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FAIRCHILD INVESTOR DAY

2014

WELCOME DAN JANSON

Vice President of Investor Relations

NOTES ON FORWARD-LOOKING STATEMENTS AND NON-GAAP MEASURES • Comments in this presentation, other than statements of historical fact, may

constitute forward-looking statements. They are based on the Fairchild management’s estimates and projections, and are subject to various risks and uncertainties.

• These risks and uncertainties are described in the Company’s periodic reports and other filings with the Securities and Exchange Commission (see the Risk Factors section), which are available at: http://sec.gov and investor.fairchildsemi.com

• Actual results may differ materially from those projected in the forward-looking statements.

• Some data in this presentation may include non-GAAP measures, which we believe provide useful information about the operating performance of our businesses. We ask that investors consider this in conjunction with GAAP measures that we also provide. For a reconciliation of non-GAAP to comparable GAAP measures, visit the Investor Relations section of our web-site: http://investor.fairchildsemi.com.

3

MARK THOMPSON Chief Executive Officer

AGENDA

STRATEGIC VIEW Mark Thompson

STRATEGY EXECUTION Vijay Ullal

MARKETING EXECUTION Sajal Sahay

SALES EXECUTION Chris Allexandre

THE BOTTOM LINE Mark Frey

5

WHAT YOU WILL SEE TODAY

• A strong leadership team

• Compelling offerings in Efficiency, Mobility & Cloud

• The transformation of our manufacturing footprint

• The transformation of how we go to market

• A compelling company for which to work

• A compelling company in which to invest

6

2010 INVESTOR DAY EPILOG

• Strategy • People & culture • Better end-market exposure • Return of cash to shareholders

Met Expectations Missed Expectations • Revenue growth • Gross margin improvement

7

LEARNINGS

• Revenue Growth – Market growth below forecasts – Too many investment areas in mobile

• Gross Margins

– Fragmented, inefficient manufacturing footprint – Chronic underutilization

8

BUILDING A GREAT LEADERSHIP TEAM

• Promoting from within in areas of progress – Automotive, Supply Chain, Assembly & Test

• Recruiting & upgrading in areas of weakness

– Sales & Marketing, Fab Operations, Engineering

• Opportunistically adding talent

– Strategy, Finance 9

BRINGING THE MISSION TO LIFE

• Target market growth

• 45% gross margins

• Delight all of our customers

• Invest in leadership that has done it before

– From within Fairchild or from other great companies

10

OUR CULTURE

EXCEL

ENGAGED EMPLOYEE

DELIGHTED CUSTOMER

RESPECT

SPEED

EXPLORE SIMPLIFY

PLAY

DIRECT

WORLD-CLASS

COMPANY

CHALLENGE

11

OUR PLAN THREE KEY INDUSTRY DRIVERS

Cloud Energy Efficiency Mobility

12

OUR PLAN PATH TO 45% MARGINS

Customers

Product

People

13

Systematic Operational Excellence

VIJAY ULLAL President and Chief Operating Officer

THE TEAM THAT WILL TAKE US THERE

15

BUILDING A GREAT COMPANY

SALES & MARKETING

TECHNOLOGY

16

OPERATIONS

BUSINESS UNITS

Operations Execution

OPERATIONS TALENT

WEI-CHUNG WANG Senior Vice President

Fab Operations

Ph.D. Electrical Engineering:

Purdue University

Fairchild, Intel Maxim, TSMC

18

BARRY O’CONNELL Head of Quality

& Reliability

MS Electrical Engineering:

Tyndall Institute

Fairchild, National Semiconductor

MIKE DUBE Vice President, Assembly

& Test Operations

BS Electrical Engineering: Northeastern University

Fairchild, National Semiconductor

CHRISTOPHER BALL Vice President, Supply

Chain, Customer Service & Global Procurement

MS Finance:

Bentley University BA Business:

St. Anselm College

Fairchild, Lockheed Martin

19

QUALITY IMPROVEMENT

Cost of Quality

Source: Fairchild Internal Data

8.5% 7.6%

6.9%

IMPROVED SUPPLY CHAIN

20 Source: Fairchild Internal Data

Q2 2012 Q2 2014

12

6

4%

1%

21 Source: Fairchild Internal Data

FASTER CYCLE TIME OF LEARNING

70

22

90

44

3x Improvement

2x Improvement

22

FOOTPRINT CONSOLIDATION SIMPLIFIES THE FAIRCHILD SUPPLY CHAIN

Source: Fairchild Internal Data

35%

7%

20%

40% 40%

75%

Strategic Approach

OUR NEW STRATEGY TALENT

STEVE FU Vice President, Strategy Ph.D. EE — Stanford University BS EE — Berkeley • Maxim — Executive Director Corporate Strategy • VMware — Head of Desktop Virtualization Strategy • Cisco — Advanced Technology Development & Head of Semiconductor Strategy

24

STRATEGY AS A DAILY ACTIVITY

Differentiated Products Application-Centric

Customer Focus

Product-Centric 25

BEFORE Commoditized Technology Approach

NOW Driving Innovation & Disruption

$0

$6

$12

$18

$24

$30

$36

$B U

SD

MOBILITY

ENERGY

CLOUD

APP-CENTRIC VS. PRODUCT-CENTRIC FAIRCHILD ADDRESSES 45% OF THE TAM IN 2018

26

New strategic

focus areas enable

Fairchild to address

45% of TAM

$24.6B TAM

2013 2018

Source: TAM – WSTS 2014 Spring Forecast (excluding standard products, such as logic) Addressable Percentage - Fairchild Internal Data

$32.2B TAM

% of TAM addressed based on product-centric approach % of TAM with new strategic focus

13%

27

All companies have PRODUCTS

Good companies have STRATEGY

LINKING the two LEADS TO a GREAT company

50,000 ft

1,000 ft

28

50,000 ft

1,000 ft

CLOUD ENERGY MOBILITY

25vFET 100vFET 600vFET GATE DRIVER MUX INTEGRATED SOLUTION WIRELESS IC DIODE FUEL GAUGE CHARGER

Systems solutions that serve the needs

Technologies that build the systems

50 product ideas

Power System in Package, Sensing Systems,

Intelligent Sensors

Today

Application Themes: Customer Empathy

Controller IP

Isolation IP

LV/MV FET IP Packaging IP

Driver IP

Sensor IP

HV FET IP

COMPETITOR

POWER SYSTEMS LANDSCAPE

29

Controller IP

Isolation IP

LV/MV FET IP HV FET IP

Sensor IP

Driver IP

Packaging IP

Controller IP

Isolation IP Sensor IP

Driver IP

HV FET IP LV/MV FET IP

POWER SYSTEMS IN PACKAGE LANDSCAPE

30

Megatrend/Insight Datacenter operators care about total cost of operations (i.e. end-end efficiency)

Application

Technology

Fairchild Differentiation

Market Potential $700M in 2018

STRATEGY TO REVENUE DATACENTER

High Voltage IGBT

Med Voltage MODULE

Low Voltage MODULE

Competitor 1 Competitor 2

Fairchild = End-to-End Solution Provider

Competitor 3

31

Megatrend/Insight Consumers don’t want to think about charging

Application Mobile, Phone, & Tablet

Technology Adaptive, Smart-Charging ICs

Design In 2015 Large Chinese Mobile Customer — Fairchild Total System Solution Fairchild communications protocol enables customers to provide a total system solution, from wall AC adaptor to battery.

Market Potential $3.8B in 2018

STRATEGY TO REVENUE WALL TO BATTERY (W2B)

32

Megatrend Reduce vehicle CO2 emissions through Electrification

Insight 48V Technology allows OEMs to reduce losses and provides better return ($ spent / CO2 reduction)

Application of Focus Mild hybrid

Technologies High-performance power modules SPM®

Design In 2015 3 Tier 1, 4 OEM in 3 continents

Market Potential $2.1B in 2018

STRATEGY TO REVENUE AUTOMOTIVE

33

Megatrend/Insight Autonomous machine control

Application Industrial internet of things and wearables, from drones, robotic vacuums to technical clothing

Technology MTi family: 3D motion hardware and software modules

Target Customer Broad industrial applications and wearables

Market Potential $1.4B* in 2018

STRATEGY TO REVENUE MOTION TRACKING

34 * Does not include Smart Phone applications

NEW SALES & MARKETING TALENT

35

CHRIS ALLEXANDRE Senior Vice President, Worldwide Sales • MSc — Electrical Engineering, ISEN France • Texas Instruments, Vice-President EMEA Sales & Applications • Worked in China & Germany in Consumer, Telecom, Industrial & Automotive industries • Key account & distribution management experience SAJAL SAHAY Senior Vice President, Marketing and Human Resources • BS — Economics from the University of Chicago • MBA — IESE Business School in Barcelona, Spain • T-Mobile — Launched world’s first two Android phones • HP, Philips, IBM

CHRIS ALLEXANDRE Senior Vice President, Worldwide Sales

OVERVIEW

• Foundation — New sales strategy

• People — New leaders, skills, mindset

• Deployment — New growth opportunities

• Execution — New customer engagement model

37

FOUNDATION NEW SALES STRATEGY

• DEMAND CREATION - Design In/Win — shift coverage to R&D - System approach — understand the application - Customer empathy — fill a latent need, solve a problem

• CLOSER TO CUSTOMERS

- Proximity — quick response - Adaptive — fragmented customer base - Agile — early engagement with emerging customers

• ACCOUNTABILITY - Revenue accountability moved to design origin - Pay on results — new sales bonus on design-in, revenue growth

38

• NEW SKILLS – VALUE ADDED TO CUSTOMERS - More technical sales – EE - More Field Applications Engineers (FAE) – FAE as application experts

• NEW MINDSET – PROACTIVE, DRIVE DEMAND - More field-based people, less operations - Relationship-builders

PEOPLE NEW LEADERS, SKILLS, MINDSET

JOSEPH KARIM Americas VP

22 years Atmel, Intersil, ADI

ANDY LAI China VP 22 years

ADI, NSC, TI

ANDREAS HAMMER EMEA VP 16 years SiLabs, TI

JOSEPH NOTARO Motion Tracking VP

22 years STM

WEI LI Taiwan GM

20 years Lucent, Maxim

39

• RAISING THE BAR – NEW LEADERSHIP TEAM

RESOURCES BEST DEPLOYED

• Increase investment on most significant markets - China - Germany - Silicon Valley

• Shift resources to most promising opportunities

- Generated revenue vs. transacted revenue locations - Invest where the growth will be vs. where revenue is today - Aligned company focus segments

• Expand customer base

- More in fragmented markets: (i.e. Industrial, Auto) - Emerging segments and customers: (i.e. Wearables) - Mass market 40

RESOURCES GO-TO-MARKET

ASSIGNED ACCOUNTS

MASS MARKET

LONG TAIL

Growth Potential

• Biggest growth opportunity • Focus, depth — 80% of resources • Demand creation

• More customers • Leveraging distribution

• More engineers • Leverage the web & catalog

distributors • Build brand awareness

41

NEW CUSTOMER ENGAGEMENT

• CUSTOMERS DRIVE PRODUCT DEFINITION - System expertise provides unique insight - FAE conduit of customer pain points

• INCREASE COMPLETE RECEIVED VALUE

- Product to solution, design expertise - Supply chain excellence - No EOL policy

• RELATIONSHIPS MAKE A DIFFERENCE

- Attention to every customer - Focus on customer empathy

42

• CLOUD & TELECOM - Move to IC & System approach - More strategic engagement - Growth acceleration

• MOBILE POWER & W2B - Full end-end solution - Huge value to customer - Major ASP increase

YR13 Y14 $M Y15 $M Y16 $M

Others

Mobile Power & W2B

Cloud & Telecom

43 Source: Fairchild Internal Data

EXECUTION CUSTOMER SHOWCASE RELATIONSHIP, FOCUS, SYSTEM APPROACH DRIVES GROWTH

SAJAL SAHAY Senior Vice President, Marketing and Human Resources

OVERVIEW

45

• New Brand

• New Go-to-Market

• Success

• Customer Count

WHY REPOSITION THE BRAND?

• Brand history: older company & commodity sales – Stagnation in customer growth & revenue

• A new Fairchild brand

– Energize employees – Attract top-notch engineering & sales talent – Grow relationships with design engineers

• Long-Tail customers create innovative products

46

OLD BRAND IDENTITY

2013 47

NEW BRAND IDENTITY

48 2014

NEW BRANDING “XIANTONG” IN CHINA

• Historical significance • Strong awareness • Positive connotation

49

NEW GO-TO-MARKET WEBSITE: OPTIMIZED FOR LONG-TAIL LEAD GENERATION

• SHIFT commodity sales content to value-added content

• MOVE design engineers through the entire buying journey

50

NEW GO-TO-MARKET SUCCESS VIA POWER SEMINARS IN 2014

• 3x new customer leads

• Scalability – Live streaming to remote locations – Post-seminar engagement

• Wider awareness

– New prospects – Social media & community

Boston, MA – May 1 Taichung, Taiwan – May 15 Beijing, China – May 20 Shenzhen, China – May 22 San Jose, CA – June 3

51

NEW GO-TO-MARKET SUCCESS VIA ACCELERATING CUSTOMER ACQUISITION

52

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

# of CustomerLocations

Source: Fairchild Internal Data

MARK FREY Executive Vice President,

Chief Financial Officer and Treasurer

FINANCIAL OBJECTIVES

54

• Grow revenue in line or better than SAM

• Focus on internal cost reductions to drive earnings growth

• Increase outsourcing to reduce variability across the cycle

• Continue to enhance product mix to raise gross margins

• Lower CAPEX & manage working capital to drive strong CF

Big shift in end-market exposure

• Auto, Industrial, Appliance, Mobile & Performance Computing now account for roughly 85% of sales vs. 55% in Q2 2010 • Less headwinds to sales

BETTER END-MARKET EXPOSURE

55 Source: Fairchild Internal estimates – Effective 2011, data segmented using industry standard categories. All data in this chart is derived from this approach

6%

30%

14%

15%

35%

13%

41%

23%

10%

13%

Consumer Computing Mobile Industrial & Appliance Auto

0.0%

10.0%

20.0%

30.0%

40.0%

2003 - 2005 Avg 2012 - 2014 Avg

Source: Fairchild estimate for 2014

• 3 Year Average GM +7 points • 30% reduction in GM variability

GROSS MARGIN PROGRESS 2005 TO 2014

Source: Fairchild estimate for 2014 56

Quarterly Impact

Manufacturing consolidation 300 - 400 bps

Depreciation roll-off 50 - 100 bps

Incremental sales fall through 50% of sales

Mix improvements 100 - 200 bps

GROSS MARGIN EXECUTION GM LEVERS OVER NEXT 18–24

Risk

Lower

Higher

57 Source: Fairchild Internal Estimates

IMPROVING CASH FLOW

Source: Fairchild estimates for 2014 58

0%

2%

4%

6%

8%

10%

12%

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

FCF% of Sales

Higher income, excellent working capital management & lower CAPEX drive FCF growth

ASSET MANAGEMENT METRICS

Source: First Call and Fairchild estimates for 2014 59

0

20

40

60

2010 2014

0

20

40

60

80

2010 20140

50

100

150

2010 2014

0

20

40

60

80

2010 2014

Days

Da

ys

Days

Da

ys

Days Payable Days Sales Outstanding

Days of Inventory Days of Inventory - Channel

FCS Peers

NET DEBT & INTEREST TREND

60

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

9.0%

-$700.0

-$600.0

-$500.0

-$400.0

-$300.0

-$200.0

-$100.0

$0.0

$100.0

$200.0

$300.0

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Q1 '14 Q2 '14

Net Cash Interest % of Revenue

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1997 1999 2001 2007 2008 2009 2010 2011 2012 2013

Drawn Revolver Term Loan

Convert High Yield

9%

91%

Capital Structure

% of Debt

% of Equity

• Revolver $400M Facility – $200M Drawn – Maturity May 20, 2016 – Access to Incremental $300M – Cost, L+175bps, 35bps undrawn fee

CURRENT CAPITAL STRUCTURE

61

-8.0% -6.0% -4.0% -2.0% 0.0% 2.0% 4.0% 6.0% 8.0%

Aggressive buybacks of 100% of excess FCF

Source: First Call and Fairchild estimates for 2014

Ending Share Count % Reduction 2014 vs. 2013

FCS

Peer A

Peer B

Peer C

Peer D

Peer E

62

RETURNING CASH TO SHAREHOLDERS

Sales Range $375 – 425M

Gross Margin 37 – 40%

Operating Expenses 25% of Sales

EBIT Margin 12 – 15%

Cash Flow from Ops 16 – 20% of Sales

Capital Spending 4 – 6% of Sales

Cash to Shareholders 100% of Excess FCF

63

TARGET BUSINESS MODEL POST-CURRENT PHASE OF MANUFACTURING CONSOLIDATION

Source: Fairchild Internal Estimates

MARK THOMPSON Chief Executive Officer

RECAP

• Culture attracts talent

• Company retooled for customer delight

• Footprint transformation supports record margins

65

THANK YOU