Corporate
Responsibility
Report2021-22

Introduction

Responsible

Our Business

Inclusive

Sustainable

Enabling

Appendix

Table of Contents
Introduction

2

Inclusive

47

SASB and TCFD Framework Alignment

91

Table of Contents

2

Inclusive: Our Approach48

UN Sustainable Development Goals

94

Letter From Our CEO

3

Inclusive Workforce

49

Non-GAAP Financial Measures

95

Letter From Our CPO

4Social Equity

56

Intel 2021 Water Inventory by Location and Source 96

A Year in Review

5

Building a Diverse Technology Industry

58

2021 Environmental, Health, and Safety Violations 98

IRTI: Going Beyond COVID-19

6

Supplier Diversity and Inclusion

59

Top 100 Production and Service Suppliers

99

Corporate Responsibility
and Our 2030 RISE Strategy

7

Making Technology Fully Inclusive
and Expanding Digital Readiness

61

Acronym Index

100

Awards and Recognitions

11

Sustainable64

Our Business

12

Sustainable: Our Approach

65

Company Profile

13

Environmental Management

66

Our People and Culture

20

Climate and Energy

68

Governance, Ethics, and Public Policy

24

Product Energy Efficiency

71

Stakeholder Engagement

28

Water Stewardship72

Respecting Human Rights

29

Waste and Circular Economy Solutions74

Supply Chain Responsibility

32

Sustainable Manufacturing
and Chemistry Initiatives

76

Responsible

35

Achieving Carbon Neutral Computing

77

Responsible: Our Approach

36

Employee Health, Safety, and Wellness

37

Enabling

79

Protecting Human Rights in the Supply Chain

40

Enabling: Our Approach

80

Responsible Minerals Sourcing

42

Employees Changing the World

81

Responsible Mobility

44Intel Foundation: Rising to the Future

84

Revolutionizing Healthand Safety Through Technology

45

Collaborating for Technology Impact

85

Appendix

87

About this Report88

Independent Limited Assurance Statement

89

Performance Data Summary

9022021-22 Corporate Responsibility Report

Our Commitment to Transparency
This report provides a comprehensive summary of
our approach to corporate responsibility and our
performance for calendar and fiscal 2021, unlessotherwise stated. This report has been prepared inaccordance 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 thecontent of this report, including the United Nations(UN) Global Compact, UN Sustainable Development
Goals, the Task Force on Climate-Related Financial
Disclosures (TCFD), and the Value Reporting
Foundation.1 In 2021, we continued to advanceour integrated reporting strategy to include environmental, social, and governance information in our
2021 Annual Report on Form 10-K and 2022 Proxy
Statement, available on our Investor Relations
website. For additional information on Intel’s approachto corporate responsibility, supporting documents
and data, past reports, and to customize a reportwith the sections of your choice, visit our Corporate
Responsibility and Report Builder websites.
1

SASB and IIRC announced the finalization of their merger
in June 2021, creating a unified organization, the Value
Reporting Foundation.

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Letter From Our CEO
emissions, energy use, water use, and waste generation.
For example, we achieved net positive water in three
countries, sustained 80% renewable electricity globally,and sent about 5% of our total waste to landfill. This
work has contributed to us being recognized as No. 1
on Barron’s 100 Most Sustainable Companies list. We
are also continuing our work on sustainable chemistry,including ongoing efforts to refine the chemical footprint
methodology for use in evaluation of the chemical
supply chain.
At Intel, our purpose is to build world-changing technologythat improves the life of every person on the planet. We strive
every day to make a positive global impact and be good
corporate citizens.
Increasingly central to every aspect of human existence,technology is transforming our world at an accelerated pace.
And at the heart of that technology: semiconductors. Semiconductors are the foundation of all innovation as the world
becomes more digital, from powering our ability to work
remotely, to staying connected with friends and family, toproviding enhanced healthcare and autonomous vehicles.
Today’s challenges are many and immense. We are still
struggling with a global pandemic, social injustice, wars, thedetrimental effects of climate change, and so much more.
Against this global landscape, it is imperative that we work
together as an industry to harness the power of technology
and ensure it is being used as a force for good. I am extremely
proud of Intel’s long-standing leadership in corporate responsibility and sustainability, including initiatives in diversity andinclusion, education, and philanthropy. Our focus helps us contribute responsible, inclusive, and sustainable practices across
our operations, products, and supply chain. The passion andexpertise of our employees, energized by our purpose, areaccelerating our collective contributions to the world.
This Corporate Responsibility Report outlines our progresson the 2030 goals we laid out two years ago. I am proud of ouraccomplishments, including:• Continuing to invest in conservation projects and set
new targets. Building on our long history of leadership in
this space, we are driving reductions in greenhouse gas

32021-22 Corporate Responsibility Report• Accelerating efforts on the Alliance for Global Inclusion.
Last year, we launched a coalition of technology and adjacent industry partners to improve diversity and inclusion
practices and promote transparent reporting in four criticalareas: leadership representation, inclusive language,
inclusive product development, and STEM readiness inunderserved communities. We more than doubled membership and made meaningful progress on creating an
inclusion index to help companies track diversity andinclusion improvements against a shared benchmark.
• Evolving our Pandemic Response Technology Initiative(PRTI). This has now become our Intel RISE Technology
Initiative (IRTI), which funds projects related to healthcare,education, and the economy, with dedicated work streams
for social equity and human rights, accessibility, and climate
action. The IRTI is a purpose-driven platform for action
backed by a $20 million commitment.
• Announcing the AI Incubator Network. This is an initiativein partnership with Dell Technologies and the American
Association of Community Colleges. As part of Intel’s AI for
Workforce program, the AI Incubator Network will design
and build AI labs across the US by leveraging the expertiseand industry connections of America’s community college
system. Since launching the AI for Workforce program in
2020, Intel has expanded it to 31 schools across 18 stateswith a goal of reaching all 50 states by 2023.
As we look ahead, we will build on this momentum to drive
progress and take us to even greater heights in 2022 and in
the years ahead, including:increasing the energy efficiency and lowering the carbon
footprint of Intel products and platforms, and to working withcustomers and industry partners to create solutions thatlower the greenhouse gas footprint of the entire technology
ecosystem. Furthermore, through sustainable manufacturing
practices and aggressive environmental targets, we are deeplycommitted to being good neighbors in the communities
where we operate.
• Making a $100 million investment to establish education
and research collaborations. Working with the US National
Science Foundation, we will continue to boost research andworkforce development in semiconductor manufacturing
through a $100 million investment over the next decade toestablish education and research collaborations with
universities, community colleges, and technical educators
in Ohio and across the nation.
• Maximizing existing talent while building a diverse talentpipeline across our industry. Despite talent leaving theworkforce in the wake of COVID-19 and drops in higher
education enrollment, our 2030 goals remain unchanged.
We will work to maximize existing talent while building adiverse talent pipeline across our industry. In addition, we
have set a 2022 target that our technical hiring in entrylevel roles is at least 30% women.
• Driving positive impact in supply chain responsibility.
Through our efforts to help protect human rights, oursuppliers have returned $25 million in fees to their workers
since 2014. In 2021, our progress also included expansionof our work in responsible minerals sourcing, and theachievement of $1.4 billion in annual spending with diverseowned suppliers.
We have made incredible strides over the past year, but there
is still much to do. We are just getting started.

Pat Gelsinger, Chief Executive Officer,
Intel Corporation• Committing to net-zero greenhouse gas emissions across
our operations by 2040. We will do this even as we significantly expand our global operations. We are committed tointel.com/responsibility

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Letter From Our CPO
Not only does Intel continue to accelerate the integration of responsible,
inclusive, and sustainable practices in our operations, supply chain, theindustry, and beyond, we also enable our customers to meet their environmental and corporate responsibility commitments through our technology
and the expertise of our employees.
Our long history of leadership in corporate responsibility is a competitive
advantage for our business. And our integrated approach helps us mitigate
risks, build brand value, and identify new market opportunities to apply ourtechnology to help address society’s most complex issues.
Paramount to Intel’s success is our 2030 RISE strategy, which outlines
our approach to corporate responsibility this decade, as well as the measurable goals we’ve set for ourselves to achieve in the next eight years. An
important aspect to this strategy, outlined in the details of this report,
is that our efforts are broader than just our own operations. This is not
added work, it’s how we work.
In 2021 we launched several industry-wide inclusion actions to enable ourgoals, including:
One of the things that inspired me to join Intel
is the company’s long-standing commitment topositive global impact. We have a goal to create
world-changing technology that improves the lifeof every person on the planet, but beyond that, we
strive to do what’s right for people and the planet
every day. At the center of these commitments
are Intel’s more than 121,000 employees aroundthe world. Our commitment and action related
to responsible corporate practices are morethan just important to the global workforce, they
are table stakes.
As Chief People Officer, my top job is to attract
and retain the world’s best talent across every
function—from the front lines in our factories tothe engineers at the forefront of innovation. Intel’sleadership in corporate responsibility is what
helps us continue to be an employer of choice.
We invest in programs that create opportunities
for people around the world as part of our 2030
RISE corporate responsibility goals.

• The Alliance for Global Inclusion was launched to drive collective impact
in four key areas: leadership representation, inclusive language, inclusive
product development, and improving STEM readiness in underserved
communities. The alliance recently celebrated its first anniversary, andits membership has doubled since launch.
• In its first year since launch, the Million Girls Moonshot reached
160,000 girls across the US via 21,000 after-school and summer
STEM programs, and 612 new STEM partnerships.
Our 2030 RISE goals also focus on fully harnessing the power of technology
to solve increasingly complex and interconnected global challenges. For
example, we are partnering with the technology industry and otherstakeholders to revolutionize computing and expand digital readiness:• During 2021, Intel drove a wide range of programs, including AI for
Citizens, AI for Youth, AI for Future Workforce, AI for Current Workforce,and Digital Readiness for Leaders for empowering citizens, students,
professionals, and leaders to actively participate in and benefit from a
digital economy. We scaled the programs by working with more than 20
countries and over 50 ministries and partners, impacting over 13,000
institutions and 1 million people globally.
And inside of Intel, we believe that when every employee has a voice and asense of belonging, Intel can be more innovative, agile, and competitive.
An inclusive culture that welcomes all perspectives is critical for attracting,42021-22 Corporate Responsibility Reportretaining, and progressing top talent who have a direct impact
on innovation and on our products. Intel is committed toproviding a work environment where employees from all
backgrounds are valued, supported, respected, challenged,
acknowledged, and rewarded so they can achieve their fullpotential. Recent examples include:• Through our 2030 goals, we are committed to further
advancing the representation of women and underrepresented minorities in leadership and technical positionsat Intel, advancing accessibility, and embedding inclusive
leadership practices in our culture and across our business.
• Our global representation of technical women declined
from 25.2% in 2020 to 24.3% in 2021, but more technicalwomen—some 26,000—work at Intel than at any timein our recent history. To meet our goal of increasing
representation of women in technical roles to 40%, we will
implement targeted programs to increase the number ofwomen hired for technician, engineering hardware, andsoftware roles through sourcing, pipelining, and workforce
development initiatives. To drive additional corporate-levelfocus, we have made this an Annual Performance Bonus
goal for all employees in 2022. In addition, we set a goalthat our hiring for technical entry-level roles is at least
30% women.
• In 2022, we launched the Intel Hardship and Emergency
Relief program, providing short term relief up to $2,500(geo adjusted) to employees facing hardship due to global
disasters and crises.
We see the growing acknowledgment of the importance ofcorporate responsibility and sustainability, and our historic andongoing leadership as an opportunity to fulfill our purpose to
create world-changing technology that improves the life of
every person on the planet.
We couldn’t be prouder of what we’ve achieved over ourlong history of action in corporate responsibility and forwhat’s to come.

Christy Pambianchi, Executive Vice President
and Chief People Officer, Intel Corporation

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Appendix

A Year in Review
In May 2020, we laid out our 2030 RISE strategy andgoals. Since then, we have made considerable progresson those goals. Below are some highlights from 2021
and early 2022:

Investing in New Factories
We announced significant manufacturing expansion
plans, including the construction of two additional chip
factories at our Arizona site, two more at a new Intel site
in Ohio, and expansions in New Mexico, Oregon, andMalaysia. We estimate that our investments at each of
the Ohio and Arizona sites will be $20 billion. We alsoannounced plans to invest up to 80 billion euros toadvance a world-class semiconductor ecosystem in
the European Union. The European investment will
include a new fab mega-site in Germany; an R&D hub
in France; and R&D, manufacturing, and foundry
services in Ireland, Italy, Poland, and Spain.

Advancing Responsible
Mobility and Automotive Safety
Intel’s Mobileye technology has moved advanced driverassistance systems from luxury add-on to standard
equipment, and now helps keep drivers and passengers
of more than 100 million vehicles safer. In December
2021, Intel announced its intention to take Mobileye
public in the US in mid-2022 via an initial public offeringof newly issued Mobileye stock.

Progressing Toward a Net Positive Water Goal
In 2021, we conserved 9.3 billion gallons of waterinternally and enabled restoration of approximately
2.3 billion gallons through investments in watershed
restoration projects. These achievements advanced
us toward our goal of net positive use, resulting in
99% (by volume) of global fresh water treated andreturned to communities or the environment andrestored through watershed projects during 2021.
Through the end of 2021, we have achieved net
positive water in three countries: the US, India,
and Costa Rica.

5

2021-22 Corporate Responsibility Report

Building a More Inclusive Workforce
In 2021, we continued our focus on career development
and progression of diverse talent, and saw absolute
numbers increase in all categories. Some of the numbers
from 2020 to 2021 did not increase much as percentages
or—in some cases—decreased, because of Intel’sunprecedented growth. We surpassed our milestone
goal of reaching 1,375 women in senior leadership roles
by 74, ending the year with 1,449 women in seniorleadership roles across the globe.

Responding to Humanitarian Crises
When humanitarian crises or natural disasters strike,the Intel Foundation matches employees’ donations
to support affected communities. In 2021, 16 relief
campaigns raised nearly $2 million in donations andmatches to aid recovery across 13 countries affected by
wildfires, floods, winter storms, tornadoes, earthquakes,
hurricanes, COVID-19, and more. More recently, theFoundation launched an employee donation campaign
in response to the humanitarian crisis in Ukraine.
Together, the Foundation and Intel employees raisedover $2 million to support Ukraine aid efforts.

Contributing 848,000 Employee
Volunteer Hours
While the pandemic limited in-person gatherings, we
continued to offer virtual volunteer opportunities for
employees to give their time and talent to those in need.
In 2021, our employees reported more than 848,000
volunteer hours globally in support of schools and nonprofit organizations in our communities.

Becoming a “Hybrid-First” Company
Intel announced plans to become a “hybrid-first”
company, allowing the majority of employees to split
their time between working remotely and in the office.
We also increased our employee compensation budget
by about $1 billion in pay and $1.4 billion in stock.

Leading Supply Chain
Responsibility and Impact
As a result of our efforts to ensure
the protection of human rights inthe work place, our suppliers havereturned $25 million in fees to theirworkers since 2014. In 2021, ourprogress also included expansionof our work in responsible minerals
sourcing, and the achievement of$1.4 billion in annual spending withdiverse-owned suppliers—a 10-foldincrease compared to 2015.

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IRTI: Going Beyond COVID-19
We are extremely proud of how our team has responded
throughout the COVID-19 pandemic. We have madechanges and adopted measures to continue providing asafe environment for our employees and the operationof our manufacturing sites, and worked to mitigate risks
to workers in our supply chain. Intel, the Intel Foundation,and Intel subsidiaries have donated $10 million to support
local communities, including matching of employee andretiree donations.
In 2020, we launched our Pandemic ResponseTechnology Initiative (PRTI), a $50 million commitment
to support essential workers, hard-hit businesses, andstudents of all ages with Intel-funded technology
projects. Through PRTI, Intel partnered with morethan 170 organizations on over 230 projects in multiple
sectors. In 2021, we expanded the scope of the PRTI to
include additional program areas, and renamed it theIntel RISE Technology Initiative (IRTI). With IRTI we arebuilding deeper relationships with our customers andother partners in line with our corporate purpose andgoal to create shared value. Since then, the IRTI has
created a broader, purpose-driven platform for action
with new dedicated workstreams for social equity andhuman rights, accessibility, and climate action. Amongthe many lessons learned over the past two years, isthat technology is essential.
In the IRTI’s first year, we invested $9.5 million to fund
63 projects across six areas that align with the Intel RISE
pillars: accessibility; economic recovery; education;
health and life sciences; social equity and human rights;
and sustainability and climate. Intel differentiatedtechnology was utilized in 67% of the projects to solve
unique challenges that plague individuals and organizations globally. Intel experts drive the success of IRTI
projects, and we work with partners to identify issues
and provide unique technology solutions to some of theworld’s most complex challenges. Some of the mostcompelling projects funded by IRTI support diverse

62021-22 Corporate Responsibility Reportcommunities and strengthen our goal to support social
equity and innovation. Intel has earmarked an additional$10 million for IRTI in 2022. Below are examples of IRTI
projects. For more, see “Collaborating for Technology
Impact” in the Enabling section of this report.
Economic Recovery: Upskilling Program Supports
Sports, Entertainment Workers. As we emerge fromthe pandemic, we’re faced with millions of workers wholost their jobs looking for new opportunities, including
9.3 million people in the sports and entertainment
industries. We partnered with Microsoft and theInnovation Institute for Fan Experience to launch a joint
initiative to address the skills gap and provide workers
with a path for upward professional mobility. This
program provides access to online curated content tohelp workers increase their competency, grow theirprofessional skills, and enhance their capabilities for
current and future roles. Ensuring an inclusive economic
recovery requires opportunities for those hit hardest by
job losses to develop essential skills.

Sustainability and Climate: Establishing a Solar
Community Hub in Brazil. To address environmental
and educational needs of the Boa Esperança community
in Brazil, we partnered with Dell and the Sustainable
Amazon Foundation to establish a solar community
hub. The solar-powered hub provides Internet access,technology, and services that benefit about 1,500 people.
Included is access to digital literacy skills, business
management training, and healthcare through telehealthconnections. Also included is the Amazon Deforestation
Alert System, which combines Inputs from local environmental monitors with AI technology to identify andpredict occurrences of deforestation or environmental
degradation in the Amazon region.

Health and Life Sciences: Integrating AI in Healthcare
and Help Improve Patient Safety. Through IRTI, we’re
implementing Intel technology to help improve patient
safety and care. One project leverages Intel AI technology
to establish zones around a patient’s bed, implementing
virtual rails that, if crossed, trigger an alert for the medical
team. A trained technician also monitors multiple patient
rooms from a central station with this AI-assisted tech
and alerts the care team to help prevent falls in thehospital setting. Built with Intel® OpenVINO™ technology
to ensure enhanced performance on Intel AI hardware,
the solution has been deployed at Intermountain
Healthcare. We will continue to uncover and address
both patient and provider needs and optimize Inteltechnology to maximize our potential impact within
the medical industry.

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Corporate Responsibility and Our 2030 RISE Strategy
Intel’s purpose is to create world-changing technology that improves the life of every person on earth. Ourcontinuing 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 andchallenged 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 ouremployees. Our strategy not only raises the bar for ourselves and our supply chain, but also increases thescale and global impact of our work through new collaborations with our customers and a broad rangeof stakeholders. Our aim is to fully harness the power of technology to solve the 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.
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.

Responsible

Inclusive

Sustainable

Enabling

GlobalChallenges

Technology
Industry
Initiatives
Intel
Operationaland Supply
Chain Goals

Responsible

Inclusive

Sustainable

Lead in advancing safety, wellness, and responsible
business practices across our global manufacturing
operations, our value chain, and beyond

Advance diversity and inclusion across our global
workforce and industry, and expand opportunities for others
through technology, inclusion, and digital readiness initiatives

Be a global leader in sustainability and enable ourcustomers and others to reduce their environmental
impact through our actions and technology

Enabling
Through innovative technology and the expertise and passion of our employees we enable positive change within Intel, across our industry, and beyond
In developing our 2030 RISE strategy and goals, we leveraged external frameworks such as the United Nations Sustainable Development Goals symbolized above.
For more, see “United Nations Sustainable Development Goals” in the Appendix.

72021-22 Corporate Responsibility Report

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Appendix

2030 RISE Operational and Supply Chain Goals
This table outlines our 2030 operational and supply chain goals, including progress made in 2021. These goals are designed to continue to raise the bar for ourselves and todeliver 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 2021

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.

During 2021, 87% of surveyed employees agreed with our “safety is a value”
metrics. 27% of global Intel employees participated in wellness programsin 2021.

Supply Chain Human Rights. Scale our supplier responsibility programs to ensure respectfor human rights across 100% of our tier 1 contracted suppliers and higher risk tier 2 suppliers.1

We reached 24% completion of our Tier 1 contracted suppliers, and remain on
track to 100% completion by 2030.

Workforce Inclusion.
• Double the number of women and underrepresented minorities in senior leadership roles.

We surpassed our milestone goal of reaching 1,375 women in leadershiproles, ending 2021 with 1,449 women in senior leadership roles. Our US
underrepresented minority senior leaders also increased, from 384 to 444.
We set a milestone goal to increase representation of Black/African American
employees in senior, director, and executive roles by 10% in the US. We
exceeded this milestone, increasing representation by 11%. As of December
2021, 3.8% of Intel’s US workforce self-identified as having a disability.

Inclusive• 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.
Supplier Diversity. Increase global annual spending with diverse suppliers2 by 100% to reach$2 billion in annual spending by 2030.

In 2021, our annual spending with diverse suppliers reached $1.4 billion, a 10-foldincrease compared to 2015, when we launched our diverse supplier program.
We have made strong progress toward our 2030 goal and our three milestones
focused on women-, minority-, and US Black-owned suppliers.

Climate and Energy.
• Achieve 100% renewable electricity use across our global manufacturing operations.
• Conserve 4 billion kWh of electricity.
• Drive a 10% reduction in our absolute Scope 1 and 2 GHG 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.

In 2021, we invested in projects that enabled us to conserve approximately 162
million kWh of electricity. We have conserved a cumulative total of 486 million
kWh of electricity since the baseline date. While our absolute Scope 1 and 2
greenhouse gas (GHG) emissions increased 14% from our 2019 baseline, ourtotal GHG emissions (including Scopes 1, 2, and 3) decreased 2% from last year.

Net Positive Water. Achieve net positive water use by conserving 60 billion gallons of waterand funding external water restoration projects.

During 2021, we conserved 9.3 billion gallons of water and conserved 16.4 billion
gallons cumulatively from the 2020 baseline. Intel projects also restored 2.3
billion gallons of water during 2021 and 3.6 billion gallons cumulatively from the2020 baseline, to our watersheds.

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.

We sent 5% total waste to landfill and implemented circular strategies for 65%
of our manufacturing waste.

Community Impact. Deliver 10 million volunteer hours to improve our local communities,
including an increase in skills-based volunteerism.

During 2021, our employees donated 848,000 hours of service in our local
communities.

Sustainable

Enabling1

 ier 1 suppliers are companies from which Intel makes direct purchases (more than 9,000 suppliers in 2021). Tier 1 contracted suppliers are subject to formal agreements with Intel based on the products and services
T
provided and spends (approximately 1,500 at the beginning of 2021). 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 or region 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 in accordance with local law.

3Intel defines zero waste as less than 1% sent to landfill.

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AppendixTechnology 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 knowthat we can go faster and be more effective working together. Click on the headers below for more details on our initiatives and progress.

Responsible

Sustainable

Responsible minerals. Expand our efforts beyond conflictminerals1 to cover all minerals used in semiconductor
manufacturing and apply the learnings to lead our industry
in creating new sourcing standards.

Inclusion Index. Drive full inclusion and accessibility
across the technology industry by creating andimplementing a Global Inclusion Index with common
metrics to advance progress.

Sustainable manufacturing. Create a collective approach to
reducing emissions for the semiconductor manufacturingindustry and increase the use of technology to reduceclimate impact in global manufacturing.

In 2021, we sent our first expanded minerals survey
for aluminum, copper, nickel, and silver to suppliers
contributing these materials in our Intel-manufactured
microprocessors. This is an important step in our RISE
strategy, as we begin mapping our supply chains for ourhighest priority minerals. Although sourcing of theseminerals is not yet widely reported, we received a response
from 89% of relevant suppliers. Additionally, we continue topartner with industry associations to ensure standards arein place to enable our ultimate goal of responsible sourcing
for all the minerals in our supply chain. We will continue toidentify the highest priority minerals in pursuit of our 2030
RISE Goals.

In 2021, we launched the Alliance for Global Inclusion, a
coalition focused on creating an inclusion index and working
to collectively advance progress in four critical areas:
leadership representation, inclusive language, inclusive
product development, and STEM readiness in underresourced communities. Since its launch, the Alliance has
more than doubled in size, from five to 12 members, and has
made meaningful progress on creating an Inclusion Index toserve as a benchmark for companies to track diversity andinclusion improvements, provide information on current bestpractices, and highlight opportunities to improve outcomes
across industries. In December 2021, the Alliance publishedsuggested guidance to secure diverse representation on
boards of directors.

In the 1990s, Intel led an initiative to eliminate the use ofClass 1 ozone-depleting substances in semiconductor
manufacturing. Our 2030 climate goals are informedby climate science, but due to our (and our industry’s)
early emissions reductions and demand growth forsemiconductors, it remains challenging to gain formal
approval for a target under the existing methodology of
the Science-Based Targets Initiative (SBTi). In 2021, we
continued to work with industry stakeholders to assess thepotential for the development of a sector-specific approachto setting science-based GHG emissions-reduction targets
for the semiconductor manufacturing industry. The goal is
to expand the number of companies in our sector that set
approved science-based targets.

Inclusive pipeline. Expand the inclusive pipeline of talent forour industry through innovative global education initiatives
and STEM programs for girls and underrepresented groups.

Sustainable chemistry. Enable greener and circularchemistry strategies across the technology industry value
chain by transforming chemical footprint methodology.

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 2021, we scaled a number ofprograms and collaborations with customers, governments,and other stakeholders to bridge the gender gap in STEM
fields, including our work with Women in AI, a nonprofit
working to empower women and minorities as AI and dataexperts, innovators, and leaders. In early 2021, we also
pledged $5 million to North Carolina Central University, ahistorically Black college or university, to create a tech law
and policy center.

In 2021, Intel continued efforts to refine the chemical
footprint methodology for use in evaluation of the chemical
supply chain, as well as to integrate the methodology into
the chemical supply chain to enable better assessment offull lifecycle impact. In addition, we continued to provide
webinars to further the promotion of the chemical footprint
methodology as a technology industry initiative. Sustainablechemistry baselines were completed for the current
manufacturing technologies, as well as for the year 2020.
We completed an initial analysis of the current chemical uses
and those identified as the highest impact chemistries havebeen included within a set of priority projects to further scopeand disposition.

Responsible mobility. Collaborate with our industry
and ecosystem partners to advance the adoption oftechnology-neutral safety 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 employs a broad set of technologies
covering computer vision and machine learning-based
sensing, data analysis, for advanced driver assistancesystems and autonomous vehicles (AVs). Mobileye
technology helps keep the drivers and passengers of morethan 100 million vehicles safer today. Intel’s ResponsibilitySensitive Safety (RSS) has become a leading model for
global AV safety frameworks. Numerous standards bodies
are beginning to include RSS in standards development
activities.
1

Inclusive onflict 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
C
Democratic Republic of the Congo (DRC) or adjoining countries.

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Sustainable

Enabling

Appendix

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.

Responsible

Inclusive

Sustainable

Revolutionize how technology will improve healthand safety

Make technology fully inclusive and expand
digital readiness

Achieve carbon neutral computing to address
climate change

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 theareas of healthcare and life sciences, manufacturing, andtransportation.

We will advance inclusion and accessibility for millions ofpeople who currently do not have the technology skills or
resources needed to access educational, economic, andcommunity resources in our increasingly digital economy.

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.

In 2021, we progressed on our global challenge to apply
technology to advance healthcare and safety on multiple
fronts. Included were collaborations aimed at facilitating theanalysis of data from COVID-19 patients to determine theorigin and expected severity of various coronavirus strains,
and an edge device that provides information and tools forhealthcare workers responsible for vaccine distribution.

During 2021, we drove a wide range of digital readinessaimed at empowering non-technical audiences, students,
professionals, and leaders with the skills, tools, andopportunities needed to use technology effectively andbenefit from the digital economy. We scaled the programs
by working with more than 20 countries, 50 education
ministries, and other partners, impacting over 13,000
institutions and 1 million people globally.

Progress in 2021 included advances across sustainability in
manufacturing, use phase, and asset retirement for client
PCs. These include advances in specifications, further
adoption of specifications, and advances in the Intel® NUC
systems, reference platforms, and OEM partnerships. In
the data center, progress was made across both the “usephase” and the “create phase,” with specific advances
around cooling solutions, product roadmap, and industry
engagement with the Open Compute Project. We continue
to engage in a range of organizations to build a supportive
policy environment for private sector leadership on climatechange, and advocate to innovate and invest in climate
solutions through our engagement in environmental policy
think tanks such as the Center for Climate Change andEnergy Solutions.

Enabling

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Inclusive

Sustainable

Enabling

AppendixAwards 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 thecorporate responsibility-related awards and recognitions that Intel received in 2021 and in the first quarter of 2022.
3BL Media. 100 Best Corporate Citizens
AISES. Top 50 Workplaces for Indigenous STEM Professionals
American Association of People with Disabilities and Disability:IN.
Disability Equality Index

Hispanic Association of Corporate Responsibility.
Corporate Inclusion Index 5-Star Rating for Governance
Human Rights Campaign. Corporate Equality Index
ISS. 1 rating in both Environment & Social QualityScore2

As You Sow. Clean200

JUST Capital and Forbes. JUST 100

AnitaB.org. America’s Top Corporations for Women Technologists

LATINA Style 50. Top 50 Best Companies for Latinas
to Work in the US

Barron’s. #1 Most Sustainable Company
Bloomberg. Bloomberg Gender-Equality Index
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

Minority Engineer. Top 50 Employers
MSCI. World ESG Leaders Index3
National Business Inclusion Consortium.
Best-of-the-Best Corporations for Inclusion
Newsweek. America’s Most Responsible Companies

Center for Resource Solutions. Renewable Energy Markets
Asia Award

Religious Freedom & Business Foundation. Corporate
Religious Equity, Diversity and Inclusion Index

Corporate Knights. Global 100 Most Sustainable Corporate Citizens

RepTrak. 2021 Global RepTrak® 100

DisabilityIN. ERG of the Year

US Environmental Protection Agency. #3 Ranking
on Green Power Partnership National Top 100

Dow Jones Sustainability Index. North America Index
Ethisphere Institute. World’s Most Ethical Companies
Forbes. World’s Best Employers, America’s Best Employers for
Women, America’s Best Employers for Diversity, America’s Best
Employers for New Grads, and America’s Best Employers for Veterans
Fortune. Top 20 Fortune 500 Companies on Diversity and Inclusion
FTSE Group. FTSE4Good Index1
Gartner. Supply Chain Top 25

112021-22 Corporate Responsibility Report

1

Wall Street Journal. Management Top 250
Women’s Business Enterprise National Council.
Top Corporations for Women’s Business Enterprises
WE Connect International. Top 10 Global Championsfor Supplier Diversity Inclusion
Women Engineer Magazine. Top 50 Employers –Reader’s Choice
Working Mother. 100 Best Companies forMulticultural WomenFTSE Russell (the trading name of FTSE International
Limited and Frank Russell Company) confirms that
Intel Corporation has been independently assessed
according to the FTSE4Good criteria, and has satisfied
the requirements to become a constituent of the
FTSE4Good Index Series. Created by the global index
provider FTSE Russell, the FTSE4Good Index Series
is designed to measure the performance of companies
demonstrating strong Environmental, Social andGovernance (ESG) practices. The FTSE4Good indices
are used by a wide variety of market participants tocreate and assess responsible investment funds andother products.

2

Scores as of end of year 2021.

3

 he inclusion of Intel Corporation is any MSCI Index,Tand the use of MSCI logos, trademarks, service marks
or index names herein, do not constitute a sponsorship,endorsement or promotion of Intel Corporation by
MSCI or any of its affiliates. The MSCI Indexes are theexclusive property of MSCI. MSCI and the MSCI Index
names and logos are trademarks or service marks of
MSCI or its affiliates.

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Appendix

Our BusinessIntel put the Silicon in Silicon Valley. Our company and our people have had a profound influenceon the world, driving business and society forward by creating radical innovation that revolutionizes
the way we live. Today we are applying our reach, scale, and resources to enable our customers tocapitalize more fully on the power of digital technology. Inspired by Moore’s Law, a law of economics
put forth by our co-founder Gordon Moore more than 50 years ago, we continue our work to advancethe design and manufacturing of semiconductors to help address our customers’ greatest challenges.

This year’s highlights$79.0 billion in revenue
We achieved record revenue in 2021, for the sixth consecutive year. In the midst of continued global
health and economic challenges, we remained disciplined and focused, reflecting the resilience of
our employees around the world.

IDM 2.0 investments
As part of our integrated device manufacturer (IDM 2.0) strategy, Intel announced in 2021
and 2022 plans to invest $40 billion to build new factories and expand in the US and Malaysia,
and as much as 80 billion euros in the European Union for R&D and manufacturing expansion.
IDM 2.0 allows us to deliver leadership products using internal and external capacity whileleveraging our core strengths for growth by providing foundry services to others.

$2.4 billion in additional compensation
We announced a boost in Intel’s wage and stock employee compensation budget to help thecompany attract and retain top talent in today’s competitive market. We also introduced new
employee referral programs, expanded wellness benefits and time off, heightened our focus
on revitalizing our culture, and increased mentoring in our technical community.

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AppendixCompany Profile
The world is becoming more digital, and computing
more pervasive. Semiconductors are the underlying
technology powering the digitization of everything,which is being accelerated by four superpowers:
ubiquitous compute, cloud-to-edge infrastructure,
pervasive connectivity, and artificial intelligence (AI).
Together these superpowers reinforce and amplify one
another, and will exponentially increase the world’s needfor computing by packing even more processing
capability onto ever-smaller microchips. We intend
to lead the industry by harnessing these superpowers
for our customers’ growth and our own.
Our 2021 revenue of $79 billion was up year over year,with our Client Computing Group revenue up 1% and
our Data Center Group revenue down 1%, both amid theeffects of industry-wide supply constraints. Our Internetof Things Group and Mobileye both achieved strong
results on higher demand amid recovery from theeconomic impacts of COVID-19.
Our CEO Pat Gelsinger joined Intel on February 21, 2021.
He returns to Intel, where he previously spent 30 yearsof his career, learned at the feet of Intel’s founders, andserved as our first Chief Technology Officer.

On March 23, 2021, we announced our “IDM 2.0”
strategy, which combines our internal factory network,
strategic use of external foundries, and our new Intel
Foundry Services (IFS) business. With IFS, we intend
to build a world-class foundry business to meet thegrowing global demand for semiconductors. We plan todifferentiate our foundry offerings from those of others
through a combination of leading-edge packaging andprocess technology, committed capacity in the US andEurope available to customers globally, and a worldclass intellectual property (IP) portfolio.
We believe our IDM 2.0 strategy will enable us to deliver
leading process technology and products to meetgrowing demand, while providing superior capacity andsupply resilience and an advantageous cost structure.
Delivering on our IDM 2.0 strategy and growth ambitions
requires attracting, developing, and retaining top talent.
We are committed to creating an inclusive workplace
where the world’s best engineers and technologists canfulfill their dreams and create technology that improves
the life of every person on the planet.

The sections of this Company Profile derived from our 2021 Annual Report on Form 10-K speak as of January 27, 2022, unless another date isindicated. Beginning with our first quarter 2022 results, we report under six business units, following an update to segment reporting that aligns
with our organizational structure and business strategy. More information regarding this reporting structure, including recasts of our historicalfinancial statements for the past three years, are available through our filings with the Securities and Exchange Commission.

We are anindustry leader
and a catalyst for technology
innovation and products thatrevolutionize the way we live.
We are committed to harnessing
the breadth and scale of ourreach to have a positive effect on
business, society, and the planet.
Our purpose is to create
world-changing technologythat improves the life of every
person on the planet.

Our
priorities

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How We Organize Our Business% Intel Revenue

Responsible

Our Business

Key Markets and Products
Client Computing Group. Includes platforms
designed for end-user form factors, focusing
on higher growth segments of 2-in-1, thin-andlight, commercial and gaming, and growing
adjacencies such as connectivity and graphics.

Data Center Group. Includes workloadoptimized platforms and related products
designed for cloud service providers, enterpriseand government, and communications service
providers market segments.

Internet of Things Group. Includes highperformance compute solutions for targetedverticals and embedded applications inmarket segments such as retail, industrial,and healthcare.

Inclusive

Sustainable

Our Competitors

Our portfolio of products and capabilities positions
us well to play a larger role in our customers’ success.
Beyond the CPU, we are delivering a growing familyof xPU products (graphics processing units [GPUs],
accelerators, and field-programmable gate arrays[FPGAs]) to help meet our customers’ increasingly
diverse computing needs. We sell our products primarily
to original equipment manufacturers (OEMs), original
design manufacturers (ODMs), and cloud service
providers. In addition, our customers include othermanufacturers and service providers, such as industrial
and communication equipment manufacturers andother 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 andother products from our distributors. For additional
information, refer to the 2021 Intel Annual Report on
Form 10-K.

We face intense competition across our productportfolio from companies offering platform products;
accelerator products such as GPUs; other accelerator
products such as application-specific integrated circuits(ASICs), application-specific standard products, andFPGAs; 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 2021 Intel Annual Report on
Form 10-K.

142021-22 Corporate Responsibility Report

Our Products
Our product offerings provided end-to-end solutions,scaling from edge computing2 to 5G networks, the cloud,and the emerging fields of AI and autonomous driving.
Products, such as our gaming CPUs, may be sold directly
to end customers, or they may be further integrated byour customers into end products such as notebooks andstorage servers. Combining some of these products—
for example, integrating FPGAs and memory with Intel®
Xeon® processors in a data center solution—enables
incremental synergistic value and performance.

End-to-End Product Portfolio
In 2021, we launched new products, such as the 12th
Gen Intel® Core™ processors (previously referred toas Alder Lake), the first on the Intel 7 process, withreal-world performance for enthusiast gamers andprofessional creators. In addition, we launched the 3rd
Gen Intel® Xeon® Scalable processor (Ice Lake), whichboasts up to 40 cores and delivers a significant increasein performance, on average, compared to the previous
generation. These Intel Xeon processors include a setof built-in security features, cryptographic acceleration,
and AI.

Non-Volatile Memory Solutions Group.
Includes memory and storage products likeIntel® 3D NAND technology, primarily usedin SSDs.1

For more information, refer to the 2021 Intel Annual Reporton Form 10-K.

Appendix

Our Customers

Mobileye. Includes comprehensive solutions
required for autonomous driving, including
compute platforms, computer vision, andmachine learning- based sensing, mapping
and localization, driving policy, and active
sensors in development, utilized for both
Robotaxi and consumer-level autonomy.

Programmable Solutions Group. Includes
programmable semiconductors, primarily
FPGAs and structured ASICs, and related
products for communications, cloud andenterprise, and embedded market segments.

Enabling

1

I n October 2020, we signed an agreement with SK hynix to divest our
NAND memory business. The NAND memory business makes up our
NSG segment. The transaction will occur over two closings, the first ofwhich was completed on December 29, 2021, subsequent to our fiscal
2021 year end.

2

 lacing resources to move, store, and process data closer to whereP
data is generated and consumed.

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Our Business

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Appendix

End-to-End Product Portfolio
Autonomous
Driving

5G Network

ClientConnectivity

Cloud
Computing

IoT

ClientComputing

AI andAnalytics

Intel® Wi-Fi 6
Solutions

We also introduced a broad, data-centric portfolio for
5G network infrastructure, including a System-on-a-Chip(SoC) for wireless base stations, structured ASICs for
5G network acceleration, and a 5G network-optimized
Ethernet Network Interface Controller (NIC). In addition,
we revealed the brand for our upcoming consumer highperformance graphics: Intel® Arc™ graphics. The IntelArc brand will cover hardware, software, and services,and will span multiple hardware generations, with thefirst generation shipping to OEMs in early 2022.
On December 29, 2021, we completed the first closingof the divestiture of our NAND memory business to SK
hynix, Inc. We intend to invest transaction proceeds todeliver leadership products and advance our long-term
growth priorities.
For more information about our products, read our2021 Intel Annual Report on Form 10-K.
152021-22 Corporate Responsibility Report

Product Responsibility and Impact
We strive to minimize the environmental impact of our
products at all phases in their life cycle: development,
production, use, and ultimate disposal. We also 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 and “Making Technology
Fully Inclusive” in the Inclusive section of this report. We
recognize that innovation, growth, and the success of ourbusiness and our industry depend on individuals’ trust in
their use of technology and in the responsible, protectedcollection and processing of their data. We also do nottolerate our products being used to violate human rights.
For more detail, see “Respecting Human Rights” later inthis section of the report.

Examples of innovative applications of our technology
and collaborations with our customers and other stakeholders are highlighted in the RISE global challenge
discussions at the end of each section of this report.

From Sand to Silicon
The transistor is the engine that powers every Intelprocessor. 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.

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Cybersecurity and Product Security
At Intel, security comes first both in the way we work
and in what we work on. Our culture and practices
guide everything we build, with the goal of delivering
the highest performance and optimal protections. As
with previous reports, the 2021 Intel Product Security
Report demonstrates our Security First Pledge andour endless efforts to proactively seek out and mitigate
security issues.
We recognize that massive shifts in how we live, work,
connect, and communicate increase the need fortechnologies that people trust, built on a foundationof security. We prioritize security in two ways: in theway we work, through our culture and practices aimed
at delivering high performance and protections ineverything we build; and in what we work on, throughour 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 thecomplexity 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 specificchallenges centered around three key priorities: foundational 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, fromplanning 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 andmitigations. In 2021 we expanded our Bug Bounty
Program, which incentivizes security researchers

162021-22 Corporate Responsibility Report1
Release/post
deployment

Sustainable

Planning andassessment

62Architecture

Security
Development
Lifecycle
Security
validation

5

Enabling

Appendix

across the industry. For more information, visit Product
Security at Intel or read our Intel Product Security 2021
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

3

Design4
Implementation

to report vulnerabilities in Intel products. We began
rewarding researchers with bonus multipliers forfindings in specific areas of interest, leading to mitigations and improved security in an array of products.
We also work across the industry to improve security;
when a vulnerability is identified, we work with affected
partners to develop and release mitigations. We alignon disclosure to minimize potential threats while wework to address the vulnerability.
Security Research. Continuous improvement is madethrough investments in offensive research on the securityof our products. We have a dedicated team of experts
who continually research and test products internally.
Internal security research for 2021 accounts for 50%of the issues addressed and an additional 43% werereported through Intel’s Bug Bounty Program. 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 worldclass industry partners, global security researchers,
and academic institutions to advance security research

Our sourcing and manufacturing practices are built on
decades of experience and aligned to industry-leading
processes. Our supply chain security program leverages
this expertise and has embedded security controls throughout the vendor lifecycle. Intel’s supply chain security risk
management program is derived from standard industry
risk management frameworks such as NIST and ISO andprovides security assurance through the integration of
security controls throughout sourcing and suppliermanagement practices.
Security expectations begin at supplier selection.
Expectations are then reinforced through contractual
security terms and conditions, recurring information
security audits, ongoing security key performanceindicators, and recurrent required training.
Our Cybersecurity Supply Chain Risk Management(C-SCRM) program executes hundreds of information
security supplier audits annually and is aligned to standard
industry information security management frameworks,
including ISO 27001 and NIST 800-30. Additionally, we
continuously monitor the cybersecurity posture of our
suppliers through a third-party security ratings platform andhave a dedicated third-party cyber incident response team.
We are also committed to advancing evolving supply
chain security standards and policies by working withgovernments, organizations, and industries. Visit our
Sourcing and Manufacturing Security site to learn more.

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Our BusinessResponsible

Our Capital
We believe that our integrated approach to financial matters,
corporate 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 International <IR> framework and six capitals
concept, we have outlined how we deploy capital to execute ourstrategy in a way that seeks to reflect our corporate values, help
our customers succeed, and create value for our stakeholders.
Each of our six forms of capital, summarized below, plays acritical role in our long-term value creation. For more detail,see the 2021 Intel Annual Report on Form 10-K.
Financial Capital. Our financial capital allocation strategy focuses onbuilding stockholder value. Our first allocation priority is to invest in
R&D and capital spending to capitalize on the opportunity presented
by the world’s demand for semiconductors. Our second allocation
priority is to invest in and acquire companies that complement our
strategic objectives. Our third allocation priority is to return cash
to stockholders. We achieve this through our dividend and share
repurchase programs.
As we invest in our IDM 2.0 strategy, our allocation priorities will
shift more heavily toward investing in the business and away fromshare repurchases. We expect our future stock repurchases to besignificantly below our levels from the last few years. During 2021,
we paid $5.6 billion in dividends similar to same amount paid in
2020. We have paid a cash dividend in each of the past 117 quarters.
For additional 2021 financial information, see the 2021 Intel
Annual Report on Form 10-K.

Intel Capital. For over three decades, Intel Capital, our global investment organization, has invested more than $20 billion to back standout,
early-stage technology startups across four key areas: silicon, frontier,devices, and cloud. Intel Capital-backed companies have produced morethan 700 IPOs and exits, and created more than $100 billion in market
value in the past 10 years. Learn more.

Inclusive

Sustainable

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.
CapitalStrategy

Value

Financial

Leverage financial capital to invest in ourselvesand drive our IDM 2.0 strategy, supplement andstrengthen our capabilities through acquisitions,and provide returns to stockholders.

We strategically invest financial capital tocreate long-term value and provide returns
to our stockholders.

Intellectual

Invest significantly in R&D and IP to enable us todeliver on our accelerated process technology
roadmap, introduce leading x86 and xPU products,
and develop new businesses and capabilities.

We develop IP to enable next-generation products,
create synergies across our businesses, expand into
new markets, and establish and support our brands.

Manufacturing

Aligned with our IDM 2.0 strategy, invest to
efficiently build manufacturing capacity to address
growing global demand for semiconductors.

Our geographically balanced manufacturing
scope and scale enable us to provide ourcustomers and consumers with a broad rangeof leading-edge products.

HumanContinue to build a diverse, inclusive, and safe work
environment to attract, develop, and retain top
talent needed to build transformative products.

Our talented employees enable the developmentof solutions and enhance the intellectual and manufacturing 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 througheducation and technology, and on initiatives toadvance accountability and capabilities across ourglobal supply chain, including accountability for therespect of human rights.

NaturalContinually strive to reduce our environmental
footprint through efficient and responsible useof natural resources and materials used to create
our products.

With our proactive efforts, we seek to mitigate
climate and water impacts, achieve efficiencies,
and lower costs, and position us to respond to the
expectations of our stakeholders.

Revenue

Operating Income

GAAP $B
Non-GAAP $B
$77.9

$72.9

$79.0

GAAP $B
Non-GAAP $B

Diluted EPS
GAAP $B
Non-GAAP $B

$74.7
$5.10
$4.94

2020
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Appendix

Our Capital

$24.4
$23.7

17

Enabling

2021

2020

$5.47
$4.86

$22.2
$19.5

2021

2020

2021

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 ourbusiness, some of which are non-GAAP
measures. See “Non-GAAP Financial
Measures” in the Appendix for areconciliation of non-GAAP operating
income and non-GAAP EPS
to comparable GAAP measures.

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Our BusinessIntellectual Capital. R&D investment is critical to enable
us to deliver on our accelerated process technology
roadmap, introduce leading products, and develop
new businesses and capabilities. Our objective witheach new generation of products is to improve user
experiences and value through advances in performance, power, cost, connectivity, security, form factor,
and other features. We also focus on reducing ourdesign complexity, reusing IP, and increasing ecosystem
collaboration to improve our efficiency. We seek toprotect our R&D efforts through our IP rights and may
augment R&D initiatives by acquiring or investing incompanies, entering into R&D agreements, and directly
purchasing or licensing technology. We own and develop
significant IP and related IP rights around the world that
support our products, services, R&D, and other activities
and assets. Our IP portfolio includes patents, copyrights,
trade secrets, trademarks, mask works, and other rights.
Intel ranked #6 in patents granted for 2021 by the US
Patents and Trademark Office, our seventh straight year
in the top 10.3 For additional information regarding our IP
rights, see the 2021 Intel Annual Report on Form 10-K.
Manufacturing Capital. Our IDM 2.0 strategy allows
us to deliver leadership products through the use ofinternal and external capacity while leveraging our corestrengths for growth via providing foundry services
to others. IDM 2.0 combines three factors. First, we
will continue to build the majority of our products inIntel fabs. Second, we expect our use of third-party
foundry capacity to grow and to include manufacturing
for a range of modular tiles on advanced process technologies. Third, we intend to build a world-class foundrybusiness with Intel Foundry Services (IFS), which
will combine leading-edge process and packaging
technology, committed capacity in the US and Europe,and a world-class IP portfolio for customers, including
x86 cores.

3

Source: IFI CLAIMS Patent Services, as of January 5, 2022.

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Responsible

OregonInclusive

ArizonaNew
MexicoSustainable

Costa Rica

Ireland

Enabling

IsraelChengduAppendix

Malaysia

VietnamDalianIntel
Worldwide
Headquarters
Santa Clara, California

Wafer Fabs

Assembly and TestIntel Presence

As of our fiscal 2021 year-end, we had 10 manufacturing sites—six wafer fabrication and four assembly/test facilities. The map above shows thesefactory sites and the countries where we had a significant R&D and/or sales presence. The Dalian factory was sold subsequent to year-end as partof the first closing of the divestiture of our NAND Memory business. The majority of our logic wafer manufacturing is conducted in the US. To
accelerate our IDM 2.0 strategy, in March 2021 we announced plans to invest $20 billion to build two additional fabs in Arizona, which we brokeground on in September 2021. In 2021, we also announced an approximately $10.5 billion investment to equip our Rio Rancho, New Mexico andMalaysia sites for advanced packaging manufacturing. In 2022, we announced plans to invest more than $20 billion in the construction of two
leading-edge fabs at a new Intel site in Ohio, and up to 80 billion euros to advance a world-class semiconductor ecosystem in the European Union.
The European investment will include a new fab mega-site in Germany; an R&D hub in France; and R&D, manufacturing, and foundry services in
Ireland, Italy, Poland, and Spain.

Our work to advance the design andmanufacturing of semiconductors enables
new products with higher performance whilebalancing power efficiency, cost, and size.
We continue to work across our supply chain
to minimize disruptions, improve productivity,and increase overall capacity and output tomeet customer expectations. In 2021, ourfactories performed well in a highly dynamic
environment, where we adapted to rapid
demand shifts and industry component
shortages affecting us and our customers.

“Intel has been a leader in sustainability
results for decades. With leadership comes
responsibility. We’re now raising the bar andentering an exciting era to achieve net-zerogreenhouse gas emissions across ouroperations by 2040. This will requiresignificant innovation and investment,
but we are committed to do what it takes
and will work with the industry to achieve
this critical mission.”— Keyvan Esfarjani, Executive Vice President
and Chief Global Operations Officer at Intelintel.com/responsibility

Introduction

Our BusinessResponsible

Inclusive

Sustainable

Our global supply chain supports internal partners
across architecture, product design, technology
development, manufacturing and operations, sales
and marketing, and business units, and our supply
ecosystem comprises thousands of suppliers globally.
Our mission is to enable product and process leadership,industry-leading total cost of ownership, and uninterrupted supply for our customers. In addition to our own
manufacturing capacity, we continue to expand our useof third-party foundries.

Social and Relationship Capital. We are committed toengaging in corporate responsibility and sustainability
initiatives that support our communities and help us
develop trusted relationships with our stakeholders.
Proactive engagement with our stakeholders andinvestments in social impact initiatives, including
those aligned with the United Nations Sustainable
Development Goals, advance our position as a leading
corporate citizen and create shared value for Intel, ourglobal supply chain, and our communities.

Human Capital. Our human capital strategy is groundedin our belief that our people are fundamental to our
success. Delivering on our IDM 2.0 strategy and growthambitions requires attracting, developing, and retaining
top talent from across the world. The digitization of
everything is driving growth and global demand forsemiconductors. Combined with the tightening labormarket and economic recovery from COVID-19, this has
driven a significant increase in competition throughout
the industry to attract and retain talent—especially
technical talent. We invest significant resources todevelop the talent needed to remain at the forefront ofinnovation and make Intel an employer of choice. We
offer extensive training programs and provide rotational
assignment opportunities.

We provide high-skill, high-paying jobs around the world.
Many of these are manufacturing and R&D jobs locatedin our own domestic and international factories. We
also benefit economies through our R&D ecosystemspending, sourcing activities, consumer spending by
our employees, and tax payments. In addition, we makesizable capital investments and provide leadership in
public-private partnerships to spur economic growthand innovation. We also aim to empower people througheducation and advance social initiatives to create career
pathways into the technology industry.

We are committed to creating an inclusive workplace
where the world’s best engineers and technologists canfulfill their dreams and create technology that improves
the life of every person on the planet. We invest in ourhighly skilled workforce of through creating practices,
programs and benefits that support the evolving worldof work and our employees’ needs.

192021-22 Corporate Responsibility Report

In addition to the direct employment Intel’s operations
provide, our operational spending, capital investment,
and distribution channel support additional jobs. We
engage third-party organizations to conduct analysesof the economic impact of our operations, including a
US impact study in 2021 that found that for every USIntel job, Intel’s economic activity in the US indirectly
supports an additional 13 jobs.
For more information on our social and relationshipcapital, see “Stakeholder Engagement” and “Supply
Chain Responsibility” later in this section.

Enabling

Appendix

We consider numerous indicators in determining the success of
our capital deployment in creating value. The above graphic shows
highlights of value created through 2021.
4

See “Non-GAAP Financial Measures” in the Appendix.

Natural Capital. Driving to the lowest possible
environmental footprint as we grow helps us create
efficiencies, lower costs, and respond to the needs ofour stakeholders. We invest in sustainability projects
and set company-wide environmental 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 wecollaborate with policymakers and other stakeholders
to use technology to address environmental challenges.
For more information, see the Sustainable section ofthis report.

intel.com/responsibility

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Inclusive

Sustainable

Enabling

Appendix

Our People and Culture
We invest significant resources to build
a diverse, inclusive, and safe work environment to attract, develop, and retain thetalent needed to remain at the forefrontof innovation. Our workforce is highly
skilled, with approximately 89% serving
in technical roles.
Intel’s Human Resources (HR) organization
has primary responsibility for our workplace
and talent development activities, andHR systems and processes. In 2021, theorganization completed long-range planningto define HR’s purpose and strategy in linewith our business strategy. HR’s purpose
is to deliver talent through the employee
life cycle to accelerate Intel’s growth andenable a culture of empowerment, inclusion,and accountability.
Our executive leadership team is held
accountable each quarter to update progress on workforce representation. 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
Fostering a culture of empowerment,
inclusion, and accountability is core to
our IDM 2.0 strategy. We are focused on
adapting our culture to strengthen our
execution and accelerate our cadence ofinnovation. Our evolution requires new anddifferent thinking, actions, and integrated
systems and processes. We have evolved
our performance management system tosupport our culture evolution and increase
our focus on disciplined goal setting andresults. We are working to expand our
growth mindset, increase accountability
around shared company goals, implement
new operational protocols, and renew asense of purpose and value to create anenvironment for innovation and growth.
The Intel Values inspire us and are key todelivering on our purpose. This year, weadded a new value—results driven—as weseek to return to our roots of innovationand execution, making data-driven decisions
quickly and setting disciplined goals thatdrive business results. All employees are
responsible for upholding these values, theIntel Code of Conduct, and the Intel Global
Human Rights Principles, which form thefoundation of our policies and practices
and ethical business culture.

17%
United States, Canada, and Latin America
Asia Paciﬁc

2021
Employees
by Region

51%

32%

20

2021-22 Corporate Responsibility Report

Europe, Middle East, Africa
As of December 27, 2021, we had 121,100 employees
worldwide in more than 50 countries and territories. A
list of sites with more than 50 employees is included on
the Report Builder website.

Intel Values
Customer first. We listen, learn, andanticipate our customers’ needs. We
deliver to our customer commitmentswith simplicity, clarity, and speed. We
nurture partnerships and foster
growing ecosystems.
Fearless innovation. We take informed risks together, learn and pivot quickly
from mistakes to be better, faster, smarter. We continuously improve, enabling
us to be more curious, bold, and innovative. We are competitively paranoid toanticipate change and disrupt markets.
Results driven. We prioritize, focus, and execute flawlessly with urgency. We
make data-driven decisions with intellectual honesty and constructive debate;
we disagree and commit. We assume responsibility to deliver long-term
stakeholder value.
One Intel. We commit to team success, doing what’s best for Intel. We
recognize, respect, and build trust with each other. We value and growpassionate, empowered teams.
Inclusion. We value diversity and embrace differences. We build inclusive
teams where everyone does their best work, celebrates, and has fun. We
care and make a difference to each other and our communities.
Quality. We are disciplined to deliver products and services that ourcustomers and partners can always rely on. We set and achieve high quality
and security standards. We cultivate talent to do the right things right.
Integrity. We are truthful and transparent and act with uncompromising
integrity. We ensure a safe and healthy workplace. We shape technology as
a force for good.

intel.com/responsibility

Introduction

Our BusinessResponsible

Inclusive

Sustainable

Enabling

AppendixCommunication 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 directcommunication, including online forums, open forums
with executives, employee experience surveys, andengagement 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 opportunities, compensation, and benefits. We also have an
Employee Inclusion Survey to help us understand how
different employee populations experience inclusion atIntel. In addition, employees provide direct feedback on
their managers and leaders through the annual Manager
Development Feedback survey, and individual businessgroups 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 satisfaction with workplace design, cafeterias,
and other on-site employee services.

Growth and Development
Our employees develop their skills and strengthen
their leadership abilities through our extensive training
programs and rotational opportunities. Each year, wedeliver a portfolio of learning resources that help
employees keep their skills up-to-date. We also provide
financial assistance for job-related degrees and coursework, as well as support to enable employees to attend
industry conferences.
In 2021, we increased our virtual learning platform
offerings to include more technical, innovative, andcollaborative skills training and programs. We reinforced
our on-the-job development opportunities throughrotation or temporary assignment programs (“gigs”).
Our web-based development tool enables employees toapply for gigs across the company. In addition, our US

Recognition and Appreciation
A top priority for Intel is celebrating the accomplishments of our employees through everyday
thank-yous, as well as formal recognition programswith cash or stock awards. Formal programs include
the Intel Achievement Awards; Intel Environmental
Excellence Awards; Intel Quality Awards; Global
Diversity, Inclusion, and Social Impact Awards;
Division Recognition Awards; Spontaneous
Recognition Awards; and the Intel Involved
Hero Awards.

sabbatical program creates growth opportunities throughjob coverage assignments that enable employees to workin different Intel organizations or learn new skills withouttransferring positions. These opportunities enable
employees to work on short-term projects that help them
gain new experiences, build valuable skills, expand their
networks, and grow their careers.
We are evaluating our compliance training strategy
to look for opportunities to streamline compliancetraining hours while improving training quality to makeit more impactful. Our goal is to reach a corporate
benchmark of four or fewer hours of compliance training
per year per employee while still meeting legal andethics requirements.

2021 Learning and Development Required Training
As part of our learning and development programs,
Intel employees are required to take trainings covering
legal and ethics standards, as well as operational andtechnical compliance. In 2021, those trainings averaged
12 hours for each of our nearly 128,000 employees, for a
total of more than 1.5 million hours.

Employee Experience
Survey Highlights
100%

My organization encourages
safety, health.

95%Intel provides opportunity forlearning and development.

95%

My work gives me a feelingof personal accomplishment.

90%

93%

I am treated with dignity
and respect at work.

My job is challenging
and interesting.

Responses from the 2021 Employee Experience Survey. We also havean Employee Inclusion Survey to help us understand how different
employee populations identify and experience inclusion.

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2021-22 Corporate Responsibility Report

intel.com/responsibility

Our Business

Compensation and Benefits
We structure pay, benefits, and services to meet thevarying needs of our employees. In December 2021,
we announced the addition of $1 billion in wages andabout $1.4 billion worth of stock to our employeecompensation budget to help attract and retain top
talent in today's competitive market.
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 basedon Intel’s profitability.
Annual Performance Bonus: Cash awards based on Intel’sachievement of financial and operational goals, as wellas employees’ individual performance. Since 2008, we
have included criteria related to corporate responsibility
metrics such as diversity and inclusion and sustainability
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 ofRestricted Stock Units (RSUs) to approximately 90%
of global employees each year. In addition, through our
Employee Stock Purchase Plan, eligible employees canpurchase stock through payroll deductions at 85% offair market value.
Since 2019, we have achieved gender pay equity globallyand we continue to maintain race/ethnicity pay equity in
the US. For more information, see the Inclusive sectionof this report.
Beyond market-competitive pay, broad-based stock
grants, and bonuses, our total rewards package includes
healthcare and retirement benefits, paid time off andfamily leave, parent reintegration, fertility assistance, flexible work schedules, sabbaticals, and on-site services. For
many years, we have also provided programs dedicatedto supporting the education of Intel employees’ children,
including tutoring, college coaching, and scholarships.

222021-22 Corporate Responsibility Report

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Sustainable

Enabling

Our comprehensive health benefits include medical,
dental, and vision insurance plans, sick leave, and a
365/24/7 Employee Assistance Program for employees
and their families. Our retirement plan options include
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, expandedbonding 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 thoseworking from home. These benefits included additionalchildcare and caregiver support, COVID-19 leave time,and free meals for on-site essential employees. We put
in place a telecommuting reimbursement program tohelp employees required to work from home improvetheir workspaces to work safely, ergonomically, andeffectively from their remote locations. We also pivoted
a number of our on-site services; for example, our fitness
programs began offering virtual classes, workouts, andnutrition consultations. For more information see“Employee Health, Safety, and Wellness” in the
Responsible section of this report.
Though flexible work schedules are part of our existing
total rewards package, the COVID-19 pandemic provided
an opportunity to further reimagine how our employees
work and collaborate. In designing the future of our workplace, we surveyed employees around the globe to informour “hybrid-first” approach, where the majority of ouremployees will split their time between working remotely
and in the office, with no company-wide mandate on thenumber of days per week employees should be on-siteor how they should collaborate. Our goal is to enableremote and on-site work where it drives the best output,
while ensuring our employees have equitable access tosystems, resources, and opportunities that allow themto succeed.
Learn more about our comprehensive benefits,
including details of benefits offered by country.

Appendix

Intern Program
As part of our continuing goal to build a solid talentpipeline, Intel’s Intern program offers college students
real-world experience with leading-edge technologies,
competitive salaries, networking opportunities, and more.
Through a virtual platform established at the onset of
COVID-19 pandemic, our intern hire reach increased 24%
in 2021. The program included close to 80 events and 20
executive acumen sessions. The finalist in an internship
Passport Program won a virtual lunch session with Intel’sCEO. In 2021, 99% of US interns recommended working
at Intel and 45% are planning to return to Intel as full-time
employees. Intel’s intern score on Glassdoor was 4.81/5.

Undesired Global Turnover
10.0
Percent

Introduction

5.0 4.1%

0.0

2017

4.8%

5.0%

2018

2019

5.6%
4.0%

2020

2021

The digitization of everything is driving growth and global demand
for semiconductors. Combined with the tightening labor market
and economic recovery from COVID-19, this has driven a significant
increase in competition throughout the industry to attract and retain
talent—especially technical talent. In 2021, we intensified our efforts
to continue to attract and retain talent, including introducing new
employee referral programs, expanding wellness benefits and timeoff, heightening our focus on revitalizing our culture, and increasing
mentoring in our technical community. In 2021, our undesired turnoverrate was 5.6%, compared to 4.0% in 2020. These figures include all
regular Intel employees who voluntarily left Intel, but do not include
Intel contract employees, interns, or employees who separated fromIntel due to divestiture, retirement, voluntary separation packages,
death, job elimination, or redeployment.

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Our BusinessResponsible

Inclusive

Sustainable

Enabling

Appendix“At Intel we tackle hard problems, think boldly, and create technology that improves the life of every
person on the planet. Our culture unleashes the diverse perspectives, experiences, and potential of
our employees to drive innovation and business results for Intel and our customers.”—Christy Pambianchi, Executive Vice President and Chief People Officer

Engaging Employees in our RISE Strategy
Intel and the Intel Foundation invest in programs thatcreate 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 2021, we launched the 2030 RISE Employee
Engagement Champion Network, with a goal to signon a minimum of 90 Intel employees with either a
corporate responsibility function or role or as volunteers.
We surpassed this goal by over 40%. We launched asustainability training program with our external
training provider, EARTH51, with great feedback ontools and learnings that empower employees to takesustainability actions on their own. Employees on the
network achieved over 40,000 tons of carbon offsets
on the program which went into direct projects indeveloping countries.
Our “Learn, Act, Transform” RISE engagement model
helps employees understand Intel’s corporate responsibility issues and priorities, take action and apply theirengineering skills in support of our goals, and further
integrate corporate responsibility practices into theirteams’ work objectives.

23

2021-22 Corporate Responsibility Report

Learn. Our RISE Speaker Series provides employeeswith an active learning forum and direct access to thecompany’s sustainability leaders to build and foster a
corporate-wide community. The series, which covers
a broader range of topics and opportunities to support
Intel’s RISE goals, reaches thousands of employees
across nine campuses via telepresence. In early 2021,
we also launched a Social Equity Speaker series,
based on employee input, to drive new learning andconversations among employees on social equity
and racial justice.
Act. Our RISE portal provides employees withinformation on specific actions they can take tosupport our RISE goals, including information on
our skills-based volunteer programs.
Transform. For each of the key areas of RISE,
cross-functional teams of employees lead integration
strategies for the goals, including a Technology Impact
Steering Committee aimed at deepening engagementwith business units and product teams. In addition,individual teams and business units have createdcustomized plans to leverage their unique skills andexpertise in support of our goals.

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Inclusive

Sustainable

Enabling

Appendix

Governance, Ethics, and Public Policy
Embedding Corporate Responsibility

Intel Guidelines
and Policies on
Strategic
Corporate
Responsibility
Issues:Intel Values
Intel Code of Conduct
Intel Global Human
Rights Principles
Combating Modern Slavery
and Ensuring Transparent
Supply Chains
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
PolicyIntel Product Content
Declaration for REACH
Intel Quality Policy
Intel’s Support of the UN
Sustainable Development Goals
Access documents at
intel.com/responsibility.

24

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 businessgroups have established teams dedicated to corporate responsibility
issues. Read more about the oversight and management of all areasof Corporate Responsibility in each section of this report and on theReport 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 employeecompensation to corporate responsibility factors in our Annual
Performance Bonus (APB). In 2021, we included environmental,social, and governance (ESG) metrics aligned with our culture
transformation and 2030 RISE goals, including diversity andinclusion, employee experience, climate change, and water
stewardship. In 2022, we set out new metrics in these same areas.
For more detail, see our 2022 Proxy Statement and the Sustainable
and Inclusive sections of this report.

Integrated Investor Outreach
During 2021, 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 in Fall 2021 to discuss a wide
range of issues, including ESG topics, with investors representing
approximately 37% of our outstanding shares. We believe that ourapproach 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 iscommunicated to Intel's Board of Directors and relevant committees
throughout the year.
In response to investor feedback, we further integrated ESG
information into our 2021 Annual Report on Form 10-K, 2022 Proxy
Statement, and Investor Relations website; expanded disclosure
on culture, human capital management, and climate risk; the Board
increased its focus on additional risks areas such as macroeconomic
political, events such as natural disasters and public health crises andbusiness specific such as human capital risks. We further aligned
our disclosure with external reporting frameworks such as theSustainability Accounting Standards Board, Task Force on Climaterelated Financial Disclosures and other reporting frameworks.

Integrated Value Framework
Risk Management

Operations

Brand

Revenue

License to Operate and Governance

Cost Savings and Continuous
Improvements

Reputation and Goodwill

Growth and Innovation• Operational efficiency• Differentiation• Market expansion• Trusted partner• Product innovation• Goodwill• New customer needs• Regulatory risk (e.g., environmental)• Community engagement• Supply chain• Management quality• Employee engagement

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 ourlicense to operate, improve the efficiency and effectiveness of our operations, protect and build brand value, and drive revenue growth through innovation and identification ofmarket opportunities.

2021-22 Corporate Responsibility Report

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Introduction

Our Business

Board Oversight of ESG
We established formal Board-level oversight forcorporate responsibility in 2003. The Board’s Corporate
Governance and Nominating (CGN) Committee has
primary responsibility for oversight of ESG issues atIntel, with additional topics also reviewed by othercommittees (e.g., the Compensation Committee is
responsible for oversight of human capital issues, and
the Audit and Finance Committee is responsible foroversight of our ethics and compliance program).
Management provides formal updates to the CGN
Committee at least twice each year and at least annuallyto the full Board on the company’s ESG performance anddisclosure. In 2021, this included review of the annual
Corporate Responsibility Report and updates on issues
including environmental sustainability, climate risk,
human capital, human rights, political accountability, andinvestor 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—see
page 35 of our 2022 Proxy Statement for details. During2021, the Board retained and paid fees to third-party
search firms. The Corporate Governance and Nominating
Committee specifically requested that the search firms
work with organizations focused on sourcing candidatesof different races, ethnicities, genders, and sexual
orientations. Since 2018, Intel has been a member of
the Thirty Percent Coalition, which focuses on strategies
to increase gender, racial and ethnic diversity 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 informationalsessions by management on the types of risks thecompany faces and enterprise risk management.
Management is responsible for identifying risk andrisk controls related to significant business activities;
mapping the risks to company strategy; and developing
programs and recommendations to determine the sufficiency of risk identification, the balance of potential risk
to potential reward, and appropriate ways to control risk.
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Inclusive

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Enabling

Appendix

A full description of the Board’s responsibilities, skills,
experience, director biographies, compensation practices,commitment to diversity, and oversight of risk management are available in our 2022 Proxy Statement.

through senior management discussions,employee communications, process and controls
improvements, and individual corrective action
measures, where appropriate.

Ethics and Compliance

Each quarter, Intel’s Ethics and Compliance OversightCommittee (ECOC) receives formal reports fromvarious Intel organizations and reviews risk topics
that span business groups.

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 “tonefrom the top”—reiterated by our senior leadership andproliferated in our corporate required annual ethics andcompliance training, regular communications throughout the year, company-wide ethics culture surveys,
awareness trainings, annual ethics and compliancesummits, and educational resources—helps to create
and maintain an ethical and legally compliant culture.
We maintain a robust process for reporting misconduct,and employees are encouraged to raise questions andconcerns and to ask questions about policies or procedures 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 an Integrity Line through whichanyone can report alleged misconduct via messaging
or an online reporting tool managed by an independent
third party. We inform employees, managers, and otherstakeholders 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 andCompliance Business Champions encourage
employees to stay current with their ethics andcompliance training, review verified investigations
quarterly with business group leaders, and raise
employee awareness regarding how to report concerns.
In 2021, the largest categories of verified cases involved
falsification of documents, conflicts of interest, andcompliance items. Consistent concerns are addressed

The Intel Code of Conduct
In 2022, we published an updated Intel Code of Conduct
along with a description of the significant changes to
the Code. The Code affirms the principles that guide thebehavior of employees, subsidiaries, members of our Boardof Directors regarding their Intel-related activities, independent contractors, consultants, suppliers, and others who dobusiness with Intel. Through the Code, which is available in
13 languages, we seek to promote honest and ethical conduct,
deter wrongdoing, and support compliance with applicablelaws and regulations. We also communicate our ethicalexpectations, including compliance with our Code principles
and policies, to our suppliers and third parties.
All employees are expected to complete annual online
training, through which they also certify adherence to
the Code. Instruction-led training is also provided to Intelexecutives. In addition, a targeted population completes anannual disclosure process to monitor compliance with theCode. Depending on their roles and geographic locations,certain employees are assigned more in-depth ethics andcompliance training on topics such as anti-corruption,
import-export compliance, insider trading, conflicts ofinterest, and antitrust. In 2021, 99% of our employees took
Code of Conduct training, 98% received training on information security awareness,94% took training on harassment
avoidance (includes all the regional harassment courses),and 97% took training on anti-corruption. Approximately
99% of our workforce received additional training on othertopics such as antitrust awareness.

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Introduction

Our Business

Public Policy and Political Accountability
Intel works with governments, organizations, andindustries 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 2021, we published statements on our
Public Policy blog covering a range of issues importantto our business and industry, including US federal
investment in the domestic semiconductor 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.

Digital Climate Alliance
Together with other technology companies, we
continued our 2020 commitment to the Digital Climate
Alliance to advance discussions with policymakers
on the value and opportunity of the information andcommunications technology (ICT) “handprint,” or theways in which technology can be applied to help reduceclimate impact. The coalition has published a reporthighlighting opportunities for policymakers to harness
digital technologies to accelerate environmental
progress and advance decarbonization efforts acrossthe buildings, industrial, and transportation sectors.

Responsible

Inclusive

Sustainable

To advance our social equity goals and increase inclusionin the legal and policy fields, in February 2021, we
announced a donation of $5 million over a five-year
period to North Carolina Central University (NCCU),
a historically Black college or university (HBCU), tocreate a new tech law and policy center. According to
the American Bar Association, about 5% of lawyers in the
US were 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 andpolicy professions and ensuring greater opportunity tounderrepresented demographics. Intel will also provide
legal and strategic expertise, faculty training, summer
internships, and Intel mentors to NCCU students andfaculty members.

2021-22 Corporate Responsibility Report

AppendixGlobal Social Equity
Policy Principles
The Intel Global Social Equity Policy Principles guideour work with governments and organizations to build
a more equitable world and advance legislation tocombat systemic inequities impacting employees
and communities globally. Included are regulationand 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.
Our advocacy and public support of legislation in line withour 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.

We engage with trade associations to help us work collaboratively 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 Centerfor Climate and Energy Solutions to encourage
climate action.
• Responsible Supply Chain: Partnering with the
Responsible Business Alliance (RBA), Responsible
Minerals Initiative (RMI), Responsible Labor Initiative(RLI) and other stakeholders to educate policymakers
on the benefits of collective action on responsible
global supply chain practices. Watch the video.

In 2022, for the 12th year,
Ethisphere Institute named Intelto its annual list of the World’s
Most Ethical Companies.

• 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 internationalframeworks.
For more information, see “Climate and Energy,” “Social
Equity,” and “Responsible Minerals Sourcing.”

26

Enabling

1

Source: How historically black colleges transformed America.

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Introduction

Our Business

The Intel Political Accountability Guidelines outline ourapproach to making political contributions, including
senior management and Board-level review processes
and our commitment to transparency. Decisions onpolitical 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 andCorporate Responsibility websites.
We publish reports on our corporate contributions, IPAC
contributions, and trade association membership dueson our Report Builder website.

2021 Contributions
Contribution Type

AmountCorporate contributions, including
state and local candidates, campaigns,
and ballot propositions$216,000Intel Political Action Committee
contributions$396,000

Responsible

Inclusive

Sustainable27

2021-22 Corporate Responsibility Report

Appendix

Direct Corporate Contributions. Intel makes relatively
few direct political contributions using corporate funds,
and has a policy of not making independent politicalexpenditures or funding electioneering communications.

Key Public Policy Issues

Intel Political Action Committee. No corporate funds
are contributed to IPAC other than for administrative
purposes, and all employee participation in IPAC isvoluntary. IPAC's approach targets balanced support of
Democratic and Republican candidates each cycle.

Customs and Trade
Facilitation

Industry and Trade Associations. We disclose tradeassociation membership dues and payments to othertax-exempt organizations such as 501(c)(4) and501(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 2021, our reported
lobbying expenditures totaled $4.1 million, compared
to $3.6 million in 2020.

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 ensurethat our Policy on Anti-Corruption is followed by our
employees and business partners, and that concerns
are easily reported and quickly addressed.

Enabling

Intel was named a “Trendsetter”
company in the 2021 CPA-Zicklin
Index of Corporate Political
Disclosure and Accountability.

Automotive andTransportation

Digital HealthDiversity and Inclusion
Environment
and Energy

Global Trade
Immigration
Intellectual Property
Privacy
Security and Trust
Spectrum
Tax

More Information:
Public Policy website and our Public Policy blog.

We regularly evaluate our political spending for effectiveness and alignment as part of our contributions process.
Decisions are made based on states and districts with asignificant Intel presence and leadership on committees
of jurisdiction on important Intel priorities. In responseto stakeholder feedback, we have further enhanced ourreview process by adding reviews of public statements
to better assess alignment with our values. When we
identify some degree of misalignment, we communicate
directly with contribution recipients. In cases of significant misalignment across our multiple key public policy
issues, we take action to realign future funding decisions.

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Responsible

Our Business

Inclusive

Sustainable

Enabling

Appendix

Stakeholder Engagement
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, andlearn 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 ourcorporate responsibility team, who respond to hundredsof 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.

1“ Materiality” refers to materiality within the context of our corporate
responsibility program and priorities and does not refer to conceptsof materiality used in securities or other applicable law.

1. Identify

2. Prioritize

We use a range of methods and inputs to identify priority
topics and emerging issues from our stakeholders.

We review issues and consider both the potential impact on stakeholder decisions and the impact on Intel’s business andexternal systems. The issues listed in the matrix below were prioritized from more than 50 issues identiﬁed and reviewed
during the process.

Sources:• Corporate social responsibility andsocial media channels• ESG investor outreach meetings

Stakeholder Review:
Every two years, we engage a third party to update
our materiality assessment. Our most recent update
was completed in early 2021, building on the previous
assessment that was used to inform the developmentof our 2030 strategy and goals. The latest assessment
included review of industry best practices and reports,
external reporting standards, analysis of issues
identiﬁed through stakeholder dialogue during theyear, and completion of interviews with internaland external stakeholders.

2021-22 Corporate Responsibility Report

Corporate Responsibility Materiality Matrix
High

Impact on Stakeholder Decisions• 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

28

Our corporate responsibility materiality1 matrix below
illustrates how we identify, prioritize, and take action
surrounding the topics we believe are of greatest interest 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.

Climate & Energy
Diversity, Inclusion,& Accessibility

Human Rights

Anti-Competitive
Behavior

Business Ethics
Supply Chain Distruption

MediumSupply Chain Responsibility
Employee Retention &Talent Development

Environmental
Compliance

Product Energy Eﬃciency

Migrant Worker
RightsHealth & Safety

Data Privacy & Security

Product Quality & Safety

Chemical & Hazardous
Waste Management

Ethical AI

Climate Migration& Justice

Financial &Economic Growth
Water
Stewardship

Global Health Pandemics
New Global Legislation
Responsible
Product Use
Remote Working

Low

High

Medium
Impact on Intel’s Business and External Systems (Internal stakeholders)
Environmental

SocialEconomic/Governance3. Take Action
We use this information to inform changes to our strategies, goals, and ongoing engagement and disclosure practices.

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Appendix

Respecting Human Rights
Human rights are the fundamental rights, freedoms, andstandards 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 frameworks, including the UN Guiding Principles on Businessand Human Rights; and apply to all employees andcontingent workers, including those in our subsidiaries.
We are committed to maintaining and improving
processes to avoid complicity in human rights violations
related to our operations, supply chain, and products.
We also look for opportunities to apply our technology
to support the advancement of human rights. We haveestablished an integrated approach to managing humanrights across our business, including board-level
oversight and the involvement of senior-level Management Review Committees. For example, our annual
Combating Modern Slavery and Ensuring Transparent
Supply Chains statement is discussed with our Boardand signed by one of our directors. Our Corporate
Responsibility Office manages our human rights
program, and responsibility is also embedded acrossthe 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.
In 2021, we added our human rights program to anannual Ethics and Legal Compliance review process,which resulted in increased visibility and awareness ofhuman rights topics across the organization. Key
learnings will help to drive further improvements.
We also meet throughout the year with external
stakeholders and experts on human rights to continue
to inform and evolve our human rights policies andoversight processes. In 2021, we discussed humanrights issues with our investors and NGOs. We also
are a signatory to the UN Global Compact, a memberof the Global Business Initiative on Human Rights, anda participant in the Centre for Sport and Human Rights
and the Partnership on AI.

292021-22 Corporate Responsibility Report

Our Approach to Managing Human Rights
Our Operations
Our goal is to cultivate a safe, diverse, and respectful
work environment where employees can thrive andinnovate. See “Employee Health, Safety, and Wellness”
in the Responsible section and “Inclusive Workforce”
in the Inclusive section of this report for more detail. In
2021, we deployed a new, holistic human rights training
course for employees to help raise their awareness aboutIntel's initiatives and ways they can take action in theirroles to advance our human rights strategy. The course
has received positive feedback from employees and wewill continue to expand it.
The Intel Environmental, Health, and Safety Policy guides
us to “provide a safe and injury-free workplace” throughour 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 rightto 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. Overthe past decade, we have directly engaged with our
suppliers to verify compliance and build capacity toaddress risks of forced and bonded labor and otherhuman rights issues. We also engage with indirect
suppliers through our programs on forced and bonded
labor and responsible minerals. Our significant investments of time and resources are aimed at influencing
system-level, industry-wide improvements to protect
and empower workers in the global electronics supply
chain and to reduce community impacts. We continue
our efforts to combat forced and bonded labor in our
supply chain which includes prohibiting holding worker
passports and charging workers fees to obtain employment. Since 2014, we have remediated the return ofover $25 million in fees to suppliers’ workers.
For more information, see “Supply Chain Responsibility”
later in this section.

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Our Business

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 notdesign 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 privacy anddata security.

Inclusive

Sustainable

As the range of products and services we offer broadensand changes, we evaluate potential concerns about how
technology products may be used to infringe on humanrights. The challenges range from product misuse andlimits on freedom of expression, to health and safetyconcerns that may arise from new technologies. We
updated the Intel Global Human Rights Principles toclarify language regarding our expectations on productresponsibility and human rights. We continuously
improve our processes for operationalizing this work.
Most Intel products are general-purpose computing
products that can be incorporated into systems andEnabling

Appendix

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 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 ofhuman rights, we restrict or cease business with the third
party until we have high confidence that our products are
not being used to violate human rights.

Rights holders and relevant potential impacts
Salient Human
Rights Risks

Intel Employees

Supply Chain Workers

End Users/Data Subjects

Community/SocietyIntel’s own global workforce,
particularly those undertaking
manufacturing activities

Labor conditions in raw materials
sourcing, manufacturing in high-risk
markets, and contract workers

Product design considerations andunintended use/misuse of Intel’s
products and services

Risks related to third parties,
sponsorship partners, andcontribution to broader societal
changes

Freedom from Slavery
and of Movement
Freedom of Expression

Salient Risks

Non-discrimination
Right to a Clean, Healthy, andSustainable Environment
Right to Decent Work,
Rest, and Leisure
Right to Humanitarian andTreatment in Armed Conflict
Right to Life andSecurity of Person
Right to Peaceful Assemblyand 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.

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In 2021, our teams continued to implement Intel’s high-confidence human rights standard
under the Intel Global Human Rights Principles. We leveraged the UN Guiding Principles
and due diligence standards under US law and the laws and regulations that apply to ourbusiness globally. We also leveraged existing procedures and methods used in risk-based
anti-corruption compliance and supply chain assessment, risk mitigation, training, andremedy processes to implement Intel’s product responsibility standard under the Intel
Global Human Rights Principles. As a result, in 2021, while certain product sales to thirdparty entities met this standard, we continued to restrict other product sales based on
the Intel Global Human Rights Principles.

Human Rights Impact Assessments
In 2016, we engaged a third party to conduct a human rights impact assessment (HRIA) toreview our processes and validate our human rights risks. The HRIA confirmed that we wereaddressing our most salient human rights risks, and reaffirmed our need to assess potential
risks associated with emerging technologies. In 2018, we conducted an additional internal
AI and autonomous driving HRIA, including assessment of potential risks related to productmisuse, algorithmic bias, algorithmic transparency, privacy infringement, limits on freedomof expression, and health and safety. In 2019, we continued development of new internal
processes to advance responsible AI practices and ensure that AI lives up to its potential asa positive transformative force for the global economy, health, public safety, and industries
such as transportation, agriculture, and healthcare. In 2020 and early 2021, we completed
an updated third-party HRIA, involving multiple internal teams and interviews with external
stakeholders. This HRIA 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.

2022 Human Rights Priorities• Continue to assess and strengthen the Intel Global Human Rights Principles, policies,
due diligence processes, product responsibility governance, monitoring and employee
training to continuously improve and leverage best practices.
• Engage in additional stakeholder and industry dialogues regarding potential humanrights issues related to emerging technologies, including responsible AI funding andcollaboration with academic researchers and DARPA in the areas of privacy and security
for machine learning.
• Further expand our impact in responsible minerals and accelerate the creation of newsourcing standards. For more details, see “Responsible Minerals Sourcing” in the
Responsible section of this report.

Sustainable

Enabling

Appendix

Responsible AI
We can 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 identified and integrated six areas of ethical inquiry into our productdevelopment and project approval processes related to AI capabilities: humanrights; human oversight; explainable use of AI; security, safety, and reliability;
personal privacy; and equity and inclusion.
In 2021, we evolved our 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 further leveraging our EthicalPrinciples for AI Development, improving the usability of our Ethical AI impact
assessment process, and expanding the resources, tools, and oversight to help
project teams engage in meaningful inquiry of risks and mitigation strategies
throughout the product lifecycle.
As a result, we have seen increased participation in this process across all business
units. We collaborated with Article One—a strategy and management consultancy
with expertise in human rights, responsible innovation, and social impact—todeploy a workshop to educate developers and integrate ethical considerations
even more deeply across Intel. We also collaborated with Partnership on AI on
multiple initiatives, including AI and shared prosperity, responsible sourcing ofdata enrichment services, and improving inclusion in AI development. In addition,
we have collaborated in the areas of privacy and security for machine learning with
DARPA, the University of Pennsylvania, the Private AI Center, the National Science
Foundation, and the Stanford Center for AI Safety.
We continued to leverage and grow our multi-disciplinary cross-Intel Responsible
AI Advisory Council. The council addresses potential issues such 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 applications by helping people
to better understand them.

• Continue our work to combat forced and bonded labor in the first and second tiers of
our supply chain. We are committed to maintaining and improving processes to avoid
complicity in human rights violations related to our operations, supply chain, and products.

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Appendix

Supply Chain Responsibility
We actively manage our supply chain to help reducerisk, improve product quality, achieve environmental
and social goals, and improve overall performancefor Intel, our customers, and our suppliers. To drive
responsible and sustainable practices, we have robust
programs to educate and engage suppliers that support
our manufacturing operations. We collaborate withother companies and lead initiatives on key issues suchas improving transparency around climate and water
impacts in the global electronics supply chain and, aspart of our RISE strategy, we are advancing industry
collaboration on responsible minerals sourcing. Throughthese efforts we help set electronics industry-wide standards, develop audit processes, and conduct training.
More than 9,000 tier 11 suppliers in 87 countries provide
direct materials for our production processes, intellectual
property, tools and machines for our factories, logistics
and packaging services, software, office materials, andtravel services for Intel. We also rely on others to manufacture, assemble, and test some of our components
and products. See a list of our Top 100 Production andService Suppliers, in the Appendix.

26%
2021
Suppliers
by Region

Americas46%

Asia Paciﬁc
Europe, Middle East,
Africa28%

1

 ier 1 suppliers are companies from which Intel makes directTpurchases. Among Intel’s 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 75% of our spends. Beyond this, we engage with criticaltier 2 suppliers through our programs on forced and bonded labor,
responsible minerals, and supplier diversity. Tier 2 suppliers arecompanies from which Intel’s tier 1 suppliers make direct purchases.

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2021-22 Corporate Responsibility Report

We continue to collaborate extensively with supply
chain-related organizations—including the Responsible
Business Alliance (RBA) and its Responsible Minerals
Initiative and Responsible Labor Initiative, 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.

the RBA Validated Assessment Program (VAP) to
conduct audits of our finished goods factories. In 2021,
we conducted an RBA VAP audit of our facilities in
Kulim, Malaysia and addressed all findings. In 2022, weplan to have RBA audits of our facilities in Vietnam andCosta Rica.

We expect our suppliers and their suppliers to comply
with the Intel Code of Conduct, Intel’s Supplier policies,
and the RBA Code of Conduct (RBA Code). The RBA
Code describes industry environmental, social, andethical 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. For more,
read our RBA Commitment Letter.

For more than a decade, we have worked to help lessmature and evolving suppliers build critical sustainability
and corporate responsibility acumen, including a focus
on compliance with the RBA and our Code of Conduct
expectations and requirements. We have delivered abroad 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.

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. In 2021, we continued to review
ongoing COVID-19 and supply chain challenges
through our Supply Chain Command Center.

Safety Programs. We set high safety training andperformance expectations during our contracting
process and orientation for new suppliers. We validatethat suppliers have robust safety management systems
and employee safety training programs in place, andevaluate supplier safety performance for compliancewith the American National Standards Institute (ANSI)
standards, OSHA regulations, and Intel’s minimum
safety requirements.

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 bereluctant to meet our requirements. We communicate
our expectations in our supplier contracts and requestfor-proposal documents, on our supplier website, atmeetings and training events, and in annual letters
to suppliers.
We hold ourselves accountable to meet or exceed thesame standards that we set for our suppliers, and audit
ourselves to the same protocols. Every year we complete
the RBA Self-Assessment Questionnaire (SAQ) andpublish the results on our corporate website. We follow

Strengthening Supplier Capabilities

In 2021, we partnered with more than 50 suppliers toelevate their safety management systems to ensure
safe work practices at Intel sites. In addition, we worked
with 43 suppliers to close 131 occupational health andsafety audit findings and improve worker conditions intheir factories.
Beyond our core capability-building offerings, we havelong engaged with supply chain sustainability consultants to offer suppliers training and programs focusedon topics like work-hours management, occupational
health and safety, environmental issues, and preventionof forced and bonded labor.

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Appendix

Supplier Diversity and Inclusion

Total Audits Conducted

We are making solid progress on our accelerated
commitment to a diverse and inclusive supply chain
and our 2030 RISE goal to double annual spending withdiverse suppliers2 to $2 billion. For more details, see“Supplier Diversity and Inclusion” in the Inclusive
section of this report.

Type of Audit

2017

2018

2019

2020

2021

RBA VAP Audits

66

108

112

88

140

Intel RBA-Based Target Audits

52

54

42

38

17

Intel Quality Audits with Sustainability Element

52

59

53

–

–

Total Audits Conducted

170

221

207

126

157

Advancing Supplier Leadership and Accountability
We have established several programs to advanceour supplier leadership and accountability, as well as
ensure the latest information is made available througheducation and collaboration.
Supplier Program to Accelerate Responsibility andCommitment (SPARC). This initiative is designed
to help our SPARC suppliers build internal capacity
around corporate responsibility through rigorous
annual commitments to compliance, transparency,
and capability-building. We have increased the numberof suppliers required to participate in SPARC over the
past eight years as we have broadened our scope toinclude additional programs and requirements. This
increase represents suppliers selected using our riskbased approach and those providing critical materials
and services to Intel. Participating suppliers represented
over 78% of Intel’s managed supply chain spends in 2021.
We continue to raise expectations for our suppliers andexpand requirements to encompass a broader set of
focus areas. In 2022 we will set the stage for growing
environmental concerns and regulations, addressing
current global initiatives.

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 or region 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 in accordance withlocal law.

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2021-22 Corporate Responsibility Report3

Applying our risk-based approach, we continue to use the RBA program 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 continued challenges due
to COVID-19, in 2021, over 157 audits were conducted across 89 suppliers. Audits that were planned in 2021 but not executed due to COVID-19
restrictions and still deemed necessary are included in our 2022 plan. Cumulatively, 627 supplier sites had received audits by the end of 2021.
3

Previous years’ figures are updated to reflect the most current information as new audit data becomes available.

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,
supplier diversity, and environmental and human rights
performance), security, safety, 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 andaudits cover more than 300 environmental, safety, andhuman rights factors, and help us determine a supplier’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 2021, 35% of the combined RBA audits
were follow-up or closure audits to verify whether thefindings from a previous audit had been addressed.
We strive to audit 100% of high-risk supplier sites
within a two-year cycle. We have instituted a processof unannounced audits to follow up on credible reports
of non-compliance, but we did not need to conduct any
such audits in 2021.

Targeted Action Plans. When a supplier does not makesufficient progress in addressing audit findings or has
particularly egregious issues, we work with the supplier
to quickly develop and implement a strong corrective
action plan. Supplier progress is reviewed quarterly until
we have verified that all key issues have been closed, andthat processes have been put in place to prevent recurrence. If satisfactory progress is not made, we may takeadditional 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 some issues can take several years,
we work to close egregious issues within 30 days.
We help suppliers with targeted action plans makeprogress 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.

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Recognizing and Rewarding Performance

A Risk-Based Approach toSupplier 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 2021, we assessed
374 supplier facilities based on this risk assessment andpast performance, a 92% increase from 2020. 71% of
these assessments were managed through the RBA
tools and 29% were managed with Intel-specific tools
while using the RBA Code of Conduct as the basis
for conformance.
Audit: Higher risk suppliers must undergo either an onsite 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 capabilitybuilding programs.
Training/Attestation: In 2021, as part of our progress
toward 2030 goals, we began requiring lower risk
suppliers to complete training classes through the RBA
eLearning Academy. The curriculum instructed thecompanies on human rights principles of the RBA Codeof Conduct and their obligation to abide by the RBA
Code. 79 suppliers completed this curriculum in 2021.
4

“Critical suppliers” represent a subset of all tier 1 suppliers withwhich we have significant business relationships and spends.
“High/er risk suppliers” refers to suppliers deemed above averagerisk, based on data and supplier performance.

5“ Lower risk suppliers” refers to suppliers deemed below averagerisk, based on data and supplier performance.

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2021-22 Corporate Responsibility Report

We provide regular feedback to suppliers on their overall
progress and achievements, and integrate corporate
responsibility considerations into our Excellence,
Partnership, Inclusion, and Continuous Improvement(EPIC) program. EPIC recognizes suppliers that havedemonstrated outstanding, distinguished, and valued
performance. For more information and a list of recently
recognized suppliers, visit our Top 100 Production andService Suppliers in the Appendix of this report.

Supplier Environmental Impact
We partner with our suppliers to decrease their waste
generated, water usage, and greenhouse gas emissions,and thereby reduce our own environmental impact,
lower supply chain risk, and can decrease costs. We
also partner with our tier 1 chemical and gas supplierson green chemistry initiatives. Our procurement teams
work with our logistics and packaging suppliers to drivechanges in the materials we use to ship products.

Enabling

Appendix

In 2021, we asked approximately 116 tier 1 suppliers
that have higher environmental impacts to submit
data on their own carbon footprints through the CDP
Supply Chain Climate Change Questionnaire. Of those
suppliers, 99% submitted the questionnaire, and 92% ofthem made their responses public, giving both Intel andother stakeholders information about the environmental
performance of our supply chain. Using information
provided in our suppliers’ CDP Climate Change
Questionnaire helps us ensure that we are focusing
on the largest climate change impacts.
We also sent the CDP water questionnaire to 52 suppliers
that are located in water-stressed regions. We achieved a
98% response rate, with 94% of the 52 suppliers publicly
sharing their responses. As a result of our efforts, wewere recognized in the CDP Supplier Engagement
Leaderboard for the fifth consecutive year.
For more information, see the Sustainable section ofthis report.

Reducing Greenhouse Gas Emissions and Water Use
We decrease the greenhouse gas emissions related toour transportation and logistics network by optimizing
packaging to reduce the quantity and weight of shipments, and by increasing local sourcing. Intel is at theforefront of standardizing transportation emissions
reporting within the industry through collaboration
with organizations such as the Global Logistics
Emissions Council.

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Responsible
We are building on our long history as a leader in corporate citizenship to further advancesafety, 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 to advance human rights and to scale responsible minerals
sourcing practices across our supply chain and industry. We are also collaborating with others
to revolutionize how technology can improve health and safety through strategic healthcare,manufacturing, and transportation technology initiatives.

This year’s highlights
41 employees earn safety honors
Through the Intel Safety Always-Safety Star program, we honored 41 employees for theirwork to advance Intel’s safety culture—including improving office ergonomics, developing
custom tools and equipment to reduce maintenance ergonomics risks, and providing safetycoaching and communications.

$25 million in fees remediatedTo ensure the protection of human rights in the work place, we set expectations with our
suppliers that workers should not have to pay for their employment. As a result, we have
remediated the return of over $25 million in fees to suppliers’ workers since 2014.

100 million+ safer vehicles on the road to autonomous
To date, Mobileye has deployed more than 100 million EyeQ® chips to help keep vehicles—andtheir drivers and passengers—safer on the road through driving assistance systems. Moving
forward, we expect our Responsibility-Sensitive Safety (RSS) model to make autonomousvehicle safety enhancements even greater and more ubiquitous.

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Responsible: Our Approach
For more than a 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 laborand other human rights issues. Our 2030 goals significantly expand the number of suppliers covered by our
engagement activities to deepen accountability forhuman rights throughout our global supply chain. We
are also leading technology industry initiatives to further
advance responsible practices in minerals sourcing andresponsible mobility. The impacts of all of the efforts
will have even greater reach as we execute our IDM 2.0
strategy and continue to grow globally.

2030 RISE: Responsible Goals,
Initiatives, and Global Challenges
Global Challenge:

We continue to apply our expertise and resources 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 acceleratecritical research and improve healthcare access andaffordability; applying technology to build smart andsafer workplaces and factories and reduce injuries; andexpanding the use of technology in transportation toadvance safety and transform personal mobility andaccess. Through our 2030 goals and IDM2.0 strategy,
we will continue to take actions to deepen our focus on
maintaining and building a robust safety culture as ourbusiness continues to change and grow, and to expand
the global impact of our wellness programs.

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 leadour industry in creating new sourcing standards.
Responsible Mobility. Collaborate with our industry
and ecosystem partners to advance the adoption oftechnology-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 astrong safety culture, and 50% participate in our global
corporate wellness program.
Supply Chain Human Rights. Scale our supplier
responsibility programs to ensure respect for humanrights across 100% of our tier 1 contracted suppliers
and higher risk tier 2 suppliers.

1

362021-22 Corporate Responsibility Report onflict minerals, as defined by the US Securities andC
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.

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Employee Health, Safety, and Wellness
We continue to invest in health, safety, and wellness
programs to help employees enjoy a better quality oflife 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, as wellas our employees working remotely.
Our Global Environmental, Health, and Safety Policy
defines our commitment to provide a safe and injury-freeworkplace for all our employees, contractors, customers,
partners, and the public. We recognize the importance ofenvironmental, health, and safety (EHS) to our businesssuccess and we constantly work to assess and improve
our EHS management system, standards, culture
performance, early intervention, and injury-reduction
initiatives. Since 2001, we have maintained a multi-site
certification to the internationally recognized ISO
14001 and ISO 45001 standards to ensure that our
manufacturing sites sustain a comprehensive, fully
integrated EHS management system. In 2021, independent third-party virtual audits were conducted tomaintain this certification. For information on our EHS
assurance program, see “Environmental Management”
in the Sustainable section of this report.

For the past two years, Intel’s Pandemic Leadership
Team (PLT) has led our response to the COVID-19
pandemic, pivoting quickly and ethically to deal withever-changing government restrictions and requirements in the 50-plus countries and regions where Intel
operates. From virus variants, case expansions, governmental restrictions, and vaccination requirements, thePLT has helped keep Intel's employees and contingent
workers safe, healthy, and productive, whether they are
working on site or remotely. In 2021, Intel implemented
global clinics that delivered vaccinations to more than
60,000 employees, contingent workers, and theirhousehold members.
As we expand manufacturing operations in support ofIntel’s IDM 2.0 strategy, we will continue to implement
world-class EHS programs to care for people andthe planet—from the development of our products
through our manufacturing and supply chain. Advancing
accountability and improving performance across our
supply chain creates value for Intel and our customers
by helping us reduce risks, improve product quality,
and achieve environmental and social goals. For more
information, see “Supply Chain Responsibility” in the
Our Business section of this report.

We achieved an EHS training
milestone in 2021, with an alltime-high 555,000 EHS training
hours completed.

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Health and safety training creates awareness andenables our employees to better understand their safety
responsibilities. Our training system covers informationneeded for specific jobs (such as electrical safety, ergonomics, control of hazardous materials, and chemicalsafety) in different languages, and includes web-based,
instructor-led, and on-the-job training, and innovative
learning methodologies such as virtual and augmented
reality. We launched an EHS training tracker in 2021 tosupport both compliance and risk reduction.
In 2021, our manufacturing, supply chain, andtechnology development organizations introduced
quarterly, trackable manager “Safety TALKs“ toencourage proactive one-on-one discussions between
managers and employees on various safety topics.
We also began requiring all employees to complete“Safety Always“ training to boost safety awarenessacross the company. In addition, we implemented a
new requirement for all non-factory employees tocomplete “Office Ergonomics“ training to build
awareness of office ergonomic risks, proper ergonomic
workstation set-up, and ergonomic services available.
We tracked completion of both classes as a 2021 safetyleading indicator, and reported strong performance at
98% and 94%, respectively.
During 2021, EHS partnered with our Corporate
Services and Global Supply Chain organizations toresearch and recommend chairs and desks for
employees working remotely, and provided a portal
to enable easy ordering of ergonomically approved
equipment worldwide. In addition, we developed aone-stop Future of Work ergonomics site to provide
easy employee access to all key ergonomic services
and reporting information.

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Recognizing that early intervention is critical for good ergonomic health andthe prevention of injuries, in 2021, we piloted a proactive employee concierge
program called Ergo+, which provides employees with one-on-one advice andproactive ergonomic assessments to help address both remote and in-office
setups. Ergo+ includes an easy online tool for employees to sign up for initialconsultations and follow-up assessments. The pilot resulted in an increase inemployee reporting of intermittent discomfort or concerns, and 90% of thosesurveyed reported that they would recommend the program to a friend. We
plan to expand the program globally in 2022.
We also continued to expand our year-round multimedia Safety Always employee
awareness campaign. In 2021, we organized our first virtual global safety week,
which included multiple, well-received internal and external speakers. The campaign also included regular, widely read employee communications on topics
such as reporting, ergonomics, and situational safety.
Intel ended 2021 with an Occupational Safety and Health Administration(OSHA) recordable rate of 0.93 per 100 employees, compared to the mostrecently published US semiconductor industry average recordable rate of
0.70 in 2020.1 Our days away case rate2 was 0.2 in 2021, compared to thesemiconductor industry average of 0.2 in 2020. Ergonomic-related or
cumulative trauma disorders (CTDs) remained the most prevalent type of
injury experienced at Intel in 2021, accounting for 65% of all reports, followed
by strains/sprains. Office ergonomic injuries (predominantly from employees
working from home) and COVID-19 cases accounted for the Intel recordable
rate increase we observed in 2021 compared to 2020. We had one employee
fatality in 2021. There were 31 high-consequence injuries during 2021, with
32% CTD injuries and 32% strain/sprain injuries. We have integrated learnings
into our 2022 ergonomics program's early intervention focus plans.
In 2021, we expanded the Intel® Vitality program—previously available toemployees in the US, United Kingdom, and Vietnam—to Malaysia and Poland.
The program focuses on four pillars of wellness: mindset, nutrition, movement,
and recovery. Throughout the year, we continued to offer all of our wellness
programming virtually, but in some locations, we were also able to bring backin-person wellness services. In 2021, we offered 19,552 virtual Intel Vitality
sessions, with a total of 74,810 participants, including 19,320 unique individuals.
Participants reported a 95% satisfaction rating with the program. We also
continued our global employee access to Headspace, a mindfulness application.
Over the course of the year, 18,506 employees used Headspace an average offour sessions per week.
1

 ource Bureau of Labor Statistics. 2020 indicators are available at https://www.bls.gov/web/osh/S
summ1_00.htm.

2Days away begins the day after the accident.

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Recognizing Safety Achievement
Through our Safety Always-Safety Star program, we are proud to recognize employees who
exemplify our safety value every day in all they do. Each Safety Star is passionate about maintaining our strong safety culture, serves as a role model, and goes above and beyond to makeIntel a safe place. During Global Safety Day in April, the honorees were recognized individuallyor as part of a team, selected from 124 individual and team nominations received globally.
Winners contributed to office ergonomic support, developed safety management processes,
addressed site safety, helped mitigate the impact of COVID-19, and provided safety coaching
and communications.

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Our BusinessIntel’s mental wellness strategy is designed to raiseawareness of the importance of mental health, cultivate
an accepting culture so employees feel safe, and remove
barriers to make it easier for our employees and theirfamily members to access and receive care. In responseto the pandemic and other difficult events this year,
we encouraged utilization of existing mental healthresources, including the Intel Employee Assistance
Program, which provides confidential counseling andwork-life services to employees and their immediatefamily members. We also launched a digital mental
wellness platform to over 75,000 employees to enableeasy access to one-on-one coaching, guided meditations, therapy, and more. In conjunction with World
Mental Health Day in October 2021, we planned Intel’s
first Global Mental Wellness week. The event encouraged employees to invest in themselves, and activities
included four speakers, 22 webinars, and other activities.
More than 10,000 employees participated. Additional
mental wellness events are underway in 2022.

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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 theopportunity 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 2021. During 2021, our health, safety, and wellness teams took steps to expand the number of employees
participating in the safety culture survey to 50%, with an average of 87% reporting on “safety is a value“ metrics. We
also worked to increase employee awareness and engagement in our programs, with a focus on prevention and earlyintervention programs (e.g., ergonomic programs) and participation in the Intel® Vitality Program’s newly expanded
virtual offerings. 27% of global Intel employees participated in wellness programs in 2021.
Looking Ahead. For our safety culture goal, we will work toward company-wide participation in our safety culture
survey (with a target to expand the survey to 62% of employees by end of 2022) and increase employee and management engagement in our safety programs. For our wellness goal, we will continue to further expand our wellness
program access to our global employee population over the next four years, with a target to reach 100% of global
employees by end of 2025, and then to increase the participation rate for all employees to 50%.

Recordable and Days Away Injury Rates

Globally, we have 37 on-site health clinics to attend towork-related employee health and safety needs. At oursites in Arizona, New Mexico, and Oregon, we also have
Health for Life Centers that provide primary care andspecialty services (including acupuncture, chiropractic,
behavioral health services, and physical therapy) in a safe
and inclusive environment for our employees and theireligible dependents. The Health for Life Centers haveadministered hundreds of COVID-19 vaccinations and in
2021, delivered approximately 10,000 virtual visits.

In 2021, in support of our safety culture and wellness
goals, we further increased the percentage of employees
who have the opportunity to respond to our safety culture surveys, and achieved 50% employee participation.
Our Safety Star Program continues in its fourth year in
2022, and we have adopted multiple leading indicators
to assess progress, drive for earlier reporting of ergonomic injuries at the first sign of fatigue or discomfort,
and promote easier access to services. We also continue
to adapt our EHS services to support different work
models, including hybrid, onsite, and remote workers.

Rate based on 100 employees working full time for one year. Data asof March 1, 2022. Certain historical figures have been updated basedon new reported cases received.

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Protecting Human Rights in the Supply Chain
We have continued to focus during the COVID-19
pandemic on ensuring workers in our supply chain areprotected from human rights abuses. Our 2030 RISE
goals reflect our intent to drive human rights despite
pandemic, economic, or technological headwinds. As
such, in 2021, Intel began driving knowledge of andcompliance to the RBA Code of Conduct deeper into
our supply chain than in previous years.
Due to supply chain shortages, many companies in theelectronics industry have faced severe worker shortages,
which has created pressure for longer working hours
and fewer days off for workers. Intel has continued topress suppliers to abide by the RBA Code of Conduct,
including allowing workers a day of rest each week,
limiting workers to no more than 60 hours of work
per week, and making all overtime voluntary.
We have worked to build a strong system to detectand 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
affected more than 46,000 workers in our extended
supply chain. Positive impacts have included the returnof over $25 million in fees to more than 21,000 workers
by our suppliers since 2014. A fee returned could equate
to approximately three to five months of base pay,depending on location and situation. In some instances,
we have faced challenges in gaining cooperation fromsuppliers in repaying workers quickly; we work closelywith suppliers to determine acceptable remedies andput systems in place to prevent such issues in the future.

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Findings that May Trigger Forced and Bonded Labor Risks
Findings

2017

2018

2019

2020

2021

Closed

51

46

38

30

17

In Process

–

2

–

–

37

Total

51

48

38

30

54

We proactively work to identify and help suppliers close findings that we believe may be trigger factors for forced and bonded labor. Somehistoric numbers have been restated due to the timing of reporting.

Many challenges exist in combating issues related toforced and bonded labor, including lack of full visibility
into our complex, changing, multi-tier supply chain. To
increase our reach and positive impact, since 2018 wehave required that approximately 50 of our suppliers
work with at least three of their own major suppliers toassess and address their risks of forced and bonded
labor. Our suppliers continue to complete all deliverables
and demonstrate changes to tier 2 supplier policies
and procedures and stronger engagements withrecruiting and labor agents, resulting in the return ofover $1.2 million in fees to their foreign workers since
the start of our program.
Importantly, our suppliers report 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 canlead to improved productivity and product quality, as wellas positive social impacts.

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Industry Collaboration through Training
Collaboration is key to addressing broad, long-standing
issues. Intel co-founded and serves on the working groupof the multi-industry, multi-stakeholder Responsible
Labor Initiative (RLI), which aims to protect and promote
the rights of vulnerable workers. 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. The RLI
has established the Responsible Recruiting Program,a recruiting agent maturity model.
In 2021, Intel further sponsored virtual training
sessions, “Mitigating Risks of Forced Labor andImpacts of COVID-19 on Migrant Workers in the Supply
Chain,“ and will continue to sponsor them in 2022.
For more information on our work on human rights in our
supply chain, see “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.1
Baseline. At the beginning of 2020, 18% of our tier 1 contracted
suppliers had been assessed and engaged in our supplier responsibility
programs. By the end of 2020, 8% of our contracted suppliers hadcompleted the requirements of the goal.
Progress in 2021. In 2021, we completed initial risk profiles on 100%of tier 1 contracted suppliers, and 28% were determined to be higher
risk. Those higher risk suppliers have been included in the roadmap
for follow-up actions according to our risk model. Overall, we increased
to 24% completion toward our RISE goal, and remain on track to
100% completion by 2030. Progress was made in audits for higher
risk suppliers, assessments for medium risk suppliers, and—for the
first time—RBA training for lower risk suppliers.

Cumulative
Progress
Towards RISE
Goal

Looking Ahead. In 2022, our target is to assess, validate, and—where
needed—mitigate the risk level of an additional 12% of suppliers. We are also evaluating the impact of IDM2.0
supply chain changes. In addition, we will continue to assess and audit high-risk tier 2 suppliers on Intel sites.
1 ier 1 suppliers are companies from which Intel makes direct purchases (approximately 9,000 suppliers). Tier 1 contractedT
suppliers are subject to formal agreements with Intel based on the products and services provided and spends. Tier 2 suppliers
are companies from which Intel’s tier 1 suppliers make direct purchases.

According to the RBA, thepayment of recruitment feesby workers to obtain work is
one of the most widespreadfactors that can contributeto situations of forced labor.
Intel helped create a guidethat details best practices
for repayment.

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Responsible Minerals Sourcing
Like many companies in the electronics industry, Inteland its suppliers use minerals in manufacturing. Over adozen years ago, Intel began work to responsibly source
conflict minerals,1 and in 2017 we expanded our efforts
to also address cobalt in our supply chain. We are proudof 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 strategy 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 over a decadeand work with our industry to broaden and accelerate thecreation of sourcing standards for a much wider set ofminerals across additional conflict-affected and high-riskareas (CAHRAs2).
More information is available on our Responsible
Minerals website. Our Responsible Minerals program,
Responsible Minerals Sourcing Policy, and due diligencepractices address minerals originating in CAHRAs, andare aligned to the OECD Due Diligence Guidance for
Responsible Supply Chains of Minerals from ConflictAffected and High-Risk Areas (OECD Guidance).

Beyond Conflict Minerals: Driving a Responsibly
Sourced Mineral Supply Chain
In 2021, we sent our first expanded minerals survey
for aluminum, copper, nickel, and silver to suppliers
contributing these materials in our Intel-manufactured
microprocessors. This is an important step in our RISE
strategy, as we begin mapping our supply chains forour highest priority minerals. Although sourcing ofthese minerals is not yet widely reported, we received
a response from 89% of relevant suppliers. We are continuing to pursue information on smelters and refiners in
our extended supply chain—those that supply our direct
suppliers. A list of smelters and refiners reported can befound on our website.
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To contribute to standards and help define and engage
in due diligence within the copper supply chain, Intel is anactive partner member of The Copper Mark, participating in its Risk Readiness Assessment (RRA) Technical
Revision Committee and Technical Working Group.
We are continuing to map our supply chain for targetedminerals, as well as other priority minerals such as zincand lead.
Additionally, we continue to partner with industry
associations to ensure standards are in place to enable
our ultimate goal of responsible sourcing for all theminerals in our supply chain. We will continue to identify
the highest priority minerals in pursuit of our 2030
RISE Goals.

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 inmeeting downstream compliance requirements throughthe Better Mining ASM Mine Monitoring Program inpartnership with Responsible Minerals Initiative (RMI)
and RCS Global. Intel also supported a digital suitedesigned specifically for the ASM sector, which will
create new pathways to track, access, and share data
about practices in mining communities.
Maintaining a connection and providing support tothe communities that we depend on in our vast global
supply chain is a crucial component to our responsible
minerals program.

Connecting with Mining Communities
Intel recognizes the importance of direct engagementwith mining communities to address human rights
issues in our supply chain. As a complement to our due
diligence program, we have an ongoing program to
dedicate resources and partner with expert civil society
organizations to identify and remedy the challenges ofthe mining communities that source our products.
A few examples of projects supported by Intel in 2021
are: Congo Power, an alliance providing mining areas
with clean power, specifically funding the power needs
for community training in addition to the educational
programming at the Dr. Mukwege School; PACT-RMI
Youth Vocational Training Program, aimed at providing
mining alternatives to Congolese youths; and thedevelopment of the world’s first Congo-focused North
American collection and repository for Congolesewritten documents on the Democratic Republic of theCongo (DRC), at the University of British Columbia
library. We believe that helping to empower marginalized
workers in our supply chain is a crucial step in promoting
human rights.

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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. Wethen 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 forhuman rights impacts. When necessary, we will disengage from mineral supply chains that cannot uphold our
responsible minerals sourcing standards. Additionally, we
have increased virtual outreach to smelters and refiners
already participating in a third-party audit program toensure participation continuity, minimize disruption, andprovide additional support throughout the pandemic.
Supporting In-Region Sourcing. We believe thatthe creation and support of responsibly sourced3
minerals from CAHRAs improve the lives of the people
in the regions. In addition to our independent project
resourcing, our membership in and support of the
Public-Private Alliance for Responsible Minerals Trade(PPA) and European Partnership for Responsible
Minerals (EPRM) directly support regional projects thatenable responsibly sourced minerals from CAHRAs byhelping to implement programs that are consistent with
the OECD Guidance and supported RMI programs. Intelis also a member of the International Tin Association’sInternational Tin Supply Chain Initiative (iTSCi), a traceability program to help ensure traceability of responsibly
mined minerals from mine to smelter.

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3TG. Through our annual supply chain survey process,in 2021, 99% 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 assurance program.
Cobalt. Intel used the RMI Cobalt Response Template(CRT) to survey all suppliers contributing cobalt to our
products. In 2021, we received responses from 100%of suppliers surveyed. Intel conducted risk mitigationin our supply chain, including smelter outreach andcountry of origin assessments, as well as working withdirect suppliers to facilitate alternative sourcing whereappropriate. Our goal is to responsibly source all cobalt
in our products. Through RMI’s cobalt working groupand smelter outreach, we are pursuing all smelters
and refiners in our cobalt supply chain to participate in
RMAP. See a complete list of facilities that processedcobalt in Intel’s supply chain based on supplier responses
to our 2021 survey.
Intel’s long-term leadership in initiatives such as the RMI
and PPA allows us to regularly collaborate on the issueof responsible minerals sourcing with other companies,
industries, governments, and civil society. Such collaboration is crucial to identify and address risks associatedwith mineral extraction and trade in complex mineral
supply chains. All participants, from the mines throughdevice manufacturers, have a responsibility to ensurethat they do not contribute to human rights abuses. We
continue to advance responsible sourcing across our
product lines, materials, and industry as our businessand the world landscape 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.

1 onflict minerals, as defined by the US Securities and Exchange Commission (SEC), is a broad term that means tin, tantalum, tungsten, and gold
C(3TG), regardless of whether these minerals finance conflict in the DRC or adjoining countries.

2

 AHRAs, as defined by OECD, are identified by the presence of armed conflict, widespread violence, or other risks of harm to people. ArmedC
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.

3”Responsibly sourced” refers to products from suppliers, supply chains, smelters, and refiners that, based on our due diligence, are in line withcurrent global standards and respect human rights in every aspect of their practice.

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Responsible Mobility
The United Nations General Assembly set an ambitious
target of 50% reduction in global number of deaths andinjuries from road traffic crashes by 2030. According
to the World Health Organization, approximately 1.3
million people die each year as a result of road trafficcrashes. More than half of all road traffic deaths areamong vulnerable road users—pedestrians, cyclists, andmotorcyclists.1 Autonomous vehicle (AV) technology
has the potential to improve road safety, save lives, andtransform personal mobility, including bringing broader
mobility to the elderly and those with disabilities.
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 thedrivers and passengers of more than 100 million vehicles
safer today.
One of Intel’s 2030 RISE technology industry initiatives
is to collaborate with industry, ecosystem partners, andgovernments to advance the adoption of technologyneutral 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-aService (MaaS).
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 thesafety of AVs. RSS formalizes human decision making
for safe driving and is based on the need to balance1safety with useful driving by making reasonable worstcase assumptions about other road users. RSS is atechnology-neutral approach to AV safety and provides
regulators around the world a transparent way toevaluate 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 atool 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 Organizationfor Standardization (ISO) standards efforts. Intel leads
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
2846: Assumptions for Models in Safety-Related
Automated Vehicle Behavior, defines reasonably
foreseeable assumptions that an AV safety model shallconsider about other road users when operating in thereal world. The working group includes other industry
representatives from Waymo, Uber, FCA, Ford, Motional,
Nvidia, and more.
Additionally, ISO has adopted the Safety First for
Automated Driving 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 theworld’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.

Mobileye recently introduced the EyeQ® Ultra,™ the company’s mostadvanced, highest performing system-on-chip (SoC) purpose-built
for autonomous driving. EyeQ Ultra maximizes both effectivenessand efficiency, making it the industry’s leanest autonomous vehicle(AV) chip. This efficiently designed SoC builds on seven generationsof proven EyeQ architecture to deliver exactly the power andperformance needed for AVs, which are all but certain to be all-electricvehicles. The first silicon for the EyeQ Ultra SoC is expected at the endof 2023, with full automotive-grade production in 2025.

Other standards organizations, businesses, and thinktanks are evaluating and/or using RSS, including SAEITC’s Automated Vehicle Safety Consortium, Baidu,
Valeo, the RAND Corporation, and Arizona’s Instituteof Automated Mobility. 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 National
Highway Traffic Safety Administration’s Advance Noticeof Proposed Rulemaking, Framework for AutomatedDriving System Safety.

Source: World Health Organization, Road Traffic Injuries.

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Revolutionizing Health and Safety Through Technology
In 2021, we progressed on our global challenge to apply
technology to advance healthcare and safety on multiple
fronts. Below are a few examples:

Expanding Access to Healthcare
Sankara Eye Foundation and Singapore-based
Leben Care are deploying a comprehensive retinarisk-assessment platform in India. Netra.AI, a cloudbased AI solution, is powered by Intel® technology anduses deep learning to remotely and quickly identify
conditions such as diabetic retinopathy with theaccuracy level of human doctors.
Nexleaf and Intel collaborated on ColdTrace 5, a remotetemperature-monitoring unit designed for refrigeratorsthat store vaccines or other temperature-sensitive
medical supplies. Functioning as an edge device on
the Internet of Things, it communicates via cellular
networks, providing customizable analytics, reports,
and tools for healthcare workers who are responsible
for maintaining vaccine distribution.

“Technology and AI aredemocratizing healthcare access,especially in screening for ailments.
… Like-minded collaborators cancreate meaningful and impactful
solutions for various challenges
that face humanity.”

Tackling COVID-19
As the world continued to grapple with new variantsof COVID-19 in 2021, Intel collaborated with Insilico
Medicine, to support the development of the online
COVIDomic platform, designed to facilitate the analysisof large amounts of health data collected from COVID-19
patients. The platform includes a user-friendly interface
and bioinformatics tools that determine the origin of a
specific coronavirus strain and the expected severity ofthe disease.

Advancing Medical Imaging
GE Healthcare and Intel collaborated to build GE Invenia
ABUS 2.0, the first US Food and Drug Administrationapproved ultrasound screening device for detecting
breast cancer in women with dense breast tissue.
Mammography is the gold standard for identifying cancers in breasts, but research shows that mammography
misses a third of cancers in patients with dense tissue.
Powered by Intel® Core™ processors, GE Invenia ABUS
2.0 enables fast image acquisition and rendering. A
second Intel collaboration with GE Healthcare resulted
in an AI solution that automatically detects endotracheal
tube placement in chest x-ray images.
With Samsung-Medison, Intel created NerveTrack,
which helps anesthesiologists detect hard-to-findnerves during ultrasound-guided regional anesthesia.
The solution is powered by the Intel® Distribution of
OpenVINO™ toolkit.
Intel collaborated on the development of a screening device aimed atmore accurately diagnosing and staging cancer in dense breast tissue.

— Dr. Kaushik Murali, president of Medical
Administration, Quality and Education,
Sankara Eye Foundation India

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Protecting Patient Privacy
Intel, TheBlue.AI, and apoQlar created Blue.GDPR
for Nicklaus Children’s Hospital, a pediatric teaching
program in Florida. The solution, accelerated by the Intel
Distribution of OpenVINO toolkit, can help find and mask
identifying information like faces, names, and addresses
in large volumes of data. Blue.GDPR protects patient
privacy in VSI HoloMedicine, a system the hospital
deployed to enable physicians to use 3D images ofpatients, viewed through mixed-reality glasses, tovisualize, highlight, and measure anatomical structures.

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Appendix

ROBOTS //High-performance & industrial-grade robot technology■■■■

2× built-in computers for autonomy and inspection
Integration of dozens of actuators & sensors
Real-time & high-performance computation
Low thermal footprint

Enhancing Healthcare and Safety with Robotics
Autonomous mobile robots simplify routine tasks
and give healthcare workers more time to focus on
immediate patient needs. Equipped with the Intel®
RealSense™ D400 camera series, Aethon TUG Robots
see obstacles and navigate complex environments tosafely deliver linens to nursing units on demand or on
a schedule.
In collaboration RightHand Robotics, Intel created
RightPick2 for automated warehouse order fulfillment.
Enabled by Intel RealSense technologies, RightPick2
uses computer vision technology to automatically pick
and place thousands of products at high speeds while
improving warehouse safety and reducing the potential
for human error.
Anybotics’ ANYmal industrial-grade robot, which uses
Intel® Core™ i7 processors and Intel RealSense cameras,
reduces human exposure to hazardous environments byperforming routine inspections covering entire facilities.
Read more about robotics and Intel RealSense technology.

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2021-22 Corporate Responsibility Report■ 6× depth cameras for 360°
terrain scanning■ High precision, resolution,and frequency■ Indoor & outdoor compatible■ Low weight and power
consumption
5//

ANYbotics — Get in touch at info@anybotics.com

AI for Humanitarian Organizations

Studying Astronaut HealthIntel’s AI4Good initiative joined forces with the American
Red Cross to use AI to more quickly collect and analyze
large quantities of volunteer survey data to better
understand the needs of volunteers responding to thepandemic in central Oregon. The AI-based solution
helped uncover key changes needed in resource
allocation over time, proving to be a valuable tool for
strategy and planning. This type of AI-accelerated
workflow could help humanitarian organizations more
effectively engage with people who live in communities
impacted by disaster.

In 2021, Frontier Development Lab (FDL), using
Intel’s AI technology, conducted a landmark study
to better understand the physiological effects ofradiation exposure on astronauts. Cosmic radiation
can penetrate several layers of steel and aluminum
to affect human tissue during space travel, leading
to future cancer complications. “This research isso valuable; it could one day help astronauts at theInternational Space Station, future space stations,and on the upcoming 2024 lunar mission,” said Paul
Duckworth, FDL researcher.

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Inclusive
Diversity, equity, and inclusion have long been core to Intel’s values and instrumental to driving
innovation and delivering strong business growth. We are advancing diversity, equity, accessibility,
and inclusion in our global workforce, and advocating for public policies and laws that improve thelives of our employees and our communities. We are intensifying actions to advance our 2030 goals,
which include doubling the number of women and underrepresented minorities in senior leadershipand increasing the representation of women in technical roles to 40%. Our aim is to continue toexpand opportunities for our employees and the industry through technology, inclusion, and digital
readiness initiatives.

This year’s highlights
4 industry-wide inclusion actions
In April 2021, we launched the Alliance for Global Inclusion, a coalition of technology and adjacentindustry partners focused on driving collective impact in four key areas: leadership representation,
inclusive language, inclusive product development, and improving STEM readiness in underrepresented
communities. As we celebrate our one-year anniversary, we have doubled the number of members.

10x spending with diverse-owned suppliers compared to 2014
We spent $1.4 billion with diverse-owned suppliers in 2021, 10 times the annual amount we spent
when we kicked off our supplier diversity program, and strong progress toward our 2030 goal toreach $2 billion annually.

1 M Girls Moonshot
In its first year since the launch, the Million Girls Moonshot reached 160,000 girls across the US via
21,000 after-school and summer STEM programs, and 612 new STEM partnerships.

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Inclusive: Our Approach
Diversity and inclusion are instrumental in driving
innovation and delivering strong business growth.
We hold ourselves, our people, our leaders, and theindustries we lead to the highest standard by creating
an inclusive culture for all and advancing diversity andinclusion in the industry and beyond. For more than adecade, we have taken actions to deeply integrate
diversity and inclusion expectations into our culture,
performance management systems, leadershipexpectations, and annual bonus metrics. We transparently report our representation and pay equity data
to hold ourselves accountable and encourage action
by others. This is not added work, it’s how we work.
Through an integrated strategy focused on hiring, retention, and progression, we reached full representation1of underrepresented minorities and women in our US
workforce, and achieved gender pay equity globally andrace/ethnicity pay equity in the US. 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 RISE strategy and 2030 goals set our global
ambitions for where we want to be at the end of thedecade. 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 progressin their careers at all levels. In 2021, we continued to link
a portion of our executive and employee compensation
to diversity and inclusion metrics to drive accountability
and progress.
Just as we value diversity and inclusion to foster
innovation within Intel, our commitment to diversity
and inclusion extends to our suppliers. Our vision to
grow a diverse and inclusive global supply chain includes
increasing our annual spending with diverse-owned
suppliers to $2 billion by 2030, as well as working withothers to expand and enable inclusive sourcing practices
across the industry.
We know that today’s greatest challenges require ashared commitment to a plan and meaningful action
to advance inclusion and social equity. That is why wecommitted our scale, expertise, and reach and launched
the Alliance for Global Inclusion in 2021 with the goalof creating and implementing an Inclusion Index withunified goals and metrics. We work with a broad rangeof stakeholders on initiatives that expand the diverse
pipeline of talent for our industry. We aspire to maketechnology fully inclusive and expand technology accessand digital readiness for millions of people around theworld who currently do not have the technology skills
or access needed to participate and thrive in our
digital economy.

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 acrossthe technology industry by creating and implementing a Global
Inclusion Index with common metrics to advance progress.
Inclusive Pipeline. Expand the inclusive pipeline of talent forour 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 andunderrepresented minorities in senior leadership roles.
Technical Roles. Exceed 40% representation of women intechnical 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.

1

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2021-22 Corporate Responsibility ReportI n 2018, Intel met full representation of its workforce, meaning ourworkforce reflected the percentage of women and underrepresented
minorities available in the US skilled labor market.

Supplier Diversity. Increase global annual spending withdiverse suppliers by 100% (to $2 billion).

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Inclusive Workforce
We believe that when every employee has a voice and asense of belonging, Intel can be more innovative, agile,and competitive. An inclusive culture that welcomesall perspectives is critical for attracting, retaining, andprogressing top talent, and top talent has a direct impact
on innovation and on our products. Intel is committed
to providing a work environment where employees
from all backgrounds are valued, respected, challenged,
acknowledged, and rewarded so they can achieve theirfull potential.
Through our 2030 goals, we are committed to further
advancing the representation of women and underrepresented minorities in leadership and technical positions atIntel, advancing accessibility, and embedding inclusive
leadership practices in our culture and across ourbusiness. Learn more about our strategy on our Diversity
and Inclusion website.
Transparency and open sharing of our data enables us toboth celebrate progress and identify key areas for action
and improvement. In 2021 we continued our focus on
career development and progression of diverse talent.
We saw absolute numbers increase in all categories.
Some of the numbers from 2020 to 2021 did notincrease much as percentages or—in some cases—
decreased, because of the unprecedented growth inour company. For example, the percentage of Intel
employees who identify as veterans dropped slightly,
from 7.3% in 2020 to 7.2% in 2021, yet the number of
employees who identify as veterans increased by roughly150. In addition, our global representation of technicalwomen declined from 25.2% in 2020 to 24.3% in 2021,
but more technical women—some 26,000—work at
Intel than at any time in our recent history.
1

Women at Intel – Global Data1
Positions

2019

2020

2021

Board of Directors

20.0%

30.0%

30.0%

Executives

20.1%

20.7%

20.7%

Senior Leadership

18.6%

18.8%

18.7%

Senior

20.3%

21.3%

21.7%

Experienced

29.4%

30.4%

31.2%

Entry-Level

37.8%

37.9%

36.5%

All Global Employees

27.5%

27.8%

27.7%

Technical

24.8%

25.2%

24.3%

Non-Technical

58.3%

57.7%

54.4%

US Workforce Representation Data1
Group

2019

2020

2021

Women

26.4%

26.3%

25.8%

URMs2

15.8%

16.3%

16.1%

URMs in Senior
Leadership

7.3%

7.6%

7.8%

URM Women

3.8%

3.8%

3.8%

White

45.9 %

45.8 %

44.1 %

Asian

37.9 %

37.6 %

36.3 %

Hispanic/Latinx

10.1%

10.5%

9.3%

African American

4.9%

5.0%

4.9%

Native American

0.8%

0.8%

0.9%

Pacific Islander

0.3%

0.4%

0.4%

Veterans

7.0%

7.3%

7.2%

Two or more3

N/A

N/A

2.2%

Other4

N/A

N/A

1.8%

 021 data as of Dec. 25, 2021; 2020 data as of Dec. 26, 2020; and 2019 data as of Dec. 28, 2019. “Executives” refers to salary grades 12+ and2equivalent 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.
“Technical” is based on Intel’s internal job codes and reflects technical job requirements. The definition of “technical” employee was revised in
2021 to better align with industry standards. While this data represents women and men, we acknowledge that 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. 30% of our Board
members self-identified as female.

2

We define URM to include our Hispanic, African American, and Native American employees.

3“Two or more” ethnicity category includes employees who have checked two or more ethnicities as part of their self identifiable data choices.

4“Other” = unknown, declined, not specified.

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Undesired TurnoverGroup Represented

2021

Global Overall

5.6%

Global Women

5.3%

US Women

6.0%

US URM2

4.9%

US Hispanic/Latinx

4.6%

US African American

5.8%

US Native American

2.8%

These figures include all regular Intel employees who voluntarily left
Intel, but do not include contract employees, interns, or employees
who separated from Intel due to divestiture, retirement, voluntary
separation packages, death, job elimination, or redeployment.

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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, 2020.5 Target for 2030 is to reach2,500 women and 760 URMs in senior leadership.
Progress in 2021. During 2021 we surpassed by 74 our milestone goal of reaching 1,375 women in leadership roles,
ending the year with 1,449 women in senior leadership roles across the globe. The above-and-beyond results in 2021
set us up to continue making progress in women in senior leadership. Although the absolute number of womenleaders increased, given the overall growth of the company, relative representation of women leaders decreased
0.1 percentage points. Our US URM senior leaders also increased, from 384 to 444. For 2021, we established a milestone goal to increase representation by 10% of Black/African American employees in senior, director, and executiveroles in our US population. We exceeded this milestone, increasing representation by 11%.
Looking Ahead. We are on track to achieve our 2030 goal. We acknowledge the opportunity to leverage thecompany’s growth and IDM 2.0 strategy to further progress the representation of women and URMs in our workforce.

Raising the BarIntel’s ambitious goals are designed to continue to raise
the bar for ourselves and the industry to deliver greater
value through corporate responsibility excellence. We
will achieve those goals by strengthening our systems,
processes, and programs to drive diversity, equity,
inclusion, and accessibility throughout our workforce.
To the right are descriptions of two of our workforce
inclusion goals and progress we made in 2021. Readabout our other 2030 inclusion goals in “Accessibility
and Disability Inclusion“ and “Supplier Diversity
and Inclusion.“

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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, 2020.5
Progress in 2021. At the end of 2021, 24.3% of technical roles were held by women, a decrease from 25.2% at
the end of 2020, despite the company having grown its technical headcount by 8.8%.
Looking Ahead. To meet our goal of increasing representation of women in technical roles to 40%, we will be
implementing targeted programs to increase the number of women hired for technician, engineering hardware andsoftware roles through sourcing, pipelining and workforce development initiatives. To drive additional corporate levelfocus we have made this an Annual Performance Bonus goal for all employees in 2022. In addition, we set a goal that
our hiring for technical entry-level roles is at least 30% women.
5

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
At Intel, we strive for an inclusive and fully engaged
workforce that is reflective of the best and brightest
talent in our industry. Since 2019, we have achieved
gender pay equity globally and we continue to maintainrace/ethnicity pay equity in the US. We achieve pay
equity by closing the gap in average pay between
employees of different genders or race/ethnicity in thesame 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 withthird-party experts using proven statistical modelingtechniques to monitor and advance global pay equity.
Our comprehensive analysis includes base pay,bonuses, and stock grants. Individual employees
who are identified as having a gap through thisanalysis receive appropriate adjustments.
A key component of our pay equity strategy is ourcommitment to transparency, which helps us to holdourselves accountable and encourage action by others.
In support of this goal, we first publicly released ourEEO-1 survey pay data in 2019, we feel it is important tocontinue collecting and disclosing diversity and inclusion
data publicly.

Inclusive Culture
Inclusion is one of Intel’s core values and it is at the heartof 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.

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The Intel Code of Conduct and Intel Global Human
Rights Principles set out our commitment to nondiscrimination and to provide a workplace free ofharassment. We have redesigned our employee
performance management system and leadershippromotions 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 programis designed to equip managers to play leadershiproles in growing Intel's inclusive culture and fostering
leadership skills needed to build diverse and inclusive,high-performing teams. In 2021, we expanded theprogram across Intel worldwide via workshops andsmall-cohort-based learning. Employees completed
over 4,000 individual learning modules in 2021. For
further impact, we also integrated the inclusion content
into new “Manager Academy“ training and began rolling
it out to our 13,000 managers worldwide in 2021.
Inclusive Hiring Practices. We have developed a setof best practices and training to mitigate the influenceof unconscious bias in the hiring process. These
practices include posting of formal requisitions forinternal positions, using impartial descriptions ofqualifications for all open jobs, and having diverse
slates of candidates and diverse hiring panels. In 2021,
we also required inclusive hiring training for all of ourhiring managers.

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
2021, we met these metrics, which focused on the2030 workforce goal milestones of reaching 1,375
women in senior leadership roles globally and increasingby 10% the representation of Black/African American
employees in senior, director, and executive level roles in
our US workforce. In 2022, the goals related to inclusion
include: increasing by another 10% the representation ofBlack/African American employees in senior, director,
and executive level roles in our US workforce; women
representing 30% of technical entry-level hires; and$1.4 billion in annual spending with diverse suppliers.
For more information, see our 2022 Proxy Statement,“Supplier Diversity and Inclusion“ later in this section of
the report, and the Sustainable section of this report.

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Leadership Councils
and Employee Resource Groups
We offer close to 40 Employee Resource Groups(ERGs) and seven Leadership Councils that connected
over 25,000 employees in 2021. Some 21% of ouremployees are members of ERGs.
Leadership Councils. Our Leadership Councils,
composed of over 400 Intel leaders, help guide andmentor members of the ERGs. Their mission is topromote the progression and growth of diverse employees and foster an inclusive culture where all employees
can thrive professionally. The Intel Black LeadershipCouncil, Intel Disability Leadership Council, Intel Latinx
Leadership Council, Intel Native American and PacificIslander Leadership Council, Intel Network of Executive
Women, Intel Veteran Leadership Council, and Out andAlly Leadership Council host sponsorship programs tohelp support and advance leaders within their respective
communities, while driving business results. LeadershipCouncils are composed of Intel Senior Leadership, withmembership usually starting at the director or principal
engineer level. Each council is supported by a sponsor at
the executive or senior vice-president level.
ERGs. Intel has ERGs organized around race, national
origin, sexual orientation and gender identity, parenthood, disabilities, education, faith and beliefs, andother common affinities. ERGs can serve as powerful
networks, offering opportunities for personal and professional development, access to mentors, and volunteer
activities that facilitate teamwork and build camaraderie.
We encourage employees to participate in ERGs beyond
their personal affinities to build relationships with a wider
community and exchange learnings. We believe that
retention rates increase when people feel included indeep and wide-ranging networks.
We chartered a new ERG in 2021, Partners for Inclusion
and Equity, which provides a forum for ongoing, safe,and open conversations about the impacts of racism.
Membership in this new ERG grew to nearly 400 inunder a year.

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AppendixIntel Employee Resource Groups
Our ERGs are part of the engine that drives community and inclusion at Intel. The vast variety of these groups reflects howIntel tries to include and empower every employee to embrace a sense of belonging.
Agnostics, Atheists, andAllies at Intel

Intel Eastern European
Balkanika Group

American Veterans at Intel

Intel Filipino Employee Network

Arabs at Intel Community

Intel French Speakers Network

Asian Cultural Integration

Intel Gay, Lesbian, Bisexual,or Transgender Employees

Baha'i Intel Network
Employees X-Site Together
Embracing Diversity Community

Intel Hindu NetworkIntel India Employee GroupIntel Armenian SocietyIntel Iranian Employee GroupIntel Bangladesh Association

Intel Jewish Community

Intel Bible-Based Christian NetworkIntel Korean Community

Intel Chinese Employee NetworkIntel Latinx NetworkIntel Disability andAccessibility NetworkIntel Muslim Employee GroupIntel Doctorates Leadership ForumIntel Native American NetworkIntel Nepalese GroupIntel’s Cross-Faith and Beliefs ERG Leaders Alliance,
made up of seven belief-based ERGs, received the
Above and Beyond Award in the Culture Impact category from Seramount, a leading force in promoting
diversity, equity, and inclusion in the corporate market.
In addition, Intel placed #1 on the Fortune 100 Corporate
Religious Equity, Diversity & Inclusion Index 2021.

Intel Pakistani Employee GroupIntel Parents NetworkIntel Russian-Speaking
Employee GroupIntel Sikh Employee GroupIntel Taiwan NetworkIntel Vietnamese Group
India Veterans at Intel
Network of Intel African Ancestry
NextGen Professionals Network
Pacific Islanders of Intel
Partners for Inclusion and Equity
Senior Women’s Community
Turkish Employee Network at Intel
Women at Intel Network

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 performanceand culture. In 2021, 90% of employees reported, “I amtreated with dignity and respect at work” and “Intel makes
it easy for people from diverse backgrounds to fit in andbe accepted,” an increase in favorable responses year
over year. We also created the Employee Inclusion
Survey to develop deeper understanding of how

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different employee populations experience
inclusion at Intel, identify opportunities for
improvement, and better understand root
causes of any systemic issues and how toaddress them. Employees from 30 countries
were invited to participate and over 27,000
responded. We shared results with employees
and enabled them to ask questions about
actions. The table below shows the percent
favorable (“Strongly Agree“ or “Agree“ withthe statement) as scored by different
demographic groups.
Despite these high-level results, the wide
range of experiences reported by different
demographic groups indicates that Intel
has room for improvement in inclusion
for some populations. This data will help
guide our continued efforts in driving an
inclusive culture.

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Appendix

Focus on LGBT+ Inclusion
In 2021, we continued to cultivate a work environment that recognizes
LGBT+ employee value, provides competitive benefits, and fosters
belonging. IGLOBE, our LGBT+ ERG, expanded to 17 chapters, withnew chapters in Poland, Germany, the Netherlands, and China. IGLOBE
is guided by the Out and Ally Leadership Council (OALC) of seniorleaders who promote visibility and focus on progression of LGBT+
employees and expansion of allyship through education, mentoring,
and advocacy. In 2021, participation in the LGBT+ mentor program
increased by 35%.
Since 2002, the Human Rights Campaign (HRC) has listed Intel on its
Corporate Equality Index (CEI), awarding Intel the top score of 100 in
17 of those years. The CEI recognizes employers that take steps toensure greater equality for LGBT+ workers and their families in theform of policies, benefits, and practices. Intel Guadalajara also earned
100 points and received HRC Equidae MX Certification, awarded tocompanies in Mexico committed to providing LGBT+ inclusion.
In our 2021 Employee Inclusion Survey (EIS), our LBGT+ employees
reported strong favorable results in some areas, but also indicatedthat we have more work to do in psychological safety. Less thanhalf of LGBT+ respondents said they had a positive experience inbeing open about their sexual orientation and gender identity,and have visible role models. The data allowed us to explore thedynamics of different identity groups for the first time; forexample, the transgender community had a high belonging score(90% favorable), while our non-binary colleagues had one of thelowest scores related to visible role models (39% favorable).
As part of the EIS, 5.1% of our employees that responded to thesurvey shared that they are a member of the LGBT+ community,
but only one in three of those who responded to the survey has
self-IDed in our human resources system (available in several
countries). We have made progress educating employees on
the importance of self-IDing, and in 2022, we plan to expand
our self-ID capability to additional countries. We will also continue to focus on retention and progression through our mentor
program, OALC speaker series, and other initiatives driven by
OALC and IGLOBE.

Employee Inclusion Survey Results (Shown percentage of favorable response)
Global Employees

US Employees
Employeeswith Invisible
Disability

All

URM

Hispanicor Latinx

AmericanIndian or
Alaska Native

Black orAfricanAmericanBlack orAfrican American
Women

Question

All

Women

LGBT+
Employees

There are visible role models
like me at Intel

80%

77%

52%

66%

74%

63%

66%

65%

56%

40%

My manager values diverse talents,
beliefs, backgrounds, and experiences

89%

90%

83%

86%

87%

86%

86%

85%

84%

80%

Intel provides a safe and inclusive
workplace for people like me

90%

90%

81%

81%

85%

83%

86%

77%

78%

71%

There is fairness in the Insights/
Rewards process

72%

72%

66%

64%

62%

60%

63%

62%

54%

47%

I can be open about who I am
and still be successful at Intel

83%

83%

66%

69%

77%

75%

78%

66%

70%

61%

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Introduction

Our Business

Accessibility and Disability Inclusion
We strive to become a global employer of choice forpeople with disabilities and those caring for family
members with disabilities. 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.6 In
2021, we launched the new Intel name sign, a criticalcomponent of disability inclusion and support of theDeaf community.
The Intel Corporate Accessibility Policy outlines ourcommitment to a culture of accessibility and broader
impact through our technology. Through our three-pillar
strategy, we focus on advancing accessibility throughour workplace, products, and industry. We focus onadvancing 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 (IDAN)
has a presence at 12 of our sites worldwide and is supported by the Intel Disability Leadership Council. These
groups advocate for and work to advance and retain ourdisability community, while amplifying awareness bothinternally and externally. The team has also advanced
a plan to ensure that employees who are caring for afamily member are supported. In 2021, Disability:IN
recognized IDAN as Employee Resource Group of theYear for exemplary programming and practices for
employees. IDAN also received internal recognition asIntel’s ERG of the year through our Global Diversity andInclusion Achievement Awards.
In 2021, for the fifth year in a row, Disability:IN gave Intelthe maximum score of 100 in the Disability Equality Index(DEI), and named Intel one of the Best Places to Work forPeople with Disabilities. The DEI, a joint initiative with

6

World Health Organization and Invisible Disabilities Association.

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Appendix

the American Association of People with Disabilities, isa comprehensive benchmarking tool that provides anobjective score and roadmap on disability inclusion
policies and practices. In early 2021, Intel CEO Pat
Gelsinger signed the CEO Letter on Disability Inclusion
to commit to benchmarking our disability inclusion
journey with the DEI, and Intel also joined The Valuable
500, a global CEO community focused on advancing
disability inclusion through business leadership.
In 2021, we continued employee training on how tocreate accessible communications materials, meetings,
and events. We delivered accessibility training to over
1,500 employees and also added captioning to Intel
Developer Zone videos to further support accessibility
for our developer community.

2030 Goal: Accessibility
and Disability Inclusion
Description. Advance accessibility and increase
the percentage of employees who self-identified ashaving a disability to 10% of our workforce by 2030.
Baseline. 1.4% of Intel’s US workforce self-identified
as having a disability as of December 2020.
Progress in 2021. 3.8% of Intel’s US workforce
self-identified as having a disability as of December
2021. 2021 was a year of laying the groundwork for
us to begin preparing for the global expansion of
our self-identification process, and to develop our
maturity model and scaling roadmap to fully embed
accessibility into our culture and processes globally.
Looking Ahead. In 2022, we are continuing toassess systems, processes, and resources toprioritize a multi-year execution plan.

Accessible Product Design
Accessible technology allows people to acquire education,
have a career, use government services, make purchases,
pursue hobbies, and much more. Access to informationand communications technologies is defined as a basic
human right in the United Nations Conventions on the
Rights of Persons with Disabilities.
As part of our Inclusive Global Challenges, our goal is toensure that every client computing platform we produce
expands accessibility for more people than the platform
before, with experiences designed in collaboration withpeople with disabilities. By 2030, all Intel user experienceteams will have adopted inclusive design and research
processes with relevant operational research support.
In 2021, we hired a full-time inclusive design operations
program manager, and we have adopted an Accessibility
Maturity Model to chart our progress toward our 2030
goals. We have also created new matrixed ways of elevating
accessibility across our product design segments.
Our work has resulted in new assistive technologies thatuse indoor navigation, assistive speech, and 3-D printing.
For example, as part of the Intel Incubation Program,Intel catalyzed OmniBridge to enable face-to-face conversations between people who communicate throughAmerican Sign Language and those who speak English.
The system harnesses the power of AI-driven machinetranslation technology. Learn more.

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Appendix

Inclusion for Everyone

Hiring, Retention, and Progression

We recognize and respect the worth and dignity of every
employee and want everyone to contribute at their fullpotential. We promote and sustain a sense of belonging
for everyone, but have identified areas where we need to
do better. First, we recognized that some of our diversity
and inclusion efforts have been more US focused, eventhough Intel is a global company. We have adjusted byensuring that global goals are a significant part of our2030 RISE strategy and by integrating all regions evenmore in our processes.

We have developed a set of programs and initiatives
to support inclusive hiring, retention, and progression
practices. Diversity and inclusion start from the moment
we identify candidates and try to fill roles with the best
available talent. Inclusive hiring practices include, in part,ensuring that we have a pool of diverse candidates.
We have invested in programs that enable us to reachunderrepresented candidates and give them equal
opportunities to compete for jobs.

supporting employees before they consider leaving
Intel, the Warmline provides a robust data set to help
us identify patterns, locate problem areas, and address
issues proactively and systemically. Some 83% of
employees who used the Warmline service in 2021 havestayed at Intel and 99% would recommend it to others.
In 2021, we also, launched the Executive Warmline tobetter serve executives with internal transition andnavigational support. Of the executives who used the
Executive Warmline since its launch, 69% have stayedat Intel.

Through the Intel Scholars Program, we engage withinternal business units, Intel leaders, and 15 external
partners to support underrepresented students
pursuing degrees in STEM fields. The program includes
financial scholarships, exposure to Intel jobs, mentors,
networking, research insights, and training opportunities.
We supported 354 scholars in 2021 through ourscholarship programs.

We have also been piloting new programs to support
retention and promotion. The first pilot, for senior-level
women across the globe, aims to increase promotion anddevelopment opportunities and improve job satisfaction
and retention through leadership and sponsor/protégé
matching. In 2021, 95 women participated in the pilot,
and we aim to scale it further in 2022.

In 2016, we launched our confidential retention
Warmline service, and in 2021 extended real-timeWarmline support and guidance at scale for our global
workforce. The Warmline provides employees withguidance through challenges in areas such as career
progression, belonging/integration, job skills alignment,
and employee-manager connection. In addition to

A second pilot, Talent Keepers, aims to engage midlevel Black and African American employees in the
US and Costa Rica more directly with their managers
in career development and progression discussions
and initiatives. A total of 124 pairs of employees andmanagers completed the program in 2021, and we
expect to add 300 more participants in 2022.

We identified our factory workers as another group we
could better engage. We are launching a program toincrease engagement with our factory workers andprovide alternative ways of engagement for all.
We also recognized that some communities have felt
excluded from our diversity and inclusion efforts. Our
efforts have been focused on equity of opportunity andchanges in culture that should benefit everyone. We
have taken steps to make it more explicit that we want
to include everyone in our efforts.
In 2021, a group of men and women from Intel businessgroups around the globe organized Intel’s International
Men’s Day to celebrate men’s positive contributions tosociety, promote positive male role models, and focus
on men’s health and well-being. The event included
partnerships with several Intel ERGs, as well as externalorganizations such as Movember and the Better Man
Conference. The celebration attracted more than 1,000
attendees, and included 24 speakers from nine countries.

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AppendixSocial Equity
Intel is committed to a culture of inclusion for all, andwe recognize our shared responsibility to combat thestructural inequalities impacting our employees andcommunities. We acknowledge accelerating equity is
critical to successfully creating a culture of inclusion
and belonging. At Intel, social equity is an extension of
our Global Human Rights Principles and means creatinga world in which all people, regardless of their identity
or background, have equal voice, representation, andaccess to opportunities. In 2020, Intel established theSocial Equity Program Office chartered to leverage data
to address inequality and drive equitable change inside
Intel, in our communities, and across broader society.
We launched enterprise-wide sprint teams at all levels
across our Human Resources and business organizations, and defined tangible social equity goals toaccelerate our 2030 RISE Strategy.
Our social equity strategy includes programs, resources,
investments, and policy advocacy to remove systemic
barriers to a fully inclusive workplace and society. Intel’sGlobal Social Equity Policy Principles guide our workwith governments and organizations to build a more
equitable world. In 2021, we focused on creating
measurable progress across four key areas: people,
philanthropy, products, and policy.

People: Action from the Inside Out
Our social equity strategy begins with leveraging
capabilities across Intel to drive equitable change
from the inside out. Working toward our 2030 goals,
we are taking action to accelerate US representationof African American employees at senior, executive,and director levels by 30% by the end of 2023. We
achieved an 11% increase in 2021 and have set a milestone goal to achieve another 10% in 2022. Settinginterim milestones ensures sustained progress as we
further integrate equity into our systems and practices
to close persistent gaps in African American and otherinclusive leadership representation goals.

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Driving equity also requires personal transformation
and action. Intel leaders continue to hold listening
sessions to learn from lived experiences of employees.
We also provide learning and engagement pathways
for our employees and managers. Our Social Equity
Speaker Series, an inclusive forum with expert external
speakers, provides safe and supportive platforms fordeveloping shared language and deeper learning fromdiverse perspectives.

Philanthropy: Catalyzing ChangeIntel and the Intel Foundation are catalyzing change
through strategic engagements and community
partnerships. Recognizing that some issues of inequality
are deeply embedded throughout society, Intel established multi-year investments with several organizations
at the forefront of advancing social justice and antiracism at scale around the world. The organizations
were selected based on input from our Network of Intel
African Ancestry and the Intel Black Leadership Counciland focus on critical areas including equitable justice,digital equity, education equity, and economic equity.
Intel, the Intel Foundation, and employees donated$600,000 through donation matching campaigns that
supported social equity and justice causes globallyin 2021.
Intel and the Intel Foundation support community
programs that place equity and access at the centerof their offerings. For example, the Equity in STEAM
initiative—a partnership with YWCA Metropolitan
Phoenix—is designed to address the systemic barriers
preventing women and people of color from pursuing
careers in STEAM. In early 2022, the initiative announced
funding grants and a leadership cohort for 20 Arizona
educators and nonprofits.

Products: Advancing Equity
Through Technology Solutions
We continue to leverage Intel’s expertise to unleash
the power of data and technology to advance social
equity. Collaborating with others, our data scientists
and engineers are researching more inclusive, accessible
designs for future products. Our teams are also working
to prevent algorithmic bias as part of our focus on
responsible AI practices and the development of
inclusive coding language. Through the Intel RISE
Technology Initiative (IRTI), our employees submit theirideas for technology projects in collaboration with Intelcustomers to positively impact social equity and humanrights. In 2021, more than $1.4 million was directed tosupport innovative global projects at the intersectionof human rights and social equity to expand accessand opportunity for healthcare, digital inclusion, andeconomic and food security.

Policy: Advocating for Social JusticeIntel advocates for programs, public policy, and legislative
solutions that combat systemic inequity. In early 2021, we
pledged $5 million to North Carolina Central University, ahistorically Black college or university (HBCU), to create
the first Tech Law and Policy Center. Today, only 5% of US
attorneys are Black, even though more than 13% of the
US population is Black. HBCUs are key to producing thenext generation of legal and policymakers who will leadthe charge to eradicate systemic and structural inequities.
Intel also introduced expungement clinics to further ourcommitment to social equity.

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AppendixSocial Equity and Racial Justice Collaborations
Intel has provided both financial and in-kind support to organizations working to advance economic equity,
education equity, and equitable justice and anti-racism innovations at scale.

Economic Equity
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 focused on economic mobility and closing racial wealth gaps.
PolicyLink. Intel and Policy Link are using data-driven strategies through the National Equity
Atlas and policies to drive economic equity in US cities. Additionally, they recently published
The CEO Blueprint establishing corporate racial equity standards to advance equity as abusiness challenge.
Greater Houston Community Foundation. Intel is collaborating with the City of Houston’sComplete Communities Initiative to ensure all Houstonians have access to quality services,amenities, and opportunities for economic mobility.
Education Equity
X-Prize Foundation. In 2020, 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 andracial equity challenges. In 2022, Intel Employee Service Corps volunteers engaged approximately 100 employees with the Racial Equity Alliance to launch the Racial Equity Alliance
Ideas Competition, presented by Intel. The competition aims to generate ideas for future
XPRIZE competitions with the goal of advancing educational equity in the US.
UNESCO. Intel and UNESCO are delivering gender-transformative digital skills education anddeveloping 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.
Equitable JusticeVera Institute of Justice. Intel and Vera are working on evidence-based, data-driven programs
that center racial equity to improve outcomes for all in the criminal justice system.

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Building a Diverse Technology Industry
We are committed to supporting the development of amore diverse technology industry through investments,
collaborative initiatives, and research projects. We arealso focused on inspiring more girls and women andunderrepresented 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 are working
drive full inclusion and accessibility across the technology industry by partnering with others to create an
inclusion index with common metrics and collaborative
actions to advance progress. In 2020, we hosted a seriesof visioning conversations with representatives of 19 chief
diversity and inclusion officer teams across our industry
and adjacent ones. 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.
Since its launch, the Alliance has more than doubled insize, from five to 12 members and has made meaningfulprogress on creating an Inclusion Index to serve as abenchmark for companies to track diversity and inclusion
improvements, provide information on current bestpractices, and highlight opportunities to improveoutcomes across industries. The Alliance also createdteams to drive metrics in four critical areas: leadershiprepresentation, inclusive language, inclusive productdevelopment, and STEM readiness in under-resourced
communities. In December 2021, the Alliance publishedsuggested guidance to secure diverse representation
on boards of directors.

Investing in Diverse-Owned Technology Start-Ups
Intel Capital has continued its commitment to invest
in technology companies led by women and underrepresented minorities, entrepreneurs living with disabilities,
US-based entrepreneurs from the LGBTQ+ community,and US military veterans. In 2021, approximately 30% ofIntel Capital’s venture stage dollars committed were58

2021-22 Corporate Responsibility Reportin 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 2021, 11% of our venture dollars committed
were in companies led by Black founders.

Investing in Pathways to the Technology Industry
In 2017, we launched a $4.5 million program withhistorically black colleges and universities (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—include 12 research
programs and sponsorship of more than 100 students,
including more than 75 graduate research assistants andstudent researchers. These programs are focused on key
research areas, including AI, cybersecurity, data analytics,
and embedded systems. For example, in 2021 Tuskegee
completed research on power system stability and windramp prediction, while Morgan State developed eightmachine-learning labs to support seven electrical andcomputer engineering courses reaching 150 students
per semester.
Intel has also partnered with the American Indian
Science and Engineering Society (AISES) to expandcomputer science education and career readiness inschools in Arizona, California, and Oregon that serve
Native American students. The Intel Next Generationof Native American Coders project features a twosemester course with culturally contextualized lessons,hands-on independent projects, mentorship, teacher
training, equipment and supplies, and more. The aimof the initiative is to increase the number of Native
American students in technology and engineering
fields in academia and professionally. Since 2017, Intel
has provided $1.16 million to 178 students as part of the
AISES Intel Growing the Legacy Scholarship Program.

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 womenof color graduating with computing degrees by 2025.
Coalition members have pledged more than $12 million
to reach this goal.
Recent educational initiatives include $100 million
to be invested over the next decade to establish semiconductor manufacturing education and researchcollaborations with university, community colleges
and technical educators across the U.S. Intel intends
to fund $50 million in grants in Ohio over the next 10
years. Part of this investment will establish the Intel®
Semiconductor Education and Research Program for
Ohio to fund a collaborative, multi-institution researchand education program that will emphasize gaining
real-world experience and innovating in semiconductor
fabrication. Intel will also partner with the US National
Science Foundation (NSF) on a national funding
initiative. NSF will match Intel’s $50 million investment,
making $100 million available in funding opportunities.
NSF will release a solicitation for proposals fromresearchers and educators across the nation to develop
curriculum improving STEM education at two-yearcolleges and four-year universities, inclusive of minorityserving institutions, and novel research to advancesemiconductor design and manufacturing. Intelannounced the new Semiconductor Technician
Quick Start program with Maricopa Community
Colleges in Arizona. Quick Start is an accelerated
two-week program that prepares students for arewarding career as a semiconductor technician withhands-on learning from industry-experienced Intel
employees as instructors.

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Appendix

Supplier Diversity and Inclusion
Our commitment to diversity and inclusion extends
beyond Intel to our suppliers. We believe a diverse
supply chain supports greater innovation and value
for our business while helping to enable Intel’s vision
to create world-changing technology to improve thelife of every person on the planet.
Our vision to grow a diverse and inclusive global
supply chain includes increasing our annual spending
with diverse-owned suppliers, as well as working withothers to expand and enable inclusive sourcing
practices across the industry.
On our path to reach our 2030 RISE goal to increase
annual spending with diverse suppliers to $2 billion
globally, we have set three major milestones focused on
spending with women-owned suppliers outside of the
US and minority-owned suppliers globally, including
US Black-owned suppliers.

2030 Goal: Supplier Diversity and Inclusion
Description. Increase global annual spending with diverse suppliers1 by 100% to $2 billion.
Baseline. $1 billion in annual spending with diverse suppliers as of January 1, 2020.
Progress in 2021. At the end of 2021, we had increased our annual spending to $1.4 billion, bringing us to a ten-foldincrease in diverse supplier spends since our diverse supplier program's inception in 2015. We have made strong
progress toward our 2030 goal and our three milestones focused on women-, minority-, and US Black-owned suppliers.
Looking Ahead. In 2022 and beyond we will continue our progress toward our milestones to spend $500 million
annually with women-owned suppliers outside the US by the end of 2025 and $800 million annually with minorityowned suppliers globally by end of 2023, including $250 million with US Black-owned suppliers.
1

 e recognize certified diverse suppliers as businesses that are at least 51% owned, operated, and controlled by any of the followingW
categories: women; minorities as recognized by the country or region where the business was established; veterans/military servicedisabled veterans; persons who are lesbian, gay, bisexual, or transgender; or persons with disabilities. While Intel recognizes thesecategories, they may vary in accordance with local law.

We put these milestones in place to advance racial andgender economic equity. We are expanding opportunities
for diverse-owned companies to compete for new
business and increase their positive impact in theircommunities and our industry.
Inclusion of diverse-owned suppliers is built into ouroperations and outlined in our Supplier Diversity Policy.
We have integrated requirements for including diverse
suppliers into our supplier bidding, selection, andmanagement processes, and in our EPIC 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.

2“ Tier 1 suppliers“ are companies from which Intel makes directpurchases. “Tier 2 suppliers“ are companies from which Intel’stier 1 suppliers make direct purchases.

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2021-22 Corporate Responsibility Report“One of Intel’s 2030 RISE goals—toreach $2 billion in annual spending
with diverse suppliers—goes beyond
numbers. Realizing full diversity andinclusion across our supply chain globallyis critical to delivering world-changing
technology that improves the life of
every person on the planet.”— Keyvan Esfarjani, Executive Vice President
and Chief Global Operations Officer at Intelintel.com/responsibility

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Appendix

Invest in Supplier Diversity
Around the World

Supplier Feature:
HB Safety &HB Innovation,
IsraelHadas Blum, a female entrepreneur, founded and manages twocompanies in Israel, HB Safety and HB Innovation. HB is the largest
organization in Israel focused on creative safety solutions
and innovation.
Supporting Intel. About 14 years ago, Intel offered HB the opportunity
to participate in a project. Intel supported HB’s innovative ideas, suchas inviting CEOs from across Israel to a “Managers Leading Safety“forum to learn how Intel manages safety. Since then, HB has been a key
partner with Intel in Israel.
Enabling safety with strategy and innovation. As it is with Intel,
safety is a way of life for HB. HB brings new approaches to assimilating
safety processes that empower workers and management throughpositive feedback, remove barriers, and promote a common “safety
language.“ The strategy encourages open communication and willing
participation among work groups and managers to drive a successful
safety culture across the entire site.
PAS by HB Innovation. HB Innovation designed a powerful safety
tool—PAS, an automated digital process management system throughwhich safety issues are quickly reported, dealt with, and resolved. The
system allows for issue reporting in any language and automaticallygenerates final reports and delivers them to relevant parties. HB doesn’tstop with the workplace; the company also emphasizes and encourages
workers to adopt safety at home, on the roads, and as a way of life.

UnitedKingdom

CanadaIrelandUnited States

Spain

Netherlands
Germany
Switzerland
FranceTurkeyMainland
China

IsraelMexicoIndia

Costa Rica

Nigeria

Brazil

Kenya

South Africa

Hong Kong

Malaysia

South Korea
Japan
TaiwanSingapore

Australia

Intel’s Supplier Diversity and Inclusion program in 26 countries and regions works with NGOs to identify and certify
potential suppliers.

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 countrylevel 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 toqualified buyers around the world. In 2021, Intel was recognized as one of the Top 10 Global Championsfor Supplier Diversity and Inclusion by WeConnect International with the National LGBTQ Chamberof Commerce and Disability:IN. In addition, we continued to share with companies across industry
sectors best practices on how to set up or expand supplier diversity programs and processes globally.
See the Quick Start Guide.

Learn more about Intel’s efforts to create opportunities for diverseowned businesses around the world to thrive.

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Making Technology Fully Inclusive and Expanding Digital ReadinessWe are committed to our 2030 global challenge toadvance inclusion and accessibility for millions ofpeople who do not have the technology skills or
resources needed to access educational, economic,
and community resources in our digital economy.
In 2021, we scaled a number of programs andcollaborations with customers, governments, andother stakeholders in the areas of technology accessand online learning, digital skills and readiness, andtechnology applications to advance social equity
and human rights.

Technology Skills for Today and Tomorrow
Digital readiness encompasses digital skills, trust,and responsible usage of emerging technologies forbroader socio-economic benefits. Globally, there is a
gap emerging between new jobs that require digital skills
and a workforce that lacks the required skills to fill thesejobs. According to Accenture,¹ closing the digital skills
gap could add up to $11.5 trillion US in GDP in 14 G20
countries by 2028.
To address immediate semiconductor manufacturing
technical challenges and workforce shortages, inMarch 2022, we announced a $100 million investment
over the next decade to establish semiconductor
manufacturing and research collaborations with
universities, community colleges, and technicaleducators across the US. We will invest $50 million
directly into higher education institutions in Ohio, where
we plan to build two new leading-edge chip factories.
An additional $50 million from Intel will be matched by$50 million from the US National Science Foundationin national funding opportunities.
Aligned with Intel’s corporate purpose and RISE 2030
strategies and goals, Intel has rolled out Intel® Digital
Readiness Programs globally in partnership with governments, academia, civil society, and industry stakeholders
as a shared-value initiative to demystify and democratize
emerging technologies.
1Intel Digital Readiness Programs empower wider
non-technical audiences, future developers, andnext-generation technologists with the appropriate skills,
mindsets, tools, and opportunities to use technology
effectively and responsibly. During 2021, Intel drovea wide range of initiatives—including AI for Citizens,
AI for Youth, AI for Future Workforce, AI for Current
Workforce, and Digital Readiness for Leaders—aimed
at empowering citizens, students, professionals, andleaders to participate in and benefit from a digital
economy. We scaled the programs by working withmore than 20 countries, 50 education ministries, andother partners, impacting over 13,000 institutions
and 1 million people globally.

In the US, the AI for Workforce program expanded to
33 community colleges across 18 states, since Inteland the Maricopa County Community College Districtlaunched the first Intel-designed AI associate degree
program in late 2020. Through collaboration with Delland the American Association of Community Colleges,
we expect the program to reach all 50 states by 2023.
In China, AI for Youth and AI for Future Workforce programs expanded to five provinces through collaboration
with ministries, key universities, and industry partners.
In Asia, Intel Digital Readiness programs reached eight
countries/regions—India, South Korea, Singapore,
Malaysia, Indonesia, Thailand, Taiwan, and Japan—
including new programs: AI for Citizens, AI for Current
Workforce and AI for Future Workforce. We also scaled

It’s Learning. Just Not As We Know It.

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Our Businessthe AI for Youth program within the European Union,
launched the AI for Future Workforce program in agricultural vocational schools in Poland, worked with local
schools to include AI for Youth in the formal education
system in Israel, and kicked off a digital readiness journey
in South Africa in partnership with Smart Africa.
To celebrate AI innovations with students, nextgeneration technologists, and future developers aroundthe world, we also introduced the inaugural Intel® AI
Global Impact Festival, with theme of “Enriching Lives
with AI Innovation.“ The virtual event attracted morethan 111,000 next-generation technologists from 135
countries. Participants from 20 countries submitted
more than 230 projects showcasing innovative ways
to solve various social problems using AI.
Intel Digital Readiness Programs are sharedresponsibility, shared-values initiatives based ona public-private partnership model. In partnershipwith 30 governments and 30,000 institutions
worldwide, we are committed to scale the program
to reach more than 30 million people by 2030 with
AI skills training for current and future jobs.
Intel® Future Skills. Using a design-thinking methodology
and hands-on learning, the Intel Future Skills program
gives students the framework needed for a lifetimeof problem solving and discovery through science, technology, engineering, arts, and math (STEAM) learning.
The program’s learning platform is made up of morethan 25 projects and 40 hours of content, whichchallenges students and encourages them to them tothink differently, fail fast, and develop a growth mindset.
The model combines technical learning with social
emotional learning and enables students to recognize
and understand the people they are creating for bybuilding essential empathy and communication skills. In
2021, we began providing all content online at no cost.
In addition, Intel Employee Service Corps volunteers

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Appendixdelivered first virtual Intel Future Skills Sports STEAM
summer programs. Two camps were powered by the
Olympic and Paralympic Program Office for 200 middle
school girls from 35 US states and Puerto Rico, and athird camp, done in partnership with GirlUp, delivereda virtual Women in Science (WiSci) STEAM camp in
Morocco for 100 high school girls. In 2022, in partnershipwith the Winter Paralympic Games, Intel will sponsor
three fully accessible sports-themed Intel Future Skills
camps for 200 middle school students with andwithout disabilities.
National Q-12 Education Partnership. To support thequantum industries of the future, the White House
Office of Science and Technology Policy and the
National Science Foundation are spearheading the
National Q-12 Education Partnership between the federal government, industry, professional societies, andthe education community. The goal is to foster training
opportunities to increase the capabilities, diversity, andnumber of students who are prepared to engage in thequantum workforce. As a member of the partnership,
Intel produced the “Adventures in Computing” videoseries to introduce STEM learners to the field of quantum computing through entertaining interviews withIntel women engineers and scientists. Dr. Eric Lander,
US Presidential Science Advisor and White House
Office of Science and Technology Policy director,
highlighted the Q-12 Education Partnership as a great
example of how companies are working together toengage students early and grow the American high-techworkforce by “not just cloning the people who are in it
but expanding to include everybody in this country
who wants to be part of it.“Million Girls Moonshot
Since 2017, the Intel Foundation has invested $4.65 million
in grants supporting meaningful STEM experiences for
middle school girls and their families. Building on provenresults of those investments and the Intel® She Will
Connect initiative, the Intel Foundation is partnering withother foundations and companies on the Million Girls
Moonshot (MGM). MGM aims to reach and collectively
engage 1 million more girls through innovative, high-quality
STEM capacity in all 50 US states. In 2021, its first year
since launch, MGM reached 160,000 girls across the US
via 21,000 after-school and summer programs and morethan 600 new STEM partnerships. Throughout the year,
MGM engaged over 250 Intel volunteers, who provided
2,800 hours of service. One of the volunteers commented,“I am so grateful for the opportunity to make a positive
impact on younger girls and encourage them to pursue
education and careers in STEM fields. As a woman in
STEM, and a woman of color at that, I believe it is important to act as a positive role model for the next generation
to prove that we can do it and we do belong in STEM!” Theremarkable outcomes and impact of the MGM movement
are captured in its Year 1 Evaluation Report.

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Our Business

Global Women in Science (WiSci) STEAM Camps. In
collaboration with the United Nations Foundation GirlUp Initiative and the US Department of State’s Officeof Global Partnerships, the Intel Foundation supports
the Women in Science (WiSci) program, a unique global
effort to bridge the gender gap in STEM fields throughaccess to education, mentoring, and leadership training.
In August 2021 and January 2022, WiSci Morocco and
WiSci Central America, respectively, brought together
nearly 300 camp participants from Morocco, Cote
D’Ivoire, Panama, Costa Rica, and the US to participate
in one- to two-week virtual STEAM camps.
Many previous WiSci participants have gone on to
pursue STEM fields in college and launched successfulcareers. In fact, based on a recent impact study, of all
WiSci alumni pursuing higher education, 78% arestudying STEAM subjects. Ileana Valdez’s amazingstory is a powerful example of the lifelong impact that
WiSci has on hundreds of girls.
Empowering Women in AI. Women in AI at Intel are
working with Women in AI (WAI), a nonprofit working toward inclusive AI that benefits global society toempower women and minorities as AI and data experts,
innovators, and leaders. In 2021, Intel sponsored WAI’s
three-day WaiHACKATHON USA, a summer program
where attendees focused on advancing at least one of
the 17 UN Sustainable Development Goals. Winners
developed solutions using AI for autoimmune diseaseprogression and targeted treatment; AI-powered sensors to ensure food chain transparency; and the use of
VR and AI to encourage increased empathy, retention,and diversity in the workplace.
Inclusion for Boys. In 2021, Intel invested over $150,000
to expand accessibility and inclusion for middle schoolboys of color through strategic partnerships with Big
Brothers Big Sisters of America (BBBS) and the KIPP
Foundation. Boys living in underserved communities
often face multiple adverse challenges. BBBS offers

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Appendixa technology-enhanced mentoring program thatprovides support for boys to help them reach their fullpotential. The hybrid program enables quality mentoring
to happen anytime, anywhere by combining in-person
one-to-one meetings with communication through asecure, customizable digital platform. The platform is
integrated with a match management system to serve
middle school boys nationwide.
The KIPP Foundation is committed to the academic
achievement, economic stability, families, and communities of the students it serves. KIPP aims to inspire
students to progress successfully from middle school
to high school to college and, ultimately, to first jobs
with competitive career paths in STEM fields. An Intel
community grant is helping improve the implementationof the highly successful Amplify science curriculum
and increase its adoption across the entire KIPP network of 113,000 students in 255 public charter schools
in 20 US states and the District of Columbia. Amplify’s
literacy-rich science curriculum provides a world-classscience education while inviting students to explore
phenomena with the purpose of solving real problems.
STEM training for employability by Intel India
engineers; 500 girl engineering students trained.
Intel India is actively driving STEM training for girls
in the ecosystem through various diversity andinclusion programs including BeingWISE (Women
Innovators, Social Leaders, and Entrepreneurs), an
industry-wide initiative to accelerate women’s
participation in the workforce.
Led by employees and run in collaboration with partners,
the programs have positively impacted around 500 girlstudents in 2021 alone.
Intel employee volunteers train and mentor girl students
in STEM by conducting various technical and soft skills
workshops, trainings and hackathons in collaboration
with training partners like Do-It-Yourself Academy.

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Sustainable
Driving to the lowest possible environmental footprint as we grow helps us create efficiencies andrespond to the needs of our stakeholders. We invest in conservation projects and set company-wide
environmental targets, seeking to drive reductions in greenhouse gas emissions, energy use, wateruse, and waste generation. We also work with others to increase our “handprint”—the ways in which
Intel® technologies can help others reduce their footprints.

This year’s highlights
Achieved net positive water in 3 countries
In 2021, we conserved 9.3 billion gallons of water in our operations and enabled restoration of
2.3 billion gallons through watershed restoration projects. These achievements advanced us
toward our goal of net positive water, resulting in 99% (by volume) of global fresh water treated
and returned to communities or the environment and restored through watershed projects. We
have achieved net positive water in three countries: the US, India, and Costa Rica.

80% green power globally
In 2021, we maintained our renewable electricity supply at 100% in the US, Europe, Israel,and Malaysia, and achieved 80% renewable electricity globally. Over the last five years,
we’ve purchased 30 billion kWh of renewable electricity, enough to power more than
2.8 million US households for one year.1

5% total waste to landfill
During 2021, 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. Through the end of 2021, circular
economy practices were applied to 65% 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
Through conservation, strong collaborations, and application of technology, we have long worked toreduce the environmental impact of our operations. We have also partnered with governments, othercompanies, 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 achievecarbon neutral computing to further address climate change.
Our 2030 goals include achieving net positive water,
100% renewable electricity, zero waste to landfill, andfurther reduction in our absolute greenhouse gas(GHG) emissions, even as we continue to expand ourmanufacturing capacity. Additionally, building on our2030 goals, we recently announced our commitment toachieve net zero GHG for Scope 1 and 2, by 2040. Our
strategy also includes creating a collective approachto reduce GHG emissions across the semiconductor
industry, and increasing the use of technology to reduceclimate impact. To achieve our 2030 sustainable chemistry technology industry initiative, we have developed
a unique methodology to calculate our manufacturingchemical footprint, which will be instrumental in helping
us identify projects to soften that footprint.

We recognize that solving the world’s
environmental challenges requires broad,collective action—action that starts withindividuals. For that reason, we have longencouraged our employees’ passion for
the environment by supporting sustainability
projects within the company, with customers
and our local communities. Since 2008, we
have also linked executive and employeecompensation to corporate responsibility
factors, including sustainability metrics
related to energy and water conservation,
waste reduction, and water restoration.
We also seek to inspire others to createtechnology-based sustainability solutions.
For example, Intel is the headline sponsor
for InnovateFPGA, a global design contest
that invites teams of students, makers, orengineers to develop field-programmablegate array (FPGA)-based solutions that
reduce environmental impact. To learn more,see “Collaborating for Technology Impact“in the Enabling section of this report.
We believe that Intel’s position in thetechnology ecosystem, our wide range oftechnology, and the passion and expertiseof our employees will enable us to form critical partnerships, develop new approaches,and make significant progress over the next
decade and beyond.

Our commitment to renewable electricity includes anarray of wind micro-turbines atop Intel's worldwide
headquarters in Santa Clara, California.

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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 chemistrystrategies across the technology industry value chain by transforming
chemical footprint methodology.
Operational and Supply Chain Goals:
100% Green Power. Achieve 100% renewable electricity use acrossour global manufacturing operations.
Energy Conservation. Conserve 4 billion kWh of energy.
Emissions Reductions. Drive a 10% reduction in our absolute Scope 1
and 2 GHG 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—by conserving 60
billion gallons of water and funding external water restoration projects.
Zero Waste to Landfill. Achieve zero waste to landfill and implement
circular economy strategies for 60% of our manufacturing waste
streams in partnership with our suppliers.

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Environmental Management
Unlike many companies in the electronics industry that
outsource their production, we manufacture the majorityof our products in our own wafer fabrication facilities. As
a result, Intel’s direct environmental footprint is moresignificant than those of our “fab-less” competitors,
whose manufacturing footprints sit in their supply
chains. This business model also gives us a uniqueadvantage when it comes to integrating sustainable
practices within production, as we have direct control
over manufacturing processes.

Governance and Management
The Intel Code of Conduct, Climate Change Policy,
Global Water Policy, Energy 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 performancelevels for manufacturing tools, and establish goals for
production processes.
For over a decade, Intel has maintained multi-site,third-party-verified International Organization forStandardization (ISO) 14001 registration to evaluate
the effectiveness of our environmental management
system. Our Corporate Energy Management Systemfollows the ISO 50001 Energy Management Standard;
to date, we have received third-party ISO 50001 accreditation for 5 of our manufacturing sites.1 To minimize ouremissions of particulate matter (PM) including PM lessthan 2.5 microns (PM2.5), volatile organic compounds(VOCs), hazardous air pollutants (HAPs), nitrogenoxides (NOx), and carbon monoxide (CO), we use
emissions reduction strategies, including abatement
equipment such as rotary concentrator thermaloxidizers, wet electrostatic precipitators, wet scrubbers,
and ultra-low NOx burners.
We also conduct regular environmental, health, andsafety (EHS) program self-assessments to validate EHS
compliance at the individual site level. In addition, oursenior global EHS professionals partner with legal
counsel to complete internal audits related to compli-

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2021-22 Corporate Responsibility Reportance, management systems, and business risk at variousIntel 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 requirements), andlocal 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 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 that also includes areview of our chemical suppliers’ regulatory obligations.
On an annual basis, we report Intel’s emissions, wastetransfers off-site, and treatment of reportable chemicals
in the countries where Intel operates in accordance withlocal and national regulations, such as those set by the
US Environmental Protection Agency (EPA).
To better understand how Intel compares to others in
our industry, we regularly benchmark our environmental
performance with semiconductor and other large companies. To build a supportive policy environment for private
sector leadership on climate change, Intel participates inorganizations such as the Center for Climate andEnergy Solutions, the American Council for an EnergyEfficient Economy, and the Alliance to Save Energy. We
also engage our main suppliers on sustainability issues
to help them reduce their climate and water impacts,
reduce waste and identify circular solutions, advancegreen chemistry and footprinting practices, and identify
collaboration opportunities.

Intel’s Leixlip campus in Ireland.

EHS Compliance Reporting Data
Year

Number of NOVs

Fines or Fees

2017

11

$8,0752018

8$1,600

2019

7

$400

2020

9

$7,0862021

9$2,100In 2021, government officials made 152 visits (including audits andinspections) to Intel sites across the globe, including 54 health andsafety agency inspections, 28 fire protection agency inspections,and 70 environmental agency inspections.
Details on Notices of Violations (NOVs) are provided in the
Appendix of this report, and previous NOV data can be accessedon 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.

To learn more, see “Public Policy and Political
Accountability” and “Supply Chain Responsibility”
in the Our Business section of this report.
1 he number of sites that received ISO 50001 accreditation wasTupdated May 31, 2023.

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Linking Compensation and Financing to Environmental Performance
Since 2008, we have linked a portion of executive and employee compensation to corporate responsibility factors. Our 2021
bonus incorporated environmental-related metrics aligned to our 2030 goals, including conserving more than 7.5 billion
gallons of water in our operations, restoring more than 1.5 billion gallons of water to our local watersheds, and conserving
125 million kWh of energy. We exceeded each of the targets, conserving 9.3 billion gallons and restoring 2.3 billion gallons ofwater, and conserving 162 million kWh of energy globally. In 2022, environmental metrics include achieving 90% renewableelectricity globally, conserving 8.5 billion gallons of water in our operations, and restoring 2.5 billion gallons of water to local
watersheds. For more information, see our 2022 Proxy Statement.
In 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. Theinterest 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. In 2021, for thesecond consecutive year, we achieved these targets.

Smart and Green Building Practices

Product Ecology

Our engineers have long incorporated green design
into the new construction and renovation of ourfacilities, which helps us achieve efficiencies in energy
consumption, water use, and recycling. We also partnerwith companies and nonprofits to expand the number ofmanufacturers implementing green building practices.
We have achieved LEED® green building certification
for more than 17.9 million square feet of space in 50
buildings. Our new factories and office buildings incorporate many heat recovery and water conservation andrecovery technologies. Currently Intel has several newbuildings and site expansions going through the LEED
certification process. As part of our recent net zero GHG
announcement, we committed to build our new factories
to LEED standards.

Intel’s vision is to avoid the use of substances in our
products that could harm the environment or humanhealth, and to ensure that we act responsibly and withcaution. Intel product material restrictions are based on
consideration for legal requirements, international treaties and conventions, and specific market requirements.

Intel also partners with a robust ecosystem of equipment
manufacturers and systems integrators to deliver a newgeneration 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 ofThings technologies.

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For more than a decade, we have collaborated with
suppliers and customers to work toward eliminatinghazardous substances such as lead and halogenatedflame retardants from our products. While legislation
does not require the elimination of halogenated flame
retardants in all electronic components, Intel has
played a role in facilitating industry consensus aroundlow-halogen practices. We engage with industry committees on the development of materials declaration,
test methods, and eco-design standards. Intel leads
several global environmental regulations influencing
and harmonization efforts within multiple industry trade

Enabling

Appendix

associations. We also meet the requirements of theEuropean Union’s Registration, Evaluation, Authorization,
and Restriction of Chemicals (REACH) regulation andcomply with applicable product ecology regulations.
When hazardous substances are included within our
products, we take steps to ensure that they are handledsafely 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 usedelectronics. We also take steps to integrate environmental considerations into the design of our products tominimize environmental impacts of electronics at theirend of life.
Intel supports the development of green procurement
standards and tools such as EPEAT and other eco-design
directives. These eco-design standards, directives, andtools are designed to help purchasers in the public andprivate sectors evaluate, compare, and select electronic
products based on environmental leadership and corporate social responsibility attributes.

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Appendix

Climate and Energy

Reducing Our Operational Carbon Footprint
For over two decades, Intel has set aggressive greenhouse gas (GHG) reduction goals to conserve energy
and minimize GHG emissions. We have invested in
GHG reductions, including chemical substitution,
abatement, energy conservation, process optimization,and renewable and alternative electricity. As a result of
these actions, we have avoided nearly 75% of our cumulative Scope 1 and 2 emissions over the last decade. We
collaborate with others in the semiconductor and othermanufacturing 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

Energy Use

12Billion Kilowatt – Hours

Climate change is a serious environmental, economic,
and social challenge. We focus on reducing our own
climate impact—the emissions resulting from our own
operations, our supply chain, and the marketing and useof our products. We also work to identify ways that Inteltechnology can help others reduce their climate impacts.
Our Climate Change Policy outlines our formal position
on climate change and our policy advocacy principles.

0.01

10
8
6

0.02

0.01

0.01
2.0

1.8

1.8

0.01
1.4

1.6

5.9

6.7

7.8

8.8

9.6

2017

2018

2019

2020

2021

4
2
0

Electricity
Natural Gas/Liqueﬁed Petroleum Gas
Diesel FuelOur 2021 absolute energy use increased 9% compared to 2020 due
to bringing new tools online and the additional complexity of newer
technologies. In 2021, approximately 83% of our global energy use
was electricity.

Reducing operational energy use is core to Intel’s overall
climate strategy and our 2030 goals. Cumulatively weconserved approximately 486 million kWh of electricity
from the 2020 baseline through the end of 2021 toward
our 4 billion kWh goal, resulting in cumulative savings ofmore than $30 million.

2030 Goal: Energy Conservation

Our energy management systems follow the international
ISO 50001 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 heatrecovery and electrification. Read the blog.

Progress in 2021. In 2021, we invested in projects
that enabled us to conserve approximately 162 million
kWh of electricity. We have conserved a cumulative
total of 486 million kWh of electricity since the baseline date.

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Description. Achieve cumulative electricity savingsof 4 billion kWh from 2020 to 2030.
Baseline. Progress measured from baseline ofJan. 1, 2020.

Looking Ahead. In 2022, we plan to continue toinvest in new and innovative projects that willconserve an additional 100 million kWh of electricity.

Alignment with TCFD
We are committed to transparency around our carbon
footprint and climate risk and use the framework
developed by the Task Force on Climate-Related
Financial Disclosures (TCFD) to inform our disclosure
on climate governance, strategy, risk management,
and metrics and targets. For governance and strategy,
we follow an integrated approach to addressing
climate change, with multiple teams responsible formanaging climate-related activities, initiatives, andpolicies, including manufacturing and operations,
government and public affairs, supply chain, andproduct 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 2022 Proxy Statement, and we describe ourclimate-related risks and opportunities in this report;
our Climate Change Policy; “Risk Factors” within ofour 2021 Annual Report on Form 10-K; and in our mostrecent CDP Climate Change survey, which is available
on our Report Builder website. We employ a variety
of climate-related assessments and scenarios acrossmultiple aspects of our business. In 2021, subject
matter experts from multiple business groups
partnered to further drive the integration of climatechange considerations into our processes for assessing risks and opportunities and to conduct a climatechange scenario analysis.
A more detailed mapping of our climate disclosuresaligned with the TCFD and Sustainability AccountingStandards Board (SASB) framework is included in
the Appendix.

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Scope 1 + 2 GHG Emissions

Description. Drive a 10% reduction in our absolute
Scope 1 and 2 GHG emissions from 2020 to 2030.
Baseline. Progress measured as percent reduction
from our calendar year 2019 emissions. Our
combined Scope 1 and Scope 2 GHG emissions
in 2019 were 2.88 million metric tons of CO2e.
Progress in 2021. During 2021, our Scope 1 and 2
emissions increased by approximately 14% from the2019 baseline.
Looking Ahead. In 2022, we will continue to takeaction to reduce emissions through abatement,
investments in renewable electricity, process andequipment optimization, and energy conservation.
In addition to this 2030 goal, in April 2022 weannounced a new commitment to reach net zero
Scope 1 and 2 GHG emissions by 2040. Next year
we will begin reporting progress toward both the2030 and 2040 commitments.

4

2.5
2

0.97

1.12

0.5
0

0.72

0.47

0.55

0.26

0.30

0.33

0.52

0.69

0.70

2017

2018

2019

Scope 1: Perﬂuorocarbons(PFCs)
Scope 1: Combustion

0.91

1.10

0.68

0.70

0.34

0.37

0.96

1.12

2020

2021

1.30

1.5
1

AppendixIntel’s GHG Emissions—Where Are We Headed?

3
Million Metric Tons CO2e2030 Goal: Scope 1 and 2 GHG
Emissions

Enabling

Scope 1: Other
Scope 2 (Electricity –Market Based)

Our combined Scope 1 (direct) and Scope 2 (indirect) GHG emissions
increased by approximately 14% on an absolute basis in 2021 fromthe 2019 baseline, driven by the complexity of current manufacturing
process technologies.

Scope 1+2 GHG Emissions
Million Metric Tons CO 2e

Introduction

3

2

1

2000

2010

2020

2030

Scope 1+ 2 GHG (Market-Based) Emissions
IPCC Reduction Target (80% from 2020)

For over two decades, we have tracked our Scope 1 and Scope 2
emissions against a science-based reduction target of 80% from2000 levels by 2050. In recent years, our absolute GHG emissions
have increased due to significant growth and complexity of ourcurrent manufacturing process technologies. Since 2000, our Scope
1 and 2 emissions have decreased by about 19% on an absolute basis,even as we expanded our manufacturing capacity significantly. We
are committed to driving reductions through our 2030 RISE goals
and our recently announced commitment to reach net zero GHGs
for Scope 1 and 2 by 2040, as well as through collaboration withothers in the semiconductor and other manufacturing industries.
For more information, see ‘‘Sustainable Manufacturing and Chemistry
Initiatives“ later in this section.
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 reportingis publicly available in our CDP questionnaire response on our Report
Builder website.

Cooling system at Intel’s Mission Campus in Santa Clara, California.

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Our BusinessResponsible2021 GHG Emissions Reported by Category(metric tons of CO2e)
Scope

Emissions

Notes

Scope 1 (Direct)
Emissions

2,181,000

Manufacturing process, onsite fuelcombustion, refrigerants, onsite fleet/
air travel.

Scope 2 (Indirect,
Electricity)

1,093,000

Market-based method;2 includes
renewable electricity purchases.

Scope 1 and 2 Total
Scope 3 Total

3,274,000
28,863,000

Indirect/value chain.

Leased Vehicles
and Commuting

289,000

Employee leased vehicles
and commuting.

Logistics andDistribution

207,000

Upstream and downstream transport anddistribution.3

Employee
Business Travel

12,000

Air travel, car rentals, and hotel stays.

Supply Chain

4,924,000

Represents the 2022 estimate based on
key suppliers’ 2021 CDP Climate Change
Questionnaire information.

Capital Goods

141,000

Extraction, production, and transport ofcapital goods purchased.

Fuel and Energy
Related Activities

121,000

Impacts related to extraction, production,and transportation of fuels and energy
purchased, not already included in Scope
1 or 2. Market-based method.4

Waste Generated
in Operations

60,000

Disposal and treatment of waste
generated in our operations.

Product Energy
Usage22,903,000

Processing of
Sold Products

206,000

Represents the GHG emissions of the
product lifetime (5,264,000 metrictons of CO2e annualized). Includes
consideration of cloud service provider
publicly reported use of renewableelectricity in data centers.5
Processing of intermediate products soldto down-stream manufacturers.

2

 ocation-based method Scope 2 emissions (does not account for any renewableLelectricity purchases) = 3,820,000 metric tons CO2e/year.

3Upstream portion = 85,000 metric tons; downstream portion = 122,000.

4 arket-based method includes renewable purchases. Location-based methodMemissions (does not account for any renewable electricity purchases) = 298,000
metric tons of CO2e/year.

5Lifetime and annual product energy usage emissions without considerationof customer renewable electricity are 32,632,000 and 7,475,000 metric tons
CO2e, respectively.

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Appendix

Renewable and Alternative Electricity
In addition to conserving energy, we purchase green power and operate on-sitealternative electricity projects that provide
power directly to Intel buildings. Over thelast five years, Intel’s renewable electricity
supply and renewable electricity attributepurchases have totaled more than 30 billion
kWh, enough to power more than 2.8 million
US households for one year.6
Over the last decade, Intel’s on-site alternative and renewable electricity installations
and our installed capacity have grownexponentially. We now have more than
100 alternative and renewable electricity
installations with capacity of more than
50,000 kW across 23 Intel campuses,with an additional 15 installations underconstruction. These 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, carbonintensive electricity sources and identify
future installation and technology opportunities for both Intel and the broader alternativeand renewable electricity market. Wheninstalled, our projects are often the largest
corporate on-site projects of their type in acountry or region.
6Based on average US household energy usage
figures published by the US Energy Information
Administration.

2030 Goal: Renewable Electricity
Description. Achieve 100% renewable electricity
across our global operations, including manufacturing.
Baseline. During 2020, we had reached 100% renewableelectricity in our US and European operations, 50% for
our Israel operations, and 71% globally.
Progress in 2021. We continued our 100% renewableelectricity commitment for our US, Europe, Israel andMalaysia operations, and achieved 80% globally by theend of 2021.
Looking Ahead. We will continue to explore additional
locations to increase renewable electricity.

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 renewableelectricity and purchasing renewable electricity fromour utility suppliers, we purchase green attributes frommultiple sources of generation. These include wind,solar, hydroelectric, and geothermal, which are certified
and verified by nonprofit validation accreditors such as
the Center for Resource Solutions’ Green-e program tomeet GPP program requirements.
Our approach to renewable and alternative electricity
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, andgovernments—to increase commitments and investments in renewable energy supplies and apply
new technologies.

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Appendix

Product Energy Efficiency
Each new generation of products offers higher performance and improved energy efficiency compared toprevious generations. Building energy efficiency into our
products not only reduces our Scope 3 GHG emissions,but also presents an opportunity to create value for ourcustomers by helping them lower their Scope 2 GHG
emissions, energy use, and overall environmental impact.
In 2021, we launched 12th Generation Intel® Core™ processors for desktop and notebook computers, with hybridarchitecture comprising performance cores and efficientcores. Performance boost1 with hybrid technology willlead to higher performance per watt in client products,
helping us meet our 2030 10X product efficiency goals.
During 2021, we continued our work on energy-efficiency
initiatives and have made substantial progress inreplacing traditional system sleep and idle states with
Modern Standby. Intel maintained 100% adoption ofModern Standby on notebook PC designs using 12th
Generation Intel Core processors (ADL-P and ADL-U).
The transition of desktop PCs to Modern Standby
ramped in 2021 with a doubling of design wins throughecosystem partnerships.

For server energy efficiency, Intel collaborated withtechnology industry consortia and European Standardization Organizations to support development of new
harmonized standards in support of EU Lot 9 server
regulation already in effect. We also contributed to serverenergy-efficiency standards initiatives in the UK and India.
In China, as part of industry consortia we are working with
China National Institute of Standardization to agree ona workable solution for SPEC® SERT® suite and China’s
indigenous benchmark tool (BenchSEE) to co-exist, inorder to comply with China’s upcoming server energyefficiency standard.

Intel collaborated with the technology industry toenable customers to successfully transition to Tier-2
specifications of California Energy Commission (CEC)
computers standard (approximately 15% annual PC
energy use reduction). We also worked with industry
partners and the Consumer Technology Association to
influence US computer and display standards to alignwith the existing CEC standards and future CEC revisions. This alignment is critical to prevent a patchwork ofstate-level certification requirements. Working with theEuropean Commission and other stakeholders on EU Lot
3 Computers regulation revision, Intel continued to makeprogress with DIGITALEUROPE on new software tools
for PC active mode energy-efficiency labeling recommendations. We also worked with government policy
makers In South Korea to influence the direction of the
new version of computer standard.
https://download.intel.com/newsroom/2021/manufacturing/12thGen-Blueprint-Series-Presentation.pdf

For more information, see “Achieving Carbon Neutral
Computing” later in this section.

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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 usingSPEC® CPU2017 Integer Rate benchmark and
Display On Idle Power using an end of 2019 baseline.
Desktop and notebook product efficiencies will bereported together as a single number through aweighted average of desktop and notebook processor sales volumes. Progress on the data centercomponent of our product energy efficiency goal ismeasured using SPEC® Server Efficiency Rating
Tool (SERT®) suite2 on Intel and/or OEM commercial
systems, using an end of 2019 baseline.

We have estimated the GHG emissions due toenergy consumption by Intel® processors sold in 2021.
The annual and lifetime emissions of Intel processors
when used in customers’ compute applications (i.e.,
server, desktop, notebook, and workstation) equate toapproximately 5,264,000 and 22,903,000 metric tonsof CO2e, respectively.
The decrease in annual and lifetime emissions comparedwith 2020 is driven primarily by significant improvements
in our server CPU calculation methodology for productenergy usage and associated GHG emissions. Refinements for 2021 included incorporating both enterpriseand cloud data center models. While there was no change
to traditional enterprise data center methodology, thecloud data center model required significant refinement
to CPU percent average active power in line with CPU
usages in today’s data centers. Further refinements for2021 included accounting for the emissions reduction
impacts of the use of renewable electricity by our customers. Specifically, calculations included consideration ofcloud service provider publicly reported use of renewableelectricity in data centers. Yearly emissions due to energy
consumption of Intel processors are expected to trend
downwards as our customers further adopt renewableelectricity initiatives and goals. Net lifetime emissions
after accounting for renewable electricity is going down,even with higher percent average active power in clouddata centers.

1

2030 Goal: Product
Energy Efficiency

Progress in 2021. Client product energy efficiency
is slightly behind goal. In 2021, we released our 12th
Generation Intel® Core™ processors, which achieved
2X improvement in product energy efficiency vs.
2019 baseline but fell slightly short of our aggressiveinternal goal of 2.3X. Server product energy efficiency
is slightly behind goal. In 2021, we released our 3rd
Generation Intel® Xeon® Scalable processors, which
achieved 1.48X improvement in product energy efficiency
vs. 2019 baseline but fell slightly short of the 1.53X internalgoal that provides a linear path to 10X by 2030.
Looking Ahead. For 2022, we plan to report onserver progress toward the 2030 goals based on
soon-to-be released 4th Generation Intel® Xeon®
Scalable processors (code-named “Sapphire Rapids”)
and client progress based on our next-generation
processor code-named “Raptor Lake.”2

 PEC and SERT are registered trademarks of the Standard
S
Performance Evaluation Corporation (SPEC).

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Appendix

Water StewardshipWe estimate that our water conservation efforts saved
approximately 9.3 billion gallons of water in 2021. We
also completed new projects in 2021 that we estimate
will save more than 1.6 billion gallons annually, once
operational. Over the last 10 years, our water conservation efforts have saved approximately 44 billion gallons
of water, enough to sustain about 400,000 US homes
for one year.2
During 2021, we continued to fund water restoration
projects benefiting the watersheds that we impact andthe communities where we operate, including new projects in Arizona, New Mexico, Ireland, Malaysia, and India.
See details about our detailed water footprint andwater risk assessment by location in the Appendix.
Additional information is also available in our mostrecent CDP Water Security report posted on our
Report Builder website.

Billions of Gallons

18

12

14.3

13.8

12.6

12.0

11.1

9.3
7.1

6
4.4

4.4

2018

2019

3.5

0

2017

2020

2021

Water Withdrawals (Usage)
Water Conserved

Our 2021 absolute fresh water use increased 3% as we continued tobring tools online and the complexity of newer technologies grew. We
increased our water conservation from 2020 to 2021 by about 31%,and increased 114% in the last two years, due to significant investments
in water conservation projects. We define water withdrawals, or water
usage, as total gallons of incoming fresh water used. “Operations”
includes all manufacturing and non-manufacturing sites with 2,000
or more employees where Intel has operational control.

Net Positive Water
Billions of Gallons of Fresh Water

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 andconserve water. As a part of our 2030 RISE goals, we
aim to achieve net positive water by conserving 60
billion gallons of water (cumulative from 2020) andfunding water projects that will restore more fresh
water than we consume to our local watersheds.

Water Usage and Conservation

16.0
12.0

77%
2.5

8.0

8.6

90%
87%
85%
1.4
1.8
2.4
1.3
0.7
11.1
0.3 10.2
9.9

99%
0.1
2.3
12.0

100%
75%
50%

Normalized Production Index(Year 2017 = 100)

Semiconductor fabrication requires significant wateruse. By responsibly managing our water use, guided
by our Global Water Policy, we can meet our businessneeds, as well as those of our communities. In 2021, wereturned and restored approximately 99%1 (by volume)of our fresh water withdrawals to our communities
through efficient water management, water reuse,and project funding that enabled water restoration
in local watersheds.

2030 Goal: Net Positive Water
Description. Achieve net positive water by conserving
60 billion gallons of water and funding water restoration
projects that restore more fresh water than we consume
to our local watersheds. Net positive water is defined aswater returned through water management practices,plus water restored to local watersheds, equivalent to>100% of our freshwater consumption.
Baseline. Progress measured from baseline ofJan. 1, 2020.
Progress in 2021. During 2021 we conserved 9.3 billion
gallons of water and more than 16 billion gallons cumulatively from the 2020 baseline. In addition, Intel- enabled
projects restored 2.3 billion gallons of water to ourwatersheds. As a result, we have achieved 99% toward
our net positive water globally, and reached net positive
water in three countries: the US, India, and Costa Rica.
These achievements advanced us toward our 2030
goal of net positive water, resulting in 99%1 (by volume)of our fresh water usage that was returned and restored,
and significant progress toward our goal to conserve
60 billion gallons of water by 2030.
Looking Ahead. In 2022 we expect to conserve 8.53
billion gallons of water in our operations and community partnerships, and enable restoration of 2.5 billion
gallons of water to local watersheds.
3

4.0
–

25%

2017

2018

2019

Water Returned(Site Discharge)
Water Restored(Watershed Projects)

2020

2021

–%

 ur 2022 target was set based on the exclusion of waterOsavings at our Dalian, China manufacturing site. The Daliansite was sold subsequent to year-end 2021 as part of the firstclosing of the divestiture of our NAND Memory business.

Remaining Gap(Water Consumption)
Net Positive Water Progress(% Returned + Restored)

Water returned (12.0) + water restored (2.3)/water withdrawal(14.3) = 99% (small rounding difference).

12Based on average US household water usage figures publishedby the US Environmental Protection Agency.

722021-22 Corporate Responsibility Report

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Below are examples of water conservation andrestoration projects Intel recently implemented
or funded as part of our commitment to achieve
net positive water:

During 2021, we made significant progress in theoperation of our on-site water reclaim facilities. These
innovative water treatment plants allow Intel to treat
and reuse water within our operations in systems suchas cooling towers and scrubbers, resulting in a substantial increase in water conservation. Our Ocotillo water
recycling facility in Arizona, for example, treated andreused approximately 1.1 billion gallons of water
during 2021.

An Intel-supported project aims to promote water restoration in Costa
Rica through innovative forest protection schemes.

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Appendix

15-Mile Reach 2021 Flow Restoration – Colorado Water
Trust. This project in the Colorado River basin, which
restored an estimated 226 million gallons of water in
2021, facilitates an agreement to lease water and pass
additional flow downstream and through hydropower
turbines to enhance flows in the 15-Mile Reach. The
leased flows support fish and wildlife, and also benefit
conditions upstream on the Fryingpan and Roaring
Fork Rivers. As a further benefit, this flow is used by ahydroelectric power plant.

Water Conservation and Restoration

We implemented ultra-pure water efficiency projects
in our factories by optimizing recipe flows and reducing
or eliminating bypass flows. After successfully piloting
these reduction projects at our Ronler Acres facility in
Oregon, we are implementing similar projects at ourother factory sites. Total savings of 256 million gallons
were achieved during 2021. We estimate that we willsave 450 million gallons in 2022, increasing to over
700 million gallons per year by 2025.

Enabling

Intel and the National Parks and Wildlife Service launched a blanket
bog restoration project in the Wicklow Mountains National Park.
This is Intel’s first water restoration project in Ireland.

For more information on these and other projects, visit
our Water Restoration website.

Wicklow Mountains National Park Blanket Bog
Restoration Project – National Parks and Wildlife
Service. Intel’s first water restoration project in Irelandis a pilot project that will re-wet close to 150 acres ofdegraded peat bog to increase water storage levels by an
estimated 13 million gallons each year. These headwaters
supply the Poulaphouca (Blessington) reservoir, adrinking water source for the greater Dublin area. The
bog restoration will also protect biodiversity and improvecarbon storage, and is likely to improve water quality.
Upon completion of the pilot, the resulting data will be
used to evaluate a full-scale peat bog restoration effort.

15-Mile Reach 2021 Flow Restoration in the Colorado River watershed,supporting Arizona’s water resources.

Agua Tica Forest Protection – Fundecor. This project,which is expected to restore up to 46 million gallons
of water per year, aims to promote water restoration
through innovative forest protection schemes in Agua
Tica’s action area. Agua Tica is the first public-private
water fund established in Costa Rica with the purposeof improving water quality and quantity access througha green infrastructure investment portfolio. Landowners are compensated for the environmental services of
their properties and incentivized to avoid conversion ofexisting forests to a more degraded condition, enabling
activities such as natural and assisted regeneration, sustainable agricultural practices, environmental education,
agroforestry systems, and reforestation.

Through conservation and Intelenabled restoration projects, wehave achieved 99% (by volumne)
toward our net positive water
globally, including net positive
water in three countries: the US,
India, and Costa Rica.
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Appendix

Waste and Circular Economy Solutions
Much of the waste we generate results from construction
and manufacturing activities. Since the mid-1990s, wehave increased our global recycling rate of nonhazardous waste from 25% to 89% even while Intel’sbusiness and production continued to grow. We also
decreased our total waste generation by 17% between
2020 and 2021, despite increased manufacturing
complexity and company growth. As part of our 2030
goals, we have expanded our commitment to achieve
zero total waste to landfill, and increased our focus
on implementing circular economy strategies for our
manufacturing waste streams.

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. During 2020, 5% of our total waste went to landfill, and we had implemented circular economy strategies
for 65% of manufacturing waste.
Progress in 2021. By the end of 2021, we maintained 5% total waste to landfill and implemented circular strategies for
65% of our manufacturing waste. Our 2030 goal of 60% will be challenging in future years given our projected growthand new waste streams, suppliers, and locations that will require new circular economy strategies.
Looking Ahead. In 2022, 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 and reuse.

Circular Solutions for Manufacturing Waste

We continue to find ways to recover materials andregenerate resources to create circular economy
solutions that reduce costs and environmental impact.
In 2021, we reused, recovered, or recycled 65% of
our manufacturing waste, or approximately 133,000
metric tons.
Intel is investing in segregating constituents of ourspent solvent waste to enable our waste vendors tomore easily refine the high-value solvent and reintroduce it into the merchant market as a replacement
raw material. This will also decrease the fossil fuelcombustion required for the distillation process byover 50%, leading to a reduction in GHG emissions
at the waste vendor’s facility.
We also send sulfuric acid waste from our manufacturing
operations to an off-site facility, where it is processed totechnical grade sulfuric acid. It is then directed back to
our manufacturing operations, where we use it in on-sitewastewater treatment systems.

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2021-22 Corporate Responsibility Report1Intel defines zero waste to landfill as less than 1%.

Total Waste Generated and % to Landfill
Thousands of Metric Tons

Major semiconductor manufacturing-related waste
streams include lithography-related solvents, metal
plating waste, specialty base cleaners, spent sulfuric
acid, ammonium sulfate, and calcium fluoride. Ouroperations also generate plastic, metal, kitchen, andgeneral office waste.

Circular Solutions for Manufacturing Waste Streams

480
387

344

360
240
120
0

183

11% Incineration

414

205

3% Landﬁll
26% Re-use

7% Treatment
14% Fuel
Blended

9%

7%

3%

5%

5%

2017

2018

2019

2020

2021

Total Waste Generated% Total Waste Sent to Landﬁll
Our 2030 total waste definition includes hazardous waste and nonhazardous solid waste, as well as non-hazardous liquid waste andchemical debris. In line with common waste reporting practices, we
do not include salts and biosolids from our on-site water reclaim
facilities in Israel, Oregon, and Arizona.

9% Recycled

30% Recovered

In 2021, 79% of Intel’s manufacturing waste was fuel blended, recycled,reused, or recovered. Manufacturing waste represented 59% of
our total waste in 2021, and included hazardous and non-hazardous
waste associated with wafer manufacturing. For our circular solutions
strategy, we follow 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, andrecycling. It includes recovering and restoring products, components,and materials through strategies like reuse, repair, remanufacturing,use as feedstock, and recycling. It does not include fuel blending unless
it is done after recovery of a major constituent of the waste stream.

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Appendix

Product Ecology – Circular Supply Chain
The application of circular economy principles across the
supply chain is a cornerstone of our drive to sustainability
leadership. Intel’s supply chain plays a pivotal role throughthe implementation of circular economy solutions for
manufacturing waste upcycling, extending the useful lifeof equipment and returned products, materials reclaim,
and the use of post-consumer recycled materials ontransportation media. The consolidated efforts acrossthe supply chain resulted in:• 131,000 metric tons in total landfill avoidance,
including 5,900 metric tons through the reuse ofcapital tools. Less than 1% of high-value e-waste
went to landfill.

Materials
Waste upscaling
Chemical footprint
reductione-Waste recycling

Global Reverse
Logistics (GRL)
Returns asset recovery
Extend use, reuse, repair,resale, reclaim• 2,000 metric tons of material sent for precious
metals (gold, platinum, copper, etc.) reclaim.

Intel Resale
Corp (IRC)
Capital equipment
Returned productIT assets
Precious metal reclaim
Equipment procurement
Materials repurposing• A 54% reuse/recovery rate on product returned
to Intel.
• An increase of e-waste collection to 40
countries globally.
• The extended life of more than 13,000 computing
assets into secondary market programs.
• An estimated reduction of up to 500 metric tonsof Scope 3 CO2 emissions.
To build on these benefits and drive increased focus
and coordination, we are taking an integrated approachacross our supply chain groups (Materials and Equipment
Sourcing, Logistics, and Resale) to building a common
set of circular economy performance metrics. These
metrics are aligned to the Intel 2030 RISE goals ofzero waste to landfill and implementing circular
economy strategies.

In 2021, we recycled over
78,000 metric tons, or 96%,of our construction waste.
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CircularAcrossSupply Chain

FAB & ATM
Equipment
Capital equipment reuse
Expandingequipment life
Landﬁll avoidance

Global Logistics
Org (GLO)
Packaging optimization
Re-useable
transportation media
CO2 reductions
Water usage
reductions

Sustainable Packaging
Intel has a history of practicing sustainable packaging methods to improve packaging designs
and sustainable material selection. We focus on reducing unfavorable material, increasingmaterial efficiency, designing for recovery and recycling, prioritizing recycled content, andsourcing 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 thatwere historically sent to landfill. The mass of the thermoform tray is 50% of that 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 typicalindustry trays. We worked to include post-consumer recycled material in the thermoform trays
so that nearly half of the tray is non-virgin material. Since 2009, we conservatively estimate that
we have eliminated over 18,000 metric tons of plastic material through these initiatives. To drive
further progress, we set a target that by 2025, over 95% of the materials used in our new productpackaging designs, by weight, will be recyclable or reusable. As of the end of 2021, we were exceeding this goal, at 96%.

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Appendix

Sustainable Manufacturing and Chemistry Initiatives
Two of our 2030 RISE technology industry initiatives
focus on collaborations within our ecosystem toaccelerate progress on reducing climate impact insemiconductor manufacturing and advancing sustainable chemistry principles through the application of achemical footprint methodology.

Sustainable ManufacturingIntel is committed to contributing to the global effort
toward science-based approaches to GHG emissions
reductions in line with efforts to limit global warming
to 1.5°C. However, we face challenges in 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 convergenceapproach within SBTi's sectoral decarbonization approach(SDA) enables consideration of early action, but there iscurrently 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 pathways for non-CO2 gases may
differ from those for CO2 due to differences in factors
such as mitigation potential. Process emissions for thesemiconductor manufacturing industry include nonCO2 gases such as perfluorocarbons (PFCs) andnitrous oxide. Consideration of sector-specific differences in emissions pathways for CO2 and non-CO2 GHG
emissions is a potential area of importance for future
research and for expanding opportunities for sectorspecific approaches to targets.

1

In 2021, we continued to work with industry stakeholders
to assess the potential for the development of a sectorspecific approach to setting science-based GHG
emissions-reduction targets for the semiconductor
manufacturing industry. The goal is to expand thenumber of companies in our sector setting sciencebased targets.

Sustainable Chemistry
Sustainable chemistry is a scientific concept that seeks
to improve the efficiency with which natural resources
are used to meet human needs for chemical products
and services. Sustainable chemistry encompasses thedesign, manufacture, and use of efficient, effective, safe,
and more environmentally benign chemical products
and processes. Sustainable chemistry is also a processthat stimulates innovation across all sectors to designand discover new chemicals, production processes,
and product stewardship practices that will provide
increased performance and value while meeting thegoals of protecting and enhancing human health andthe environment.1
Our 2030 sustainable chemistry initiative is based upon
the development and implementation of a chemical footprint methodology to enable quantification of a baselines
against which further progress can be measured, as
well as to identify those chemical uses and processes
for which significant improvements can be made. We
intend to apply the chemical footprint methodology
not only to Intel’s direct manufacturing operations, butalso to integrate the methodology within the semiconductor manufacturing supply chain both upstream anddownstream of our manufacturing operations.

In 2021, Intel’s Sustainable Chemistry Team continued
efforts to refine the chemical footprint methodology
for use in evaluation of the chemical supply chain, as
well as to integrate the methodology into the chemical
supply chain to enable better assessment of full lifecycle
impact. In addition, we continued to provide webinars tofurther the promotion of the chemical footprint methodology as a technology industry initiative. Sustainablechemistry baselines were completed for the current
manufacturing technologies, as well as for the year
2020. We also completed an initial analysis of current
chemical uses, and those identified as the highest
impact chemistries have been included within a set ofpriority projects to further scope and disposition.
In 2022, we plan to complete a proof of concept toenable visualization of the top impact chemical uses bymass and chemical footprint values, and to identify potential projects that will result in meaningful reductions
in chemical footprint values. In addition, we will continue
to actively participate in external chemical management
initiatives geared toward the improvement of chemical
management practices within our supply chain.

Chemical Footprint Methodology
Manufacturing Chemical Footprint
Mass of=Chemical Used x Weighting Factors**(reputation impact x expectation of regulation x
human health factors x environmental impact x
climate impact)
For each chemical used, we have assigned aweighting factor from 1-4, with 4 representing
the biggest impact. The methodology will also
take into consideration the effectiveness ofthe control technology.

Source: OECD Sustainable Chemistry.

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AppendixAchieving 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 havealso taken on the global challenge to partner with thetechnology industry and other stakeholders to achievecarbon neutral computing by 2030. In addition, Intelannounced plans in 2022 to achieve net-zero greenhouse gas emissions in its global operations by 2040.
Conceptually, carbon neutral computing is achieved
when the positive benefits of the ICT sector “handprint”—the ways in which technology is applied to reduceclimate impact across the economy—equals or exceeds
the climate and energy “footprint” of product-related
emissions and carbon embedded in technology systems.

Enabling Customers to Achieve
Platform Carbon Neutral Goals

Our global challenge framework includes partneringwith others to accelerate the sustainability of PCs,
improve the energy efficiency of data centers, andaccelerate handprint projects to reduce emissions
across high-impact industries such as utilities, oil andgas, and manufacturing.

In our efforts to reduce carbon footprint at a platform
level, we are also implementing technologies acrossthe product life cycle (manufacturing, use, and asset
retirement). Specifically, we focus on reducing component count and the area of the main board, and increasingsystem and display energy efficiency. We are also
advancing the use of bio-based printed circuit boards
to aid in the separation of materials and components
when recycling, and to reduce overall electronic waste.
For enterprises, the Intel vPro® Platform enables sustainable management throughout the entire device life
cycle, enabling IT organizations to reduce emissions.

Collaborating on Sustainable PC Design
Partnering with PC manufacturers, we are assessing
the carbon footprint of PCs across their life cycles to
identify carbon reduction opportunities. To illustrate,
Intel published the ATX12VO power supply specification, which provides higher platform power efficiency
in a smaller footprint. Together with Modern Standby,
the latest ATX12VO desktop systems will have over
40% reduction in typical energy consumption relative
to an average system.1 In March 2022, Intel partner MSI
announced the first ATX12VO system.
In addition, Intel’s Project Athena Desktops take advantage of both Modern Standby and the ATX12VO power
supply unit to ensure smaller, more efficient form factors
designed to help OEMs meet Energy Star and EPEAT
environmental responsibility standards.

Based on power and performance optimization donein partnership with OEMs, Intel 11th Generation Intel®
Core™ mobile processor (Tiger Lake)-based systems
achieve 16 hours of battery life on Windows2—double
the eight hours of battery life in 2015.
In addition to enhanced battery life, Intel has set a newgoal to lower emissions related to reference platform
designs for client form factors by 30% or more by 2030.
These efforts are taking shape with Dell’s Concept Lunaprototype device, developed in partnership with Intel toshowcase future possibilities for sustainable PC design.

Intel® NUC –Sustainability in Action
The Intel® NUC line of small form-factor PCs
demonstrates sustainability in action. We haveachieved over 25% savings in electricity during the
product's manufacturing process by transitioning toa low-temperature solder. With Intel NUC Mini PCs,Intel continues to focus on landfill avoidance and useof recyclable materials. In 2021:• Intel repaired, reused, or recycled over 70,000 units
returned by customers through the Intel NUC returnmaterial authorization program.
• We kept >99.5% of all returned material (by weight)out of landfills.
• Over 95% of packaging for all Intel NUC products(by weight) was designed to be recyclable orreusable in secondary markets.

Intel’s interoperable, secure, andscalable industrial computers alongwith our software components
are driving advancementsin smart energy.

• Post-consumer recycled polymers were used
to manufacture many of the Intel NUC Mini
PC chassis.
Find out more at intel.com/NUCsustainability.

See notices and disclaimers for details. Read more complete
information about performance and benchmark results.

1

2

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Our Business

Reducing the Carbon Impactof Data Centers and the Network
We have worked with our worldwide ecosystem toreduce data center carbon impact in two areas:
1) Lowering energy consumption during the compute“use phase,” which accounts for the primary sourceof data center carbon emissions; and 2) Reducing
the embodied carbon in the equipment itself in the“create phase,” which represents roughly 10%-20%
of emissions.
Use phase. The primary source of emissions in theuse phase is from electricity used to power the data
center and network. One of the ways we are reducing
electricity use is through AI-based telemetry, which
intelligently monitors and controls electricity in thedata center and throughout the network. Intel® Xeon®
Scalable processors incorporate registers for monitoring
cache, CPU frequencies, memory bandwidth, and input/
output (I/O) access. These telemetry capabilities show
the potential for significant energy savings at scale;within its data center that houses 5G communication
facilities, Japan Telecommunications operator KDDI
reduced overall electricity consumption by 20% ina trial using 3rd Generation Intel Xeon Scalable
processors and Intel’s comprehensive power
management and AI capabilities.
Create phase. Intel is focusing on efforts to reducethe carbon footprint at a platform level by enabling
modular component design where CPU, I/O, andaccelerator modules can be repaired or upgradedindependently to extend the useful life of the platform.
Working alongside key data center partners, we arecontributing to the Open Compute Project (OCP) toadvance modular designs, establish carbon footprint
metrics, and set reduction goals. The most recent
advancements are specified in the Blue Glacier project,which published a Revision 1 specification for modular
design through OCP.

Responsible

Inclusive

Sustainable

Optimizing software for sustainability. We work withthe world’s largest cloud and communications service
providers, independent software vendors, and open
source software communities to optimize hundredsof data center and network applications to address
software inefficiencies. Software efficiency continues tolag hardware capabilities, resulting in wasted electricity
and higher carbon footprint through over-provisioningof equipment. Intel introduced oneAPI to better exploit
the latest hardware’s cutting-edge features to unleash
application performance across CPUs, GPUs, FPGAs,
and other accelerators.
Emerging Innovation. Other ways Intel is working toincrease data center and network efficiency include:• Advanced liquid cooling technologies that reducethe data center air conditioning burden while enabling
reuse of exhaust heat are in various stages of proof-ofconcept and production deployment. This technology
can reduce cooling electricity expenses by 90% andthe carbon footprint by 40%. Read more about Intel’spilot with Submer.
• The latest Intel® Xeon® processor roadmap features
products using both efficiency cores and performancecores. Efficiency cores—used in the upcoming Intel
Xeon processor code-named “Sierra Forrest”—enable
lower power consumption across workloads that are
optimized for best power efficiency. Performancecores—used in the future product code-named“Sapphire Rapids”—have built-in accelerators to drive
artificial intelligence, data streaming, crypto, and arange of other workloads at a lower energy cost.

Enabling

Appendix

Expanding the Technology "Handprint"
To build a supportive policy environment for private
sector leadership on climate change, we participate ina 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 inthose solutions. For example, Intel has developed asolution that can be integrated into existing energy grid
infrastructure to create a smarter grid that can adapt
to changing energy consumption needs and sources.
We aim to accelerate the deployment of such projects
within Intel’s operations and also in external projects incollaboration with our customers.
In addition, we are working with the Center for Climate
Change and Energy Solutions and Gridwise Alliance,
which advocate for innovation and investments inclimate solutions, including expanding ICT’s role indriving change and grid modernization appropriations
as part of future infrastructure investments. We also
worked within our Digital Climate Alliance, a coalition oftechnology companies, to successfully support policies
in the “Infrastructure Investment and Jobs Act” passedby the US Congress late in 2021. Finally, we worked with
the American Council for an Energy-Efficient Economy
to evaluate methodologies for quantifying the climate
benefits of Intel’s handprint technologies. For moredetail, see “Governance, Ethics and Public Policy” in
the Our Business section of this report.

• Collaborations with industry partners to proliferate
sustainable compute at the 5G edge by enabling
local, renewable energy sources to power data
centers placed closer to where data originates are
ramping at worldwide scale.

Parking lot solar panels and electric vehicle charging stations at Intel’scampus in Folsom, California.

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Enabling
Acting alone, Intel cannot achieve the broad, societal impact we aspire to. We are committed tocreating a better world through the power of our technology and the expertise and passion of ouremployees. 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.
Acting on Intel and the Intel Foundation’s vision, “Empowering human potential. Igniting positivechange,” we are challenging ourselves to do even more. Our mission is to empower youth andcommunities with the skills and confidence to rise, advance, and excel by bringing people,
partnerships, and technology together.

This year’s highlights
848,000 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 more than 848,000 hours
globally in 2021.

$9.5 million invested in social impact techThrough the Intel RISE Technology Initiative (IRTI), we have invested $9.5 million for more than
60 projects addressing health and life sciences, education, economic recovery, social equity
and human rights, accessibility, and sustainability.

$760 million Intel Foundation contributions
Since its founding in 1988, the Intel Foundation has enabled positive social impact for our
local communities and for underserved populations through more than $760 million in
funding of programs and STEM initiatives.

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Enabling: Our Approach
Our employees are our greatest asset, and their engineeringexpertise 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 the next decade and to increase the impactof 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 purposeof 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 organizations (NGOs), andeducators to help them reach their own goals and effect broader
change. We aspire to drive collective impact through our IntelRISE Technology Initiative in partnership with our customers
and other stakeholders, and to explore innovative ways to apply
technology to solve global challenges.

“The tremendous success of theMillion Girls Moonshot Movement isin large part due to the leadership andengagement of the Intel Foundation.”— STEM Next Opportunity Fund80

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Employees Changing the WorldOur goal is to empower all of our employees to takeaction to advance Intel’s 2030 RISE strategy and goals.
Intel and the Intel Foundation invest in programs thatcreate opportunities for employees around the world tolearn and connect with each other, to further integrate
corporate responsibility and sustainability into their
team's work objectives, and to share their engineeringand other skills with our communities.

Intel Involved and Skills-Based Volunteering
In 2021, we continued to empower our employees togive back through Intel Involved, our global corporate
employee volunteer program. Since the program’s
launch in 1995, our employees have generously
donated their skills, technology expertise, and morethan 19.6 million hours of service to tackle environmental
challenges, improve education, and help meet
community needs 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 employees
and US retirees donate at least 20 hours of service ina year. In 2021, the Foundation provided $6.7 million involunteer matching grants, and since 1995, matching
grants of more than $128 million have positively impacted
communities around the world.
Over the past year, when in-person gatherings werelimited, we continued to offer virtual volunteer opportunities for employees to give their time and talent to thosein need. We expanded our criteria for what counts asvolunteering to include acts of kindness, such as shopping
for a house-bound neighbor. Our employees reported
more than 848,000 volunteer hours globally in support ofschools and nonprofit organizations in our communities.
The Intel Employee Service Corps (IESC), Intel’s
flagship skills-based volunteer program, harnesses
the passion and expertise of Intel employees to drive812021-22 Corporate Responsibility Report

Making a Difference in Local Communities
Our employees have found countless ways to provide service, even as the
COVID-19 pandemic continued in 2021.
One of our employees is a passionate volunteer for a food bank in Poland.
She organizes two food drives every year, including coordinating collection
logistics and coordinating with Intel employees. In 2021 she also organized
five workshops for employees on subjects like food waste, food cooperatives,gardening, and more.
Intel employees in China organized a tree-planting event in collaboration with more than 30 organizations, attracting morethan 800 volunteers. Employees in China also hosted onsite and virtual events to promote environmental protection awareness among students and members of the local community, and organized campaigns aimed reducing food waste
and taking other actions to promote sustainability.
Although she does not have a technical background, an Intel employee in Guadalajara has dedicated hundreds of hours
planning and organizing trainings for young girls who compete—and perform well—in the Technovation Challenge in Mexico.
Like many Intel employees, she is extremely passionate and supportive of all projects related to girls and women in STEAM.
In Ireland, an employee set up a first-of-its-kind, all-inclusive, non-competitive soccer academy at his local soccer club.
The academy is open to all children with autism, Aspergers, ADHD/ADD, and other related conditions. Participation helps
children develop sports knowledge, physical motor skills, independence, and social skills. Being on a team also helps withsocial inclusion by creating peer group networks, and improves confidence, competence, and empowerment—all whileproviding fun.

positive social impact in communities around the world.
IESC provides employees with short-term immersiveand collaborative experiences in partnership with governments and non-governmental organizations (NGOs)
to address local and global challenges, including disaster
relief. In 2021, one team of IESC volunteers launched a
Racial Equity Ideas Competition to crowdsource social
equity solutions, and another helped deliver sportsthemed virtual STEAM summer programs for middle
and high school girls around the world.

$90.9 Million. Total matching
grants for employee volunteer
service through the Intel Involved
Program over the past decade.

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Sharing Valuable Skills
We believe the skills employees bring to volunteering are as important as the time they
contribute. For example, in 2021 our legal team donated over 1,500 hours, estimated to
be valued at over $375,000.1 This is particularly significant given the critical community
need and the cost nonprofits and schools would incur if they had to pay for the services
that are delivered at no charge through our volunteers.
Another employee began working with Sense International in 2019, translating content to help empower thousands ofchildren and adults with deafblindness across India. He applied for a Intel Foundation Seed Grant to implement online
training for parents, caregivers, and educators to support children with deafblindness, and is heavily involved in theoperations of the cause. He has also worked to recruit and organize more than 100 Intel volunteers for the project.

2021 Volunteerism by the Numbers

20%

Percentage of employees
who volunteered

848,000$6.7 M

Description. Deliver 10 million volunteer hours to
improve our local communities, including an increasein skills-based volunteerism.
Baseline. Progress measured from baseline ofJan. 1, 2020.
Progress in 2021. While the pandemic continued
to limit opportunities for some types of in-person
volunteerism, during 2021, our employees donated848,000 hours of service in our local communities.
Included were many COVID-19-related projects thatleveraged employees' technology skills and expertise.
Looking Ahead. In 2022, our target is to reach1 million volunteer hours, and to continue to expand
our skills-based volunteering activities.

Number of hours

Total dollars matched by
the Intel Foundation forIntel Involved volunteer hours.2$24.2 M1

2030 Goal: Community Impact

Estimated in-kind valueof volunteer hours.3

Based on Taproot’s Pro Bono executive legal valuation rateof $195/hr.
Volunteer payments made in 2021 are for 2020 hours. Payments areprocessed once the year closes.

23

 ased on the 2021 Value of Volunteer Time rate of $28.54 per hourBpublished by Independent Sector.

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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 2021:
Outdoor school learning yard. Intel employees in Israel
are transforming an unused outdoor space at Hachita
School into a vibrant garden and learning space to be
used by classes of all ages.
Refurbishing computers for education. In Penang,
Malaysia, Intel employees are establishing a programto accept used computers from local companies to berefurbished for use at a school in Penang. Refurbishing
the computer systems will keep the systems frombeing scrapped. Funding will also be used to purchase
new hard disks, monitors, and software for the school.
Training against human trafficking. Fin de la Esclavitud,a nonprofit in Guadalajara, Mexico, will work with Intel
employees to expand and digitize its anti-humantrafficking training program to enable a virtual course.

Global Volunteerism, Local Impact
Volunteer Heroes. Each year, the Global Intel Involved Hero Awards program recognizes Intel supervolunteers. Finalists receive $2,500 grants from the Intel Foundation for the charitable organization or
school of their choice. The overall winner receives an additional $7,500 grant for his or her designatedorganization and is recognized at Intel’s Legends and Luminaries event celebrating the top employees’
achievements each year.
This year’s global hero, Ankit Navik, started a mobile service program in 2014 to train students in India
on the intricacies of mobile and PC repair and assembly. He recruited 35-plus volunteers for the project,which has now trained more than 180 students, many of whom have since secured jobs or opened theirown businesses. The Association of People with Disability will receive a $10,000 grant in recognition of
Navik’s many years of service.

Sensory room for children with autism. Intel employees
in Texas are working with Kiker Elementary School inAustin to design and establish a dedicated sensory room
for children with autism and others who need support.
STEM learning initiative. Intel employees are partneringwith Mentoralia, A.C., a nonprofit in Jalisco, Mexico, toexpand Technovation Girls, a 12-week program thatenables girls to build mobile apps or AI projects that
address a community problem.

Other finalists from Costa Rica, India, Ireland, Israel, Mexico, Poland, and the US stepped up to support
their communities in multiple ways—from planting trees and STEM tutoring, to strengthening nonprofit
organization leadership and resilience.
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AppendixIntel Foundation: Rising to the Future
Since 1988, the Intel Foundation has given morethan $760 million to enable positive social impact. The
Foundation’s work is guided by the passion of Intel’speople and the company’s commitment to equitable
access to education and opportunity.
The Intel Foundation embraces a bold vision: empowering
human potential and igniting positive change to drive aneven deeper impact in the future and advance genderand racial equity and social justice globally. To achieve
this vision, the Foundation has accelerated its mission
to empower youth and communities with the skills andconfidence to advance and excel by bringing people,
partnerships, and technology together. Watch the video.
The Foundation collaborates with nonprofit, public andprivate organizations, and schools to create and deploy
global solutions by contributing thought leadership andfinancial resources to innovative programs that support
underserved populations.
The Foundation’s priorities include:
Amplifying employees’ time and generosity: The
Foundation connects employees’ and US retiree’
passions to philanthropy to take on global challenges
and meet community needs through matching funds toschools and nonprofit organizations where our employees
and US retirees volunteer and make donations.
Promoting STEM education: Recognizing thelife-changing power of technology and learning, theFoundation champions immersive STEM experiences
to help ensure that the next generation of innovators
is diverse and inclusive.
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 areneeded most to achieve long-term impact.

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The Foundation continues to collaborate with the STEM
Next Opportunity Fund on the Million Girls Moonshot toengage more girls in STEM. To learn more, see “Buildinga Diverse Technology Industry” in the Inclusive sectionof this report.

Foundation and Corporate Giving
2021 Contributions (in millions)
USInternational

Total

Corporate Cash

$29.6

$13.6

$43.1

Foundation Grants

$2.0

$0.3

$2.3

Donation Matching

$15.8

$5.7

$21.5

Volunteer Matching

$4.1

$3.1

$7.2

Foundation

Setting New Heights
for Humanitarian Crises
and Natural Disaster Relief
In 2021, the Foundation supported emergency
response organizations responding to an increased
number of humanitarian crises and natural disasters,
including wildfires, floods, winter storms, tornadoes,
earthquakes, hurricanes, COVID-19, and more. Throughthe Intel Foundation Humanitarian Crises and Disaster
Relief program, 16 campaigns raised nearly $2 million
in donations and matches to aid recovery across 13
countries. More recently, the Foundation launched
an employee donation campaign in response to
the humanitarian crisis in Ukraine. Together, theFoundation and Intel employees raised over
$2 million to support Ukraine aid efforts.

Forms of Giving

In-Kind Giving

$1.4

$0.5

$1.9

Total

$52.9

$23.1

$76.0

In 2021, charitable giving by Intel and the Intel Foundation totaled$76.0 million, compared with $80.4 million in 2020.

14%
Community
Giving by
Category

42%

Community and Civic
Organizations1
Higher Education
K-12 Education

44%

I'm extremely thankful to Intel for giving us
an opportunity to do our bit during thesechallenging times. It is heartening to know that
fellow Intel employees rose to the occasion, andwe met the original goal so quickly. I hope theoutpouring of help and support continues until
the situation stabilizes back in India. I did my bit
and hope everyone does too.

As part of our social impact strategy, we work with a broad range ofnonprofit and education partners, including providing grants andother in-kind support. For all of our contributions, we maintain control
and review processes to track contributions and ensure alignment
with Intel’s values and strategy. Recipients of grants from Intel andthe Intel Foundation are required to verify compliance with Intel’s
non-discrimination policy. In 2021, examples of funded organizations
receiving significant grants in each of our giving categories included:
Higher Ed (University of California at Berkeley, National Science
Foundation), K-12 Education (STEM Next Opportunity Fund, Penang
Science Cluster), and Community and Civic Organizations (American
Heart Association, US India Friendship Alliance Inc).

—Intel employee, following the donation of $250,000

1

by employees within 24 hours to help combat thedevastating spread of the coronavirus in India.

I ncludes organizations focused on addressing community needs,
disaster relief, diversity and inclusion, environmental impact, artsand culture, and other civic-related activities.

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Collaborating for Technology Impact
To solve global challenges, we are changing the ways wework with customers, external partners, and employees.
Below are examples of collaborations that focus on our2030 RISE goals and strategic growth areas.

Safer Indoor Navigation
Through the Intel RISE Technology Initiative (IRTI),
we are collaborating with GoodMaps to deliver a highquality indoor wayfinding solution for people who areblind or visually impaired. Safely and effectively navigating
indoor spaces results in greater independence and confidence when traveling. Intel is investigating mapping
algorithms and advances in AI to improve the precision
and accuracy of GoodMaps’ indoor wayfinding service.
In this video, students at Portland State University share
their experiences with the technology and how it haschanged their lives for the better.

Digital Access for the Next 50%
Intel formed an alliance with 50 partners from Fortune
500 companies, NGOs, and academia—including Dell,
World Wide Technology, and African Mobile Networks—
to build the N50 Project. The project, part of the IRTI,
aims to bring access to affordable digital content,
applications, and services to the next 3.9 billion people
to provide health, social, and financial benefits to marginalized communities. In partnership with the N50 Project,
the Intel Foundation is providing funding to Geeks
Without Frontiers to build 10 solar-powered communication centers in areas neighboring Ukraine. The centers,
equipped with connectivity, charging ports, and more,
aim to alleviate communication and information
challenges for millions of refugees.

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Voice Banking Technology
for Motor Neurone Disease
According to the Motor Neurone Disease (MND)
Association, one in every 300 people will receive adiagnosis of MND—a condition that progressively robs aperson’s ability to move, speak, eat, and drink. Scientists
have yet to discover a cure for MND, but technology is
helping those living with the disease. Intel, Dell Technologies, Rolls-Royce, and the MND Association are partnering
to apply voice banking technology to drive positive change
for people with MND. The technology solution works bytraining an AI-based algorithm that will serve as digital
voice for someone who may lose their ability to speakin the future. The digital voice can create any word or
sentence with the same characteristics as the original
voice using learned critical words and syllables. Record-

ings are analyzed and digitized by SpeakUnique’s cloudcomputing infrastructure, which runs on Amazon’s EC2
instances and is powered by Intel® Xeon® processorbased servers. One Intel team helped shape the user
experience and accessibility, while another contributed
expertise gained from past voice accessibility projects
with renowned physicist Stephen Hawking, who had
ALS, the most common type of MND. “What I think isbrilliant about this project is that you're asking people
to do something that’s very natural to them. True accessibility is about recognizing the human experience andbuilding around it,” said Lama Nachman, Intel Fellow
and director of the Human & AI Systems Research Lab.
Nachman’s team built the communication platformthat Hawking used and made it accessible to everyone
through open-source platforms.

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Inspiring Sustainability Solutions
Intel believes that the intelligent use of fieldprogrammable gate arrays (FPGAs) in edge andcloud computation can reduce demands on ourplanet's resources. The InnovateFPGA global designcontest was developed to inspire students, makers,
and engineers to develop FPGA-based, cloudconnected solutions that will have real-world
environmental impact. Intel is the headline sponsorof the contest, and Intel, Terasic, Microsoft, andAnalog Devices joined forces to create the contest
platform, which can connect sensors and otherdevices with an Intel® FPGA and other services. Each
competing team receives a no-cost development kit
and design tools to help them showcase their ingenuity.
This year’s InnovateFPGA will culminate in a Grand
Finale event at Intel in June 2022. Watch the video
to learn more about the competition.

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
2022, for the second year in a row, Intel won a Partneraward from the US Olympic and Paralympic committee
for our commitment to athletes, especially as they havedealt with the challenges of training and staying close
to loved ones while competing through the pandemic.
Our support included a collaboration with Samsung toprovide over 800 Tokyo 2020 and Beijing 2022 athleteswith Galaxy Pro 360 laptops.
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. We are excited to apply newtechnologies like AI to bring deeper levels of connectivity
and interaction to Olympic fans around the world.

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Seven Intel employees were selected as torch bearers in the Paralympic Torch Relay in March 2022. They represented a cross-sectionof employees from our Shanghai, Chengdu, Dalian, and Beijing sites.

Intel will continue to engage in purpose-led collaboration
with the IOC centered around our 2030 RISE goals,
particularly on sustainability and improvement of theenvironmental impact of digital activities, as well as
diversity and inclusion. We have started to work with
the Paris, France 2024 Organizing Committee on its
environmental excellence initiatives, with an initial focus
on carbon neutrality and sustainable procurement.

We will also continue to collaborate with the IOC
through its Athlete365 program, which offers support,
guidance, and resources to help elite athletes transition
into careers in business. Intel is committed to making the
Olympic Program a catalyst for our transformation, andthrough our work we are creating memorable experiences
for athletes, partners, customers, viewers at home, andour employees.

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Appendix
This section includes:
About This Report
Independent Limited Assurance Statement
Performance Data Summary
SASB and TCFD Framework Alignment
UN Sustainable Development Goals
Non-GAAP Financial MeasuresIntel 2021 Water Inventory by Location and Source
2021 Environmental, Health, and Safety Violations
Top 100 Production and Services Suppliers
Acronym Index

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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 ClimateRelated Financial Disclosures framework, the UN Global Compact, and the UN Sustainable
Development Goals.

Key performance indicators cover our global manufacturing operations, including
our wafer manufacturing and assembly and test facilities. Unless stated otherwise, 2021 data is considered final based on information received by May 1, 2022,
and provided that information reproduced or derived from the 2021 Intel Annual
Report on Form 10-K speaks as of January 22, 2022, the date we submitted ourForm 10-K for filing.

We continue to integrate sustainability information into our investor communications, andadditional information about Intel’s operations and financial statements is available in the2021 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 aninteractive part of our full 2021-22 Corporate Responsibility Report.

Approach to Report Assurance

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, comments, or feedback to Jocelyn Cascio, Ag. 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 tocontact 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 2021-22 Corporate Responsibility Report, we aim to provide stakeholders witha balanced view of our corporate responsibility strategy and performance for Intel’s worldwide operations during fiscal year 2021 (ended December 26, 2021). Our previous report
was published in May 2021.
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 toour previous report. Principles and policies apply to all officers and employees of Intel andits subsidiaries, unless otherwise noted.

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 havemaintained 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
management systems, which requires independent third-party audits at our
manufacturing sites. Our Corporate Energy Management System is designed tofollow the ISO 50001 Energy Management Standard; to date, we have received
third-party ISO 50001 accreditation for 5 of our manufacturing sites.1 Our operations in Ireland are covered by the European Union Emissions Trading Scheme.
For many years, we have obtained third-party verification for our greenhousegas (GHG) emissions. Since 2012, we have completed third-party assurance forselected indicators contained in our Corporate Responsibility Report. For the2021-22 Corporate Responsibility Report, we engaged Apex Companies LLC
to complete the assurance review. Their report is included in this Appendix.

This 2021-22 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” section of the 2021 Intel Annual Report on Form 10-K, as updated by our Quarterly
Report on Form 10-Q for the quarter ended April 2, 2022. These risk factors are subject to updateby 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, unlessan earlier date is indicated. Statements derived from our 2021 Annual Report on Form 10-K speak
as of January 27, 2022. 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 2021 Intel
Annual Report on Form 10-K.
1

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The number of sites that received ISO 50001 accreditation was updated May 31, 2023.

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Appendix

Independent Limited Assurance Statement
For a PDF copy of this statement, including a summary of data within the scope of assurance for 2021, access the Report Builder website.

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.

INDEPENDENT LIMITED ASSURANCE STATEMENT

Responsibilities

To: The Stakeholders of Intel Corporation

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:Introduction and Objectives of Work
Apex Companies, LLC (Apex) has been engaged by Intel Corporation (Intel) to provide limited assurance of its selectedenvironmental, 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 2021 Corporate Responsibility Report (‘the Report’) are the sole responsibility ofthe 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 overIntel’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 2021 Corporate Responsibility Report (‘the Report’) for the period of calendar year 2021 (the ‘Subject Matter’):

▪
▪
▪
▪
▪

Global Greenhouse Gas Emissions (Scope 1, Scope 2 location-based and market-based, and Scope 3, Category 5 –Waste generated in operations)
Renewable Energy Percentage
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) Cases as Percent of Total Cases▪

Percent of Underrepresented Minorities in Senior Leadership (Hispanics, African American, and Native Americans in
U.S. only)
Percent of Women in Senior Leadership (Global)
Global Employee Turnover Rate
Volunteer hours
Charitable contributions (methodology)
Supplier Diversity Spend

▪

▪
▪
▪
▪
▪

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:•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 ofGreenhouse Gas Statements. A materiality threshold of ±5 percent was set for the assurance process.
Summary of Work Performed
As part of our independent assurance, 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; and7.

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 ofquantitative data within the scope of this assurance.

A summary of data within the scope of assurance for 2021 is attached.

▪

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 whereIntel 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.

Statement of Independence, Integrity and Competence*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.

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 thisassignment. We have conducted this assurance independently, and there has been no conflict of interest.
The assurance team has extensive experience in conducting assurance over environmental, social, ethical and health andsafety information, systems and processes, has over 20 years combined experience in this field and an excellent understandingof Apex’s standard methodology for the assurance of greenhouse gas emissions data.

Limitations and Exclusions
Excluded from the scope of our work is any assurance of information relating to:▪
▪

Mary E. Armstrong-Friberg, Lead Verifier
Principal Consultant
Apex Companies, LLC
Cleveland, Ohio

Text or other written statements associated with Intel’s 2021 Report
Activities outside the defined assurance period of Calendar Year 2021

John Rohde, Technical Reviewer
Senior Program Manager
Apex Companies, LLC
Lakewood, Colorado

April 15, 2022

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Performance Data Summary
Report Section

2021

2020

2019

2018

2017

Net revenue (dollars in billions)

$79.0

$77.9

$72.0

$70.8

$62.8

Net income (dollars in billions)

$19.9

$20.9

$21.0

$21.1

$9.6

Provision for taxes (dollars in billions)

$1.8

$4.2

$3.0

$2.3

$10.8

Research and development spending (dollars in billions)

$15.2

$13.6

$13.4

$13.5

$13.0

Capital investments (dollars in billions)

$18.7

$14.3

$16.2

$15.2

$11.8

Employees at year end (in thousands)

121.1

110.6

110.8

107.4

102.7

Safety – recordable rate1/days away case rate1

0.93/0.20

0.75/0.16

0.69/0.14

0.72/0.14

0.68/0.12

Greenhouse gas emissions (million metric tons of CO2 equivalent)2

3.27

2.88

2.88

2.58

2.46

Renewable electricity purchased (% of global electricity use)

80%

82%

71%

71%

73%

Energy use (billion kWh – includes electricity, gas, and diesel)

11.6

10.6

9.6

8.3

7.3

Total water withdrawn (billions of gallons)

Our Business and Financial Results

Environmental Sustainability

14.3

13.8

12.6

12.0

11.1

Net positive water (water returned + restored) progress

99%

90%

90%

86%

77%

Total waste generated (thousand metric tons)/% to landfill

344/5%

414/5%

387/3%

205/7%

183/9%

157

126

207

221

170

Percentage of women in our global workforce

28%

28%

28%

27%

27%

Percentage of women on our Board (%)

30%

30%

20%

20%

17%

Employee and retiree volunteer hours (in millions)/volunteerism rate

0.85/20%

0.91/20%

1.2/39%1.5/64%

1.2/36%Worldwide charitable giving (dollars in millions)

$76.0

$80.4

$75.1

$84.2

$89.6

3

Supply Chain Responsibility
On-site supplier audits (third-party and Intel-led audits)
Diversity and Inclusion

4

Social Impact

51

Rate based on 100 employees working full time for one year; data is as of March 2022.

2

Including Scope 1 and Scope 2 market-based method.

3

We define water withdrawals, or water usage, as total incoming fresh water used.

4Note that if all of the director nominees are elected at our 2022 Annual Stockholder Meeting, 30% of our directors will have self-identified as women.

5Includes total giving (cash and in-kind) from Intel Corporation and the Intel Foundation.

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Appendix

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 AccountingStandards Board Standards (SASB) and the Task Force on Climate-related Financial Disclosures (TCFD). Below is a mapping of how our latest disclosure aligns with theseframeworks.
SASB. SASB has developed voluntary industry-specific disclosure standards for sustainability issues in order to facilitate communication by companies to investors ofdecision-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

CodeIntel Metric or Qualitative Disclosure

Disclosure Location1

Greenhouse Gas
Emissions(1) Gross global Scope 1 emissions and(2) amount of total emissions fromperfluorinated compounds

TC-SC110a.1(1) 2.18 million metric tons CO2e(2) 1.12 million metric tons CO2e

2021-22 Corporate Responsibility
Report, p 69, p70

Discussion of long-term and short-term
strategy or plan to manage Scope 1 emissions,emissions reduction targets, and an analysis ofperformance against those targets

TC-SC110a.2

Greenhouse Gas
Emissions

CDP Climate Change Survey
We discuss our strategy and long history of goal setting andreductions. We have also achieved a 19% absolute reductionof Scope 1 and 2 emissions since 2000, even as we expanded
our manufacturing capacity significantly.

2021-22 Corporate Responsibility
Report, p 69
2021 Intel Annual Report on Form 10-K,
p 15
2022 Proxy Statement, p 51
CDP Climate Change Survey

EnergyManagement in
Manufacturing(1) Total energy consumed, (2) percentage gridelectricity, and (3) percentage renewable

TC-SC130a.1(1) 41.9 million gigajoules energy consumed (2) 83% gridelectricity (3) 80% renewable energy globally.

2021-22 Corporate Responsibility
Report, p 68, p 69, and p 70

Water
Management(1) Total water withdrawn and (2) total water
consumed, percentage of each in regions withHigh or Extremely High Baseline Water Stress

TC-SC140a.1(1) 54.1 million m³ withdrawn (2) 11.6 million m³ consumed.
See Appendix for detail on water metrics by location,
including information on baseline waster stress by location.

2021-22 Corporate Responsibility
Report, p 72, p 96, and p 97

(1) Amount of hazardous waste frommanufacturing, (2) percentage recycled

TC-SC150a.1

2021 Intel Annual Report on Form 10-K,
p 16
2022 Proxy Statement, p 52

Waste
Management(1) 148,000 metric tons (2) 74% recycled.

2021-22 Corporate Responsibility
Report, p 74
2021 Intel Annual Report on Form 10-K,
p 16
2022 Proxy Statement, p 52

Employee Health& Safety

Description of efforts to assess, monitor, andreduce exposure of employees to humanhealth hazards

TC-SC320a.1

We disclose our strategy for employee health, safety
and wellness, including our company-wide certification
to ISO 45001.

2021-22 Corporate Responsibility
Report, p 35
2021 Intel Annual Report on Form 10-K,
p 14
2022 Proxy Statement, p 50

Employee Health& Safety1

Total amount of monetary losses as a result oflegal proceedings associated with employee
health and safety violations

TC-SC320a.2

While we do not disclose this information, we do reporton Environmental, Health, and Safety Violations andsubsequent corrective actions.

2021-22 Corporate Responsibility
Report, p 98

 he “Intel Metric or Qualitative Disclosure” column references the specific disclosure(s) included in the 2021-22 Corporate Responsibility Report and therefore may vary from the breadth and context of disclosure(s)Tincluded in the 2021 Intel Annual Report on Form 10-K and 2022 Proxy Statement, if applicable.

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Appendix

SASB and TCFD Framework Alignment, continued
Topic

Accounting Metrics

CodeIntel Metric or Qualitative Disclosure

Disclosure Location1

Recruiting &Managing a
Global & Skilled
Workforce

Percentage of employees that are: (1) foreign
nationals and (2) located offshore

TC-SC330a.1

We do not disclose the first metric as we do not believe asingle percentage of foreign nationals is a useful metricfor our business given our global business model, but
we do disclose a breakdown of our workforce by region.
We disclose additional human capital metrics that we
believe are more effective for assessing this aspect of ourperformance, including diversity and inclusion, employee
engagement, training and development, and responsible
supply chain metrics.

2021-22 Corporate Responsibility
Report, p 20, p 21, p 32, p 38, and p 49

While we do disclose information on our strategy andapproach to product ecology and supplier requirements fordeclarable substances, we do not believe a single percentageof revenue is an effective metric for evaluating risk andperformance in this area.

2021-22 Corporate Responsibility
Report, p 67

Product Lifecycle
Management

TC-SC410a.1

2022 Proxy Statement, p 49

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-SC410a.2

We do not disclose single percentages for these productcategories, given the wide range of products we produce ineach category and the continued release of new products.
We believe more decision-useful information is ourdisclosure regarding our overall strategy for product energy
efficiency, supporting goals, industry collaborations, andpublic policy engagements.

2021-22 Corporate Responsibility
Report, p 71, p 77, and p 78

Materials
Sourcing

Description of the management of risks
associated with the use of critical materials

TC-SC440a.1

We provide disclosure on our management approach toresponsible 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 thataccess to rare earth mineral supplies represents a low risk to
impact production or delivery of goods.

2021-22 Corporate Responsibility
Report, p 42 and p 43

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.

2021 Intel Annual Report on Form 10-K,
p 105

IP Protection& Competitive
Behavior
1

Percentage of products by revenue that contain
IEC 62474 declarable substances

2021 Intel Annual Report on Form 10-K,
p 13

Total amount of monetary losses as a resultof legal proceedings associated with anticompetitive behavior regulations

TC-SC520a.1

SEC Conflict Minerals FilingIntel Statement on Rare Earth

Investor Relations website

 he “Intel Metric or Qualitative Disclosure” column references the specific disclosure(s) included in the 2021-22 Corporate Responsibility Report and therefore may vary from the breadth and context of disclosure(s)Tincluded in the 2021 Intel Annual Report on Form 10-K and 2022 Proxy Statement, if applicable.

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Appendix

SASB and TCFD Framework Alignment, continued
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.
Disclosure Area

TCFD Recommended DisclosureIntel Metric or Qualitative Disclosure

Disclosure Location

Governance

Disclose the organization’s
governance around climate-relatedrisks and opportunities.

Responsibility for oversight of corporate social responsibility issues, including climatechange, has been included in the Corporate Governance and Nominating Committee
Charter since 2003.

2021-22 Corporate Responsibility
Report, p 25

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 productteams. Strategies, progress toward goals, and regulatory developments are reviewed
with senior executives from these teams on a regular basis.

CDP Climate Change Survey

Strategy

RiskManagement

Metrics
and Targets

93

2022 Proxy Statement, p 35 and p 38

Disclosure of the actual andpotential impacts of climaterelated risks and opportunities
on the organization’s businesses,
strategy, and financial planningwhere 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 19% on an absolutebasis. In 2021, subject matter experts from multiple business groups partnered to further
drive the integration of climate change considerations into our processes for assessing
risks and opportunities and to conduct a climate change scenario analysis.

2021-22 Corporate Responsibility
Report, p 68

Disclose how the organization
identifies, assesses, and manages
climate-related risks.

Our overall approach to risk management is described in our Proxy Statement and ourrisk 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 renewableelectricity, energy conservation, and product energy efficiency. For example, in 2021, we
continued our 100% renewable electricity commitment for our US, Europe, Israel andMalaysia, and 80% globally. We also conserved 159 million kWh of electricity in 2021.
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 ourinvestors, customers, and local communities.

2021-22 Corporate Responsibility
Report, p 26, p 28, and p 68

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.

2021-22 Corporate Responsibility
Report, p 70

Disclosure of the metrics andtargets used to assess and manage
relevant climate-related risks
and opportunities where suchinformation is material.

2021-22 Corporate Responsibility Report

2021 Intel Annual Report on Form 10-K,
p 55 and p 58
Intel Climate Change Policy
CDP Climate Change Survey

2021 Intel Annual Report on Form 10-K,
p 15 and p 58
2022 Proxy Statement, p 30
Intel Climate Change Policy
CDP Climate Change Survey

CDP Climate Change Survey

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Appendix

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 achievementof 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 2030 strategy and goals. We believe that information communications
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

Sustainable

SDG 3: Ensure healthy lives and promote well-being for all at all ages

SDG 6: Ensure access to water and sanitation for all

SDG 8: Promote inclusive and sustainable economic growth, employment, and decent
work for all

SDG 7: Ensure access to affordable, reliable, sustainable, and modern energy 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 investingin 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.

Inclusive

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 toinvest 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 environmental footprints and support sustainable consumption andproduction. In 2021, we also made progress toward our 2030 net positive
water use goal.

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 representativeof that future. Since 2019, we have achieved gender pay equity globally andmaintained 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 certified
diverse suppliers,1 and collaborate with others to encourage more womenand underrepresented minorities to enter and succeed in technology
careers. We provide our expertise and both financial and in-kind support tohelp communities, governments, NGOs, and educators achieve their goals.
1

Enabling
We advance the SDGs above also through the application of our technology and theexpertise and passion of our employees. Through the Intel RISE Technology Initiative, we
are funding technology projects to drive social and environmental impact in partnershipwith our customers. We also encourage our employees to share their experience, talents,
and passions in communities around the world, and provide volunteer opportunities tohelp 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.

 e 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 or region where the businessW
was established; veterans/military service-disabled veterans; persons who are lesbian, gay, bisexual, or transgender; or persons with disabilities. While Intel recognizes these categories, they may vary in accordance withlocal law.

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Non-GAAP Financial Measures
Following are the reconciliations of our most comparable US GAAP measures to our non-GAAP measures presented:

Years Ended (In Millions, Except per Share Amounts)

Dec. 25, 2021

Dec. 26, 2020

Dec. 28, 2019

Operating Income$19,456$23,678$22,035

Acquisition-related adjustments

1,492

1,416

1,324

Restructuring and other charges

2,626

198

393

NAND Memory Business(1,369)

(937)

600

Non-GAAP Operating Income$22,205$24,355$24,352

Earnings per Share – Diluted

$4.86

$4.94

$4.71

Acquisition-related adjustments

0.36

0.33

0.29

Restructuring and other charges

0.65

0.05

0.09

(Gains) losses from divestiture––(0.16)

Ongoing mark-to-market on marketable equity securities

0.03

0.03

(0.06)

NAND Memory Business(0.33)(0.22)

0.13

Income tax effect(0.1)(0.03)(0.03)

$5.47

$5.10

$4.97

Non-GAAP Earnings per Share – Diluted
Years Ended (In Millions)

Dec. 25, 2021

Dec. 26, 2020

Dec. 28, 2019

Dec. 29, 2018

Dec. 30, 2017

Net cash provided by operating activities$29,991$35,384$33,145$29,432$22,110(18,733)(14,259)(16,213)(15,181)(11,778)

Free cash flow

Additions to property, plant, and equipment$11,258$21,125$16,932$14,251$10,332

Net cash used for investing activities($25,167)($20,796)($14,405)($11,239)($15,762)

Net cash provided by (used for) financing activities($5,862)($12,917)($17,565)($18,607)($8,475)95

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AppendixIntel 2021 Water Inventory by Location and Source
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 14.3 billion gallons (54.1 megaliters) in 2021. Approximately 82% 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 corporate 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
Water Withdrawals by Source (Total water usage) – Megaliters per Year

540–

Dalian12,162

–

–

–

–

–

12,162

12,162

12,11151

3,069

Shanghai –Zizhu4

90

–

–

0.4

–

90

90

81

9

0.4

0

95%

(Of municipality)

360

Discharge Destination

Water Conserved

900

Water Source

Water Consumption

900

Net Positive
Water Progress

Water Discharged(return)3–(% returned + restored)

Total Water
Withdrawals–

Water Restored

Ground Water
Source(On-site well)–(Watershed projects)

Surface Water
Source(Rainwater)–(All sources)

Reclaimed
Water–(All sources)

Sea Water
Sources900

Total Fresh Water
Withdrawals

Fresh Waterfrom Ground
Water Sources

ChengduLocation1

China

Water Withdrawals(On-site water
sources)Fresh Waterfrom Surface
Water Sources

Third-Party Water Withdrawals2(Purchased water sources)

Surface

Surface

River
Basin
Yangtze

Surface

Sea

Pearl

Surface,
GroundSurfaceYangtze

Costa
Rica

San Jose

–

242

–

–

0.02

54

296

296

122

174

0.2

184

103%

GroundSurface

San Juan

India

Bangalore:
Sarjapur5

77

–

–

–

19

–

96

96

–

96

49

377

394%

Surface

N/A (Zerodischarge)

Arkavathi andCauvery

Ireland

Leixlip

7,174

–

–

–

–

–

7,174

7,174

6,506

668

2,053

0

91%

Surface

Surface

Shannon

0

63%

Sea
(Primary);
Surface& Ground(Secondary)Sea(Primary);
Third-Party
Reuse(Secondary)061%

Surface

Surface

Israel

5

Haifa

25

101

–

–

–

25

126

50

76

11

Jerusalem5

7

29

–

–

–

7

36

27

9

–

Qiryat Gat5

827

3,310

–

–

–

827

4,137

2,642

1,495

5,704

Kulim

970

–

–

–

–

–

970

970

690

280

74

Penang

716

–

–

–

0.1

–

716

716

345

371

23

MexicoGuadalajara

–

58

–

–

–

–

58

58

44

14

21

0

75%

GroundGroundPolandGdansk

–

9

–

–

–

–

9

9

6

3

1

0

74%

GroundSea

Malaysia

Mediterranean
Sea (Coastal
aquifer)
Kedah
Pulua Pinang
Lerma-Santiago
Wisla¹ 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).

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Our Business

Inclusive

Sustainable

Enabling

AppendixIntel 2021 Water Inventory by Location and Source, continued
Reported in Megaliters per Year
Water Withdrawals by Source (Total water usage) – Megaliters per Year––12,875

15,812

12,9782,834

11,460

California:
Bowers Santa Clara

215

–

–

–

–

–

215

215

144

71

24

California:
Folsom5

330

–

–

–

–

–

330

330

68

262

–

California:
Mission –Santa Clara

300

–

–

51

–

–

300

351

225

126

–

New Mexico:
Rio Rancho5

–

253

–

–

–

2,784

3,037

3,037

2,680

357

2,102

Oregon:
Aloha

1,119

–

–

–

–

–

1,119

1,119

798

321

–

Oregon:Hawthorn
Farm

117

–

–

–

–

–

117

117

88

29

53

Oregon:Jones Farm

308

–

–

–

–

–

308

308

231

77

0

Oregon:Ronler Acres

9,995

–

–

–

–

–

9,995

9,995

8,161

1,834

9,942

Texas:
Austin

63

–

–

–

–

–

63

63

48

15

0

Ho Chi Minh
City

643

–

–

–

–

–

643

643

263

380

106

0

41%

3,440

2,988

20

2,838

54,10260,53049,73910,79135,2108,563

99%51,245

8,002

106%

(Of municipality)

2,937

Discharge Destination–

Water Source

517

Net Positive
Water Progress699(% returned + restored)

1,071

Water Restored

1,770(Watershed projects)

Water Conserved

1,770

Water Consumption–

Water Discharged(return)3–(All sources)–

Total Water
Withdrawals–(All sources)

12,875Ground Water
Source(On-site well)

Arizona:
Ocotillo5

Surface Water
Source(Rainwater)

Total

1,770

Reclaimed
Water

Vietnam

Arizona:
Chandler5

Sea Water
Sources

UnitedStatesFresh Waterfrom Ground
Water Sources

Fresh Waterfrom Surface
Water Sources

Location1

Water Withdrawals(On-site water
sources)

Total Fresh Water
Withdrawals

Third-Party Water Withdrawals2(Purchased water sources)

Surface

Ground;Third Party

Colorado/
Salt

Surface

Surfaceto SeaSanta Clara

GroundSurface

Bravo

Surface

SurfaceColumbia

Surface

Surface

Colorado

Surface

Surface

Mekong

River
Basin

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).

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Sustainable

Enabling

Appendix

2021 Environmental, Health, and Safety Violations
Each year we share information about regulatory visits to Intel sites across the globe and Notices of Violation (NOVs) received over the course of the year. In 2021, government
officials made 152 visits (including audits and inspections) to Intel sites across the globe, including 54 health and safety agency inspections, 28 fire protection agency inspections
and 70 environmental agency inspections. Details on NOVs1 and our subsequent corrective actions are provided in the table below:
Location

Violation

FineIntel’s Corrective Action

Santa Clara,
California

The fire department conducted an inspection of our Mission Campus. There were a totalof four findings related to labeling and management of hazardous waste containers.

$0

Inspection report findings were closed promptly.

Leixlip, Ireland

The EPA conducted a remote compliance assessment and issued a site visit reportnoting one non-compliance relating to the failure to protect one groundwater monitoring
well from damage under the site’s industrial emissions license.

$0

The well was repaired and restored. Additional actions were taken
to prevent reoccurrence.

Aloha, Oregon

Two acid waste neutralization tanks experienced high pH alarms. Manual controls were
performed while technicians manually closed the caustic injection valve. The acideventually stabilized the pH below the discharge limit. The wastewater outfall went above
the permitted limit for 67 minutes.

$0

The event was reported to the local agency. The tank level was
brought down, and pH remained stable. The caustic control valve
was investigated and found to be functioning properly. Further
investigation revealed that the air pressure to the valve was below
the recommended operating pressure. The air pressure was thenraised and the operations team was able to get the valve to fully seat.

San Jose,
California

The fire department performed an inspection of the San Jose Innovation Campus.
During the site walk, the inspector noted four rooms housing uninterruptible power
supplies (UPSs) with lead acid batteries that were missing hazard identification signs on
the doors and issued two NOV letters, one for each building, requesting corrections.

$0

Signage was added to the doors of the rooms.

San Jose,
California

The fire department performed an inspection of the fire sprinkler and alarming systems
at the San Jose Innovation Campus. The inspector observed three minor items needingcorrection related to trouble alarms on fire alarm control panels and documentation of afive-year sprinkler test.

$0

Corrections were made and the inspector approved and closed
the inspection.

Turgeneva,
RussiaA fire inspection followed a UPS battery event in December 2020. The final report
included findings related to furniture located in passage and near a fire hose, smoke, andthe width of doors to evacuation staircase.

$2,000

Corrective changes were implemented. A certified company
completed assessment for the building. Recommendations were
dispositioned with the local jurisdiction.

Fort Collins,
Colorado

During an annual fire department inspection of the Ft. Collins campus, the inspector
noted one finding related to the master key for the campus.

$0

The deficiency was corrected immediately after the inspection. A
sustaining method was established to ensure that the master key
works in doors on campus.

Ronler Acres,
OregonThe fire and rescue department performed fire-life safety inspections of the RS5 andRS6 buildings with findings documented in reports.

$0

Findings are being tracked to closure by the site fire protectionengineer with regular communications to the fire and rescue
department. Follow-up walkdowns are performed with fire andrescue department to verify closure of each finding. The site
implemented a robust process for capturing, assigning, closing,tracking, communicating, and verifying closure of findings.

Aloha, Oregon

A decommissioned chemical metering pump was being removed from the acid waste
neutralization system. After the drain of the sulfuric acid line was completed, a flushof residual chemical and water was performed that was routed back into the tank. As aresult, the wastewater outfall dropped below the permitted limit for approximately threeminutes.

$100

The local agency was notified within two hours per the site’s
wastewater permit. Individuals were coached on non-standard
work and preventative measures. Isolation is required for workthat may involve loss of control or indication of last stage acidwaste neutralization tanks.

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.

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Enabling

Appendix

Top 100 Production and Service Suppliers
These companies represent approximately 75% of Intel’s total supply chain spends in 2021.
Advanced Semiconductor Engineering

EBARA Corporation

KellyOCG

Advantest America Inc

Edwards Ltd

Keysight Technologies, Inc.

SCREEN Semiconductor Solutions Co., Ltd.

AEM Singapore Pte. Ltd.

Elitegroup Computer Systems Co., LTD.

Kintetsu World Express

Shin-Etsu Chemical Co., Ltd.

AGC, Inc.

Exyte AGKLA Corporation

Shinko Electric Industries Co. LTD.

Air Liquide

Exyte Technology

Kokusai Electric Corporation1,3

Siemens Industry Software, Inc.

Air Products and Chemicals, Inc.

Fabrinet

Lam Research Corporation

Siemens Industry, Inc.

Amkor Technology, Inc.

Flex Ltd.

Lasertec Corporation1,3

Siltronic AG1,11

Applied Materials Inc.1,2,4

FormFactor, Inc.1,3

Linde plc

SK hynix Inc.

ASM International N.V.

FUJIFILM Electronic Materials

Linde LienHwa Industrial Gases Co., Ltd.

Skanska USA Building Inc.

ASML1,3

GCON, Inc.

Marvell Technology, Inc.

SUMCO Corporation

AT & S Austria Technologie & Systemtechnik AG1,3

Gemtek Technology Co., Ltd.

Merck KGaA Darmstadt, Germany

Sundt Construction, Inc.

Avantor, Inc.

GlobalWafers Co., LTD.

Micron Technology, Inc

Super Micro Computer, Inc.

Azurewave Technologies

HCL Technologies Ltd 1,7Microsoft Corporation

Synopsys, Inc.1,3

Cadence Design Systems, Inc.

Hensel Phelps

Mitac Holdings Corporation

Taiwan Semiconductor Manufacturing Company Ltd

Carl Zeiss SMT GmbH

Hewlett Packard Enterprise Company

Mitsubishi Gas Chemical Company Inc.

Technoprobe S.p.A.1,3

CMC Materials, Inc.

Hitachi High-Tech Corporation

Moses Lake Industries (TAMA Chemicals)

Thermo Fisher Scientific Inc.

Compass Group PLC

Hoffman Construction

Murata Machinery, Ltd.

Tokyo Electron Limited1,2

Courier Network Inc.

Honeywell Electronic Materials

NetApp

Tokyo Ohka Kogyo Co., LTD1,3

Cymer

IBIDEN Co., LTD.

Nikon Corporation1,7

Trane Technologies plc

Daifuku Co., LTD

Infosys Limited

NNR Global Logistics

Ultra Clean Technologies (UCT)DB Schenker

Jacobs Engineering Group, Inc.

NuFlare Technology, Inc.

Unimicron Technology Corporation

Deloitte Touche Tohmatsu Limited

JE Dunn Construction

Pegatron Corporation

United Microelectronics Corp

Dentsu Group, Inc.

JLL1,12Powertech Technology Inc.

UPPRO Ltd.

Deutsche Post DHL GroupJSR Corporation

Rinchem Company Inc.

UST Holdings Ltd.

DSV A/SJX Nippon Mining & Metals Corporation

Samsung Electro-Mechanics Co., Ltd.

VMLY&R

1,9

1,10

1,2,4

1,11

1,3

1

2021 EPIC Award Winner.

92

Outstanding.

103Distinguished.

11

Valued results in Sustainability.

4

Distinction in Supplier Diversity.

12

Valued results in Supplier Diversity.

5

Distinction in Safety.

13

Valued results in Safety.

6

Distinction in Innovation.

14

Valued results in Innovation.

7

Valued results in Cost.

8

Valued results in Quality.

99

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Samsung Semiconductor, Inc.
1,3

1,3

1,3

Valued results in Availability.
Valued results in Technology.

intel.com/responsibility

Introduction

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Our Business

Inclusive

Sustainable

Enabling

Appendix

Acronym Index
3TG: Tin, tantalum, tungsten, and gold

D

H

A

DARPA: Defense Advanced Research Projects Agency

HAP: Hazardous air pollutant

ADAS: Advanced driver-assistance system

DEI: Diversity, equity, and inclusion
or Disability Equality Index

HBCU: Historically Black college or university

AI: Artificial intelligence
AISES: American Indian Scienceand Engineering Society

DRC: Democratic Republic of the CongoE

ANSI: American National Standards Institute

ECOC: Ethics and Compliance Oversight Committee

APB: Annual Performance Bonus

EEO: Equal Employment Opportunity

ASIC: Application-specific integrated circuit

EHS: Environmental, health, and safety

AV: Autonomous vehicle

EPA: Environmental Protection Agency

C

EPEAT: Electronic Product Environmental
Assessment Tool

CAHRA: Conflict-affected and high-risk area

HR: Human Resources
HRIA: Human rights impact assessment

I
ICT: Information and communications technology
IDAN: Intel Disability and Accessibility Network
IDM: Integrated device manufacturer
IFS: Intel Foundry Services
I/O: Input/output
IP: Intellectual property

CEC: California Energy Commission

EPIC: Excellence, Partnership, Inclusion,and Continuous Improvement

CEI: Corporate Equality Index

ERG: Employee Resource Group

IRTI: Intel RISE Technology Initiative

CEO: Chief Executive Officer

EPRM: European Partnership for Responsible Minerals

ISO: International Organization for Standardization

CGN Committee: Corporate Governanceand Nominating Committee

EPS: Earnings per share

iTSCi: International Tin Supply Chain Initiative

CO: Carbon monoxide
CO2: Carbon dioxide
CO2e: Carbon dioxide equivalent

ESG: Environmental, social, and governance

IPAC: Intel Political Action Committee

L

F

LEED: Leadership in Energy and Environmental Design

FPGA: Field-programmable gate array

LGBT+: Lesbian, gay, bisexual, andtransgender/transsexual +CPO: Chief People Officer

G

CPU: Central processing unit

GDP: Gross domestic product

CRT: Cobalt Response Template

GHG: Greenhouse gas

C-SCRM: Cyber supply chain risk management

GPP: Green Power Partnership

CTD: Cumulative trauma disorder

GPU: Graphics processing unit
GRI: Global Reporting Initiative

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Appendix

M

P

SDA: Sectoral decarbonization approach

MaaS: Mobility-as-a-Service

PFC: Perfluorocarbon

SDL: Security Development Lifecycle

MGM: Million Girls Moonshot

PLT: Pandemic Leadership Team

SEC: US Securities and Exchange Commission

MRC: Management Review Committee

PM: Particulate matter

SoC: System-on-a-Chip

N

PPA: Public-Private Alliance for Responsible
Minerals Trade

SPARC: Supplier Program to Accelerate Responsibility
and Commitment

PRTI: Pandemic Responsible Technology Initiative

SRC: Supplier Report Card

R

STEAM: Science, technology, engineering,arts, and mathNGO: Non-governmental organization
NIC: Network interface controller
NIST: National Institute of Standards and Technology
NOV: Notice of violation
NOx: Nitrogen oxides
NSF: National Science Foundation
NUC: Next Unit of Computing

R&D: Research and development
RBI: Responsible Business Alliance
REACH: European Union’s Registration, Evaluation,
Authorization, and Restriction of Chemicals
RISE: Responsible, inclusive, sustainable, and enabling

STEM: Science, technology, engineering, and mathT
TCFD: Task Force on Climate-Related
Financial Disclosure

O

RLI: Responsible Labor InitiativeU

OALC: Out and Ally Leadership Council

RMAP: Responsible Minerals Assurance Process

URM: Underrepresented minority

OCP: Open Compute Project

RMI: Responsible Minerals Initiative

ODM: Original design manufacturer

RRA: Risk Readiness Assessment

US GAAP: US Generally Accepted
Accounting Principles

OECD: Organisation for Economic
Co-operation and Development

RSS: Responsibility-Sensitive Safety

OEM: Original equipment manufacturer
OSHA: Occupational Safety and Health Administration

RSU: Restricted stock unit

S
SAQ: Self-Assessment Questionnaire
SASB: Sustainability Accounting Standards Board
SBTI: Science-Based Targets Initiative

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2021-22 Corporate Responsibility Report

V
VAP: Validated Assessment Program
VOC: Volatile organic compound

W
WAI: Women in AI
WiSci: Women in Science

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