2020-21  
Corporate 
Responsibility 
Report

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Introduction
Our Business
Responsible
Inclusive
Sustainable
Enabling
Appendix
Introduction  2020-21 Corporate Responsibility Report
Table of Contents
Introduction	
2
Table of Contents	
2
Letter From Our CEO	
3
A Year in Review	
4
COVID-19 Response	
5
Corporate Responsibility 	
6
and Our 2030 RISE Strategy	
Awards and Recognitions	
10
Our Business	
11
Company Profile	
12
Our People and Culture	
19
Governance, Ethics, and Public Policy	
22
Stakeholder Engagement	
26
Respecting Human Rights	
27
Supply Chain Responsibility	
30
Responsible	
33
Responsible: Our Approach	
34
Employee Health, Safety, and Wellness	
35
Combating Forced and Bonded Labor	
37
Responsible Minerals Sourcing	
39
Responsible Mobility	
41
Revolutionizing Health	
42 
and Safety Through Technology
Inclusive	
43
Inclusive: Our Approach	
44
Inclusive Workforce	
45
Social Equity	
50
Building a Diverse Technology Industry	
51
Supplier Diversity and Inclusion	
52
Making Technology Fully Inclusive	
54
and Expanding Digital Readiness
Sustainable	
56
Sustainable: Our Approach	
57
Environmental Management	
58
Climate and Energy	
60
Product Energy Efficiency	
63
Water Stewardship	
64
Waste and Circular Economy Solutions	
66
Sustainable Manufacturing	
68 
and Chemistry Initiatives
Achieving Carbon Neutral Computing	
69
Enabling	
71
Enabling: Our Approach	
72
Employees Changing the World	
73
Intel Foundation: Catalyzing Impact	
75
Collaborating for Technology Impact	
76
Appendix	
77
About this Report	
78
Independent Limited Assurance Statement	
79
Performance Data Summary	
80
SASB and TCFD Framework Alignment	
81
UN Sustainable Development Goals	
84
Non-GAAP Financial Measures	
85
Intel 2020 Water Inventory by Location and Source	
86
2020 Environmental, Health, and Safety Violations	
88
Top 100 Production and Service	
89
Suppliers by Spends
Our Commitment to Transparency 
This report provides a comprehensive summary of our 
approach to corporate responsibility and our performance 
for 2020-21. This report has been prepared in accordance 
with the Global Reporting Initiative (GRI) Standards: 
Comprehensive option. Our GRI Content Index is provided 
on our Report Builder website. We also use other recognized 
frameworks to inform the content of this report, including 
the United Nations (UN) Global Compact, UN Sustainable 
Development Goals, the Task Force on Climate-Related 
Financial Disclosures, the Sustainability Accounting 
Standards Board Standards (SASB), and the International 
Integrated Reporting Council (IIRC).1 In 2020, we continued 
to advance our integrated reporting strategy to include 
environmental, social, and governance information in 
our 2020 Annual Report on Form 10K and 2021 Proxy 
Statement, available on our Investor Relations website. 
For additional information on Intel’s approach to corpo­
rate responsibility, supporting documents and data, past 
reports, and to customize a report with the sections of 
your choice, visit our Corporate Responsibility and 
Report Builder websites.
1 In 2020, SASB and IIRC announced their intention to merge 
into a unified organization, the Value Reporting Foundation, 
in mid-2021.

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Appendix
Introduction  2020-21 Corporate Responsibility Report
Letter From Our CEO
I am honored to return to Intel as CEO, and both humbled by the 
challenges and excited by the limitless opportunities made possible 
by the magic of technology. 
Digital technology is transforming the world at an accelerated pace, driven by 
what I call the four “superpowers”: cloud, connectivity fueled by 5G, artificial 
intelligence (AI), and the intelligent edge. They are superpowers because 
each expands the impact of the others and together, they are reshaping every 
aspect of our lives and work. This goes straight to Intel’s purpose and my own 
passion: creating world-changing technology that touches and improves the 
lives of every person on the planet.
That potential impact has never been clearer to me than during this past year. We’ve seen unprecedented 
challenges, including a global pandemic that brought untold suffering with loss of life and livelihoods, 
heightened social injustice and inequities, and continued impact of climate change. As a technologist, 
I have been inspired to see the collective response to these challenges and the critical role technology 
has played, from the development of vaccines and new therapeutic treatments in record time, to the 
rapid deployment of online education and learning resources.
From my early days at Intel to today, I have been extremely proud of our company’s long-standing 
leadership in corporate responsibility and sustainability. This focus has positioned us to effectively 
create both long-term value and respond to the growing importance of environmental, social and 
governance issues to our investors, customers, employees, and other stakeholders.  
In May 2020, we outlined our 2030 RISE strategy and corporate responsibility goals for the next 
decade to accelerate the integration of responsible, inclusive, and sustainable practices and innovative 
approaches in our operations and supply chain, across the technology industry, and beyond. All of this 
enabled through our technology and the passion and expertise of our employees.
While we are just one year into our work on these ambitious goals, I am proud of the progress and 
accomplishments detailed throughout this report. Most notably:
•	 In our own operations and supply chain, we made progress toward our 2030 goals of 100% 
renewable energy and net positive water use, increasing renewable energy from 71% to 82% and 
conserving 7.1 billion gallons of water in 2020. For the fourth consecutive year, we received a 
Leadership score in CDP’s Supplier Engagement Rating for our work to engage our suppliers 
to expand their climate and water disclosure.
•	 In collaboration with the industry, we launched the Alliance for Global Inclusion, a new coalition 
focused on creating a shared set of diversity and inclusion metrics in four critical areas: leadership 
representation, inclusive language, inclusive product development, and STEM readiness in under­
served communities. 
•	 For larger global impact, we worked with over 170 customers, partners, governments, 
academia, and NGOs on 230 projects around the globe through Intel’s Pandemic Response 
Technology Initiative to accelerate access to technology at the point of patient care and 
speed scientific research, ensure access to online learning for students, and aid in 
economic recovery.
As we look ahead, we will build on this momentum to drive progress and take us to even 
greater heights in 2021 and in the years ahead, including:
•	 Advancing diversity, equity, accessibility, and inclusion in our global workforce, and 
advocate for public policies and laws that combat discrimination and inequities impacting 
our employees and our communities, as well as take actions to advance our 2030 goals, 
including doubling the number of women and underrepresented minorities in senior 
leadership and increasing representation of women in technical roles to 40%. 
•	 Accelerating change across the industry, working with ecosystem partners to significantly 
expand global impact through responsible minerals sourcing practices, and collaborating 
to transform safety in transportation through Intel’s Mobileye business and Responsibility- 
Sensitive Safety (RSS) model and integration into standards development. 
•	 Evolving the Pandemic Response Technology Initiative to become the Intel RISE 
Technology Initiative (IRTI) to create a broader platform for action to make a greater 
impact in the world. This expanded initiative will provide a disciplined framework through 
which Intel employees can work with customers and partners to solve problems and 
advance our RISE strategy and progress toward the UN Sustainable Development Goals 
through accelerated application of technology to global challenges in the areas of health 
and safety, inclusion and accessibility, and climate and sustainability. 
We will help solve the world’s greatest challenges through deep technical collaboration 
with our customers, helping them transform their industries with radical innovation and 
leadership products, and achieve their own corporate responsibility goals. Along with 
customers, partners, governments, and NGOs, we also will support smart policies that 
accelerate the creation of safe and secure digital infrastructure, advanced manufacturing, 
and an inclusive and skilled future workforce. 
I believe deeply in this company and the wonderful future we will create together. Our 
employees’ technology expertise and passion to have a positive impact in the world every 
day are what inspire my confidence that we can achieve our objectives for the next decade.
Pat Gelsinger, Chief Executive Officer
Intel Corporation

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Appendix
Introduction  2020-21 Corporate Responsibility Report
Unleashing a new era of innovation 
and technology leadership  
In March 2021, our new CEO Pat 
Gelsinger shared his vision “IDM 
2.0,” a major evolution of Intel’s 
integrated device manufacturing 
(IDM) model. He announced sig­
nificant manufacturing expansion 
plans, starting with an estimated 
$20 billion investment to build two 
new factories (or “fabs”) in Arizona. 
He also announced Intel’s plans to 
become a major provider of foundry 
capacity in the US and Europe to 
serve customers globally.
Accelerating the 
COVID-19 response
The COVID-19 pandemic has 
changed the lives of our employees, 
our customers, and our commu­
nities. We invested $50 million to 
accelerate access to technology 
needed to combat the pandemic, 
including more than 230 projects 
through our Pandemic Response 
Technology Initiative (PRTI) and 
programs to directly support our 
local communities.
Taking a stand on racism
and social equity  
In response to acts of racism and 
violence in 2020, our leadership 
publicly affirmed that inaction is 
not an option for Intel, catalyzing 
action across Intel in support of 
our 2030 diversity and inclusion 
goals and funding new external 
social equity partnerships and 
policy engagements.
Innovating for an increasingly 
data-driven world
We began shipping 10nm-based 3rd 
Gen Intel® Xeon® Scalable processors 
(previously referred to as Ice Lake), 
which are optimized to enable the 
next generation of cloud, network, 
and Internet of Things infrastructure 
with features that will help with 
everything from securing cloud 
data to advancing drug discoveries. 
We also launched our new 11th 
Gen Intel Core processors, which 
are advancing remote working 
and distance learning.
Advancing responsible mobility 
and automotive safety
In an effort to save and improve 
lives, Intel’s Mobileye business 
continued to advance automotive 
safety through its Responsibility- 
Sensitive Safety (RSS) model, 
leveraging our innovation and 
expertise to work across the 
industry and with policymakers 
to make these technologies 
broadly accessible and affordable.
Upping our commitment 
on climate change
In support of our 2030 commitment 
to 100% renewable energy, we 
increased our use of green power 
from 71% to 82% and conserved 
161 million kWh of energy in 2020. 
We also set a new aspirational 
global challenge to work with our 
customers and other stakeholders 
to achieve carbon neutral computing 
by 2030.
Progressing toward a new 
net positive water use goal
We conserved 7.1 billion gallons 
of water internally and invested 
in water restoration projects that 
restored more than 1.3 billion 
gallons during 2020. These both 
advanced us toward our goal of 
net positive water use, resulting in 
90% of fresh water usage returned 
or restored in 2020.
Launching the Alliance 
for Global Inclusion 
We convened others across our 
industry and beyond to form 
the Alliance for Global Inclusion, 
focused on creating an inclusion 
index and making progress in 
four critical areas: leadership 
representation, inclusive 
language, inclusive product 
development, and STEM readiness 
in underserved communities. 
Leading supply chain 
responsibility and impact
As a result of our efforts to combat 
risks of forced and bonded labor 
in our global supply chain, our 
suppliers have returned over 
$23 million in fees to more than 
20,000 workers since 2014. In 
2020, we also continued to expand 
our work on responsible minerals 
sourcing, and achieved $1.2 billion 
in annual spending with diverse- 
owned suppliers.
Contributing 910,000
employee volunteer hours
Although the pandemic limited 
in-person volunteering activities, 
our employees around the world 
still stepped up to donate close 
to 1 million volunteer hours in 
2020, including virtual activities 
and technology access projects 
that directly supported members 
of our local communities. 
A Year in Review
In May 2020, we laid out our goals for the next decade. Since then, we have made progress on those goals—from taking 
a stand on social equity and driving product innovation to increasing our commitment on climate change.

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Appendix
Introduction  2020-21 Corporate Responsibility Report
Pandemic Leadership Team
Intel activated its Pandemic Leadership Team (PLT) in January 2020. 
Established more than 16 years ago in response to other global health 
crises such as SARS and H1N1, the PLT includes medical and safety 
experts who work to safeguard the well-being of employees and collabo­
rate with local governments and public health organizations. The PLT 
and Intel’s management implemented several changes to help prevent
the spread of illness among employees. These included contact tracing 
of cases and quarantining of close contacts, reducing on-site staff and 
instituting a widespread work-from-home policy, mandating face coverings, 
increasing cleaning protocols, changing or delaying how essential tasks are 
conducted, halting some on-site services, reconfiguring office seating, adding 
travel restrictions, changing on-site food services, building a reopening 
playbook with phases tied to community case rates, and activating Intel’s 
global and site-level emergency operations teams to coordinate responses. 
The PLT has continuously monitored and updated our status, policies, and 
recommendations as the global situation has evolved, with regular updates 
provided to our executive leadership team and Board of Directors. For more 
information, see “Employee Health, Safety, and Wellness” in the Responsible 
section of this report.
COVID-19 
Response
We are extremely proud of 
how our team has responded 
to the COVID-19 pandemic 
by showing resilience and 
innovating in real time, and we 
have continued to demonstrate 
the tremendous value of our 
worldwide manufacturing 
network to customers and 
partners around the world.  
Intel also joined the XPRIZE Pandemic Alliance, a global coalition 
working to accelerate solutions for COVID-19 and future pandemics. 
In addition, we granted free access to Intel’s intellectual property 
portfolio for COVID-19 researchers and scientists, and co-founded 
the Open COVID Pledge. In 2021, we expanded the scope of the PRTI 
to include additional program areas, and renamed it the Intel “RISE” 
Technology Initiative (IRTI). For more, read this blog and view a global 
map of PRTI projects.
Intel, the Intel Foundation, and Intel subsidiaries donated $10 million 
to support local communities, including matching of employee and Intel 
retiree donations. In addition, Intel announced the donation of 1 million 
pieces of personal protective equipment—masks, gloves, and other 
gear—to support healthcare workers. We have also been inspired by 
our employees’ outpouring of support, including virtual volunteerism, 
donations, and innovative technology projects designed to help 
communities through this crisis. 
We have learned vital lessons about the critical role technology 
can and has played in so many areas during the pandemic—from 
healthcare and telehealth, to remote learning and innovative 
solutions to help businesses reopen safely. Most importantly, we 
have learned to operate with more empathy, agility, and velocity. 
We look at our products not just for what we know they can do, 
but for what they might be able to do in a changed world.  
Caring for Our Employees 
In response to the pandemic, we made changes and adopted mea­
sures to continue providing a safe environment for our employees 
and the operation of our manufacturing sites. We increased safety 
procedures and special recognition for employees continuing to work 
on site in our factories and labs, and provided additional benefits 
to aid and support all employees. We launched a telecommuting 
reimbursement program to help employees required to work from 
home improve their workspaces and provided additional support 
and flexibility for employees caring for children and others.  
Delivering for Our Customers 
We have worked to ensure compliance with government restrictions 
in each of our locations while continuing to operate and enable the 
support our customers need to provide vital services, tools, and 
infrastructure to millions. We have also collaborated closely with 
our suppliers to help protect their employees’ health and safety, 
provided a business continuity playbook and supplier assistance 
to mitigate supply disruptions, and clarified our continuing 
expectations for labor practices and human rights in line with 
the Responsible Business Alliance Code of Conduct.  
Supporting Our Communities and Using 
Our Technology to Help 
In 2020, we launched our Pandemic Response Technology Initiative 
(PRTI), a $50 million commitment to support essential workers, 
hard-hit businesses, and students of all ages with Intel-funded 
technology projects. Through the PRTI, Intel has partnered with 
more than 170 organizations on over 230 projects in multiple 
sectors, including technology, healthcare, industrial, retail, 
transportation, and academia. This work has accelerated access
to technology at the point of patient care, advanced scientific 
research, and ensured access to online learning for students.

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Appendix
Introduction  2020-21 Corporate Responsibility Report
Corporate Responsibility and Our 2030 RISE Strategy
Intel’s purpose is to create world-changing technology that improves the lives of every person on 
earth. Our continuing commitment to corporate responsibility is embedded in our purpose. That 
commitment—built on a strong foundation of transparency, governance, ethics, and respect for human 
rights—creates value for Intel and our stakeholders by helping us mitigate risks, reduce costs, build 
brand value, and identify new market opportunities to apply our technology to help address society’s 
most complex issues.  
Through our long-term focus on advancing transparency, setting ambitious goals, and integrating 
corporate responsibility across all aspects of our business, we have driven meaningful results and 
challenged ourselves to achieve higher levels of performance over time. The Intel Foundation amplifies 
the impact of our employees’ volunteer hours and contributions to our local communities and catalyzes 
action and collaboration with others on social impact initiatives. 
With our 2030 corporate responsibility “RISE” strategy and goals, we aim to create a more responsible, 
inclusive, and sustainable world, enabled through our technology and the expertise and passion of 
our employees. Our new strategy not only raises the bar for ourselves and our supply chain, but also 
increases the scale and global impact of our work through new collaborations with our customers and 
a broad range of stakeholders. Our aim is to fully harness the power of technology to solve increasingly 
complex and interconnected global challenges over the next decade and beyond. We know that acting 
alone, Intel cannot achieve the broad, societal impact we aspire to.  
Our multi-year process to develop our new strategy and goals involved many teams and executives 
across the company, incorporated direct feedback from our external stakeholders, and leveraged a 
number of external frameworks, including the UN Sustainable Development Goals. Since we announced 
our new strategy, we have been inspired by the many ways our employees have driven progress on our 
goals in the face of a challenging external environment, and by the positive feedback and increased 
interest from stakeholders to work together to accelerate global impact.
Enabling
Through innovation technology and the expertise and passion of our employees we enable positive change within Intel, across our industry, and beyond
Inclusive
Advance diversity and inclusion across our global 
workforce and industry, and expand opportunities for others 
through technology, inclusion, and digital readiness initiatives
Sustainable
Be a global leader in sustainability and enable our 
customers and others to reduce their environmental 
impact through our actions and technology
Global
Challenges
Technology
Industry
Initiatives
Intel
Operational
and Supply
Chain Goals
Responsible
Lead in advancing safety, wellness, and responsible
business practices across our global manufacturing
operations, our value chain, and beyond

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Appendix
Introduction  2020-21 Corporate Responsibility Report
2030 RISE Operational and Supply Chain Goals 
This table outlines our 2030 operational and supply chain goals, including progress made in 2020. These goals are designed to continue to raise the bar for ourselves and to 
deliver greater value for our customers by helping them reach their corporate responsibility goals and targets. Click on each heading to learn more. 
2030 Goal
Progress in 2020
Responsible
Employee Health, Safety, and Wellness. Ensure that more than 90% of our employees believe 
that Intel has a strong safety culture and that 50% participate in our global wellness program.
In 2020, 79% of surveyed employees agreed with our “safety is a value” metrics 
and 22% of Intel employees participated in our wellness program.
Supply Chain Human Rights. Scale our supplier responsibility programs to ensure respect for 
human rights across 100% of our tier 1 contracted suppliers and higher risk tier 2 suppliers.1
We completed initial risk profiling of 100% of our tier 1 contracted suppliers and 
completed 50 assessments in 2020.
Inclusive
Workforce Inclusion. 
•	 Double the number of women and underrepresented minorities in senior leadership roles. 
•	 Exceed 40% representation of women in technical positions. 
•	 Advance accessibility and increase the percentage of employees who self-identify as having 
a disability to 10% of our workforce.
•	 Ensure that inclusive leadership practices and accountability are embedded in our culture 
globally by creating and adopting an inclusive leader certification program.
During 2020, we continued to strengthen our systems, processes, and programs to 
drive diversity, equity, inclusion and accessibility throughout our workforce. We set new 
milestone targets to accelerate progress toward our senior leadership representation 
goals and linked those metrics to our executive and employee compensation for 2021. 
At the end of 2020, 25.2% of our technical roles were held by women and 1.4% of our 
US workforce self-identified as having a disability. 
Supplier Diversity. Increase global annual spending with diverse suppliers2 by 100% to reach 
$2 billion in annual spending by 2030.
We spent $1.2 billion with diverse suppliers in 2020, an increase of 20% over 2019. 
To accelerate progress toward our 2030 goal, our supply chain team set additional 
milestone targets to spend $500 million with women-owned suppliers outside the US 
by 2025 and $800 million annually with minority-owned suppliers globally by 2023, 
including $250 million with US Black-owned suppliers.
Sustainable
Climate and Energy. 
•	 Achieve 100% renewable energy use across our global manufacturing operations. 
•	 Conserve 4 billion kWh of energy. 
•	 Drive a 10% reduction in our absolute Scope 1 and 2 carbon emissions as we grow, 
informed by climate science. 
•	 Increase product energy efficiency 10x for Intel client and server microprocessors to 
reduce our Scope 3 emissions.
Achieved 82% renewable energy use and conserved 161 million kWh of energy. Our 
absolute greenhouse gas (GHG) emissions remained roughly flat to the 2019 baseline 
through end of 2020. We completed our baseline analysis for our product energy 
efficiency goals.
Net Zero Water. Achieve net positive water use by conserving 60 billion gallons of water 
and funding external water restoration projects.
Conserved 7.1 billion gallons of water in our operations and enabled the restoration 
of more than 1.3 billion gallons of water to local watersheds through funding of water 
restoration projects. 
Zero Waste3/Circular Economy. Achieve zero total waste to landfill and implement circular 
economy strategies for 60% of our manufacturing waste streams in partnership with our suppliers.
Sent 5% of our total waste to landfill. Circular economy practices applied to 63% of 
our manufacturing waste streams.  
Enabling
Community Impact. Deliver 10 million volunteer hours to improve our local communities, 
including an increase in skills-based volunteerism.
Delivered 910,000 volunteer hours to our local communities.
1 Tier 1 suppliers are companies from which Intel makes direct purchases (approximately 9,000 suppliers in 2020). Tier 1 contracted suppliers are subject to formal agreements with Intel based on the products and services provided 
and spends (approximately 1,500 at the beginning of 2020). Tier 2 suppliers are companies from which Intel’s tier 1 suppliers make direct purchases.
2 We recognize diverse suppliers as businesses that are 51% owned and operated by at least one of the following: women; minorities as defined by the country where the business was established; veterans/service-disabled 
veterans; persons who are lesbian, gay, bisexual, or transgender; or persons who are disabled. While Intel recognizes these categories, they may vary by country in accordance with local law. 
3 Intel defines zero waste as less than 1%.

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Technology Industry Initiatives 
Building on the foundation of our operational and supply chain goals, we will work with the technology ecosystem to accelerate improvements across our industry. 
We know that we can go faster and be more effective working together. Click on the headers below for more details on our initiatives and progress.
Responsible
Inclusive
Sustainable
Responsible minerals. Expand our efforts beyond conflict 
minerals to cover all minerals used in semiconductor 
manufacturing and apply the learnings to lead our industry 
in creating new sourcing standards.   
Over a dozen years ago, Intel began work to responsibly 
source conflict minerals1 and in 2017 we expanded our 
efforts to also address cobalt in our supply chain. In 2020, we 
took steps to apply our learnings from the past decade and 
work with our industry to broaden and accelerate the creation 
of sourcing standards for a much wider set of minerals across 
additional regions. We continued to evaluate and expand our 
work on responsible cobalt sourcing practices, and identified 
aluminum, copper, nickel, and silver as the next set of minerals 
to target. We also expanded our support of local mining 
communities through new NGO partnerships.
Responsible mobility. Collaborate with our industry 
and ecosystem partners to advance the adoption of 
safety technology and open standards to reduce traffic 
accidents globally.
Intel’s Mobileye business is a global leader in driving assistance 
and self-driving solutions. The company’s product portfolio 
includes computer vision and machine learning-based 
sensing, data analysis, localization, mapping, and driving 
policy technology for Advanced Driver Assistance Systems 
(ADAS) and autonomous driving to advance automotive 
safety, including its Responsibility-Sensitive Safety or 
“RSS” model. In 2020, we took actions to leverage our 
innovation and expertise to work across the industry and with 
policymakers to make these technologies broadly accessible 
and affordable, in an effort to save and improve lives.
Inclusion index. Drive full inclusion and accessibility across 
the technology industry by creating and implementing a Global 
Inclusion Index with common metrics to advance progress.
Within the technology sector, an average of only 11% of 
senior leadership roles are held by women, and women of 
color make up only 4% of the computing workforce. One key 
gap identified in the Rebooting Representation report from 
McKinsey and Pivotal Ventures is the lack of consistent and 
comparable definitions and data regarding inclusion at the 
industry level. In 2020 we launched a global survey to assess 
diversity and inclusion progress at 13 major companies. 
In 2021, we launched the Alliance for Global Inclusion, a 
coalition focused on creating an inclusion index based on the 
survey results and working to collectively advance progress 
in four critical areas: leadership representation, inclusive 
language, inclusive product development, and STEM 
readiness in underserved communities.  
Inclusive pipeline. Expand the inclusive pipeline of talent for 
our industry through innovative global education initiatives 
and STEM programs for girls and underrepresented groups.
Building a diverse and inclusive workforce and industry 
requires continued collective investments and innovative 
approaches to increasing the diversity of the talent pipeline 
and expanding access to the education resources needed to 
pursue careers in our field. In 2020, we worked with others 
on actions and targeted investments at critical intervention 
points, including a new $5 million partnership with North 
Carolina Central University (NCCU), a historically Black college 
or university (HBCU), to create a new tech law and policy 
center, and the Million Girls Moonshot, a collaborative effort 
to engage adolescent/middle school girls from underserved 
communities in interactive STEM activities.
Sustainable manufacturing. Create a collective approach 
to reducing emissions for the semiconductor manufacturing 
industry and increase the use of technology to reduce climate 
impact in global manufacturing.
In the 1990s, Intel led an initiative to eliminate the use 
of Class 1 ozone-depleting substances in semiconductor 
manufacturing. Our new 2030 climate goals are informed 
by climate science, but due to our (and our industry’s) early 
emissions reductions and demand growth for semiconductors, 
it remains challenging to gain formal approval for a target 
under the existing methodology of the Science-Based Targets 
Initiative (SBTi). In 2020, we began working with industry 
stakeholders to assess the potential for the development 
of a sector-specific approach to setting science-based 
GHG emissions reduction targets for the semiconductor 
manufacturing industry and to increase the use of technology 
to reduce climate impact in global manufacturing. The goal 
is to expand the number of companies in our sector that set 
approved science-based targets.
Sustainable chemistry. Enable greener and circular 
chemistry strategies across the technology industry value 
chain by transforming chemical footprint methodology.
We are working to enable greener chemical strategies across 
the life cycle of the technology value chain. In 2020, our team 
developed a new methodology that considers factors beyond 
the inherent hazard of each chemical. These factors, or impact 
categories, include looking at human health, environmental, 
climate change, regulatory, and reputational risk. The team also 
engaged with a number of industry groups and environmental 
experts to gather input on the approach and identify future 
collaboration opportunities. We envision this initiative will 
enable Intel, our suppliers, customers, and others across our 
industry to better assess the full lifecycle impact of each 
chemical and enable industry-wide improvements by 2030.
1 Conflict minerals, as defined by the US Securities and Exchange Commission (SEC), is a broad term that means tin, tantalum, tungsten, and gold (3TG), regardless of whether these minerals finance conflict in the Democratic 
Republic of the Congo (DRC) or adjoining countries.

Introduction
Our Business
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Inclusive
Sustainable
Enabling
Appendix
Introduction  2020-21 Corporate Responsibility Report
2030 Global Challenges
We have identified key areas where we believe we can best leverage our manufacturing expertise, unique position within the technology ecosystem, and the wide range of 
technology we enable to bring others together to accelerate action on key global challenges to save and enrich lives. These areas include health and well-being, inclusion 
and economic opportunity, and climate change. Click on the headers below for more detail on our approach and progress.
Enabling
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Responsible
Inclusive
Sustainable
Revolutionize how technology will improve health 
and safety  
We will apply our expertise, resources, and technology 
to enable others to harness the power of technology to 
improve health, safety, and wellness—including in the 
areas of healthcare and life sciences, manufacturing, 
and transportation. 
In 2020, we accelerated healthcare technology solutions 
through the use of artificial intelligence (AI) and Internet 
of Things healthcare technologies. We also drove multiple 
customer collaborations for COVID-19 response, including 
application of technology to improve COVID-19 testing, 
projects related to telemedicine and patient monitoring, and 
supported researchers with technology and data solutions.
Make technology fully inclusive and expand 
digital readiness 
We will advance inclusion and accessibility for millions of 
people who currently do not have the technology skills or 
resources needed to access educational, economic, and 
community resources in our increasingly digital economy.  
During 2020, we began work to build and scale a number 
of programs and collaborations with our customers, 
governments, and other stakeholders, including our digital 
readiness program AI for Youth, which reached 100,000 
individuals in 11 countries. We partnered on a number of 
collaborations to expand technology access in underserved 
communities, including a partnership with the city of 
Houston, Texas. Our product teams also expanded our 
work on accessible product design.
Achieve carbon neutral computing to address 
climate change 
While we continue to reduce our own global manufacturing 
climate footprint, we will also take actions with others to 
collectively expand the technology “handprint”—transforming 
product energy use and design and applying technology to 
reduce computing-related climate impacts across the rest 
of the global economy.
Progress in 2020 included working with our PC manufacturer 
customers to create sustainable and energy-efficient PCs; 
collaborating with our cloud service provider customers on 
data center energy use and carbon reduction metrics; and 
engaging with industry and policymakers to apply technology 
to reduce emissions across high-impact industries, including 
the launch of the Digital Climate Alliance.

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Appendix
Introduction  2020-21 Corporate Responsibility Report
3BL Media. 100 Best Corporate Citizens
American Association of People with Disabilities 
and Disability:IN. Disability Equality Index
American Indian Science and Engineering Society. 
Top 50 Workplaces for Indigenous STEM Professionals
Bloomberg. Bloomberg Gender-Equality Index
Brave Blue World. 2020 Lighthouse Award for Water Stewardship
CDP. “A” Water Security Rating, “A-” Climate Change 
Rating, Supplier Engagement Leadership Rating
Center for Political Accountability. CPA-Zicklin Index of Corporate 
Political Disclosure and Accountability – Trendsetter Company
Center for Resource Solutions. Renewable Energy 
Markets Asia Award
Corporate Human Rights Benchmark. ICT Manufacturing Top 10 
Corporate Knights. Global 100 Most Sustainable Corporations 
Dow Jones Sustainability Index. North America Index
EcoAct. Sustainability Reporting Performance of the DOW 30 
Ethisphere Institute. World’s Most Ethical Companies
Fast Company. Best Workplaces for Innovators
Forbes. World’s Best Employers, Best Employers for Women, 
America’s Best Employers for Diversity, and America’s Best 
Employers for Veterans
Forbes. World’s Most Valuable Brands 
Fortune. Fortune Blue Ribbon Companies 
Fortune. World’s Most Admired Companies 
FTSE Group. FTSE4Good Index
Gartner. Supply Chain Top 25
Human Rights Campaign. Corporate Equality Index
Interbrand. Best Global Brands 
ISS. 1 rating in both Environment & Social QualityScore1 
JUST Capital. Top Companies for the Environment
JUST Capital and Forbes. JUST 100 
Labrador. US Transparency Awards 
Minority Engineer. Top 50 Employers 
MSCI. World ESG Leaders Index 
NAFE. Top Companies for Executive Women 
Newsweek. America’s Most Responsible Companies
Religious Freedom & Business Foundation. Corporate 
Religious Equity, Diversity and Inclusion Index 
RepTrak. Top 10 Most Reputable Companies Worldwide
Sustainalytics. Member, Global Sustainability 
Signatories Index 
US Environmental Protection Agency. Green Power 
Partnership National Top 100
Wall Street Journal. Management Top 250 
Wall Street Journal. Top 100 Most Sustainably 
Managed Companies
Women Engineer Magazine. Top 50 Employers – 
Reader’s Choice
Working Mother. 100 Best Companies For Working 
Moms and Best Companies for Multicultural Women
1 Score as of end of year 2020.
Awards and Recognitions
Third-party ratings and rankings give us valuable feedback on our programs and practices, and help drive continuous improvement over time. Below is a selection of the 
corporate responsibility-related awards and recognitions that Intel received in 2020 and in the first quarter of 2021.

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Intel put the Silicon in Silicon Valley, and today our technology remains 
at the core of the most exciting, life-changing innovations on the planet. 
We are an industry leader, creating world-changing technology that 
enables global progress and improves lives. We stand at the brink of several 
technology inflections—cloud, mobility fueled by 5G, artificial intelligence (AI) 
and machine learning, and the intelligent edge—that together will shape the 
future of technology. Silicon and software drive these inflections, and Intel 
is at the heart of it all with data emerging as a transformational force. We are 
unleashing the potential of data to unlock value for people, business, and 
society on a global scale. With a clear, shared purpose, we are inspired to 
create, innovate, and push the boundaries of technology.
Our Business
$77.9B in revenue
We achieved record revenue in 2020, for the fifth consecutive 
year. Our results amid the challenges of the COVID-19 
pandemic and an uncertain economy reflect the importance 
of our technology and the resilience of our employees 
around the world. 
$13.6B invested in research
and development 
Every year we make significant investments in research 
and development to improve user experiences and value 
through advances in performance, power, cost, connectivity, 
security, form factor, and other features with each new 
generation of products.
$100M in additional benefits 
To aid employees during COVID-19, we committed to 
invest more than $100 million in additional benefits, 
including special recognition for employees working on 
site, programs to help employees working from home 
improve their workspaces, and increased flexibility in our 
leave programs for employees caring for children 
and others.

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The world is changing and driving the need for exponen­
tially more computing. First we experienced the PC era, 
followed by the mobile and cloud era. We are now 
entering the era of distributed intelligence, where 
computing is pervasive and so many things in our lives—
our homes, our cars, our hospitals, and our cities—now 
function like computers. This transformation is driven 
by four key “superpowers”: cloud, mobility fueled by 
5G, AI and machine learning, and the intelligent edge.1 
Our strategy is to play a larger role in our customers’ 
success by delivering a predictable cadence of 
leadership products.   
We achieved record revenue of $77.9 billion in 2020, with 
49% from our data-centric businesses, amid the effects 
of the COVID-19 pandemic. The dynamic of work and 
learn from home resulted in strong demand for notebook 
PCs, while demand for desktop PCs weakened. Demand 
in our Data Center Group’s cloud service providers market 
segment grew, while enterprise and government declined 
on macroeconomic weakness.  
Company Profile
While we are operating from a position of progress and 
financial strength, we have a great deal of work ahead 
of us. We are focused on four priorities: be the leader in 
every category in which we compete; execute flawlessly 
our commitments; passionately innovate with boldness 
and speed; and reignite our culture to attract and moti­
vate the best engineers and technologists on the planet. 
We are transforming from a CPU to a multi-architecture 
xPU company, from silicon to platforms, and from a 
traditional integrated device manufacturer (IDM) to 
a new, modern IDM. Transforming to a modern IDM 
requires greater flexibility to use internal or external 
foundry processes. It requires that we continue to 
lead advances in silicon technology by leaning into 
our expertise and manufacturing scale, while evolving 
to engage with the ecosystem in new and different ways. 
We will also continue to invest in process technology 
development to bring to market the future process nodes 
and advanced packaging capabilities that create product 
differentiation and customization, while also enabling 
manufacturing optionality.
1 Allocated resources that move, store, and process data closer to the 
source or point of service delivery.  
We are an 
industry leader
and a catalyst for technology innovation and products that 
revolutionize the way we live. We are committed to harnessing 
the breadth and scale of our reach to have a positive effect on 
business, society, and the planet.
Our purpose
is to create world-changing 
technology that improves 
the lives of every person 
on earth.
Our vision
is to be the trusted 
performance leader that 
unleashes the potential 
of data.
Our
priorities
Be a leader in every 
category in which
we compete.
Passionately innovate  
with boldness and 
speed.
Execute flawlessly 
to our commitments.
Reignite our culture 
to attract and motivate 
the best engineers 
and technologists 
on the planet.
 The sections of this Company Profile derived from our 2020 Annual Report on Form 10-K speak as of January 22, 2021, unless another date is indicated.

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Our Competitors
We face intense competition across our product 
portfolio from companies offering platform products, 
accelerator products, other accelerator products such 
as ASICS, application-specific standard products, and 
FPGAs, memory and storage products, connectivity 
and networking products, and other semiconductor 
products. We also compete with internally developed 
semiconductors from OEMs, cloud service providers, 
and others, some of whom are customers. For additional 
information, refer to the 2020 Intel Annual Report on 
Form 10-K.  
Lenovo Group
Limited
Dell, Inc.
All others
HP Inc.
17%
12%
10%
61%
39%
Our three largest 
customers accounted
for 39% of our 2020
net revenue
Our Products
We are at the forefront of developing new technologies and products 
as building blocks for an increasingly smart and connected world. 
These technologies and products are used as integrated solutions 
for a broad spectrum of markets. From processing to moving and 
storing data, our end-to-end product portfolio offers innovative 
solutions that scale from edge computing to the network, the cloud, 
and the emerging fields of AI and autonomous driving. Our products, 
such as our gaming CPUs, may be sold directly to end consumers, or 
they may be further integrated by our customers into end products 
such as notebooks and storage servers. Combining some of these 
products—for example, integrating field-programmable gate arrays 
(FPGAs) and memory with Intel® Xeon® processors in a data-center 
solution—enables incremental synergistic value and performance.
In 2020, we introduced new products such as 10nm-based 
11th Gen Intel® Core™ processors, 3rd Gen Intel® Xeon® Scalable 
processors (previously referred to as Cooper Lake), Intel® Atom™ 
P5900 processors for wireless base stations, a next-generation 
structured ASIC for 5G network acceleration, Intel® Stratix® 10 NX 
FPGAs, and the Intel® Optane™ persistent memory 200 series. The 
11th Gen Intel Core processors optimize power efficiency with leading 
performance and responsiveness while running at significantly higher 
frequencies versus prior generations. We are now shipping the 10nm-
based 3rd Gen Intel Xeon Scalable processors (previously referred to 
as Ice Lake), which include several architectural, process technology, 
and platform innovations for performance, security, and operational 
efficiency. We also introduced the Intel® Evo™ platform brand for 
designs based on 11th Gen Intel Core processors with Intel® Iris® Xe 
graphics. Devices with the Intel Evo platform brand are verified, 
measured, and tested against specification and key experience 
indicators as part of the next edition of our laptop innovation 
program, Project Athena. 
Our Customers
Our portfolio of products and capabilities positions 
us well to play a larger role in our customers’ success. 
We are expanding beyond the CPU to better solve our 
customers’ problems, and not just deliver parts of the 
solution. We sell our products primarily to original 
equipment manufacturers (OEMs), original design 
manufacturers (ODMs), and cloud service providers. 
In addition, our customers include other manufacturers 
and service providers, such as industrial and communi­
cation equipment manufacturers and other cloud service 
providers, who buy our products through distributor, 
reseller, retail, and OEM channels throughout the 
world. Our worldwide reseller sales channel consists 
of thousands of indirect customers—systems builders 
that purchase Intel® processors and other products from 
our distributors. For additional information, refer to the 
2020 Intel Annual Report on Form 10-K.  
13
Data-Centric Businesses
% Intel Revenue Key Markets and Products
Includes workload-optimized 
platforms and related products 
designed for cloud service 
providers, enterprise and 
government, and communications 
service providers market segments.
Includes high-performance 
compute solutions for targeted 
verticals and embedded 
applications in market 
segments such as retail, 
industrial, healthcare, 
and vision.
Includes development of computer 
vision and machine learning-based 
sensing, data analysis, localization, 
mapping, and driving policy 
technology for ADAS and 
autonomous driving.
Includes memory and storage 
products like Intel® Optane™ 
technology and Intel® 3D NAND 
technology, primarily used in SSDs.
Includes programmable 
semiconductors, primarily FPGAs 
and structured ASICs, and related 
products for communications, 
cloud and enterprise, and 
embedded market segments.
PC-Centric Business
% Intel Revenue Key Markets and Products
Includes platforms designed for 
end-user form factors, focusing on 
high-growth segments of 2-in-1, 
thin-and-light, commercial and 
gaming, and growing adjacencies 
such as connectivity and graphics.
As of December 26, 2020, our business was organized 
into data-centric and PC-centric businesses. For more 
information, refer to the 2020 Intel Annual Report on
Form 10-K.

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In 2020, we acquired Moovit for $915 million to 
accelerate Mobileye’s MaaS offering. Moovit is known 
for its urban mobility application and brings Mobileye 
closer to achieving our plan to become a complete 
mobility provider, including robotaxi services. We also 
signed an agreement with SK hynix Inc. (SK hynix), to 
divest our NAND memory business. This transaction 
will allow us to further prioritize our investments in 
differentiated technology where we can play a bigger 
role in the success of our customers and deliver
attractive returns to our stockholders.
For more information about our products, read our 
2020 Intel Annual Report on Form 10-K.  
Product Responsibility and Impact
We are committed to product responsibility and strive 
to minimize the environmental impact of our products 
From Sand to Silicon
The transistor is the engine that powers every Intel processor. 
To build a modern computer chip, our engineers place billions 
of these tiny switches into an area no larger than a fingernail. 
Watch the video to see how Intel builds the world’s most 
complex devices. 
at all phases in their life cycle: development, production, 
use, and ultimate disposal. In addition, we consider 
accessibility during product development, and design 
products that are accessible to a wider range of users—
including people with disabilities. For more information, 
see “Product Ecology” and “Product Energy Efficiency” 
in the Sustainable section of this report and “Making 
Technology Fully Inclusive” in the Inclusive section of 
this report. We recognize that innovation, growth, and 
the continued success of our business and the high-
tech industry depend on individuals’ trust in their use of 
technology and in the responsible, protected collection 
and processing of their data. We also do not tolerate our 
products being used to violate human rights. For more 
detail, see “Respecting Human Rights” later in this section 
of the report.
Intel technology is empowering individuals, companies, 
and governments to improve lives around the world. 
Examples of innovative applications of our technology 
and collaborations with our customers and other stake­
holders are highlighted in the RISE global challenge 
discussions at the end of each section of this report. 
End-to-End Product Portfolio

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Cybersecurity and Product Security
We recognize that massive shifts in how we live, work, 
connect, and communicate continue to increase the need 
for technologies that people trust, built on a foundation 
of security. We prioritize security in two ways: in the 
way we work, through our culture and practices aimed at 
delivering high performance and protections in every­
thing we build; and in what we work on, through our 
relentless pursuit of security-driven innovations that 
help our customers tackle today’s toughest challenges.
Security Technologies Strategy. To meet the challenges 
of computing that spans cloud to edge and devices, 
security must be a continual focus. We understand the 
complexity that results from the ongoing computing 
transformation. We have deep experience in enabling 
security, as well as a comprehensive suite of technologies 
that help secure entire systems and deliver defense in 
depth. We engineer security solutions to meet specific 
challenges centered around three key priorities: foun­
dational security to help systems come up as expected, 
workload protection to improve security of data in use, 
and software reliability to build in hardware-based 
protections against common software threats. 
Comprehensive Security Practices. Through the Security 
Development Lifecycle (SDL), we apply security and privacy 
principles at six phases, from planning through release and 
post-deployment. SDL covers Intel hardware, firmware, 
and software products. In release and post-deployment, 
an essential part of our product support is ongoing 
security research and mitigations. Through the Intel Bug 
Bounty Program, for example, we incentivize security 
researchers to report vulnerabilities in Intel products to 
help enable a coordinated response. One of the most 
important ways we work with the industry for improved 
security is through coordinated vulnerability disclosure 
(CVD): When a vulnerability is identified, we work with 
affected partners to develop and release mitigations. 
We also align on disclosure to minimize potential threats 
while we work to address the vulnerability. 
Security Research. Continuous improvement is made 
through investments in offensive research on the security 
of our products. We have a dedicated team of experts 
who continually research and test products internally. This 
work is scaled through practices that include red teaming 
and hackathons. We use what we learn to improve our 
products and practices, and we collaborate with world-
class industry partners, global security researchers, and 
academic institutions to advance security research across 
the industry. For more information, visit Product Security 
at Intel or read our Intel Product Security 2020 Report. 
In addition, our Cyber Security Inside podcast series 
provides insights on cybersecurity-related trends to 
information security and industry executives.  
Securing Intel’s Supply Chain
Ensuring a secure and transparent supply chain is critical to 
supporting our customers in a data-centric world. Supply 
chain security assurance is provided through certification 
and conformance to relevant industry standards, repeatable 
standard operating procedures and continuous quality manage­
ment and monitoring practices. Intel assesses security throughout 
the various stages of the supplier lifecycle, and security expecta­
tions are established in contracts and reinforced through required 
trainings and proactive vulnerability communications and event 
impact analyses. Intel offers differentiated supply chain security 
capabilities to customers such as: best-in-class security tools to 
identify vulnerabilities at scale, embedded counterfeit protec­
tions included in supplier contractual terms and conditions, 
and industry-leading unit-level traceability capabilities. Our 
formal C-SCRM Program executes hundreds of information 
security supplier audits annually based on standard industry 
cybersecurity standards such as ISO 27001 and provides 
automated third-party cyber alerts integrated into event 
management processes. Intel also helps advance the supply 
chain security conversation and standards development in the 
industry by working with governments, organizations, and 
industries. As a long-standing partner of the National Institute 
of Standards and Technology (NIST), Intel was the first industry 
partner of the NIST National Cybersecurity Center of Excellence 
(NCCOE) and has contributed to numerous NIST 800 and 1800 
series standards. 
Planning and
assessment
Architecture
Design
1
4
2
3
5
6
Implementation
Security
validation
Release/
post 
deployment
Security 
Development 
Lifecycle

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2019
2020
$34.8
$37.8
$37.1
$40.1
$72.0
$77.9
Revenue
PC-centric $B
Data-centric $B
2019
2020
$22.0
$23.8
$25.3
$23.7
Operating Income
GAAP $B
Non-GAAP $B
2019
2020
$4.71
$4.87
$5.30
$4.94
Diluted EPS
GAAP $B
Non-GAAP $B
The preparation of consolidated financial 
statements is in conformity with US 
Generally Accepted Accounting Principles 
(GAAP). We have included key metrics 
that we use to measure our business, 
some of which are non-GAAP measures. 
See “Non-GAAP Financial Measures” in the 
Appendix for a reconciliation of non-GAAP 
operating income and non-GAAP EPS to 
comparable GAAP measures. 
Our Capital
We believe that our integrated approach to financial matters, cor­
porate governance, and corporate responsibility drives increased 
accountability, improves decision making, and ultimately creates 
long-term value. In line with the International Integrated Reporting 
Council’s <IR> framework and six capitals concept, we have outlined 
how we deploy capital to execute our strategy in ways that reflect our 
corporate values, help our customers succeed, and create value for 
our stakeholders. Each of our six forms of capital, summarized to the 
right, plays a critical role in our long-term value creation. For more 
detail, see the 2020 Intel Annual Report on Form 10-K.  
Financial Capital. Our financial capital allocation strategy focuses 
on building stockholder value. Our first allocation priority is to 
invest in R&D and capital spending to strengthen our competitive 
position. We then look to invest in companies around the world 
that will complement our strategic objectives and stimulate growth 
of data-centric opportunities. Our third priority is to return cash 
to our stockholders, which we achieve through our dividend and 
share repurchase programs. In March 2020, we suspended stock 
repurchases due to the COVID-19 pandemic; we resumed repurchases 
in 2021 and completed the remaining $2.4 billion of the $20.0 billion 
planned repurchases we had announced in October 2019. During 
2020, we paid $5.6 billion in dividends and repurchased $14.2 billion 
in shares. We have returned 95% of free cash flow to investors over 
the past five years. For additional 2020 financial information, see the 
2020 Intel Annual Report on Form 10-K.  
Intel Capital, our global investment organization, invests in a wide range 
of emerging technologies. In May 2020, Intel Capital announced new 
investments totaling $132 million in 11 disruptive start-ups working 
on breakthrough innovations in AI, autonomous computing, and chip 
design. Learn more about Intel Capital.
Our Capital
We deploy various forms of capital to execute our strategy in a way that seeks to reflect our corporate values, help 
our customers succeed, and create value for our stakeholders.
Capital
Strategy
Value
Financial
Leverage financial capital to invest in ourselves and 
grow our capabilities, supplement and strengthen 
our capabilities through acquisitions and strategic 
investments, and provide returns to stakeholders.
We strategically invest financial capital to create long-
term value and provide returns to our stakeholders in 
the form of dividends and buybacks.
Intellectual
Invest significantly in R&D and IP to enable us to 
deliver a predictable cadence of leadership prod­
ucts to move, store, and process data at scale, and 
extend our reach to accelerate our growth.
We develop IP to enable next-generation products, 
create synergies across our businesses, expand into 
new markets, and establish and support our brands.
Manufacturing
Invest timely and at a level sufficient to meet 
customer demand for current technologies and 
prepare for future technologies as we evolve our 
IDM model.
Our manufacturing scope and scale enable us to 
provide our customers and consumers with a broad 
range of leading-edge products.
Human
Continue to build a diverse, inclusive, and safe work 
environment to attract, develop, and retain the talent 
needed to remain at the forefront of innovation.
Our talented employees enable the development 
of solutions and enhance the intellectual and manu­
facturing capital critical to helping our customers win 
the technology inflections of the future.
Social and 
Relationship
Build trusted relationships for both Intel and our 
stakeholders, including employees, suppliers, 
customers, local communities, and governments.
We collaborate with stakeholders on programs to 
empower underserved communities through education 
and technology, and on initiatives to advance account­
ability and capabilities across our global supply chain, 
including accountability for the respect of human rights.
Natural
Continually strive to reduce our environmental foot­
print through efficient and responsible use of natural 
resources and materials used to create our products.
Our proactive efforts help us mitigate climate and 
water impacts, achieve efficiencies, and lower costs, 
and position us to respond to the expectations of 
our stakeholders.

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Intellectual Capital. Every year we make significant 
investments in research and development (R&D) and we 
have intensified our focus areas key to product leader­
ship. Our objective is to improve user experiences and 
value through advances in performance, power, cost, 
connectivity, security, form factor, and other features with 
each new generation of products. We are also focused on 
reducing our design complexity, reusing IP, and increas­
ing ecosystem collaboration to improve our efficiency, 
including a significant reduction of design rules for future 
process nodes. Successful R&D efforts can lead to new 
products and technologies, or improvements to existing 
ones, which we seek to protect through our intellectual 
property (IP) rights. We own and develop significant IP 
and related IP rights around the world that support our 
products, services, R&D, and other activities and as­
sets. Our IP portfolio includes patents, copyrights, trade 
secrets, trademarks, mask work, and other rights. Intel 
ranked #5 in patents granted for 2020 by the US Patents 
and Trademark Office, our sixth straight year in the top 
10.2 For additional information regarding our IP rights, 
see the 2020 Intel Annual Report on Form 10-K.
Manufacturing Capital. We are transforming from a 
traditional IDM to a modern IDM by investing to lead 
advances in silicon technology, leaning into our expertise 
and manufacturing scale, while evolving to engage with 
the ecosystem and leveraging our disaggregated design 
capabilities. Unlike many other semiconductor compa­
nies, we primarily design and manufacture our products 
in our own manufacturing facilities and we will continue 
to integrate engineering and manufacturing to provide 
new products with significant cost advantage. At the same 
time, our architectural shift to die disaggregation allows 
us to mix and match architectures, IP, process nodes, and 
silicon that creates increasing flexibility for our products.  
Our global supply chain supports internal partners across 
architecture, product design, technology development, 
manufacturing and operations, sales and marketing, and 
business units, with the goal of enabling product and 
process leadership, industry-leading total cost of 
ownership, and uninterrupted supply for our customers. 
Our supply chain ecosystem comprises thousands of 
suppliers globally. Our worldwide site expansion 
projects remained on track in 2020 despite disruptions 
from the COVID-19 pandemic. In addition to our own 
manufacturing capacity, we continue to use third-party 
foundries to expand the ways in which we can support 
our customers. These third-party solutions complement 
our manufacturing and provide additional flexibility. 
Our world-class safety standards and supply chain 
operations, including our robust risk management and 
crisis response model, have to date allowed our world­
wide factory and supply chain network to continue to 
operate safely and with mostly on-time deliveries in 
2020 despite the pandemic. 
Our manufacturing facilities are primarily used for silicon 
wafer manufacturing, assembling, and testing of our 
platform and memory products. We operate in a network 
of manufacturing facilities integrated as one factory to 
provide the most flexible supply capacity, allowing us to 
better analyze our production costs and adapt to changes 
in capacity needs. Our new process technologies are trans­
ferred identically from a central development fab to each 
manufacturing facility. After transfer, the network of factories 
and the development fab collaborate to continue driving 
operational improvements. This enables fast ramp of the 
operation, fast learning, and better quality control.
2 Source: IFI CLAIMS Patent Services, as of January 14, 2021.
Intel
Worldwide
Headquarters
Santa Clara, California
Oregon
Arizona
New
Mexico
Costa Rica
Ireland
Israel
Malaysia
Chengdu
Vietnam
Dalian
Wafer Fabs
Assembly and Test
Intel Presence
Test Only
We have 10 manufacturing sites—six are wafer fabrication, three are assembly/test facilities, and our Costa Rica site added in 2020 is a test-only site. 
The map above shows our factory sites and the countries where we have a significant R&D and/or sales presence as of January 2021. The majority 
of our logic wafer manufacturing is conducted in the US. Our NAND memory fabrication facility in Dalian, China is included in the transaction entered 
into with SK hynix to divest our NAND memory business. Our Intel® Optane™ memory business is expressly excluded from this transaction. The next 
generations of Intel Optane technology and SSDs are being developed in New Mexico following the sale of our non-controlling interest in IMFT to 
Micron Technology, Inc. (Micron) in 2019. In March 2021, our CEO Pat Gelsinger announced significant manufacturing expansion plans, starting with 
an estimated $20 billion investment to build two new factories (or “fabs”) in Arizona.

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Human Capital. We invest in our highly skilled global 
workforce and initiatives to attract, develop, and retain 
top talent needed to deliver on our corporate purpose 
and build transformative products and services that help 
our customers succeed in an increasingly data-driven 
world. Diversity and inclusion are core to Intel's values 
and instrumental in driving innovation and delivering 
stronger business growth. To drive accountability, we 
continue to set public goals and link a portion of our 
executive and employee compensation to diversity and 
inclusion metrics. Read more in “Our People and Culture” 
later in this section.
Social and Relationship Capital. We are committed to 
engaging in corporate responsibility and sustainability 
initiatives that support our communities and help us 
develop trusted relationships with our stakeholders. 
Proactive engagement with our stakeholders and 
investments in social impact initiatives, including those 
aligned with the UN Sustainable Development Goals, 
advance our position as a leading corporate citizen and 
create shared value for Intel, our global supply chain, 
and our communities. 
We provide high-skill, high-paying jobs around the 
world. Many of these are manufacturing and R&D jobs 
located in our own domestic and international factories. 
We make sizable capital investments and provide lead­
ership in public-private partnerships to spur economic 
growth and innovation. In addition, we aim to empower 
people through education and advance social initiatives 
to create career pathways into the technology industry. 
We also benefit economies through our R&D ecosystem 
spending, sourcing activities, consumer spending by our 
employees, and tax payments.  
Intel contributes considerable tax revenues to the 
governments in which we operate. Our payments are 
comprised of corporate income, employment, property, 
and other tax payments. Robust compliance programs 
and strong governance practices along with a business- 
aligned strategy and transparent relationships are the 
foundation of our global core tax strategy. For additional 
information on our approach to tax policy and transpar­
ency, see our Public Policy website.
In addition to the direct employment Intel’s operations 
provide, our operational spending, capital investment, 
and distribution channel impacts support additional 
jobs in the community. In recent years, we have engaged 
with third-party organizations to conduct analyses of the 
direct, indirect, and induced economic impacts of our 
operations inside and outside the US.3 For example, a 
2017 study by PwC estimated our Intel Ireland operations 
have contributed an average of over $1.1 billion per year 
to the Irish economy since we began operations there in 
1989, and a 2018 study by the Samuel Neaman Institute 
for National Policy Research estimated our Intel Israel 
operations contributed $5.2 billion to the Israeli economy 
in 2017. 
A 2020 study by PwC on Intel’s operations in the 
US found each job at Intel supported 13 other jobs 
elsewhere in the US economy, and our products 
contributed to the growth of productivity through 
capital deepening and total factor productivity. Intel’s 
total impact on the US economy in 2019 was more 
than 700,000 jobs, and $102 billion in total direct 
and indirect GDP impact. The majority of our impact 
is in Arizona, California, New Mexico, and Oregon, 
locations where we have substantial operations.4 
Read more.
For more information on our social and relationship 
capital, see “Stakeholder Engagement” and “Supply
Chain Responsibility” later in this section.
Natural Capital. Driving to the lowest environmental 
footprint possible helps create efficiencies, lower costs, 
and respond to the needs of our stakeholders. We invest 
in conservation projects and set company-wide envi­
ronmental targets to drive reductions in greenhouse gas 
emissions, energy use, water use, and waste generation. 
We build energy efficiency into our products to help our 
customers lower their own emissions and energy costs, 
and we collaborate with policymakers and other stake­
holders to use technology to address environmental 
challenges. For more information, see the Sustainable 
section of this report.
3 The studies present a snapshot in time and while similar frameworks are 
utilized across the studies, they reflect methodological differences based 
on geographic factors and locally accepted practices. 
4 Intel’s Impacts on the US Economy, 2019. PwC, 2020.
F
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 I
n
p
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t
s
V
a
l
u
e
 
C
r
e
a
t
i
o
n
6
Acquisitions
Returned to 
stockholders
$20B
Operating/free cash flow5
$35.4B/$21.1B
R&D investment
$13.6B
Volunteer hours
910k
Capital investment
$13.3B
10
Manufacturing 
sites
Women in technical 
positions
25%
Women in senior 
leadership
19%
kWh savings
>155M
URMs in U.S. 
senior leadership
8%
We consider numerous indicators in determining the success of our capital 
deployment in creating value. The above graphic shows highlights of value 
created through 2020.
5 See “Non-GAAP Financial Measures” in the Appendix.

19
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Introduction
Our Business
Responsible
Inclusive
Sustainable
Enabling
Appendix
Our Business  2020-21 Corporate Responsibility Report
Our People and Culture
We invest significant resources to build a diverse, 
inclusive, and safe work environment to attract, develop, 
and retain the talent needed to remain at the forefront 
of innovation. Our workforce is highly skilled, with 
approximately 90% serving in technical roles.
All employees are responsible for upholding our Intel 
Values, the Intel Code of Conduct, and Intel Global 
Human Rights Principles, which form the foundation 
of our workplace policies and practices. Intel’s Human 
Resources (HR) organization has primary responsibility 
for our workplace and talent development activities, and 
HR systems and processes. We set high expectations for 
our managers and leaders on their roles in activating our 
people strategy. This strategy includes four key areas: 
empower talent to be Intel's essential growth lever; 
evolve our culture and development inspiration lead­
ers; amplify our technologists' impact; and be the most 
diverse, inclusive, and responsible company on the planet. 
Our executive leadership team is held accountable each 
quarter to update progress for their organizations in these 
areas. Detailed information on our diversity and inclusion 
initiatives is available on our Diversity and Inclusion
website and in the Inclusive section of this report.
Evolving Our Culture
In 2019, we embarked on a company-wide, multi-year 
journey to re-energize our culture to drive better busi­
ness outcomes for our customers. We are working to 
instill a growth mindset, increase accountability around 
shared company goals, implement new operational 
protocols, and renew a sense of purpose and value to 
create an environment for innovation and growth.
Our evolution requires new and different thinking, 
actions, and integrated systems and processes. We 
implemented a new performance management system 
in 2019 to directly support our culture evolution and to 
increase focus on continuous learning and development 
customized to each employee. We have also integrated 
our culture expectations into our recognition systems, 
innovation processes, leadership progression require­
ments, and our bonus metrics. 
Communication and Employee Engagement
Our success depends on employees understanding how 
their work contributes to the company’s overall strategy. 
We use a variety of channels to facilitate open and direct 
communication, including online forums, open forums 
with executives, employee experience surveys, and 
engagement through more than 35 different employee 
resource groups. The semiannual Employee Experience 
Survey invites our entire employee population to provide 
feedback on Intel culture, management, career oppor­
tunities, compensation, and benefits. Employees also 
provide direct feedback on their managers and leaders 
through the annual Manager Development Feedback 
survey, and individual business groups conduct their 
own surveys to gather employee input and assess 
progress. For example, our Ethics Program Office surveys 
employees on the state of ethics at the company, and 
our Corporate Services organization measures satisfac­
tion with workplace design, cafeterias, and other on-site 
employee services.
Intel Values
Customer obsessed: We listen, learn, and anticipate 
our customers’ needs to deliver on their ambitions. 
Our customers’ success is our success.
One Intel: We appreciate, respect, and trust each other. 
We commit to team over individual success. We are 
stronger together. Innovators at heart, we bring fun 
to work every day.
Fearless: We are bold and innovative. We take risks, fail 
fast, and learn from mistakes to be better, faster, and 
smarter next time.
Truth and transparency: We are committed to being 
open, honest, ethical, and timely with our information 
and feedback. We constructively challenge in the spirit 
of getting to the best possible result. We act with 
uncompromising integrity.
Inclusion: We strive to build a culture of belonging. 
We create a space where everyone can contribute to 
their fullest potential and deliver their best work. We 
welcome differences, knowing it makes us better.
Quality: We deliver quality and ensure a safe workplace. 
We have the discipline to deliver products and services 
that our customers and partners can always rely on.
INCLUSION
FEARLESS
QUALITY
OUR
VALUES
ONE INTEL
TRUTH &
TRANSPARENCY
CUSTOMER
OBSESSED
Asia Pacific
United States
Latin America and Canada
Europe, Middle East, Africa
47%
32%
4%
17%
2020 Employees by Region
As of December 26, 2020, we had 110,600 employees worldwide in more 
than 50 countries. A list of sites with more than 50 employees is included 
on the Report Builder website.

20
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Introduction
Our Business
Responsible
Inclusive
Sustainable
Enabling
Appendix
Our Business  2020-21 Corporate Responsibility Report
Growth and Development
At Intel, curiosity drives us to change the world. Our 
employees feed that curiosity by expanding their 
skills, strengthening their leadership abilities, and 
taking advantage of our extensive training programs 
and rotational opportunities. Each year, we deliver a 
portfolio of learning resources that help employees 
keep their skills up-to-date and on the cutting edge 
to focus on continuous learning and development. 
2020 Learning and Development Statistics
Employees
Contingent
Works
Total
Learning hours 
delivered2
1,779,383
203,687
1,983,070
Number of 
learners who 
received training3
126,539
78,477
205,016
In 2020, many internal Intel courses were successfully adapted to 
self-paced online learning appended with shorter instructor-led 
virtual sessions.
2 Includes a mix of training methods.
3 Represents all employees who consumed training content in 2020, 
including employees who left Intel.
We also provide financial assistance for job-related 
degrees and coursework, as well as support to enable 
employees to attend industry conferences. 
2020 was a pivotal year in learning and development, 
with the shift to 100% virtual training and the addition 
of more comprehensive development opportunities for 
all employee segments. For managers and executives 
in particular, we introduced new programs to inspire 
their commitment to Intel’s new purpose and values 
and equip them to lead through our corporate transfor­
mation. Each year, we also create on-the-job development 
opportunities through rotation or temporary assignment 
programs. Our web-based development tool enables 
employees to apply for part-time or temporary assign­
ments across the company. In addition, our US sabbatical 
program creates growth opportunities through job 
coverage assignments that enable employees to work in 
different Intel organizations or learn new skills, without 
transferring positions. Through temporary assignments, 
some employees assisted local communities during the 
pandemic. This included an Embedded Engineer Program 
that enabled engineers to work with hospital IT staff and 
an Intel Capital portfolio company, Medical Informatics 
Corp (MIC), to help remotely provision MIC’s Sickbay 
software to aid in the coronavirus fight. 
Compensation and Benefits
We strive to provide rewards—including pay, benefits, 
and recognition—that help meet the varying needs 
of our employees. Our total rewards package includes 
market-competitive pay, broad-based stock grants and 
bonuses, an Employee Stock Purchase Plan, healthcare 
and retirement benefits, paid time off and family leave, 
parent reintegration, fertility and adoption assistance, 
childcare and eldercare support, flexible work schedules, 
tuition reimbursement, sabbaticals, and on-site services 
(including banking, fitness classes, spas, nursing and 
prayer rooms, and more). For many years, we have 
also provided programs dedicated to supporting 
the education of Intel employees’ children, including 
tutoring, college coaching, and scholarships.
We offer comprehensive health benefits, including 
medical, dental, and vision insurance plans, sick leave, 
and a 365/24/7 Employee Assistance Program for 
employees and their families. We also offer market-
competitive retirement plan options, including a 401(k) 
retirement match by Intel. Our leave benefits include 
paid family leave to care for a seriously ill family member, 
extended bereavement leave, expanded bonding leave 
and parental reintegration support, and additional 
short-term disability coverage. 
To aid and support employees during COVID-19, we 
committed to invest more than $100 million in additional 
benefits for both employees working on site and those 
working from home. We put in place a telecommuting 
reimbursement program to help employees required to 
work from home improve their workspaces to work safely, 
ergonomically, and effectively from their remote loca­
tions. In addition, we increased flexibility by creating and 
enabling flexible work hours and schedules, adding new 
wellness time off hours, and expanding leave programs to 
help support employees caring for children and others. 
We also pivoted a number of our on-site services; for 
example, our fitness programs began offering virtual 
classes, workouts, and nutrition consultations. For more 
information see “Employee Health, Safety, and Wellness” 
in the Responsible section of this report.
Recognition and Appreciation
A top priority for Intel is celebrating the accomplishments 
of our employees through everyday thank-yous, as well 
as formal recognition programs with cash or stock awards. 
Formal programs include the Intel Achievement Awards, 
Intel Environmental Excellence Awards, Intel Quality Awards, 
Division Recognition Awards, Spontaneous Recognition 
Awards, and the Intel Involved Hero Awards. 
Employee Experience
Survey Highlights
1 Responses from the 2020 Employee Experience Survey.
88%
85%
83%
80%
“My work gives me a feeling of personal accomplishment.”1
“Intel provides opportunity for learning and development.”1
“I am proud to work for Intel.”1
“I am treated with dignity and respect at work.”1

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Introduction
Our Business
Responsible
Inclusive
Sustainable
Enabling
Appendix
Our Business  2020-21 Corporate Responsibility Report
Our bonus programs link employees’ compensation 
directly to Intel’s financial and operational 
performance goals:
Quarterly Profit Bonus: A cash profit-sharing bonus 
paid to employees four times per year based on 
Intel’s profitability.
Annual Performance Bonus: Cash awards based 
on Intel’s achievement of financial and operational 
goals. Since 2008, we have included criteria related to 
corporate responsibility metrics such as diversity and 
inclusion and environmental performance. For more 
details, see “Governance, Ethics, and Public Policy” 
later in this section of the report.
Stock Equity Plans: We grant equity in the form of 
Restricted Stock Units (RSUs) to approximately 90% 
of global employees each year. In addition, through our 
Employee Stock Purchase Plan, eligible employees can 
purchase stock through payroll deductions at 85% of 
fair market value.
Since 2019, we have achieved gender pay equity globally 
and we continue to maintain race/ethnicity pay equity in 
the US. For more information, see the Inclusive section 
of this report. 
Learn more about our comprehensive benefits, 
including details of benefits offered by country.
Engaging Employees in our RISE Strategy
Intel and the Intel Foundation invest in programs that 
create opportunities for employees around the world 
to help advance Intel’s corporate purpose and our 
corporate responsibility goals. Intel’s leadership in 
corporate responsibility and sustainability helps us 
to be an employer of choice and to attract and retain 
top talent. In 2020, 87% of employees surveyed agreed 
that “Intel is committed to making a positive impact on 
the world.” 
Virtual Intern Program
As part of our continuing goal to build a solid talent 
pipeline, Intel transitioned its 2020 intern program to a 
virtual platform at the onset of the COVID-19 pandemic. 
We offered employment in over 30 countries to more 
than 5,000 interns with a 40% diverse make-up. The 
internship experience included virtual volunteer events, 
speed networking, executive coffee chats, tech talks, 
and business acumen sessions. Interns from around the 
world also had the opportunity to have a virtual lunch 
with Intel's CEO. Key results included 98% of US interns 
recommending working at Intel and 45% planning to 
return to Intel as full-time employees. In addition, Intel's 
intern score on Glassdoor was 4.7/5. 
In 2020, we expanded learning resources and programs 
to actively engage all employees around our RISE 
strategy and goals. Our “Learn, Act, Transform” RISE 
engagement model helps employees understand Intel’s 
corporate responsibility issues and priorities, take action 
and apply their engineering skills in support of our goals, 
and further integrate corporate responsibility practices 
into their teams’ work objectives.
Learn: Since 2011, our Sustainability Speaker Series has 
provided employees with an active learning forum and 
direct access to the company’s sustainability leaders to 
build and foster a corporate-wide community. In 2020, we 
expanded the scope of the original series and renamed it 
the RISE Speaker Series to cover a broader range of topics 
and opportunities to support Intel’s RISE goals. The series 
now reaches thousands of employees across nine cam­
puses via telepresence. In early 2021, we also launched a 
Social Equity Speaker series, based on employee input to 
drive new learning and conversations among employees 
on social equity and racial justice.
Act: We created a RISE portal to provide employees 
with information on specific actions they can take to 
support our RISE goals, including information on our 
skills-based volunteer programs.  
Transform: For each of the key areas of RISE, we have 
created cross-functional teams of employees to lead 
integration strategies for the goals, including a Technology 
Impact Steering Committee aimed at deepening 
engagement with business units and product teams. 
In addition, individual teams and business units have 
created customized plans to leverage their unique skills 
and expertise in support of our goals.   
“Our goal is to create an inclusive learning 
environment where our interns do meaningful 
work with real impact, and where they can build 
virtual communities across the company.” 
—Sandra Rivera, Intel Chief People Officer
Undesired Global Turnover
5.0
0.0
2020
Percent
10.0
2016
2018
2019
2017
5.0%
4.1%
3.9%
4.8%
4.0%
Our undesired global turnover rate decreased from 5.0% in 2019 to 
4.0% in 2020. Over the past five years, our rate has been at or below 
5%, lower than our industry benchmark. These figures include all regular 
Intel employees who voluntarily left Intel, but do not include Intel 
contract employees, interns, or employees who separated from Intel 
due to divestiture, retirement, voluntary separation packages, death, job 
elimination, or redeployment.

22
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Introduction
Our Business
Responsible
Inclusive
Sustainable
Enabling
Appendix
Our Business  2020-21 Corporate Responsibility Report
Governance, Ethics, and Public Policy
Embedding Corporate Responsibility 
We believe having an integrated strategy and embedding corporate 
responsibility across the company is the most effective management 
approach to drive continuous improvements in our performance. We 
have established cross-functional Management Review Committees 
(MRCs) of senior executives who manage corporate responsibility and 
sustainability activities across the organization. Our global Corporate 
Responsibility Office acts as an internal adviser to drive strategic 
alignment and incorporate external stakeholder input into decisions 
and processes, for example, development of the 2030 corporate 
responsibility strategy and goals. Many Intel business groups have 
established teams dedicated to corporate responsibility issues. 
Read more about the oversight and management of all areas of 
Corporate Responsibility in each section of this report and on the 
Report Builder website. 
We have developed corporate guidelines and policies that take 
into account the concept of shared value and frameworks such as 
the UN Global Compact, International Labour Standards, OECD 
Guidelines for Multinational Enterprises, and the UN Sustainable 
Development Goals. 
Linking Compensation to Corporate Responsibility Factors
Since 2008, we have linked a portion of our executive and employee 
compensation to corporate responsibility factors in our Annual 
Performance Bonus (APB). In 2020, the formula for determining APB 
payouts is based on both absolute and relative financial performance 
Integrated Value Framework
Risk Management
Operations
Brand
Revenue
License to Operate and Governance
•	 Regulatory risk (e.g., environmental)
•	 Community engagement
•	 Supply chain
Cost Savings and Continuous Improvements
•	 Operational efficiency
•	 Management quality
•	 Employee engagement
Reputation and Goodwill
•	 Differentiation
•	 Trusted partner
•	 Goodwill
Growth and Innovation
•	 Market expansion
•	 Product innovation
•	 New customer needs
Embedding corporate responsibility and sustainability into our business and decision-making creates value for Intel in four main ways. It helps us: reduce risk and protect our 
license to operate, improve the efficiency and effectiveness of our operations, protect and build brand value, and drive revenue growth through innovation and identification 
of market opportunities.
Intel Guidelines 
and Policies 
on Strategic 
Corporate 
Responsibility 
Issues:
Intel Values
Intel Code of Conduct
Intel Global Human 
Rights Principles
Intel Statement on Combating 
Modern Slavery
Intel RBA Commitment Letter
Intel EHS Policy
Intel Climate Change
Policy Statement
Intel Global Water Policy
Intel Political Accountability 
Guidelines
Intel Responsible Minerals 
Sourcing Policy
Intel Corporate
Accessibility Policy 
Intel Product Content 
Declaration for REACH
Intel Quality Policy
Intel’s Support of the UN
Sustainable Development
Goals
Access documents at 
intel.com/responsibility.
and the achievement of certain operational goals. In 2020, we included 
environmental, social, and governance (ESG) metrics aligned with our 
culture transformation and 2030 RISE goals, including diversity and 
inclusion, employee experience, climate change, and water steward­
ship. In 2021, we set out new metrics in these same areas. For more 
detail, see our 2021 Proxy Statement and the Sustainable and 
Inclusive sections of this report. 
Integrated Investor Outreach
During 2020, our integrated outreach team, led by our Investor 
Relations group, Corporate Responsibility office, Human Resources, 
and Corporate Secretary’s office—and including representatives 
from other business groups—met to discuss a wide range of issues, 
including ESG topics with investors representing approximately 40% 
of our outstanding shares. We believe that our approach to engaging 
openly and year-round with our investors regarding ESG issues drives 
increased corporate accountability, improves decision making, and 
ultimately creates long-term value. The feedback we receive through 
our investor outreach activities is communicated to Intel’s Board of 
Directors and relevant committees throughout the year.
In response to investor feedback, we further integrated ESG 
information into our 2020 Annual Report on Form 10-K, 2021 Proxy 
Statement, and Investor Relations website; expanded disclosure on 
culture, human capital management, and climate risk; and further 
aligned our disclosure with external reporting frameworks such as the 
Sustainability Accounting Standards Board, Task Force on Climate-
related Financial Disclosures and other reporting frameworks.

23
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Introduction
Our Business
Responsible
Inclusive
Sustainable
Enabling
Appendix
Our Business  2020-21 Corporate Responsibility Report
Ethics and Compliance
Each year, our CEO communicates with all employees 
and managers about the importance of ethics and legal 
compliance, including regular reminders on our strong 
commitment to always act with integrity. This “tone 
from the top”—reiterated by our senior leadership and 
proliferated in our corporate required annual ethics and 
compliance training, regular communications throughout 
the year, company-wide ethics culture surveys, awareness 
trainings, annual ethics and compliance summits, and 
educational resources—helps to create and maintain 
an ethical and legally compliant culture.  
Board Oversight of ESG
We first established formal board oversight for corporate 
responsibility in 2003. The Board's Corporate Governance 
and Nominating (CGN) Committee has primary responsi­
bility for oversight of ESG issues at Intel, with additional 
topics also reviewed by other committees (e.g., the 
Compensation Committee is responsible for oversight 
of human capital issues, and the Audit Committee is 
responsible for oversight of our ethics and compliance 
program). Management provides formal updates to 
the CGN Committee at least twice each year and at 
least annually to the full Board on the company's ESG 
performance and disclosure. In 2020, this included 
review of the annual Corporate Responsibility Report 
and updates on issues including environmental sustain­
ability, climate risk, human capital, human rights, political 
accountability, and investor outreach and feedback. A 
number of directors have expertise on key ESG issues and 
as part of every Board search, our Board is committed to 
actively seeking women and minority candidates, as well 
as candidates with diverse backgrounds, experiences, and 
skills. Since 2018, Intel has been a member of the Thirty 
Percent Coalition, which focuses on strategies to increase 
representation of women on corporate boards. 
One of the Board’s functions is the oversight of risk 
management, which includes ESG-related risks. The 
Board receives periodic briefing and informational 
sessions by management on the types of risks the 
company faces and enterprise risk management. 
Management is responsible for identifying risk and 
risk controls related to significant business activities; 
mapping the risks to company strategy; and developing 
programs and recommendations to determine the suffi­
ciency of risk identification, the balance of potential risk 
to potential reward, and appropriate ways to control risk. 
A full description of the Board’s responsibilities, 
director biographies, compensation practices, and 
oversight of risk management are available in our 
2021 Proxy Statement. 
We maintain a robust process for reporting misconduct, 
and employees are encouraged to raise questions and 
concerns and to ask questions about policies or proce­
dures without fear of retaliation. We maintain multiple 
channels for employees and others to report concerns, 
including reporting anonymously, as permitted by 
applicable law around the world. The anonymous 
reporting channel consists of a telephone and online 
reporting tool managed by an independent third party. 
We inform employees, managers, and other stakeholders 
about Intel’s non-retaliation policy, which prohibits 
retaliation against anyone who, in good faith, reports 
a concern or participates in an investigation.
The Board and senior management receive periodic 
reports of statistics related to misconduct, as well 
as details about key investigations. Our Ethics and 
Compliance Business Champions encourage employees 
to stay current with their ethics and compliance training, 
review verified investigations quarterly with business 
group leaders, and raise employee awareness regarding 
how to report concerns. In 2020, the largest categories 
of verified cases involved falsification of documents, 
conflicts of interest, and compliance items. Consistent 
concerns are addressed through senior management 
discussions, employee communications, process and 
controls improvements, and individual corrective action 
measures, where appropriate.
Each quarter, Intel’s Ethics and Compliance Oversight 
Committee (ECOC) receives formal reports from various 
Intel organizations and reviews risk topics that span 
business groups.
The Intel Code of Conduct
The Intel Code of Conduct (Code) affirms the principles that 
guide the behavior of employees, subsidiaries, members of 
our Board of Directors regarding their Intel-related activities, 
independent contractors, consultants, suppliers, and others 
who do business with Intel. Through the Code, which is avail­
able in 14 languages, we seek to promote honest and ethical 
conduct, deter wrongdoing, and support compliance with 
applicable laws and regulations. We also communicate our 
ethical expectations, including compliance with our Code 
principles and policies, to our suppliers and third parties. 
All employees are expected to complete annual Code of 
Conduct training, through which they also certify adherence 
to the Code. In addition, a targeted population completes an 
annual disclosure process to monitor compliance with the 
Code. Depending on their roles and geographic locations, 
certain employees are assigned more in-depth ethics and 
compliance training on topics such as anti-corruption, import- 
export compliance, insider trading, conflicts of interest, and 
antitrust. In 2020, for example, 98% of our global employee 
population took Code of Conduct training, 97% received 
training on information security awareness, and approximately 
94% took training on harassment avoidance. Approximately 
44% of our workforce received additional training on other 
topics such as anti-corruption and/or antitrust.
In 2021, for the 10th consecutive
year, Ethisphere Institute named
Intel to its annual list of the World‘s 
Most Ethical Companies.

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Introduction
Our Business
Responsible
Inclusive
Sustainable
Enabling
Appendix
Our Business  2020-21 Corporate Responsibility Report
Digital Climate Alliance
In 2020, together with other technology companies, we created the Digital Climate Alliance to advance discussions 
with policymakers on the value and opportunity of the information and communications technology (ICT) “handprint,” 
or the ways in which technology can be applied to help reduce climate impact. The coalition has been meeting with US 
Capitol Hill staff on an ongoing basis to advocate for a variety of policies in US climate legislation and regulation, including 
advancing universal 5G, greater availability of grid emissions data to inform consumers in their efforts to go fossil-free, 
and advancing the role of ICT in decarbonizing the grid. 
Public Policy and Political Accountability 
Intel works with governments, organizations, and indus­
tries around the world to advocate for policies that 
encourage new ideas, promote fair commerce, and 
protect resources. We also work to educate political 
candidates about the implications of public policy 
decisions for our business, and in the US provide 
financial support to candidates who hold positions 
consistent with our business objectives. 
We work to make our priorities and positions on key 
issues clear by including information on our Public
Policy website, publicly supporting amicus briefs, or 
submitting testimony. In 2020 and early 2021, we 
published statements on our public policy blog covering 
a range of issues important to our business and industry, 
including US federal investment in the domestic semicon­
ductor manufacturing industry; regulation that enables the 
effective adoption and deployment of AI, 5G, and other 
emerging technologies such as autonomous vehicles; 
diversity and inclusion; climate change; data privacy; 
tax policy; and healthcare. In 2020, we also launched a 
TechEquity@Intel portal, a public policy platform that 
examines social issues and shares information on 
Intel’s positions and actions across digital, economic, 
educational, health, civic, and environmental equity, as 
well as equitable justice. 
We engage with trade associations to help us work collab­
oratively with other companies and groups to address key 
public policy issues on a range of corporate responsibility 
and sustainability issues. Recent examples include: 
•	 Social equity: Working as a member of the Business 
Roundtable to advance action on racial and social 
justice issues in the US.
•	 Climate change: Collaborating with the Center 
for Climate and Energy Solutions to encourage
climate action. 
•	 Responsible Minerals: Partnering with the Responsible 
Business Alliance (RBA) and other stakeholders to 
educate policymakers on the benefits of collective 
action on responsible minerals sourcing. Watch the video.
•	 Sustainable Corporate Governance: Working with the 
RBA, Digital Europe, and other stakeholders to improve 
the knowledge and understanding of policymakers on 
the benefits of common approaches to responsible 
business conduct and to align future due diligence 
requirements with existing international frameworks.
For more information, see “Climate and Energy,” 
“Social Equity,” and “Responsible Minerals.”  
Global Social Equity Policy Principles
In 2020, we created the Intel Global Social Equity Policy 
Principles to guide our work with governments and organiza­
tions to build a more equitable world and advance legislation
to combat systemic inequities impacting employees and 
communities globally. Included are regulation and policies 
in the areas of economic, education, digital, health, justice, 
environmental, and civic equity. We also advocate for initiatives 
that expand access to technology, including broadband.
Recently, our advocacy and public support of legislation 
in line with our commitment to social equity in the US has 
included The Justice in Policing Act, US Equality Act, US Hate 
Crimes Act, Providing Resources and Organization to Maximize 
Opportunities for Training and Education in STEM (PROMOTES) 
Act, and the #StopAsianHate campaign. In support of civic 
equity, we joined the Civic Alliance and the Business for Voting 
Rights campaign. 
To advance our social equity goals and increase inclusion in 
the legal and policy fields, we also announced a $5 million
donation over the next five years to North Carolina Central 
University (NCCU), a historically Black college or university 
(HBCU), to create a new tech law and policy center. According 
to the American Bar Association, about 5% of lawyers in the 
US are Black as of 2020. Additionally, 80% of Black judges 
and 50% of Black lawyers come from HBCUs,1 making these 
schools critical to diversifying legal and policy professions 
and ensuring greater opportunity to underrepresented demo­
graphics. Intel will provide legal and strategic expertise, faculty 
training, summer internships, and Intel mentors to both NCCU 
students and faculty members.
1 Source: How historically black colleges transformed America.

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The Intel Political Accountability Guidelines outline our 
approach to making political contributions, including 
senior management and Board-level review processes 
and our commitment to transparency. Decisions on 
political contributions, whether from the Intel Political 
Action Committee (IPAC) or corporate funds, consider 
Intel’s business objectives, corporate policies, and the 
public policy priorities outlined on our Public Policy 
and Corporate Responsibility websites.
We publish reports on our corporate contributions, IPAC 
contributions, and trade association membership dues 
on our Report Builder website.
Direct Corporate Contributions. Intel makes relatively 
few direct political contributions using corporate funds, 
and has a policy of not making independent political 
expenditures or funding electioneering communications.
Intel Political Action Committee. No corporate funds 
are contributed to IPAC other than for administrative 
purposes, and all employee participation in IPAC is 
voluntary. IPAC’s approach targets balanced support 
of Democratic and Republican candidates each cycle. 
2020 Contributions
Contribution Type
Amount
Corporate contributions, including state 
and local candidates, campaigns, and 
ballot propositions
$216,000
Intel Political Action Committee 
contributions
$591,000
Intel was named a "Trendsetter" 
company in the 2020 CPA-Zicklin
Index of Corporate Political
Disclosure and Accountability. 
Key Public Policy Issues
Automotive and 
Transportation 
Customs and Trade 
Facilitation
Digital Health
Diversity and Inclusion
Environment 
and Energy 
Global Trade 
Immigration 
Intellectual Property 
Privacy 
Security and Trust
Spectrum 
Tax
Industry and Trade Associations. We disclose trade 
association membership dues and payments to 
other tax-exempt organizations such as 501(c)(4) 
and 501(c)(6) organizations annually, including the 
reported portion of dues used for political purposes 
for annual dues over $50,000.
Lobbying Expenses. Intel files quarterly reports with 
the Secretary of the US Senate and the Clerk of the 
US House of Representatives that detail our lobbying 
activities. These reports can be found in the Senate’s 
Lobbying Disclosure Act Database. In 2020, our reported 
lobbying expenditures totaled $3.6 million, compared to 
$5.1 million in 2019.
We regularly evaluate our political spending for 
effectiveness and alignment as part of our contributions 
process. We recognize that it is impractical and unrealistic 
to expect that our company, stockholders, and stakehold­
ers will agree with every issue that a politician or trade 
association may support, particularly given our strategy 
of bipartisan giving.  
We assess recipients’ overall voting records related to 
our key policy issues and make funding decisions that 
we believe in aggregate will have the greatest benefit 
for our stockholders and key stakeholders. Decisions 
are also made based on states and districts with a 
significant Intel presence and leadership on committees 
of jurisdiction on important Intel priorities. In response 
More Information:
Public Policy website and our public policy blog.
to stakeholder feedback, we have further enhanced 
our review process by adding reviews of public 
statements to our existing reviews of voting records 
to better assess alignment with our values. When we 
identify some degree of misalignment, we communicate 
directly with contribution recipients. In cases of signifi­
cant misalignment across our multiple key public 
policy issues, we take action to realign future funding 
decisions. For example, following the events at the 
US Capitol on January 6, 2021, we decided to cease 
contributions to members of Congress who voted 
against certification of the 2020 presidential election.
Policy on Anti-Corruption
Intel is committed to conducting business with 
integrity and adhering to applicable anti-corruption 
laws, including the US Foreign Corrupt Practices 
Act, the UK Bribery Act, and local anti-corruption 
laws in the locations where we do business. Our 
long-standing global anti-corruption program has 
robust governance mechanisms to ensure that our 
Policy on Anti-Corruption is followed by our employees 
and business partners, and that concerns are easily 
reported and quickly addressed. The anti-corruption 
program also adopted and deploys AI technology in 
our monitoring of high-risk activities.

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We are committed to operating with transparency and, 
through open and direct communication, we work to 
develop trusted relationships with all stakeholders, 
including employees, customers, suppliers, governments, 
and communities. We maintain formal management 
systems—including neighbor relations managers for 
our major manufacturing sites—to engage with, listen 
to, and learn from our stakeholders and incorporate their 
input into our thinking and planning.
In addition to face-to-face meetings, a number of online 
channels provide us with valuable, ongoing input on our 
performance and strategy. Our corporate responsibility 
e-mail account enables stakeholders to share their issues, 
concerns, and comments directly with members of our 
corporate responsibility team, who respond to hundreds 
of messages each year on a wide variety of topics. We 
also receive and respond to feedback through our 
CSR@Intel blog, Exploreintel.com website, Facebook 
page, and @WeAreIntel Twitter account. 
Our corporate responsibility materiality1 matrix below 
illustrates how we identify, prioritize, and take action 
surrounding the topics we believe are of greatest inter­
est to our stakeholders regarding Intel’s environmental, 
social, and economic performance. Additional details 
on our stakeholder engagement practices and issues 
raised through the year are available on our Report 
Builder website.
Stakeholder Engagement
2. Prioritize
We review issues and consider both the potential impact on stakeholder decisions and the impact on Intel’s business and 
external systems. The issues listed in the matrix below were prioritized from more than 50 issues identified and reviewed 
during the process.
1. Identify
We use a range of methods and inputs to identify priority 
topics and emerging issues from our stakeholders.
Sources:
• CSR and social media channels
• ESG investor outreach meetings
• Results of community advisory panels and surveys
• Customer data requests and survey data
• Employee open forums and surveys
• Meetings with governments
• Human rights impact assessment and ethics 
and compliance processes
• Research on external standards, trends, and frameworks
Stakeholder Review:
Every two years, we we engage a third party to update 
our materiality assessment. Our most recent update was 
completed in early 2021, building on the previous assess-
ment that was used to inform the development of our 2030 
strategy and goals. The latest assessment included review 
of industry best practices and reports, external reporting 
standards (including the Global Reporting Initiative, the 
Sustainability Accounting Standards Board, and the 
International Integrated Reporting Committee), analysis 
of issues identified through stakeholder dialogue during 
the year, and completion of interviews with internal and 
external stakeholders. 
We use this information to inform changes to our strategies, goals, and ongoing engagement and disclosure practices.
3. Take Action
IMPACT ON STAKEHOLDER DECISIONS
IMPACT ON INTEL’S BUSINESS AND EXTERNAL SYSTEMS (Internal stakeholders)
LOW
HIGH
MEDIUM
HIGH
MEDIUM
Corporate Responsibility Materiality Matrix
Product Energy Efficiency
Environmental
Compliance
Chemical & Hazardous 
Waste Management
Anti-Competitive 
Behavior
Responsible Product Use
Climate Migration
& Justice
Remote Working
Environmental
Social
Economic/Governance
Supply Chain Responsibility
Business Ethics
Financial & 
Economic Growth
Diversity, Inclusion, 
& Accessibility
Climate & Energy
Health & Safety
Employee Retention & 
Talent Development
Global Health Pandemics
Migrant Worker 
Rights
Product Quality & Safety
Supply Chain Distruption
Ethical AI
New Global Legislation
Water
Stewardship
Data Privacy & Security
Human Rights
1 “Materiality” refers to materiality within the context of our corporate 
responsibility program and priorities and does not refer to concepts of 
materiality used in securities or other applicable law.

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Respecting Human Rights
Human rights are the fundamental rights, freedoms, and 
standards of treatment to which all people are entitled. 
Intel’s Global Human Rights Principles, adopted in 2009, 
formalize our commitment to respecting human rights; 
embody common principles laid out in multiple frame­
works, including the UN Guiding Principles on Business 
and Human Rights; and apply to all employees and 
contingent workers, including those in our subsidiaries.
We are committed to maintaining and improving systems 
and processes to avoid human rights violations related to 
our own operations, supply chain, and products. We also 
look for opportunities to apply our technology to support 
the advancement of human rights. 
Intel has established an integrated approach to managing 
human rights across our business, including board-level 
oversight and the involvement of senior-level Manage­
ment Review Committees. For example, our annual 
Statement on Combating Modern Slavery is discussed 
with our Board and signed by one of our directors. Our 
Corporate Responsibility Office manages our human 
rights program, and responsibility is also embedded 
across the company through a cross-Intel Human Rights 
Steering Committee and close partnerships with global 
teams that develop and implement policies and actions 
related to our human rights risks. 
We also meet throughout the year with external stake­
holders and experts on human rights to continue 
to inform and evolve our human rights policies and 
oversight processes. In 2020, we discussed human rights 
issues with our investors and met with local community 
stakeholders through our Community Advisory Panels 
at our manufacturing sites. We also are a signatory to 
the UN Global Compact, a member of the Global Business 
Initiative on Human Rights, and a participant in the Centre 
for Sport and Human Rights and the Partnership on AI. 
In 2020, we continued to participate in the assessment 
of the ICT manufacturing sector by the Corporate Human 
Rights Benchmark, again scoring in the top 10 of ICT 
companies assessed. In February 2020, Intel announced 
a collaboration with the Council of Europe aimed at 
promoting respect for human rights in the field of digital 
technologies, including policy discussions and work 
streams with the private sector in 2020 and beyond. 
Our Approach to Managing Human Rights
Our Operations 
Our goal is to cultivate a safe, diverse, and respectful 
work environment where employees can thrive and 
innovate. See “Employee Health, Safety, and Wellness” 
in the Responsible section and “Inclusive Workforce” 
in the Inclusive section of this report for more detail. 
In 2020, we also began development of a new, holistic 
human rights training course for employees to help raise 
their awareness about Intel’s initiatives and ways they can 
take action in their roles to advance our human rights 
strategy. It will be deployed in 2021 and supplemented 
with additional resources to provide real-time updates 
on important topics. 
The Intel Environmental, Health, and Safety Policy 
guides us to “provide a safe and injury-free workplace” 
through our core safety programs and injury-reduction 
initiatives—not only for our employees, but also for 
contractors working at our sites. In addition, our recently 
updated Global Water Policy reinforces our respect for the 
human right to water by helping us responsibly meet our 
operational needs as well as those of our communities.
Our Supply Chain 
As a founding member of the Responsible Business 
Alliance (RBA), we hold our suppliers accountable to the 
same expectations we have for ourselves. We apply the 
same high expectations and human rights standards for 
all our employees and contingent workers, regardless 
of where they work. We have invested significant time 
and resources in collaborating with others to influence 
system-level, industry-wide improvements to protect and 
empower workers in the global electronics supply chain 
and to reduce community impacts. We are also working 
to combat forced and bonded labor in our supply chain, 
including prohibiting holding worker passports and 
charging worker fees to obtain employment. Since 2014, 
we have facilitated the return of over $23 million in fees 
to suppliers' workers.
For more information, see “Supply Chain Responsibility” 
later in this section.

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Appendix
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Our Products 
We have long been committed to respecting privacy 
and security related to the development and use of 
our products. We practice privacy and security by 
design and our Security Development Lifecycle (SDL) 
processes define actions, deliverables, and checkpoints 
aimed at integrating security and privacy protections 
into our products and services. Intel does not participate 
in any efforts to decrease security in technology and 
does not design back doors for access into our products. 
The Intel Privacy Notice outlines our general approach 
to managing personal data. In addition, we advocate for 
global policies and standards to protect data privacy 
and security.
to violate human rights. When we become aware of a 
concern that Intel products are being used by a business 
partner in connection with abuses of human rights, we 
will restrict or cease business with that party until and 
unless we have high confidence that Intel’s products 
are not being used to violate human rights. In 2020, our 
teams developed new due diligence measures and review 
processes to assess and track actions that enable us to 
achieve high confidence with customers. We leveraged 
existing procedures and methods used in our anti-
corruption and supply chain risk-based assessment, 
mitigation, and remedy processes. As a result, in 2020, 
we restricted certain sales based on the Intel Global
Human Rights Principles that would have otherwise 
been considered lawful.
Salient Human
Rights Risks
Rights holders and relevant potential impacts
Intel Employees
Intel’s own global workforce, 
particularly those undertaking 
manufacturing activities 
Supply Chain Workers
Labor conditions in raw materials 
sourcing, manufacturing in high-risk 
markets, and contract workers
End Users/Data Subjects
Product design considerations and 
unintended use/misuse of Intel’s 
products and services
Community/Society
Risks related to third parties, 
sponsorship partners, and contribution 
to broader societal changes
Salient Risks
Freedom from Slavery 
and of Movement
Freedom of Expression
Non-discrimination
Right to a Clean, Healthy, and 
Sustainable Environment
Right to Decent Work, 
Rest, and Leisure
Right to Humanitarian and 
Treatment in Armed Conflict
Right to Life and 
Security of Person
Right to Peaceful Assembly 
and Association 
Right to Privacy
The matrix is a high-level mapping of salient human rights risks within our value chain due to external environmental factors. See Intel’s Code of Conduct, Global Human Rights Principles, 2030 Corporate Responsibility Strategy 
and Goals, and other Corporate Responsibility policies for more information on Intel’s approach on various human rights and sustainability issues. For more detail, see our Salient Human Rights Risk mapping on the Report 
Builder website. 
As the range of products and services we offer broadens 
and changes, we evaluate potential concerns about how 
technology products may be used to infringe on human 
rights. The challenges range from product misuse and 
limits on freedom of expression, to health and safety 
concerns that may arise from new technologies. In 2019, 
we updated the Intel Global Human Rights Principles to 
clarify language regarding our expectations on product 
responsibility and human rights. Most Intel products are 
general-purpose computing products that can be incor­
porated into systems and applications and that are sold 
to end users by distributors, system manufacturers, and 
others, and not directly by Intel. While we do not always 
know nor can we control what products our customers 
create or the applications end users may develop, we do 
not support or tolerate our products being used

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Human Rights Impact Assessments  
In 2016, we engaged a third party to conduct 
a human rights impact assessment (HRIA) 
to review our processes and validate our 
human rights risks. The HRIA confirmed 
that we were addressing our most salient 
human rights risks, and reaffirmed our need 
to assess potential risks associated with 
emerging technologies. In 2018, we built 
on the results of that assessment and 
conducted an additional internal Artificial 
Intelligence and Autonomous Driving HRIA, 
including assessment of potential risks 
related to product misuse, algorithmic 
bias, algorithmic transparency, privacy 
infringement, limits on freedom of expres­
sion, and health and safety. In 2019, an 
internal multi-disciplinary team continued 
development of new internal resources 
and processes to advance responsible AI 
practices and ensure that AI lives up to its 
potential as a positive transformative force 
for the global economy, health, public safety, 
and industries such as transportation, agri­
culture, and healthcare that touch billions 
of people. In 2020 and early 2021, we 
completed an updated third-party HRIA, 
involving multiple internal teams and 
Responsible AI
At Intel we believe artificial intelligence (AI) has the power to reshape computing 
and enrich the lives of people around the world. As leaders in the development of 
AI technologies, we are confident in the positive economic and social benefits that 
AI can create. However, we also know that AI can present new challenges, including 
unintended use cases and ethical concerns related to ethics and human rights in its 
development and deployment at scale. 
Intel is committed to helping AI live up to not only its commercial potential, but 
also its promise as a positive and transformative force for the global economy, 
health, public safety, individual and community livelihoods, and industries that 
touch billions of people. We can also be a role model in our industry by ensuring 
that our AI development work is consistent with the Intel Global Human Rights 
Principles and that these principles guide our efforts to build a thriving AI business. 
We have put in place new governance policies and processes to guide Intel’s AI 
product development and business practices in the face of the ethical issues that 
may arise with certain AI applications. This includes the establishment in 2020 of 
Ethical Principles for AI Development, put into practice through an Ethical AI impact 
assessment process comprised of resources, tools, and oversight to help project 
teams engage in meaningful inquiry of risks and mitigation strategies throughout 
the product lifecycle. We also set up a new cross-Intel Responsible AI Advisory 
Council to continue to guide and iterate on this process and provide oversight. This 
multi-pillar framework helps address potential issues such as maintaining integrity 
and protecting privacy while collecting and using data to train AI systems, reducing 
the risk of harmful bias in AI systems, and building trust in machine learning appli­
cations by helping people who interact with these technologies better understand 
them. Intel has identified and integrated six areas of ethical inquiry into our product 
development and project approval processes related to the design and development 
of AI capabilities: human rights, human oversight, explainable use of AI, security, 
safety and reliability, personal privacy, and equity and inclusion. 
We also integrated ethical AI considerations and best practices into our AI for 
Youth program and we discuss the emerging role of AI in society in our 
Intel on AI podcast series.
interviews with external stakeholders. The 
new assessment resulted in the update of 
our salient human rights risks, including the 
addition of potential impacts in the areas of 
product responsibility and responsible AI. 
2021 Human Rights Priorities
•	 Continue to assess and strengthen the 
Intel Global Human Rights Principles, 
policies, due diligence processes, product 
responsibility governance, and employee 
training to continuously improve and 
leverage best practices. 
•	 Engage in additional stakeholder and 
industry dialogues regarding potential 
human rights issues related to emerging 
technologies, including responsible AI.
•	 Significantly expand our impact in 
responsible minerals and accelerate 
the creation of new sourcing standards. 
For more details, see “Responsible 
Minerals Sourcing” in the Responsible 
section of this report.  
•	 Continue our work to combat forced and 
bonded labor in the first and second tiers 
of our supply chain.

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Supply Chain Responsibility
Our global supply chain strategy is to drive a resilient, 
diverse, and responsible supply chain that enables the 
products our customers need to create technology 
solutions that unleash the potential of data. Ensuring 
the highest standards of safety, quality, technology, 
availability, and sustainability is integral to the success 
of that strategy. Through leadership and collaboration 
with our suppliers, stakeholders, consortia, and fellow 
travelers, we are accelerating responsible standards 
and accountability across industries.
More than 9,000 tier 11 suppliers in 89 countries provide 
direct materials for our production processes, intellectual 
property, tools and machines for our factories, logistics 
and packaging services, software, office materials, and 
travel services for Intel. We also rely on others to manu­
facture, assemble, and test some of our components and 
products. A list of our Top 100 Production and Service   
Suppliers by Spends is included in the Appendix. 
1  Tier 1 suppliers are companies from which Intel makes direct purchases. 
Among Intel’s over 9,000 tier 1 suppliers, we identify approximately 400 
“critical” suppliers that we directly engage through our capability-building 
programs. These suppliers represent more than 78% of our spends. 
Beyond this, we engage with critical tier 2 suppliers through our programs 
on forced and bonded labor, responsible minerals, and supplier diversity. 
Tier 2 suppliers are companies from which Intel’s tier 1 suppliers make 
direct purchases. 
We continue to collaborate extensively with supply 
chain-related organizations—including the Responsible 
Business Alliance (RBA) and its Mineral and Labor 
Initiatives, the Semiconductor Industry Association, 
and SEMI—to help set electronics industry-wide 
standards, develop audit processes, conduct training, 
address third-party anti-corruption issues, and more. 
These engagements are an important part of the 
foundation of many of our programs.
We expect our suppliers and their suppliers to comply 
with the Intel Code of Conduct and the RBA Code of 
Conduct (RBA Code). The RBA Code describes industry 
environmental, social, and ethical standards, and is 
consistent with the Intel Global Human Rights Principles, 
the Intel Statement on Combating Modern Slavery, and 
the UN Guiding Principles on Business and Human Rights. 
Through our leadership role in the RBA, we drove multiple 
recommendations to strengthen and clarify the RBA Code 
of Conduct 7.0 for the triennial update that was released in 
January 2021. For more, read our RBA Commitment Letter. 
We also expect and enable our suppliers to develop their 
own corporate responsibility strategies, policies, and 
processes; set goals and report on their performance; 
engage with and audit their own suppliers; and develop, 
manage, and regularly test their business continuity plans 
(BCPs). In January 2020, we activated our supplier BCP 
in response to COVID-19, which included mobilizing our 
Supply Chain Command Center and up-to-twice-daily 
meetings of Intel leadership to review emerging issues 
and plan updates. Read more about our supply chain 
assurance strategy.
Our supplier development, monitoring, and enforcement 
efforts are integrated across our commodity teams. This 
integration allows us to scale our coverage, support 
supplier progress, and influence suppliers that may be 
reluctant to meet our requirements. We communicate 
our expectations in our supplier contracts and request- 
for-proposal documents, on our supplier website, at 
meetings and training events, and in annual letters
to suppliers. 
We hold ourselves accountable to meet or exceed the 
same standards that we set for our suppliers, and audit 
ourselves to the same protocols. Every year we complete 
the RBA Self-Assessment Questionnaire (SAQ) and pub­
lish the results on our corporate website. We follow the 
RBA Validated Assessment Program to conduct audits 
of our finished goods factories. In 2020, we conducted 
an RBA Validated Assessment Process (VAP) audit of our 
facilities in Chengdu, China. The auditors did not identify 
any findings. In 2021, we plan to have an RBA audit of 
our facility in Kulim, Malaysia. 
Strengthening Supplier Capabilities 
We continue to work with suppliers to strengthen their 
capabilities as our ecosystem evolves and sustainability 
challenges grow. For nearly a decade, we have worked 
to help less mature and evolving suppliers build criti­
cal sustainability and corporate responsibility acumen, 
including a focus on compliance with the RBA and our 
Code of Conduct expectations and requirements. 
We have delivered a broad range of no-cost support 
options for suppliers, including online resources, 
interactive training sessions, and connection to 
external resources such as the RBA and other NGO 
training and conferences. 
Safety Programs. We set high safety training and perfor­
mance expectations during our contracting process and 
orientation for new suppliers. To strengthen the safety 
performance of all suppliers, we validate that suppliers 
have robust safety management systems and employee 
safety training programs in place and evaluate supplier 
Europe, Middle East,
Africa
Americas
Asia Pacific
44%
28%
28%
2020
Suppliers
by region

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safety performance for compliance with the American 
National Standards Institute (ANSI) standards, OSHA 
regulations, and Intel’s minimum safety requirements. 
In 2020, we continued to develop these programs by 
educating and enabling our suppliers to enhance their 
safety management systems and training programs. In 
addition, Intel worked with 46 suppliers to close 159 
occupational health and safety audit findings and 
improve worker conditions in their factories.
Beyond our core capability-building offerings, we have 
long engaged with supply chain sustainability consultants 
to offer suppliers training and programs focused on 
topics like work-hours management, occupational health 
and safety, environmental issues, and prevention of 
forced and bonded labor.  
Supplier Diversity and Inclusion
Accelerating our commitment to a diverse and inclusive 
supply chain, we have set a new goal for 2030 within 
our RISE framework to double annual spending with 
diverse suppliers2 to $2 billion. For more details, see 
“Supplier Diversity and Inclusion” in the Inclusive 
section of this report.
Advancing Supplier Leadership 
and Accountability
We have established several programs to advance 
our supplier leadership and accountability, as well 
as ensure the latest information is made available 
through education and collaboration. 
Supplier Program to Accelerate Responsibility 
and Commitment (SPARC). This collaborative and 
proactive initiative is designed to help our tier 1 critical 
suppliers build internal capacity around corporate 
responsibility through rigorous annual commitments 
to compliance, transparency, and capability-building. 
Total Audits Conducted
Type of Audit
2016
2017
2018
2019
2020
RBA VAP Audits
62
66
108
112
88
Intel RBA-Based Target Audits
61
52
54
42
38
Intel Quality Audits with Sustainability Element
34
52
59
53
–
Total Audits Conducted3
157
170
221
207
126
Applying our risk-based approach, we continue to use the RBA process as the industry standard for our validated audits for manufacturing suppliers. 
In addition, we apply the risk-based criteria to complete targeted assessments of our non-manufacturing suppliers. Our sustainability criteria have 
also been embedded into our supplier quality assessment process to further extend our reach into the supply chain. For priority and major findings 
by category and sub-category, visit the Report Builder. In certain circumstances, the same facility may be audited multiple times in a calendar year. We 
treat each individual audit of a single facility as a unique audit in the above table. Despite challenges due to COVID-19, in 2020, over 126 audits were 
conducted across 70 suppliers, although we removed sustainability elements within the Intel Quality Audits in 2020. Audits that were planned in 2020 
but not executed due to COVID-19 restrictions and still deemed necessary are included in our 2021 plan. Cumulatively, 596 supplier sites had received 
audits by the end of 2020.
3 Previous years’ figures are updated to reflect the most current information as new audit data becomes available.
The number of suppliers required to participate in 
SPARC has increased over the past seven years as we 
have broadened our scope to include additional com­
modities and requirements. This increase represents 
suppliers selected using our risk-based approach and 
those providing critical materials and services to Intel. 
Participating suppliers represented over 78% of Intel’s 
managed supply chain cash payments in 2020. We con­
tinue to raise expectations for our suppliers and expand 
requirements to encompass a broader set of focus areas. 
SPARC performance is integrated into our quality audit 
and Supplier Continuous Quality Improvement (SCQI) 
award programs. In 2020, we rolled out an additional 
expectation for SCQI award program suppliers: They 
must work on a project that either helps Intel work 
toward its own RISE environmental program objectives 
or furthers their own corporate responsibility efforts. 
Supplier Report Card (SRC). We have a regular review 
and scoring process for our SRC to grade suppliers 
for product availability, cost, quality, sustainability 
(ethics, financial sustainability, supplier diversity, 
and environmental and human rights performance), 
technology, and customer satisfaction. These processes 
allow for executive-level dialogue on past and future 
performance, and remind suppliers of our expectations.
Assessments and Audits. Supplier assessments and 
audits cover more than 300 environmental, safety, and 
human rights factors, and help us determine a suppli­
er’s risk profile. The audits, conducted by a mix of third 
parties and Intel personnel, follow the RBA VAP and help 
us identify where immediate action is needed and where 
longer term, corrective “targeted action plans” should be 
put in place. In 2020, 53% of the combined RBA audits 
were follow-up or closure audits to verify whether the 
findings from a previous audit had been addressed. Cor­
porate social responsibility criteria are also incorporated 
into Intel Quality Assessment audits to achieve broader 
reach. We strive to audit 100% of high-risk supplier sites 
within a two-year cycle. We have instituted a process of 
unannounced audits to follow up on credible reports of 
non-compliance, but we did not have a need to conduct 
any such audits in 2020.
2 We recognize diverse suppliers as businesses that are 51% owned and operated by at least one of the following: women; minorities as defined by the country where the business was established; veterans/service-disabled 
veterans; persons who are lesbian, gay, bisexual, or transgender; or persons who are disabled. While Intel recognizes these categories, they may vary by country in accordance with local law.

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A Risk-Based Approach 
to Supplier Assessments
New Supplier Assessment: A short survey is sent to new 
suppliers to determine whether a facility is of potential 
high risk. We work with suppliers during the on-boarding 
process to remedy any issues identified. 
Self-Assessment: Critical and high-risk suppliers4 complete 
a questionnaire to determine a facility’s potential gaps to 
the RBA Code. In 2020, we assessed 195 supplier facilities 
based on this risk assessment and past performance, a 7% 
decrease from 2019. We have reduced how often we assess 
established lower risk suppliers and commodities, and also 
launched a program to enable our more mature suppliers 
to begin to self-manage their programs and report to us. 
As part of our work toward our 2030 goals, in 2020, we 
piloted a new human rights self-assessment with 46 
suppliers that we have either never or not recently assessed. 
The suppliers involved in the new self-assessment were 
required to provide evidence, which we reviewed to gain a 
more accurate assessment of risk and enable us to assign 
improvement deliverables as needed.  
Audit: Higher risk suppliers must undergo either an on-site 
audit by qualified third-party auditors who use the RBA VAP, 
or a qualified Intel auditor. The latter audits are specialized 
according to risk and compliance concerns for a particular 
supplier or facility. Lower risk suppliers,5 as determined 
by the self-assessment, may also be audited at our 
determination. What we learn from audits helps inform 
our supplier engagement and capability-building programs.
4 “Critical suppliers” represent a subset of all tier 1 suppliers with 
which we have significant business relationships and spends. 
“High/er risk suppliers” refers to suppliers deemed above 
average risk, based on data and supplier performance.
5 “Lower risk suppliers” refers to suppliers deemed below 
average risk, based on data and supplier performance.  
Targeted Action Plans. When a supplier does not make 
sufficient progress in addressing audit findings or has 
particularly egregious issues, we work with them to 
quickly develop and implement a strong corrective 
action plan to address the issues and concerns. Supplier 
progress is reviewed quarterly until we have verified that 
all key issues have been closed, and that processes have 
been put in place to prevent recurrence. If satisfactory 
progress is not made, we may take additional action, such 
as not awarding new business (“conditional use” status) 
until issues are resolved or—when necessary—ending 
the supplier relationship. While complete closure of 
certain issues can take several years, we work to close 
egregious issues within 30 days. 
We help suppliers with targeted action plans make 
progress in multiple ways. Our actions may include 
conducting additional reviews, such as unannounced 
audits, and increasing the frequency of contact between 
Intel executives and supplier senior management.  
Recognizing and Rewarding Performance
We provide regular feedback to suppliers on their 
overall progress and achievements, and integrate 
corporate responsibility considerations into our Supplier 
Continuous Quality Improvement (SCQI) Program. This 
program grants SCQI, Preferred Quality Supplier (PQS), 
and/or Supplier Achievement awards to suppliers that 
have demonstrated outstanding performance. In addi­
tion, we recognize suppliers for distinction in supplier 
diversity and manufacturing safety programs, including 
a new distinction for response to COVID-19 in 2020. 
For more information and a list of recently recognized 
suppliers, visit our SCQI award page and “Top 100 
Production and Service Suppliers by Spends” in the 
Appendix of this report. 
Supplier Environmental Impact
By partnering with our suppliers to decrease their waste 
generated, water usage, and greenhouse gas emissions, 
we reduce our own environmental impact, lower supply 
chain risk, and can decrease costs. We also partner with 
our tier 1 chemical and gas suppliers on green chemistry 
initiatives. Our procurement teams work with our logistics 
and packaging suppliers to drive changes in the materials 
we use to ship products. 
Reducing Greenhouse Gas Emissions and Water Use
We decrease the greenhouse gas emissions related to our 
transportation and logistics network by optimizing pack­
aging to reduce the quantity and weight of shipments, 
and by increasing local sourcing. Intel is at the forefront 
of standardizing transportation CO2 reporting within the 
industry through collaboration with organizations such 
as the Global Logistics Emissions Council. 
In 2020, we asked approximately 110 tier 1 suppliers 
that have higher environmental impacts to submit data 
on their own carbon and/or water footprints through 
the Supply Chain Climate Change Questionnaire. Of 
those suppliers, 98% submitted the questionnaire, 
and 92% of them made their responses public, giving 
both Intel and other stakeholders information about 
the environmental performance of our supply chain. 
Intel was the only CDP Supply Chain Program member 
requesting the disclosure for 24% of these suppliers. 
Using information provided in our suppliers’ CDP 
Climate Change Questionnaire helps us ensure that 
we are focusing on the largest climate change impacts.
In 2020, Intel also asked suppliers who had been 
reporting for more than one year to set structured 
climate targets, and 97% did so. We also sent the CDP 
water questionnaire to 53 suppliers that are located in 
water-stressed regions. We achieved a 100% response 
rate, with 97% of the 53 suppliers publicly sharing their 
responses. As a result of our efforts, we were ranked 
in the top 7% of participating companies, attaining a 
Leadership score in CDP’s Supplier Engagement 
Rating for the fourth consecutive year.
For more information, see the Sustainable section 
of this report.

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Introduction
Our Business
Responsible
Inclusive
Sustainable
Enabling
Appendix
Responsible  2020-21 Corporate Responsibility Report
We are building on our long history as a leader in corporate citizenship to further 
advance safety, wellness, and responsible business practices across our global 
manufacturing operations, our value chain, and beyond. This includes our strong 
focus on employee health, safety, and wellness and our work with our suppliers 
and other stakeholders to reduce risks of forced and bonded labor and to scale 
responsible minerals sourcing practices. We are also collaborating with others to 
revolutionize how technology can improve health and safety through strategic 
healthcare, manufacturing, and transportation technology initiatives.
Responsible
10 employees recognized for 
safety achievements
In 2020, 10 employees were celebrated through the 
Intel Safety Always-Safety Star Program for their work 
to advance safety culture at Intel—from implementing 
safety-related artificial intelligence (AI) and sensing 
technology to deploying new contractor safety programs.  
$23M in fees remediated 
To prevent forced and bonded labor, we set expectations with 
our suppliers that workers should not have to pay for their 
employment. As a result, we have facilitated the return of 
over $23 million in fees to suppliers’ workers since 2014.
70M safer vehicles  
Mobileye technology and our Responsibility-Sensitive 
Safety (RSS) model help keep more than 70 million 
vehicles—and their drivers and passengers—safer 
on the road through technology.

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Introduction
Our Business
Responsible
Inclusive
Sustainable
Enabling
Appendix
Responsible  2020-21 Corporate Responsibility Report
2030 RISE:  Responsible Goals, 
Initiatives, and Global Challenges
GLOBAL CHALLENGE: 
Revolutionize health and safety through technology.
TECHNOLOGY INDUSTRY INITIATIVES:
Responsible Minerals. Expand our efforts beyond conflict 
minerals1 to cover all minerals used in semiconductor 
manufacturing and apply the learnings to lead our industry 
in creating new sourcing standards.
Responsible Mobility. Collaborate with our industry 
and ecosystem partners to advance the adoption of 
technology neutral safety standards to reduce traffic 
accidents globally.
OPERATIONAL AND SUPPLY CHAIN GOALS:
Employee Health, Safety, and Wellness. Ensure that more 
than 90% of our employees believe that Intel has a strong 
safety culture, and 50% participate in our global corporate 
wellness program.
Supply Chain Human Rights. Scale our supplier 
responsibility programs to ensure respect for human 
rights across 100% of our tier 1 contracted suppliers 
and higher risk tier 2 suppliers.
Integrating and advancing responsible business practices 
in our global operations and supply chain help us to 
reduce risks and advance respect for human rights. We 
have long been known for our strong safety culture, 
particularly in our manufacturing operations. Through our 
2030 goals, we are taking actions to maintain and deepen 
our focus on maintaining and building a robust safety cul­
ture as our business continues to change and grow, and 
to expand the global impact of our wellness programs.
Over the past decade, we have directly engaged with 
our suppliers to ensure compliance with our corporate 
responsibility expectations and build capacity to address 
risks of forced and bonded labor and other human rights 
issues. Our 2030 goals significantly expand the number 
of suppliers covered by our engagement activities to 
deepen accountability for human rights throughout our 
global supply chain. We are also leading technology 
industry initiatives to further advance responsible 
practices in minerals sourcing and responsible mobility. 
In addition, we are applying our expertise, resources, 
and technology to further enable others to harness 
the power of technology to improve health, safety, and 
well-being. This includes working with the healthcare 
industry to accelerate cures for diseases and improve 
healthcare access and affordability, applying technology 
to build smart and safer workplaces and factories and 
reduce injuries, and expanding the use of technology in 
transportation to advance safety and transform personal 
mobility and access.
Responsible: Our Approach
1 Conflict minerals, as defined by the US Securities and Exchange 
Commission (SEC), is a broad term that means tin, tantalum, tungsten, 
and gold (3TG), regardless of whether these minerals finance conflict in 
the Democratic Republic of the Congo (DRC) or adjoining countries.

intel.com/responsibility
Introduction
Our Business
Responsible
Inclusive
Sustainable
Enabling
Appendix
Responsible  2020-21 Corporate Responsibility Report
We continue to invest in health, safety, and wellness 
programs to help employees enjoy a better quality of 
life and contribute to Intel’s success. Throughout our 
response to COVID-19, our priority has been to protect 
our essential workers who have worked on site since 
the start of the COVID-19 pandemic, as well as our 
employees working from home. 
Our commitment in the Intel Environmental, Health,
and Safety Policy is to provide a safe and injury-free 
workplace—not only for our employees, but also for 
contractors working at our sites. Since 2001, we have 
maintained a company-wide certification to the interna­
tionally recognized ISO 14001 and ISO 45001 standards 
to ensure that our manufacturing sites maintain a com­
prehensive, fully integrated environmental, health, and 
safety (EHS) management system. In 2020, independent 
third-party virtual audits were conducted to maintain 
this certification. For information on our EHS assurance 
program, see “Environmental Management” in the 
Sustainable section of this report.
As Intel continues to expand manufacturing operations, 
we are committed to our “copy exactly” philosophy 
for implementing world-class EHS programs. We set 
high safety training and performance expectations 
with our suppliers during our contracting process, 
including contractor orientation for new suppliers. For 
more information, see “Supply Chain Responsibility” 
in the Our Business section of this report.
Health and safety training creates awareness and enables 
our employees to better understand their safety respon­
sibilities. Our training system covers information needed 
for specific jobs (such as electrical safety, ergonomics, 
control of hazardous materials, and chemical safety), and 
Employee Health, Safety, and Wellness
incorporates innovative learning methodologies. During 
COVID-19, we enabled access to all EHS courses via 
mobile phones so that employees could complete 
training with greater flexibility. Globally, 33,200 
individuals completed one or more EHS courses, 
for a total of 250,000 EHS training hours delivered 
in 2020. 
EHS training is available in different languages and 
takes the form of web-based courses, instructor-led 
courses, or on-the-job training. In 2020, we deployed 
a PC game designed to increase ergonomics awareness 
for employees working from home, as well as a VR version 
of our newly revised Office Ergonomics Course. We also 
updated our office ergonomics software, which aims 
to reduce ergonomic-related injuries by encouraging 
employees to take micro-breaks, complete posture 
and workstation assessments, perform desk exercises, 
and more. 
As we adapted to new working environments during 
the COVID-19 pandemic we also modified how we 
ensure the safety of our employees. We provided a reim­
bursement program to enable employees working from 
home to improve their workspaces and add ergonomic 
equipment. We also created virtual access to ergonomic 
assessments and to our occupational health resources. 
Early reporting is critical for ergonomic injuries and 
applies to both home and office environments, as it 
increases the chance of employees getting better more 
quickly and requiring less medical care over time. We 
supported raising employee awareness on reporting, 
ergonomics, and situational safety using multi-media 
approaches and manager guidance. As a result, report­
ing of injuries—primarily cumulative trauma disorders 
(CTDs)—increased 10% across Intel from 2019 to 2020.
Intel ended 2020 with an Occupational Safety and 
Health Administration (OSHA) recordable rate of 
0.75, compared to the most recently published US 
semiconductor industry average recordable rate of 
0.9.1 Our days away case rate2 was 0.16, compared to 
the semiconductor industry average of 0.4.1 Ergonomic- 
related or CTDs remained the most prevalent type of 
injury experienced at Intel in 2020, followed by strains/
sprains. We had zero fatalities for employees or 
contract workers working on site in 2020. There were 
24 high-consequence injuries during 2020 with 50% 
CTD injuries and 25% strain/sprain injuries. Learnings 
have been integrated into our 2021 ergonomics 
program plans with a focus on early intervention.
1 Source Bureau of Labor Statistics. 2019 indicators are available at 
https://www.bls.gov/web/osh/summ1_00.htm. Note that the rates for 
2019 are exactly the same as reported for 2018.
2 Days away begins the day after the accident.
35
Recordable and Days Away Injury Rates
Days Away Rate
Recordable Rate
0.5
0
2020
RATE PER 100 EMPLOYEES
1.0
2016
2018
2019
2017
0.49
0.68
0.69
0.75
0.72
0.07
0.12
0.14
0.16
0.14
Rate based on 100 employees working full time for one year. Data as of 
March 2021. Certain historical figures have been updated based on new 
reported cases received.

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Our Business
Responsible
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Sustainable
Enabling
Appendix
Responsible  2020-21 Corporate Responsibility Report
The Intel® Vitality program—offered in previous years to 
our employees in the US, United Kingdom, and Vietnam—
focuses on four pillars of wellness: mindset, nutrition, 
movement, and recovery. In 2020, the wellness program 
offerings transitioned to 100% virtual, enabling us to 
extend the program to all of our employees, including 
those working from home during the pandemic. In 2020, 
47,482 employees participated in the virtual wellness 
services, with a 96.8% satisfaction rate. We also extended 
employee access to Headspace, a mindfulness application. 
In 2020, 13,000 employees used Headspace an average 
of 3.6 sessions per week, meditating a total of 3.6 million 
minutes. In early 2021, we also added 12 more wellness 
paid time-off hours for employees in each half of the year.
Intel’s mental wellness strategy is designed to raise 
awareness of mental or behavioral health, cultivate 
an accepting culture so employees feel safe, and remove 
barriers to make it easier for our employees and their 
family members to seek care. In response to the pandemic 
and other events in 2020, we encouraged utilization of 
existing mental health resources, including the Intel 
Employee Assistance Program, which provides confidential 
counseling and work-life services to employees and their 
immediate family members. In connection with World 
Mental Health Day in October 2020, we launched a global 
mental wellness initiative featuring a new employee web­
site, nine global webinars, manager videos, a sleep app, 
and an employee feedback survey. Additional mental 
wellness events and benefits are planned for 2021.
Globally, we have 37 on-site health clinics to attend 
to work-related employee health and safety needs. In 
addition, we have five Health for Life Centers at our sites 
in Arizona, New Mexico, and Oregon to provide employees 
and their eligible dependents with primary care and spe­
cialty services (including acupuncture, chiropractic, and 
behavioral health services, physical therapy, and special 
programs such as outreach to American veterans at Intel). 
The Health for Life Centers are integrated with our other 
on-site health and wellness program offerings to provide 
a seamless and comprehensive health and wellness 
experience. In response to the COVID-19 pandemic, the 
Health for Life Centers fast-tracked implementation of 
a virtual visit strategy, delivering approximately 10,000 
virtual visits in 2020 (25% of total visits).   
In 2021, in support of our 2030 safety culture and well­
ness goals, we continue to expand virtual engagement 
by hosting external speakers on educational safety and 
well-being topics and offering additional interactive 
learning games. We will adopt leading indicators to 
assess progress, drive for earlier reporting of ergonomic 
injuries at the first sign of fatigue/discomfort, promote 
easier access to services, and increase the percentage of 
employees who have the opportunity to engage in our 
employee safety culture surveys. We will also continue 
to adapt our EHS services to support our future working 
models in which we anticipate more employees will work 
a hybrid schedule with some days on site and some days 
working from home.  
Recognizing Safety Achievement
The Intel Safety Always-Safety Star Program recognized 
10 individuals for outstanding safety accomplishments 
in 2020. The winners were chosen from 250 nominations 
globally. Winning accomplishments in 2020 included 
using AI and sensing technology to promote the 
use of handrails, developing custom tools and 
equipment to reduce ergonomic risk during equipment 
maintenance, and deploying new programs to ensure 
the safety of contractors. 
2030 Goal: Employee Safety
and Wellness 
Description. Ensure that more than 90% of our 
employees believe that Intel has a strong safety 
culture, and achieve 50% participation in our global 
corporate wellness program.
Baseline. At the start of 2020: (1) 37% of Intel 
employees (primarily in our manufacturing operations) 
had the opportunity to provide feedback in our EHS 
Safety Culture Survey, reporting a baseline average of 
79% on “safety is a value” metrics; and (2) 22% of Intel 
employees participated in Intel wellness programs 
(inclusive of employees who reside in countries with 
no formal program offerings).
Progress in 2020. During 2020, our health, safety, and 
wellness teams took steps to expand the number of 
employees participating in the safety culture survey 
and increase employee awareness and engagement 
in our programs, with a focus on prevention and early 
intervention programs (e.g., ergonomic programs) 
and participation in the Intel Vitality Program’s newly 
expanded virtual offerings.
Looking Ahead. For our safety culture goal, we will 
work toward company-wide participation in our safety 
culture survey (with target to expand survey to 50% 
of employees by end of 2021) and increase employee 
and management engagement in our safety programs. 
For our wellness goal, we will first expand our wellness 
programs access to all employees globally over the next 
5 years and then aim to increase the participation rate 
for all employees to 50%.

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Introduction
Our Business
Responsible
Inclusive
Sustainable
Enabling
Appendix
Responsible  2020-21 Corporate Responsibility Report
Combating Forced and Bonded Labor
We have worked to build a strong system to detect 
and address risks of forced and bonded labor among 
our suppliers and their recruiting and labor agents, 
including reaching over 135 suppliers at the tier 2 level. 
Our Statement on Combating Modern Slavery details the 
expectations we have for ourselves and our suppliers, 
including prohibitions against holding worker passports 
and charging workers fees to obtain or keep employment. 
Since 2014, our ongoing assessments and efforts to reach 
deeper into the supply chain have positively impacted 
more than 45,500 workers in our extended supply chain. 
Positive impacts have included the return of over $23 
million in fees to 20,000 workers by our suppliers since 
2014. The fees returned could equate to approximately 
three to five months of base pay, depending on location 
and situation. In some instances, we have faced chal­
lenges in gaining cooperation from suppliers in repaying 
workers quickly, and we work closely with suppliers to 
determine acceptable remedies and put systems in 
place to prevent future occurrences.
Many challenges exist combating issues related to 
forced and bonded labor, including lack of full visibility 
into our multi-tier supply chain. To increase our reach 
and positive impact, since 2018 we have required that 
approximately 50 of our suppliers work with at least 
three of their own major suppliers to assess and address 
their risks of forced and bonded labor. Thirty-two of 
our suppliers have completed all deliverables and 
demonstrated changes to tier 2 supplier policies and 
procedures, stronger engagements with recruiting and 
labor agents, and the return of fees of over $800,000 to 
their foreign workers. COVID-19 restrictions slowed our 
work in this area, and we now expect completion of this 
project by the end of 2021.1 
Effective January 1, 2021, we have also prohibited 
the use of all forms of prison labor in our supply chain. 
Previously, our policy had allowed for limited use in cases 
where it was voluntary and not exploitative. We believe 
our updated requirements strengthen our commitment 
to human rights, social equity, and justice.
In 2020 we continued our focus on programs where 
foreign interns pay fees in their home countries to 
secure roles in Japan and Korea, attend training, and 
then travel to facilities. We also took action in the con­
struction industry, which has been identified as one 
of the highest sectors at risk for forced labor.2 We have 
achieved fee repayments in Japan, and due diligence 
tools we developed were integrated into the processes
of several general contractors engaged in construction 
projects in Asia and the Middle East. The general con­
tractors are also required to cascade our expectations 
to subcontractors who are our tier 2 and tier 3 suppliers.
Our suppliers report to us that they continue to realize 
benefits as a result of their improved practices, such 
as reduced business risks, better and larger pools of 
candidates, a more satisfied workforce, and higher 
worker retention—all of which can lead to improved 
productivity and product quality, as well as positive 
social impacts. 
Findings that May Trigger Forced and Bonded Labor Risks
Findings
2016
2017
2018
2019
2020
Closed
126
49
44
36
10
In Process
–
2
4
2
20
Total
126
51
48
38
30
We proactively work to identify and help suppliers close findings that we believe may be trigger factors for forced and bonded labor. Some historic 
numbers have been restated due to the timing of reporting. 
1 Content updated in December 2021. 
2 Source: KnowTheChain: Forced Labor in the Construction Sector.

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Introduction
Our Business
Responsible
Inclusive
Sustainable
Enabling
Appendix
Responsible  2020-21 Corporate Responsibility Report
Industry Collaboration through Training
Collaboration is key to addressing broad, long-standing 
issues. Intel co-founded and serves on the working group 
of the multi-industry, multi-stakeholder Responsible 
Labor Initiative (RLI), which aims to protect and promote 
the rights of vulnerable workers. The RLI has established 
the Responsible Recruiting Program, a recruiting agent 
maturity model. In 2020, Intel also co-sponsored virtual 
training sessions, Mitigating Risks of Forced Labor and 
Impacts of COVID-19 on Migrant Workers in the Supply 
Chain, for more than 370 supplier participants. We also 
co-sponsored a multi-day comprehensive virtual training 
on requirements related to combating forced labor, and 
distributed a number of tools to suppliers who attended.
In partnership with RLI and its members, Intel helped 
create the Practical Guide to Due Diligence on 
Recruitment Fees in International Supply Chains, 
which provides guidelines and examples of best 
practices to achieve fee repayment. 
For more information on our work in this area, see 
“Supply Chain Responsibility” and “Respecting Human 
Rights” in the Our Business section of this report. 
2030 Goal: Supply Chain Human Rights 
Description. Scale our supplier responsibility programs to ensure respect for human rights across 100% of our tier 1 
contracted suppliers and higher risk tier 2 suppliers.3 
Baseline. At the beginning of 2020, 18% of our tier 1 contracted suppliers had been assessed and engaged in our 
supplier responsibility programs. Those assessed represented approximately 69% of our 2020 spends. The primary 
driver of risk assessment is forced, bonded, or child labor and other human rights issues. Identified risks will be mitigated/
remedied through our accountability processes. 
Progress in 2020. During 2020, our supply chain responsibility team completed initial risk profiling of 100% of our tier 1 
contracted suppliers and developed an enhanced process and roadmap for completing more in-depth risk assessments. 
The team also completed 50 assessments in 2020. Of those, 80% were determined to be low or medium risk. Higher risk 
suppliers are targeted for follow-up actions in 2021. 
Looking Ahead. To achieve our 2030 goal, our target is to assess and validate the risk level of an additional 6-8% 
suppliers per year, with all high-risk situations remediated within one year. In 2021, we will also complete additional
analysis and planning related to our risk assessment process.
3 Tier 1 suppliers are companies from which Intel makes direct purchases (approximately 9,000 suppliers in 2020). Tier 1 contracted 
suppliers are subject to formal agreements with Intel based on the products and services provided and spends (approximately 
1,500 at the beginning of 2020). Tier 2 suppliers are companies from which Intel’s tier 1 suppliers make direct purchases.
Our work to combat forced and bonded labor earned 
Intel the number four position on KnowTheChain’s 
2020 ICT benchmark list of 49 public information 
and communications technology firms.

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Our Business
Responsible
Inclusive
Sustainable
Enabling
Appendix
Responsible  2020-21 Corporate Responsibility Report
Responsible Minerals Sourcing
Like many companies in the electronics industry, Intel and 
our suppliers use minerals in manufacturing. Over a dozen 
years ago, Intel began work to responsibly source conflict 
minerals1 and in 2017 we expanded our efforts to also 
address cobalt in our supply chain. We are proud of the 
significant progress we have made as a company and as an 
industry, but we know that there is more work to be done. 
A key technology initiative in our 2030 RISE strategy is to 
significantly expand our impact in responsible minerals 
and accelerate the creation of new sourcing standards. 
Intel’s mission is to maintain the positive progress we’ve 
made to date on 3TG (tantalum, tin, tungsten, and gold) 
and cobalt, and to proactively address emerging risks 
from the expanding scope of materials and geographies. 
Our ambition is to apply our learnings from the past 
decade and work with our industry to broaden and 
accelerate the creation of sourcing standards for a much 
wider set of minerals across additional conflict-affected 
and high-risk areas (CAHRAs2).  
More information is available on our Responsible
Minerals website. Our Responsible Minerals program, 
Responsible Minerals Sourcing Policy, and due diligence 
practices address minerals originating in CAHRAs, and 
are aligned to the OECD Due Diligence Guidance for 
Responsible Supply Chains of Minerals from Conflict-
Affected and High-Risk Areas (OECD Guidance). 
Beyond Conflict Minerals: Driving a Responsibly 
Sourced Mineral Supply Chain
The first step in our efforts to encompass all minerals 
used in semiconductor manufacturing was to prioritize 
the next phase of minerals toward which Intel would 
direct responsible sourcing efforts. We accomplished 
this by compiling Intel usage data and known mineral 
risks, as well as prevalence of sourcing from CAHRAs. We 
compared our work with analyses and initiatives being 
undertaken by stakeholders and the industry, leading 
Intel to select aluminum, copper, nickel, and silver as the 
next set of minerals to target. To contribute to standards 
and help define and engage in due diligence within the 
copper supply chain, Intel became a partner member of 
The Copper Mark. Our next steps will be to work with 
our suppliers to map our supply chain for the targeted 
minerals and to ensure standards are in place to enable 
us to pursue our ultimate goal of responsible sourcing 
for all the minerals in our supply chain. We will contin­
ue to identify the highest priority minerals to work on in 
pursuit of our 2030 RISE Goals.
Connecting with Mining Communities
In late 2019, Intel was part of a delegation of non-
governmental organizations, US government 
representatives, and other technology companies 
that visited the Democratic Republic of the Congo and 
neighboring Rwanda to observe and discuss challenges 
facing the mining industry. The delegation was organized 
by the Public-Private Alliance for Responsible Minerals 
Trade (PPA), where Intel holds a leadership position. 
A key takeaway from this experience was the need for 
corporations to increase upstream program support to 
ensure sustainability and improve the livelihoods of the 
most vulnerable communities tied to our supply chain. 
In response, Intel has developed a more comprehensive 
program to partner with our peers and vetted NGOs to 
increase mining community support as a complement 
to our due-diligence program. A few examples of 
projects supported by Intel in 2020 are: City of Joy (via 
the PPA), a group providing health care, education, and 
holistic rehabilitation to survivors of gender violence 
in Congolese mining communities; Congo Power, an 
alliance providing mining areas with clean power; and 
the PACT-RMI Youth Vocational Training Program, aimed 
at providing mining alternatives to Congolese youths. 
Intel also recognizes the local socio-economic importance 
of the artisanal and small-scale mining (ASM) sector in 
CAHRAs and seeks to assist ASM sites in meeting down­
stream compliance requirements through the Better 
Mining ASM Mine Monitoring Program in partnership 
with Responsible Minerals Initiative (RMI) and RCS Global. 
We believe that maintaining a connection and providing 
support to the communities that we depend on in our 
vast global supply chain is a crucial component to our 
responsible minerals program.
1 Conflict minerals, as defined by the US Securities and Exchange Commission (SEC), is a broad term that means tin, tantalum, tungsten, and gold (3TG), 
regardless of whether these minerals finance conflict in the Democratic Republic of the Congo (DRC) or adjoining countries.  
2 CAHRAs, as defined by OECD, are identified by the presence of armed conflict, widespread violence, or other risks of harm to people. Armed conflict 
may take a variety of forms, such as a conflict of international or non-international character, which may involve two or more states, or may consist 
of wars of liberation, or insurgencies, civil wars, etc. High-risk areas may include areas of political instability or repression, institutional weakness, 
insecurity, collapse of civil infrastructure, and widespread violence. Such areas are often characterized by widespread human rights abuses and 
violations of national or international law.

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Sustainable
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Appendix
Responsible  2020-21 Corporate Responsibility Report
Our Due Diligence Continues: 3TG and Cobalt
Intel’s responsible 3TG and cobalt program, aligned with 
the OECD Guidance, focuses on three primary areas:
Risk Identification. Each year we conduct a supply chain 
survey to identify the smelters and refiners that process 
the 3TG and cobalt contained in the products supplied 
to Intel, and the country of origin of minerals used. We 
then compare those smelters and refiners to the list of 
facilities that conform to a responsible minerals sourcing 
validation program such as RMI’s Responsible Minerals 
Assurance Process (RMAP). We use the information to 
identify potential mineral supply chain risks. 
Risk Mitigation. When we identify potential risks, we 
conduct further due diligence, which may include on-
site smelter or refinery visits or virtual outreach. Such 
visits or virtual outreach help identify risks, encourage 
smelters and refiners to participate in an audit program to 
validate their sourcing practices, and drive risk mitigation 
for human rights impacts. When necessary, we will disen­
gage from mineral supply chains that cannot uphold our 
responsible minerals sourcing standards. Additionally, 
Intel increased virtual outreach activities to smelters 
and refiners already participating in a third-party audit 
program to ensure participation continuity, minimize 
disruption and provide additional support throughout 
the pandemic.  
Supporting In-Region Sourcing. We believe that the 
creation and support of responsibly sourced3 minerals 
from CAHRAs improve the lives of the people in the 
regions. Our membership in and support of the PPA and 
European Partnership for Responsible Minerals (EPRM) 
directly support regional projects that enable responsibly 
sourced minerals from CAHRAs by helping to implement 
programs that are consistent with the OECD Guidance 
and supported RMI programs. Intel also answered the call 
to provide COVID-19 related emergency funding to the 
International Tin Association’s International Tin Supply 
Chain Initiative (iTSCi), a traceability scheme of which Intel 
is a member, to help ensure that responsible in-region 
sourcing and assurance continued without interruption. 
3TG. Through our annual supply chain survey process, 
all of the relevant suppliers and refiners reported in our 
supply chain are deemed responsibly sourced through 
their conformance to and/or participation in a responsible 
minerals sourcing program. 
Cobalt. For the second year, Intel used the RMI Cobalt 
Response Template (CRT) to survey all suppliers 
contributing cobalt to our products. We received a CRT 
from 89% of suppliers surveyed. We are continuing 
communication and outreach to our suppliers to further 
improve this response rate. Intel conducted risk mitiga­
tion in our supply chain, including smelter outreach and 
country of origin assessments, as well as working with 
direct suppliers to facilitate alternative sourcing where 
appropriate. See a complete list of cobalt facilities that 
may have processed cobalt in Intel’s supply chain based 
on supplier responses to our 2020 survey.  
Intel’s long-term leadership in initiatives such as the RMI 
and PPA allow us to regularly collaborate on the issue 
of responsible minerals sourcing with other companies, 
industries, governments, and civil society. Such collabo­
ration is crucial to identify and address risks associated 
with mineral extraction and trade in complex mineral 
supply chains. All participants, from the mines through 
device manufacturers, have a responsibility to ensure 
that they do not contribute to human rights abuses. Intel 
continues to advance responsible sourcing across our 
product lines, materials, and industry as our business 
and the world landscape continues to evolve.  
Our annual conflict minerals disclosure filed with the 
US Securities and Exchange Commission contains 
additional information about our 3TG and cobalt due 
diligence practices. 
3 “Responsibly sourced” refers to products from suppliers, supply chains, smelters, and refiners that, based on our due diligence, are in line with current 
global standards and respect human rights in every aspect of their practice.

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Responsible Mobility
According to the World Health Organization, 1.35 million 
people die each year as a result of road traffic crashes. 
More than half of all road traffic deaths are among vulner­
able road users—pedestrians, cyclists, and motorcyclists—
and 93% occur in low- and middle-income countries.1 
Autonomous vehicle (AV) technology has the potential to 
improve road safety, save lives, and transform personal 
mobility, including bringing broader mobility to the elderly 
and those with disabilities. It can also reduce traffic con­
gestion and thereby provide environmental benefits 
such as reduced emissions.
Intel’s Mobileye business is a global leader in driving 
assistance and self-driving solutions. The company’s 
product portfolio employs a broad set of technologies 
covering computer vision and machine learning-based 
sensing, data analysis, localization, mapping, and driving 
policy technology for advanced driver-assistance systems 
(ADAS) and AVs. Mobileye technology helps keep the 
drivers and passengers of more than 70 million vehicles 
safer today.
One of Intel’s 2030 RISE technology industry initiatives 
is to collaborate with industry, ecosystem partners, and 
governments to advance the adoption of technology- 
neutral safety standards to advance the AV industry 
in pursuit of reduced traffic accidents globally. We 
will achieve this through the standardization of Intel’s 
Responsibility-Sensitive Safety (RSS) safety model to 
enable safe, commercial deployment of AVs at scale, 
anywhere in the world, via self-driving Mobility-as-a-
Service (MaaS). Mobileye will also include RSS in more 
advanced ADAS vehicles coming to market in 2021 
as well as AVs destined for consumer use that are
expected to arrive in the second half of the decade.
Introduced in 2017, RSS is a formal model for safety 
based on human concepts of what it means to drive 
safely. RSS enables efficient validation of the safety of 
an AV providing strong assurances to the public of the 
safety of AVs. RSS formalizes human decision making for 
safe driving and is based on the need to balance safety with 
useful driving by making reasonable worst-case assump­
tions about other road users. RSS is a technology-neutral 
approach to AV safety and provides regulators around the 
world a transparent way to evaluate the performance of 
driverless vehicles. 
RSS has become a leading model for global AV safety 
frameworks. Numerous standards bodies are beginning 
to include RSS in their standards development activities. 
Regulators and policymakers are looking at RSS as a tool 
for defining what it means for an AV to drive “safely.” 
Researchers are digging into the application of RSS 
and pushing the boundaries of its efficacy. Standards 
progress has been especially robust, as RSS has been 
contributed to both IEEE and International Organization 
for Standardization (ISO) standards efforts. In late 2019, 
Intel was named to lead an IEEE working group to develop 
an open, transparent, and technology-neutral formal 
model for safety. The first project from this working 
group, known as IEEE P2846: Assumptions for Models
in Safety-Related Automated Vehicle Behavior, will 
define reasonably foreseeable assumptions that an AV 
safety model shall consider about other road users when 
operating in the real world. The working group includes 
other industry representatives from Waymo, Aurora, FCA, 
Ford, Motional, Nvidia and more. The group is working 
toward publication in 2021.
Additionally, ISO has adopted the Safety First for
Automated Driving (SaFAD) paper as a technical report, 
and it is now being improved to a Technical Standard. This 
paper was published by Intel and 10 other automotive 
industry representatives (BMW, Daimler, VW, and more), 
and includes RSS in the Drive Planning Element that 
supports a capability to create a “collision-free and lawful 
driving plan.” China ITS, the standards body for the 
world’s largest passenger vehicle market, has released 
an AV standard based on RSS. Intel has also presented 
and contributed RSS to regulatory standards efforts at 
the United Nations Economic Commission for Europe.
Other standards organizations, businesses, and think 
tanks are evaluating and/or using RSS, including SAE-
ITC’s Automated Vehicle Safety Consortium, Baidu, 
Valeo, the RAND Corporation, and Arizona’s Institute 
of Automated Mobility (IAM). Intel is also working to 
educate policymakers on the critical importance of 
policy actions and regulation to advance the adoption 
of transparent and open AV safety standards in efforts 
like NHTSA’s Advance Notice of Proposed Rulemaking, 
Framework for Automated Driving System Safety.
1 Source: World Health Organization, Road Traffic Injuries.

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Appendix
Responsible  2020-21 Corporate Responsibility Report
Revolutionizing Health and Safety Through Technology
We will apply our expertise, resources, and technology 
to enable others to harness the power of technology 
to improve health, safety, and wellness in the areas of 
healthcare and life sciences, manufacturing, and trans­
portation. To learn more about our work to expand the 
use of technology in transportation to reduce accidents 
and traffic fatalities, see “Responsible Mobility” earlier in 
this section. 
Healthcare and Life Sciences
As global health and safety challenges continue to 
evolve and grow in complexity, technology will play 
a key role in making healthcare and life sciences more 
connected, personalized, and intelligent. This will enable 
improved patient experiences, enhanced population 
health, reduced costs, and streamlined workloads 
for providers and researchers. With the use of our 
technology for AI in medical imaging, for example, 
Intel has enabled providers to identify anomalies 
more quickly and accurately, which can lead to faster 
diagnoses. Combined with Internet of Things healthcare 
technologies, AI has transformed telemedicine, patient 
monitoring, and electronic health record keeping. In lab 
and research environments, our technology innovations 
give researchers powerful tools to make breakthrough 
discoveries and solve some of the world’s most complex 
healthcare and life science challenges. Learn more. 
During 2020, we collaborated with many customers 
on health-related technology solutions through our 
Pandemic Response Technology Initiative (PRTI). In 
2021, we expanded the PRTI and renamed it the 
Intel RISE Technology Initiative to further accelerate 
and fund collaborative projects with Intel customers.
COVID-19 Testing. In the early days of the pandemic, 
hospitals were overwhelmed just diagnosing COVID-19 
due to a shortage of tests. Intel partners stepped up to use 
medical imaging equipment, like CT machines and X-ray 
machines, to fill the gap for diagnosis using AI. These 
smart machines can analyze patient films and determine 
the presence and severity of COVID-19. The solution 
helped pave the way for organizations to create diverse 
datasets for more accurate diagnoses. UC San Francisco 
is leveraging Intel® Software Guard Extensions to deploy 
a confidential computing platform that will help protect 
both the algorithms and privacy of healthcare data when 
building AI models. Intel also worked with India’s Council 
of Scientific and Industrial Research and International 
Institute of Information Technology, Hyderabad, to 
deploy Intel client and server solutions to enable faster 
and less expensive COVID-19 testing and coronavirus 
genome sequencing. 
Telehealth and Remote Care Solutions. With Medtronic, 
Intel® NUC Mini PCs were used to build remote ventilators 
so doctors could monitor multiple ventilated patients at 
a time without risking exposure. Banner Health, VeeMed, 
and Intel worked together to augment existing in-room 
displays with an Intel NUC Mini PC running telehealth 
software. Providers and specialists were able to offer 
critical consultative support for COVID-19 patients, 
remotely speak to patients, check data from in-room 
monitors, and even Zoom in for visual exams.
Safer Workplaces and Manufacturing 
Industrial enabled AI Ready PCs can optimize the 
performance of the smart factory by monitoring 
anything from potential safety hazards to operational 
efficiency improvements. From offshore drilling rigs 
to fulfillment warehouses, Internet of Things solutions 
from Intel deliver information to connected workers 
and systems that increases safety and productivity.
To protect patrons and essential workers and make it 
safer for businesses to reopen, the PRTI invested in 
several projects, including an AI-enabled occupancy and 
social distancing controls project with Johnson Controls. 
The solution replaces human observation monitoring of 
social distancing with environmental data and sensors to 
optimize air quality and physical distancing analysis.
Protecting Personal Safety and 
Tackling Human Trafficking
In early 2021, Intel joined the WePROTECT Global
Alliance, a multi-stakeholder public-private partnership 
that aims to end child sexual exploitation and abuse 
online by bringing members together to work on the 
global response. Partnering with other alliance members, 
Intel donated hardware and engineering talent to develop 
the IT infrastructure at the National Center for Missing
and Exploited Children (NCMEC). This builds upon our 
work with organizations like Thorn, to develop technology 
that defends children from sexual abuse, including software 
that is used to help law enforcement find sexually exploited 
children more quickly. Intel also has worked with NCMEC to 
improve storage and routing of its CyberTips report, a report 
generated when a tech company detects evidence of child 
sexual abuse. During the global pandemic, NCMEC saw 
a huge spike in CyberTips, with the number rising 318% 
between April 2019 and April 2020. Learn more.

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Inclusive  2020-21 Corporate Responsibility Report
Diversity, equity, and inclusion are core to Intel’s values and instrumental in 
driving innovation and delivering strong business growth. We take action to 
advance a culture of inclusion and accountability by integrating measures 
across our performance management systems, compensation programs, 
and hiring processes. We are committed to transparently reporting our 
representation and pay equity data to hold ourselves accountable and 
encourage action by others. Through our 2030 goals, we continue to raise 
the bar for ourselves and our supply chain, and aspire to achieve wider 
impact by leading industry collaborations to advance inclusion and social 
equity and make technology fully inclusive and accessible for millions of 
people around the world.
Inclusive
4 industry-wide inclusion actions
We launched the Alliance for Global Inclusion to drive 
collective impact in four key areas: leadership representa­
tion, inclusive language, inclusive product development, 
and STEM readiness in underserved communities.
$1.2B annual spending with 
diverse-owned businesses  
We spent $1.2 billion with diverse-owned suppliers in 
2020, making progress toward our 2030 goal to reach 
$2 billion annually.  
1M Girls Moonshot 
The Intel Foundation has joined forces with the STEM 
Next Opportunity Fund, the Gordon and Betty Moore 
Foundation, and the Charles Stewart Mott Foundation 
to launch the Million Girls Moonshot, aimed at equipping 
1 million more girls from under-resourced communities 
with an engineering mindset.

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2030 RISE:  Inclusive Goals, 
Initiatives, and Global Challenges
GLOBAL CHALLENGE: 
Make technology fully inclusive and expand digital readiness.
TECHNOLOGY INDUSTRY INITIATIVES:
Inclusion Index. Drive full inclusion and accessibility across 
the technology industry by creating and implementing a Global 
Inclusion Index with common metrics to advance progress.
Inclusive Pipeline. Expand the inclusive pipeline of talent for 
our industry through innovative global education initiatives 
and STEM programs for girls and underrepresented groups.
OPERATIONAL AND SUPPLY CHAIN GOALS:
Senior Leadership. Double the number of women and 
underrepresented minorities in senior leadership roles.
Technical Roles. Exceed 40% representation of women in 
technical positions.
Inclusive Leadership. Ensure that inclusive leadership practices 
and accountability are embedded in our culture globally by 
creating and adopting an inclusive leader certification program.
Accessibility and Disability Inclusion. Advance accessibility 
and increase the percentage of employees who self-identify 
as having a disability to 10% of our workforce. 
Supplier Diversity. Increase global annual spending with 
diverse suppliers by 100% (to $2 billion).
Inclusive: Our Approach
Over the past decade, we have taken actions to deeply 
integrate diversity and inclusion expectations into our 
culture, performance management systems, leadership 
expectations, and annual bonus metrics, and to trans­
parently report on our progress and data. Through an 
integrated strategy focused on hiring, retention, and 
progression, we met our 2020 goal to achieve full 
representation1 of underrepresented minorities and 
women in our US workforce two years ahead of schedule. 
We also achieved gender pay equity globally and race/
ethnicity pay equity in the US, and reached our 2020 goal 
of $1 billion in annual spending with diverse suppliers. We 
are proud of what we have accomplished to date, but we 
recognize we still have work to do, including beyond the 
walls of Intel. 
Our commitment to fostering a diverse, equitable, and 
inclusive culture is a business imperative and key to our 
long-term success. We also know that what happens 
outside of Intel is felt inside Intel. In response to acts of 
racism and violence in 2020, Intel’s senior management 
and our Board publicly affirmed that inaction is not an 
option for Intel, and Intel and the Intel Foundation have 
taken several actions to advance social equity and 
catalyze change through strategic collaborations. 
Our RISE strategy and 2030 goals set our global 
ambitions for the next decade. We will continue to 
advance inclusion in our workforce using a holistic 
approach toward representation, pay equity, and 
creating an inclusive and accessible culture that enables 
employees to develop and progress in their careers 
at all levels. In 2021, we will also continue to link a 
portion of our executive and employee compensation 
to diversity and inclusion metrics to drive accountability 
and progress. 
We know that today’s greatest challenges require a 
shared commitment to a plan and meaningful action to 
advance inclusion and social equity. That is why we have 
committed our scale, expertise, and reach to launch the 
Alliance for Global Inclusion to create and implement an 
Inclusion Index with unified goals and metrics. We will 
also work with a broad range of stakeholders on initia­
tives that expand the diverse pipeline of talent for our 
industry. We aspire to make technology fully inclusive 
and expand technology access and digital readiness for 
millions of people around the world who currently do 
not have the technology skills or access needed to 
participate and thrive in our digital economy.
1 Full representation means that Intel’s workforce now reflects the 
percentage of women and underrepresented minorities available 
in the US skilled labor market.

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45
Women at Intel – Global Data1
2019
2020
Board of Directors
20.0%
30.0%
Executives
20.1%
20.7%
Senior 
Leadership
18.6%
18.8%
Senior
20.3%
21.3%
Experienced
29.4%
30.4%
Entry-Level
37.8%
37.9%
All Global 
Employees
27.5%
27.8%
Technical
24.8%
25.2%
Non-Technical
58.3%
57.7%
US Workforce Representation Data1
2019
2020
Women
26.4%
26.3%
URMs
15.8%
16.3%
URMs in Senior 
Leadership 
7.3%
7.6%
URM Women
3.8%
3.8%
White
45.9 %
45.8 %
Asian
37.9 %
37.6 %
Hispanic/Latinx
10.1%
10.5%
African American
4.9%
5.0%
Native American
0.8%
0.8%
Pacific Islander
0.3%
0.4%
Veterans
7.0%
7.3%
Inclusive Workforce
We believe that when every employee has a voice and a 
sense of belonging, Intel can be more innovative, agile, 
and competitive. An inclusive culture that welcomes 
all perspectives is critical for attracting, retaining, and 
progressing top talent. Intel is committed to providing a 
work environment where employees from all backgrounds 
are valued, respected, challenged, acknowledged, and 
rewarded so they can achieve their full potential. 
Transparency and open sharing of our data enables 
us to both celebrate progress and identify key areas 
for action and improvement. This year we progressed 
globally in our advancement of women in experienced 
and senior positions and saw significant growth among 
our Hispanic/Latinx and veteran populations in the 
US. Women comprised about 27% of promotions 
to vice president, showing an increased attention 
to progression. However, our African American 
representation was roughly flat from 2019 to 2020. 
Through our 2030 goals, we are committed to 
advancing the representation of women and 
underrepresented minorities in leadership and 
technical positions at Intel, advancing accessibility, 
and embedding inclusive leadership practices in 
our culture and across our business. 
Additional detail is available on our Diversity and
Inclusion website and the We Are Intel blog series.
2030 Goal: Representation in Senior Leadership 
Description. Double the number of women and underrepresented minorities (URMs) in senior leadership roles. 
Baseline. 1,250 women and 380 URMs in senior leadership roles as of April 30, 2020.2 Target for 2030 is to reach 2,500 
women and 760 URMs in senior leadership.
Progress in 2020. During 2020, our teams developed a comprehensive implementation plan, with key actions focused on 
hiring, retention, progression, engaging key human resources teams and business unit leaders, and developing new pro­
grams. We also built customized data scorecards to enable business groups to effectively analyze and track their progress 
toward the corporate goals. At the end of 2020, Intel had 1,268 women and 384 URMs in senior leadership. 
Looking Ahead. We have set milestones of: (1) reaching 1,375 women in senior leadership roles by the end of 2021; and 
(2) increasing representation by 10% of Black/African American employees in senior, director, and executive roles in our 
US population by the end of 2021. By the end of 2023, we aim to increase representation of US Black/African American 
employees in senior, director, and executive roles by 30%.  
In 2020, Intel funded a research study looking at how 
diversity and inclusion factors impact the career decisions 
for Gen Z (those born between 1997 and 2012). Over half 
(56%) said they would be hesitant to accept a job from 
an organization that does not have any underrepresented 
minorities in senior leadership roles, and a majority said 
that a company’s stance on diversity and inclusion is 
almost as important as the pay offered. 
1 2020 representation data as of Dec. 26, 2020. 2019 data as of Dec. 28, 2019. “Executives” refers to salary grades 12+ and equivalent grades. “Senior 
Leadership” refers to salary grades 10+ and equivalent grades. “Senior” refers to salary grades 8-9 and equivalent grades. “Experienced” includes 
salary grades 6 to 7 and equivalent grades. “Entry Level” refers to salary grades 2 to 5 and equivalent grades. The definition of “Technical” is based 
on Intel’s internal job codes and reflects technical job requirements. While we present male and female in this table, we acknowledge this is not fully 
encompassing of all gender identities. See information about our self-identify initiatives related to our LGBT+ employees later in this section. We 
define URM to include our Hispanic, African American, and Native American employees in the US. 
2 We selected the April 30 baseline to align with the completion of our annual performance review process and promotion cycle.

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Pay Equity
Since 2019, we have achieved gender pay equity globally 
and we continue to maintain race/ethnicity pay equity in 
the US. We achieve pay equity by closing the gap in aver­
age pay between employees of different genders or race/
ethnicity in the same or similar roles after accounting for 
legitimate business factors that can explain differences, 
such as location, time at grade level, and tenure. 
Intel’s legal and human resources teams work with 
third-party experts using proven statistical modeling 
techniques to monitor and advance global pay equity. 
We have continued to evolve our methodology over time, 
and our calculations now include stock grants in addition 
to base pay and bonuses. Individual employees who are 
identified as having a gap through this analysis receive 
appropriate adjustments. Based on our 2020 assessment, 
on average, women globally made $1 for every $1 men 
made and on average, URM employees in the US made 
$1 for every $1 non-URM employees made.
A key component of our pay equity strategy is our 
commitment to transparency, which helps us to hold 
ourselves accountable and encourage action by others. 
In support of this goal, we first publicly released our 
EEO-1 survey pay data in 2019. Although the US Equal 
Employment Opportunity Commission subsequently 
decided it would not continue to require the reporting 
of pay information, we felt it was important to continue 
collecting the data and to disclose it publicly in 2020. 
According to a recent analysis by Just Capital, we have 
been one of the few US companies to publish the 
EEO-1 survey pay data.
Inclusive Culture 
Inclusion is one of Intel’s core values and it is at the heart 
of our culture. We have taken actions to integrate our 
inclusion expectations into our policies, performance 
management systems, leadership expectations, annual 
bonus metrics, and employee surveys. 
The Intel Code of Conduct and Intel Global Human Rights 
Principles set out our commitment to nondiscrimination 
and to provide a workplace free of harassment. We have 
redesigned our employee performance management 
system and leadership promotions process to focus 
on results delivered, as well as how those results are 
achieved through alignment with Intel’s values and 
commitment to inclusion. 
Inclusion@Intel. The global Inclusion@Intel portal 
provides a community for employees and empowers
them to build tangible and actionable inclusive practices 
into their everyday work environment. This unique 
platform provides highlights on inclusive leaders, 
inclusion training, sharing of best practices, videos, 
podcasts, and scenario cards that can be used to 
encourage critical conversations. Our Inclusive 
Leaders program is designed to equip managers to 
play leadership roles in growing Intel’s inclusive culture 
and fostering leadership skills needed to build diverse 
and inclusive, high-performing teams. Since 2017, 
this program has reached 2,500 mid-senior grade 
employees, with 93% of participants stating it enabled 
them to improve their inclusive leadership skills and 
have a positive impact on their teams. To scale further 
impact, we are integrating program content into a new 
enterprise “Manager Academy” to be rolled out to our 
managers worldwide beginning in 2021. 
Inclusive Hiring Practices. We have developed a set 
of best practices and training to mitigate the influence 
of unconscious bias in the hiring process. These 
practices include posting of formal requisitions for 
internal positions, using impartial descriptions of 
qualifications for all open jobs, and having diverse slates 
of candidates and diverse hiring panels. In 2020, we 
linked a portion of our Annual Performance Bonus to 
metrics aimed at accelerating global inclusive hiring 
behaviors in support of our 2030 workforce inclusion 
goals. We met these goals, providing inclusivity training 
to 99% of hiring managers globally, and completing 
84% of internal hiring through posted requisitions.
2030 Goal: Women in 
Technical Positions
Description. Exceed 40% representation of women 
in technical positions. 
Baseline. 24.9% of technical roles held by women 
globally as of April 30, 2020.3 
Progress in 2020. During 2020, our teams continued to 
engage our female technical talent through our Women 
at Intel Network programs; supported attendance of 
Intel employees at industry forums such as the Society 
for Women Engineers, Professional BusinessWomen of 
California, Working Mother Media, and AnitaB.org; and 
worked with Intel business units to assess key gaps and 
opportunities to advance progress. At the end of 2020, 
25.2% of technical roles were held by women. 
Looking Ahead. We set a target to reach 26% of 
technical roles held by women by the end of 2021 
and will continue to assess and monitor promotion 
parity for key technical grade levels. We will also pilot 
a new sponsor-protege program for our senior female 
technical talent, with plans for scaled enterprise-wide 
roll-out in 2022.
3 We selected the April 30 baseline to align with the 
completion of our annual performance review process 
and promotion cycle.

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Employee Resource Groups and Leadership Councils. 
We offer more than 35 Employee Resource Groups 
(ERGs) and seven Leadership Councils that connected 
over 25,000 employees in 2020, with 22% of employees 
now members of an ERG. We encourage employees to 
participate in resource groups beyond their personal 
affinities to build relationships with a wider community 
and exchange learnings. Connecting employees through 
forums, groups, training, events, and mentoring programs 
has also been a long-standing hallmark of Intel’s culture. 
Retention rates increase when people feel included in 
deep and wide-ranging networks. 
Our Leadership Councils, composed of over 370 Intel 
leaders, help guide and mentor members of the ERGs, 
and also lead efforts in retention, recruiting, and pro­
fessional development. The Intel Disability Leadership 
Council, Veteran Leadership Council, Black Leadership 
Council, Latinx Leadership Council, Native American 
and Pacific Islander Leadership Council, Network of 
Executive Women, and Out and Ally Leadership 
Council host sponsorship programs to help advance 
leaders within their respective communities. Council 
members include the senior-most employees and allies 
to support each other and their communities, and drive 
better business results. Their overall mission is to pro­
mote the progression and growth of diverse employees 
and foster an inclusive culture where all employees 
can thrive professionally.
Employee Surveys. Through our regular Employee 
Experience Surveys, employees can voice their 
perceptions of the company and their work experience, 
including their views on our diversity and inclusion 
performance and culture. In 2020, 88% of employees 
reported, “I am treated with dignity and respect at 
work” and 87% reported, “Intel makes it easy for people 
from diverse backgrounds to fit in and be accepted.” 
In 2021, we are integrating additional diversity and 
inclusion questions into our survey to drive greater 
insights into employee sentiment and opportunities 
for improvements.
Inclusive Language Guide
In 2020, a cross-Intel team of technologists developed an “Inclusive language in engineering guide,” the result of a project 
initiated in 2019 to remove potentially offensive terminology from coding language at Intel and to influence change across 
the broader technology industry. Words with deep personal and historical context as they relate to slavery, racism, equity, 
and oppression continue to be used across the technology industry—specifically the terms “master/slave” in programming 
protocols and “blacklist/whitelist,” referring to good and bad commands. This work gained significant momentum following 
the death of George Floyd, as people searched for ways to address issues related to racism and to drive more inclusion. 
The result has been extensive dialogue and commitment to change across Intel as people recognize that the use of this 
type of vocabulary runs counter to Intel’s inclusion values and goals. Senior business unit inclusive language allies were 
designated to facilitate discussions and adoption, and members of the Intel Standards and Open Source workgroup 
have been engaging with others working to drive change on a larger scale across the industry, the education system, 
and around the globe. Intel also hosted a discussion within 3GPP, a global Standards Development Organization for 
telecommunications, to develop more inclusive and neutral language in all 3GPP specifications.
Employee Resource Groups
These groups can serve as powerful networks, offering opportunities for personal and professional development, access 
to mentors, and volunteer activities that facilitate teamwork and build camaraderie. 
Agnostics, Atheists, and Allies at Intel
American Veterans at Intel
Arab Intel Community
Asian Cultural Integration
Baha'i Intel Network
EXTEND Community
Intel Armenian Society
Intel Bangladesh Association
Intel Bible-Based Christian Network
Intel Chinese Employee Network
Intel Disability and Accessibility Network
Intel Doctorates Leadership Forum
Intel Eastern European – 
Balkanika Group
Intel Filipino Employee Network
Intel French Speakers Network
Intel Gay, Lesbian, Bisexual, 
or Transgender Employees
Intel Hindu Network
Intel Iranian Employee Group
Intel India Employee Group
Intel Jewish Community
Intel Korean Community
Intel Latinx Network
Intel Muslim Employee Group
Intel Native American Network
Intel Nepalese Group
Intel Pakistani Employee Group
Intel Parents Network
Intel Russian-Speaking 
Employee Group
Intel Sikh Employee Group
Intel Taiwan Network
Intel Vietnamese Group
Network of Intel African Ancestry
Next(gen) Professionals Network
Pacific Islanders of Intel
Partners for Inclusion and Equity
Turkish Employee Network at Intel
Women at Intel Network

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Hiring, Retention, and Progression
In support of our 2030 goals and to continue our goal 
to be a workplace of choice for top talent, we have 
developed a set of programs and initiatives to support 
inclusive hiring, retention, and progression practices.
Through the Intel Scholars Program, we award scholar­
ships to technical women and URM students pursuing 
undergraduate and graduate degrees in STEM fields, with 
the goal of increasing the diverse talent pipeline aligned 
with Intel’s overall hiring needs. The program engages 
internal business units and Intel leaders, as well as 15 
external partners, to provide support to diverse talent, 
including financial scholarships, internships, exposure 
to Intel job opportunities, mentors, networking, research 
insights, and training opportunities. 
Since its launch in 2016, Intel’s confidential employee 
service, the Warmline, has provided employees with 
support to work through personal and professional 
roadblocks and explore different options before they 
consider leaving the company. Employees reach out to 
the Warmline to discuss a variety of concerns, from rela­
tionship problems with their manager to feeling stuck in 
their current position. Warmline advisors listen, provide 
resources such as communication strategies, and assist 
employees on their path to desired opportunities within 
the company. The Warmline provides a robust data set 
to help us identify patterns, locate problem areas, and 
address issues proactively and systemically. In 2019, we 
expanded the Warmline service from the US to Costa 
Rica, Mexico, and Israel, and in 2020 extended real-time 
Warmline support and guidance at scale for our global 
workforce. 87% of employees who used the service in 
2020 have stayed at Intel and 91% would recommend 
it to others. 
In 2021, we will build on these learnings to pilot an 
Executive Warmline and related transition support for 
our senior leaders to advance our 2030 representation 
goal. We will also pilot two additional programs: 
a sponsor-protege program for women and URM leaders 
(targeting  grades 8-11) aimed at increasing promotion 
and development opportunities and improving job 
satisfaction and retention rates; and a “Talent Keepers” 
program aimed at more directly engaging managers of 
Black and African American employees in the US and 
Costa Rica (targeting grades 3-9) in career development 
and progression discussions and initiatives.
Focus on LGBT+ Inclusion
In 2020, we continued our focus on cultivating an inclusive work environment that recog­
nizes LGBT+ employee value, provides competitive benefits, fosters a sense of belonging, 
and promotes growth and opportunities globally. IGLOBE, our LGBT+ employee resource 
group, celebrated its 25th anniversary in 2020. IGLOBE now has 13 chapters globally and 
is supported by the Out and Ally Leadership Council. Each year, we also celebrate inclusion 
through events such as Pride month and Transgender Day of Visibility. Read the blog.
Since 2002, the Human Rights Campaign (HRC) has listed Intel on its Corporate Equality 
Index (CEI), and has given the company the top CEI score of 100 in 16 of those years. 
The CEI recognizes employers that take concrete steps to ensure greater equality for 
LGBT+ workers and their families in the form of comprehensive policies, benefits, and 
practices. Our scores demonstrate our commitment to fostering an inclusive environment 
and supporting LGBT+ employees throughout their experience at Intel. In 2020, Intel 
Guadalajara also earned 100 points and received HRC Equidad MX Certification, awarded 
to companies in Mexico committed to providing LGBT+ inclusion in the workplace.
In 2017, we launched our first LGBT+ self-identify (ID) survey for our US employees and 
expanded this work globally in 2018 by embedding categories for sexual orientation 
and gender identity into our human resources systems. In 2020 we repeated our LGBT+ 
inclusion survey globally and found that 10% of 
respondents identified as being LGBT+ and that 
92% of LGBT+ employees who responded said 
they felt fully included at Intel. However, only 
56% of respondents reported being open about 
their sexual orientation or gender identity at work, 
which indicates we have more work to do in 
building psychological safety in the workplace. 
In 2021 our focus will be on tackling these gaps 
and expanding our self-ID capability globally to 
countries where it is legal and safe to do so and 
to drive education programs for managers and 
employees on the value of self-ID to enable a 
strong data-driven approach to making progress 
in this area.

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Undesired Turnover
Global
Women
3.7%
United States
Women
4.3%
URM4
3.2%
Hispanic
2.5%
African American
4.7%
Native American
2.4%
These figures include all regular Intel employees who voluntarily left 
Intel in 2020, but do not include Intel contract employees, interns, or 
employees who separated from Intel due to divestiture, retirement, 
voluntary separation packages, death, job elimination, or redeployment. 
In 2020, our overall undesired global turnover rate was 4.0%.
4 We define URM to include our Hispanic, African American, and Native 
American employees.
Accessibility and Disability Inclusion
We strive to become a global employer of choice for 
people with disabilities and those caring for family 
members with disabilities by providing a best-in-class 
workplace for advancing accessibility and disability 
inclusion. According to the World Health Organization, 
15% of the world’s population (over 1 billion people) 
have some form of disability and it is estimated that 
70% of disabilities are invisible.5 
The Intel Corporate Accessibility Policy outlines our 
commitment to a culture of accessibility and broader 
impact through our technology. Through our five-pillar 
strategy, we focus on advancing accessible design and 
innovative technology solutions, physical and digital 
accessibility in the workplace, integration of accessibility 
best practices in our culture, use of accessible hiring 
and employee practices, and external engagement 
and collaboration. The Intel Disability and Accessibility 
Network has a presence at 11 of our sites worldwide and 
is supported by the Intel Disability Leadership Council. 
These groups advocate for and work to advance and 
retain our disability community, while amplifying 
awareness both internally and externally.
In 2020, Intel was recognized by DisabilityIN for the 
fourth consecutive year, earned the maximum score 
of 100 in the Disability Equality Index (DEI), and was 
named one of the Best Places to Work for People with 
Disabilities. The DEI, a joint initiative with the American 
Association of People with Disabilities, is a comprehen­
sive benchmarking tool that provides an objective score 
and roadmap on disability inclusion policies and practices. 
In early 2021, Intel joined The Valuable 500, a global CEO 
community focused on advancing disability inclusion 
through business leadership.
In 2020, we developed and launched additional 
employee training on how to create accessible 
communications materials, meetings, and events. We 
added captioning to Intel Executive Leadership events 
and product launches and also created an Assistive 
Technology Toolkit for employees. In addition, Intel 
technology teams have been developing accessibility 
solutions and accessible product design processes. 
For more information, see “Making Technology Fully 
Inclusive” later in this section.
For the fourth consecutive year, we 
earned the maximum score of 100 in 
the Disability Equality Index (DEI).
— Recognized by DisabilityIN
2030 Goal: Accessibility
and Disability Inclusion
Description. Advance accessibility and increase the 
percentage of employees who self-ID as having a 
disability to 10% of our workforce by 2030.
Baseline. 1.4% of Intel’s US workforce self-IDed as 
having a disability as of December 2020.
Progress in 2020. Prior to setting our 2030 goal, 
our efforts to invite employees with disabilities to 
voluntarily self-ID were limited to the US. During 
2020, we began preparing for the global expansion 
of our self-ID process, and also developed our 
maturity model and scaling roadmap to fully embed 
accessibility into our culture and processes globally.  
Looking Ahead. In 2021, we will educate leaders, 
managers, and employees on the value of self-ID and 
will build capability to measure self-ID globally for 
more than 90% of employees in 2022. We will also 
complete our gap analysis and accessibility training 
roadmap, update the Intel Accessibility Policy, and 
take critical steps to further integrate disability 
inclusion into our employee systems and processes. 
5 World Health Organization and Invisible Disabilities Association.
Linking Compensation to Diversity 
and Inclusion Goals
Since 2008, we have linked a portion of our executive 
and employee compensation to corporate responsibility 
metrics, including diversity and inclusion metrics. In 2020, 
we met these metrics, which focused on inclusive hiring 
practices in support of our 2030 workforce inclusion 
goals. In 2021, metrics will support of our 2030 goal 
to double the number of women and URMs in senior 
leadership by achieving a milestone of 1,375 women in 
senior leadership roles globally and increasing by 10% 
the representation of Black/African American employees 
in senior, director, and executive level roles in our US 
workforce. For more information, see our 2021 Proxy 
Statement and the Sustainable section of this report.

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Social Equity
For Intel, social equity means creating a world in which 
all people, regardless of their identity or background, 
have an equal voice, representation, and access to 
opportunities. Our social equity strategy is grounded in 
the Intel Global Human Rights Principles and includes 
programs, strategies, investments, and policy advocacy 
to remove systemic barriers to a fully inclusive workplace 
and society. In 2020, we worked with teams across the 
company to advance and align our social equity work 
across four key areas: people, philanthropy, products, 
and policy.  
People: Driving Equity at Intel
Our social equity strategy begins with leveraging the full 
capabilities across Intel to drive equitable change from 
the inside out. We are taking actions to make progress 
against our 2030 RISE inclusive goals, including adding 
new milestone targets in 2020 to increase US represen­
tation of African American employees at mid, senior, and 
director levels by 30% by the end of 2023. 
We also provide opportunities for our employees to 
learn about and take action on social equity issues. A 
new Social Equity Speaker Series provides employees
with a safe and supportive platform for sharing, 
discussing, and learning about social equity 
challenges and opportunities. 
Philanthropy: Catalyzing Change 
Intel and the Intel Foundation are catalyzing change 
through strategic, community partnerships and engaging 
our employees through skills-based volunteering. 
Intel donated $2.2 million in new grants to nonprofit 
organizations that are advancing social justice and 
anti-racism causes around the world to help address 
systemic and root causes of disparities for marginalized 
groups. The organizations were selected based on input 
from our Network of Intel African Ancestry and the Intel 
Black Leadership Council. In 2020, the Intel Foundation 
also initiated a special $500,000 employee donation 
match campaign entitled “Standing on the Sidelines Is 
Not an Option,” supporting the National Urban League, 
the Center for Policing Equity, the NAACP Legal Defense 
Fund, and Amnesty International. 
Products: Advancing Equity 
Through Technology Solutions
We’re leveraging Intel’s technology expertise and part­
nerships to unleash the power of data and technology 
solutions to advance social equity. Our technologists, 
data scientists, and engineers are conducting research 
for more inclusive, accessible designs for future prod­
ucts. Through the Intel RISE Technology Initiative (IRTI), 
beginning in 2021, Intel employees can submit their 
ideas for technology projects in collaboration with Intel 
customers to positively impact social equity and human 
rights. Our teams are also working to prevent algorithmic 
bias as part of our focus on Responsible AI practices and 
development of inclusive coding language.
Policy: Taking a Stand for Racial Justice
Achieving social equity demands a robust public 
policy framework. Our Intel Global Social Equity
Policy Principles guide our work with governments
and organizations to build a more equitable world 
and advance legislation to combat systemic inequities 
impacting employees and communities globally. In early 
2021, we pledged $5 million to develop a technology law 
and policy center at North Carolina Central University, 
a historically Black college or university (HBCU). See 
“Governance, Ethics, and Public Policy” in this report
to learn more.
Social Equity and Racial 
Justice Collaborations
Intel has provided both financial and in-kind support 
to organizations working to advance social justice and 
anti-racism innovations.
Vera Institute of Justice. Intel and Vera are working 
on programs to improve equitable outcomes for all 
in the criminal justice system.
Living Cities. Living Cities and Intel are equipping US 
city leaders in the Closing the Gap Network with racial 
equity tools and competencies to advance equity across 
government policies and functions.
PolicyLink. Intel and PolicyLink are using data-driven 
strategies and policies to drive economic equity in 
US cities. Additionally, they are developing corporate 
racial equity standards to advance equity as a 
business challenge.
UNESCO. Intel and UNESCO are delivering gender- 
transformative digital skills education and developing 
inclusive anti-racism educational resources for 
educators around the world.
Obama Foundation. Through the Obama Leaders 
program, Intel is equipping changemakers in Africa, 
Asia-Pacific, and Europe with the leadership skills 
and resources they need to drive equity innovation 
in their communities.  
Greater Houston Community Foundation. Intel is 
collaborating with the City of Houston’s Complete 
Communities Initiative to ensure all Houstonians have 
access to quality services, amenities, and opportunities 
for economic mobility.
X-Prize Foundation. Intel and the X-Prize Foundation 
co-developed an X-Prize Racial Equity Alliance to bring 
together leaders, experts, and Intel employees to tackle 
social and racial equity challenges.

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Building a Diverse Technology Industry 
We are committed to supporting the development of a 
more diverse technology industry through investments, 
collaborative initiatives, and research projects. We are 
also focused on inspiring more girls and women and 
underrepresented minorities to pursue and succeed 
in technology careers through education initiatives, 
financial assistance, and internship opportunities.
Alliance for Global Inclusion and Inclusion Index
As part of our 2030 RISE commitments, we committed 
to drive full inclusion and accessibility across the tech­
nology industry by partnering with others to create an 
inclusion index with common metrics and collaborative 
actions to advance progress. Within the technology 
sector, an average of only 11% of senior leadership roles 
are held by women, and women of color only make up 
4% of the computing workforce.1 One key gap identified 
is the lack of consistent and comparable definitions and 
data regarding inclusion at the industry level. 
In 2020, we hosted a series of conversations with 
individuals representing 19 chief diversity and inclusion 
officer (CDIO) teams from across the technology and 
adjacent industries to engage in visioning and planning 
for DEI activities. The result was the launch in 2021 of 
the Alliance for Global Inclusion, a coalition focused on 
creating a shared set of diversity and inclusion metrics. 
These metrics are based on a global survey launched 
by Intel in 2020 to determine the status of diversity 
and inclusion progress at 13 major companies. The 
survey data forms the coalition’s Inclusion Index, which 
serves as a benchmark for companies to track diversity 
and inclusion improvements, provide information on 
current best practices, and highlight opportunities to 
improve outcomes across industries. The coalition, 
initially comprised of Intel, Dell, Snap Inc., NTT DATA, 
and Nasdaq, will work to collectively advance progress 
in four critical areas: leadership representation, inclusive 
language, inclusive product development, and STEM 
readiness in underserved communities. The coalition’s 
goals include using the index to align on a consistent 
systemof measurement to better track progress and 
identify areas of improvement.
Investing in Diverse-Owned Technology Start-Ups 
In June 2015, Intel Capital announced the venture 
industry’s largest-ever commitment to invest in tech­
nology companies led by women and underrepresented 
minorities. Initially envisioned as a five-year, $125 million 
fund, the Intel Capital Diversity Initiative was expanded in 
October 2016 to also invest in start-ups led by entrepre­
neurs living with disabilities, US-based entrepreneurs from 
the LGBT+ community, and US military veterans. In 2020, 
approximately 25% of Intel Capital’s new venture stage 
deals and more than 30% of its new venture stage dollars 
committed were in start-ups led by diverse leaders. 
In August 2020, Intel Capital announced a commitment 
to double its investments in Black founders over the next 
five years, with 15% of our total new deals led by Black 
founders. At the end of 2020, 9% of our new venture 
deals and 15% of our venture dollars committed were 
in companies led by Black founders. Learn more.
Investing in Pathways to the Technology Industry
In 2017, we launched a $4.5 million program with HBCUs 
aimed at increasing the number of Black and African 
American students who pursue electrical engineering, 
computer engineering, and computer science fields. Our  
partnerships with six HBCUs—Howard University, Florida 
A&M, Tuskegee, Morgan State, North Carolina A&T, and 
Prairie View A&M—are yielding results. For example, 
Howard University has seen an increase in enrollment in 
computer science of 55% and in computer engineering of 
47%, and Prairie View has added courses in embedded 
systems, cybersecurity, and AI. 
Intel has partnered with the American Indian Science 
and Engineering Society (AISES) to expand computer 
science education and career readiness in schools in 
Arizona, California, and Oregon that serve Native 
American students. The Intel Next Generation of 
Native American Coders project features a two-
semester course with culturally contextualized lessons, 
hands-on independent projects, mentorship, teacher 
training, equipment and supplies, and more. The aim 
of the initiative is to increase the number of Native 
American students in technology and engineering 
fields in academia and professionally. Intel committed 
$1.32 million to the AISES “Growing the Legacy” 
scholarship program for the 2017-2021 school years 
to provide financial support for 40 Native American 
university students.
Intel is a founding member of the Reboot Representation 
Tech Coalition, formed and spearheaded by Melinda Gates’ 
incubation company, Pivotal Ventures. The initiative aims 
to align existing philanthropic donations and increase 
funding to double the number of women of color graduat­
ing with computing degrees by 2025. Coalition members 
have pledged more than $12 million to reach this goal. 
1 Source: “Rebooting Representation.”

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Supplier Diversity and Inclusion
Just as we value diversity and inclusion to foster 
innovation within Intel, we know that diverse suppliers1 
provide new perspectives and solutions to improve the 
ways in which Intel operates. Our vision to grow a diverse 
and inclusive global supply chain includes increasing our 
annual spending with diverse-owned suppliers, as well 
as working with others to expand and enable inclusive 
sourcing practices across the industry. 
We achieved our 2020 goal of spending $1 billion 
annually with diverse suppliers and reached $279 
million spending with women-owned businesses globally. 
As part of our 2030 RISE goals, we are building on this 
foundation to double our annual spending with diverse 
suppliers and expand our inclusive sourcing programs 
and partnerships to more countries. 
Inclusion of diverse-owned suppliers is built into our 
operations and outlined in our Supplier Diversity Policy. 
We have integrated requirements for including diverse 
suppliers into our supplier bidding, selection, and man­
agement processes, and in our Supplier Continuous 
Quality Improvement (SCQI) award. We apply these 
expectations and requirements to tier 12 suppliers, 
and we also expect our non-diverse suppliers to report 
their own spending with diverse-owned suppliers and 
subcontractors. In 2020, 74 of our top non-diverse 
suppliers reported their tier 22 diverse spending, a 
15% increase from 2019. We also created a Quick
Start Guide for other companies describing how to 
create a supplier diversity program. 
2030 Goal: Supplier Diversity 
and Inclusion  
Description. Increase global annual spending with 
diverse suppliers by 100% to $2 billion.  
Baseline. $1 billion in annual spending with diverse 
suppliers as of January 1, 2020.
Progress in 2020. At the end of 2020, we had 
increased our annual spending to $1.2 billion, 
advancing us on our path to achieve our 2030 goal. 
Looking Ahead. To help us reach our 2030 goal, we 
have set important additional milestones: to spend 
$500 million annually with women-owned suppliers 
outside the US by the end of 2025 and $800 million 
annually with minority-owned suppliers globally by 
end of 2023, including $250 million with US Black-
owned suppliers. 
We put these milestones in place to advance racial 
and gender economic equity in light of the issues 
highlighted over the past year. We are expanding 
opportunities for diverse-owned companies to 
compete for new business and increase their 
positive impact in their communities.
“As we continue to increase our 
collaborations with suppliers 
who are women, minority, LGBT+, 
people with disabilities, and 
veteran-owned business, we 
will be able to harness our 
combined intellects to advance 
Moore’s Law and create 
leadership products.”​
— Dr. Randhir Thakur,
Intel Chief Supply Chain Officer
1 We recognize certified diverse suppliers as businesses that are at least 51% owned, operated, and controlled by any of the following categories: 
women; minorities as recognized by the country where the business was established; veterans/military service-disabled veterans; persons who are 
lesbian, gay, bisexual, or transgender; or persons with disabilities. 
2 “Tier 1 suppliers” are companies from which Intel makes direct purchases. “Tier 2 suppliers” are companies from which Intel’s tier 1 suppliers make 
direct purchases.

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Supplier Feature: Jordan IP Law, LLC
In 2004, Intel joined more than 100 other corporations to call for 
concrete action to promote diversity in the legal profession, in 
support of our belief that our interests are best served by legal 
representation that reflects the diversity of our employees, 
customers, and the communities where we do business. Many 
corporations and law firms have made progress since then, and 
we believe that Intel’s outside counsel roster is among the most 
diverse in the US. However, progress has been slow for the legal 
profession overall. In an effort to accelerate progress, we adopted 
in 2019 what we call the Intel Rule: As of January 1, 2021, Intel will 
not retain or use outside law firms in the US that are average or 
below average on diversity. Firms will be eligible to do legal work 
for Intel only if at least 21% of the firm’s US equity partners are 
women and at least 10% of the firm’s US equity partners are 
underrepresented minorities.3 
Based in Washington, DC, Jordan IP Law, LLC (JIPL) is the largest 
Black-owned patent law firm in the US. The firm is a certified 
Minority Business Enterprise (MBE) and an active member of the 
National Association of Minority & Women Owned Law Firms 
(NAMWOLF). JIPL is focused exclusively on providing strategic 
guidance, counseling, and portfolio management in areas relating 
to patent and trademark law. JIPL has provided patent legal services 
to Intel since the firm’s founding in 2009. Intel has reinforced the 
growth of JIPL by providing valuable insight on best practices in 
portfolio management and assigning high-priority matters to the 
firm. Intel also served as a client reference for JIPL’s designation 
as a Top 100 MBE by the Capital Region Minority Supplier 
Development Council in 2018.
According to the firm’s founder, Del Jordan, operating as a Black-
owned law firm has been daunting at times. The challenges have 
included overcoming negative stereotypes in a technically complex 
field, but the firm continues to push through obstacles. JIPL has 
provided critical support to Intel’s in-house counsel, innovators, and 
business professionals, and JIPL’s multicultural workforce makes 
the firm a crucial partner in Intel’s commitment to diversity.
3 For this purpose, we define equity partners to include those whose race is 
other than full white/Caucasian, and partners who have identified as LGBT+, 
disabled, or veterans. 
Collaborating to Drive Change Globally 
Over the past decade, we have partnered with other companies, NGOs, and governments to create 
opportunities for diverse suppliers, including hosting supplier workshops and collaborating on country- 
level certification standards. This work has included our partnership with NGOs and certifying bodies, 
such as WeConnect International, a global network that connects women-owned businesses to qualified 
buyers around the world. In 2019, Intel drove the new Women Business Enterprise Certification in Japan 
in partnership with WEConnect International, Accenture, and Johnson & Johnson. During 2020, we 
engaged with a number of governments and industry groups to help drive integration of supplier 
diversity into public procurement processes, including the UK. We also partnered with organizations 
like WeConnect International to deliver virtual workshops to diverse-owned suppliers globally to build 
capabilities and increase access to procurement opportunities. In addition, we shared with companies 
across other industry sectors our best practices on how to set up or expand supplier diversity programs 
and processes globally.
Learn more about Intel’s efforts to create opportunities for diverse-owned businesses around the world 
to thrive. 
United States
Canada
Mexico
Costa Rica
Brazil
South Africa
Australia
Malaysia
Singapore
Hong Kong
Taiwan
Japan
South Korea
China
India
Kenya
Israel
Turkey
Nigeria
Spain
France
Germany
Netherlands
Ireland
United
Kingdom
Invest in Supplier Diversity
Around the World
Switzerland
Intel’s Supplier Diversity and Inclusion program grew to 26 countries/regions, and we continue our work with NGOs to identify and 
certify potential suppliers.

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Making Technology Fully Inclusive 
and Expanding Digital Readiness
We are committed to our 2030 global challenge to 
advance inclusion and accessibility for millions of people 
who currently do not have the technology skills or 
resources needed to access educational, economic, and 
community resources in our increasingly digital economy. 
During 2020, we began work to build and scale a number 
of programs and collaborations with our customers, 
governments, and other stakeholders in the areas of 
technology access and online learning, digital skills and 
readiness, accessible product design, and technology 
applications to advance social equity and human rights. 
In 2021, our expanded Intel RISE Technology Initiative 
will help accelerate and fund collaborative projects with 
Intel customers and other partners in these areas.
Expanding Technology Access
We partnered with schools, ecosystem partners, 
local governments, teachers, and device manufacturers 
to distribute laptops and bolster connectivity in 
communities, providing a solutions-based online 
learning approach to a million students globally. In the 
US, we provided a remote learning solution to students 
in over 15,000 families representing 45 school districts 
that serve Title 1 students. Working with First Book, 
CDW, and other partners, we launched the Creating 
Learning Connections Initiative, providing students and 
educators access to critical tools and resources, including 
Internet connectivity, technology devices, and hands-on 
STEAM learning solutions. For example, the Casa Blanca 
Community School on the Gila River Indian Reservation 
in Arizona was able to transform learning for its students 
during the pandemic with the support of this program. 
Learn more. 
Digital Readiness Partnership Programs
Intel® AI For Youth. Intel launched a comprehensive 
artificial intelligence (AI) readiness program, Intel® AI 
For Youth, in 2019. Driven in partnership with govern­
ments and academic partners worldwide, the program 
empowers youth to create their own social impact 
projects by enabling them to acquire technical skills 
in data science, computer vision, and natural language 
processing, as well as social skills focused on AI ethics 
and biases, and AI solutions-building.
As part of our 2030 goals, we are committed to scale the 
program in partnership with 30 governments and 30,000 
institutions worldwide to empower more than 30 million 
people with AI skills training for current and future jobs.
In 2020, through strong partnerships, we expanded the 
Intel AI for Youth program—reaching more than 100,000 
youths from more than 5,000 institutions in the US, 
China, India, Indonesia, South Korea, Singapore, Russia, 
the UK, Poland, Germany, and Israel. Participating youths 
learned how to create social impact projects solving 
various problems on AI. Examples of projects included 
“Online Class AI Helper,” an AI program that uses a webcam 
to monitor students’ behavior in remote learning classes; 
the “Mask Unadopted Protection” project, which sends 
reminders to phones of people not wearing COVID-19 
masks; and “AI Sign Language Translator,” which helps 
people with hearing disabilities by recognizing Polish 
sign language (called PJM alphabet letters) in real time 
using computer vision technologies.
Together with partners in government, business, 
and academia we set a Guinness World Record for 
most users to take an online AI lesson in 24 hours, 
as part of the AI for Youth Virtual Symposium. We 
also began expansion of the program to address work­
force readiness skills. Intel and the Maricopa County 
Community College District (MCCCD) launched the first 
Intel-designed AI associate degree program. This was 
a timely effort, as recent studies show the demand for 
AI skills is expected to grow exponentially; a 2020 
LinkedIn report noted that AI skills are one of the top 
five most in-demand hard skills, and research by the 
MCCCD Workforce and Economic Development Office 
estimated an increase of 22.4% for these roles by 2029. 
In addition, we launched the Intel® Digital Readiness 
for Leaders program for government leaders in India, 
Poland, and Costa Rica. The program enabled govern­
ment leaders and policy makers to learn about a range 
of emerging technologies such as AI and the Internet 
of Things for good governance and impact. 
Students at Chandler-Gilbert Community College, part of the Maricopa 
Community College District.

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During 2021, we are building additional partnerships with 
governments and academia worldwide to expand a full 
digital readiness portfolio, covering citizens as well as 
the current and future workforce for a broader range 
of emerging technologies. 
Intel® Future Skills. Using a design-thinking methodology 
and hands-on learning approach, the Intel® Future Skills 
program gives students the framework needed for a 
lifetime of problem solving and discovery through 
Science, Technology, Engineering, Arts, and Math (STEAM) 
learning. Through the program’s learning platform, made 
up of over 25 projects with 40 hours of content, students 
are challenged with hands-on, real-world innovation 
projects that encourage them to think differently, fail 
fast, and develop a growth mindset. Our unique model, 
Our goal is that every client computing platform we 
produce expands accessibility for more people than the 
platform before, with experiences designed in collabo­
ration with people with disabilities. By 2030, all Intel user 
experience teams will have adopted inclusive design and 
research processes with relevant operational research 
support. In 2020, our teams began projects exploring 
accessible computing usages such as assistive touch 
to speech (providing spatial awareness for blind or 
visually impaired computer users) and indoor way-
finding (providing navigation assistance for blind or 
visually impaired people in public spaces). 
An artificial intelligence (AI) researcher and his team 
designed an Intel-powered, voice-activated backpack 
that can help people with visual impairments navigate 
and perceive the world around them. The backpack helps 
detect common challenges such as traffic signs, hanging 
obstacles, crosswalks, moving objects and changing 
elevations. Learn more.
Technology to Advance Social Equity
Intel joined a coalition aimed at advancing the One 
Million Connected Devices Now movement and pro­
viding $25 million to address the digital divide and 
COVID-19-related challenges to ensure students can 
continue to learn virtually. The coalition is led by Procter 
and Gamble and also includes Dell, Microsoft, Fidelity, 
Dow Jones, PNC Bank, PolicyLink, Walmart, and Comcast.
To also help address remote learning challenges during 
the pandemic, the city of Houston worked closely with 
Intel, Microsoft, and T-Mobile to bridge the gap between 
students and their education. Some 25% of students in 
Texas don’t have access to technology and 20% of 
Houston students live below the poverty line. The 
support provided by Intel helped the city understand 
educational and community needs to bring digital skills 
and training to students and communities. Working with 
Intel’s strategic partners, students and their families who 
qualified received T-Mobile Internet connectivity to the 
greater community and resources. 
which combines technical and social emotional learning, 
enables students to recognize and understand the people 
they are creating for by building essential empathy and 
communication skills. In 2020, Intel volunteers delivered 
hundreds of Intel Future Skills project kits to Oregon 
schools, where youth picked them up to keep their cre­
ativity going during the pandemic. 
Accessible Product Design 
Technology is an increasingly critical part of everyone’s 
lives, and accessible technology allows people to acquire 
education, have a career, use government services, make 
purchases, pursue hobbies, and so much more. Access to 
information and communications technologies is defined 
as a basic human right in the United Nations Conventions 
On The Rights Of Persons With Disabilities. 
Million Girls Moonshot 
While many efforts have aimed to close gender and racial gaps in 
STEM, persistent inequities remain. Substantial progress requires 
transformational initiatives, such as the Million Girls Moonshot 
(MGM). Through MGM, the Intel Foundation is partnering with 
the STEM Next Opportunity Fund (legacy organization of the 
Robert N. Noyce Foundation), the Gordon and Betty Moore 
Foundation, and the Charles Stewart Mott Foundation to trans­
form the trajectory of women and girls in STEM. The movement 
primarily focuses on gender, but also seeks to create STEM 
gains among diverse racial, ethnic, and socioeconomically 
underserved groups.
The MGM movement builds on the success of the Intel She Will 
Connect initiative, which has focused on interventions in middle 
school, when girls often decide whether to pursue coursework 
essential to technology careers. Since 2017, the Intel Foundation 
has invested $3.25 million in grants, with proven results through 
positive, hands-on STEM experiences for middle school girls 
and their families. Over the next five years, the MGM movement 
will expand to reach and collectively engage 1 million more girls 
through innovative, high-quality STEM capacity in all 50 US 
states. MGM is a first-of-its-kind movement on a national scale.

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We aspire to be a global leader in sustainability and enable our customers 
and others to reduce their environmental impact through our actions and 
technology. Our long-standing commitment to environmental leadership 
helps us achieve efficiency, reduce costs, and respond to the needs of 
our customers and community stakeholders. We invest in environmental 
projects and set company-wide environmental targets, seeking to drive 
reductions in greenhouse gas emissions, energy use, water use, and 
waste generation. We also work with others to expand the technology 
“handprint”—to accelerate the application of technology to reduce 
climate impact across the global economy.
Sustainable
7.1B gallons of water saved
We conserved 7.1 billion gallons of water internally and 
invested in water restoration projects that restored more 
than 1.3 billion gallons during 2020. These both advanced 
us toward our goal of net positive water use, resulting in 
90% of fresh water usage returned or restored in 2020.
82% green power globally 
In 2020, we significantly increased our renewable energy 
supply and purchases, from 71% to 82% globally, including 
100% in the US, Europe, Israel, and Malaysia. Over the last 
five years, we’ve purchased more than 26 billion kWh of 
green power, enough to power more than 2.4 million 
US households for one  year.1
5% total waste to landfill  
During 2020, we sent approximately 5% of our total waste 
to landfill and continue to work toward our goal of zero 
total waste to landfill by 2030. At the end of 2020, circular 
economy practices were applied to 63% of our manufacturing 
waste streams via reuse, recovery, or recycling.
1 Based on average US household energy usage figures published by the 
US Energy Information Administration.

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Sustainable: Our Approach
2030 RISE:  Sustainable Goals, 
Initiatives, and Global Challenges
GLOBAL CHALLENGE: 
Achieve carbon neutral computing to address climate change.
TECHNOLOGY INDUSTRY INITIATIVES:
Sustainable Manufacturing. Create a collective approach to reducing 
emissions for the semiconductor manufacturing industry and increase 
the use of technology to reduce climate impact in global manufacturing.  
Sustainable Chemistry. Enable greener and circular chemistry strategies 
across the technology industry value chain by transforming chemical 
footprint methodology. 
OPERATIONAL AND SUPPLY CHAIN GOALS:
100% Green Power. Achieve 100% renewable energy use across our 
global manufacturing operations.  
Energy Conservation. Conserve 4 billion kWh of energy.
Emissions Reductions. Drive a 10% reduction in our absolute Scope 1 
and 2 carbon emissions as we grow, informed by climate science.
Product Energy Efficiency. Increase product energy efficiency 10x for 
Intel client and server microprocessors to reduce our Scope 3 emissions.
Net Positive Water. Achieve net positive water use—by conserving 60 
billion gallons of water and funding external water restoration projects.
Zero Total Waste to Landfill. Achieve zero total waste to landfill and 
implement circular economy strategies for 60% of our manufacturing 
waste streams in partnership with our suppliers.
Through conservation, strong collaboration, and 
application of technology, we have long worked to 
reduce the environmental impact of our operations. 
We have also partnered with governments, other compa­
nies, our suppliers, and nonprofits to help others reduce 
their own environmental impacts. Our 2030 RISE goals 
help answer the call for even more urgent action by 
expanding our efforts to achieve carbon neutral 
computing to further address climate change on a 
global scale. 
Our new goals include achieving net 
positive water use, 100% renewable power, 
zero total waste to landfill, and additional 
absolute carbon emissions reductions, even 
as we continue to expand our manufacturing 
capacity. They also include creating a collec­
tive approach to reduce emissions across 
the semiconductor industry, increasing the 
use of technology to reduce climate impact. 
We recognize that solving the world’s 
environmental challenges requires broad, 
collective action—action that starts with 
individuals. For that reason, we have long 
encouraged our employees’ passion for 
the environment by supporting sustainability 
projects within the company and our local 
communities. Since 2008, we have also 
linked executive and employee compen­
sation to corporate responsibility factors, 
including environmental metrics related 
to energy and water conservation, waste 
reduction, and completion of water resto­
ration projects. 
We believe that Intel’s position in the 
technology ecosystem, our wide range 
of technology, and the passion of our 
employees will enable us to form critical 
partnerships, develop new approaches, 
and make significant progress over the 
next decade and beyond.

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Environmental Management
Unlike many companies in the electronics industry that 
outsource their production, we manufacture the majority 
of our products in our own wafer fabrication facilities. 
As a result, Intel’s direct environmental footprint is more 
significant than those of our “fab-less” competitors, 
whose manufacturing footprints sit in their supply chains. 
This business model also gives us a unique advantage 
when it comes to integrating sustainable practices, 
as we have direct control over manufacturing processes.
Governance and Management 
The Intel Code of Conduct, Climate Change Policy, 
Global Water Policy, and Environmental, Health, and
Safety Policy guide our sustainability strategy and help 
us set goals. We consider environmental impact when 
we select sites, design buildings, set performance 
levels for manufacturing tools, and establish goals 
for production processes. 
For over a decade, Intel has maintained multi-site, third- 
party-verified ISO 14001 registration to evaluate the 
effectiveness of our environmental management system. 
Our Corporate Energy management system follows the 
ISO 50001 Energy Management standard; to date, we 
have received third-party ISO 50001 accreditation for 
five of our 12 manufacturing sites. To minimize our 
emissions of particulate matter (PM) including particulate 
matter less than 2.5 microns (PM2.5), volatile organic 
compounds (VOCs), hazardous air pollutants (HAPs), 
nitrogen oxides (NOx), and carbon monoxide (CO), we 
use emissions reduction strategies, including abatement 
equipment such as thermal oxidizers, wet electrostatic 
precipitators (WESPs), wet scrubbers, and ultra-low 
NOx burners.
We also regularly complete environmental, health, 
and safety (EHS) program self-assessments to validate 
site-level EHS compliance. In addition, our senior 
corporate EHS professionals partner with legal counsel 
to complete internal audits related to compliance, man­
agement systems, and business risk at various Intel sites. 
The audits include in-depth documentation and records 
reviews, interviews with site leadership, and physical 
inspections related to EHS compliance.
Key to our chemical management strategy is a 
comprehensive review of materials, which starts with a 
regulatory search of all applicable chemical regulations 
and use restrictions. The search includes Intel-specific 
restrictions (which often go beyond regulatory require­
ments), and local and global regulations. We then identify 
the environmental and safety controls needed to protect 
personnel and the environment during a chemical’s 
intended use. In addition, in January 2021 we launched 
new chemical management software systems to improve 
employee access to hazard information and increase 
the efficiency and quality of EHS review of new chemical 
introductions.
On an annual basis, we report Intel’s emissions, waste 
transfers off-site, and treatment of reportable chemicals 
in the US in accordance with state and US Environmental 
Protection Agency (EPA) regulations.
To better understand how Intel compares to others in 
our industry, we regularly benchmark our environmental 
performance with semiconductor and other large compa­
nies. To build a supportive policy environment for private 
sector leadership on climate change, Intel participates 
in organizations such as the Center for Climate and 
Energy Solutions (C2ES), the American Council for 
an Energy-Efficient Economy (ACEEE), and the 
Alliance to Save Energy (ASE). We also engage with 
our suppliers on sustainability issues to help them 
reduce their climate and water impacts, reduce waste 
and identify circular solutions, advance green
chemistry and footprinting practices, and identify 
collaboration opportunities. 
To learn more, see “Public Policy and Political 
Accountability” and  “Supply Chain Responsibility” 
in the Our Business section of this report.
EHS Compliance Reporting Data
Year
Number of NOVs
Fines or Fees
2016
8
$0
2017
11
$8,075
2018
8
$1,600
2019
7
$400
2020
9
$7,086
In 2020, officials made 130 visits (including audits and inspections) 
to Intel sites across the globe, including 46 health and safety agency 
inspections, 30 fire protection agency inspections, and 54 environmental 
agency inspections. Intel received five environmental Notices of Violation 
(NOVs) and four fire protection-related NOVs in 2020. Details on NOVs 
are provided in the Appendix of this report, and previous NOV data can 
be accessed on our Report Builder website. Senior management reviews 
all NOVs to ensure that root cause corrective actions for all identified 
concerns are put in place and tracked to completion.
Intel’s Ocotillo manufacturing campus in Chandler, Arizona.

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For more than a decade, we have collaborated with 
suppliers and customers to work toward eliminating 
lead and halogenated flame retardants from our prod­
ucts. While legislation does not require the elimination 
of halogenated flame retardants, Intel has played a role 
in facilitating industry consensus around low-halogen 
practices. We engage with industry committees on the 
development of materials declaration, test methods, 
and eco-design standards. Intel leads several global 
environmental regulation influencing and harmonization 
efforts within multiple industry trade associations. 
We also meet the requirements of the European 
Union’s Registration, Evaluation, Authorization, and 
Restriction of Chemicals (REACH) regulation and comply 
with applicable product ecology regulations. When 
we must use hazardous materials, we take steps to 
ensure that they are handled safely from the time they 
enter our operations until they are properly disposed 
of or recycled.
Managing electronic waste (e-waste) such as computers, 
monitors, and phones is a global concern. Most of our 
products—including motherboards, microprocessors, 
and other components—fall within the scope of e-waste 
laws when they are incorporated into a final product, 
generally by an original equipment manufacturer (OEM). 
As such, we work with OEMs, retailers, customers, and 
others to identify shared solutions for used electronics. 
We also take steps to integrate environmental consid­
erations into the design of our products to minimize 
environmental impacts of electronics at their end of life.
The Electronic Product Environmental Assessment 
Tool (EPEAT) rating system is designed to help purchasers 
in the public and private sectors evaluate, compare, and 
select electronic products based on environmental 
leadership and corporate social responsibility attributes. 
We support the development and use of EPEAT by par­
ticipating in EPEAT standards development committees 
and providing information about EPEAT conformance to 
channel partners and customers.
Smart and Green Building Practices 
Our engineers have long incorporated green design into the new 
construction and renovation of our facilities, which helps us achieve 
efficiencies in energy consumption, water use, and recycling. We 
also partner with companies and nonprofits to expand the number 
of manufacturers implementing green building practices. We have 
achieved LEED certification for more than 17.9 million square feet 
of space in 50 buildings. Since 2015, we have achieved LEED Silver 
certification on one building, LEED Gold on six, and LEED Platinum 
on three buildings. We have incorporated many innovative energy 
conservation and heat recovery technologies into our new buildings, 
along with water conservation and recovery technologies for our 
new fabs and offices. 
We continue to install smart lighting systems in our buildings. 
At our warehouse in Malaysia, our smart lighting system upgrade 
resulted in 111% brighter floor space and 62% lower energy bills. 
The custom-designed Internet of Things lighting solution, which 
includes 400 dimmable lights, is powered by Intel Atom® processors 
and Intel® Quark™ microcontrollers, which feed data into an energy 
management unit. Calf-level motion sensors at the entrance and 
exit of each warehouse aisle trigger overhead parabolic lights. 
When warehouse employees walk or drive by in carts to collect 
items from storage bins, the lights turn on. The lighting solution
is now commercialized and available to customers worldwide.
Intel also partners with a robust ecosystem of equipment manufac­
turers and systems integrators to deliver a new generation of smart 
building solutions built on interoperable, secure, and scalable Internet 
of Things technologies and advanced data analytics—at the network 
edge. Read more about smart buildings with Intel® Internet of 
Things technologies.
Product Ecology
Intel’s vision is to avoid the use of substances in our products that 
could harm the environment or human health, and to ensure that 
we act responsibly and with caution. Intel material restrictions are 
based on consideration for legal requirements, international treaties 
and conventions, and specific market requirements.
Linking Compensation and 
Financing to Environmental 
Performance
Our employees play key roles in enabling Intel 
to achieve our 2030 sustainability goals. Since 
2008, we have linked a portion of executive 
and employee compensation to corporate 
responsibility factors. Our 2020 bonus included 
environmental-related metrics aligned to our 
2030 goals focused on climate and water, 
including: conserving more than 5 billion 
gallons of water in our operations, restoring 
more than 1 billion gallons of water to our 
local watersheds, and increasing use of 
renewable energy to 75% globally. We 
exceeded each of the targets, conserving 
7.1 billion gallons and restoring 1.3 billion 
gallons of water, and reaching 82% renewable 
energy use globally. In 2021, environmental 
metrics include conserving 125 million kWh 
of energy and 7.5 billion gallons of water
in our operations, and restoring 1.5 billion 
gallons of water to local watersheds. For 
more information, see our 2021 Proxy
Statement and the Our Business and 
Inclusive sections of this report.
In early 2021, we also integrated sustainability 
metrics into our financing activities for the first 
time. We entered into a $5 billion, five-year 
variable-rate revolving credit facility which, 
if drawn, is expected to be used for general 
corporate purposes. The interest rate is subject 
to adjustment if we achieve, or fail to achieve, 
certain annual energy and water conservation 
targets established to maintain our progress 
toward our 2030 corporate responsibility 
goals on energy and water. We believe that 
at the time of closure, it was the largest 
sustainability-linked credit facility executed 
to date by a technology company.

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Climate and Energy
Climate change is a serious environmental, economic, 
and social challenge. We focus on reducing climate risks 
related to our direct climate “footprint”—the emissions 
resulting from our own operations, our supply chain, 
and the marketing and use of our products. We also 
focus on increasing our “handprint”—identifying ways 
that Intel technologies can help others reduce their 
footprints, including Internet of Things solutions that 
enable intelligence in machines, buildings, supply chains, 
and factories, and make electrical grids smarter, safer, 
and more efficient. Our Climate Change Policy outlines 
our formal position on climate change and our policy 
advocacy principles.
Reducing Our Operational Carbon Footprint
For over two decades, Intel has set aggressive green­
house gas (GHG) reduction goals to conserve energy and 
minimize air emissions. Since 2000, our Scope 1 and 2 
emissions have decreased by about 28% on an absolute 
basis, even as we expanded our manufacturing capacity 
significantly. We collaborate with others in the semicon­
ductor and other manufacturing industries to identify 
new and innovative approaches to reduce emissions. For 
more information, see “Sustainable Manufacturing and 
Chemistry Initiatives” later in this section.
Energy Conservation
Reducing operational energy use is core to Intel’s overall 
climate strategy and our 2030 goals. We conserved more 
than 4.5 billion kWh of energy between 2012 through the 
end of 2019, also resulting in cumulative savings of more 
than $500 million. 
Our energy management systems follow the international 
ISO 50001:2018 Energy Management System standard. 
Although energy conservation opportunities are present 
across the spectrum of Intel’s manufacturing operations, 
we have identified strategic investment areas in efficient 
lighting, chilled water cooling, compressed air, and heat 
recovery and electrification. Read the blog. 
2030 Goal: Energy Conservation
Description. Achieve cumulative energy savings 
of 4 billion kWh from 2020 to 2030.
Baseline. Progress measured from baseline of 
Jan. 1, 2020.
Progress in 2020. In 2020, we invested in projects 
that enabled us to conserve approximately 
161 million kWh of energy.
Looking Ahead. In 2021 we plan to invest in new 
projects that will conserve an additional 125 million 
kWh of energy. 
Alignment with TCFD
We have leveraged the framework developed by the Task 
Force on Climate-Related Financial Disclosures (TCFD) 
to communicate our approach to climate governance, 
strategy, risk management, and metrics and targets. 
In terms of governance and strategy, we follow an 
integrated approach to addressing climate change, 
with multiple teams responsible for managing climate-
related activities, initiatives, and policies, including 
manufacturing and operations, government and public 
affairs, supply chain, and product teams. Senior executives 
and the Board’s Corporate Governance and Nominating 
Committee review strategies and progress toward goals.  
We describe our overall risk management processes in 
our 2021 Proxy Statement, and we describe our climate- 
related risks and opportunities within this report; in our 
Climate Change Policy; in the “Risk Factors” section of 
our 2020 Annual Report on Form 10-K; and in our most 
recent CDP Climate Change survey, which is available 
on our Report Builder website. Regarding metrics and 
goals, for two decades we have set aggressive GHG 
reduction goals, and we continue to build on this through 
our new 2030 climate goals. We employ a variety of 
climate-related assessments and scenarios across 
multiple aspects of our business; however, we have not 
yet completed a formal climate-related scenario analysis 
in line with TCFD guidelines. In 2020, we continued to 
assess approaches for incorporating climate scenario 
analysis into our existing risk and opportunity assessment 
processes and plan to conduct a formal scenario analysis 
in 2021.
A more detailed mapping of our climate disclosures 
aligned with the TCFD and Sustainability Accounting 
Standards Board (SASB) framework is included in 
the Appendix.
1 For detail on our Normalized Production Index, see “About this Report” 
in the Appendix.
Energy Use
5.4
1.0
0.02
6.7
1.6
0.02
7.8
1.8
8.8
1.8
0.01
0.01
5.9
1.4
0.01
Natural Gas/Liquefied
Petroleum Gas
Electricity
Diesel Fuel
4
0
0
150
100
50
Billion Kilowatt–Hours
10
8
6
2
2020
2016
2018
2019
2017
Normalized Production Index 
(Year 2015 = 100)1
107
90
74
68
69
Energy Use – Normalized
Our 2020 absolute energy use increased 11% compared to 2019 due 
to our manufacturing growth around the world. In 2020, approximately 
83% of our global energy use was grid energy (electricity).

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2030 Goal: Scope 1 and 2 GHG Emissions
Description. Drive a 10% reduction in our absolute Scope 1 and 2 GHG emissions from 2020 to 2030. 
Baseline. The percent reduction will be measured from our 2019 full-year emissions. Our combined Scope 1 and Scope 2 
GHG emissions in 2019 were 2.88 million metric tonnes of CO2e. 
Progress in 2020. Through the end of 2020, we maintained Scope 1 and 2 emissions roughly flat to the 2019 baseline, 
even with significant manufacturing growth. 
Looking Ahead. In 2021, we will continue to take action on emissions reduction strategies focused on emissions abate­
ment, continued investments in renewable electricity, process and equipment optimization, and energy conservation.
2020 GHG Emissions Reported by Category 
(metric tonnes of CO2e)
Scope
Emissions
Notes
Scope 1 (Direct) 
Emissions
1,973,000
Manufacturing process, 
onsite fuel combustion, 
refrigerants, onsite fleet/
air travel
Scope 2 (Indirect,
Electricity) 
909,000
Market-based method;1  
includes renewable energy 
purchases.
Scope 1 and 2 Total
2,882,000
Scope 3 Total
29,866,000
Indirect/value chain.
Leased Vehicles 
and Commuting
296,000
Employee leased vehicles 
and commuting.
Logistics and 
Distribution
189,000
Upstream and downstream 
transport and distribution.
Employee Business 
Travel
24,000
Air travel, car rentals, 
and hotel stays.
Supply Chain
4,484,000
Represents the 2020 
estimate based on key 
suppliers’ 2020 CDP Climate 
Change Questionnaire 
information.
Capital Goods
93,000
Extraction, production, and 
transport of capital goods 
purchased.
Fuel and Energy 
Related Activities
95,000
Impacts related to 
extraction, production, 
and transportation of fuels 
and energy purchased, not 
already included in Scope 1 
or 2. Market-based method.2
Waste Generated
in Operations
7,000
Disposal and treatment 
of waste generated in our 
operations.
Product Energy 
Usage
24,407,000
Represents the GHG 
emissions of the product 
lifetime (5,596,000 metric 
tonnes of CO2e annualized).
Processing of
Sold Products
271,000
Processing of intermediate 
products sold to down-
stream manufacturers.
1 Location-based method Scope 2 emissions (does not account for any 
renewable energy purchases) = 3,700,000 metric tonnes CO2e/year. 
2 Market-based method includes renewable purchases. Location-
based method emissions (does not account for any renewable energy 
purchases) = 253,000 metric tonnes of CO2e/year. 
Scope 1 + 2 GHG Emissions
0.47
0.65
0.24
0.27
0.52
0.97
0.26
0.30
0.72
0.69
1.12
0.47
0.33
0.70
1.30
0.55
0.96
0.91
0.68
0.33
Scope 1: Combustion
Scope 1: Perfluorocarbons (PFCs)
Scope 2 (Electricity –
Market-Based)
Scope 1: Other
Scope 1+2 Emissions – 
Normalized
1.0
0.0
Million Metric Tonnes CO2e
3.0
2.5
2.0
1.5
0.5
2020
2016
2018
2019
2017
Normalized Production Index 
(Year 2015 = 100)
0
150
100
50
84
72
64
59
95
Our combined Scope 1 (direct) and Scope 2 (indirect) GHG emissions 
remained roughly flat on an absolute basis in 2020 to the 2019 baseline, 
even with manufacturing growth. With the kick-off of our 2030 goal, we 
refined our GHG inventory in 2019 and 2020, including adding sources 
that were previously considered insignificant and changes to global 
warming potentials. 2019 figures have been updated to reflect this.
Our emissions calculations are based on Global Reporting Initiative 
Standards, the World Resources Institute/World Business Council for 
Sustainable Development’s The Greenhouse Gas Protocol: A Corporate 
Accounting and Reporting Standard, and internal criteria defined by Intel 
management. Additional GHG emissions reporting is publicly available in 
our CDP questionnaire response on our Report Builder website.
Intel GHG Emissions – Where Are We Headed?  
Scope 1 + 2 GHG Emissions
3
1
Scope 1+2 GHG Emissions
Million Metric Tonnes CO2e
4
2
2030
2010
2020
2000
IPCC Reduction Target (80% from 2020)
Scope 1+ 2 GHG (Market-Based) Emissions
We have tracked our Scope 1 and Scope 2 emissions over the past 
two decades against a science-based reduction target of 80% from 
2000 levels by 2050. In recent years, our absolute GHG emissions have 
increased due to significant growth. Since 2000, our Scope 1 and 2 
emissions have decreased by about 28% on an absolute basis, even as 
we expanded our manufacturing capacity significantly. We are committed 
to driving reductions through our 2030 RISE goals, as well as through 
collaboration with others in the semiconductor and other manufacturing 
industries. For more information, see “Sustainable Manufacturing and 
Chemistry Initiatives” later in this section.

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Renewable and Alternative Energy
In addition to conserving energy, we invest in purchasing 
green power and on-site alternative energy projects that 
provide power directly to Intel buildings. Over the last 
five years, Intel’s renewable energy supply and renew­
able energy attribute purchases have totaled more than 
26 billion kWh of green power, enough to power more 
than 2.4 million US households for one year,2 including 
7.2 billion kWh purchased in 2020. 
Over the last decade, Intel’s alternative energy installations 
and our installed capacity have grown exponentially. We 
now have more than 100 alternative energy installations 
generating over 50,000 kW of green power across 23 
Intel campuses, with an additional 15 installations under 
construction. The installations use 22 different technology 
applications, such as solar hot and cooling water systems, 
solar electric photovoltaic-covered parking lots, and mini 
bio-energy, geothermal energy, and micro wind turbine 
array systems. 
These on-site projects, which include pilots of innovative 
technology applications, help us displace grid-supplied, 
carbon-intensive energy sources and identify future 
installation and technology opportunities for both 
Intel and the broader alternative energy market. When 
installed, our projects are often the largest corporate 
on-site projects of their type in a country or region. 
2030 Goal: Renewable Energy
Description. Achieve 100% renewable energy across 
our global operations, including manufacturing. 
Baseline. As of January 1, 2020, we had reached 100% 
renewable energy use for our US and European opera­
tions, 50% for our Israel operations, and 71% globally.
Progress in 2020.We continued our 100% green 
power purchase commitment for our US and European 
operations, reached 100% renewable energy in Israel 
and Malaysia, and 82% globally by the end of 2020. 
In September 2020, we also became a member of 
RE100, a global coalition of businesses committed
to 100% renewable electricity use.
Looking Ahead. We will continue to explore additional 
locations to increase electric power purchase from 
renewable sources.
Green Power Purchasing
For more than a decade, Intel has been one of the top 
voluntary corporate purchasers of green power in the 
US EPA’s Green Power Partnership (GPP) program. In 
addition to generating on-site and off-site green power 
and purchasing green power from our utility suppliers, 
we purchase green attributes from multiple sources of 
generation. These include wind, solar, low-impact hydro­
electric, and geothermal, which are certified and verified 
by nonprofit validation accreditors such as the Center 
for Resource Solutions’ Green-e program to meet GPP 
program requirements. 
Our approach to green power and alternative energy 
investments has been to reduce our own carbon 
footprint while encouraging others to take similar 
actions. We are encouraged by actions we have seen 
over the past decade—by companies, investors, 
utilities, and governments—to increase commitments 
and investments in renewable energy supplies and 
apply new technologies.
In September 2020, we also 
became a member of RE100, 
a global coalition of businesses 
committed to 100% renewable 
electricity use.
2 Based on average US household energy usage figures published by the 
US Energy Information Administration.
The solar installation at the Intel chip and assembly test manufacturing 
facility at Kulim Hi Tech Park in Malaysia.
Recent Green Power Projects
In 2020, we implemented several renewable and 
alternative energy projects as part of our commitment 
to achieve 100% renewable energy across our global 
operations. For example, our Ocotillo campus began 
receiving power from East Line Solar, a 100-megawatt 
solar facility in Coolidge, Arizona, and we enabled our 
utility provider to enter into an agreement to develop 
a new 138-megawatt solar facility in Wasco County, 
Oregon. In addition, we installed Intel’s largest solar farm 
outside the US, an 8,877-panel array that blankets the 
car park and building roofs at Intel’s campus in Kulim, 
Malaysia. The project will add about 2.9 megawatts of 
solar energy to the site’s existing 0.9 MW capacity.

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Product Energy Efficiency
Each new generation of products offer higher performance 
and improved energy efficiency compared to previous 
generations. Building energy efficiency into our products 
not only reduces our scope 3 GHG emissions, but also 
presents an opportunity to create value for our customers 
by helping them lower their scope 2 GHG emissions, 
energy use, and overall environmental impact.
Over the course of 2020, Intel worked on energy-efficiency 
initiatives and has made substantial progress with 
Modern Standby to replace traditional system sleep 
and idle states. Intel achieved 100% adoption of Modern 
Standby on notebook PC designs using 11th Generation 
Intel® Core™ (TGL-U) processors. The transition of desktop 
PCs to Modern Standby has also begun and will continue 
to ramp up in 2021.
Intel announced the Intel® Evo™ Platform (aka Project 
Athena), a multi-year innovation program to help the PC 
ecosystem create advanced laptops that meet ambitious 
key experience indicators, including those related to 
battery life. To be verified through the program, devices 
must be co-engineered, tuned, and tested with Intel 
to show they have met or exceeded—among other 
requirements—certain power efficiency and fast-charging 
capabilities. Intel announced the first wave of Intel® Evo™ 
verified designs with more than 20 laptop designs from 
our partners. 
Intel collaborated with the technology industry and the 
California Energy Commission to successfully influence 
adoption of new technologies in the computers and 
computer monitors standard that were not available 
at the time of the previously completed standard. 
Working with the European Commission and other 
stakeholders on EU Lot 3 Computers regulation revision, 
Intel is collaborating with DIGITALEUROPE to characterize 
a new software tool for PC active mode energy efficiency 
labeling recommendations. In China and South Korea, 
Intel is working with government policymakers to influ­
ence the direction of the computers standards currently 
under development. 
For server energy efficiency, Intel collaborated with 
technology industry consortia and European Standard­
ization Organizations to support development of new 
harmonized standards in support of EU Lot 9 server 
regulation already in effect. In China, as part of industry 
consortia we are working with China National Institute of 
Standardization (CNIS) to agree on a workable solution 
for a China server energy efficiency standard, in line 
with international best practices. 
2030 Goal: Product Energy 
Efficiency
Description. Increase product energy efficiency 10X 
for Intel client and server microprocessors to reduce 
our Scope 3 emissions.
Baseline. Progress on the client component of our 
product energy efficiency goal is measured using 
SPEC CPU2017 Integer Rate benchmark and Display 
On Idle Power using an end of 2019 baseline. Desktop 
and notebook product efficiencies will be reported 
together as a single number through a weighted 
average of desktop and notebook processor sales 
volumes. Progress on the data center component of 
our product energy efficiency goal is measured using 
Server Efficiency Rating Tool (SERT) of Intel and/
or OEM commercial systems, using an end of 
2019 baseline.
Progress in 2020. Client – On Track. In 2020, 11th 
Generation Intel® Core™ processors achieved 1.5X 
over our 2019 baseline exceeding our internal goal 
of 1.2X. Servers – Based on Intel’s product reporting 
criteria for 2030 energy efficiency goals, there was 
no significant high-volume server platform launched 
in 2020. 
Looking Ahead. For 2021, we plan to report on 
server progress toward the 2030 goals based 
on newly launched 3rd Generation Intel® Xeon® 
Scalable processors (code-named “Ice Lake”) 
and client progress based on our next-generation 
processor code-named “Alder Lake.”
We have estimated the GHG emissions due to energy consumption by Intel® processors sold in 2020. The annual and lifetime 
emissions of Intel processors when used in customers’ compute applications (i.e., server, desktop, notebook and workstation) 
equate to approximately 5,596,000 and 24,407,000 metric tonnes of CO2e, respectively. 
The increase in annual and lifetime emissions compared with 2019 is driven primarily by continuous improvements in our 
calculation methodology for product energy usage. Refinements for 2020 included client mode weightings based on ENERGY 
STAR updates, a longer server processor lifetime based on published data, expansion of new device categories to include select 
workstation processors, and updating server processor annualized energy consumption calculations to better reflect real world 
server utilization in data centers.
See Achieving Carbon Neutral Computing later in this section for more information on Intel’s collaborations with our 
customers and other stakeholders on reducing climate and energy impacts through technology.

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Water Stewardship
Semiconductor fabrication requires significant water use. 
By responsibly managing our water use, guided by our 
Global Water Policy, we can meet our business needs as 
well as those of our communities. In 2020, we returned 
and restored approximately 90% of our water withdrawals 
to our communities through municipal water treatment 
operations and restoration in local watersheds enabled 
by project funding.  
Our water strategy has three main objectives: conserve 
water used in our operations, collaborate on water 
initiatives with local communities, and create technology 
solutions to help others reinvent how they use and 
conserve water. As a part of our 2030 RISE goals, we 
aim to achieve net positive water use by conserving 
60 billion gallons of water (cumulative from 2020) and 
funding external water projects that will restore more 
fresh water than we consume to our local watersheds. 
We estimate that our water conservation efforts saved 
approximately 7.1 billion gallons of water in 2020. We 
also completed new projects in 2020 that we estimate 
will save more than 700 million gallons annually, once 
operational. Over the last 10 years, our water conserva­
tion efforts have saved approximately 37 billion gallons 
of water, enough to sustain over 337,000 US homes for 
one year.1
During 2020, we continued to fund water restoration 
projects benefiting the watersheds that we impact 
and the communities where we operate, including 
new projects that support water resources of Arizona, 
Oregon, New Mexico, Texas, India, and Costa Rica.  
See details about our water footprint by location and 
water risk assessment in the Appendix. Additional infor­
mation is also available in our most recent CDP Water 
Security report posted on our Report Builder website.
2030 Goal: Net Positive 
Water Use
Description. Achieve net positive water use by 
conserving 60 billion gallons of water and funding 
water projects that restore more fresh water than we 
consume to our local watersheds.
Baseline. Progress measured from baseline of 
Jan. 1, 2020.
Progress in 2020. We conserved 7.1 billion gallons of 
water internally and invested in water restoration proj­
ects that restored more than 1.3 billion gallons during 
2020. These both advanced us toward our 2030 goal 
of net positive water, resulting in 90% of fresh water 
usage that was returned and restored.
Looking Ahead. In 2021 we expect to conserve an 
additional 7.5 billion gallons of water in our operations, 
and enable restoration of 1.5 billion gallons of water to 
local watersheds.
1 Based on average US household water usage figures published by the 
US Environmental Protection Agency.
We will achieve our 
goal of net positive 
water use when:
Water from operations 
treated and returned to 
communities or environment
Water restored
through watershed
projects
Water coming in
from fresh water
sources
+
>
Water Usage and Conservation
9.4
3.5
11.1
3.5
12.0
4.4
12.6
4.4
13.8
7.1
108
96
74
62
63
Water Conserved
Water Withdrawals (Usage)
10
0
Billions of Gallons
15
5
2020
2016
2018
2019
2017
Normalized Production Index 
(Year 2015 = 100)
0
150
100
50
Water Withdrawals –
Normalized 
Our 2020 absolute water use increased 10% as we continued to grow 
and expand manufacturing output. We increased our water conservation 
from 2019 to 2020 by more than 61%, due to significant investments 
in water conservation projects. We define water withdrawals, or water 
usage, as total gallons of incoming fresh water (i.e., potable water) used. 
“Operations” includes all manufacturing and non-manufacturing sites 
with 2,000 or more employees where Intel has operational control. 
Net Positive Water
1.8
79%
77%
86%
90%
90%
7.6
8.6
1.8
1.4
1.3
2.5
2.4
9.3
10.1
11.1
0.3
0.7
Water Restored
(Watershed Projects)
Remaining Gap (Water Consumption)
% Progress Toward Net Positive 
Water Goal (Returned + Restored)
Water Returned
(Wastewater Discharge)
12.0
–
Billions of Gallons of Fresh Water
16.0
8.0
4.0
75%
–%
100%
50%
25%
2020
2016
2018
2019
2017

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Water Conservation and Restoration
Below are examples of water conservation and restoration 
projects Intel recently implemented or funded as part of 
our commitment to achieve net positive water use:
Our Ronler Acres facility implemented ultra-pure water 
efficiency projects in our factories by optimizing or elim­
inating bypass flows. We are now implementing similar 
projects at our other factory sites. We estimate that we 
will achieve total savings of 375 million gallons during 
2021, increasing to 625 million gallons per year by 2025.
During 2020, we made significant progress in construction 
and operation of our on-site water reclaim facilities. These 
innovative water treatment plants allow Intel to treat 
and reuse water within our operations in systems 
such as cooling towers and scrubbers, resulting in a 
substantial increase in water conservation. Our Oregon 
water recycling facility, for example, treated and reused 
approximately 2.4 billion gallons of water during 2020. 

 Ronler Acres reclaim project, located in Hillsboro, Oregon.
Travis County, Texas riparian forest planting project.
Dyavasandra Lake Restoration – CLEAN, International. 
India, the second most populous country in the world, 
is facing water scarcity. Many of Bangalore’s lakes have 
vanished and groundwater levels have dropped signifi­
cantly. CLEAN International and local partner SayTrees 
are implementing a lake restoration project to address 
water scarcity at Lake Dyavasandra. The project includes 
increasing the capacity of the degraded lake to promote 
groundwater recharge and rejuvenate the lake, which 
will provide habitat benefits and improved water quality 
through natural wetland filtration. The project also 
includes planting 1,500 trees and creating an outdoor 
space for local community members. 
Deer Creek Floodplain Enhancement Project – 
McKenzie Watershed Alliance. Deer Creek, a tributary of 
the McKenzie River within the Willamette River Basin in 
Oregon, delivers drinking water to the area and provides 
important habitat for numerous fish species. This project 
reconnected and restored natural flow to the entire valley 
to re-establish physical, chemical, and biological processes 
that support a healthy and resilient ecosystem. 
Travis County Floodplain Reforestation Project – 
TreeFolks. Healthy riparian forested areas provide 
natural water quality improvements by filtering 
pollutants, shading streams, and stabilizing stream 
banks, as well as wildlife habitat and carbon sequestration. 
Many historically forested areas in Travis County, Texas 
have been degraded by grazing and become barren or 
overgrown with invasive species. This project supports 
the planting and maintenance of healthy trees on approx­
imately four acres, in collaboration with landowners and 
the City of Austin. 
Colorado River Indian Tribes Drought Contingency 
Project – Audubon Arizona and National Audubon 
Society. The Colorado River Indian Tribes (CRIT) have 
lands that stretch 56 miles of the length the Colorado 
River, and hold 720,000 acre-feet of water rights for use 
on their reservation. As part of the Arizona Drought 
Contingency Plan (DCP), the CRIT is leasing water 
typically used for farm irrigation and leaving it in the 
river to support Lake Mead water levels. The project will 
reduce the likelihood of water shortage declarations and 
play a key role in helping Arizona comply with its DCP 
system conservation commitments.
For more information on these and other projects, visit 
our Water Restoration website.
Colorado River Indian Tribes Drought Contingency project in Arizona.

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Waste and Circular Economy Solutions
Much of the waste we generate is tied to the construction 
of our facilities and our manufacturing activities. Since 
the mid-1990s, we have increased our global recycling 
rate of non-hazardous waste from 25% to 94%, and we 
achieved zero hazardous waste to landfill by 2020,1 all 
while Intel’s business and production continued to grow. 
As part of our 2030 goals, we are expanding our 
commitment to achieve zero total waste to landfill, 
and also increasing our focus on implementing circular 
economy strategies for our manufacturing waste streams.
Circular Solutions for Manufacturing Waste 
Major semiconductor manufacturing-related waste 
streams include lithography-related solvents, metal 
plating waste, specialty base cleaners, spent sulfuric 
acid, ammonium sulfate, and calcium fluoride. Our 
operations also generate plastic, metal, kitchen, and 
general office waste.
We have focused on finding ways to recover materials 
and regenerate resources to create circular economy 
solutions that reduce costs and environmental impact. In 
2020, we directly reused, recovered, or recycled 63% of 
our manufacturing waste, or approximately 179,000 tons. 
We recover and sell copper and other metals that 
previously were part of our plating process waste 
streams. Capturing the wastes from the manufacturing 
of chips enables creation of a circular economy: the 
excess of metals used to create transistors—including 
semi-precious and responsibly sourced metals—is 
reclaimed for the secondary market. 
Our handling of sulfuric acid waste from our manufacturing 
operations is another example of our recovery and reuse 
strategy. In 2018, we began sending it to an off-site facility, 
where it is processed to technical grade sulfuric acid and 
directed back to our manufacturing operations, where 
we use it in on-site wastewater treatment systems. By the 
end of 2020, we were recovering and reusing all sulfuric 
acid waste.
2030 Goal: Zero Waste1/
Circular Economy
Description. Achieve zero total waste to landfill and 
implement circular economy strategies for 60% of 
our manufacturing waste streams in partnership 
with our suppliers.  
Baseline. As of January 1, 2020, <1% of hazardous 
waste went to landfill and we had implemented 
circular economy strategies for 65% of 
manufacturing waste. 
Progress in 2020. At the end of 2020, we achieved 
5% total waste to landfill and implemented circular 
strategies for 63% of manufacturing waste. Our 
2030 goal of 60% will be challenging in future years 
given our projected growth and new waste streams, 
suppliers, and locations that will require new circular 
economy strategies. 
Looking Ahead. In 2021, we plan to continue to focus 
on opportunities to upcycle waste by working further 
on waste segregation practices and collaborating 
with our suppliers to evaluate new technology for 
waste recovery. 
In 2020, we recycled over 
160,000 tons, or 97%, of our 
construction waste.
1 Intel defines zero waste to landfill as less than 1%.
Waste Generated and Landfilled
177
183
205
387
414
106
102
88
121
119
7%
7%
3%
5%
9%
% Total Waste Sent to Landfill
Total Waste Generated – Normalized
Total Waste Generated
240
0
Thousands of Tons
360
120
2020
2016
2018
2019
2017
480
Normalized Production Index 
(Year 2015 = 100)
0
150
100
50
We updated the definition of “total waste” in 2020 to align with our 2030 
goals. Our new 2030 total waste definition includes hazardous waste 
and non-hazardous solid waste, as well as additional non-hazardous 
liquid waste and chemical debris. However, in line with common waste 
reporting practices, we do not include salts and biosolids from our on-
site water reclamation systems in Israel, Oregon, and Arizona. 2019 and 
prior years followed the definition from our 2020 goals, which included 
hazardous waste and non-hazardous solid waste.
Circular Solutions for Manufacturing Waste Streams
20% Direct Re-use
40% Recovered
2% Recycled
20% Fuel
Blended
7% Treatment
7% Incineration
3% Landﬁll
In 2020, 82% of Intel’s manufacturing waste was fuel blended, recycled, 
recovered, or reused. Manufacturing waste represented 43% of our 
total waste in 2020, and included hazardous and non-hazardous waste 
associated with manufacturing processes at Intel’s wafer fabrication 
manufacturing sites. For our circular solutions strategy, Intel follows the 
Ellen McArthur Foundation definition of circular economy and “upcycling” 
of waste. Upcycling is defined as keeping products and materials in use 
via reuse, resale, repurposing, and recycling. It includes recovering and 
restoring products, components, and materials through strategies like 
reuse, repair, remanufacturing, use as a feedstock, and recycling. It does 
not include fuel blending unless it is done after a recovery of a major 
constituent of the waste stream.

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Reverse Logistics and the Circular Economy
Our supply chain organization works to reduce 
the environmental impact associated with reverse 
logistics operations—that is, the return of products 
and materials to Intel and our supply chain. We seek 
opportunities to capture circular economy value on 
returns, including restocking back to inventory, repair­
ing, reuse as warranty spares, or extending product life 
through resale in the secondary market. On average, 
Intel reuses approximately 50% to 60% of returned 
products. Electronic components that cannot be reused 
or resold are routed through Intel’s network of recycling 
vendors, with over 99% of materials reclaimed for 
precious metals or recycled.  
In 2020, we launched a multiyear program focused 
on expanding circular economy strategies across Intel’s 
supply chain. Included were new asset recovery programs 
that extended product life and increased the reuse of 
returned solid-state drives, CPUs, and other products. 
In addition to reducing environmental impact, the pro­
gram resulted in $30 million in financial benefits. We will 
continue our efforts to increase recycled material content 
in all reverse logistics packaging and aim to achieve 70% 
recovery and reuse rates on returned products by 2025.  
We envision a future where reverse logistics further 
expand the environmental benefits of the circular 
economy, enable new “reverse circular” sources of 
supply, and help our customers and suppliers achieve 
their circularity goals. Learn more.
On average, Intel reuses
approximately 50% to 60% 
of returned products.
24% Reuse
• Finished goods inventory
• Warranty exchange spares
• Secondary market sales
54% of returns
Realized $30M in additional value 
in 2020
recovered for reuse or refurbish
30% Refurbishment
• Screen and upgrade for re-use
• Repair for exchange spares
• Component reclaim
46% Reclaim
• Precious metal reclaim
• Materials recycle
As part of reverse logistics circular strategies, in 2020, we recovered 56% 
of returned units for reuse or refurbishment. We also reclaimed precious 
metal from units sent to scrap.
Manufacturing
Inventory
Customer
Diagnose
Refurbish
Repair
Secondary
Market
Other
Industries
Reclaim
Intel Reverse Logistics Product Lifecycle
By adopting circular economy strategies to maximize 
recovery value and reduce environmental impact, Intel has 
been able to reuse and refurbish more than half of all 
products returned.
Sustainable Packaging
Intel has a history of practicing sustainable packaging methods to improve packaging designs and sustainable material 
selection, focused on reducing unfavorable material, increasing material efficiency, designing for recovery and recycling, 
prioritizing recycled content, and sourcing responsible materials. 
Working with suppliers we developed a reusable precision thermoform tray for incoming material and for finished goods 
shipping to customers and eliminated piece part trays that were historically left for landfill. The thermoform tray is 50% 
the plastic mass of an industry injection molded tray and made of a more recyclable material (PET). The closed pocket 
eliminates non-recyclable covers that were previously used to prevent product contamination in typical industry trays. In 
2020, Intel worked to include post-consumer recycled material in the thermoform trays so that nearly half of the tray is 
non-virgin material. Since 2009, Intel conservatively estimates it has eliminated over 16,000 metric tons of plastic material 
through these initiatives. To drive further progress, we set a target that by 2022 over 95% of the materials used in our new 
product packaging designs, by weight, will be recyclable or reusable. Through the end of 2020, we are trending toward 
exceeding this goal (96%).
Chart updated on June 18, 2021 to reflect the most current process.

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Sustainable Manufacturing and Chemistry Initiatives
Two of our 2030 RISE technology industry initiatives 
focus on collaborations within our ecosystem to 
accelerate progress on reducing climate impact in semi­
conductor manufacturing and advancing sustainable 
chemistry use and footprinting. 
Sustainable Manufacturing
Intel is committed to contributing to the global effort 
toward science-based greenhouse emissions reductions 
in line with efforts to limit global warming to 1.5°C. 
However, we face challenges to gaining formal approval 
for an emissions-reduction target under the existing 
methodology of the Science-Based Targets Initiative 
(SBTi) due to a number of factors: 
First, the absolute contraction approach for setting 
science-based targets does not take into account early 
action to reduce absolute emissions. The convergence 
approach within SBTi's sectoral decarbonization 
approach (SDA) does consider early action, but there 
is currently no SDA for the semiconductor industry.
Second, demand for semiconductors is increasing, 
due in part to the role that technology plays in driving 
climate solutions. Current frameworks do not include 
consideration of the application of technology to 
reduce climate impact in global manufacturing.
In addition, emissions budgets and trajectories under 
current SDA science-based target frameworks are 
based primarily on CO2 emissions pathways. Emissions 
pathways for non-CO2 gases differ from those for CO2 
due to differences in factors such as mitigation and 
abatement potential. Process emissions for the 
semiconductor manufacturing industry include 
non-CO2 gases such as perfluorocarbons (PFCs) and 
nitrous oxide (N2O). Consideration of sector-specific 
differences in emissions trajectories for CO2 and non-
CO2 GHG emissions is a potential area of importance
for future research and for expanding opportunities 
for sector-specific approaches to targets. 
In 2020, we began working with industry stakeholders 
to assess the potential for the development of a sector-
specific approach to setting science-based GHG emissions 
reduction targets for the semiconductor manufacturing 
industry. The goal is to expand the number of companies 
in our sector setting approved science-based targets.
Sustainable Chemistry
Sustainable chemistry involves designing chemical 
products and processes in ways that minimize the use 
and creation of hazardous materials. As part of Intel’s 
2020 goals, we established a process with our suppliers 
to complete green chemistry screening and alternative 
assessments on high-volume manufacturing chemicals 
that met certain hazard criteria.  
We continue to provide webinars and sustainable 
chemistry screening criteria for suppliers to advance 
their progress in this area. In addition, we participate 
in the RBA’s Chemical Management Workgroup to 
develop industry-wide chemical management initiatives 
that can be propagated through the RBA membership and 
supply chain. We also participate in a multi-stakeholder 
group, the Clean Electronics Production Network (CEPN), 
whose primary focus is to eliminate exposure to toxic 
chemicals in the supply chain through use of safer 
alternatives where feasible, and on developing tools 
to understand and further control chemical risks.  
Our 2030 technology industry initiative around 
sustainable chemistry aims to enable greener chemical 
strategies across the life cycle of the technology value 
chain by implementing an innovative chemical footprint 
methodology. This effort is focused on an approach and 
metric that will encompass other impact factors, which 
we believe will yield a more effective result overall. 
These factors, or impact categories, include looking at 
human health, environmental, climate change, regulatory, 
and reputational risk. The intent is to use these impact 
categories to further quantify our manufacturing chemi­
cal footprint. In 2020, we engaged with several industry 
groups and environmental experts to get input on our 
methodology and identify future collaboration oppor­
tunities. We envision this initiative will enable Intel, our 
suppliers, customers, and others across our industry to 
better assess the full lifecycle impact of each chemical, 
including disposal, and enable industry-wide improve­
ments by 2030.
Manufacturing Chemical Footprint =
For each chemical used, we have assigned a weighting 
factor from 1-4, with 4 representing the biggest impact. 
The methodology will also take into consideration the 
effectiveness of the control technology. 
Once we establish our baseline chemical footprint 
based on 2020 data, we plan to strategically target 
the chemicals of “highest impact” to identify and fund 
projects that will result in a reduction or softening of 
our overall chemical footprint. We are also looking 
into how we can integrate other tiers in the chemical 
lifecycle—for example, our supply chain and its waste 
streams—into our overall goal. 
Chemical Footprint Methodology 
Mass of 
Chemical Used
Weighting Factors*
x
*(reputation impact x expectation of regulation x
human health factors x environmental impact x 
climate impact)

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Achieving Carbon Neutral Computing
As we continue to take actions to reduce Intel’s own 
global manufacturing and supply chain climate footprint 
and to advance product energy efficiency, we have 
also taken on the global challenge to partner with the 
technology industry and other stakeholders to achieve 
“carbon-neutral computing.” Conceptually, carbon-
neutral computing is achieved when the positive 
benefits of the ICT sector “handprint”—the ways in 
which technology is applied to reduce climate impact 
across the economy—equals or exceeds the climate 
and energy “footprint” of  product-related emissions 
and carbon embedded in technology systems.  
To do our part, Intel’s global challenge framework includes 
partnering with others to accelerate the sustainability of 
PCs across their lifecycles, improve the energy efficiency 
of data centers, and accelerate handprint projects to 
reduce emissions across high-impact industries such 
as utilities, oil and gas, and manufacturing.
Collaborating on Sustainable PC Design
Partnering with PC manufacturers, we are assessing the 
carbon footprint of the PC across its lifecycle to identify 
carbon reduction opportunities. This includes addressing 
embedded carbon in the printed wiring board and other 
components of the PC system such as the display and 
power supply system. By identifying carbon reduction 
opportunities in the reference design, OEM implementa­
tion, and PC system supply chain partners, we can enable 
carbon reductions in Intel’s scope 3 supply chain and 
product-related emissions. We can also implement 
circularity and sustainable design improvements to 
help our customers reduce their overall carbon footprints 
and achieve their sustainability goals. Over the past 
year, we have worked closely with our OEM partners to 
support their sustainable PC design initiatives, including 
sustainable design, and solutions to promote a circular 
supply chain and to maximize reuse and responsible 
recycling for PCs at the end of life.
When looking at the lifecycle analysis of a PC, the two 
largest opportunities for carbon footprint reduction are in 
the product use phase and in the manufacturing phase. 
Intel works in partnership with OEM manufacturing 
customers to maximize the efficiency of power supply 
systems and use of low-power states when possible, 
including contributing to EPEAT, ENERGY STAR,
and lifecycle assessment (LCA) frameworks. For more 
information on these efforts, see “Product Energy 
Efficiency” earlier in this section. To address system-
level manufacturing impacts, Intel actively works to 
provide reference designs for the main system board 
through focused engineering work. This has helped 
drive reductions in board size, number of components, 
and integration of ingredients such as Thunderbolt™ 
Technology. In partnership across the industry we have 
also advanced the use of low-temperature solder, which 
saves energy in the manufacturing of the PC main board. 
Reducing the Carbon Impact of Data Centers 
In a data center, a large portion of the overall carbon 
footprint is related to energy consumption, as well as the 
cooling of the servers and systems in that data center.  
As a result, Intel is working with utility system partners 
to foster and simplify increased availability of renewable 
energy for data centers. We are also collaborating with 
our data center operator customers on projects that 
accelerate data center energy efficiency and optimize 
the use of renewable energy sources to power the cloud. 
This includes projects to define measurement models to 
differentiate energy use from renewable vs. fossil-based 
sources that inform when and where workloads should 
be run to minimize carbon impact, e.g., time-shifting 
of workloads when feasible to when renewable energy 
availability is highest—generally during mid-day and 
during the night. To further reduce compute carbon 
impact, we are working on engineering advanced 
cooling solutions that optimize the reuse of compute 
exhaust heat.  
To address embedded carbon, we are partnering with 
our data center customers on projects that address the 
data center equipment lifecycle. We are co-leading an 
Open Compute Project (OCP) workstream project on 
defining standards and practices on concepts of repair­
ability, modularity, circular economy, biodegradability, 
and ultimately a minimum level of incremental residual 
e-waste (inspirationally, less than 10% of the original bill 
of materials).

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Expanding the Technology “Handprint”
To build a supportive policy environment for private 
sector leadership on climate change, we participate in 
a range of organizations, policy forums, and coalitions. 
We are working with other companies and policymakers 
to enable technology-based solutions that provide greater 
carbon benefit than the carbon embedded in those 
solutions—for example, a smart building system with 
sensors and control software that allow a company to 
save energy in heating and cooling. We aim to accelerate 
the deployment of such projects within Intel’s operations 
and also in external projects in collaboration with our 
customers. Read the blog.
In addition, we are working with the Center for Climate 
Change and Energy Solutions (C2ES) and Gridwise 
Alliance, which advocate for innovation and investments 
in climate solutions, including expanding ICT’s role in 
driving change and grid modernization appropriations as 
part of future infrastructure investments. In 2020, we also 
announced the creation of the Digital Climate Alliance, 
aimed at advancing discussions with policymakers on 
the value and opportunity of the ICT handprint. For more 
detail, see “Governance, Ethics and Public Policy” in the 
Our Business section of this report.
Building the Energy Grid of the Future
Intel is helping build a new ecosystem for energy generation, distribution, and consumption—one where centralized 
carbon-based generation will be retired and replaced with decentralized, smart grids of cleaner renewable energy. With 
embedded compute at the edge and across the grids, utility companies will be able to manage their assets more dynamically, 
decrease maintenance and transmission costs, and improve worker safety. The objective is that consumers will have more 
energy choices, and will be able to offer up their own demand and supplies—from, for example, a rooftop solar system—
to the marketplace. For an example of this transformation, read about Intel and Capgemini’s Substation and Edge-of-the-
Grid Automation, a purpose-built solution to address the limitations of a one-way grid by helping utilities monitor and 
manage load and flow across all assets, prioritize production and consumption of clean energy sources, simplify the 
energy ecosystem, extend asset life duration, and reduce IT infrastructure footprint within the substation.  
In 2020, we also worked with Dell and other partners on a grid modernization solution focused on substation automation and 
virtual protection relays that will enable electric utilities to integrate more sources of renewable energy into the grid, reducing 
greenhouse gases. The solution consolidates workloads in primary distribution utility substations using edge servers. 
Intel’s interoperable, secure, 
and scalable industrial computers 
and software components are 
powering the advance of 
smart energy.

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Acting alone, Intel cannot achieve the broad, societal impact we aspire to. We are 
committed to creating a better world through the power of our technology and 
the expertise and passion of our employees. We also believe that the health of 
our company and the communities where we operate depends on an increasingly 
inclusive community of innovators prepared for the jobs of the future. Intel and 
the Intel Foundation are collaborating with others to catalyze action on global 
social and environmental challenges, broaden access to opportunity and support 
community needs, and inspire the next generation of innovators.
Enabling
910,000 volunteer hours
Over the past decade, Intel employees donated more than 
10 million volunteer hours. Despite COVID-19-related 
challenges, our employees and retirees found ways to 
continue to support local communities—including virtual 
activities—by volunteering 910,000 hours globally in 2020. 
230 technology solutions 
for social impact  
Through the Intel Pandemic Response Technology Initiative 
(PRTI), we committed $50 million to combat the effects 
of COVID-19. We have partnered with more than 170 
organizations on over 230 projects around the globe to 
make an impact in healthcare and education, and aid in 
economic recovery. 
$730 million in Intel Foundation 
contributions since 1988 
Since its founding in 1988, the Intel Foundation has enabled 
positive social impact for our local communities and for 
underserved populations though more than $730 million 
in funding of programs and STEM initiatives.

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Enabling: Our Approach 
Our employees are our greatest asset, and their 
engineering expertise and passion for applying Intel® 
technology to help solve global challenges are critical to 
the achievement of our 2030 RISE goals. We have long 
cultivated a culture that strongly encourages employees 
to get involved in their communities, with 10 million 
volunteer hours contributed globally over the past 
decade. With our new goals, we have committed to 
donate another 10 million volunteer hours over the 
next decade and to increase the impact of our skills-
based volunteering. 
To catalyze action and amplify the impact of our 
employees’ service and generosity, Intel and the Intel 
Foundation invest in matching programs and innovative 
partnerships and collaborations. In turn, our investments 
and support of local communities help us build trust with 
external stakeholders and realize our corporate purpose 
of enriching lives through technology. 
As an innovation leader, Intel is well-positioned to share 
its technology expertise and solutions with communities, 
customers, governments, non-governmental organiza­
tions (NGOs), and educators to help them reach their 
own goals and effect broader change. We aspire to drive 
collective impact through our Intel RISE Technology 
Initiative in partnership with our customers and other 
stakeholders, and to explore innovative ways to apply 
technology to solve global challenges—from saving 
coral reefs and monitoring polar ice and soil moisture, 
to reducing diabetic vision loss and deploying
autonomous shuttle services. 
“Many companies and corporate 
foundations have a sponsorship 
approach. It’s different with the Intel 
Foundation. They understand that 
collective action is the best way to 
get results, and they do it in close 
collaboration. They roll up their sleeves 
and dig into the details with us.”
— STEM Next Opportunity Fund

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Employees Changing the World
Our goal is to empower all of our employees to take 
actions to advance Intel’s RISE strategy and goals. Intel 
and the Intel Foundation invest in programs that create 
opportunities for employees around the world to learn 
and connect with each other, to further integrate cor­
porate responsibility and sustainability into their team’s 
work objectives, and to share their engineering and 
other skills with our communities.
Intel Involved and Skills-Based Volunteering
In 2020, we celebrated the 25th anniversary of Intel 
Involved, our global corporate employee volunteer pro­
gram. Since the program’s launch in 1995, our employees 
have generously donated their skills, technology exper­
tise, and more than 18 million hours of service to tackle 
environmental challenges, improve education, and help 
meet community needs around the world. 
In a year when COVID-19 restricted most activities, we 
expanded virtual volunteer opportunities for Intel em­
ployees to give their time and talent to those in need. We 
were greatly inspired by the generosity and creativity of 
our employees during this difficult time, as they reported 
910,000 volunteer hours around the world. 
Through Intel Involved, we identify and organize service 
projects for individuals and teams. The Intel Foundation 
amplifies the impact of volunteerism by donating cash 
to eligible nonprofits and schools where Intel employ­
ees and US retirees donate at least 20 hours of service 
in a year. In 2020, the Foundation provided $8.7 million 
in volunteer matching grants, and since 1995, matching 
grants of more than $122 million have positively 
impacted communities around the world.
The Intel Employee Service Corps (IESC), Intel’s flagship 
skills-based volunteer program, harnesses the passion 
and expertise of Intel employees to drive positive social 
impact in communities around the world. IESC provides 
employees with short-term immersive and collabora­
tive experiences in partnership with governments and 
non-governmental organizations (NGOs) to address local 
and global challenges, including disaster relief. Although 
volunteers could not be deployed physically in 2020, 
IESC developed a proactive response to the COVID-19 
pandemic and delivered critical technology solutions 
in a virtual environment. For example, an IESC team that 
has supported projects in Nepal for eight years worked 
virtually to make recommendations on connectivity for 
distance learning and on safety protocols to prepare for 
when schools reopen. 
Volunteering During the Pandemic
Our employees have found countless ways to make a 
difference during the COVID-19 crisis. They made face 
shields for hospital staffs, helped turn a closed-down 
hotel into a COVID-19 shelter for homeless and at-risk 
individuals, and wrote a children's book to help kids 
struggling to navigate uncertainty caused by the virus. 
Intel Israel volunteers worked to address the loneliness 
caused by pandemic isolation by quickly developing a 
product that enables non-tech-savvy older people to 
connect to their families virtually with the simple push 
of a button. 
Other employees found ways to safely continue long-term 
volunteer projects amid the pandemic. Volunteers for the 
Girls in STEM Day at Intel Arizona, for example, quickly 
turned the annual event into a virtual experience in 2020—
including “Zoom field trips” for 157 girls in grades 8-12. 
Intel solutions engineer Eshé Pickett, founded the free 
program 13 years ago to provide girls with the opportunity 
to experience different STEM career paths and learn about 
ways that technology solves everyday problems in their 
own communities. 
2020 Volunteerism by the Numbers
20%
Percentage of employees 
who volunteered
910,000
Number of hours
$24.8 Million
Estimated in-kind value 
of volunteer hours.1
$8.7 Million
Total dollars matched by 
the Intel Foundation for 
Intel Involved volunteer hours.2
1 Based on the 2020 Value of Volunteer Time rate of $27.20 per hour 
published by Independent Sector. 
2 Volunteer payments made in 2020 are for 2019 hours. Payments are 
processed once the year closes. 
$86 Million.  Total matching grants
for employee volunteer service 
through the Intel Involved Program 
over the past decade. 
2030 Goal: Community Impact
Description. Deliver 10 million volunteer hours to 
improve our local communities, including an increase 
in skills-based volunteerism.
Baseline. Progress measured from baseline of 
Jan. 1, 2020.
Progress in 2020. During 2020, our employees 
volunteered 910,000 hours in our local communities, 
including many COVID-19 projects that leveraged 
employees’ technology skills and expertise.  
Looking Ahead. In 2021, our target is to reach 
1 million volunteer hours, and to continue to 
expand out skills-based volunteering activities.

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Sharing Valuable Skills
We believe that employees’ donation of skills they have honed at Intel is particularly significant given the critical community 
needs they fill and because schools and nonprofits would have to pay high rates for this type of assistance. For example, in 
2020 our legal team donated over 1,500 hours, estimated to be valued at over $375,000.3 Below are a few other examples 
of skills-based volunteerism:
Intel systems engineer Jacob Krakauer donated his 3D printing skills to design and build prosthetic limbs and rehabilitation 
devices for people with disabilities at a fraction of the cost of similar medical-grade devices. His efforts included a Spiderman- 
inspired prosthetic arm for a 5-year-old who had been struggling to ride a bike. Similarly, Wayne Waterman, an Intel webcast 
infrastructure architect, used 3D printing skills to make a prosthetic hand for 8-year-old Henry Hunker. Wayne had made his 
young friend a hand six years earlier, but the two worked together to design and make a new hand—resembling a dragon—
to give Henry some “street cred” against bullies who sometimes teased him about his missing limb. 
Jolene Begay, an Intel engineering technician, combined her technical skills and passion for volunteering to develop an 
outreach program to bring a focus on STEM learning to Native communities in her area. Raised on the Navajo Nation 
reservation, Jolene has shared her own personal, educational, and professional journey—while incorporating hands-on 
robotic activities—with more than 400 students as part of her Empower You program. 
3 Based on Taproot’s Pro Bono executive legal valuation rate of $250/hr.
Global Volunteerism, Local Impact
Volunteer Heroes. Each year, the Global Intel Involved Hero 
Awards program recognizes Intel super volunteers. Finalists 
receive $2,500 grants from the Intel Foundation for the chari­
table organization or school of their choice. The overall winner 
receives an additional $7,500 grant for his or her designated 
organization and is recognized at Intel’s Legends and Luminaries 
event celebrating the top employees’ achievements each year. 
This year’s Intel Involved Global Hero dedicated his time and 
skill to co-Iead a team of employees in Costa Rica to donate 
their data science expertise to help the government understand 
how containment policies would affect virus reproduction rates 
and potential hospital and ICU usage during the COVID-19 
pandemic. Luis D. Rojas saw hospitals in Costa Rica could 
struggle with the demand for patient beds, and knew Intel 
employees could provide exactly what was needed—data. 
Along with a team of co-workers and in partnership with the 
country’s main public health agency, Caja Costarricense de 
Seguro Social, Luis and the team he led created mathematical 
models to project new cases and the anticipated need for ICU 
capacity. The volunteers invested over 1,000 hours leveraging 
their expertise in data science, statistical process control, and 
machine learning system deployment. The data analysis was 
presented to the president of Costa Rica, and became one of 
the key tools the country used to create public health policy 
and inform its pandemic response. Read more. 
Other finalists from Ireland, Israel, Malaysia, India, and the 
US stepped up to support their communities through an 
exceptionally difficult year. From vocational training for young 
women in rural India to organizing the distribution of over 
100,000 pounds of food, Intel volunteers made clear that 
even—perhaps, especially—in a global crisis, they are 
thinking of others and changing lives.
Grants for Volunteer Projects
The Intel Foundation awards Seed Grants of up to 
$10,000 to support employee-initiated community 
service projects. Projects are selected based on their 
originality, potential impact, and expected outcomes. 
The following are examples of volunteer projects 
selected to receive seed grants in 2020:
Eco-Farming. Malaysia employees will establish a 
sustainable zero-waste eco-cycle community farm 
using compostable food waste and recycled rainwater. 
This project will be part of the work activities at the 
ACS Stepping Stone Centre for members with 
intellectual disabilities.
Supporting Kids With Disabilities. Sense International 
India provides education and rehabilitation services to 
children with multiple disabilities, including those who 
have deaf-blindness, or little or no hearing or sight. 
Employees in India will support digital training and 
capacity building for Sense International India special 
educators and parents of children with deaf-blindness 
to ensure that parents can follow their children’s 
Individualized Education Plans from within 
their homes. 
Connecting Youth With Resources. Oregon employees 
will partner with Sewa International and HomePlate 
Youth Services to create a website and mobile application 
to enable youth experiencing homelessness or home 
instability to access and understand available resources. 
Updating Facilities. Fundacion Emmanuel Guadalajara 
A.C. provides homes, food, and love to almost 100 
underserved children. Employees in Mexico will update 
the foundation's dining facilities with fresh paint, new 
tables, chairs, and appliances.

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Intel Foundation: Catalyzing Impact
Today’s world requires a new mindset and approach to 
resolve persistent and emerging challenges facing people 
and communities every day. For three decades, the Intel 
Foundation has enabled positive social impact—giving 
more than $730 million since 1988—guided by the 
passion of Intel’s people and the company’s commit­
ment to equitable access to education and opportunity.
The Intel Foundation is embarking on an exciting chapter 
in its journey to deliver on a bold new vision: empowering 
human potential and igniting positive change to drive an 
even deeper impact in the future and advance gender 
and racial equity and social justice globally. To achieve its 
new vision, the Foundation has accelerated its mission 
to empower youth and communities with the skills and 
confidence to advance and excel by bringing people, 
partnerships, and technology together. Watch video.
The Foundation collaborates with nonprofit, public and 
private organizations, and schools to create and deploy 
global solutions by contributing thought leadership and 
financial resources to innovative programs that support 
underserved populations. 
The Foundation’s priorities include:
Promoting STEM education: Recognizing the life-
changing power of technology and learning, the 
Foundation champions immersive STEM experiences 
to help ensure that the next generation of innovators 
is diverse and inclusive. 
Amplifying employees’ time and generosity: The 
Foundation connects employees’ and US retirees’ 
passions to philanthropy to take on global challenges 
and meet community needs through matching funds to 
schools and nonprofit organizations where our employees 
and US retirees volunteer and make donations. 
Responding to humanitarian crises and natural 
disasters: When humanitarian crises or natural disasters 
strike, the Foundation matches employees’ donations 
to support communities and provides options for 
employees to make their donations count where and 
when they are needed most to achieve long-term impact. 
In 2020, to advance social justice and anti-racism, the 
Foundation initiated a special $500,000 employee 
donation match campaign in support of the National 
Urban League and other organizations. For more, see 
“Social Equity” in the Inclusive section of this report. 
The Foundation is also working with the STEM Next 
Opportunity Fund on the Million Girls Moonshot, to
engage more girls in STEM. To learn more, see “Building
a Diverse Technology Industry” in the Inclusive section 
of this report. 
Coming Together for Humanitarian 
and Natural Disaster Relief
In 2020, the Foundation supported a number of emer­
gency response organizations, including the Red Cross’ 
work to address the impact of wildfires and hurricanes, 
as well as COVID-19. Intel’s employees gave generously 
to the Red Cross around the world in 2020, with nearly 
$570,000 in total donations when matched by the 
Foundation. In March 2020, the Foundation announced a 
$4 million commitment to support COVID-19 relief and 
match donations of Intel employees and US retires up 
to an additional $2 million. The funds were distributed 
to community foundations and organizations that are 
focused on food security, shelter, medical equipment, 
and small-business support in communities where Intel 
has a significant presence. Learn more. 
Foundation and Corporate Giving
2020 Contributions (in millions) 
US
International
Total
Corporate Cash
$28.1
$13.9
$42.0
Foundation
Foundation Grants
$4.8
$2.0
$6.8
Donation Matching
$15.9
$4.5
$20.4
Volunteer Matching
$5.8
$2.7
$8.5
In-Kind Giving
$1.8
$1.0
$2.8
Total
$56.4
$24.0
$80.4
In 2020, charitable giving by Intel and the Intel Foundation totaled 
$80.4 million, compared with $75.1 million in 2019.
1 Includes organizations focused on addressing community needs, 
disaster relief, diversity and inclusion, environmental impact, arts and 
culture, and other civic-related activities. 
Community and Civic 
Organizations1
Higher Education
K-12 Education
14%
37%
49%
Community
Giving by
Category
As part of our social impact strategy, Intel and the Intel Foundation 
work with a broad range of nonprofit and education partners, including 
providing grants and other in-kind support. For all of our contributions, 
we maintain control and review processes to track contributions and 
ensure alignment with Intel Values and impact. Recipients of grants 
from Intel and the Intel Foundation are required to verify compliance 
with Intel’s non-discrimination policy. In 2020, some examples of funded 
organizations receiving significant grants in each of our giving categories 
included: Higher Ed (Scholarship America, University of California at 
Berkeley, and University of Texas at Austin), K-12 Education (STEM Next 
Opportunity Fund, Shashwat Foundation, and Oakland Public Education 
Fund), and Community and Civic Organizations (American National Red 
Cross, XPrize Foundation, and Arizona Community Foundation).

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Collaborating for Technology Impact
Given the increasing urgency, complexity, and intercon­
nectedness of issues facing society, we are working to 
form new partnerships and collaborative models to 
accelerate progress, as highlighted throughout this 
report. Below are examples of additional collaborations 
that span across our RISE focus areas and are driving 
new learnings and changing the way we work with our 
customers, external partners, and our employees to 
solve global challenges.
Intel RISE Technology Initiative 
On April 7, 2020, Intel announced the Pandemic 
Response Technology Initiative (PRTI), committing 
$50 million to combat the coronavirus by accelerating 
access to technology at the point of patient care and 
speeding scientific research, ensuring access to online 
learning for students, and aiding in economic recovery. 
Through the PRTI, Intel has partnered with over 170 
organizations on over 230 projects in multiple sectors, 
including technology, healthcare, education, industrial, 
retail, transportation, and academia. The goal is to apply 
the breadth of Intel’s technology, expertise, and scale to 
provide relief across the areas of education, economic 
recovery, and health and life sciences.
In 2021, the PRTI will evolve to become the Intel RISE 
Technology Initiative (IRTI) to reflect a broader platform 
for action and expanded channel to build deeper rela­
tionships with our customers and other partners in line 
with our corporate purpose and work to create shared 
value. Intel has committed $20 million in 2021 to fund 
projects through the IRTI, enabling Intel employees to 
work with customers and partners to apply technology 
to solve challenges aligned with Intel’s RISE strategy 
and global challenges. We will evaluate proposals that 
leverage Intel technology, expertise, and ecosystem in 
areas like health and life sciences; education and online 
learning; economic recovery; social equity and human 
rights; accessibility; and climate and sustainability efforts. 
Specifically, we are revolutionizing how technology will 
improve health and safety; making technology fully 
inclusive and expanding digital readiness for everyone; 
and achieving carbon neutral computing to address 
climate change. 
Technology, Purpose, and the Olympics 
Intel has been a worldwide partner of the Olympic
Games since 2017 and plays a key role in accelerating 
the adoption of new technologies in sports. In 2021, 
Intel proudly became a Worldwide Paralympic Partner 
to support the International Paralympic Committee in its 
mission to lead and expand the paralympic movement 
around the world. In partnership with the International 
Olympic Committee (IOC), we are creating experiences 
that are more innovative and immersive than ever before, 
using Intel's leading technologies for audience interaction 
and to enhance the Games through 2024. For the Tokyo, 
Japan 2021 Summer Olympic Games and beyond, we are 
excited to build on the PyeongChang, Korea 2018 Winter 
Olympic Games experience by applying new technologies 
like AI to bring deeper levels of connectivity and interac­
tion to Olympic fans around the world.
Beyond our technology, we are proud to engage in 
purpose-led collaboration with the IOC centered around 
energy efficiency and utilizing Intel’s expertise to help 
understand and improve the environmental impact of 
digital activities, as well as diversity and inclusion, with 
projects launching in 2021. We’re also starting to work 
with the Paris, France 2024 Organizing Committee on its 
environmental excellence initiatives, with an initial focus 
on carbon neutrality and sustainable procurement.
In addition we are collaborating with the IOC through 
its Athlete365 program to offer support, guidance, and 
resources to help elite athletes transition into careers in 
business. Athletes are the heart of what the Games repre­
sent as the world comes together to celebrate sport and 
diversity, and to push the boundaries of performance. 
Intel values the contributions from the athlete community 
and understands the unique perspective they bring when 
it comes to developing technology. Learn more.

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Appendix
About This Report
Independent Limited Assurance Statement
Performance Data Summary
SASB and TCFD Framework Alignment
UN Sustainable Development Goals
Non-GAAP Financial Measures
Intel 2020 Water Inventory by Location and Source
2020 Environmental, Health, and Safety Violations
Top 100 Production and Services Suppliers by Spends

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About This Report
We prepared this report in accordance with the Global Reporting Initiative (GRI), 
Standards: Comprehensive option. A GRI Content Index is provided on our Report 
Builder website. We also use other recognized frameworks to inform the content 
of this report, including the Sustainability Accounting Standards Board Standards, 
the Task Force on Climate-Related Financial Disclosures framework, the UN 
Global Compact, and the UN Sustainable Development Goals.
We continue to integrate sustainability information into our investor communi­
cations, and additional information about Intel’s operations and financial state­
ments is available in the 2020 Intel Annual Report on Form 10-K. The Our Business 
section of this report covers content recommended by the International Integrated 
Reporting Council for inclusion in “integrated reports,” and can be downloaded as 
a standalone document or read as an interactive part of our full 2020-21 Corporate 
Responsibility Report. 
For a high-level overview of Intel’s corporate responsibility, supporting 
documents and data, past reports, and to customize a report with the sections 
you choose, visit our Corporate Responsibility and Report Builder websites. 
A printed summary of the report is available by request. Send questions, com­
ments, or feedback to Suzanne Fallender, Director of Corporate Responsibility, 
Intel Corporation, 5000 W. Chandler Blvd., CH7-437, Chandler, AZ 85226 US.
You can also use our web-based feedback form or the CSR@Intel blog to 
contact our Corporate Responsibility team.
For best viewing results on a PC or tablet, we recommend using Adobe Acrobat DC 
or QuickTime. For best printing results, use letter-size paper.
Report Scope and Profile 
With the Intel 2020-21 Corporate Responsibility Report, we aim to provide 
stakeholders with a balanced view of our corporate responsibility strategy and 
performance for Intel’s worldwide operations during fiscal year 2020 (ended 
December 26, 2020). Our previous report was published in May 2020.
References to “Intel” throughout this report pertain to Intel Corporation. The 
Intel Foundation is a separate entity. The report does not include performance 
information for Intel’s joint ventures or firms included in the investment portfolio 
of Intel Capital, Intel’s global investment organization, unless specified. Financial 
data is presented in US dollars.  
This year’s report does not reflect any significant changes in reporting scope compared to 
our previous report. Principles and policies apply to all officers and employees of Intel and 
its subsidiaries, unless otherwise noted. 
Key performance indicators cover our global manufacturing operations, including our 
wafer manufacturing and assembly and test facilities. Unless stated otherwise, 2020 data 
is considered final based on information received by May 1, 2021, and provided that infor­
mation reproduced or derived from our 2020 Intel Annual Report on Form 10-K speaks as 
of January 22, 2021, the date we submitted our Form 10-K for filing.
We report our key environmental performance indicators in both absolute terms and on 
a normalized, or “per unit” or “intensity,” basis. Our normalized production index (NPI) is 
derived from our worldwide wafer production data. The NPI is indexed to a baseline year of 
2015. One important limitation of the NPI is that it does not take into account the number 
of additional manufacturing steps used in newer process technologies. 
Approach to Report Assurance
The information in this Corporate Responsibility Report is subject to internal reviews and, for 
selected content, external reviews. On a regular basis, we validate the management systems 
and processes used to collect the data. We have maintained a multi-site ISO 14001 certification 
for our manufacturing locations since 2001, which requires independent third-party audits 
at many of our sites each year. In 2019, we established a company-wide certification to ISO 
45001, an internationally recognized standard for environmental, health, and safety manage­
ment systems, which requires independent third-party audits at our manufacturing sites. Five 
of our sites meet the ISO 50001 Energy Management System standard. Our operations in 
Ireland are covered by the European Union Emissions Trading Scheme. 
For many years, we have obtained third-party verification for our greenhouse gas (GHG) 
emissions. Since 2012, we have completed third-party assurance for selected indicators 
contained in our Corporate Responsibility Report. For the 2020-21 Corporate Responsibility 
Report, we engaged Apex Companies LLC to complete the assurance review. Their report is 
included in this Appendix.
This 2020-21 Corporate Responsibility Report contains forward-looking statements, and actual results could differ 
materially. Risk factors that could cause actual results to differ are set forth in the “Risk Factors” of the 2020 Intel 
Annual Report on Form 10-K. These risk factors are subject to update by our future filings and submissions with the US 
Securities and Exchange Commission and earnings releases. Forward-looking statements are based on expectations as 
of the date of this report, unless an earlier date is indicated. Statements derived from our 2020 Annual Report on Form 
10-K speak as of January 22, 2021. Intel disclaims any duty to update any statement made in this report except to the 
extent required by law. This report contains non-GAAP financial measures relating to our performance. You can find 
the reconciliation of these measures to the most directly comparable GAAP financial measures in this Appendix, and 
further explanation of these adjustments in the “Non-GAAP Financial Measures” within “Management’s Discussion 
and Analysis” in the 2020 Intel Annual Report on Form 10-K.

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Independent Limited Assurance Statement
 
 
 
Page 1 of 2 
 
INDEPENDENT LIMITED ASSURANCE STATEMENT  
 
 
To:  The Stakeholders of Intel Corporation 
 
Introduction and Objectives of Work  
Apex Companies, LLC (Apex) has been engaged by Intel Corporation (Intel) to provide limited assurance of its selected 
environmental, safety, supplier, and diversity data. This assurance statement applies to the related information included within 
the scope of work described below (Subject Matter).   
This information and its presentation in Intel’s 2020 Corporate Responsibility Report (‘the Report’) are the sole responsibility of 
the management of Intel.  Apex was not involved in the drafting of the Report.  Our sole responsibility was to provide 
independent assurance on the accuracy of the Subject Matter.  This is the third year in which we have provided assurance over 
Intel’s Corporate Responsibility Report. 
Scope of Work 
The scope of our work was limited to assurance over the following environmental, safety, supplier, and diversity data included 
within Intel’s 2020 Corporate Responsibility Report (‘the Report’) for the period of calendar year 2020 (the ‘Subject Matter’): 
▪ 
Global Energy Use (Direct and Indirect) 
▪ 
Global Greenhouse Gas Emissions (Scope 1, Scope 2 market-based and location-based, and Scope 3, Category 10 – 
Processing of Sold Products)  
▪ 
Adjustment of CY 2019 process emissions of Scope 1 
▪ 
Water Conservation 
▪ 
Energy Conservation 
▪ 
Number of Responsible Business Alliance (RBA) Validated Audit Program (VAP) supplier audits conducted  
▪ 
Priority/Major Findings by Category for RBA VAP supplier audits 
▪ 
Recordable Injury and Illness Rate 
▪ 
Cumulative Trauma Disorder (CTD) Rate 
▪ 
Percent of Underrepresented Minorities in Senior Leadership (Hispanics, African American, Native Americans in U.S. 
only) 
▪ 
Percent of Women in Senior Leadership (Global) 
▪ 
Global Employee Turnover Rate 
Our assurance does not extend to any other information included in the Report. 
Reporting Boundaries  
The following are the boundaries used by Intel for reporting sustainability data: 
▪ 
Operational Control 
▪ 
For GHG Emissions - all manufacturing sites and all non-manufacturing sites with air permits 
▪ 
For Water and Energy - all manufacturing and technology development (TD) sites, non-manufacturing sites where 
Intel has operational control that have either >= 2,000 employees or < 2,000 employees that consume or generate an 
amount that is material to the global inventory.  
*Material is defined by Intel as any site ≥ 1% of the global total for that metric/inventory 
Note:  Manufacturing sites include wafer fabs, assembly test (ATM), technology development (TD), and mask operations 
Reporting Criteria 
The Subject Matter needs to be read and understood together with the description of the Subject Matter in the Report. The 
reporting criteria for greenhouse gas (GHG) emissions was the World Resources Institute (WRI)/World Business Council for 
Sustainable Development (WBCSD) Greenhouse Gas Protocol Corporate Accounting and Reporting Standard. The reporting 
criteria for the safety data was the OSHA and US Bureau of Labor Standards. The reporting criteria for supplier audits was the 
RBA Code of Conduct. The reporting criteria for other data is based on company criteria, as described in the CR Report. 
Limitations and Exclusions 
Excluded from the scope of our work is any verification of information relating to: 
▪ 
Text or other written statements associated with Intel’s 2020 Report 
▪ 
Activities outside the defined verification period of Calendar Year 2020 
 
 
 
 
Page 2 of 2 
This limited assurance engagement relies on a risk-based selected sample of sustainability data and the associated limitations 
that this entails. This independent statement should not be relied upon to detect all errors, omissions or misstatements that may 
exist. 
Responsibilities 
This preparation and presentation of the Subject Matter in the Report are the sole responsibility of the management of Intel.    
Apex was not involved in the drafting of the Subject Matter or of the Reporting Criteria. Our responsibilities were to: 
• 
obtain limited assurance about whether the Subject Matter has been prepared in accordance with the Reporting 
Criteria; 
• 
form an independent conclusion based on the assurance procedures performed and evidence obtained; and 
• 
report our conclusions to the management of Intel. 
Assessment Standards 
We performed our work in accordance with Apex’s standard procedures and guidelines for external Assurance of Sustainability 
Reports and International Standard on Assurance Engagements (ISAE) 3000 Revised, Assurance Engagements Other than 
Audits or Reviews of Historical Financial Information (effective for assurance reports dated on or after Dec. 15, 2015), issued by 
the International Auditing and Assurance Standards Board. GHG emissions were verified in accordance with ISO 14064-3: 
Second edition 2019-04: Greenhouse gases -- Part 3: Specification with Guidance for the Verification and Validation of 
Greenhouse Gas Statements. A materiality threshold of ±5 percent was set for the assurance process. 
Summary of Work Performed 
As part of our independent verification, our work included:  
1. 
Assessing the appropriateness of the Reporting Criteria for the Subject Matter; 
2. 
Conducting interviews with relevant Intel personnel regarding data collection and reporting systems;  
3. 
Reviewing the data collection and consolidation processes used to compile Subject Matter, including assessing 
assumptions made, and the data scope and reporting boundaries; 
4. 
Reviewing documentary evidence provided by Intel;  
5. 
Agreeing a selection of the Subject Matter to the corresponding source documentation;  
6. 
Reviewing Intel systems for quantitative data aggregation and analysis; and 
7. 
Assessing the disclosure and presentation of the Subject Matter to ensure consistency with assured information. 
Conclusion   
On the basis of our methodology and the activities described above: 
• 
Nothing has come to our attention to indicate that the Subject Matter is not fairly stated in all material respects; and 
• 
It is our opinion that Intel has established appropriate systems for the collection, aggregation and analysis of 
quantitative data within the scope of this assurance.  
A summary of data within the scope of assurance for 2020 is attached. 
Statement of Independence, Integrity and Competence  
Apex is an independent professional services company that specializes in Health, Safety, Social and Environmental 
management services including assurance with over 30 years history in providing these services.  
Apex has implemented a Code of Ethics across the business to maintain high ethical standards among staff in their day-to-day 
business activities. 
No member of the assurance team has a business relationship with Intel, its Directors or Managers beyond that required of this 
assignment.  We have conducted this verification independently, and there has been no conflict of interest.  
The assurance team has extensive experience in conducting assurance over environmental, social, ethical and health and 
safety information, systems and processes, has over 20 years combined experience in this field and an excellent understanding 
of Apex’s standard methodology for the verification of greenhouse gas emissions data. 
 
 
 
Mary E. Armstrong-Friberg, Lead Verifier  
 John Rohde, Technical Reviewer 
 
Principal Consultant 
 Practice Line Leader 
 
 
Apex Companies, LLC 
 Apex Companies, LLC 
Cleveland, Ohio 
 Lakewood, Colorado 
 
 
 
 
April 22, 2021  
For a PDF copy of this statement, including a summary of data within the scope of assurance for 2020, access the Report Builder website.

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Appendix
Appendix  2020-21 Corporate Responsibility Report
Performance Data Summary
Report Section
2020
2019
2018
2017
2016
Our Business and Financial Results
Net revenue (dollars in billions)
$77.9
$72.0
$70.8
$62.8
$59.4
Net income (dollars in billions)
$20.9
$21.0
$21.1
$9.6
$10.3
Provision for taxes (dollars in billions)
$4.2
$3.0
$2.3
$10.8
$2.6
Research and development spending (dollars in billions)
$13.6
$13.4
$13.5
$13.0
$12.7
Capital investments (dollars in billions)
$14.3
$16.2
$15.2
$11.8
$9.6
Employees at year end (in thousands)
110.6
110.8
107.4
102.7
106.0
Safety – recordable rate1/days away case rate1
0.75/0.16
0.69/0.14
0.72/0.14
0.68/0.12
0.49/0.07
Environmental Sustainability
Greenhouse gas emissions (million metric tonnes of CO2 equivalent)2
2.88
2.88
2.58
2.46
1.62
Renewable energy purchased (% of global electricity use)
82%
71%
71%
73%
80%
Energy use (billion kWh – includes electricity, gas, and diesel)
10.6
9.6
8.3
7.3
6.5
Total water withdrawn (billions of gallons)3
13.8
12.6
12.0
11.1
9.4
Net positive water (water returned + restored) progress
90%
90%
86%
77%
79%
Total waste generated (thousand tons)/% to landfill4
414/5%
387/3%
205/7%
183/9%
177/7%
Supply Chain Responsibility
On-site supplier audits (third-party and Intel-led audits)
126
207
221
170
157
Diversity and Inclusion
Percentage of women in our global workforce
28%
28%
27%
27%
26%
Percentage of women on our Board (%)5
30%
20%
20%
17%
18%
Social Impact
Employee and retiree volunteer hours (in millions)/volunteerism rate
0.91/20%
1.2/39%
1.5/64%
1.2/36%
1.2/38%
Worldwide charitable giving (dollars in millions)6
$80.4
$75.1
$84.2
$89.6
$122.7
1 Rate based on 100 employees working full time for one year; data is as of March 2021.
2 Including Scope 1 and Scope 2 market-based method. For our 2030 goal, we refined our GHG inventory to 
include sources that were previously considered insignificant, and made changes to global warming potentials. 
2019 figures have been updated to reflect this.
3 We define water withdrawals, or water usage, as total gallons of incoming fresh (potable) water used.
4 We updated the definition of “total waste” in 2020 to align with our 2030 goal. Our new 2030 goal total waste 
definition includes hazardous waste and non-hazardous solid waste, as well as additional non-hazardous 
liquid waste and chemical debris.
5 Note that if all of the director nominees are elected at our 2021 Annual Stockholder Meeting, this will 
increase to 33%.
6 Includes total giving (cash and in-kind) from Intel Corporation and the Intel Foundation.

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Appendix
Appendix  2020-21 Corporate Responsibility Report
SASB and TCFD Framework Alignment
Based on feedback gathered during our integrated investor outreach activities, we have aligned our disclosure with two additional frameworks: the Sustainability Accounting Standards 
Board Standards (SASB) and the Task Force on Climate-related Financial Disclosures (TCFD). Below is a mapping of  how our latest disclosure aligns with these frameworks.
SASB. SASB has developed voluntary industry-specific disclosure standards for sustainability issues in order to facilitate communication by companies to investors of 
decision-useful information. Below, we have outlined how our existing disclosure aligns with the recommended metrics for the SASB Technology and Communications 
Sector – Semiconductor Standard.
Topic
Accounting Metrics
Code
Intel Metric or Qualitative Disclosure
Disclosure Location1
Greenhouse Gas 
Emissions
(1) Gross global Scope 1 emissions and 
(2) amount of total emissions from 
perfluorinated compounds
TC-SC-110a.1
(1) 1.97 Million Metric Tonnes CO2e 
(2) 0.96 Million Metric Tonnes CO2e 
2020-21 Corporate Responsibility 
Report, p 61
CDP Climate Change Survey
Greenhouse Gas 
Emissions
Discussion of long-term and short-term 
strategy or plan to manage Scope 1 emissions, 
emissions reduction targets, and an analysis of 
performance against those targets
TC-SC-110a.2
We discuss our strategy and long history of goal setting and 
reductions. We have also achieved a 28% absolute reduction of 
Scope 1 and 2 emissions since 2000, even as we expanded our 
manufacturing capacity significantly.
2020-21 Corporate Responsibility 
Report, p 60
2020 Intel Annual Report on Form 10-K, 
p 15
2021 Proxy Statement, p 51
CDP Climate Change Survey
Energy 
Management in 
Manufacturing
(1) Total energy consumed, (2) percentage grid 
electricity, and (3) percentage renewable
TC-SC-130a.1
(1) 38 million gigajoules energy consumed (2) 83% grid 
electricity (3) 82% renewable energy globally.
2020-21 Corporate Responsibility 
Report, p 60 and p 62
Water 
Management
(1) Total water withdrawn and (2) total water 
consumed, percentage of each in regions with 
High or Extremely High Baseline Water Stress
TC-SC-140a.1
(1) 52.3 million m³ withdrawn (2) 12.9 million m³ consumed. 
See Appendix for detail on water metrics by location, including 
information on baseline waster stress by location.
2020-21 Corporate Responsibility 
Report, p 64 and p 86
2020 Intel Annual Report on Form 10-K, 
p 15 
2021 Proxy Statement, p 52
Waste 
Management
(1) Amount of hazardous waste from 
manufacturing, (2) percentage recycled
TC-SC-150a.1
(1) 143,000 tons (2) 78% recycled.
2020-21 Corporate Responsibility 
Report, p 66
2020 Intel Annual Report on Form 10-K, 
p 16
2021 Proxy Statement, p 52
Employee Health 
& Safety
Description of efforts to assess, monitor, and 
reduce exposure of employees to human 
health hazards
TC-SC-320a.1
We disclose our strategy for employee health, safety and 
wellness, including our company-wide certification to ISO 45001.
2020-21 Corporate Responsibility 
Report, p 35
2020 Intel Annual Report on Form 10-K, 
p 14 
2021 Proxy Statement, p 50
Employee Health 
& Safety
Total amount of monetary losses as a result of 
legal proceedings associated with employee 
health and safety violations
TC-SC-320a.2
$0 in 2020
2020-21 Corporate Responsibility 
Report, p 88
1 The “Intel Metric or Qualitative Disclosure” column references the specific disclosure(s) included in the 2020-21 Corporate Responsibility Report and therefore may vary from the breadth and context of disclosure(s) included in 
the 2020 Intel Annual Report on Form 10-K and 2021 Proxy Statement, if applicable.

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Appendix
Appendix  2020-21 Corporate Responsibility Report
SASB and TCFD Framework Alignment, continued
Topic
Accounting Metrics
Code
Intel Metric or Qualitative Disclosure
Disclosure Location
Recruiting & 
Managing a 
Global & Skilled
Workforce
Percentage of employees that are: (1) foreign 
nationals and (2) located offshore
TC-SC-330a.1
We do not disclose the first metric as we do not believe a 
single percentage of foreign nationals is a useful metric for our 
business given our global business model, but we do disclose 
a breakdown of our workforce by region (47% of employees 
in the US and 53% outside of the US). We disclose additional 
human capital metrics that we believe are more effective for 
assessing this aspect of our performance, including diversity and 
inclusion, employee engagement, training and development, and 
responsible supply chain metrics.
2020-21 Corporate Responsibility 
Report, p 19, p 30, p 35, and p 45 
2020 Intel Annual Report on Form 10-K, 
p 13
Product Lifecycle 
Management
Percentage of products by revenue that contain 
IEC 62474 declarable substances
TC-SC-410a.1
While we do disclose information on our strategy and approach 
to product ecology and supplier requirements for declarable 
substances, we do not believe a single percentage of revenue 
is an effective metric for evaluating risk and performance in 
this area.
2020-21 Corporate Responsibility 
Report, p 58 
Material Declaration Data Sheet (MDDS) 
database website
Product Lifecycle 
Management
Processor energy efficiency at a system-level for: 
(1) servers, (2) desktops, and (3) laptops
TC-SC-410a.2
We do not disclose single percentages for these product 
categories, given the wide range of products we produce in each 
category and the continued release of new products. We believe 
more decision-useful information is our disclosure regarding our 
overall strategy for product energy efficiency, supporting goals, 
industry collaborations, and public policy engagements.
2020-21 Corporate Responsibility 
Report, p 63, p 66, and p 69
Materials 
Sourcing
Description of the management of risks 
associated with the use of critical materials
TC-SC-440a.1
We provide disclosure on our management approach to 
responsible minerals sourcing. With respect to rare earth 
elements, Intel has thoroughly reviewed product and supply 
chain impacts and determined that although certain regional 
supplies may fluctuate, Intel has sufficient existing supply, 
alternative sourcing, and/or low risk material availability within 
our manufacturing and supply chain. Intel has confirmed that 
access to rare earth mineral supplies represents a low risk to 
impact production or delivery of goods. 
2020-21 Corporate Responsibility 
Report, p 39 
SEC Conflict Minerals Filing
Intel Statement on Rare Earth
IP Protection 
& Competitive 
Behavior
Total amount of monetary losses as a result 
of legal proceedings associated with anti-
competitive behavior regulations
TC-SC-520a.1
Information on legal proceedings is disclosed in our Annual 
Report on Form 10-K and in our Quarterly Reports on Form 
10-Q, available on our Investor Relations website.
2020 Intel Annual Report on Form 10-K, 
p 106 
Investor Relations website

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Appendix
Appendix  2020-21 Corporate Responsibility Report
SASB and TCFD Framework Alignment, continued
Disclosure Area
TCFD Recommended Disclosure
Intel Metric or Qualitative Disclosure
Disclosure Location
Governance
Disclose the organization’s governance 
around climate-related risks and 
disclosures.
Responsibility for oversight of CSR issues, including climate change, has been included in 
the Corporate Governance and Nominating Committee Charter since 2003. Intel follows 
an integrated approach to addressing climate change with multiple teams responsible for 
managing climate-related activities, initiatives, and policies, including manufacturing and 
operations, government and public affairs, supply chain, and product teams. Strategies, 
progress toward goals, and regulatory developments are reviewed with senior executives 
from these teams on a regular basis.
2020-21 Corporate Responsibility 
Report, p 23
2021 Proxy Statement, p 29 and p 36
CDP Climate Change Survey
Strategy
Disclosure of the actual and potential 
impacts of climate-related risks and 
opportunities on the organization’s 
businesses, strategy, and financial 
planning where such information is 
material.
We describe our climate-related risks and opportunities in our Corporate Responsibility 
Report (in the “Our Business” and “Climate and Energy” sections), the Intel Climate Change 
Policy Statement, and the risk-factors section of our Annual Report on Form 10-K. We 
focus on reducing our own direct climate “footprint”—the emissions resulting from our own 
operations, our supply chain, and the marketing and use of our products. We also focus on 
increasing our “handprint”—the ways in which Intel® technologies help others reduce their 
footprints. In addition, we collaborate with others to drive industry-wide improvements and 
policy change. For two decades, we have set aggressive greenhouse gas (GHG) reduction 
goals to conserve energy and minimize air emissions. Over that time, our Scope 1 and 2 
emissions have decreased by about 28% on an absolute basis. In 2020, we continued to 
assess approaches for incorporating climate scenario analysis into our existing risk and 
opportunity assessment processes and plan to conduct a formal scenario analysis in 2021.
2020-21 Corporate Responsibility 
Report, p 60
2020 Intel Annual Report on Form 10-K,
p 15 and p 58
Intel Climate Change Policy
CDP Climate Change Survey
Risk Management
Disclose how the organization 
identifies, assesses, and manages 
climate-related risks.
Our overall approach to risk management is described in our Proxy Statement and our risk 
factors are described in our Annual Report on Form 10-K. Additional detail on our proactive 
efforts to reduce our climate change impacts is included in our Corporate Responsibility 
Report, primarily in the Climate and Energy section as well as our CDP Climate Change 
Survey. This includes detail regarding our investments in green power, energy conservation, 
and product energy efficiency. For example, in 2020, we continued our 100% green power 
purchase commitment for our US and European operations, reached 100% renewable 
energy in Israel and Malaysia, and 82% globally. We also conserved 161 million kWh 
of energy in 2020. We also describe our proactive engagements with policymakers on 
climate and energy issues in our Corporate Responsibility Report and the Intel Climate 
Change Policy. We proactively engage with our stakeholders to understand impacts of 
both potential regulatory requirements and also changing expectations of stakeholders, 
including our investors, customers, and local communities. 
2020-21 Corporate Responsibility 
Report, p 23 and p 60
2020 Intel Annual Report on Form 10-K, 
p 15 and p 58
2021 Proxy Statement, p 29
Intel Climate Change Policy
CDP Climate Change Survey
Metrics 
and Targets
Disclosure of the metrics and targets 
used to assess and manage relevant 
climate-related risks and opportunities 
where such information is material.
Our public climate-related metrics, goals and targets, as well as our Scope 1, 2, and 3 
emissions data are included in our annual Corporate Responsibility Report and also 
reported through the CDP Climate Change Survey.
2020-21 Corporate Responsibility 
Report, p 61
CDP Climate Change Survey
TCFD. TCFD has developed a voluntary framework for use by companies to provide information to investors, lenders, insurers, and other stakeholders on climate-related financial 
risk disclosure. Below, we have outlined how our existing reporting aligns with the recommended disclosure. We will continue to evaluate opportunities to evolve our disclosure 
moving forward based on discussions with our investors and stakeholders.

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Sustainable
Enabling
Appendix
Appendix  2020-21 Corporate Responsibility Report
UN Sustainable Development Goals
The UN Sustainable Development Goals (SDGs) are aimed at stimulating action in areas of critical importance for humanity and the planet. We believe that the achievement 
of the SDGs will be critical to creating a life of dignity and opportunity for all, and we believe technology will play a key role in achieving the SDGs. We use the goals below 
to inform the ongoing development of our strategies, initiatives, and long-term priorities, including our new 2030 strategy and goals. We believe that information and com­
munications technology (ICT) can play an enabling role in the implementation of all of the SDGs. Intel, Nethope, and the UN Foundation developed an SDG ICT Playbook that 
outlines technology trends, opportunities, and innovative case studies that global leaders can reference as they develop their strategies and actions to address the SDGs. 
Responsible
Enabling
SDG 3: Ensure healthy lives and promote well-being for all at all ages
SDG 8: Promote inclusive and sustainable economic growth, employment, and decent 
work for all
SDG 12: Ensure sustainable consumption and production patterns
Through our employee health, safety, and wellness goals and our supplier 
health and safety requirements, we promote good health and well-being. 
Our efforts are designed to protect vulnerable workers throughout the global 
supply chain, and include setting clear supplier expectations and investing 
in assessments, audits, and capability-building programs. We collectively 
address issues through our leadership in the Responsible Business Alliance, 
including industry initiatives on key issues such as advancing responsible 
minerals sourcing, addressing human rights risks such as forced and bonded 
labor, and improving transparency on the environmental impacts in the global 
electronics supply chain.
Sustainable 
SDG 6: Ensure access to water and sanitation for all
SDG 7: Ensure access to affordable, reliable, sustainable and modern energy for all
SDG 9: Build resilient infrastructure, promote inclusive and sustainable industrialization 
and foster innovation
SDG 12: Ensure sustainable consumption and production patterns
SDG 13: Take urgent action to combat climate change and its impacts
We have made significant investments and set aggressive goals to reduce 
the environmental footprint of our global manufacturing operations, 
including goals and policies on climate change and water conservation. We 
have established new 2030 sustainability goals, and will continue to invest 
in conservation projects, alternative energy, and product energy efficiency. 
We collaborate with governments, leading companies, and nonprofits on 
innovative environmental projects, and proactively invest in our technology 
“handprint” to empower others to use Intel technology to reduce their envi­
ronmental footprints and support sustainable consumption and production. 
In 2020, we also made progress toward our 2030 net positive water use goal.
We advance the SDGs above also through the application of our technology and the 
expertise and passion of our employees. Through the Intel RISE Technology Initiative, we 
are funding technology projects to drive social and environmental impact in partnership 
with our customers. We also encourage our employees to share their experience, talents, 
and passions in communities around the world, and provide volunteer opportunities to 
help address local and global problems. The Intel Foundation acts as a catalyst for change 
by amplifying the investments of Intel employees across a broad spectrum of personal 
philanthropy and volunteerism and by working with NGOs, nonprofits, and governments 
on innovative programs that support underserved and disenfranchised populations. 
Inclusive
SDG 4: Ensure inclusive and quality education for all and promote lifelong learning
SDG 5: Achieve gender equality and empower women and girls
SDG 8: Promote inclusive and sustainable economic growth, employment, and decent 
work for all
SDG 10: Reduce inequality within and among countries
To shape the future of technology, we believe we must be representative of 
that future. Since 2019, we have achieved gender pay equity globally and 
maintained racial/ethnic pay equity in the US. We also met our commitment 
to reach more than $1 billion in annual spending with tier 1 and tier 2 certi­
fied diverse suppliers,1 and collaborate with others to encourage more women 
and underrepresented minorities to enter and succeed in technology careers. 
We provide our expertise and both financial and in-kind support to help 
communities, governments, NGOs, and educators achieve their goals. 
1 We recognize certified diverse suppliers as businesses that are at least 51% owned, operated, and 
controlled by any of the following categories: women; minorities as recognized by the country where 
the business was established; veterans/military service-disabled veterans; persons who are lesbian, gay, 
bisexual, or transgender; or persons with disabilities.

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Appendix
Appendix  2020-21 Corporate Responsibility Report
Non-GAAP Financial Measures
Years Ended (In Millions, Except per Share Amounts)
Dec. 29, 2020
Dec. 29, 2019
Dec. 29, 2018
Dec. 30, 2017
Operating Income
$23,678
$22,035
$23,316
$18,050
Acquisition-related adjustments
1,416
1,324
1,305
1,257
Restructuring and other charges
198
393
(72)
384
Non-GAAP Operating Income
25,292
$23,752
$24,549
$19,691
Years Ended (In Millions)
Dec. 28, 2020
Dec. 28, 2019
Dec. 29, 2018
Dec. 30, 2017
Dec. 31, 2016
Net cash provided by operating activities
$35,384
$33,145
$29,432
$22,110
$21,808
Additions to property, plant, and equipment
(14,259)
(16,213)
(15,181)
(11,778)
(9,625)
Free cash flow
$21,125
$16,932
$14,251
$10,332
$12,183
Net cash used for investing activities
($20,796)
($14,405)
($11,239)
($15,762)
($25,817)
Net cash provided by (used for) financing activities
($12,917)
($17,565)
($18,607)
($8,475)
($5,739)
Earnings per Share – Diluted
$4.94
$4.71
$4.48
$1.99
Acquisition-related adjustments
0.33
0.29
0.28
0.25
Restructuring and other charges 
0.05
0.09
(0.02)
0.08
(Gains) losses from divestiture
–
(0.16)
(0.11)
(0.08)
Ongoing mark-to-market on marketable equity securities
0.03
(0.06)
0.03
–
Tax reform
–
–
(0.06)
1.13
Income tax effect
–
–
(0.02)
0.09
Non-GAAP Earnings per Share – Diluted
$5.35
$4.87
$4.58
$3.46
Following are the reconciliations of our most comparable US GAAP measures to our non-GAAP measures presented:

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Appendix
Appendix  2020-21 Corporate Responsibility Report
Intel 2020 Water Inventory by Location and Source
Location1
Water Withdrawals by Source (Total water usage) – Megaliters per Year
Water
Discharged3
Water
Consumption
Water
Conserved
Water
Source
Discharge
Destination
(Of municipality)
River Basin
Third-Party Water Withdrawals2 
(Purchased water sources)
Water Withdrawals
(On-site water 
sources)
Fresh
Water
from
Surface 
Water 
Sources
Fresh 
Water 
from
Ground 
Water 
Sources
Sea 
Water 
Sources
Reclaimed 
Water
Surface 
Water 
Source 
(Rainwater)
Ground
Water 
Source 
(On-site
well)
Total
Fresh
Water 
Withdrawals 
(All sources)
Total 
Water 
Withdrawals 
(All sources)
China
Chengdu
920
–
–
–
–
–
920
920
424
496
–
Surface
Surface
Yangtze River
Dalian
10,701
–
–
–
–
–
10,701
10,701
10,034
667
3,129
Surface
Sea
Pearl River
Shanghai – Zizhu4
73
–
–
0.4
–
73
73
66
7
0
Surface, 
Ground
Surface
Yangtze River
Costa Rica
San Jose
–
–
–
–
0.04
311
311
311
89
222
1
Ground
Surface
San Juan River
India
Bangalore: 
Sarjapur5
100
–
–
–
24
–
124
124
–
124
75
Surface
N/A (Zero 
discharge)
Arkavathi and 
Cauvery Rivers
Ireland
Leixlip
7,125
–
–
–
–
–
7,125
7,125
6,533
592
1,665
Surface
Surface
Shannon River
Israel
Haifa5
26
106
–
–
–
26
132
53
79
13
Sea 
(Primary);  
Surface 
& Ground 
(Secondary)
Sea 
(Primary); 
Third-Party 
Reuse 
(Secondary)
Mediterranean 
Sea (Coastal 
aquifer)
Jerusalem5
10
38
–
–
–
10
48
36
12
–
Qiryat Gat5
869
3,475
–
–
–
869
4,344
1,941
2,403
3,394
Malaysia
Kulim
648
–
–
–
–
–
648
648
38
610
19
Surface
Surface
Kedah River
Penang
944
–
–
–
–
–
944
944
172
772
72
Pulua Pinang 
River
Mexico
Guadalajara
–
63
–
–
–
–
63
63
2
61
11
Surface
Surface
Lerma-Santiago 
River
Poland
Gdansk
–
7
–
–
–
–
7
7
6
1
1
Ground
Sea
Wisla River
¹ We follow established internal procedures and thresholds to determine which sites are included in the inventory.   
² Third-party water withdrawals represent water purchased from the local municipality.
³ Third-party water discharges/returns represent water sent to the local municipality for reuse or surface/groundwater recharge.
⁴ Sites located in area experiencing extremely high water stress, based on WRI’s Aqueduct Water Risk Atlas (2021).
5 Site located in area experiencing high water stress, based on WRI’s Aqueduct Water Risk Atlas (2021).
The following table details our water use, discharge, consumption, and conservation by source and destination for Intel sites around the world. Our fresh water withdrawals totaled 
13.9 billion gallons (52.4 megaliters) in 2020. Approximately 78% of the water used at our sites was sent back to municipal treatment operations, where it was treated so that it 
could be used for other purposes or to recharge surface or groundwater sources. For additional information, see the Sustainable section of this report. To prepare our global water 
inventory, we follow established internal procedures for collecting, reviewing, and reporting water data. Internal data collection and reporting practices are outlined within corpo­
rate standards and guidance documents developed by Intel. After a corporate-wide inventory was prepared, it was reviewed internally and water conservation data were assured 
by Apex Companies LLC (see the “Independent Limited Assurance Statement” in this Appendix). 
Reported in Megaliters per Year

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Appendix
Appendix  2020-21 Corporate Responsibility Report
Intel 2020 Water Inventory by Location and Source, continued
Location1
Water Withdrawals by Source (total water usage) – Megaliters per Year
Water
Discharged3
Water
Consumption
Water
Conserved
Water
Source
Discharge
Destination
(of municipality)
River Basin
Third-Party Water Withdrawals2 
(Purchased Water Sources)
Water Withdrawals
(On-site Water 
Sources)
Fresh
Water
from
Surface 
Water 
Sources
Fresh 
Water 
from
Ground 
Water 
Sources
Sea 
Water 
Sources
Reclaimed 
Water
Surface 
Water 
Source 
(Rainwater)
Ground
Water 
Source 
(On-site
well)
Total
Fresh
Water 
Withdrawals 
(All sources)
Total 
Water 
Withdrawals 
(All sources)
United
States
Arizona: 
Chandler5,6
2,390
–
–
–
–
2,390
2,390
840
1,550
536
Surface,
Ground
Ground; 
Third Party
Colorado/
Salt River
Arizona: Ocotillo5,6
13,320
–
4,166
–
–
13,320
17,486
15,452
2,034
7,115
California: 
Bowers - 
Santa Clara
196
–
–
–
–
–
196
196
127
69
25
Surface
Surface
to Sea
Santa Clara
River
California: Folsom5
332
–
–
–
–
–
332
332
56
276
–
California: 
Misson – 
Santa Clara
346
–
–
66
–
–
346
412
260
152
–
New Mexico: 
Rio Rancho5
–
127
–
–
–
2,737
2,864
2,864
2,669
195
1,375
Ground
Surface
Bravo River
Oregon: Aloha
1,062
–
–
–
–
–
1,062
1,062
760
302
–
Surface
Surface
Columbia River
Oregon: 
Hawthorn Farm
76
–
–
–
–
–
76
76
57
19
10
Oregon: 
Jones Farm
545
–
–
–
–
–
545
545
409
136
–
Oregon: 
Ronler Acres
8,827
–
–
–
–
–
8,827
8,827
7,038
1,789
9,084
Texas: Austin
61
–
–
–
–
–
61
61
45
16
–
Surface
Surface
Colorado River
Vietnam
Ho Chi Minh City
588
–
–
–
–
–
588
588
155
433
275
Surface
Surface
Mekong River
Total
49,358
3,619
4,232
24
3,048
52,428
60,279
47,261
13,017
26,799
¹ We follow established internal procedures and thresholds to determine which sites are included in the inventory.   
² Third-party water withdrawals represent water purchased from the local municipality.
³ Third-party water discharges/returns represent water sent to the local municipality for reuse or surface/groundwater recharge.
⁴ Sites located in area experiencing extremely high water stress, based on WRI's Aqueduct Water Risk Atlas (2021).
5 Site located in area experiencing high water stress, based on WRI’s Aqueduct Water Risk Atlas (2021).
6 Updated on June 18, 2021 to reflect both surface and ground water sources based on new information provided by the City of Chandler, AZ.
Reported in Megaliters per Year

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Appendix
Appendix  2020-21 Corporate Responsibility Report
2020 Environmental, Health, and Safety Violations
Location
Violation
Fine
Intel’s Corrective Action
Chandler, AZ
A non-compliant tag was observed on a kitchen suppression system.
$0
Kitchen suppression system was upgraded. All Chandler fire/alarm 
system inspection and testing reports were transmitted to the fire 
department, with no follow-up queries or correspondence.
Rio Rancho, NM
Sprinkler system gauges needed testing, ceiling tiles were missing, emergency lighting 
and exit sign illumination deficiencies, blocked egress, missing fire extinguishers, and 
other miscellaneous findings—most of which were in unoccupied buildings.
$0
Intel has addressed and reported on the status of findings.  
Findings related to larger projects have an estimated completion 
date of Q3 2021. 
Leixlip, Ireland
The necessary monitoring ports to conduct air emissions monitoring in accordance 
with the site’s industrial emissions license were missing.
$0
Intel installed two new monitoring ports at the required location, 
adjusted equipment to improve access to the monitoring ports, 
and reviewed all other stacks at the site to ensure full compliance 
with standards.
Aloha, OR
The pH level at the site outfall compliance point dropped below the permit limit 
during construction on a sulfuric acid supply line.
$100
Clean Water Services was notified within the two-hour window 
required for the wastewater permit.
San Diego, CA
Exit door required excessive force to open, and ceiling tile, penetration seal, and 
electric cover plates were missing.
$0
Intel corrected findings and validated closure for the 
inspecting agency. 
Ronler Acres, OR
Fire sprinkler system had deficiencies; penetration seals, ceiling tiles, and signage were 
missing; other deficiencies were reported related to housekeeping, storage, and fire 
extinguishers. 
$0
All issues were corrected, and vendor technicians completed 
retraining on fire system inspection, testing, and maintenance 
expectations.
Aloha, OR
The decommissioning of a chemical monitoring pump resulted in a temporary drop
in the pH level at the site outfall compliance point below the permit level.
$100
Clean Water Services was notified within the two-hour window 
required for the wastewater permit. Intel implemented enhanced 
labeling and work procedures to address future occurrences of this 
type.
Bangalore, India
Did not meet wastewater permit levels at the sewage treatment plant in September 
2018. Intel paid the penalty under protest and requested that the authorities consider 
Intel’s concurrent sampling test results, which had been sent to an accredited lab and 
showed that wastewater was within permit limits at the time.
$6,886
Intel is upgrading the wastewater treatment plant to achieve 50% 
higher efficiency than the current regulatory requirement.
Aloha, OR
EPA/Oregon Department of Environmental Quality joint inspection revealed missing 
record operating information, equipment labels, and monitoring information for valves 
and pumps.
$0
Intel enhanced labeling, auditing, and recordkeeping procedures for 
all valves and pumps, and conducted a comprehensive Resource 
Conservation and Recovery Act audit of the site.
1 Our definition of an NOV includes any written notice from an agency stating Intel is not in compliance with a regulation or other legal requirement, including administrative items.
Each year we share information about regulator visits to Intel sites across the globe and Notices of Violation received over the course of the year. In 2020, government officials 
made 130 visits (including audits and inspections) to Intel sites across the globe, including 46 health and safety agency inspections, 30 fire protection agency inspections, and 54 
environmental agency inspections. Details on NOVs1 and our subsequent corrective actions are provided in the table below.

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Sustainable
Enabling
Appendix
Appendix  2020-21 Corporate Responsibility Report
Top 100 Production and Service Suppliers by Spends
Achronix Semiconductor Corporation
Dentsu Group, Inc.
JE Dunn Construction
Powertech Technology Inc.
Advanced Semiconductor Engineering
Deutsche Post DHL Group9
JLL7
Quanta Computer Inc.
Advantest America Inc
DSV Panalpina A/S9
JSR Corporation
Rinchem Company Inc.
AEM Singapore Pte. Ltd.9
DuPont
JX Nippon Mining & Metals Corporation2
Samsung Electro-Mechanics Co., Ltd.
AGC Inc.8
EBARA Corporation
KellyOCG7
Samsung Semiconductor, Inc.
Air Liquide
Edwards Ltd
Keysight Technologies, Inc.8
SCREEN Semiconductor Solutions Co., Ltd.
Air Products and Chemicals, Inc.
Elitegroup Computer Systems Co., LTD.
KLA Corporation8
Shin-Etsu Chemical Co., Ltd.2
Amkor Technology, Inc.
Entegris, Inc.
Kokusai Electric Corporation2
Shinko Electric Industries Co. LTD.
Analog Devices, Inc.
Exyte
Lam Research Corporation1,3
SiliconMotion
Applied Materials, Inc.1,3
Fabrinet
Lasertec Corporation2
Siltronic AG1
Arm Limited
Flex9
Linde
SIRVA Worldwide, Inc.
ASM International N.V.2,4
FormFactor, Inc.
Marvell Technology Group, Ltd.
SK Hynix Inc.
ASML2
FUJIFILM Electronic Materials
Mentor Graphics Corporation
Skanska USA Building Inc.
AT&S Austria Technologie & Systemtechnik AG2
Gemtek Technology Co., Ltd.9
Merck KGaA Darmstadt, Germany
SUEZ Water Technologies & Solutions
Avantor9
GLOBALFOUNDRIES
Micron Technology, Inc
SUMCO Corporation2
Azurewave Technologies
GlobalWafers Co., LTD.
Microsoft Corporation9
Sundt Construction, Inc.
BE Semiconductor Industries N.V.
Harder Mechanical Contractors
Mitac Holdings Corporation
Super Micro Computer, Inc9 
Broadcom Inc.
HCL Technologies Limited6,9
Mitsubishi Gas Chemical Company Inc.
Synopsys, Inc.2,5  
Cadence Design Systems Inc.9
Hensel Phelps
Moses Lake Industries (TAMA Chemicals)2
Taiwan Semiconductor Manufacturing 
Company, Limited1  
CMC Materials, Inc.
Hitachi High-Tech Corporation2
Murata Machinery, Ltd.2
Tokyo Electron Limited1
Compass Group PLC
Hoffman Construction
MWH Constructors, Inc.
Tokyo Ohka Kogyo Co., LTD2
Courier Network Inc.9
Honeywell Electronic Materials
NetApp
Ultra Clean Technologies (UCT)9 
Cymer
IBIDEN Co., LTD.
Nikon Corporation
Unimicron Technology Corporation
Daifuku Co., LTD
Infosys Limited9
NNR Global Logistics
United Microelectronics Corp
DB Schenker9
Jacobs Engineering Group, Inc.
Pegatron Corporation
UST Holdings Ltd.
Table updated on June 18, 2021 to reflect the most current supplier names.
¹ Suppliers that received a 2020 Supplier Continuous Quality Improvement (SCQI) award.
² Suppliers that received a 2020 Preferred Quality Supplier (PQS) award.
³ Supplier additionally recognized for Distinction in Supplier Diversity.
⁴ Supplier additionally recognized for Distinction in Safety.
5 Supplier additionally recognized for Distinction in Innovation.
6 Supplier that received a 2020 Supplier Achievement (SAA) award for extraordinary results in cost.
7 Supplier that received a 2020 Supplier Achievement (SAA) award for extraordinary results in supplier diversity.
8 Supplier that received a 2020 Supplier Achievement (SAA) award for extraordinary results in technology.
9 Supplier that received a 2020 Supplier Achievement (SAA) award for extraordinary results in COVID-19 
response.
These companies represent approximately 75% of Intel’s total supply chain spends in 2020.

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