Zero opportunity for growth unless you are well connected. ASML doesn't hire based on skill or qualifications, and leadership roles are even worse in regards to this. Its all about who you know to get ahead. Job postings in the US are typically filled before they even land, and other candidates are almost never considered. The service group is treated like a burden by cooperate office, while at the same time is the bread-and butter of ASML. Customers are screaming for better/more support and VHV isn't listening. Leadership is a major issue within ASML. The wrong people are consistently hired because they "are due" or "its their time". Again, talent is rarely a consideration for these roles and it reflects strongly in the way the organization is ran. In regards to this, as another poster mentioned, ""if you are good at what you do, good luck getting into something new"". Its easy to see why this happens as when people want to move on to something new, the spot they leave is rarely re-opened. This typically leaves a hole in the organization (depending on engineer) that will never get filled, as the job is not re-posted. This in turn drives management to push heavily against personal development and growth, further demotivating employee's. As an Engineer who has worked in three different regions + visited many many more, I can say this isn't a situation that isn't unique to one locale, but more of a cultural issue within the company.
