software solutions products to acquire over a trillion GB of data, run analysis on tools, and maximize fleet performance Global Support - KLA Knowledge Network Real-time Inventory & Auto-order ** Fleet Management Diagnostics & Digital Twins IIII Virtualized Training & Certification Modernized toolbox for maximum tool life and performance Service Portal & Tech Talks Remote Support KLA Investor Day 15#16*KLA estimates KLA Services Roadmap Improving Customer Value Customer-selected Service Level On-Tool Diagnostics Log Files Continuous Feedback Real-time Global Fab Loop Analytics Self Advanced Calibration & Repair In-Fab Real-time Actionable Insights Driven by KLA and Analytics Resourcing Insights CSE Assisted System Smart Order and Dispatch Network Cloud-based Data Data Collection Reactive Predictive Semi-Autonomous CY17 Current* Semi-Autonomous Predictive Reactive KLA+ Investor Day 16#17Successfully Implementing the KLA Operating Model Across Services Our ollaboration Differentiators KLA+ Execution Innovation Collaboration KLA Services teams embedded with customers, supporting achievement of customer goals Deep supplier relationships ensure supply continuity and higher quality Closely coordinated with KLA design, manufacturing and operations to ensure seamless customer experience Innovation Deploying leading edge AR/VR technology to support remote service, collaboration and advanced training Powerful data and analytics drive predictive maintenance strategies and business insights Significant investments to train and upskill employees on increasingly complex assets in hi-ramp production environments Execution Consistent strategy focused on results Management by metrics built on strong continuous improvement culture Disciplined organization and unique systems to manage complex global supply chain Rigor and performance that improves customer experience KLA Investor Day 17#18Talent & Culture Underpin KLA Services Execution Technical Training Regionalized Install & Support Services Customer Experience Parts and Logistics Customized Service Engineering Outcome Services Foundation Experience Depth >3,000 Services employees Average tenure of KLA >8 yrs Services employees >4M Labor hours in 2021 Comprehensive 9-18 month training process per tool to develop expertise Quick access to global network of 235,000+ spare parts Customer Service Engineers (CSEs) access to KLA global network of experts Education ■PhD ■Masters ■Bachelor ■AA/Advanced ■Other KLA+ Investor Day 18#19Case Study: Integrating Services from Acquired Businesses Environment Pre-Acquisition Results ◉ Primary focus is on new tool penetration and adoption Limited investment in inventory to support just-in-time delivery of spare parts ☐ Significant incremental investment required to provide service at new customer sites Encourage customers to self-service, providing documentation and training Deploy KLA Operating Model Design for Service: Service is an important consideration from product inception Systems and Metrics: Common CRM systems and metrics to enable insights and drive improvements KLA Services Infrastructure: Leveraging existing KLA footprint reduces incremental investment and lead-time to support new and existing customer sites Go-To-Market: Synergies with KLA channel to drive both product and service Services revenue per tool on acquired business (ADE) 2x EPC service revenue growth rate 1.5x CY10 CY21 Pre-acquisition CY20 - CY26E Deploying KLA Operating Model in Services drives improved customer experience KLA Investor Day 19#20Revenue Increasing at Faster Pace: Exceeding $3B by 2026 KLA Services Revenue¹ 12%-14% CAGR CY21 3,500 2,000 3,000 1,000 2,500 3,000 W$ 1,500 0 2,000 40 Years to +4 years +4 years Achieve CY20 CY19 CY18 CY17 CY16 CY15 CY14 CY13 CY12 CY11 CY10 CY09 CY08 CY07 CY06 CY05 CY04 1,000 CY03 500 CY02 0 Source: KLA filings and estimates Note: Calendar year figures; ¹Includes first year warranty in accordance with adoption of ASC606 CY26E ار Highest percentage of pure service revenue in the industry Resilient and predictable & Strong generator of Free Cash Flow مدا Exponential revenue growth: $1B in KLA's first 40 years, $2B in 2022, climbing above $3B by 2026 Services delivers recurring revenue ~1.7x industry growth rate KLA Investor Day 20#21Services | Driving Sustainable Outperformance $1.8B ~$0.2B ~$3.3B ~$1.3B CY21 Semi Process Electronics, Packaging CY26E Control & Components KLA+ Investor Day 21#22Services | Key Takeaways 1 2 3 971 Strong customer value proposition: partner with customers to maximize the value of their Fab Uniquely positioned to support High Complexity, High Mix, Lower Volume, Long- Lived installed base P Evolving data and analytics program: moving Services' delivery from reactive to predictive D 9 O B 4 Proven Operating Model powers scale, efficiency, and D B durability - underpinning a 8 culture of collaboration, innovation, and execution A 中 BON 5 3 B Industry-leading service model with >75% of revenue coming from multi- year, subscription-like service contracts; driving new long- term 12-14% CAGR, up from 9-11% D O KLA Investor Day 22