At the end of the interview at the ASML campus in Veldhoven, the headquarters of the world's largest chip machine manufacturer, Tom Tacken gives a tour around the company's “Experience Centre”. Think of it as a museum where visitors can marvel at the world of chip technology. The company has over 44,000 employees (FTE) in fifteen countries, has an annual turnover of over 28 billion euros and, with a market value of around 265 billion dollars, tops the ranking of Dutch companies (figures for 2024).
In the company museum, a fancy film projected onto the floor testifies to all the blessings the company spreads around the world. In one sentence: accelerating the digital revolution, with a view to better addressing the challenges that lie ahead. The film ends with the good example set by the company itself, with the reduction and recycling of waste, and the aim of reducing greenhouse gas emissions to zero. “The part about sustainability was added to the film in 2023,” says Tacken. The issue is now fully integrated into the company’s culture, partly thanks to Green ASML. This is a network of employees themselves who independently draw up a vision for a sustainable ASML and are committed to accelerating this transition. Eight other larger branches worldwide, such as in Berlin and San Diego, also have such a Green community.
Gaining inspiration
Tacken regularly seeks knowledge and inspiration from board members, textbooks, podcasts and courses. In 2024, he participated in Radboud University's Young Leadership for Sustainability course, which focuses on tackling sustainability challenges in companies and organisations. “It's great to see that everyone is dealing with the same struggles. Almost everyone knows the problem: the most visible measures are often the ones that provoke the strongest resistance.” Tacken mentions the introduction of reusable coffee mugs and the range of vegetarian products. “This evokes emotions everywhere; such measures affect people personally.”
It is instructive to reflect during such a training course on how you can make an impact in the company with such relatively simple means. Tacken points out a contradiction: the most visible things, such as coffee mugs and vegetarian snacks, have a low impact, while the initiatives that really make a difference are not visible. “If we at ASML transported all our products by ship instead of by plane, as is currently the case, we would make a huge impact, but that would not be visible to people.” This transport illustrates a nice paradox, because every new generation of machines that ASML makes – with even thinner lines for printing chips – is getting bigger and bigger, mainly because smaller chips require larger lenses. Transporting a single machine now requires no fewer than seven Boeing 747 aircraft, the same number needed to transport 2,500 passengers.
Substantiation as a driver for change
Green ASML is therefore trying to get this transport on the agenda within the company, as one of the priorities that Green says ASML needs to take immediate action on. Green is not rushing into this: based on its own research and reporting, Tacken approached the Head of Freight last year to discuss the company's vision on transport and provide feedback, with suggestions for collaboration. This led to a joint presentation on a step-by-step plan for sustainable transport, with a “Green Talk”, a TEDx-style lecture lasting an hour for a broad ASML audience. Insights from that presentation were then also shared in an internal article, as well as with the policy department and senior management. Identifying problems, substantiating them, providing advice and making them visible is how Tacken summarises Green ASML's approach. “The Head of Freight was extremely pleased with our collaboration. He also wants to move forward and faster without making mistakes, and we are helping him to do so.”
“Everyone needs to feel that sustainability is a major asset for ASML. The cultural change required to achieve this is sparked by what is visible.” Ergo: a coffee mug on its own does not have a huge impact, but it does help pave the way for things that really matter. Especially at ASML. “Imagine if everyone at ASML came to work by train and bicycle. That would make a world of difference.”
How big words drive small actions
Sometimes high ideals clash with the way business systems are set up. During the Radboud University course, Professor Ingrid Visseren put it bluntly: we often focus on concrete goals and figures, but this means that measures remain incidental. Her question: why don't the systems work in such a way that the desired effects arise automatically? Why do we reduce waste afterwards, instead of looking at how we can prevent waste in the system in the first place?
“A fascinating insight,” says Tacken. It challenges us to look not only at individual measures, but at the way processes are designed. This presents opportunities to bring science and practice closer together. Translating questions from the academic world into concrete steps creates a dialogue that helps companies move forward.
At the same time, Tom Tacken notes that the lofty corporate ideal of contributing to a more sustainable and social world is too abstract for most employees. “A vision is valuable for determining the direction and accelerating innovation, but the energy comes from the steps you can take today and tomorrow.” The greater ideal remains on the table, but the power lies in translating it into concrete initiatives that employees can experience directly and participate in themselves.
Searching for allies
In order to make a real impact as an activist group, allies within the organisation are indispensable, says Tacken. He cites the relationship with ASML's ESG department as one of his most important assets. This department shapes these “soft values” (environmental, social and governance) within ASML, but also in its relationships with suppliers, employees, customers and the wider community. Tacken cites the strong and valued collaboration with this department as one of the most important success factors: “It includes many people who are committed to the soft goals. As a more activist partner and they as policy makers, we can achieve a great deal together.”
The policy of enriching the menus in the kitchens with vegetarian and vegan options is one example: “This is not only because we are drawing attention to it, but also because the responsible departments in the company are working on it. You can't create a successful policy on your own.” Good company brings the sustainability goals closer for the advocates. But Tacken also eats meat from time to time, and because his partner is Mexican, they occasionally book a flight outside Europe with the necessary restraint. He is keen to emphasise: “You don't have to be a saint to work on sustainability goals in a company.”
Are you part of the new generation of leaders who want to make a lasting impact? The next Young Leadership for Sustainability course starts on 20 November. In this science-based course, you will learn how to motivate others to embrace sustainable change and innovation, how to discuss these topics, how to strengthen the leading community, and what your own motivations are in this regard.