2022-23 Corporate
Responsibility ReportTable of Contents
3

Building a Diverse Technology Industry 

59

Letter From Our CPO

4

Supplier Diversity and Inclusion

60

A Year in Review

5

The US CHIPS and Science Act 

7

Making Technology Fully Inclusive andExpanding Digital Readiness

61

Our IDM 2.0 Strategy

8Intel’s ESG Framework

9Awards and Recognitions

10

Our Business

11

Company Profile12

Human Capital Competitive Advantage

19

Governance, Ethics, and Public Policy

23

Stakeholder Engagement

27

Respecting Human Rights

29

Supply Chain Responsibility

32

Letter From Our CEO

Responsible36
Responsible: Our Approach37

Employee Health, Safety, and Wellness

38

Protecting Human Rights in the Supply Chain

41

Responsible Minerals Sourcing

42

Responsible Mobility

44

Responsible AI

45

Revolutionizing Health and Safety
Through Technology

47

109

2022 Environmental, Health, andSafety Violations110

Top 100 Production and Service Suppliers

111

Sustainable64

Acronym Index

112

Sustainable: Our Approach

65

Forward-Looking Statement

115

Environmental Management

66

Climate and Energy

69

Product Energy Efficiency

74

Water Stewardship

76

Waste and Circular Economy Solutions

78

Sustainable Chemistry 

81Achieving Carbon-Neutral Computing83

Enabling87
Enabling: Our Approach 

88

Employees Changing the World

89Intel Foundation: Rising to the Future

91

Collaborating for Technology Impact

92

IRTI: Activating Tech as a Force for Good 

93Appendix94
About This Report

95

Independent Limited Assurance Statement

96

RISE Goals Progress

97

Inclusive48

Performance Data Summary

101

Inclusive: Our Approach

49

SASB and TCFD Framework Alignment

102

Inclusive Workforce

50

UN Sustainable Development Goals

105

Social Equity

58

Non-GAAP Financial Measures

1062022 Water Inventory by Location and Source 107

22022 Scope 1 and Scope 2 Greenhouse
Gas Inventory by Location

Table of Contents 2022-23 Corporate Responsibility Report

Our Commitment to Transparency
This report aims to provide a comprehensive summaryof our approach to corporate responsibility and our performance for calendar and fiscal 2022, unless otherwise
stated. This report has been prepared in accordancewith the Global Reporting Initiative (GRI) Standards.
Our GRI Content Index is provided on our Report
Builder website. We also use other recognized frameworks to inform the content of this report, including theUnited Nations (UN) Global Compact, UN Sustainable
Development Goals, the Task Force on Climate-Related
Financial Disclosures (TCFD), and the IFRS Foundation.1
In 2022, we continued to advance our integrated reporting
strategy to include environmental, social, and governanceinformation in our 2022 Annual Report on Form 10-K and2023 Proxy Statement, available on our Investor Relations
website. For additional information on Intel’s approach tocorporate responsibility, supporting documents and data,
past reports, and to customize a report with the sectionsof your choice, visit our Corporate Responsibility andReport Builder websites.
1

In 2022, the Value Reporting Foundation consolidated into
the IFRS Foundation. The SASB Standards also became aresource of the IFRS Foundation as of August 1, 2022, upon the
consolidation of the Value Reporting Foundation (which housed
the SASB Standards and the Integrated Reporting Framework)
into the IFRS Foundation.

Letter From Our CEO• We are also collaborating with the industry and academia
to identify, develop, and pilot alternative green chemistry
and abatement solutions, many of which do not exist today.
For example, we are working with the industry association
SEMI and the Semiconductor Research Corporation to set
up a sustainable semiconductor manufacturing programthat will strive to develop alternatives to these chemicals.
Additionally, we are increasing energy efficiency andlowering the total carbon footprint of our products andplatforms, which ultimately helps our customers achieve
their sustainability goals.
The past several years demonstrated how central technology
is to every aspect of human existence. Semiconductors
power the essential technologies in a world that is becoming
increasingly digital.
2022 was a challenging year for Intel. We continue to operate
in a tough market, while simultaneously pursuing our multiyeartransformation. To overcome these challenges, we remaincommitted to the highest ethical standards and use ourresources and ingenuity to solve the world’s greatest
challenges. Our dedication to environmental, social, andcorporate governance is key to our success as a business.
I was reminded of this with the recent passing of Intel’s
co-founder Gordon Moore, an icon whose legacy continues
to inspire us every day. Moore was an avid philanthropist andestablished our commitment to environmental sustainability
during a time when companies were not thinking about it theway they are today. This was a big part of his legacy and why
corporate responsibility and sustainability remain deeply
ingrained in Intel’s DNA.
Over the past year, we have had some incredible achievements
implementing sustainability as an industry initiative:• Driving our value chain toward sustainable computing –Achieving net-zero greenhouse gas emissions is one of
the most complicated challenges the technology industry
faces. In 2022, we pledged to reduce greenhouse gas
emissions in our operations and across our value chain.
We are focused on achieving 100% renewable electricity,
net-positive water, and zero waste to landfill by 2030. We
continue to develop a roadmap to drive reductions andultimately achieve net-zero greenhouse gas emissions
across our global operations by 2040.

3

Introduction 2022-23 Corporate Responsibility Report• Investing in renewable electricity – We work with local utility
providers to develop new contracting mechanisms thatfacilitate the construction of renewable electricity projects
near many of our sites worldwide. In addition, our on-sitealternative and renewable electricity installations have grownexponentially over the last decade—we now have more than
110 across our campuses. I am proud to share that at the endof 2022, our global renewable electricity usage is 93%, up
from 80% in 2021. We are focused on finding credible andscalable opportunities to reach 100% globally by 2030.
• Launching our most sustainable data center processors
ever – New generations of Intel products are designed todeliver higher performance using less energy. The 4th Gen
Intel® Xeon® Scalable processors feature built-in accelerators to help drive power efficiency and performance.
Accelerators are a more efficient way to achieve higher
workload performance, rather than growing the CPU core
count. This gives customers an advantage in data center
performance, efficiency, security, and new capabilities for
artificial intelligence (AI), the cloud, the network and edge,
and the world’s most powerful supercomputers. We’refocused on improving operational usage with features likemore energy-efficient designs, AI telemetry, and lower
carbon platforms.
In 2022, we also saw the historic passage of the US CHIPS
and Science Act. This was a victory for the semiconductor
industry as well as American technological leadership andinnovation; it will boost American semiconductor research,development, and production, ensuring US leadership intechnology that forms the foundation of everything fromhousehold appliances to defense systems. Public-private
1

A comparison of spending under Intel’s supplier diversity program
was updated May 17, 2023.

partnerships are key to generating the large, long-term investments needed to develop critical technologies of the future.
We’re committed to deepening our collaborations to build on
our current successes. Together, we can further drive tech asa force for good—ensuring the scale of our work with others
to create a more responsible, inclusive, and sustainable world,
enabled through technology and the expertise and passionof our employees. For example, this past year we also:• Achieved $2 billion in spending with diverse suppliers – Weachieved our first RISE goal eight years ahead of schedule—
reaching $2.2 billion in annual spending with diverse suppliers.
This represents nearly 15 times the annual total when our
supplier diversity program launched in 2015 and double
our 2019 results.1• Expanded digital readiness – In 2020, we made a commitment
to collaborate with governments in 30 countries and 30,000
institutions worldwide to empower more than 30 million
people with AI skills by 2030. Currently, we’ve expandedIntel® Digital Readiness Programs globally by collaboratingwith 27 country governments, enabling 23,000 institutions,and training more than 4 million people.
• Reinforced a commitment to responsible AI – This year, weshared details of our responsible AI strategy, which aims toenable Intel to leverage its place in the AI value chain, drive
meaningful progress, and scale efforts broadly. As part ofour responsible AI work, we announced the development of
FakeCatcher, a technology that can detect fake videos with a
96% accuracy rate. Intel’s deepfake detection platform is theworld’s first real-time deepfake detector that returns resultsin milliseconds.
We are all part of a globally interconnected evolution. As wecontinue to transform human progress, we must continue tocreate world-changing technology that improves the life of every
person on the planet. Intel remains fully committed to executing
our strategy to deliver leadership products anchored on open andsecure platforms, powered by at-scale manufacturing, and supercharged by our people. Our company and our people will continue
to have a profound influence driving business and society forward
by creating radical innovation that revolutionizes the way we live.

Pat Gelsinger, Chief Executive Officer, Intel Corporation

Letter From Our CPO
Intel’s RISE framework is our integrated, “One Intel” ESG
strategy, which we continue to integrate into our operations,
supply chain, industry, and beyond. We also work to enable
our customers to meet their environmental and corporate
responsibility commitments through our technology andthe expertise of our employees.
Our RISE goals focus on fully harnessing the power oftechnology to solve increasingly complex and interconnected
global challenges. We continue to collaborate with thetechnology industry and other stakeholders. In 2022 wemade progress on several industry-wide programs:• Continuing our work with the Alliance for Global
Inclusion – In April 2021, we launched the Alliance for
Global Inclusion, a coalition of technology and adjacentIntel’s long-standing commitment to corporate responsibility
industry peers focused on driving collective impact in fourand sustainability—built on a strong foundation of transparency,
key areas: leadership representation, inclusive language,
governance, and ethics—is deeply integrated throughout all
inclusive product development, and improving STEM
aspects of our business. As Chief People Officer, I lead our intereadiness in underrepresented communities. In the second
grated approach to environment, social, and governance (ESG),
year, the member companies confirmed two additional
which we believe creates value for Intel and our stakeholders bycommitments from the CEOs and ratified the fifth level ofhelping us mitigate risks, reduce costs, build brand value, andthe traditional DEI maturity model: collective impact. Every
identify new market opportunities.
company can use its internal data and benchmark resultswith the Alliance’s Global Inclusion Index, understandOur strategy starts with our people. As such, we havewhere they are in the Alliance’s Maturity Model, andfocused on our human capital strategy to help us continue
establish goals to accelerate results.
to attract and retain the world’s best talent across every
function while balancing the needs of the business groups.
Our key technical and functional leaders are positioned todeliver on our IDM 2.0 transformation. We remain focused on
optimizing our workforce in line with our business objectives
and the long-term growth and leadership of the company in thesemiconductor industry.
Leadership and I acknowledge the incredible sacrifice our
employees make through the company’s ongoing right-sizing
exercise. These measures were put in place to reduce theimpact of the current macroeconomic environment on our
long-term business and are expected to be temporary
in nature. We remain focused on our IDM 2.0 strategy andgoals, investments in our employees, and Intel’s leadershipin corporate responsibility that help us continue to be an
employer of choice. I know these decisions have beendifficult, and we remain committed to rewarding employees
who have helped us navigate these challenging times.
1• Supporting efforts to increase the diverse STEM talentpipeline – The Intel Scholars program aims to expand
access and opportunity and to increase the pipeline ofdiverse STEM talent by providing nearly $2 million annuallyto African American, Latinx, Native American, women,
and veteran STEM students through higher education
scholarships. In 2022, we awarded 194 students acrossthe US scholarships and welcomed them into our Intel
Scholars family. In addition to the financial award, every
scholar received a welcome box, access to Headspace,a screening call from an Intel sourcer, career-focusedtraining, Intel mentors, and more. We’re excited to see
many scholars joining Intel this summer for an internship!
Inside Intel, we have made meaningful progress on our RISE
goals, including new climate commitments and achievements
within our water, diversity and inclusion, and supply chain
responsibility efforts:

A comparison of spending under Intel’s supplier diversity program was updated May 17, 2023.

4

Introduction 2022-23 Corporate Responsibility Report• Strengthening our supply chain resiliency – In 2022, weachieved $2.2 billion annual spending with diverse suppliers. In addition, we met two milestones to spend $800 million annually with minority-owned suppliers globally by theend of 2023, including $250 million with US Black-owned
suppliers, and we are on track to meet a third milestone tospend $500 million annually with women-owned suppliers
outside the US by the end of 2025.1• Reducing energy use and driving cost efficiencies –Cumulatively we conserved approximately 970 million kWhof electricity from the 2020 baseline through the end of2022, toward our 4 billion kWh 2030 goal. Cumulativesavings through 2022 totaled approximately $70 million.
In addition to conserving energy, we purchase renewable electricity and operate on-site alternative electricity
projects that provide power directly to Intel buildings. We
continued our 100% renewable electricity commitment
for our US, Europe, Israel, and Malaysia operations andachieved 93% globally as of the end of 2022. Our absolute
Scope 1 and 2 greenhouse gas (GHG) emissions decreased
4% from our 2019 baseline.
• Serving as an inclusive tech talent destination – We
continue to support the development and progression of all
our talent. The representation of Intel US employees who
identify as having one or more disabilities increased by over
1%, from nearly 4% in 2021 to almost 5% in 2022. While thepercentage of Intel employees who identify as veteransdropped slightly from approximately 7.2% in 2021 to 7.1%
in 2022, in absolute numbers, veterans increased by morethan 190 individuals. Our global representation of technicalwomen increased from just over 24% in 2021 to more than
24.5% in 2022.
We see the growing acknowledgment of the importance of
ESG and our historic and ongoing leadership as an opportunity
to fulfill our purpose to create world-changing technology that
improves the life of every person on the planet. We are proud ofwhat we’ve achieved over our long history of action in corporate responsibility and for what’s to come.

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

A Year in Review
In May 2020, we laid out our 2030 RISE strategy and goals. Since then we have made considerable progress on
those goals and adopted a new 2040 net-zero Scope 1 and 2 greenhouse gas emissions goal. Below are somehighlights from 2022 and early 2023:

Creating a Next-Generation
European Chip Ecosystem

Launching Our Most Sustainable
Data Center Processors EverIn March 2022, we announced the first phase of
our plans to invest as much as €80 billion in theEuropean Union over the next decade. Included in thatplan is €17 billion for a leading-edge semiconductor fab
mega-site in Germany, a new R&D hub in France, andadditional projects in Ireland, Italy, Poland, and Spain.
Read more.

In January 2023, we launched the 4th Gen Intel®
Xeon® Scalable processors (also known as Sapphire
Rapids), delivering for customers a leap in data center
performance, efficiency, and security, as well as new
capabilities for AI, the cloud, the network and edge,
and the world’s most powerful supercomputers.
The new processors are designed to deliver the right
performance at the right power for optimal overall
total cost of ownership, helping customers to make
optimal use of CPU resources and achieve theirsustainability goals.

Celebrating the Arrival of the “Silicon Heartland”
In September 2022, US President Joe Biden, Ohio
Governor Mike DeWine, and other federal, state, andlocal officials joined Intel to celebrate the company’s
groundbreaking on two of the world’s most advanced
chipmaking facilities. As part of our commitment todevelop a skilled pipeline for the two new fabs in Licking
County, Ohio, we also announced the first phase offunding for our Ohio Semiconductor Education andResearch Program. During this first phase, Intel isproviding $17.7 million for eight proposals fromleading institutions and collaborators in Ohio todevelop semiconductor-focused education andworkforce programs.

A Victory for the Semiconductor Industry
The US CHIPS and Science Act, signed into law inAugust 2022, provides $52.7 billion for American
semiconductor research, development, manufacturing,
and workforce development. The investment in domestic
semiconductor manufacturing will help address disruptions in the US economy, military, and society as a whole.
Read more.

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Introduction 2022-23 Corporate Responsibility Report

Leading Supply Chain Responsibility and Impact
As a result of our efforts to protect human rights in theworkplace, our suppliers have returned more than $26
million in fees to their workers since 2014. We believe adiverse supply chain supports greater innovation andvalue for our business. To that end, we are proud thatin 2022 we achieved $2.2 billion in annual spending
with diverse-owned suppliers. In addition, in 2022,
Intel ranked number 2 out of 60 public Information andCommunications Technology firms in KnowTheChain’s
annual benchmarking of corporate efforts to addressforced and bonded labor risks in their supply chains.

Progressing Toward a Net Positive Water Goal

Building a More Inclusive Workforce

In 2022, we conserved approximately 9.6 billion gallons
of water internally and through community collaborations,and enabled restoration of 3.0 billion gallons throughinvestments in watershed restoration projects. These
achievements advanced us toward our goal of net
positive water use. During 2022, we maintained net
positive water in two countries: the US and India.

We continued our focus on career development andprogression of our talent. The representation of
US Intel employees who identify as having one ormore disabilities increased by approximately 1%, fromalmost 4% in 2021 to nearly 5% in 2022, and while thepercentage of Intel employees who identify as veteransdecreased slightly, the absolute number of veteransincreased by more than 190 individuals. In addition, ourglobal representation of technical women increased
from just over 24% in 2021 to nearly 25% in 2022.

Advancing Responsible Mobility
and Automotive Safety
In October 2022, Mobileye began trading on the
Nasdaq Stock Exchange under the ticker “MBLY” inconnection with its initial public offering by Intel(Mobileye’s parent company). Building on Mobileye’s
track record of innovation and success as an Intel
company, we believe the IPO better unlocks the valueof Mobileye for stockholders. Intel led an IEEE working
group to develop an open, transparent, and technologyneutral formal model for automated vehicle safety. The
output of this working group, known as IEEE 2846:
Assumptions in Safety-Related Models for AutomatedDriving Systems, was the first international standard
that provides guidance on what constitutes expectedbehavior of automated driving systems. In recognitionof its novelty and impact to the industry, IEEE 2846
received the 2022 IEEE Standard Association Emerging
Technology Award. IEEE 2846 complements Mobileye’s
RSS model for automated vehicles and represents animportant milestone on the path to increasing safety on
our roads through the wide-scale deployment of automated driving technology.

6

Introduction 2022-23 Corporate Responsibility Report

Responding to Humanitarian Crises
When humanitarian crises or natural disasters strike,the Intel Foundation may offer matches to employees’
donations to support affected communities. In 2022,
12 relief campaigns raised nearly $2.66 million in
donations and matches to aid recovery across eight
countries affected by wildfires, floods, winter storms,
tornadoes, earthquakes, hurricanes, and more. Morerecently, the Foundation launched an employee
donation campaign in response to the humanitariancrisis in Ukraine. Together, the Foundation and Intel
employees have raised over $2 million to support
Ukraine aid efforts.

Contributing Close to 1,010,000
Employee and Retiree Volunteer Hours
Intel’s RISE goals include delivering 1 million volunteer
hours every year to improve local communities, including
an increase in skills-based volunteerism.
During the pandemic, we fell short of our 1 million hoursper-year goal for two years. We’re proud that we hit
the 2022 goal with over 1 million employee and retiree
volunteer hours globally in support of schools andnonprofit organizations in our communities.

The US CHIPS and Science Act“We are thrilled to see funding for the CHIPS Act
enacted into law. Intel is committed to restoring
end-to-end leadership, innovation, and manufacturing
here in the US. We are doing our part and the federal
government has now done their part. Thanks to
President Biden, Secretary Raimondo, bipartisan
leaders in Congress, and everybody involvedin supporting the semiconductor industry.”—Pat Gelsinger, Intel CEO

On August 9, 2022, US President Joe Biden signed
into law the US CHIPS and Science Act, what we
consider the most significant industrial policy
legislation since World War II. This is a victory not
only for the semiconductor industry, but also for
American technological leadership and innovation.
The CHIPS and Science Act provides $52.7 billion
for American semiconductor research, development,
manufacturing, and workforce development. It also
provides a 25% investment tax credit for capital
expenses for manufacturing of semiconductors
and related equipment.

Addressing an Urgent Need
COVID-19 taught us that chip shortages can sideline
entire segments of the economy. Without investment indomestic semiconductor manufacturing capacity, theUS economy, military, and society as a whole will remain
vulnerable to disruption.

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Introduction 2022-23 Corporate Responsibility Report

Despite the growing importance of semiconductor
technology to the US economy and technologicalleadership, America’s share of domestically produced
semiconductors declined from approximately 37% to
12% since 1990, driven by substantial incentives offeredby countries in East Asia that created a 30-50% costdisadvantage to manufacturing chips in the US.
We believe the only way for the US to address growing
economic and national security risks is to increase
domestic semiconductor manufacturing capacity andcapability. Incentives in the US also level the playing
field for American companies, who compete withforeign-based companies heavily subsidized by theirown governments. Government incentives for domestic
semiconductor industries in the US are essential togrow local economies, strengthen national security
and supply chains, and cultivate the skills required torenew the engineering and innovation ecosystem.

Just the Beginning
For Intel, passage of the CHIPS and Science Act is justthe beginning of the journey. Intel also intends to support
the efforts of the US Department of Commerce andother leaders as they determine how to move as quickly
as possible to address the urgent need to drive semiconductor leadership back to the US. We look forward to
moving forward on implementation together and helping
these investments in US innovation and leadership deliver
great returns for our stakeholders and US taxpayers.

At his State of the Union Address in March 2022, US
President Joe Biden recognized Intel CEO Pat Gelsinger,
who was in attendance. Urging the US Congress to pass the
CHIPS and Science Act, Biden said it is crucial to invest
money in technologies and American manufacturing,and cited Intel’s plans to invest $20 billion to build a new
semiconductor manufacturing campus in Ohio.
Watch the video.

Our IDM 2.0 Strategy
Intel has been an integrated device manufacturer(IDM)—a company that both designs and builds its own
semiconductor chips—since the company's founding in
1968. In 2021, Intel CEO Pat Gelsinger introduced IDM
2.0, a major evolution of that strategy to enable Intel toregain unquestioned technology leadership, manufacturing scale, and long-term growth. IDM 2.0 combines
three capabilities:
Internal factory network. Our global, internal factory
network has been foundational to our success, enablingproduct optimization, improved economics, and supply
resilience. We intend to remain a leading developer ofprocess technology and a major manufacturer of semiconductors and to continue to build the majority of our
products in our factories.
Strategic use of foundry capacity. We expect to expand
our use of third-party foundry manufacturing capacity,which will provide us with increased flexibility and scale
to optimize our product roadmaps for cost, performance,schedule, and supply. Our use of foundry capacity will
include manufacturing for a range of modular tiles on
advanced process technologies.
System foundry. We are building a world-class foundrybusiness to meet the growing long-term global demand
for semiconductors. We plan to differentiate our foundry
offerings from those of others through a combinationof leading-edge packaging and process technology,
committed capacity in the US and Europe available forcustomers globally, and a world-class IP portfolio thatwill include x86 cores, as well as other ecosystem IP.
The system foundry involves engaging with customers at multiple levels, from basic wafer manufacturing
to helping define and implement their desired systemarchitecture. We intend to build our customers' silicon
designs and deliver full end-to-end customizable products built with our advanced packaging technology.

8

Introduction 2022-23 Corporate Responsibility Report

In September 2022,
we celebrated ourgroundbreaking of two of
the world’s most advanced
chipmaking facilities, inLicking County, Ohio.

To help accelerate our IDM 2.0 strategy, we are investingin manufacturing capacity around the world. We brokeground on two new leading-edge chip factories in Ohio,
initially announcing plans to invest more than $20.0
billion to establish the first advanced semiconductor
campus in the “Silicon Heartland.” We also announced
our plans to invest up to €80.0 billion in the European
Union over the next decade across the semiconductor
value chain—from R&D to manufacturing to state-ofthe-art packaging technologies. These include a plan toinvest up to an initial €17.0 billion to build a leading-edge
semiconductor fab mega-site in Germany; to create a
new R&D and design hub in France; and to invest in R&D,
manufacturing, and foundry services in Ireland, Italy,
Poland, and Spain.
We also introduced our IDM 2.0 Acceleration Office
to transition our operations to an internal foundrymodel that is designed to deliver consistent processes,
systems, and guardrails among our business units, anddesign and manufacturing teams, which we expect willallow us to improve structural efficiencies by driving
accountability and costs back to decision makers
within the company.

We also look to acquisitions to supplement andstrengthen our capital. In Q1 2022, we entered into a
definitive agreement to acquire Tower Semiconductor
Ltd. (Tower) in a cash-for-stock transaction. Tower is aleading foundry for analog semiconductor solutions. The
acquisition is expected to advance our IDM 2.0 strategy
by accelerating our global end-to-end foundry business.
We continue to work to close the transaction in 2023,
subject to certain regulatory approvals and customary
closing conditions.
In addition, to create further financial flexibility while
we accelerate our strategy, we announced the Semiconductor Co-Investment Program (SCIP), which introduces
a new funding model to the capital-intensive semiconductor industry. As part of this program, we closed a definitive
agreement with Brookfield Asset Management (Brookfield), creating an equity partnership whereby we andBrookfield own 51% and 49%, respectively, of the newly
formed entity, Arizona Fab LLC (Arizona Fab). We expect
Arizona Fab will invest up to $30.0 billion in expanded
manufacturing infrastructure at our Ocotillo campus in
Chandler, Arizona.

Intel’s ESG Framework
One of our top priorities in 2022 was to further enhance
our governance structure so that Intel’s environmental,social, and governance (ESG) efforts are integrated
throughout our business.

We review our ESG strategy annually with the Intel Boardof Directors Corporate Governance and Nominating
Committee, which provides oversight for our corporate
responsibility initiatives. Our ESG Executive Steering
Committee, established in 2022, is chaired by our Chief
People Officer. Management groups oversee the functional
areas (corporate responsibility, operational sustainability,
supply chain, and sustainable product) of our ESG
strategy. The visual to the right shows our current
governance structure.

Corporate Responsibility and Our
RISE Strategy and Goals
We continue to raise the bar for ourselves and leverage
our leadership position in the global technology
ecosystem to make greater strides in corporate
responsibility and apply technology to address socialand environmental challenges. Through our unified“One Intel” ESG framework, RISE, we aim to create amore responsible, inclusive, and sustainable world,
enabled by our technology and the expertise andpassion of our employees.
In addition to our 2030 RISE goals established in 2020,
in April 2022 we announced our commitment to achieve
net-zero greenhouse gas (GHG) emissions across ourglobal operations (known as Scope 1 and 2) by 2040,
reduce supply chain GHG emissions 30% by 2030 fromwhat they would be in the absence of investment andaction, and to increase the energy efficiency and lower
the carbon footprint of our products and platforms.

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Introduction 2022-23 Corporate Responsibility Report

Our RISE strategy also increases the scale and global
impact of our work through new collaborations withour customers and a broad range of 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 knowthat acting alone, Intel cannot achieve the broad,societal impact to which we aspire.

For details of our progress against our RISE goals, see“RISE Goals Progress” in the Appendix of this report.

Awards and Recognitions
Third-party ratings and rankings give us valuable feedback on our programs and practices, and help drive
continuous improvement over time. Below is a selection of the corporate responsibility-related awards
and recognitions that Intel received in 2022 unless otherwise indicated.
• 3BL Media. 100 Best Corporate Citizens• JUST Capital. JUST 100• AISES. Top 50 Workplaces for ndigenous STEM
Professionals• KnowTheChain. Ranked #4, Information& Communications Technology• American Association of People with Disabilities
and Disability:IN. Disability Equality Index• LATINA Style 50. Top 50 Best Companies for Latinas
to Work in the US• As You Sow. Clean200• Minority Engineer. Top 50 Employers• Barron’s. #2 Most Sustainable Company (2023)• MSCI. World ESG Leaders Index2• Bloomberg. Bloomberg Gender-Equality Index• National Business Inclusion Consortium.
Best-of-the-Best Corporations for Inclusion• CDP. ”A-” Water Security Rating, “B” Climate Change
Rating, “A-” Supplier Engagement Rating• Center for Political Accountability. CPA-Zicklin Index
of Corporate Political Disclosure and Accountability –Trendsetter Company• Newsweek. America’s Most Responsible Companies,
America’s Greatest Workplaces for Women (2023)• Religious Freedom & Business Foundation. Corporate
Religious Equity, Diversity and Inclusion Index• Dow Jones Sustainability Index. North America Index• RepTrak. 2022 Global RepTrak 100• Ethisphere Institute. World’s Most Ethical Companies• US Environmental Protection Agency. #3 Ranking
on Green Power Partnership National Top 100• FTSE Group. FTSE4Good Index1• Gartner. Supply Chain Top 25• 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 QualityScore• 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 –Readers’ Choice1 TSE Russell (the trading name of FTSE International Limited and Frank Russell Company) confirms that Intel Corporation has beenF
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 ofcompanies demonstrating strong environmental, social, and governance (ESG) practices. The FTSE4Good indices are used by a wide variety
of market participants to create and assess responsible investment funds and other products2 he inclusion of Intel Corporation in any MSCI Index, and the use of MSCI logos, trademarks, service marks or index names herein, do notTconstitute a sponsorship, endorsement, or promotion of Intel Corporation by MSCI or any of its affiliates. The MSCI Indexes are the exclusive
property of MSCI. MSCI and the MSCI Index names and logos are trademarks or service marks of MSCI or its affiliates.

10

Introduction 2022-23 Corporate Responsibility ReportOur BusinessIntel is at the forefront of developing new semiconductor technologies, products, and solutions asbuilding blocks for an increasingly smart and connected world across a broad spectrum of markets.
Our people build our technology, unlock new business opportunities, and work with our businessassociates and customers to create global impact. As the guardians of Moore’s Law, a law of
economics put forth by our co-founder Gordon Moore more than 50 years ago, we continuously
innovate to advance the design and manufacturing of semiconductors to help address ourcustomers’ greatest challenges.

This year’s highlights
4th Gen Intel® Xeon® processors
We launched the 4th Gen Intel® Xeon® Scalable processors (also known as Sapphire Rapids),
Intel’s most sustainable data center processors. The new processors deliver customers a leap indata center performance, efficiency, security, and new capabilities for AI, the cloud, the networkand edge, and the world’s most powerful supercomputers.

The CHIPS and Science ActIntel CEO Pat Gelsinger was on hand to celebrate US President Joe Biden’s signing of the
US CHIPS and Science Act, a victory for the semiconductor industry as well as American
technological leadership and innovation. The CHIPS act will boost American semiconductor
research, development, and production, helping to establish US leadership in technology that
forms the foundation of everything from household appliances to automobiles to defense systems.

Manufacturing Expansion
We broke ground on two new leading-edge chip factories in Ohio, and also unveiled plans for an€80 billion decade-long investment in the European Union. Included are plans to invest up to
an initial €17.0 billion to build a leading-edge semiconductor fab mega-site in Germany; to create
a new R&D and design hub in France; and to invest in R&D, manufacturing, and foundry services
in Ireland, Italy, Poland, and Spain.

11

Our Business 2022-23 Corporate Responsibility ReportCompany Profile
The entire world is becoming more digital as technology
is increasingly central to every aspect of human existence.
As we look ahead to the next decade, we expect to see
continued movement to digital for everything—the way
we work, learn, connect, develop, and operate. Semiconductors are the underlying technology powering thedigitization of everything, and this is being accelerated
by five superpowers: ubiquitous compute, pervasive
connectivity, cloud-to-edge infrastructure, AI, andsensing. Together these superpowers combine toamplify, and reinforce each other, and will exponentially
increase the world’s need for computing by packing
even more processing capability onto ever-smaller
microchips. We intend to lead the industry by harnessingthese superpowers for our customers’ growth andour own.
Our 2022 revenue was $63.1 billion, down $16 billion, or20%, from 2021. Our Client Computing Group revenue
decreased 23%, our Data Center and AI Group revenue
decreased 15%, and our Network and Edge segment
revenue increased 11%. 2022 results were impacted
by an uncertain macroeconomic environment—with

slowing consumer demand, persistent inflation, andhigher interest rates—that we believe impacts ourtarget markets and creates a high level of uncertainty
with our customers.
During 2022, we announced the implementation of costcutting measures, including a slower pace of hiring andrestructuring actions, designed to reduce operating
expenditures and manage the business toward ourlong-term financial strategy. We also reorganized ourbusiness units in a way that is designed to accelerate
the execution and innovation of our company by allowing
us to capture growth in both large traditional markets
and high-growth emerging markets, while providing
increased transparency, focus, and accountability.
Our IDM 2.0 strategy, announced in 2021, combines
our internal factory network, strategic use of external
foundries, and system foundry. We believe our IDM 2.0
strategy enables us to deliver leading process technology and products to meet growing long-term demandusing internal and external capacity, while leveraging ourcore strengths to provide foundry services to others andproviding superior capacity, supply resilience, and an

We are anindustry leader
and a catalyst for technology innovationand products that revolutionize the way
we live. We are committed to harnessing
the breadth and scale of our reach to havea positive effect on business, society, andthe planet.

Our purpose is to create world-changing
technology that improves the life of every
person on the planet.

advantageous cost structure. Though we aggressively
adjusted capital investments in 2022 to respond tochanging business conditions, we still made significant
investments in support of our IDM 2.0 strategy during
the year.
Delivering on our strategy and growth ambitions requires
attracting, developing, and retaining top talent fromacross the world. Our people build our technology,
unlock new business opportunities, and work with ourcollaborators and customers to create global impact. We
are committed to creating an inclusive workplace where
the world’s best engineers and technologists can fulfill
their dreams and create technology that improves thelife of every person on the planet.
The sections of this Company Profile derived from our 2022 Annual
Report on Form 10-K speak as of January 26, 2023, unless anotherdate is indicated, are truncated and summary in nature, and do not
reproduce exactly or in full the disclosures from that report. For a full
discussion of our business, financial results, and the topics discussed
in this Company Profile, review our 2022 Annual Report on Form 10-K.
Beginning with our first quarter 2022 results, we reported under six
business units for 2022, following an update to segment reporting thataligns with our organizational structure and business strategy. Moreinformation regarding this reporting structure, including recasts of ourhistorical financial statements for the past three years, are available
through our filings with the Securities and Exchange Commission.

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Our Business 2022-23 Corporate Responsibility Report

How We Organize Our Business% Intel Revenue

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

Data Center and AI Group. Includes a broad
portfolio of central processing units (CPUs),
domain-specific accelerators, and fieldprogrammable gate arrays (FPGAs) designed toempower data center and hyperscale solutions
for diverse computing needs.
Network and Edge Group. Includes
programmable platforms and high-performanceconnectivity and compute solutions designed
for market segments such as cloud networking,telecommunications networks, on-premises
edge, software, and platforms.

Mobileye. Includes the development anddeployment of advanced driver-assistancesystems (ADAS) and automated driving
technologies and solutions.

Accelerated Computing Systems
and Graphics Group (AXG1). Includes CPUsfor high-performance computing (HPC) andgraphics processing units (GPUs) targeted
for a range of workloads and platforms fromgaming and content creation to HPC andartificial intelligence (AI) in the data center.

Intel Foundry Services (IFS). Provides
differentiated full stack solutions, including
wafer fabrication, packaging, chiplet
standard, and software.

1

Beginning in 2023, AXG will be integrated into CCG/DCAIand no longer reported.

For more information, refer to the 2022 Intel Annual Report on
Form 10-K.

13

Our Business 2022-23 Corporate Responsibility Report

Our Customers

Our Competitors

We sell our products primarily to original equipment
manufacturers (OEMs), original design manufacturers(ODMs), and cloud service providers. ODMs provide
design and manufacturing services to branded andunbranded private-label resellers. In addition, ourcustomers include other manufacturers and service
providers, such as industrial and communicationequipment manufacturers and other cloud service
providers who buy our products through distributor,
reseller, retail, and OEM channels throughout theworld. Our worldwide reseller sales channel consistsof thousands of indirect customers—systems builders
that purchase Intel® processors and other products
from our distributors. For additional information, referto the 2022 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 2022 Intel Annual Report on
Form 10-K.

Our Products
Our product offerings provide end-to-end solutions,scaling from edge computing2 to 5G networks, thecloud, and the emerging fields of AI and autonomous
driving. Products, such as our gaming CPUs, may besold directly to end customers, or they may be further
integrated by our customers into end products suchas notebooks and storage servers. Combining some ofthese products—for example, integrating FPGAs withIntel® Xeon® processors in a data center solution—
enables incremental synergistic value and performance.

End-to-End Product Portfolio
Our diverse product line includes CPU and chipset, asystem on a chip (SoC), or a multichip package basedon Intel® architecture that processes data and controls
other devices in a system. The primary CPU products
in CCG are our Intel® Core™ processors, which include
designs specifically for notebook and desktop applications. The primary CPU product in DCAI is our Intel Xeon
processor, which includes solutions for data centercompute, networking, and the intelligent edge. The
primary offerings of NEX include Intel Xeon, Intel Core,and Intel Atom® processor products.
2

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

End-to-End Product Portfolio

In 2022, we launched new products, such as the 12th
Gen Intel Core HX processors—the final products in ourAlder Lake family, which utilize desktop-caliber silicon ina mobile package to deliver high levels of performancefor professional workflows. 2022 launches also included
Raptor Lake, our 13th Gen Intel Core processor family,
which scales from thin and light laptops to enthusiast
desktop and notebook platforms; and the first of our 4th
Gen Intel Xeon Scalable processors (Sapphire Rapids),
which enables built-in AI acceleration, cryptographic
acceleration, and advanced security capabilities.
We also added to our graphics offerings with theintroduction of our Intel® Arc™ A-series GPUs, also
known as Alchemist and Ponte Vecchio. The Intel
Arc A-Series GPU is designed to enable premium

14

Our Business 2022-23 Corporate Responsibility Reportgaming, creating, and streaming experiences on
consumer high-performance desktop and laptop
systems, and Ponte Vecchio, our flagship data center
GPU, is designed to take on the most demanding AI
and high-performance computing workloads.
For more information about our products, read our2022 Intel Annual Report on Form 10-K.

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 to be 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 and Expanding Digital Readiness” in
the Inclusive section of this report. We recognize that
innovation, growth, and the success of our business andour industry depend on individuals’ trust in their use oftechnology and in the responsible, protected collection
and processing of their data. We also do not tolerate our
products being used to violate human rights. For moredetail, see “Respecting Human Rights” later in thissection of the report.

Cybersecurity and Product Security
We strive to design, manufacture, and sell the world’s
most secure technology products, and we are frequently
innovating and enhancing security capabilities for our
products. System trust is rooted in security—if hardware
isn’t secure, then a system cannot be secure. At Intel, ourgoal is to build the most secure hardware on the planet,from world-class CPUs to XPUs and related technology,
enabled by software. As with previous reports, the 2022
Intel Product Security Report demonstrates our Security
First Pledge and our regular efforts to proactively seekout and mitigate security issues.
We prioritize security in two ways: in the way we work,through our culture and practices aimed at deliveringhigh performance and protections in everything webuild; and in what we work on, through our relentless
pursuit of security-driven innovations that help ourcustomers tackle today’s toughest challenges.
Security Technologies Strategy. 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 indepth. 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), our practices
apply security and privacy principles at six phases,from planning through release and post-deployment.
SDL covers Intel® hardware, firmware, and software
products. In release and post-deployment, an essential
part of our product support is ongoing security research

15

Our Business 2022-23 Corporate Responsibility Reportand mitigations. Our Bug Bounty Program incentivizes
security researchers to report vulnerabilities in Intel
products. We reward researchers with bonus multipliers
for findings 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 affectedorganizations to develop and release mitigations. Wealign on disclosure to minimize potential threats while
we work to address the vulnerability.
Security Research. Continued improvement is madethrough investments in offensive research on the securityof our products. We have a dedicated team of experts
who conduct ongoing research and test products
internally. This work is scaled through practices that
include red teaming and hackathons. We use what welearn to improve our products and practices, and wecollaborate with world-class industry peers, global
security researchers, and academic institutions
to advance security research across the industry. For
more information, visit Product Security at Intel orread the 2022 Intel Product Security Report.

Securing Intel’s Supply Chain
Our sourcing and manufacturing practices arebuilt on decades of experience designed to alignto 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 integrationof 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 designed
to align to standard industry information security
management frameworks, including ISO 27001
and NIST 800-30. Additionally, we monitor the
cybersecurity posture of our suppliers through athird-party security ratings platform and have a
dedicated third-party cyber incident response team.
We are also committed to advancing evolving supply
chain security standards and policies by working
with governments, organizations, and industries.
Visit our Sourcing and Manufacturing Security site
to learn more.

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 our strategy in a
way that seeks to reflect our corporate values, help our customers
succeed, and create value for our stakeholders. Each of our six formsof capital, summarized below, plays a critical role in our long-termvalue creation. For more detail, see the 2022 Intel Annual Report on
Form 10-K.
Financial Capital. We take a disciplined approach to our financial
capital allocation strategy, which continues to focus on building
stockholder value and is driven by our priority to invest in thebusiness and capacity and our capital needs. Our first allocation
priority is to invest in R&D and capital spending to capitalizeon the opportunity presented by the world's demand for semiconductors. Our allocation strategy also includes returning excess
cash to stockholders. We achieve this through our dividend policy
and when permissible, stock repurchases. In addition, our capital
allocation strategy includes opportunistic investment in andacquisition of companies that complement our strategic objectives.
As we invest in our IDM 2.0 strategy and implement our next
phase of capacity expansions and the acceleration of our process
technology roadmap, our allocation priorities have shifted moreheavily toward investing in the business and away from stock
repurchases. We expect our future stock repurchases to continue
to be significantly below our levels from 2021 and recent preceding
years due to our current curtailment of this program. During 2022,
we paid $6.0 billion in dividends. We have paid a cash dividend ineach of the past 121 quarters. For additional 2022 financial
information, see the 2022 Intel Annual Report on Form 10-K.

Our Capital
We deploy various forms of capital to execute our strategy in a way that seeks to reflect our corporate
values, help our customers succeed, and create value for our stakeholders.
CapitalStrategy

Value

Financial

Leverage financial capital to invest in ourselves anddrive our strategy, provide returns to stockholders,and supplement and strengthen our capabilities
through acquisitions.

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 andcapabilities.

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

Manufacturing

Build manufacturing capacity efficiently tomeet the growing long-term global demand forsemiconductors, aligned with our IDM 2.0 strategy.

Our geographically balanced manufacturing scopeand scale enable us to provide our customers with abroad range of leading-edge products.

Human

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 andmanufacturing capital critical to helping ourcustomers 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.

Natural

Strive to reduce our environmental footprint
through efficient and responsible use of natural
resources and materials used to create our
products.

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

Revenue

Gross Margin

GAAP $B
Non-GAAP $B$79.0

Diluted EPS

GAAP
Non-GAAP

GAAP $B
Non-GAAP $B

$74.7
$63.1

58.1%
55.4%

47.3%
42.6%

$5.30
$4.86

$1.94

2021
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Our Business 2022-23 Corporate Responsibility Report

2022

2021

2022

2021

$1.84

2022

The preparation of consolidated
financial statements is in conformity
with US Generally Accepted
Accounting Principles (GAAP).
We have included key metrics that we
use to measure our business, some ofwhich are non-GAAP measures. See“Non-GAAP Financial Measures” in the
Appendix for a reconciliation of nonGAAP net revenue, non-GAAP grossmargin percentage, and non-GAAPEPS to comparable GAAP measures.

Intellectual Capital. R&D investment is critical toenable us to deliver on our accelerated process
technology roadmap, introduce leading products, anddevelop new businesses and capabilities. Our objectivewith each new generation of products is to improve user
experiences and value through advances in performance,
power, cost, connectivity, security, form factor, and otherfeatures. We also focus on reducing our design complexity,
reusing IP, and increasing ecosystem collaboration
to improve our efficiency. We seek to protect our R&D
efforts through our IP rights and may augment R&D
initiatives by acquiring or investing in companies, 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#8 in patents granted for 2022 by the US Patents andTrademark Office, our eighth straight year in the top 10.3
For additional information regarding our IP rights, see
the 2022 Intel Annual Report on Form 10-K.
Manufacturing Capital. Our IDM 2.0 strategy aims toallow us to deliver leadership products using internal andexternal capacity while leveraging our core strengths toprovide foundry services to others. IDM 2.0 combines
three capabilities. First, we expect to continue to build
most of our products in Intel fabs. Second, we expect
to expand our use of third-party foundry capacity to
manufacture a range of modular tiles on advanced process technologies. Third, we are building a world-classfoundry business with IFS, which we expect will combine

Intel Capital, our global investment organization, invests
in companies shaping the future of cloud, devices,
frontier, and silicon—the four domains that feed into
the future of compute. Learn more.
3

Source: IFI CLAIMS Patent Services, as of January 10, 2023.

17

Our Business 2022-23 Corporate Responsibility Report

As of the end of 2022, we had nine manufacturing sites—five wafer fabrication and four assembly and test facilities. The map above shows thesefactory sites and the countries where we had a significant R&D and/or sales presence. We are expanding manufacturing capacity across multiple
sites, including Arizona, Ireland, Israel, and Oregon, as well as investing to equip our New Mexico and Malaysia sites for advanced packaging. In
2022, we broke ground on our new site in Ohio and officially added Germany to our roadmap.

leading-edge packaging and process technology,
committed capacity in the US and Europe, and a worldclass IP portfolio that will include x86 cores, as well asother ecosystem IP.
Our work to advance the design and manufacturingof semiconductors enables new products with higher
performance while balancing power efficiency, cost,and size. In 2022, our factories performed well in ahighly dynamic environment, where we adapted to
rapid demand shifts and industry component shortages
affecting us and our customers. We continue to work
across our supply chain to minimize disruptions, improve
productivity, and increase overall capacity and output tomeet customer expectations.
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 priority is to enable product and process leadership,industry-leading total cost of ownership, and on-timeand uninterrupted supply for our customers. We supplement our own manufacturing capacity through our useof third-party foundries.
Our manufacturing facilities are primarily used forsilicon wafer manufacturing, assembling, and testingof our platform products. We operate in a network of
manufacturing facilities integrated as though they
were one factory to provide the most flexible supply
capacity. Our new process technologies are transferredfrom a central development fab to each manufacturing
facility. After transfer, the network of factories and thedevelopment fab collaborate to continue driving
operational improvements.

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 across the world. We continue to see significant competition for talent throughout the semiconductor
industry. Though we slowed the pace of hiring in thesecond half of 2022 in line with macroeconomic
forecasts, financial performance, and cost-cutting
measures, and took actions to rebalance our workforce,the investments we are making to accelerate our process technology require continued and focused efforts
to attract and retain talent—especially technical talent.
We invest significant resources to develop the talentneeded to remain at the forefront of innovation andmake Intel an employer of choice. We offer extensive
training programs and provide rotational assignment
opportunities and are working to update our jobarchitecture to help employees create custom learning
curricula for building skills and owning their careers.
We seek to create an inclusive workplace where theworld’s best engineers and technologists can fulfill their
dreams and create technology that improves the life of
every person on the planet. We invest in our highly skilledworkforce of nearly 132,000 by creating practices,
programs, and benefits that support the evolving worldof work and our employees’ needs.
Social and Relationship Capital. We strive to engage
in 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.

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Our Business 2022-23 Corporate Responsibility Report

As part of our IDM 2.0 strategy, we are investing to boost production to meet the surging demand for advanced semiconductors. Our planned
state-of-the-art semiconductor mega-fab sites (shown in artist’s renderings) in Licking County, Ohio (left) and Magdeburg, Germany (right)
will be powered by 100% renewable electricity.

We provide high-skill, high-paying jobs around theworld, many of which are manufacturing and R&D jobs
located in our own domestic and international factories.
As we expand operations in Arizona, Oregon, Ohio, andEurope, we are building a pipeline of qualified workers
through our talent strategy and the many investments
we are making in education. We also benefit economies
through our R&D ecosystem spending, sourcing activities,
employee spending, and tax payments. In addition, we
make sizable capital investments and provide leadershipin public-private collaborations to spur economic growthand innovation.
Our Intel RISE Technology Initiative provides an
expanded channel to build deeper relationships with ourcustomers and partners aligned with our corporate purpose and work to create shared value through our RISE
strategy. Specifically, we are funding projects in areas
such as using technology to improve health and safety,

making technology more inclusive while expanding
digital readiness, and carbon-neutral computing tohelp address climate change.
For more information on our social and relationshipcapital, see “Stakeholder Engagement” and “Supply
Chain Responsibility” later in this section.
Natural Capital. Driving to the lowest possible environmental footprint as we grow helps us create efficiencies,
support our communities, and respond to the needs ofour stakeholders. We invest in sustainability projects andset company-wide environmental targets to drive reductions in greenhouse gas emissions, energy and water use,
and waste generation. We build energy efficiency into
our products to help our customers lower their own
emissions, energy usage, and costs, and we collaborate
with policymakers and other stakeholders to use technology to address environmental challenges. For more
information, see the Sustainable section of this report.

Human Capital Competitive Advantage
Our people are at the heart of our transformation
journey—building our technology, unlocking new
business opportunities, and working with our stakeholders and customers to create world-changing technology
to improve the lives of every person on the planet. We
invest significant resources in our effort to build adiverse, inclusive, and safe work environment and to
attract, develop, and retain world-class talent. Our
workforce is highly skilled, with approximately 88.9%
serving in technical roles.
Over the past two years, we have worked to build astrong foundation for repeatable, sustainable talent
investment that supports our efforts to have the righttalent to deliver on our IDM 2.0 transformation strategy.
Our human capital philosophy includes three pillars webelieve are needed to position our talent strategy as acompetitive advantage:• Create a winning culture: We have reignited Intel’s
results-driven, performance culture.

• Hire and retain the best talent: We have introduced
the future of work with a flexible, hybrid-first approachthat differentiates Intel from competition.
• Develop our talent to full potential: We have updated
roles and careers to better enable movement and help
top talent work on the highest priorities.
We believe that an inclusive culture is important for
attracting, retaining, and progressing top talent, andare working to provide a work environment where
employees from all backgrounds are valued, challenged,
and rewarded. Detailed information on our diversity
and inclusion initiatives is available on our Diversity
and Inclusion website and in the Inclusive section ofthis report.

Create a Winning Culture
Leaders play a critical role in our transformation. To
inspire and equip executives to lead employees, Intel’s
top 650 senior leaders participated in an immersive
in-person experience alongside CEO Pat Gelsinger toalign on Intel’s business strategy and reflect on criticalshifts required to drive results and fearless innovation
throughout the organization.
We continue to evolve our systems and businessprocesses to build a culture of execution excellence,
including end- to-end objectives and key results
goal setting, performance ratings, and reinforcing
differentiation to drive a “One Intel” performance culture.

As of December 31, 2022, we had almost 132,000 employees
worldwide in more than 50 countries and territories ( excluding
Mobileye employees). A list of sites with more than 50 employees is
included on the Report Builder website.

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Our Business 2022-23 Corporate Responsibility Report

The Intel Values inspire us and are key to delivering on
our purpose. We continue to drive toward innovationand execution, making data-driven decisions quickly
and setting disciplined goals to drive business results.
All employees are responsible for upholding thesevalues, the Intel Code of Conduct, and the Intel Global
Human Rights Principles, which form the foundation of
our policies and practices and ethical business culture.

Intel Values
Customer first. We listen, learn, and anticipate ourcustomers’ 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; wedisagree and commit. We assume responsibility to deliver
long-term stakeholder value.
One Intel. We commit to team success, doing what’s bestfor Intel. We recognize, respect, and build trust with eachother. We value and grow passionate, 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 toeach other and our communities.
Quality. We are disciplined to deliver products and services
that our customers and stakeholders 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.

Communication and Employee Engagement

Hire and Retain the Best Talent

Our success is supported by employees understanding
how their work contributes to the company’s overall
strategy. We continue to use a variety of channels tofacilitate open and direct communication, including
online forums, open forums with executives, employee
experience surveys, and engagement through nearly
40 Employee Resource Groups. The annual Employee
Experience Survey invites our entire employee population to provide feedback on Intel culture, leadership,career opportunities, and engagement. We also havean Employee Inclusion Survey to help us understandhow different employee populations experience
inclusion at Intel. In addition, employees can provide
direct feedback to their managers and leaders throughthe annual Manager Development Feedback survey,
and individual business groups conduct their own
surveys to gather employee input and assess progress.
For example, our Ethics Program Office surveys
employees on the state of ethics at the company,
and our Corporate Services organization measuressatisfaction with workplace design, cafeterias, andother on-site employee services.

Compensation and Benefits

Recognition and Appreciation
We believe in celebrating the accomplishmentsof our employees through everyday thank yous,
such as recognition e-cards, shout-outs in team andorganizational meetings, e-mails, and more. In 2022,
these also included formal recognition programs withcash or stock awards. Formal programs include theIntel 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.

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Our Business 2022-23 Corporate Responsibility Report

We structure pay, benefits, and services to meet thevarying needs of our employees. Our 2022 bonus
programs linked employees’ compensation directly
to Intel’s financial and operational performance goals:
Quarterly Profit Bonus: A cash profit-sharing bonus
paid to all employees four times per year based onIntel’s profitability.
Annual Performance Bonus: Cash awards based onIntel’s achievement of financial and operational goals,
as well as employees’ individual performance. Since
2008, we have included criteria related to corporate
responsibility metrics such as diversity and inclusionand sustainability performance. For more details, see“Governance, Ethics, and Public Policy” later in thissection of the report.

extensive health benefits include medical, dental,
and vision insurance plans, sick leave, and a 365/24/7
global Employee Assistance Program for employees
and their families. Our US retirement plan options
include a 401(k) retirement match by Intel and wesponsor market-based retirement programs in all othercountries in which we operate. Our leave benefits include
paid family leave to care for a seriously ill family member,
extended bereavement leave, expanded bonding leaveand parental reintegration support, and additional
short-term disability coverage.

Employee Experience
Survey Highlights
92%

My organization supports andencourages employees’ safety,
physical health, and well-being.

88%Intel provides me with opportunities
for learning and development.

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.

85%

My work gives me a feelingof personal accomplishment.

Beyond market-competitive pay, broad-based stock
grants, and bonuses, our total rewards package includes
comprehensive healthcare and retirement benefits,
paid time off and family leave, parent reintegration,
fertility assistance, flexible work schedules, sabbaticals,
and on-site services. For many years, we have also
provided programs dedicated to supporting the
education of Intel employees’ children, including
tutoring, college coaching, and scholarships. Our

93%

I am treated with dignity
and respect at work.

89%

My job is challenging
and interesting.

Stock Equity Plans: In 2022, we granted equity inthe form of restricted stock units (RSUs) to morethan 98% of global employees. In addition, throughour Employee Stock Purchase Plan, eligible employees
can purchase stock through payroll deductions at 85%
of fair market value.

Responses from the 2022 Employee Experience Survey.

Wellness time was made available again in 2022 andcontinues to be available in 2023. We encourage
employees to take advantage of this time to stepaway from work and intentionally schedule time todo something that helps them refresh and recharge.
Employees also have access to a suite of mental wellness
resources at no cost. This includes talking with mental
health professionals, programs, tools, and learning
opportunities that can support employees’ journey ofmental wellness, with global and site-specific options.
Employees can engage through an app, view a class,hear from an expert, or take advantage of other mental
health resources. For more details, see “Employee
Health, Safety, and Wellness” later in the Responsible
section of the report.
We continue to implement our flexible work schedule
as part of our existing total rewards package. Our “hybridfirst” approach remains in place and we continue toprovide employees with the support needed for both
remote and on-site work to drive best outputs.
Learn more about our comprehensive benefits, including
details of benefits offered by country.
2023 Austerity Measures
In January 2023, Intel implemented austerity
measures related to Intel’s compensation, benefits,
and recognition programs. These actions are expected
to be temporary and are intended to help preserve
the overall investments needed to accelerate ourcompany transformation and the people needed to
execute it. The leadership team is working to manage
the business within financial guidelines and restoring
compensation programs.

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Our Business 2022-23 Corporate Responsibility Report

During these times of austerity, we encourage andsupport non-monetary recognition for peer-to-peer,
manager-to-employee, and group awards. Recognition
has tremendous value and there are many different ways
to provide recognition in a company as large and diverse
as Intel. As we address austerity measures with thecurrent recognition program suspensions, we also
intend to take the opportunity to seek feedback andreimagine the future of recognition at Intel.

Develop Our Talent to Full Potential
Our employees can 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.
We continue to provide our virtual learning platforms
to deliver technical, innovation, and collaboration skills
training and programs for employees, while maintaining
our on-the-job development opportunities throughrotation or temporary assignment programs. In addition,
our US sabbatical program remains a growth opportunity
platform through job coverage assignments that enable
employees to work in different Intel organizations or learn
new skills on short-term projects without transferring
positions, thereby helping them gain new experiences,build valuable skills, expand their networks, and growtheir careers.
We continue to work to make compliance training more
efficient and impactful while meeting corporate benchmark and legal and ethics requirements of compliancetraining per employee per year.

Intern Program
Despite the current macroeconomic headwinds, wehave maintained our intern program as part of ourcontinuing goal of building a solid talent pipeline. We
plan to continue to increase our intern hire reach tosupport our IDM 2.0 strategy. Our internships covera wide spectrum of Intel’s business.

Undesired Global Turnover

The current macroeconomic headwinds continue to drive attritionin the labor market. We will continue to adapt, while critical actions
and programs designed to enable us to hire and retain talent—
especially technical talent—are maintained and intensified. In
2022, our undesired turnover rate was approximately 5.6%, the sameas in 2021. These figures include all regular Intel employees who
voluntarily left Intel, but do not include Intel contract employees,
interns, or employees who separated from Intel due to divestiture,
retirement, voluntary separation packages, death, job elimination,or redeployment.

Engaging Employees in Our RISE Strategy
Intel and the Intel Foundation continue to invest in
programs that create opportunities for employees
around the world to help advance Intel’s corporate
purpose and our corporate responsibility goals. Intel’sleadership in corporate responsibility and sustainability
remains a driving force as we navigate and address
current macroeconomic headwinds.
We continue to build on the momentum of the RISE
Employee Engagement Champion Network, throughwhich employees support select RISE programs anddeliverables. This includes skills-based volunteering for
initiatives such as the AI for Youth Program, in addition
to employees taking actions on their own to support
other ESG and corporate responsibility goals.
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.

Intel’s success depends upon attracting and retaining theremarkable people that differentiate our business and drive toimprove the life of every person on the planet. Maintaining astrong culture and positive employee relations is paramountas we grow and transform Intel to win with IDM 2.0. Ourleadership team offers the expertise, resources, and structure
required to bring Intel through this challenging environment
and into the future successfully.
—Christy Pambianchi, Executive Vice President
and Chief People Officer

Learn. Cross-functional teams host virtual learning
sessions around sustainability, diversity and inclusion,technology, and other topics, sharing insights, brainstorming, lessons learned, and more with employees
across the company.
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 corresponding goals, including a
Technology Impact Steering Committee aimed atdeepening engagement with business units and productteams. In addition, individual teams and business units
have created customized plans to leverage their unique
skills and expertise in support of our goals.

22

Our Business 2022-23 Corporate Responsibility ReportGovernance, Ethics, and Public Policy
Embedding Corporate Responsibility
We believe that 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 are responsible
for managing corporate responsibility and sustainability activities
across the organization. Our global Corporate Responsibility
Office acts as an internal adviser to drive strategic alignment andincorporate external stakeholder input into decisions and processes.
Many Intel business groups have established teams dedicated tocorporate responsibility issues. Read more about the oversightand management of each area of corporate responsibility ineach section of this report and on the Report Builder website.
We have developed corporate guidelines and policies that take
into account the concept of shared value and frameworks such as
the UN Global Compact, International Labour Standards, OECD
Guidelines for Multinational Enterprises, and the UN Sustainable
Development Goals.

Linking Compensation to Corporate Responsibility Factors
Since 2008, we have linked a portion of our executive and employeecompensation to corporate responsibility factors in our Annual
Performance Bonus. In 2022, we included ESG metrics alignedwith our culture transformation and RISE goals, including
diversity and inclusion, employee experience, climate change,
and water stewardship.

In 2023, we set out new metrics in these same areas. For more detail,see our 2023 Proxy Statement and the Sustainable and Inclusive
sections of this report.

Integrated Investor OutreachOur integrated outreach team, led by our Investor Relations group,
Corporate Responsibility Office, Human Resources, and Corporate
Strategy Office—and including representatives from other businessgroups—met in fall 2022 to discuss a wide range of issues, including
ESG topics, with investors representing approximately 49% of ouroutstanding shares. We believe that our approach to engaging
openly and year-round with our investors regarding ESG issues
drives increased corporate accountability, improves decision
making, and ultimately creates long-term value. The feedback we
receive through our investor outreach activities is communicatedto Intel’s Board of Directors and relevant committees throughout
the year.
In response to investor feedback, we further integrated ESG
information into our 2022 Annual Report on Form 10-K, 2023
Proxy Statement, and Investor Relations website; we expandeddisclosure on culture, human capital management, and climate
risk; the Board increased its focus on additional risk areas suchas macroeconomics, political events, natural disasters, publichealth crises, and business specifics such as human capital risks.
We further aligned our disclosure with external reporting frameworks such as the Sustainability Accounting Standards Board,
Task Force on Climate-related Financial Disclosures, and otherreporting frameworks.

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 Policy
Intel Product Content

Integrated Value Framework

Declaration for REACH

Risk Management

Operations

Brand

Revenue

License to Operate andGovernance

Cost Savings and Continuous
Improvements

Reputation and Goodwill

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

We believe embedding corporate responsibility and sustainability into our business and decision making creates value for Intel in four main ways: It helps us reduce risk andprotect our license to operate, improve the efficiency and effectiveness of our operations, protect and build brand value, and drive revenue growth through innovation andidentification of market opportunities.

23Intel Guidelines
and Policies on
Strategic Corporate
Responsibility
Issues:Our Business 2022-23 Corporate Responsibility ReportIntel Quality Policy
Intel’s Support of the UN
Sustainable Development Goals
Access documents at
intel.com/responsibility.

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 performanceand disclosure. In 2022, this included review of theannual Corporate Responsibility Report and updates
on issues including environmental sustainability,
climate risk, human capital, human rights, politicalaccountability, and investor outreach and feedback.
A number of directors have expertise on key ESG
issues and as part of every Board search, our Board iscommitted to actively seeking women and minority
candidates, as well as candidates with diverse backgrounds, experiences, and skills—see “Board Diversity
and Refreshment” on page 35 of our 2023 Proxy
Statement for details. Since 2018, Intel has been amember 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

24

Our Business 2022-23 Corporate Responsibility Reportprograms and recommendations to determine
the sufficiency of risk identification, the balance ofpotential risk to potential reward, and appropriate
ways to control risk.
A full description of the Board’s responsibilities,
skills, experience, director biographies, compensation
practices, commitment to diversity, and oversightof risk management are available in our 2023
Proxy Statement.

Ethics and Compliance
Each year, our CEO communicates with our employees
and managers about the importance of ethics andlegal compliance, including regular reminders on ourstrong commitment to 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 our policies encourage employees to raise questions
and concerns 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 Intel Code of Conduct
In 2022, we published an updated Intel Code of Conduct
along with a description of the primary changes to theCode. The Code affirms the principles intended to guidethe behavior of employees, subsidiaries, and membersof our Board of Directors regarding their Intel-related
activities, as well as independent contractors, consultants,
suppliers, and others who do business with Intel. Throughthe Code, which is available in 12 languages, we seek topromote honest and ethical conduct, deter wrongdoing,
and support compliance with applicable laws and regulations. We also communicate our ethical expectations,
including compliance with our Code principles and policies,
to our suppliers and third parties.
Employees are expected to complete annual online
training, through which they also certify adherence to theCode. Intel executives also receive instructor-led training.
In addition, a targeted employee 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 2022, approximately 98% of
our employees completed ethics and legal compliancetraining (Code of Conduct training, anti-corruption andantitrust awareness) and over 96% received training on
information security and privacy awareness (includingIntel employees and contract workers). In addition,
approximately 93% of assigned employees completed
harassment avoidance training (including regional
harassment courses), and over 97% completed Safety
Always training.

The Board and senior management receive periodic
reports of statistics related to misconduct, as well as
details about key investigations. Our Ethics and Compliance Business Champions encourage employees tostay current with their ethics and compliance training,
review verified investigations quarterly with businessgroup leaders, and raise employee awareness regarding
how to report concerns. In 2022, the largest categories
of verified cases involved falsification of documents,
conflicts of interest, and compliance items. Consistentconcerns are to be addressed through senior management discussions, employee communications, process
and controls improvements, and individual corrective
action measures, where appropriate.

In 2023, for the 13th year,
Ethisphere Institute named Intelto its annual list of the World’s
Most Ethical Companies.

Digital Climate Alliance
Together with other technology companies, we continued our commitment to the Digital Climate Allianceto advance discussions with policymakers on the value
and opportunity of the information and communications
technology (ICT) “handprint,” or the ways in which
technology can be applied to help reduce climate impact.
Our homes, cars, buildings are all being integrated with“smart” devices that allow them to be connected to theinternet, cloud computers, and AI. The Digital Climate
Alliance sees an opportunity to integrate climate policy
with interconnected data and digital tools.

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Our Business 2022-23 Corporate Responsibility Report

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

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 2022, we published statements on our
Public Policy blog covering a range of issues important toour business and industry, including US federal investmentin the domestic semiconductor manufacturing industry;
preparing the tech workforce of the future; benefits andrisks of quantum computing; rebalancing semiconductor
supply chains; and more.
To advance our social equity goals, in 2022, we delivered$1 million in grants to six historically Black colleges oruniversities (HBCUs). We also renewed our $250,000
investment in Georgia Tech’s Center for Engineering
Education and Diversity program and we continued
our collaborations with Arizona State, HBCU.vc,
Advancing Minorities’ Interest in Engineering (AMIE),
and the Inclusive Engineering Consortium (IEC) tohelp support diverse students in engineering andentrepreneurship. In 2023, we are revamping ourMinority Serving Institute initiatives to align with Intel’s
IDM 2.0 strategy, beginning with a new call for proposals
in the first quarter.

Intel’s global social equity principles guide our workwith governments and organizations to build a more
equitable world and advance legislation to combat
systemic inequities impacting employees andcommunities globally. Included are regulation andpolicies in the areas of economic, education, digital,
health, justice, environmental, and civic equity. We
also advocate for initiatives that expand access totechnology, including broadband.
We engage with trade associations to help us work
collaboratively with other companies and groups toaddress 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.
• 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 diligencerequirements with existing international frameworks.
For more information, see “Climate and Energy,““Social Equity,” and “Responsible Minerals Sourcing.”

The Intel Political Accountability Guidelines outline ourapproach to making political contributions, including
senior management and Board-level review processes
and our goal of transparency. Decisions on politicalcontributions, whether from the Intel Political Action
Committee (IPAC) or corporate funds, consider Intel’sbusiness 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 membershipdues on our Report Builder website.
2022 Contributions
Contribution Type

AmountCorporate contributions, including stateand local candidates, campaigns, andballot propositions$191,150

Intel Political Action Committee
contributions$1,184,800

Policy on Anti-Corruption
Intel seeks to conduct its business with integrity and toadhere 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 includes governance mechanisms designed tosupport adherence to our Policy on Anti-Corruption by
our employees and supply chain, and to provide for easy
reporting of concerns.

26

Our Business 2022-23 Corporate Responsibility ReportIntel was named a “Trendsetter”
company in the 2022 CPA-Zicklin
Index of Corporate Political
Disclosure and Accountability.
Direct Corporate Contributions. Intel makes
relatively few direct political contributions using
corporate funds, and has a policy of not making
independent political expenditures or funding
electioneering communications.
Intel Political Action Committee. Our goal is to notcontribute corporate funds to IPAC other than foradministrative purposes. All employee participation
in IPAC is voluntary. IPAC’s approach targets balanced
support of Democratic and Republican candidates
each cycle.
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. We also publish
updated lobbying expenditures on our external Report
Builder website annually.

We regularly evaluate our political spending for effectiveness and alignment as part of our contributions
process. Decisions are to be made based on statesand districts with a significant Intel presence andleadership on committees of jurisdiction on importantIntel priorities. In response to stakeholder feedback,
we have further enhanced our review process by adding
reviews of public statements to better assess alignment
with our values. Under our policies, if we identify somedegree of misalignment, we are to communicate directlywith contribution recipients. In cases of significant misalignment across our multiple key public policy issues,
we are to take action to realign future funding decisions.

Key Public Policy Issues
Automotive andTransportation
Customs and Trade
Facilitation
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.

Stakeholder Engagement
We value transparency, and through open and directcommunication, we work to foster and develop trusted
relationships with all stakeholders, including employees,
customers, suppliers, governments, NGOs, 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 to incorporate their input
into our thinking and planning.

• Customer data requests and survey data

In addition to face-to-face meetings, several online
channels provide us with valuable, ongoing input to our
performance and strategy. Our corporate responsibility
e-mail account enables stakeholders to share theirconcerns, 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. Additional
details on our stakeholder engagement practices andissues raised through the year are available on our
Report Builder website.

• Proactive outreach and dialogue with internal andexternal stakeholders with relevant expertise, via athird party

Materiality Assessment
We use a range of methods and inputs to identify
priority topics and emerging issues from ourstakeholders including:• Corporate social responsibility and social
media channels• ESG investor outreach meetings• Results of community advisory panels and surveys

27

Our Business 2022-23 Corporate Responsibility Report• Employee open forums and surveys• Meetings with governments, internationalorganizations, and NGOs
• Human rights impact assessment and ethics
and compliance processes• Research on existing and emerging legislation,
external standards, trends, and frameworks

Participating in an ongoing, two-way dialogue with
our stakeholders strengthens our understanding ofimportant ESG issues.
Additionally, Intel engages a third-party specialist to
conduct a comprehensive ESG materiality assessment
every two years. This assessment is designed to allow
us to identify and prioritize the ESG issues that are ofgreatest concern to our stakeholders and that impact
the success of our business. To do the assessment, we
review industry best practices and reports, externalreporting standards, and new and emerging ESG
legislation. We also engage multiple internal ESG
experts across the business and conduct external
outreach to gain additional external perspectives
from governments, NGOs, investors/stockholders,customers, and peer companies.

ESG Materiality Matrix
The output of this work is our corporate responsibility
materiality1 matrix, which plots material ESG issues
based on their current or potential relevance—from theIntel perspective (“x” axis) and degree of external stakeholder concern (“y” axis). Issues and themes in each cellare viewed as equivalent in priority for Intel and are listed
in alphabetical order. Issues and themes are assigned singly
as “Environmental,” “Social,” or “Economic/Governance”
based on how they have traditionally been understood.
We recognize that many ESG issues and themes are
multi-faceted and intersectional in nature and as such,in practice, do not fall neatly into one designation as
depicted here for ease of interpretation. It is important
to note that everything included within the materiality
matrix is of importance to Intel; the subjects and themes
listed in the matrix were prioritized from multiple topics
that were identified and reviewed during the process.
This work informs our ESG strategy and goals and is used
to help draw attention and resources to where they are
most needed.

1

“Materiality” used in this report refers to materiality within thecontext of our corporate responsibility program and priorities anddoes not refer to concepts of materiality used in securities or otherapplicable law.

28

Our Business 2022-23 Corporate Responsibility Report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, policies, andintegrated approach to respecting human rights, draw
upon internationally recognized labor and human rights
standards—including the UN Universal Declaration of
Human Rights, UN Guiding Principles on Businessand Human Rights (UDHR), ILO core conventions,OECD Guidelines for Multinational Enterprises,
and OECD Due Diligence Guidance for Responsible
Supply Chains of Minerals from Conflict-Affected
and High-Risk Areas—and apply to all employees andcontingent workers, including those in our subsidiaries.
We seek to maintain and improve our processes to avoid
causing or contributing to 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.

Human Rights Governance
We have established an integrated approach designed
to ensure respect for human rights is embedded acrossour business, including board-level oversight and the
involvement of senior-level Management Review Committees. The Human Rights program is managed by
the Corporate Responsibility Office and directed by across-Intel Human Rights Steering Committee, a global
team that develops and implements policies and actions
related to our human rights risks across our business.
Intel’s Ethics & Compliance Oversight Committee(ECOC), which is chartered by and reports to the Audit
Committee of the Board of Directors, is responsible
for maintaining the Intel Code of Conduct. The ECOC
includes senior representatives from across the company and is co-chaired by Intel's Chief Compliance Officer
and Director of Internal Audit. Each year, the ECOC
invites various Intel organizations to assess and reporton ethics and compliance in their respective businesses
or sites and reviews risk topics across the company.
The Intel Board of Directors‘ Corporate Governanceand Nominating (CGN) Committee has primary
responsibility for oversight of corporate responsibility
at Intel, including human rights issues. Management
provides formal updates to the CGN Committee at least
twice each year and at least annually to the full Board on
the company's corporate responsibility performanceand disclosure. Our annual Combating Modern Slavery
and Ensuring Transparent Supply Chains statement
is discussed with our Board and signed by one of ourdirectors. Our human rights program has been incorporated into the annual ethics and legal compliance review
process, which has resulted in increased visibility andawareness of human rights topics across the organization. Key learnings help to drive further improvements.
The Intel Code of Conduct directs employees toconsider both short-term and long-term impacts onhuman rights when making business decisions and toreport potential issues as soon as they are identified. We
also continue to offer a holistic human rights training
course for employees to help raise their awarenessabout Intel’s initiatives and ways they can act in theirroles to advance our human rights strategy. This
training is in addition to role-specific training that
employees with direct responsibility for supply chain
management, for example, receive with respect tomitigating human rights risks within our supply chain.
Throughout the year we meet with external stakeholders
and experts on human rights to continue to informand evolve our human rights policies and oversight processes. We are a signatory to the UN Global Compact,
a member of the Global Business Initiative on Human
Rights, and a participant in the Centre for Sport andHuman Rights and the Partnership on AI. In 2022, wediscussed human rights issues with our investors
and NGOs.

29

Our Business 2022-23 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.
The Intel Environmental, Health, and Safety Policy
guides us to “provide a safe and injury-free workplace”
through our core safety programs and injury-reduction
initiatives—not only for our employees, but also forcontractors working at our sites. In addition, our 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 and active member of the Responsible
Business Alliance (RBA), we have the same expectations for our suppliers as we have for ourselves. Overthe past decade, we have directly engaged with manyof our suppliers to verify compliance and build capacity
to support addressing risks of forced and bonded laborand other human rights issues. We also periodicallyengage with indirect suppliers through our programs.
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. Our efforts to combat forced and bonded
labor in our supply chain include prohibiting the holdingof worker passports and charging of workers fees toobtain employment. As a result of our efforts, since2014, suppliers in our global supply chain have returnedmore than $26 million in fees to their workers.
For more information, see “Supply Chain Responsibility”
later in this section.

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Our Business 2022-23 Corporate Responsibility Report

Potential Impacts on Rights Holders
UDHR Article #and Fundamental Human Rights

Operations

Supply Chain

End Users& Data Subjects

Community& Society

✓

✓

✓

✓

✓

✓

✓

✓

12 Right to privacy✓✓

19 Right to freedom of opinionand expression

✓

✓

✓

✓

2 Right to be free from discrimination
3 Right to life and security of person
4 Right to be free from slavery✓

8 Access to remedy✓

20 Right to freedom of peaceful assembly
and association✓

23 Right to decent work✓✓

24 Right to rest and leisure

✓

✓

✓

✓

25 Right to an adequate living standard
UN Right to a clean, healthy, and sustainable
environment (Resolution 76/300) and Right
to water and sanitation (Resolution 64/292)
UN Right to humanitarian and treatment
in armed conflict✓✓✓This Human Rights Saliency 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, RISE Strategy and Goals, and other corporate responsibility policies
for more information on Intel’s approach to various human rights and sustainability issues. For more detail, see our Salient Human Rights Risk
mapping on the Report Builder website.

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 bydesign and our Security Development Lifecycle (SDL)
processes define actions, deliverables, and checkpoints
aimed at integrating security and privacy protections
into our products and services. At Intel, our practice
is not to participate in any efforts to decrease security
in technology and to not design back doors for accessinto our products. The Intel Privacy Notice outlines ourgeneral approach to managing personal data. In addition,
we advocate for global policies and standards to protect
privacy and data security.
As the range of products and services we offer broadensand changes, we periodically evaluate potential concerns
about how technology products may be used to infringeon human rights. The challenges range from productmisuse and limits on freedom of expression, to health andsafety concerns that may arise from new technologies.
The Intel Global Human Rights Principles includes
language regarding our expectations on productresponsibility and human rights. We regularly improve
our processes for operationalizing this work. Most Intel
products are general-purpose computing products thatcan be incorporated into systems and applications andthat 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, our policy is that we do not support or tolerate
our products being used to violate human rights. When
we become aware of a concern that Intel products arebeing used by a business associate in connection with
impacts to human rights, we restrict or cease businesswith the third party until we have high confidence thatour products are not being used to violate human rights.

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Our Business 2022-23 Corporate Responsibility Report

In 2022, while certain product sales to third-party
entities met Intel’s high-confidence human rights
standards, we continued to restrict other product sales
based on the Intel Global Human Rights Principles.
We continue to leverage the UN Guiding Principles for
Business and Human Rights and due diligence standards
under the laws and regulations that apply to our businessin the US and globally. Additionally, we applied procedures and methods used in risk-based anti-corruption
compliance, as well as supply chain assessment, risk
mitigation, training, and remedy processes to implement
Intel’s product responsibility standard.

Human Rights Impact Assessments
Since 2016, we have regularly engaged with third parties
who specialize in human rights to conduct human rights
impact assessments (HRIAs), review our processes,
and validate our human rights risks across the enterprise.
The output of this work is Intel’s Human Rights Saliency
Matrix. HRIAs are part of our due diligence process tohelp identify potential impacts. They involve internalcross-functional stakeholders as well as external stakeholders from governments, NGOs, peer companies,
and investors. Our human rights risk analysis is publicly
available on our Report Builder site and widely communicated internally to provide visibility across relevant
employees and decision makers. To date, our HRIAs
have confirmed that, through our policies and practices,
we address our most salient human rights risks while
reaffirming our need to continue assessing emerging
risks to rightsholders in a dynamic global environment.
2023 Human Rights Priorities• Continue to review, assess, and strengthen theIntel Global Human Rights Principles, policies,
due diligence processes, product responsibility
governance, monitoring, and employee training
to make further improvements and leverage
best practices.

• Continue to engage in stakeholder and industry
dialogues regarding potential human rights issues
related to emerging technologies, for example:
advancing research efforts around manipulated
content detection and responsible generation ofsynthetic media in collaboration with associations
like the Coalition for Content Provenance andAuthenticity (C2PA), DeepTrust Alliance, andPartnership on AI; and AI funding and collaboration
on responsible AI with academic researchers andrelevant government programs of DARPA (e.g.,
Guaranteeing AI Robustness against Deception[GARD]) and NSF, in the areas of privacy, security,and trust for machine learning. For more information,
see “Responsible AI” in the Responsible section ofthis report.
• Continue to work to identify the highest priority
minerals and mitigate risks pertaining to the geopoliticallandscape, global regulations, and salient humanrights risks in our supply chain. For more details, see“Responsible Minerals Sourcing” in the Responsible
section of this report.
• Continue our work to combat forced and bonded laborthroughout our supply chain. We are committed to
improving and maintaining processes to avoid causing
or contributing to human rights violations related toour operations, supply chain, and products. For moredetails, see “Protecting Human Rights in the Supply
Chain” in the Responsible section.

Supply Chain Responsibility
We maintain due diligence procedures throughout our
supply chain as we work to reduce risk, improve productquality, achieve environmental and social goals, andimprove overall performance for Intel, our customers,
and our suppliers. To drive responsible and sustainable
practices, we have robust programs to educate andengage suppliers that support our manufacturing
operations. We collaborate with other companies andlead initiatives on key issues such as improving transparency around climate and water impacts in the global
electronics supply chain and, as part of our RISE strategy,
we are advancing industry collaboration on responsible
minerals sourcing. Through these efforts we help set
electronics industry-wide standards, develop robust
assessment and audit processes, and conduct training.

Our Approach to Supply Chain
Responsibility and Due Diligence
Approximately 9,000 first-tier1 suppliers in more than
85 countries, regions, and territories provide directmaterials 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.

We continue to collaborate extensively with supply
chain-related organizations—including the Responsible
Business Alliance (RBA) and its Mineral and Labor
Initiatives, the Semiconductor Industry Association,and SEMI—to help set electronics industry-widestandards, develop audit processes, conduct training,
address third-party anti-corruption issues, and more.
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 expected industry human rights,
health and safety, environmental, and ethical standards,
and is consistent with the Intel Global Human Rights
Principles, the Intel Statement on Combating Modern
Slavery, the International Labour Organization Core
Conventions, and the UN Guiding Principles on
Business and Human Rights. For more, read our
RBA Commitment Letter.
We also expect and help enable our suppliers todevelop their own corporate responsibility strategies,
policies, and processes; set goals and report on theirperformance; engage with audits; and work to mature
their own suppliers.
Our supplier development, monitoring, and enforcement
efforts are integrated across our commodity teams.
This integration helps to scale our coverage, support

1

32

Our Business 2022-23 Corporate Responsibility ReportFirst-tier (referred to as “tier 1” in previous reports) suppliers arecompanies from which Intel makes direct purchases. Among Intel’s
first-tier suppliers, we identify “critical” suppliers that we directly
engage through our capability-building programs. These suppliers
represent 68% of our spends. Beyond this, we engage periodicallywith lower tier suppliers through our programs on forced and bonded
labor, responsible minerals, and supplier diversity.

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.
Internal Assessments. Every year we complete the
RBA Self-Assessment Questionnaire (SAQ) and publish
the results on our corporate website. We follow the
RBA Validated Assessment Program (VAP) to conduct
audits of our finished goods factories. In 2022, we conducted an RBA closure VAP audit of our manufacturing
operations in Kulim, Malaysia, which verified ourcorrective actions had addressed the minor findings
from a 2021 audit. We conducted a full RBA initial VAP
audit of our manufacturing operations in Ho Chi Minh
City, Vietnam, and received a perfect score of 200/200
and the RBA’s Platinum recognition. In early 2023, we
also conducted an RBA audit of our manufacturing
operations in Costa Rica, earning full marks of 200/200.
An audit of our Penang, Malaysia operations is planned
for later this year.

Strengthening Supplier Capabilities
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 delivereda broad range of no-cost support options for selectsuppliers, including online resources, interactive training
sessions, and connection to external resources such as
the RBA and other NGO-led co-hosted training
and conferences.

Safety Programs. We set high safety training andperformance expectations during our contracting
process and orientation for new suppliers. Under our
process, we validate that suppliers have robust safety
management systems and employee safety training
programs in place, and evaluate supplier safety performance for compliance with the American National
Standards Institute (ANSI) standards, OSHA
regulations, and Intel’s minimum safety requirements.
In 2022, we collaborated with 68 suppliers to elevatetheir safety management systems to provide for safe
work practices at Intel sites. In addition, we worked withover 40 suppliers to close more than 130 occupational
health and safety audit findings and improve worker
conditions in their factories. We will continue to advanceoccupational health and safety systems with our
suppliers in 2023.
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.

Supplier Diversity and Inclusion
We achieved our RISE goal to double annual spending
with diverse suppliers2 eight years ahead of schedule.
We spent $2.2 billion with diverse suppliers in 2022. For
more details, see “Supplier Diversity and Inclusion” in
the Inclusive section of this report.

2

 e recognize diverse suppliers as businesses that are 51% ownedWand 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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Our Business 2022-23 Corporate Responsibility Report

Total Audits ConductedType of Audit

2017

2018

2019

2020

2021

2022

RBA VAP Audits

66

108

112

88

140

207

Intel RBA-Based Target Audits

52

54

42

38

17

63

Intel Quality Audits with Sustainability Element

52

59

53

–

–

–

Total Audits Conducted3

170

221

207

126

157

270

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 andmajor findings identified and findings verified as closed through closure audits, 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 lingering challenges due to COVID-19, in 2022, 270 audits were conducted across 136 suppliers. Audits that were plannedin 2022 but not executed due to COVID-19 restrictions or other reasons and still deemed necessary are included in our 2023 plan. Cumulatively, over
675 supplier sites had received audits by the end of 2022.
3

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

Advancing Supplier Leadership and Accountability
We have established several programs aimed atadvancing our supplier leadership and accountability,
as well as making the latest information available
through education 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, andcapability-building. We have increased the number ofsuppliers required to participate in SPARC over the pastnine years as we have broadened our scope to include
additional programs and to bring requirements into asingle framework. This increase represents suppliers
selected using our risk-based approach and those
providing critical materials and services to Intel. In
2023 we will continue to work with suppliers and provide
training and ongoing communication as we manage toexpectations and requirements and a broadened set of
focus areas, including growing environmental concerns,
regulations, and global initiatives.

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 are designed to cover more than 300 environmental,
safety, and human rights factors, and help us determine
a supplier’s risk profile. The audits, conducted by a mixof third parties and Intel personnel, follow the RBA
VAP and help us identify where immediate action isneeded and where longer term, corrective “targeted
action plans” should be put in place. In 2022, 46% of
the combined RBA audits were follow-up or closure
audits to verify whether the findings from a previous
audit had been addressed. We strive to audit 100% of
high-risk supplier sites within a two-year cycle. We haveinstituted a process of unannounced audits to follow up
on credible reports of non-compliance, but we did notneed to conduct any such audits in 2022.

Risk Assessment and Due DiligenceIntel’s processes are designed to regularly evaluate,
verify, and address risks in our supply chain, with theintention of protecting people and eliminating thoserisks. We start by setting clear expectations for
suppliers. These expectations are codified in Intel’s
Code of Conduct, supplier policies and expectations,and the RBA Code. We then undertake a set of due
diligence steps.
New Supplier Assessment: We work to begin assessments and due diligence during the supplier selection
process. Suppliers that want to do business with Intelare expected to complete a corporate social responsibility survey that includes questions designed to help us
identify potential risks. For suppliers that are selected,
contracts are put in place that require suppliers to strictly
comply with Intel policies and local laws and regulations
that are applicable. Additionally, we communicate our
expectations to suppliers regularly, reminding them of
their legal obligations to comply with Intel policies.
Self-Assessment: Critical and high-risk suppliers4 areto complete a questionnaire to determine a facility’s
potential gaps to the RBA Code. Self-assessments
are then evaluated for human rights, health and safety,
environmental, and ethical risks. Each facility is thenassigned a risk rating, which is to be used to determine
whether an audit or other engagement such as capacitybuilding is appropriate.

4“ Critical suppliers” represent a subset of all first-tier supplierswith which we have significant business relationships and spends.
“High/er risk suppliers” refers to any suppliers (first-tier as well as
lower-tier suppliers) deemed above average risk, based on dataand supplier performance.

5” Lower risk suppliers” refers to suppliers (first-tier and lower-tiersuppliers) deemed below average risk, based on data and supplierperformance.

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Our Business 2022-23 Corporate Responsibility Report

Audits: Higher risk suppliers must undergo either anon-site audit by qualified third-party auditors who use
the RBA VAP, or a qualified Intel auditor. The latter audits
are structured 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. The audit standard is the
RBA Code of Conduct, which has expectations in theareas of human rights, health and safety, environmental
ethics, and management systems. When auditors
uncover findings, our policies require suppliers to draftcomprehensive corrective action plans (CAPs) toaddress those findings, and we work closely with the
suppliers to document actions taken to remedy the findings. We then monitor their progress until the issues areresolved. Closure of the findings is typically verified witha closure audit. What we learn from audits helps inform
our supplier engagement, capability-building programs,
and future audit plans.
Targeted Action Plans: When a supplier does not makesufficient progress in addressing audit findings or has
particularly egregious issues, we seek to work with the
supplier to quickly develop and implement a strong CAP.
Supplier progress is to be reviewed quarterly until wehave verified that key issues have been closed, and thatprocesses have been put in place that are designed toprevent recurrence. If satisfactory progress is not made,we may take additional action, such as not awarding
new business (“conditional use” status) until issues areresolved or—when necessary—ending the supplier relationship. While complete closure of some issues can takeseveral years, we work to close egregious issues within
30 days. We help suppliers with targeted action plans
make progress in multiple ways. Our actions may include
conducting additional reviews, such as unannounced
audits, and increasing the frequency of contact between
Intel executives and supplier senior management. At
the end of 2022, we had two suppliers on action plans
to progress toward compliance.

Action Plan Status
Supplier

Area ofConcern(as of April 2023)

Kinetics Systems
Malaysia Sdn Bhd

Labor

On track

WalsinLabor

At risk

StatusAn “on-track” supplier has made significant progress to implement
the agreed-upon action plan. An “at-risk supplier” faces challenges toachieving progress and may be placed on conditional use status.

Training/Attestation: In 2022, as part of our progress
toward our RISE goals, we had more than 20 lower risk
suppliers complete training through the RBA eLearning
Academy. The curriculum instructed the suppliers on
human rights principles of the RBA Code of Conduct
and their obligation to abide by RBA Code 7.0.

Recognizing and Rewarding Performance
We seek to 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 have demonstrated outstanding,
distinguished, and valued performance. Visit our
supplier website after July 2023 to see a list of 2022
suppliers that received EPIC recognition.

Supplier Environmental Impact
We seek to work with our suppliers to decrease theirwaste generated, water usage, and greenhouse gas
emissions, and thereby reduce our own environmental
impact, lower supply chain risk, and decrease costs.
We may also work with our first-tier chemical and gas
suppliers on green chemistry initiatives. Our procurement teams work with our logistics and packaging
suppliers to help drive changes in the materials we use
to ship products.

Reducing Greenhouse Gas Emissions and Water Use
We are actively engaged with our suppliers to help
identify areas of improvement, including increasing
supplier focus on energy conservation and renewableenergy sourcing, increasing chemical and resource
efficiencies, and collaborating through cross-industry
consortia to support the transition to a net-zero greenhouse gas semiconductor manufacturing value chain.
To accelerate progress, we seek to work with suppliers
to drive supply chain greenhouse gas emissions to atleast 30% lower by 2030 than they would be in theabsence of investment and action. In 2022, we also
became a founding member of the Semiconductor
Climate Consortium, which is focused on advancing
collaboration across the semiconductor value chain
to reduce greenhouse gas emissions.
In 2022, we asked approximately 130 first-tier suppliers
that have higher environmental impacts to submit dataon their own carbon footprints through the CDP Supply
Chain Climate Change Questionnaire. Of those suppliers,
about 98% submitted the questionnaire, and approximately 92% of those made their responses public, giving
both Intel and other stakeholders information about
the environmental performance of Intel’s supply chain.
Using information provided in our suppliers’ CDP Climate
Change Questionnaire helps us confirm that we arefocusing on the largest climate change impacts.

We also sent the CDP water questionnaire to morethan 60 suppliers located in water-stressed regions.
We achieved a 100% response rate, with 93% of the
suppliers publicly sharing their responses.
We seek to decrease the greenhouse gas emissions
related to our transportation and logistics network by
optimizing packaging to reduce the quantity and weightof shipments and by increasing local sourcing. In 2022,
we drove further reductions by converting 83% of capital

tool shipments from air freight to ocean freight, resulting
in a 95%+ reduction in emissions per shipment. Intelalso designed and implemented a new process for using
primary, supplier-specific data for the measurement oftransportation and logistics greenhouse gas emissions,with a focus on improving data quality and enablingtargeted action to drive future emissions reductions.
For more information, see the Sustainable sectionof this report.

Reducing greenhouse gas emissions acrossthe semiconductor value chain will benefit notjust the technology industry, but also industries
across the globe. However, this requires immense
innovation and collaboration—the challenges
we’ll face can’t be solved by just one company. I
am proud Intel joined the Semiconductor Climate
Consortium as a founding leadership member tosupport these critical efforts. Together, we will
strive to make a lasting impact to help mitigate
the outcomes of climate change.
—Keyvan Esfarjani, Executive Vice President
and Chief Global Operations Officer at Intel35

Our Business 2022-23 Corporate Responsibility ReportResponsible
We have a long history as a leader in advancing safety, wellness, and responsible business practices
across our global manufacturing operations, our value chain, and beyond. This includes our strong
focus on employee health, safety, and wellness, as well as our work to advance human rights and toscale responsible minerals sourcing practices across our supply chain and industry. It also includes
collaborations with others to revolutionize how technology can improve health and safety throughstrategic healthcare, manufacturing, and automotive safety initiatives, and the responsible use of AI.

This year’s highlights
57 employees earn safety honors
Through the Intel Safety Always-Safety Star program, we honored 57 employees for their work toadvance Intel’s safety culture in 2022—including incorporating new technology to improve safety
inspections, creating programs to improve office and manufacturing ergonomics, developing new
strategies to improve safety culture, and providing safety coaching and communications.

>$26 million in fees remediatedWe set expectations with our suppliers that workers should not have to pay for their employment.
As a result of our efforts, suppliers in our global supply chain have returned more than $26 million
in fees to their workers since 2014. In 2022, Intel ranked number 2 out of 60 public ICT firms in
KnowTheChain’s annual benchmarking of corporate efforts to address forced and bonded laborrisks in their supply chains.

Responsible AI strategy
In 2022, we shared details of our responsible AI strategy, which aims to enable Intel to leverage
its place in the AI value chain, drive meaningful progress, and scale efforts broadly. Our strategy iscentered along four pillars: internal and external governance, research and collaboration, platforms
and solutions, and inclusive AI.

362022-23 Corporate Responsibility ReportResponsible: Our Approach
We have long engaged directly with our suppliers to
support their compliance with our corporate responsibility expectations and build capacity to address risks
of forced and bonded labor and other human rights
issues. Our RISE goals significantly expand the numberof suppliers covered by our engagement activities todrive deeper accountability for human rights throughout
our global supply chain. We are also leading technology
industry initiatives to further advance responsible
practices in minerals sourcing, mobility, and AI. The
impacts of these efforts are expected to have evengreater reach as we continue to execute our IDM 2.0
strategy and grow globally.

We 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 to reduce injuries; andexpanding the use of technology in transportation toadvance safety and transform personal mobility andaccess. Through our RISE goals and IDM 2.0 strategy,
we intend to continue to take actions to deepen our
focus on maintaining and building a robust safety culture
as our business continues to change and grow, and to
expand the global impact of our wellness programs.

2030 RISE: Responsible Goals,
Initiatives, and Global Challenges
Global Challenge:
Revolutionize health and safety through technology.
Technology Industry Initiatives:
Responsible Minerals. Expand our efforts beyond
conflict minerals1 to cover all minerals used in semiconductor manufacturing and apply the learnings to leadour industry in creating new sourcing standards.
Responsible Mobility. Collaborate with our industry
and ecosystem peers 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

37

Responsible 2022-23 Corporate Responsibility ReportConflict minerals, as defined by the US Securities andExchange 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.

Employee Health, Safety, and Wellness
We continue to invest in health, safety, and wellness
programs to help employees enjoy a better qualityof life and contribute to Intel’s success. Our Global
Environmental, Health, and Safety Policy defines ourcommitment to provide a safe and injury-free workplacefor our employees, contractors, customers, collaborators, and the public. We recognize the importance ofenvironmental, health, and safety (EHS) management
to our business success and we regularly work to assess
and improve our EHS management system, standards,
culture performance, early intervention, and injuryreduction initiatives. Since 2001, we have maintained
a multi-site certification to the internationally recognized
ISO 14001 and ISO 45001 standards to help our
manufacturing sites sustain a comprehensive, fully
integrated EHS management system. In 2022, 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.
Since 2020, Intel’s Pandemic Leadership Team (PLT)
has led our response to the COVID-19 pandemic,
working to pivot quickly and deal ethically with everchanging government restrictions and requirements inthe 50-plus countries and regions where Intel operates.
From virus variants, case expansions, governmental
restrictions, and vaccination requirements, the PLT has
helped keep Intel’s employees and contingent workers
safe, healthy, and productive, whether they are working
on site or remotely. In 2022, Intel returned most of its
global workforce to normal operating conditions at most
locations. The PLT continues to monitor case and variant
trends globally, and adjusts its site practices to meet any
local additional regulatory requirements.
As we expand manufacturing operations in supportof Intel’s IDM 2.0 strategy, we intend to continue to
implement world-class EHS programs to care for people
and the planet—from the development of our products
through our manufacturing and supply chain. Advancing
38

Responsible 2022-23 Corporate Responsibility Reportaccountability 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.
Health and safety training creates awareness andenables our employees to better understand theirsafety responsibilities. Our training system is designed
to cover information needed for specific jobs (such as
electrical safety, ergonomics, control of hazardous
materials, and chemical safety), general awareness,and safety culture. EHS courses are provided in different languages, and include web-based, instructor-led,and on-the-job training. We are also developing learning
methodologies such as virtual and augmented reality.
In 2022, our manufacturing, supply chain, and technology
development organizations continued quarterly, trackable manager Safety TALKs to encourage proactive
one-on-one discussions between managers andemployees on various safety topics. Quarterly Safety
TALK goals were exceeded every quarter. We also
refreshed our 2022 Safety Always training course using
updated training methodologies. To boost safety awareness across the company, this training was assigned toall employees, and 94% of our workforce completed it
in 2022. All new non-factory employees are required
to complete Office Ergonomics training to build
awareness of both on-site and remote office ergonomic
risks, proper workstation set-up, and ergonomic
services available.

We achieved an EHS training
milestone in 2022, with an
all-time-high 607,000 EHS
training hours completed.

Recognizing that early intervention is critical for goodergonomic health and the prevention of injuries, in 2022,
we implemented a global proactive employee concierge
Ergo+ program, following our successful pilot in 2021.
Ergo+ provides one-on-one advice and proactive
ergonomic assessments for employees working in both
remote and in-office setups. In addition, we brought onboard a new global specialist ergonomics vendor to
support virtual office ergonomic assessments for our
hybrid, virtual, and on-site employees. We are now able
to provide ergonomic assessments in relevant local
languages and data can be collected in a central tool,
thus facilitating data analysis and trending. In 2022, we
set a goal of 10,000 proactive ergonomic assessments
for the year, which we increased to 12,000 in the third
quarter due to progress being made. We exceeded ourrevised 2022 goal, with nearly 15,200 employees having
personalized recommendations from an ergonomics
specialist to manage their ergonomic health. Employees
can initiate both of these services via an online tool.

We also set a global leading indicator to support our organization’s compliancewith rest breaks. Software prompts encourage employees to take breaks formusculoskeletal recovery. Break compliance improved from 89% to 91% for
those participating during 2022.
In addition, we continue to expand our year-round multimedia Safety Always
employee awareness campaign. In 2022, we held in-person events at multiple
sites, as well as virtual engagement opportunities with world-class speakers who
provided new perspectives on safety, health, and wellness topics. The campaign
also included regular, widely read employee communications on topics such as
traffic safety, ergonomics, and reporting.
Intel ended 2022 with an Occupational Safety and Health Administration(OSHA) recordable rate of 0.90 per 100 employees, compared to the mostrecently published US semiconductor industry average recordable rate of
0.80 in 2021.1 Our 2022 days away case rate2 was 0.22, compared to thesemiconductor industry average of 0.2 in 2021. Ergonomic-related or
cumulative trauma disorders (CTDs) remained the most prevalent type of
injury experienced at Intel in 2022, accounting for 60% of all reports, followed
by strains/sprains. While ergo injuries remain our highest injury pareto, our2022 Office Ergonomics Program early intervention focus is starting to havean impact, with a 15% reduction in office CTD rates compared to 2021. There
were 19 high-consequence injuries during 2021, with 47% CTD injuries and
37% strain/sprain injuries. We are working to integrate learnings into our2023 ergonomics program’s early intervention focus plans.
The virtual Intel® Vitality program was enhanced at the beginning of 2022 withthe launch of the Exos Fit app to support the well-being of employees, whether
on-site, remote, or hybrid. The global wellness program supports our RISE
goals and focuses on four pillars of wellness: mindset, nutrition, movement, andrecovery. It offers livestream and on-demand fitness classes, wellness coachconsultations, and nutrition seminars. On-site fitness services resumed during2022, as more employees returned to working at Intel facilities. As part of our
RISE wellness goal, we aim to have 50% of our employees participating in our
corporate wellness program every year. In 2022, we offered more than 81,000
Intel Vitality sessions, with a total of over 423,000 participants, including nearly
40,000 unique individuals. Participants reported a 95% satisfaction ratingwith the program. The global wellness program continued offering access to
the Headspace meditation application, as well as to five virtual webinars led by
Headspace in 2022. Over the course of the year, almost 6,000 employees used
Headspace an average of 13 sessions per week.

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Responsible 2022-23 Corporate Responsibility Report

Recognizing Safety Achievement
Through our Safety Always-Safety Star program, we are proud to recognize employees who
exemplify our safety value every day in what they do. Each Safety Star is passionate aboutmaintaining our strong safety culture, serves as a role model, and goes above and beyond to
make Intel a safe place. During Global Safety Day in April, the honorees were recognized individually or as part of a team, selected from over 160 individual and team nominations received
globally. Winners' contributions to advancing Intel’s safety culture included new technology
to improve safety inspections, programs to improve office and manufacturing ergonomics,
new strategies to improve safety culture, and safety coaching.

1

Source Bureau of Labor Statistics. 2021 indicators are available at https://www.bls.gov/web/osh/summ1_00.htm.

2Days away begins the day after the accident.

Intel’s mental wellness strategy is designed to raiseawareness of the importance of mental health, cultivate
an accepting culture so employees feel supported, andremove barriers to make it easier for our employees
and their family members to access and receive care.
In 2022, we partnered with Intel’s Employee Resource
Groups and other communities to provide programming
and a safe space to discuss social issues and the impact
on mental health. We also expanded access to our digitalmental wellness platform, now available in 22 countries.
Understanding that manager support for mental healthcan also matter, Intel introduced training for managers
to provide them the resources needed to identify andsupport the mental health of their teams. In recognitionof World Mental Health Day, Intel hosted Global Mental
Wellness week. The week-long event encouraged
employees to take time for their minds and invest in
their mental well-being through over 20 webinars, a
renowned keynote speaker session, and tools to checkup on their mental well-being status. Four membersof Intel’s executive leadership team shared theirpersonal experience with caring for their mental
health to exemplify the importance of prioritizing
mental wellness.
Recordable and Days Away Injury Rates

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% participation3 in our global corporate wellness program.
Baseline. At the start of 2020: (1) 37% of Intel employees (primarily in our manufacturing operations) had the opportunity to provide feedback in our EHS Safety Culture Survey, reporting a baseline average of 79% on “safety is a value”
metrics; and (2) 22% of Intel employees participated in Intel wellness programs (inclusive of employees who reside incountries with no formal program offerings).
Progress in 2022. Our health, safety, and wellness teams took steps to expand the number of employees who havethe opportunity to participate in the safety culture survey to 60%, which was below our 62% interim 2022 goal. Basedon Intel restructuring actions, the safety culture surveys in the fourth quarter were postponed until the second quarterof 2023. 87% of employees from organizations engaged in the survey process reported that “safety is a value.” Wealso 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. The Intel Vitality Program was expanded to reach 90% of Intel’s employee population in 2022. 38%
of global Intel employees participated in Intel’s wellness services in 2022, including the Intel Vitality Program and onsite fitness center use.
Looking Ahead. For our safety culture goal, we intend to work toward company-wide participation in our safety culture
survey (with a target to expand the survey to 75% of employees by end of 2023) and increase employee and management engagement in our safety programs. For our wellness goal, we also intend to continue to further expand wellness
program access to our global employee population over the next three years, with a target to reach 100% of global
employees by the end of 2025, and then to increase the annual participation rate for global employees to 50%.
3

I ndustry benchmarking indicates general corporate wellness program participation rates are about 20-40%. Intel participation ismeasured by percentage of employees engaging in the program during the calendar year.

Globally, we have more than 35 on-site health clinics
to attend to work-related employee health and safety
needs. At our sites in Arizona, New Mexico, and Oregon,
we also have Health for Life Centers to provide primarycare and specialty services (including acupuncture,
chiropractic, condition management, behavioral healthservices, and physical therapy) in a safe and inclusive
Rate based on 100 employees working full time for one year. Data as ofJanuary 19, 2023. Certain historical figures have been updated basedon new reported cases received.

40

Responsible 2022-23 Corporate Responsibility Reportenvironment for our employees and their eligible
dependents. The Health for Life Centers administered
hundreds of COVID-19 vaccinations in 2022, as well asdelivering approximately 14,000 virtual visits.

Protecting Human Rights in the Supply Chain
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. In
2022, we conducted approximately 270 supply chain
audits, including 125 closure audits to confirm that
corrective action was put in place. These included over
30 lower-tier supplier audits. Intel's policy is to request
an audit when we detect a higher risk to the humanrights of the workers or a non-conformance to any of
our expectations.

Due to lingering COVID-19 pandemic effects, some
suppliers in the electronics industry have faced worker
shortages, which has continued to create pressure forlonger working hours and fewer days off for workers.
Intel’s policy is to continue to press suppliers to abideby the Responsible Business Association (RBA) Codeof Conduct, including allowing workers a day of rest
each week and making all overtime voluntary. In limited,
controlled situations workers were allowed to work up
to 72 hours as an exception.

Importantly, our suppliers report benefits gained asa result of their improved practices, such as reduced
business risks, better and larger pools of candidates, amore satisfied workforce, and higher worker retention—
all of which can lead to improved productivity andproduct quality, as well as positive social impacts.

Industry Collaboration through Training

Our Statement on Combating Modern Slavery details
the expectations we have for ourselves and for 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 havepositively affected almost 49,000 workers in our global
supply chain, including our suppliers (i.e., first-tier andlower-tier suppliers) having returned more than $26
million in fees to more than 24,000 of their workers. Fees
returned typically equate to approximately three to fivemonths of base pay, depending on location and situation.
In some instances, we have faced challenges in gaining
cooperation from suppliers in repaying workers quickly;
we strive to work closely with suppliers to determine
acceptable remedies and put systems in place toprevent such issues in the future.

According to the RBA, the payment of recruitment fees byworkers to obtain work is one of the most widespread factorsthat can contribute to situations of forced labor. Intel helped
create a guide that details best practices for repayment.

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Responsible 2022-23 Corporate Responsibility Report

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 andpromote the rights of vulnerable workers.
In 2022, Intel co-sponsored virtual workshop-styletraining sessions, “Manifestations of Forced Labor
Indicators in the Global Supply Chain” which were
facilitated by Verité, a noted leader in efforts touncover and combat forced labor. We expect tocontinue to co-sponsor these trainings in 2023.

2030 Goal: Supply Chain
Human Rights
Description. Scale our supplier responsibility
programs to ensure respect for human rights
across 100% of our contracted suppliers and all
high-risk-identified suppliers in the supply chain.1
Baseline. At the beginning of 2020, 18% of our contracted suppliers had been assessed and engaged inour supplier responsibility programs. By the end of
2020, 8% of our contracted suppliers had completed
the requirements of the goal.
Progress in 2022. On our path to reach 100%
verified contracted suppliers in 2030, we met 28%
in 2022. We made this progress through audits,
assessments and RBA training, and attestation forlower risk contracted suppliers. Additionally, in 2022
we included over 30 lower tier suppliers in our audits.
Looking Ahead. In 2023, we aim to maintain our
progress and continue to evaluate the impact of
IDM 2.0 supply chain changes.
1

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.

In 2023, the goal language was updated to reflect Intel’scontinued commitment to human rights for all high- riskidentified suppliers—not solely those noted as tier 1 andtier 2—in our supply chain.

Findings that May Trigger Forced and Bonded Labor Risks
Findings

2018

2019

2020

2021

2022

Closed

48

38

30

52

27

In Process

–

–

–

2

52

Total

48

38

30

54

79

Our processes are designed to help us proactively work to identify and help suppliers close findings that we believe may be trigger factors forforced and bonded labor.

Responsible Minerals Sourcing
Like many companies in the electronics industry, Inteland its suppliers use minerals in manufacturing. In 2008,
Intel began work to responsibly source conflict minerals,1and in 2017, we expanded our efforts to also address
cobalt in our supply chain. We are proud of the significant progress we have made as a company and as anindustry, but we believe that there is more work we canachieve. A key technology initiative in our RISE strategy
is to significantly expand our impact in responsible
minerals and accelerate the creation of new sourcing
standards for critical minerals in Intel products.
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 are designed to address minerals originatingin CAHRAs, and are aligned to the OECD Due Diligence
Guidance for Responsible Supply Chains of Minerals
from Conflict-Affected and High-Risk Areas (OECD
Guidance).
1

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

2

 AHRAs, as defined by OECD, are identified by the presence ofCarmed conflict, widespread violence, or other risks of harm to people.
Armed conflict may take a variety of forms, such as a conflict ofinternational 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 instabilityor repression, institutional weakness, insecurity, collapse of civil
infrastructure, and widespread violence. Such areas are often
characterized by widespread human rights abuses and violations ofnational or international law.

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Responsible 2022-23 Corporate Responsibility Report

Beyond Conflict Minerals: Driving a
Responsibly Sourced Mineral Supply Chain
In 2022, we sent our Intel minerals survey for what we
deemed the highest priority minerals in our supply chain.
This request was to provide sourcing information for
critical minerals, including aluminum, copper, nickel, andzinc and was required from suppliers contributing thesematerials in our Intel-manufactured microprocessors.
This is an important step in our RISE strategy, as we
begin mapping our supply chain for our highest priority
minerals. Although sourcing of these minerals is not yet
widely reported, we received a response from approximately 83% 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 canbe found on our website.

To contribute to standards and help define and engage
in due diligence within the copper supply chain, Intel isan active member of The Copper Mark, participating in
its Risk Readiness Assessment Technical Revision
Committee and Technical Working Group. We arecontinuing to map our supply chain for targeted minerals,
as well as other priority minerals.

Connecting with Mining Communities
Intel believes in 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 work with expert civil society
organizations to help identify and remedy the challengesof the mining communities that source our products.

Examples of projects supported by Intel in 2022 are:Congo Power, an alliance providing mining areas
with clean power, and RMI-PACT Youth Vocational
Training Program, aimed at providing mining alternatives
to Congolese people. Additionally, Intel believes in thelocal socio-economic importance of the artisanal andsmall-scale mining (ASM) sector in CAHRAs and seeks
to assist ASM sites in meeting downstream compliancerequirements through the Better Mining ASM Mine
Monitoring Program in collaboration with Responsible
Minerals Initiative (RMI) and RCS Global. Intel also
supported a digital suite designed specifically for the
ASM sector, which is expected to create new pathways
to track, access, and share data about practices in mining
communities. Maintaining a connection and providing
support to the communities that we depend on in ourvast global supply chain is a crucial component to our
responsible minerals program.

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 can then use the information to identify potential mineral supply chain risks.
Risk Mitigation. When we identify potential risks,
we work to 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 assurance program to validate their sourcing prac-

43

Responsible 2022-23 Corporate Responsibility Reporttices, and drive risk mitigation for human rights
impacts. When necessary, we may disengage frommineral supply chains that cannot uphold our responsible minerals sourcing standards. In 2022, Intel led
in-person outreach to over 20 smelters in Indonesia to
encourage and support participation RMAP.
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.
Through our 2022 supply chain survey processusing the RMI Conflict Minerals Reporting Template,
96% of the relevant smelters and refiners reported inour supply chain are deemed responsibly sourced
through their conformance to and/or participation
in a responsible minerals assurance program.
Intel used the RMI Extended Minerals Reporting
Template to survey the suppliers contributing cobalt
to our products. In 2022, we received responses from
100% of suppliers surveyed. We conducted risk mitigation in our supply chain, including smelter outreachand country of origin assessments, and worked 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 working to have all
smelters and refiners in our cobalt supply chain
participate in RMAP.

Intel’s long-term leadership in initiatives such as the
RMI and PPA allows us to regularly collaborate on
the issue of responsible minerals sourcing with othercompanies, industries, governments, and civil society.
Such collaboration is crucial to identify and address risks
associated with mineral extraction and trade in complex
mineral supply chains. Additionally, we plan to continue
to work with industry associations to confirm that standards are in place to enable our ultimate goal of responsible sourcing for all the minerals in our supply chain. In
2023, we will continue to identify the highest priority
minerals and mitigate risks pertaining to the geopoliticallandscape, global regulations, and salient human rights
risks in our supply chain.
Our annual conflict minerals disclosure filed with the
US Securities and Exchange Commission contains
additional information about our 3TG and cobalt due
diligence practices.
3

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

Responsible Mobility
In September 2020, United Nations General Assembly
proclaimed 2021-2030 the Decade of Action for Road
Safety, and set an ambitious target of preventing atleast 50% of road traffic deaths and injuries by 2030.
According to the World Health Organization, approximately 1.3 million people die each year as a result of roadtraffic crashes. More than half of all road traffic deaths
are among vulnerable road users—pedestrians, cyclists,
and motorcyclists.1 Automated vehicle technology has
the potential to improve road safety, save lives, andtransform personal mobility, including bringing broader
mobility to the elderly and those with disabilities.
One of Intel’s RISE technology industry initiatives is
to collaborate with industry, ecosystem peers, andgovernments to advance the adoption of technologyneutral safety standards to advance the automatedvehicle industry in pursuit of reduced traffic accidents
globally. Mobileye’s Responsibility-Sensitive Safety(RSS) model can enable safe, commercial deployment
of automated vehicles at scale, anywhere in the world,
via self-driving Mobility-as-a-Service (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 safetyof an automated vehicle, providing strong assurances
to the public of the safety of automated vehicles.
RSS formalizes human decision making for safe
driving and is based on the need to balance safetywith useful driving by making reasonable worst-caseassumptions about other road users. RSS is designed
to be a technology-neutral approach to automatedvehicle safety and provides regulators around the world
a transparent way to evaluate the performance ofdriverless vehicles.

RSS has become a leading model for global automatedvehicle safety frameworks. Numerous standards bodies
are beginning to include RSS in their standards development activities. Regulators and policymakers are looking
at RSS as a tool for defining what it means for an automated vehicle 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 contributed to both IEEE and International
Organization for Standardization standards efforts.

Furthering Advancements in Safety
for Automated Vehicles
Intel has continued to develop new technologies tohelp further enhance responsible mobility. For example,
as future vehicle generations are becoming increasingly
complex, it is important to understand potential errorsthat may occur in different subsystems. To help address
this, Intel, together with Mobileye, has introduced a
new system-level failure model to help estimate how
safe an automated vehicle will be under certain
traffic conditions.
By using roadside infrastructure—such as cameras
and other sensors at critical road segments—Intel,
along with other collaborating stakeholders, has also
developed a pilot traffic-monitoring system near
Munich, Germany. The pilot uses multiple sensor
streams to create a digital twin of the current traffic toanalyze traffic safety and highlight dangerous situations
in real time. Another area of focus is to improve thedependability of AI applications for object detection andclassification in automated driving. To support this, Intel
has investigated techniques to avoid mispredictionsof autonomous driving-related deep neural networks
against faults in the underlying hardware.

A New Standard
for Responsible Mobility
Intel led an IEEE working group to develop an open,transparent, and technology-neutral formal model
for safety. The output of this working group, known
as IEEE 2846: Assumptions in Safety-Related Models
for Automated Driving Systems was the first international standard that provides guidance on what
constitutes expected behavior of automated driving
systems. It does this by defining a set of reasonably
foreseeable assumptions about other road users thatmust be taken into consideration by the automateddriving system. This standard also provides attributes
common to safety-related models and methods, which
can be used by industry and regulators in the deployment of automated driving systems.
In recognition of its novelty and impact to theindustry, IEEE 2846 received the 2022 IEEE
Standard Association Emerging Technology Award.
IEEE 2846 complements Mobileye’s RSS model for
automated vehicles and represents an importantmilestone on the path to increasing safety on ourroads through the wide-scale deployment of
automated driving technology.

1

Source: World Health Organization, Decade of Action.

44

Responsible 2022-23 Corporate Responsibility ReportResponsible AI
Artificial intelligence (AI) has become a part of everyday
life, transforming how we live, work, and solve newand complex challenges. From making voice banking
possible for people with neurological conditions androads safer with AVs, to helping researchers better
understand rainfall patterns and human population
trends, AI has allowed us to overcome barriers anddevelop solutions for a better future.
We believe in the potential of AI technology to create
positive global change, empower people with theright tools, and improve the life of every person on theplanet—provided we follow a comprehensive approach
to lower risks and optimize benefits for our society.
Intel’s focused work on responsible AI (RAI) began in2017 and has evolved to include structured, rigorous,
multidisciplinary processes to advance AI technology
responsibly from development to deployment, consistent with our Global Human Rights Principles.

Pat Gelsinger, Intel CEO and member of the Business Roundtable,
speaks about the importance of responsible artificial intelligence.
Watch the video.

45

Responsible 2022-23 Corporate Responsibility Report

In 2022, we shared details publicly for the first timeabout our RAI strategy, which is centered along fourpillars that represent what we consider the mosteffective way for Intel to leverage its place in the AI
value chain, help drive meaningful progress, and scalethese efforts broadly:Internal and External Governance: Our multidisciplinary
Responsible AI Advisory Council is responsible for
conducting a rigorous review throughout the lifecycleof an AI project. The goal is to assess potential ethicalrisks within AI projects and mitigate those risks as earlyas possible. Council members also provide training,
feedback, and support to the development teams
and business units to provide for consistency andcompliance to our principles across Intel. We continue
to evolve our thinking and approach and iterate basedon insights from key learnings. The Council’s internal
work is based on six principles: Respect Human
Rights (in alignment with Intel’s Global Human Rights
Principles); Enable Human Oversight; Explainable Useof AI; Security, Safety, and Reliability (consistent withIntel’s Security First Pledge, and the “safety by design”
development principles that are part of Intel’s commitment to Product Quality and Reliability); Personal
Privacy; and Equity and Inclusion (building uponIntel’s Diversity and Inclusion policy).
Research and Collaboration: We seek to collaborate
with academic organizations across the world to conduct
research in key areas where we believe we can havethe greatest impact: privacy, security, human/AI collaboration, trust in media, AI sustainability, explainability, andtransparency. For example, in 2022, Intel entered into a

strategic research and co-innovation collaboration with
Mila, an AI research institute based in Montreal. As partof this commitment, more than 20 researchers acrossIntel and Mila are expected to focus on developing
advanced AI techniques to tackle global challenges
such as climate change, new materials discovery, anddigital biology.
Products and Solutions: We develop platforms
and solutions to make responsible AI pragmatic andmanageable for developers. We create software tools
to ease the burden of responsible AI development
and explore different algorithmic approaches toimprove privacy, security, and transparency and to
reduce bias. We do this by conducting ethnographic
research to understand pain points and address those
appropriately. In addition to the Intel® Homomorphic
Encryption Toolkit and Project Amber initiatives, Intel
recently developed FakeCatcher, a technology that can
detect fake videos with an approximately 96% accuracy
rate. Intel's deepfake detection platform is the world’s
first real-time deepfake detector that returns resultsin milliseconds. Deepfake videos are both a growing
opportunity and threat; it is difficult to detect deepfake
videos in real time, because detection apps typicallyrequire uploading videos for analysis and then waiting
hours for results. Deception due to deepfakes cancause harm and result in negative consequences, likediminished trust in media. FakeCatcher helps restore
trust by enabling users to distinguish between real andfake content.

Inclusive AI: We believe there is a need for equity,
inclusion, and cultural sensitivity in the development
and deployment of AI. We strive to ensure that theteams working on these technologies are diverse andinclusive. We believe that the AI technology domainshould be developed and informed by diverse populations, perspectives, voices, and experiences. We are
involved in multiple efforts aimed at creating inclusive AI,
including AI for Future Workforce, AI for Youth, Alliancefor Global Inclusion, and the Pledge for Gender Fair AI.

We strive to be transparent about our position andpractices so we can address shared challenges andimprove our products and the overall industry. We are
involved in and contributing to national and international
development of standards and methods, including active
engagement in forums like the Business Roundtableon Human Rights and AI, Global Business Initiative on
Human Rights, and the Partnership on AI to learn fromour peers and establish ethical, moral, and privacy
parameters so we can build a thriving AI business.

AI Research Projects
and Collaborations

Breaking Barriers to
Make AI More Inclusive

Examples of Intel’s involvement in research in key areasof AI include work with:

Numerous barriers exclude students around theworld from learning or using new technologies,
including native language and coding complexities.
Language barriers inhibit inclusiveness—a key pillarof responsible AI as defined by the World Economic
Forum. A survey by 16-year-old student Krish Yadav
showed that over 75% of students from rural India
were dependent on their native language to discussor try to fix code issues, and faced difficulties inlearning how to code.

Private AI Collaborative Research Institute
Guaranteeing AI Robustness Against Deception(GARD) DARPA program
Trusted Media
Partnership on AI
Responsible AI, Innovation and Business Conduct
Symposium in Dublin
National Science Foundation (NSF) National Artificial
Research Institutes
DSAIL at MIT
University of California at Berkeley Center forLong-Term Cybersecurity
Ohio State University Data Ethics Working Group
National Institute of Standards and Technology
C2PA

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Responsible 2022-23 Corporate Responsibility Report

Yadav decided to break this barrier by developing
BhasaX, a program designed to decode thefunctionality of code and explain it in a chosen
language to help developers understand it betterin real time. His AI application improves access toprogramming by allowing developers—especiallybeginners—to better grasp code in their own language.
For this impressive and inspiring work, Yadav was anIntel AI Global Impact Festival Top 3 Winner in theage 13-18 category.

Revolutionizing Health and Safety Through Technology
In 2022, we advanced our work to revolutionize healthand safety through technology. We participated ininnovative collaborations—applying AI, distributed
computing, and edge capabilities to create transformative healthcare technology. In the safety area, we
saw breakthroughs in using confidential computing tocombat modern slavery and technology transformationsin occupational safety and security.

Healthcare
Open-source AI reference kits democratize healthcare.
Intel released the first set of open source AI reference
kits specifically designed to make AI more accessible
to organizations in on-premise, cloud, and edge environments. These kits enable data scientists and developers
to learn how to deploy AI faster and more easily acrosshealthcare, manufacturing, retail, and other industries
with higher accuracy, better performance, and lower
total cost of implementation.
The Disease Prediction AI reference kit aims to benefit
healthcare payers by using natural language processing
to uncover insights hidden in the unstructured data inpatient health records. These insights may help withearly disease progression, identify gaps in a patient’scare, and improve the risk adjustment process.
Largest medical federated learning study completed.
Intel and the Perelman School of Medicine at the
University of Pennsylvania (Penn Medicine) completed
a joint research study using federated learning—a
distributed machine learning AI approach—to help
international healthcare and research institutions
identify malignant brain tumors. The project is thelargest medical federated learning study to date, withan unprecedented global dataset from over 70 institutions across six continents. Results demonstrated theability to improve brain tumor detection by more than

47

Responsible 2022-23 Corporate Responsibility Report30%. The study used OpenFL library and Intel’s Secure
Guard Extensions to support data confidentiality. The
resulting consensus model was optimized using Intel’s
distribution of OpenVINO toolkit to make it deployable
in low-resource clinical environments.
Preserving privacy in clinical decision making forchildhood diseases. Exome sequencing—a technique
for sequencing a portion of genes in a genome—hasbeen widely used in genetic testing for pediatric disorders. However, exome sequencing has limitations due
in part to data fragmentation, which is exacerbated byprivacy concerns. Traditionally, matchmaking web
services based on exome sequencing aim to connect
patients, providers, and researchers around the world
with a shared interest in a specific phenotype or genotype. Today’s methods have privacy vulnerabilities,
which could arise with the direct transfer of sensitive
patient data among trusted parties. Genetic data arehighly sensitive, and unprotected disclosure may
negatively impact patients and their families.
To help mitigate these concerns, Intel worked with
Nuowei Tech to conduct a project with the Children’s
Hospital of Fudan University in Shanghai, China.
This project applied privacy-preserving computing
technology to improve patient privacy protectionand enhance the exome sequencing-based clinicaldecision-making process. The technical frameworkadopted uses a private online retrieval system basedon Intel® Software Guard Extensions (Intel® SGX)
technology, a hardware-based isolation and memory
encryption tool. Results indicate that this frameworkprovides strong privacy protection for executed codeand data.

SafetyConfidential computing helps combat modern slavery.
More than 50 million human beings are trapped in someform of modern slavery, including trafficking, forced labor,
servitude, and more. In the fall of 2022, Intel, enterprisetechnology and services firm R3, and nonprofit Hope for
Justice announced they are working together to build
a pilot application that aims to enable organizations
combating modern slavery to confidently share sensitive
data related to individual cases with enhanced privacy
protections. The Private Data Exchange—built for Hopefor Justice, a nonprofit, nongovernmental organization
working to end modern slavery and human trafficking—is designed to aggregate and analyze data and then notify
the appropriate agencies when relevant data matches
are identified.
Portable solution for emergency responders. At
Hsinchu’s fire station, about an hour’s drive fromdowntown Taipei, Taiwan, firefighters are using a newcommunications solution when responding to disasters.
Pegatron, a leading electronics design and manufacturing
company, collaborated with Intel to design a portable
5G network-in-a-box base station. The solution is now inuse by the city of Hsinchu’s emergency responders, who
often struggled with the lack of connectivity in remoteareas and mountainous regions.

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 combat
discrimination and inequities impacting our employees and our communities. We are intensifying
actions to advance our 2030 goals, which include increasing the number of women and underrepresented minorities in senior leadership, increasing the representation of women in technical roles
to 40%, and increasing representation of Black/African American employees in senior, director,
and executive roles in the US. Our aim is to continue to expand opportunities for our employees
and the industry through technology, inclusion, and digital readiness initiatives.

This year’s highlights$2.2 billion annual spending with diverse-owned suppliers
In 2022—eight years early—we achieved our RISE goal to double annual spending with diverse
suppliers. In addition, in 2022 we reached two milestones goals we had set for 2023: spend$800 million annually with minority-owned suppliers globally, including $250 million with US
Black-owned suppliers.1

33,000+ Employee Resource Group members
Our 38 Employee Resource Groups (ERGs) help drive community and inclusion at Intel. Ourcommunities are formed around shared attributes and goals, and are open to anyone and everyone,with opportunity to opt in or out at every employee’s discretion. In 2022, ERGs held more than
1,100 events, with an average satisfaction rating of 94%. Approximately 1,800 Intel leaders on eight
Leadership Councils serve as role models, helping to guide and mentor ERG members.

>200 Inclusive Leadership workshops
Our Inclusive Leaders program grew again in 2022, with over 200 workshops delivered to
4,400 participants globally. The program helps equip managers to play leadership roles in growing
Intel’s inclusive culture and develop skills needed to build diverse and inclusive teams. We also
trained 140 inclusion mentors in 12 countries; employees can reach out to the mentors for specifichelp or coaching on inclusion topics.
1

Correction to progress in 2022 updated on May 17, 2023.

48

2022-23 Corporate Responsibility ReportInclusive: Our Approach
For more than a decade, we have taken actions tointegrate diversity and inclusion expectations into ourculture, performance management systems, leadershipexpectations, and annual bonus metrics. We seek totransparently report our representation and pay equity
data to hold ourselves accountable and encourage
action by others. This is not added work, it’s how wework. We believe that diversity and inclusion are
instrumental in driving innovation and delivering strong
business growth. We hold ourselves, our people, ourleaders, and the industries we lead to high standards
by creating an inclusive culture and advancing diversity
and inclusion in the industry and beyond.
Through our integrated strategy focused on the hiring,
retention, and progression of all employees, we reachedfull representation1 of underrepresented minorities
and women in our US workforce, and since 2019, we
have achieved gender pay equity globally and race/
ethnicity pay equity in the US. We are proud of what wehave accomplished to date, but we believe we can stillachieve more, including beyond the walls of Intel.
Our RISE strategy and goals set our global ambitions
for where we want our company to be at the end of thedecade. We intend to continue to advance inclusion
in our workforce using a holistic approach toward representation, pay equity, and creating an inclusive andaccessible culture that enables employees to develop
and progress in their careers across all levels. In 2022,
we continued to link a portion of our executive andemployee compensation to diversity and inclusion
metrics to drive accountability and progress. In 2023
and beyond, we expect to change the way that wereflect our inclusive workforce goals by focusing on

percentages rather than absolute numbers. For transparency, we intend to continue to report progress togoals using both percentages and absolute numbers.
This update strengthens our commitment to industry
best practices and helps us continue to advance ourworkforce representation.
Just as we value diversity and inclusion to foster
innovation within Intel, our commitment to diversity
and inclusion extends to our suppliers. Our RISE goals
included increasing our annual spending with diverseowned suppliers to $2 billion by 2030—a goal wereached in 2022. We also work with others to expand andenable 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 range ofstakeholders on initiatives that expand the diverse pipeline of talent for our industry. In 2022, the CEOs of the
Alliance members shared two additional commitments
to contribute to the collective impact: 100% of CEO
staff are to obtain inclusive leadership developmenttraining by 2025 and 5%+ employees are to be hiredfrom nontraditional pathways by 2030. We aspire to
make technology fully inclusive and expand technology
access and digital readiness for millions of people aroundthe world who currently do not have the technology
skills or access needed to participate and thrive in our
digital economy.

1

In 2018, Intel met full representation of its workforce, meaning our workforce reflected the percentage of women and underrepresented
minorities available in the US skilled labor market.

2

I n 2023, we updated this goal language to “Achieve 25% representation of women in senior leadership roles and achieve 12% representation of
URMs in US senior leadership roles.” (Replaces “Double the number of women and underrepresented minorities in senior leadership roles.”)3

I n 2023, we updated this goal language to “Achieve 10% representation of employees with a disability in our global
workforce by 2030.”

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Inclusive 2022-23 Corporate Responsibility Report

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.
Product, Operations, and Supply Chain Goals:
Senior Leadership.2 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.3 Advance accessibility
and increase the percentage of employees who self-identify as
having a disability to 10% of our workforce.
Supplier Diversity. Increase global annual spending withdiverse suppliers by 100% (to $2 billion).

Inclusive Workforce
We continue to work toward giving employees a voice
and a sense of belonging to create a level playing field,
which in turn will allow Intel to be more innovative, agile,and competitive. We believe that an inclusive culturethat welcomes all perspectives is critical for attracting,retaining, and progressing top talent, and top talent has
a direct impact on innovation and our products. Intel
is committed to providing a work environment where
employees from all backgrounds are valued, respected,
challenged, acknowledged, and rewarded so they canachieve their full potential.
Through our RISE goals, we are driving to further
advance the representation of women in technicalpositions and women and underrepresented minorities(URMs) in leadership positions at Intel by advancing
accessibility and embedding inclusive leadership
practices in our culture and across our business.
Learn more about our strategy on our Diversity
and Inclusion website.
Transparency and open sharing of our data enable us toboth celebrate progress and identify key areas for action
and improvement. In 2022, we continued our focus on
career development and progression for all employees
including women and URMs. Technical representationslightly increased across the URM population andwomen. Additionally, the representation of Intel US
employees who identify as having one or more disabilities
increased by approximately 1%, from just below 4% in
2021 to almost 5% in 2022. The percentage of employees
who identify as veterans dropped slightly—from 7.2% in
2021 to 7.1% in 2022—but in absolute numbers, veteransincreased by more than 190. Our global representationof technical women increased from just above 24% in
2021 to nearly 25% in 2022. In alignment with our RISE

50

Inclusive 2022-23 Corporate Responsibility Report

2030 strategy for inclusion, we increased the numberof women in senior leadership to nearly 1,650 employees
and increased the number of URMs in senior leadershipto over 500 employees.

We remain steadfast in our efforts to build a diverse
workforce that represents our world. We recognizethat this will require persistence and a long-term,
sustainable strategy.

Women at Intel – Global Data1

Undesired Turnover

Positions

2020

2021

2022

Group Represented

2021

2022

Board of Directors

30.0%

30.0%

33.0%

Executives

20.7%

20.7%

18.9%

Global Overall

5.6%

5.6%

Global Women

5.3%

5.1%

Senior Leadership

18.8%

18.6%

Senior

21.3%

21.7%

18.9%

US Women

6.0%

5.4%

22.6%

US URM2

4.9%

4.9%

Experienced

30.4%

31.3%

Entry-Level

37.9%

36.5%

32.0%

US Hispanic/Latinx

4.6%

4.6%

36.5%

US African American

5.8%

5.9%

US Native American

2.8%

2.8%

All Global Employees

27.8%

27.7%

28.1%

Technical

25.2%

24.3%

24.7%

Non-Technical

57.7%

54.4%

55.2%

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.

US Workforce Representation Data1
Group

2020

2021

2022

Women

26.3%

25.8%

25.9%

URMs2

16.3%

16.1%

16.8%

URMs in Senior
Leadership

7.6%

7.8%

8.1%

URM Women

3.8%

3.8%

4.1%

White

45.8 %

44.1 %

42.6%

Asian

37.6 %

36.3 %

36.2%

Hispanic/Latinx

10.5%

9.3%

10.9%

African American

5.0%

4.9%

5.1%

Native American

0.8%

0.9%

0.8%

Pacific Islander

0.4%

0.4%

0.4%

Veterans

7.3%

7.2%

7.1%

Two or more3

N/A

2.2%

1.9%

Other

N/A

1.8%

2.1%

1

2022 data as of Dec. 31 2022; 2021 data as of Dec. 25, 2021; and 2020
data as of Dec. 26, 2020. “Executives” refers to salary grades 12+ andequivalent grades. “Senior Leadership” refers to salary grades 10+ andequivalent 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 thisdata 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 thissection. 33% of our Board members self-identified as female. “Other”
includes unknown, declined, not specified.

2

 e define URM to include our Hispanic, African American, and Native
W
American employees.

3” Two or more” ethnicity category includes employees who havechecked two or more ethnicities as part of their self-identifiabledata choices.

2030 Goal: Representation in Senior Leadership
Description. Double the number of women and underrepresented minorities (URMs) in senior leadership roles.4“Senior leadership” refers to salary grades 10+ and equivalent grades.
Baseline. 1,250 (18.4%) women and 380 (7.4%) URMs in senior leadership roles as of April 30, 2020.5

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
expect to achieve those goals by strengthening our systems,
processes, and programs to drive diversity, equity, inclusion,and accessibility throughout our workforce. To the right aredescriptions of two of our workforce inclusion goals andprogress we made in 2022. Read about our other inclusion
goals in “Accessibility and Disability Inclusion” and“Supplier Diversity and Inclusion.”

Progress in 2022. During 2022, we surpassed by almost 150 our milestone goal of reaching 1,500 women in seniorleadership roles, ending the year with 1,646 women in senior leadership roles across the globe. The results in 2022
set us up to continue making progress in women in senior leadership. Women senior leadership representation
increased by 0.3%, from 18.6% in 2021 to 18.9% in 2022. Though we saw an increase of our global women seniorleadership representation, we lost progress on our global executive women representation from 20.7% in 2021
to 18.9% in 2022. We made good progress in our representation of US URM senior leaders, which increased byapproximately 0.3%, from 7.8% in 2021 to over 8% in 2022.
Looking Ahead. We are slightly behind pace to achieve our 2030 goals for representation in senior leadership. Ourcommitment to those long-term goals remains unchanged, but the reality of business conditions and the steps we’retaking to respond also impact our ability to make visible gains in 2023. Our development programs and opportunity
disciplines remain in place. This year, we aim to maintain the gains we’ve made to enable us to be prepared to resume
stronger leadership representation progress as we regain business momentum.

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

4I n 2023, we updated this goal language to “Achieve 25%
representation of women in senior leadership roles” and “Achieve
12% representation of URMs in US senior leadership roles.” With afocus on percentages rather than absolute numbers, the updated
goal language reflects our commitment to industry best practices
and helps us to continue to advance our workforce representation.
For transparency, we intend to continue to report progress to goals
using both percentages and absolute numbers.

5

 e selected the April 30 baseline to align with the completion of ourWannual performance review process and promotion cycle.

6

We define early career employees as employees salary grades 2-6.

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Inclusive 2022-23 Corporate Responsibility Report

Progress in 2022. At the end of 2022, 24.7% of technical roles were held by women in technical positions, an increase
from 24.3% at the end of 2021.
Looking Ahead. In 2023, we will continue to focus on increasing representation by establishing new educationand outreach programs in our Greenfield sites, which is a term used for new manufacturing facilities where there
has not been an Intel site previously. These programs aim to proactively connect the communities where we areinvesting in local schools to opportunities to work at Intel in technical roles. We have also tied corporate-levelgoals to hire 30% women into our technical, salaried early career6 roles to an Annual Performance Bonus for all
employees in 2023.

Pay Equity
At Intel, we strive for an inclusive and fully engaged workforce that is reflective of the best and brightest talentin our industry. Since 2019, we have achieved gender
pay equity globally and we continue to maintain race/
ethnicity pay equity in the US. We maintain pay equity
by closing the gap in average pay between employees ofdifferent genders or race/ethnicity in the same or similarroles after accounting for legitimate business factorsthat can explain differences, such as location, time at
grade level, and tenure.
Intel’s legal and human resources teams work withthird-party experts using established 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 this analysis are to receive
appropriate adjustments.

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.
The Intel Code of Conduct and Intel Global Human
Rights Principles set out our commitment to nondiscrimination and to provide a workplace free of harassment.
We have redesigned our employee performance
management system and leadership promotions process
to focus on results delivered, as well as how those results
are achieved through alignment with Intel's values andcommitment to inclusion.
Our ongoing efforts to create an inclusive culture haveseveral aspects. Recognizing that inclusion is a skill,
we continue to invest in tools and training to allow all

52

Inclusive 2022-23 Corporate Responsibility Report

employees to practice it day to day. Offerings include
Inclusion@Intel, an enterprise-wide portal with bitesized resources, and a thriving Yammer channel withsome 46,000 interactions per month.
Our Inclusive Leaders program is designed to equipmanagers and employees to play leadership roles ingrowing Intel’s inclusive culture and fostering leadershipskills needed to build diverse and inclusive, highperformance teams. The program grew again in 2022,with over 200 workshops delivered to 4,400 participants globally. The program curriculum spans from
“Inclusive Leaders Foundations” to “Transform theWay you Lead Inclusively.” Approximately 92% ofparticipants state that this offering deepens skills in
leading inclusively, and managers demonstrated a
13.5% increase in sharing their learnings to better include
people who are different from themselves. By attending
the Inclusive Leaders program, participants were able
to drive a positive impact in their teams (79%), andpractice inclusive leadership skills (87%). A total of 61
additional facilitators were also trained through the
Inclusive Leaders Train-the-Trainer initiative, which will
help us scale the program to provide additional offerings.
We also trained 140 inclusion mentors in 12 countries;
employees can reach out to these mentors for specifichelp or coaching on inclusion topics.
Executive inclusion advocates are senior Intel leadersacross the company who are exemplars of inclusion,
actively working to use their influence to build a more
inclusive culture at Intel. In 2022, we doubled thenumber of executive inclusion advocates, to 45, withrepresentation across our business units and regions.
As part of our global Career Connections program, we
also trained more than 20 inclusion mentors to whom
employees can reach out to receive specific help or
coaching on inclusion topics.

Inclusive Hiring Practices. We have developed a set ofbest practices and training to help mitigate the influenceof unconscious bias in the hiring process. These practices
include posting of formal requisitions for the majority
of internal positions, using impartial descriptions ofqualifications for open jobs, providing diverse slatesof candidates for hiring managers to engage with, andencouraging managers to assemble diverse interview
panels to engage with candidates. In 2022, we also
required inclusive hiring training for our hiring managers
to help standardize our hiring approach and help managers
role model inclusive hiring practices.

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 those related to diversity and inclusion.
The 2022 inclusion goals included women representing
30% of technical, salaried early career hires; increasing
by another 10% the representation of Black/African
American employees in senior, director, and executivelevel roles in our US workforce (to 3.41%); and advancing
toward our goal of $2 billion in annual spending with diverse
suppliers. We exceeded our 30% hiring goal for women intechnical global, salaried early career roles, closing the year
at an over 30% hiring rate. While we fell short of our goal
to reach 3.41% representation of Black/African American
senior, director, and executive-level representation, we
made progress, ending the year with 3.33% representation.
Lastly, we spent $2.2 billion with diverse-owned suppliers,
exceeding our annual milestone and reaching our 2030
goal eight years early. For more information, see our 2023
Proxy Statement, “Supplier Diversity and Inclusion” laterin this section, and the Sustainable section of this report.

Leadership Councils
and Employee Resource Groups
We offer 38 Employee Resource Groups (ERGs) and eight
Leadership Councils that connected over 33,000 employees in 2022. Some 25% of our employees are members ofERGs, and approximately 11% of our employees are members of more than one ERG.
Leadership Councils. Our Leadership Councils
include more than 1,800 Intel leaders who serve as rolemodels of leadership and champions of the company’s
ERG members and initiatives, helping to guide and mentor
ERG members. Their mission is to promote the progression and growth of diverse employees and foster an
inclusive culture where all employees can thrive professionally. The Intel Black Leadership Council, Intel Disability
Leadership Council, Intel Latinx Leadership Council, Intel
Native American and Pacific Islander Leadership Council,
Intel Network of Executive Women, Intel Veteran LeadershipCouncil, Out and Ally Leadership Council, and Senior
Women’s Community host sponsorship programs to help
support and advance leaders within their respective
communities, while driving business results. LeadershipCouncils’ members are usually at the director or principal
engineer level or above. A sponsor at the executive or
senior vice-president level supports each council.
ERGs. Intel‘s ERGs are organized around race, national
origin, gender identity, parenthood, diverse abilities,
education, faith and beliefs, and other common affinities.
We encourage employees to participate in ERGs beyond
their personal affinities to build relationships with a wider
community and exchange learnings; allies are welcomed andencouraged. 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. Getting involved with an
ERG has many benefits to the individual employee—developing a network, gaining leadership skills, learning about other business groups at Intel, and growing skills and leadershipexperience that may not be available in their primary role.
53

Inclusive 2022-23 Corporate Responsibility ReportIntel Employee Resource Groups
Our ERGs are part of the engine that drives community and inclusion at Intel. The vast variety of these groups
reflects how Intel 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 Pride (recently renamed fromIntel Gay, Lesbian, Bisexual, orTransgender Employees)

Baha’i Intel Network
Employees X-Site Together
Embracing Diversity Community
Intel Armenian SocietyIntel Bangladesh Association
Intel Bible-Based Christian NetworkIntel Chinese Employee NetworkIntel Disability and Accessibility
Network

Intel Hindu NetworkIntel India Employee GroupIntel Iranian Employee GroupIntel Jewish Community
Intel Korean Community
Intel Latinx NetworkIntel Muslim Employee GroupIntel Nepalese GroupIntel 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
Turkish Employee Network at Intel

Intel Doctorates Leadership ForumIntel Native American NetworkIntel received thefollowing awards
related to our
ERGs in 2022:

AISES. Top Workplace for Indigenous STEM Professionals

Women at Intel Network

HITEC. 50 most influential technology leaders in Spain, Portugal,
Latin America, and Brazil
HITEC. 100 Most Influential Hispanics in the Technology Industry
Religious Freedom & Business Foundation. Corporate Religious Equity,
Diversity and Inclusion (REDI) Index. Ranked #2 Most Religious/Belief
Inclusive Company
Human Rights Campaign. Corporate Equality Index – 100%
DisabilityIN. Disability Equality Index – 100%

These experiences can lead employees to more opportunities within their current roles, as well as helping
them progress, grow, and expand their careers in new
ways. Employees who volunteer with ERGs develop
new skills and experiences they can apply to businessprojects, use to role model inclusion and culture, andhelp us reach our RISE goals.
Employees who are a member of at least one ERG
or Leadership Council see a progression rate of 5.3%
higher than employees who are not members and aretention rate of 1% higher. Our ERG events had an
average satisfaction score of 94% across 1,102 eventsin 2022. In our 2022 Employee Inclusion Survey,

76% of employees engaged in ERGs reported that thegroups help them develop at Intel through networking,career development, mentorship, or sponsorship. In
addition, 65% reported that ERGs provide a sense ofcommunity or support that helps them stay at Intel.
Employee Surveys. Through our regular Employee
Experience Surveys, employees can voice their perceptions of the company and their work experience,
including their views on our diversity and inclusion
performance and culture. In 2022, 93% of responding
employees reported, “I am treated with dignity andrespect at work” and “Intel creates and environment
where people of diverse backgrounds can succeed,”an increase in favorable responses year over year.
For the second consecutive year, we deployed our
Employee Inclusion Survey, which helps us gain adeeper understanding of how different employee
populations experience inclusion at Intel, identify
opportunities for improvement, and better understandroot causes of any systemic issues and how to address
them. Employees from 52 countries were invited toparticipate and over 78,000 responded. We sharedresults with employees and enabled them to ask questions about actions. The table below shows the percent
favorable (“Strongly Agree” or “Agree” with the statement) as scored by different demographic groups.

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

US Employees

Hispanicor Latinx

AmericanIndian or
Alaska Native

NativeHawaiianor PacificIslanderBlack orAfricanAmericanBlack orAfricanAmerican
Women

All

Men

Women

NonApparent
Disability

Average experience (across
9 inclusion questions)

84%

87%

85%

74%

82%

73%

85%

79%

81%

77%

76%

74%

69%

There are visible role models
like me at Intel

81%

84%

80%

65%

74%

56%

77%

70%

73%

66%

70%

60%

49%

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

85%

88%

86%

72%

84%

68%

82%

80%

83%

79%

78%

75%

68%

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

91%

92%

91%

86%

87%

85%

89%

88%

88%

87%

87%

84%

88%

There is fairness in the
Insights/Rewards process

76%

79%

77%

66%

78%

70%

70%

69%

74%

65%

63%

62%

53%

ERGs help me develop at
Intel, through networking,career development,
mentorship, or sponsorship

76%

77%

82%

74%

79%

68%

77%

80%

81%

64%

76%

80%

80%

ERGs’ sense of community
or support helps me stayat Intel

65%

67%

70%

63%

74%

61%

65%

69%

68%

64%

62%

72%

71%

Question

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Inclusive 2022-23 Corporate Responsibility Report

VisibleDisability

LGBT+

All

URM

Despite these high-level results, the wide range ofexperiences reported by different demographic groups
indicates that we can continue to improve the inclusivityof our culture. We saw year-over-year improvement across
all questions for women at a global level, with a 5-point
improvement in perception of fairness in hiring and insights/rewards (performance management) and 3-point
improvement in visible role models. Additionally, we saw
a year-over-year improvement in visible roles models
reported by Black women (plus 9 points) and LGBT+(plus 4 points) compared to 2021. This data will help
guide our continued efforts in driving an inclusive culture.

Hiring, Retention, and Progression
We have developed a set of programs and initiatives
intended to support inclusive hiring, retention, and progression. 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,providing a pool of diverse candidates. We have invested
in programs that help us to reach underrepresented
candidates and give them equal opportunities tocompete for jobs.
Through the Intel Scholars Program, we engage
with internal business units, Intel leaders, and eightexternal organizations 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.
In Israel, where there is intense competition for talent
and a shortage of electrical and software engineers,
we developed creative solutions to break paradigms
in the recruitment process. An upskilling program fortraining ultra-Orthodox women and a reskilling programfor verification engineers enabled the hiring of almost
60% women employees and the expansion of managers’
perceptions to help recruit people who do not have a

55

Inclusive 2022-23 Corporate Responsibility Reportcertain education and experience profile. The programs
allowed employees from other sectors to start a significant career in the high-tech industry. Twenty-six
students also received scholarships as part of an Intel
Israel scholarship campaign focused on female andArabic diversity.
We also developed an advanced manufacturing
technician maintenance program in collaboration with
Fasttrack to IT, an educational body in Ireland. The
program includes a focus on women who have interestin hands-on problem solving and equipment troubleshooting used in manufacturing processes. Following
completion of the program, the graduates are expected
to meet Intel’s hiring standards. Thirteen students whocompleted a 12-week work placement at Intel were
offered and accepted permanent technician jobs. A
second program started in November 2022.
In the US, we expanded Intel’s Relaunch Your Career
pilot to an enterprise program focused on assisting
people who have taken a career break of more than one
year to re-enter the workforce. In 2022, Intel hired 80
contractors for 16-20 weeks; 87% were converted to fulltime Intel employees, and about 88% of those identified
as women in technical roles and/or URMs in the US.
We have received multiple recognitions for our efforts
to promote diversity and inclusion. In India, for example, Intel received six DivHersity awards in 2022 from
JobsForHer, one of India’s largest career platforms for
women. The awards recognized Intel’s exceptional workto accelerate female participation and performance inthe workforce. Other 2022 recognitions included awards
in Vietnam and China for our commitment to promoting
workplace diversity and inclusion.
Our confidential retention Warmline service provides
employees with guidance through challenges in areas
such as career progression, belonging/integration, job
skills alignment, and employee-manager connection. In

addition to supporting employees before they consider
leaving Intel, the Warmline provides a robust data set
to help us identify patterns, locate problem areas, andaddress issues proactively and systemically. Some 84%
of employees who used the Warmline service in 2022
have stayed at Intel and 94% would recommend theservice to others. In 2022, we also continued theintegration of our Executive Warmline to better serve
executives with internal transition and navigational
support. Of the executives who used the Executive
Warmline since its launch in 2021, 82% have stayedat Intel.
In 2022, as planned, we expanded Talent Keepers, a
program aimed at engaging mid-level Black and African
American employees in the US and Costa Rica more
directly with their managers in career development andprogression discussions and initiatives. A total of 320
pairs of employees and managers have completed theprogram since launch, with participants showing better
promotion (+7%) and retention (+1.5%) rates than theircounterparts. Managers who completed the program also
showed a 6% improvement in their ability to prevent race/
gender bias from playing out in management practices.

LGBT+ Inclusion
We plan to continue to advance the culture of LGBT+ inclusion
and belonging globally at Intel, with innovative ways to growvisibility of both company and leadership support. In 2022, we
introduced Included Health, a comprehensive care navigation
platform for the US LGBT+ community aimed at connecting
members with affirming care. Our LGBT+ ERG changed its
name to Intel Pride to be more inclusive of all community
identities and allies. We also updated our global ally badges
with black and brown stripes to support our inclusive workforce and align with pride flags that are flown externally atmany Intel campuses during Pride Month every year. In 2022,
Poland was added to the list of countries that proudly fly the
pride flag. Intel Pride members were thrilled to “be back” andparticipate in pride parades around the globe. They increased
engagement by inviting members of the Intel Out and Ally
Leadership Council (OALC), executives, families, and allies toparticipate and demonstrate support. To celebrate National
Coming Out Day in 2022, Intel Pride launched the #OutatIntelCampaign, providing an opportunity for LGBT+ employees
and allies to share their coming out and self-discovery stories.
Together Intel Pride and OALC promoted visibility and focus
on progression of LGBT+ employees and expansion of allyshipthrough education, mentoring, and advocacy. In 2022, OALC
launched a speaker series that provided a forum for LGBT+senior leaders to present on topics of their choice. In 2022,
the speaker series reached about 500 employees.
Since 2002, the Human Rights Campaign (HRC) has listed
Intel on its Corporate Equality Index (CEI), awarding Intel
the top score of 100 in 18 of those years. The CEI recognizes
employers that take steps to support greater equality for
LGBT+ workers and their families in the form 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.

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In our 2022 Employee Inclusion Survey, LGBT+ employees reported favorable results in some areas, but also indicated
opportunities for further growth, such as continued improvement in LGBT+ visible role models. On average, about
56% of the LGBT+ community indicated they have visible role models at Intel and 56% of employees identifying as
LGBT+/non-cisgender know fewer than five other people within the community. LGBT+ employees who are engaged
in the Intel Pride ERG are more likely to be out at work, and 66% shared that being part of Intel Pride had positive impact
on their progression.

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, 16% of the world’s population(over 1.3 billion people) experience a significant
disability, and it is estimated that 70% of disabilities
are non-apparent.7
The Intel Corporate Accessibility Policy outlines ourcommitment to creating a culture of accessibility andbroader impact through our technology. Learn more
about accessibility, innovation, and product development at Intel in the “Accessibility Innovation” sectionof the report. We work to advance accessibility via athree-pillar strategy focused on our workplace, products,
and industry. We focus on advancing accessible design
and innovative technology solutions, physical and digitalaccessibility in the workplace, integration of accessibility
best practices in our culture, use of accessible hiringand 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 LeadershipCouncil (IDLC). These groups advocate for and work
to advance and retain our disability community, while
amplifying awareness both internally and externally.
The team has also advanced a plan to help support
employees who are caring for a family member.
In 2022, for the sixth year in a row, Intel received
100% on the Disability Equality Index (DEI), and wasnamed one of the Best Places to Work for People with
Disabilities. The DEI, a joint initiative of Disability:IN and
the American Association of People with Disabilities, isa comprehensive benchmarking tool that provides anobjective score and roadmap on disability inclusion
policies and practices.
7

World Health Organization and Invisible Disabilities Association.

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2030 Goal: Accessibility
and Disability Inclusion
Description. Advance accessibility and increase thepercentage of employees who self-identify as having
a disabilityz to 10% of our workforce by 2030.8
Baseline. 1.4% of Intel’s US workforce self-identified
as having a disability as of December 2020.
Progress in 2022. 4.9% of Intel’s US workforce
self-identified as having a disability as of December
2022, up from 3.8% in December 2021, a year-overyear increase of 1.1%.
Looking Ahead. In 2023, we are continuing toassess systems, processes, and resources toprioritize a multi-year execution plan, with expansive
programming tied to the entire talent life cycle.
8I n 2023, we updated the goal language to “Achieve 10%
representation of employees with a disability in our global
workforce by 2030.”

Social Equity
Intel is working to build a culture of inclusion for all
employees, and we believe we have shared responsibility
to combat the structural inequalities impacting our
employees and communities. We further believe that
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 it means creating a world in which all
people, regardless of their identity or background, haveequal voice, representation, and access to opportunities.
Globally, issues of social justice, human rights, andequity continue to arise and are critical for business.
As corporations have an increased expectation to
respond and demonstrate meaningful action in thesespaces, the need for social equity at Intel continues.
Our approach to social equity supports our businessgrowth and talent goals, and focuses on root causes,
leveraging data to address systemic inequalities anddrive equitable change inside Intel, in our communities,
and across broader society.

Social Equity Inside IntelOur support for social equity starts inside the company.
In 2020, we established milestone representation
goals to help accelerate US representation of African
American employees at senior, director, and executive
levels by 30% by the end of 2023. Setting interim
milestones helps create sustained focus as we further
integrate equity into our systems and practices to close
gaps in African American and other inclusive leadershiprepresentation goals. Since 2020, we have achieved
a 20% increase in representation. In 2022, year-end
progress fell just short of the 10% milestone goal. As
we continue to analyze patterns and trends in our 2022
Employee Inclusion Survey (EIS), we see opportunities
for further work. In 2023 and beyond, we seek to drive
sustainable, long-term change by improving equitableoutcomes and increasing manager accountability andacumen through training, development, and systems-

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Inclusive 2022-23 Corporate Responsibility Reportlevel change. We believe that mitigating bias in systems
to foster an inclusive culture is a business imperative andkey to our long-term success, making Intel and each of
our employees stronger.

Advancing Social Equity in Global
Communities through STEM and Technology
The Intel Black Leadership Council (IBLC) and Networkof Intel African Ancestry (NIA) ERGs support goals
through strategic mentorship and sponsorship initiatives
for employees, and work to catalyze change in our global
communities by driving improvements and access to
STEM and technology for youth. At Intel VISION 2022,
IBLC collaborated with Autodesk and Monster Notebook
to support the Hidden Genius Project, a national
nonprofit organization based in Oakland, California,
that trains and mentors Black male youth in technology creation, entrepreneurship, and leadership skills.
Through this collaboration, Intel technology and AI
for Youth training were scaled to a national cohort ofcommunity-based organizations, school districts, andindividuals, effectively reaching more than 10,000
students across the country.
NIA Costa Rica, the only chapter of this ERG outsideof the US, mobilizes impact to advance social equity
beyond the US. In December 2022, NIA Costa Rica wasrecognized with a national award for its Skills for Life
program, which provides access to technology training
in Costa Rica’s Limon Province, one of the lowest income
regions in the country. The province is home to a large
population of Afro-descendent and indigenous people,groups that have been largely underrepresented in higher
education. The STEM training program consists of up
to 16 months of capacity building, English as a second
language, and internship placement to prepare students
for future employment at high-tech companies. Since
2021, the program has positively impacted approximately
160 young people, 65% of whom are underrepresented
minorities and 43% of whom are women.

Collective Impact to Advance
Equity and Access in Technology
In 2020, the effects of the pandemic caused
unprecedented societal, economic, business, andtechnology challenges. Increasing issues of global
inequality, the global race reckoning, issues of equitable
access to technology, the widening skills and location
gap for underrepresented talent, and the persistentbarriers some groups face to access traditional pathways
to technology will continue to challenge our businessgrowth aspirations, communities, and society. Amidthese challenges, many companies doubled down on
improving diversity, equity, and inclusion within theirorganizations. This was the impetus for the Alliance for
Global Inclusion—a one-of-a-kind coalition founded byIntel and industry peers with a commitment to help
build an equitable and just tomorrow.
The coalition combines the strengths and resourcesof member global organizations in an effort to bringinclusivity and full equity to the workplace. To create
societal impact, the Alliance CEOs acknowledged theneed to expand the pathways and access to STEM
training and careers. This is where economic opportunity,
market opportunity, and moral opportunity can meet, toenable the full participation of all. Our collective society
goal is to increase more inclusive pathways to STEM
careers for under-represented groups by removing
barriers to ensure equitable opportunities for all. By
2030, our collective commitment is to hire 5%+ from
non-traditional, more inclusive pathways like HBCUs,
other minority-serving institutions, and reskilling programs further increase diverse representation in tech.
For more about the Alliance, See “Building a Diverse
Technology Industry.”Building a Diverse Technology Industry
We will continue to support the development of amore diverse technology industry through investments,
collaborative initiatives, and research projects. We arealso working to inspire 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 RISE goals, we are working to drive
full inclusion and accessibility across the technology
industry by collaborating with others to create an inclusion index with common metrics and collaborative
actions to advance progress. In 2020, we hosted aseries of visioning conversations with representativesof nearly 20 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 tripled in size, fromfive to 15 members, and has made meaningful progresson creating an Inclusion Index to serve as a benchmark
for companies to track diversity and inclusion improvements, provide information on current best practices,and highlight opportunities to improve outcomes acrossindustries. The Alliance also created teams to drive
metrics in four critical areas: leadership representation,
inclusive language, inclusive product development,
and STEM readiness in under-resourced communities.
In September 2022, Alliance CEOs met with chief
people officers and chief diversity and inclusion officers
to review and celebrate accomplishments. They also
shared two additional commitments to contribute tocollective impact: have 100% of CEO staff obtain
Inclusive Leadership Development by 2025 and hire
5%+ employees from nontraditional pathways by 2030.
To support and accelerate our collective impact, weadded to the traditional diversity, equity and inclusion
maturity model a fifth stage for collective impact.
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Investing in Diverse-Owned Start-Ups
Intel Capital, our venture capital organization, hascontinued its commitment to invest in technology
companies led by women and underrepresented
minorities, entrepreneurs living with disabilities, USbased entrepreneurs from the LGBT+ community, andUS military veterans. In 2022, approximately 20% ofIntel Capital's venture stage dollars committed were instart-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. At theend of 2022, approximately 6% of our venture dollars
committed were in companies led by Black founders.

Creating Pathways to the Technology Industry
We invested over $5 million over the past five years inhistorically Black colleges and universities (HBCUs)
to support student research and retention programsin preparation for semiconductor careers. We havecollaborated with top HBCU engineering and computerscience programs at Florida A&M, North Carolina A&T,
Morgan State, Tuskegee, Prairie View A&M, and Howard
to create advanced research opportunities for students
and faculty in AI, the Internet of Things, and hardware/
software development. Since 1981, Intel has collaborated
with the National GEM Consortium to advance the next
generation of STEM professionals. In the last five years,
Intel has given nearly $4 million to support the GEM
Fellowship Program, which aims to increase participation of underrepresented groups in graduate STEM
degrees. Going forward, we plan to expand our student
engagement through hackathons, summer design
externships, mentor programs, and other activities
connecting students with our employees.

Crowdsourced Career Advice for Women
As part of International Women’s Month in 2022, Intelcollaborated with the Society of Women Engineers andthe Athena Alliance on the #AIforWomen initiative.
AIforWomen polled career professionals, asking

what advice they would offer to women starting theircareers. People from all over the world responded
and shared their advice on social media. AI algorithms
sifted through the responses to turn it into key piecesof actionable advice. The campaign, led by Intel executive managers and female engineers, gained more than
10 million exposures worldwide.

Supporting Black Women in Computer Science
Through a $1,064,500 funding gift from the Reboot
Representation Tech Coalition, including a $160,000
addition from the Intel Foundation, the Computer andInformation Sciences Department at Spelman College
will implement the Computer Science Challenge, amulti-faceted program that provides financial support
to scholars. “At a time where Black women compriseless than 3 percent of the technology workforce, we
recognize the unique role HBCUs like Spelman
College play in shaping, supporting, and encouraging
Black technology graduates for life beyond college,”said Dwana Franklin-Davis, Chief Executive Officer,
Reboot Representation. “This is our largest grant yet,and we are excited to work with the Spelman teamon investing in Black women’s success, nurturingcommunity participation, and broadening access tocomputing education.”Supplier Diversity and Inclusion
For nearly a decade, Intel has been committed todiversity and inclusion beyond its workforce toour suppliers globally. We believe a diverse supply
chain supports greater innovation and value for ourbusiness while helping to enable Intel’s vision tocreate world-changing technology to improve thelife of every person on the planet.

and management processes, and in our EPIC award,
which recognizes suppliers that exemplify Intel’s
standard of excellence. We work to apply these
expectations and requirements to first-tier1 suppliers,
and we also expect our non-diverse suppliers to reporttheir own spending with diverse-owned suppliers
and subcontractors.

In 2022, we reached our 2030 RISE goal to increase
annual spending to $2 billion globally. We also achieved
two 2023 milestone goals focused on spending withminority-owned suppliers globally and US Black-owned
suppliers, and are on track to reach a 2025 milestone
focused on women-owned suppliers outside the US.

Collaborating to Drive Change Globally

While we are proud of this achievement, we are not doneyet. We remain committed to staying on track with asolid diverse and inclusive supply chain focus through2030 and beyond.
Inclusion of diverse-owned suppliers is built into
our operations and outlined in our Supplier Diversity
Policy. We have integrated requirements for including
diverse suppliers into our supplier bidding, selection,

sectors best practices on how to set up or expand
supplier diversity programs and processes. See the
Quick Start Guide.
Learn more about Intel’s efforts to create opportunities
for diverse-owned businesses around the world to thrive.

2030 Goal: Supplier Diversity
and Inclusion

Over the past decade, we have partnered with othercompanies, NGOs, and governments to create opportunities for diverse suppliers, including hosting supplierworkshops and collaborating on country-level certification
standards. This work has included close collaboration
with NGOs and certifying bodies, such as the Women‘s
Business Enterprise National Council (WBENC),
WeConnect International, and many others around theglobe. In 2022, as in previous years, Intel was recognized
as a leader in supply chain diversity and inclusion by
several organizations, including WeConnect International,
National LGBT Chamber of Commerce, National Business
Inclusion Consortium, and MSD China. In addition, we
continued to share with companies across industry

Description. Increase global annual spending withdiverse suppliers2 by 100% to $2 billion.
Baseline. $1 billion in annual spending with diverse
suppliers as of January 1, 2020.
Progress in 2022. In 2022, we achieved $2.2 billion
annual spending with diverse suppliers. In addition,
we met two milestones we had set for 2023: spend$800 million annually with minority-owned suppliers
globally, including $250 million with US Black-owned
suppliers, and we are on track to meet a third milestone
to spend $500 million annually with women-owned
suppliers outside the US by the end of 2025.3
Looking Ahead. In 2023, we intend to continue tofocus on maintaining our success and collaboratingwith suppliers and industry organizations to improveawareness, training, and opportunities for supplier
diversity and inclusion.

Intel’s Supplier Diversity
and Inclusion programin 26 countries andregions works with NGOs
to identify and certify
potential suppliers.

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“First-tier suppliers” are companies from which Intel makes
direct purchases.

2

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

3

Correction to progress in 2022 updated on May 17, 2023.

Making Technology Fully Inclusive and Expanding Digital ReadinessWe are continuing our efforts to achieve our RISE
global challenge to advance inclusion and accessibility
for millions of people who do not have the technology
skills or resources needed to access educational,
economic, and community resources in our digital
economy. In 2022, we scaled several programs andcollaborations with customers, governments, and otherstakeholders in the areas of accessibility innovation,
inclusive design and online learning, digital skills andreadiness, and technology applications to advancesocial equity and human rights.

Accessibility Innovation
Accessible technology can enable people to acquire
education, have a career, use government services, makepurchases, pursue hobbies, and much more. Accessto information and communications technologies isdefined as a basic human right in the United Nations
Convention on the Rights of Persons with Disabilities.
We aim to improve accessibility experiences eachyear on new key client computing platforms with augmented features, capabilities, collaborations, or services
designed together with people with disabilities. In 2022,
we launched the 13th Gen Intel® Core™ processor family,
which includes new features that enhance PC-to-device
connectivity for one-click device pairing and easier filesharing, up to 20% less audio power consumption
compared to standard Bluetooth on select models,and faster speeds than Bluetooth.1 We expect thatthese features will include direct compatibility between
Bluetooth hearing aids and PCs in 2023. Our work has
resulted in new assistive technologies that use indoor
navigation, assistive speech, 3-D printing, and AI-driven
machine translation technology to enable face-to-faceconversations between people who communicate
through American Sign Language and those who
speak English.
1

13th Gen Intel Core Mobile Processor Brief.

2

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

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Inclusive 2022-23 Corporate Responsibility Report

We have a goal to have all Intel user experience teams
practicing inclusive design and research by 2030. To
track our progress toward that goal, we establishedan annual survey. In 2022, the results of the survey
established a baseline of 21% adoption rate of inclusive practices among user experience designers andresearchers at Intel. Also in 2022, the Inclusive Design
Operations Program launched a pilot to make it easier torecruit people with disabilities for user research. As partof this pilot, user experience teams had over 100 moreengagements with people who use assistive technology,
to improve designs in multiple business units.

lacks the required skills to fill these jobs. According
to Accenture,2 closing the digital skills gap could add
up to $11.5 trillion in GDP in 14 G20 countries by 2028.

In 2022, we launched an Intel-wide Accessibility
Innovation Campaign to crowdsource accessible andassistive technology ideas from employees. The campaign aims to drive a sustained culture of embracing
technology and inclusive design practices to eliminate
barriers, foster innovation, and empower all people toreach their full potential. Employees around the globe
submitted nearly 170 ideas. Winning ideas included
using AI-based software to support personalized
audio experiences, enhancements to screen reader
technologies, and new software tools to enhanceaccessible communication practices.

Addressing the AI-related technical skills gap has
become a critical industry and policy focus as jobs
across all sectors increasingly adopt AI. To address this,Intel has rolled out Intel® Digital Readiness Programs
globally in collaboration with government, academia, civilsociety, and industry stakeholders. This shared value andshared responsibility initiative aims to demystify anddemocratize technology superpowers like AI for broad,diverse, and non-technical audiences—regardless oflocation, gender, and ethnicity. Below are summaries ofsome of our initiatives aimed at building a technology
industry that is fully inclusive.

Technology Skills for Today and Tomorrow
We are witnessing increased digitalization of everything.
According to the World Bank, the digital economy iscontributing to more than 15% of world gross domestic
product (GDP), growing 2.5 times faster than the physicalGDP. Digital readiness for all people, focused on
emerging technologies like AI, is becoming more criticalfor countries, industries, and their citizens to remaincompetitive. The concept of digital readiness encompasses digital skills, trust, and responsible usage of
emerging technologies for broader socio-economic
benefits. Globally, there is a gap emerging between
new jobs that require digital skills and a workforce that

Intel will continue its efforts to expand digital
readiness by collaborating with 30 governments and
30,000 institutions worldwide to empower more than
30 million people with AI skills for current and futurejobs by 2030. At year-end 2022, Intel had worked with27 governments with more than 50 public-private
collaborations, enabled 23,000 institutions, and trained
more than 4 million people.

Digital Training for Refugees
More than 7 million refugees have crossed theborder into Poland since the outbreak of the war
in Ukraine. To help address the urgent learningneeds of this population, Intel provided over 1,300
new computers to 150 schools and formed acollaboration with a nonprofit organization to
design courses on cross-cultural dialogue,
digital inclusion, and Polish as a foreign
language. Over 60,000 students and 5,000
teachers are benefiting from the initiative.

100 million for semiconductor education and research.
To address immediate semiconductor manufacturing
technical challenges and workforce shortages, in March
2022, we announced a $100 million investment overthe next decade to establish semiconductor manufacturing and research collaborations with universities,
community colleges, and technical educators across the
US. We intend to invest $50 million directly into higher
education institutions in Ohio, where we are building two
leading-edge chip factories. An additional $50 million
from Intel will be matched by $50 million from the US
National Science Foundation (NSF) in national funding
opportunities. NSF will release a solicitation for proposals
from researchers and educators across the nation todevelop curriculum to improve STEM education at twoyear colleges and four-year universities, inclusive ofminority-serving institutions, and novel research toadvance semiconductor design and manufacturing.
Community college path to employment. Intel and the
Maricopa County Community College District collaborated
to launch the first Intel-designed AI associate degree
program in 2020. Since then, we have expanded that
program, now reaching 83 community colleges across
37 states. Through collaboration with Dell and theAmerican Association of Community Colleges, we
expect to further scale the program. Students fromthese programs are already gaining employment atIntel and other tech companies and businesses. In March
2022, Intel also announced a new semiconductor
manufacturing Quick Start program with Maricopa
Community Colleges in Arizona. Quick Start is anaccelerated two-week program that prepares students
for a rewarding career as a semiconductor technician
with hands-on learning from industry-experienced Intel
employees as instructors.
Building AI skills worldwide. Intel’s focus on responsible
AI highlights our commitment to address the AI skills
gap around the world. UNESCO highlighted Intel in its
new K-12 AI curricula standards. Smart Africa signed
a memorandum of understanding for Africa-wide AI
skills and government leader capacity building, and theCommonwealth of Nations engaged Intel for educating
government leaders on emerging technologies. We also
built innovative collaborations with global workforce readiness organizations like the United Nations Development
Program (UNDP), the Khan Academy, and Junior Achievement Europe, and shared our program resources andknowledge for impact. As an example, iDEA UK created acertificate program based on Intel’s AI for Youth program,benefiting more than 150,000 students.
In 2022, we rolled out the second edition of the Intel® AI
Global Impact Festival to celebrate AI innovations withstudents around the world. The virtual event attracted
more than 41,000 next-generation technologists from80 countries. Participants from 25 countries submitted
more than 100 winning projects showcasing innovative
ways to solve various social problems using AI. The
human impact of the program was highlighted throughstories such as: “From prodigy to professor,” “Microbial
pest crop protection,” “Predicting depression,” “Turninglearners into leaders,” and “Learning never stops.”
Intel and the Polish government launched an agriculturefocused AI for Future Workforce program for more than
50 vocational schools. The goal is to help transform theagriculture-driven economy. We also continue to build

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trusted public-private collaborations with government
ministries responsible for education, workforce readiness,and digital transformation from geographies such as
Saudi Arabia, Japan, Taiwan, South Korea, Singapore,
Israel, India, South Africa, Thailand, and Malaysia.
Ministries of Education in countries like Moldova, Albania,
Bangladesh, and Costa Rica have adopted AI for Youth,
scaling the curriculum nationally through schools. The
Prime Minister of India also announced a public commitment to train 10 million citizens via the AI for Citizens
program with Intel. In China, we scaled a digital readinessprogram across all 34 provinces with leading academic
stakeholders like Tsinghua University and East China
Normal University, and in South Korea, we worked with
Samsung to provide AI skills training at 10 leading
vocational institutes.
Advancing opportunities in India. Tech-enabled andsolar-powered smart classrooms have the potential tomodernize education and enhance the quality of classroom learning for students in government schools. AnIntel India project enabled access to smart classrooms
to over 7,000 students between grade 3 and 8 at 40
government schools in Karnataka and Telangana (15schools). In addition, over 400 teachers were trained
how to best use the smart classrooms to enhance STEM
learning in a holistic learning environment.
A project in rural Bangalore improved education forchildren in local government schools while helping build
sustainable livelihoods for marginalized women fromunderserved communities. Some 80 women received
training in English language proficiency, pedagogy,
curriculum mastery, and personal and professional
leadership to better prepare them to serve as community
teachers in rural government schools. An external impact
assessment survey of the women in the project showedthat nearly 70% of the respondents were unemployedprior to the project and 83% of the respondents who
were employed after the project had an average increase
in income by 176%.

Intel® Future Skills. Using design-thinking methodology
and hands-on learning experiences, the Intel Future Skills
program aims to give students the framework needed
for a lifetime of problem solving and discovery throughscience, technology, engineering, arts, and math
(STEAM) learning. The program’s learning platform
is made up of more than 60+ hours of content, whichchallenges students and encourages them to think
differently, fail fast, and develop a growth mindset.
The model combines technical learning with social
emotional learning to enable students to recognize andunderstand the people they are creating for by building
essential empathy and creative problem-solving skills.
We provide this content online at no cost. In addition,
Intel Employee Service Corps (IESC) skill-based
volunteers continue to dedicate their time facilitating
virtual Intel Future Skills camps and in-person classroom experiences for under-resourced youth. In 2022,
in collaboration with the Winter Paralympic Games, Intelsponsored three fully accessible sports-themed STEAM
camps for more than 200 middle school students withand without disabilities from 100 locations across the
US and Puerto Rico.
National Q-12 Education Partnership. To support
the quantum 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 thefederal government, industry, professional societies,
and the education community. The goal is to foster
training opportunities to increase the capabilities,
diversity, and number of students who are prepared
to engage in the quantum workforce. As a memberof the partnership, Intel produced the “Adventuresin Computing” video series to introduce STEM learners
to the field of quantum computing through entertaining
interviews with Intel women engineers and scientists.
In 2022, we launched the Intel® Future Skills Quantum
Computing hands-on learning projects for K-12 after-

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Inclusive 2022-23 Corporate Responsibility Reportschool programs. The projects include “Game of Chance,”
which visualizes probability, and “Making Waves,” focusedon visualizing waves with constructive and destructive
wave interference to explore a principle that quantum
computers employ.
Global Women in Science (WiSci) STEAM Camps.
In collaboration with the United Nations Foundation
Girl Up Initiative and the US Department of State’s
Office of Global Partnerships, the Intel Foundation
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 2022, virtual WiSci Future Skills camps in Southeast
Asia and Central America brought together 100 participants from Costa Rica, Indonesia, Malaysia, Panama,and the Philippines. Ileana Valdez’s amazing story is a
powerful example of the lifelong impact that WiSci has
on hundreds of girls. Many previous WiSci participants
have gone on to pursue STEM fields in college andlaunched successful careers.
Developing an Inclusive Talent Pipeline. In 2022, Intelcollaborated with the Knowledge Is Power Program(KIPP) to help give students in grades K-8 a strong
foundation in science. Today, nearly every KIPP school
uses Amplify Science, a robust, hands-on curriculumthat invites students to investigate phenomena withthe purpose of solving authentic problems. KIPP intends
to apply Amplify project learnings for future revisions
and instructional materials creation. Across the KIPP
network, 15 regions participated in over 20 hours ofteacher trainings and workshops, resulting in some 90%of participating students agreeing with the statement,“What I am learning in science will be useful later in mylife.” This result gives KIPP confidence that this intentional focus will encourage more students choose
STEM careers after high school.

Million Girls Moonshot
Since 2017, the Intel Foundation has invested$4.65 million in grants supporting meaningful
STEM experiences for middle school girls andtheir families. Building on proven results of thoseinvestments and the Intel® She Will Connect
initiative, the Intel Foundation is collaborating withother foundations and companies on the Million
Girls Moonshot (MGM). MGM aims to reach andcollectively engage 1 million more girls throughinnovative, high-quality STEM/STEAM capacity
across the 50 US states. In year two of the program(April 2021–August 2022), MGM engaged over
250 Intel volunteers, who provided 2,800 hours ofservice—reaching 65,000 after-school and summer
programs and engaging approximately 1.4 million
girls. Since the launch of the movement in 2020,
MGM has collectively reached more than 75,000
after-school and summer programs that educate
3 million youth, including 1.5 million girls. Of those,about 80,000 girls are in programs that are intensively engaged with MGM in some way, and are
therefore most likely to have directly benefited from
opportunities to develop an engineering mindset.

Sustainable
Driving to the lowest possible environmental footprint as we grow helps us create efficiencies andrespond to the needs of our stakeholders. We work across three main focus areas—climate, water,
and waste—and invest in conservation projects and set company-wide environmental targets. We
also collaborate externally to increase our “handprint”—the ways in which Intel® technologies canhelp others reduce their footprints.

This year’s highlights
9.6 billion gallons water saved
In 2022, we conserved approximately 9.6 billion gallons of water in our operations and community
collaborations and enabled restoration of 3.0 billion gallons through watershed restoration projects.
These achievements advanced us toward our goal of net positive water. We continued to achieve
net positive water in two countries: the US and India.

93% renewable electricity globally
In 2022, we achieved 100% renewable electricity in the US, European Union, Israel, and Malaysia,
and are approaching 100% in Costa Rica—bringing the global total to 93%. Over the last five years,
we have purchased 33.6 billion kWh of renewable electricity, enough to power more than 3.2 million
US households for one year.1

67% manufacturing waste upcycled
During 2022, circular economy practices were applied to approximately 67% 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 to reduce the environmental impact of our operations.
We also collaborate with governments, other companies, our suppliers, andnonprofits to help others reduce their own environmental impacts. Oursustainability goals, including our commitment to achieve net-zero greenhousegas (GHG) emissions (Scope 1 and 2) by 2040, help answer the call for evenmore urgent action to further address climate change.
In addition to our sustainability goals, our strategy includes creating a collective
approach to reduce GHG emissions across the semiconductor industry, andincreasing the use of technology to reduce climate change impact. To achieve
the objectives of our RISE sustainable chemistry technology industry initiative,
we continue to test and improve our unique methodology to calculate our manufacturing chemical footprint, which we believe will be instrumental in helping us
identify projects to soften that footprint at Intel and within our ecosystem.
We recognize that solving the world’s environmental challenges requires broad,collective action—action that starts with individuals. For that reason, we havelong encouraged our employees' passion for the environment by supporting
sustainability projects within the company, with customers, and in our local
communities. For example, a global team of Intel volunteers is working withan Arizona nonprofit to leverage AI to identify invasive grasses and reduce therisk of wildfires in the Sonoran Desert. To learn more, see “Collaborating forTechnology Impact” in the Enabling section of this report.
We believe that Intel’s position in the technology ecosystem, our wide rangeof technology, and the passion and expertise of our employees will enable us
to form critical collaborations, develop new approaches, and make significant
progress over the next decade and beyond.

2030 and 2040 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 thesemiconductor manufacturing industry and increase the use of technology to reduce climate
impact in global manufacturing.
Sustainable Chemistry. Enable greener and circular chemistry strategies across thetechnology industry value chain by transforming chemical footprint methodology.
Product, Operations, and Supply Chain Goals:
Renewable Electricity. Achieve 100% renewable electricity globally.
Energy Conservation. Conserve 4 billion kWh of energy cumulatively.
Green Buildings. Build new factories and facilities to US Green Building Council green
building standards.
GHG Emissions. Reduce absolute GHG emissions 10% by 2030 and achieve net zeroby 2040 (Scope 1 and 2).
Supply Chain. Reduce Scope 3 GHG supply chain emissions by 30% from what they would
be in the absence of action.
Product Energy Efficiency. Increase product energy efficiency 10X for Intel client and server
microprocessors to reduce our Scope 3 emissions. Reduce the carbon footprint of platformreference designs for future client form factors by 30% or more.
Net Positive Water. Achieve net positive water by conserving 60 billion gallons of water andfunding external water restoration projects.
Zero Waste to Landfill. Achieve zero waste to landfill and implement circular economy strategies
for at least 60% of our manufacturing waste streams in collaboration with our suppliers.

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

We also conduct regular environmental, health, andsafety (EHS) program self-assessments to validate
EHS compliance at the individual site level. In addition,
our senior global EHS professionals partner with legal
counsel to complete periodic internal audits related tocompliance, management systems, and business risk
at various Intel sites. The audits are designed to include
in-depth documentation and records reviews, interviews
with site leadership, and physical inspections related to
EHS compliance.

Governance and Management

Key to our chemical management strategy is acomprehensive 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), and local and global regulations.
We then identify the environmental and safety controls
needed to protect personnel and the environment
during a chemical’s intended use. In 2021, we launched
new chemical management software systems aimed at
improving employee access to hazard information andincreasing the efficiency and quality of EHS review of
new chemical introductions—including review of ourchemical suppliers’ regulatory obligations.

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. Under these policies, we strive
to consider environmental impact when we select sites,
design buildings, set performance levels for manufacturing tools, and establish goals for production processes.
For over a decade, Intel has maintained multi-site,third-party-verified International Organization forStandardization (ISO) 14001 registration to evaluate
the effectiveness of our Environmental Management
System. Our Corporate Energy Management System isdesigned to follow the ISO 50001 Energy Management
Standard; to date, we have received third-party ISO
50001 accreditation for 6 of our manufacturing sites.1
To minimize our emissions of particulate matter (PM)—including PM less than 2.5 microns (PM2.5), volatileorganic compounds (VOCs), hazardous air pollutants(HAPs), nitrogen oxides (NOx), and carbon monoxide(CO)—we seek to use emissions reduction strategies,
including abatement equipment such as rotary concentrator thermal oxidizers, wet electrostatic precipitators,
wet scrubbers, and ultra-low NOx burners.

1

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

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On an annual basis, we report Intel’s emissions, wastetransfers off-site, and treatment of reportable chemicals
in the countries where Intel operates, and seek to do soin accordance with local and national regulations, suchas 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, Intelparticipates in organizations such as the Center for
Climate and Energy Solutions, the American Council
for an Energy-Efficient 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,advance green chemistry and footprinting practices,
and identify collaboration opportunities.
To learn more, see “Public Policy and Political
Accountability” and “Supply Chain Responsibility”
in the Our Business section of this report.
EHS Compliance Reporting Data
Year

Number of NOVs

Fines or Fees

2018

8

$1,600

2019

7

$400

2020

9

$7,0862021

9$2,1002022

12$12,850

In 2022, government officials made more than 180 visits (including
audits and inspections) to Intel sites across the globe, including over 65
health and safety agency inspections, nearly 35 fire protection agency
inspections, and more than 80 environmental agency inspections.
Details on Notices of Violations (NOVs) are provided in the Appendix
of this report, and previous NOV data can be accessed on our Report
Builder website. Senior management is responsible for reviewing
our NOVs to confirm that root cause corrective actions for identified
concerns are put in place and tracked to completion.

Our Explore Intel website provides stakeholders with information about
environmental management and performance at our major global
facilities, such as the Rio Rancho, New Mexico campus pictured above.

Smart and Green Building Practices

Linking Compensation
and Financing toEnvironmental Performance
Since 2008, we have linked a portion of executive andemployee compensation to corporate responsibility
factors. Our 2022 bonus incorporated environmentalrelated metrics aligned to our 2030 goals, including
achieving 90% renewable electricity globally, conserving
8.5 billion gallons of water in our operations, and restoring
2.5 billion gallons of water to local watersheds. We
surpassed each of the targets, conserving 9.6 billion
gallons and restoring 3.0 billion gallons of water, andreaching 93% of renewable electricity globally. In 2023,
environmental metrics include achieving at least 95%
renewable electricity globally, reducing Scope 1 and 2
GHG emissions by 130,000 metric tons of carbon dioxide
equivalent (CO2e), conserving and restoring 12 billion
gallons of water, and sending ≤5% of waste to landfill by
the end of 2023. For more information, see our 2023
Proxy Statement.
In 2022, for the third consecutive year, we achieved ourgreen revolving credit facility targets for energy and water
conservation. In August 2022, we also announced thepricing of our inaugural green bond issuance, totaling$1.25 billion. The net proceeds of the green bond offering
are intended to be used to fund eligible projects in six key
areas that support Intel’s sustainability goals, including
green buildings, energy efficiency, circular economy andwaste management, GHG emissions reductions, water
stewardship, and renewable electricity. The green bond
was part of a $6 billion overall debt public offering, and theproceeds from the remainder of the offering are intended
to be used for general corporate purposes. Additionally,
we kicked off a pilot to implement an internal price ofcarbon to inform project decisions.

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Sustainable 2022-23 Corporate Responsibility Report

For many years, our engineers have incorporated
green design into the new construction and renovationof our facilities, which helps us achieve efficiencies
in energy consumption, water use, and recycling. We
also collaborate with companies and nonprofits to
expand the number of manufacturers implementing
green building practices. We have achieved LEED®
green building certification for more than 18.5 million
square feet of space in 53 buildings. Our new Gdansk,
Poland research lab facility, which received LEED®
Platinum certification in March 2023, meets the NearlyZero-Energy Building requirements in the European
Union and incorporates technology solutions that will
reduce electricity consumption by 32% and water
consumption by 55%. Currently several additional new
Intel buildings and site expansions are going throughthe LEED® certification process. As part of our net-zero
GHG announcement, we committed to build our new
factories to LEED® standards.
Intel also collaborates with a robust ecosystem ofequipment manufacturers and systems integrators todeliver a new generation of smart building solutions
built on interoperable, secure, and scalable Internet ofThings technologies and advanced data analytics—atthe network edge. Read more about smart buildings
with Intel® Internet of Things technologies.

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

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 halogenatedflame retardants in all electronic components, Intel
has played a role in facilitating industry consensus
around low-halogen practices. We engage with industry
committees on the development of materials declaration, test methods, carbon footprint, and eco-design
standards. Intel leads several global environmental
regulations influencing and harmonization efforts
within multiple industry trade associations. We also
strive to meet the requirements of the European Union’s
Registration, Evaluation, Authorization, and Restrictionof Chemicals (REACH) regulation and comply withapplicable product ecology regulations. When hazardous substances are included within our products, wetake steps to handle them safely from the time they
enter our operations until they are properly disposedof 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 endeavor to work with OEMs, retailers, customers, andothers to identify shared solutions for used electronics. We also takesteps to integrate environmental considerations into the design ofour products to minimize environmental impacts of electronics attheir end 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, and tools are designed to help
purchasers in the public and private sectors evaluate, compare, andselect electronic products based on environmental leadership andcorporate social responsibility attributes.

Product Carbon Footprint
The product specific methodologies, standards, and available data
for estimating product carbon footprints (PCFs) vary considerably
by company and geographical location. We believe consistency isneeded and we are helping to lead the industry harmonization of PCF
methods that relate to Intel products, for example, through involvement in efforts with the Semiconductor Climate Consortium and theMassachusetts Institute of Technology‘s (MIT) Product Attribute to
Impact Algorithm (PAIA) Consortium.
Our approach to modeling the embodied PCF2 of Intel® processors
is designed to follow the guidelines of the ISO 14067 standard
and recommendations from the International ElectrotechnicalCommission (IEC) Technical Report TR 62921. We make estimatesavailable to our direct customers for informational purposes toenable customers to estimate the contribution of the processor
to the overall impact of their finished product.

2 he embodied PCF includes Scope 1, market-based Scope 2, and the applicableT
upstream portion of Scope 3 GHG emissions.

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e WASTEClimate and Energy
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 Intel®
technology can help others reduce their climate impacts.
Our Climate Change Policy outlines our formal position
on climate change and our policy advocacy principles.

Reducing the Carbon Footprint of Our Operations
For over two decades, Intel has set aggressive greenhouse gas (GHG) reduction goals and invests in GHG
reductions through chemical substitution, GHG abatement, energy conservation, process optimization, andrenewable and alternative electricity. As a result of theseactions, we have avoided over 80% of our cumulative
Scope 1 and 2 GHG 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 “Sustainable
Chemistry” initiatives later in this section and “2022Scope 1 and 2 Greenhouse Gas Inventory by Location”
in the Appendix.

Intel’s Energy Management System is designed to follow
the international ISO 50001 Energy Management Systemstandard. Although energy conservation opportunities
are present across the spectrum of Intel’s manufacturing
operations, we have identified strategic investment
opportunities in a number of areas. To reduce energy
usage in operations, we are investing in HVAC upgrades
and heat recovery projects. For new factory construction
projects, we are incorporating energy efficiency into
design and equipment selections. Through occupancy
and light-level control LED lighting in both manufacturing
and non-manufacturing spaces, we expect up to a 90%
reduction in lighting energy use. For more informationon our approach to energy conservation, see ourwhite paper.

Energy Use

2030 Goal: Energy Conservation
Description. Achieve cumulative electricity savingsof 4 billion kWh from 2020 to 2030.

Energy Conservation
Reducing energy use in our operations is core to Intel’soverall climate strategy and our sustainability goals.
Cumulatively we conserved approximately 970 million
kWh of electricity from the 2020 baseline throughthe end of 2022, toward our 4 billion kWh 2030 goal.
Cumulative cost savings from the 2020 baseline
through 2022 total approximately $70 million.

Baseline. Progress measured from baseline ofJan. 1, 2020.

Our 2022 absolute energy use decreased 7% compared to 2021. In
2022, approximately 82% of our global energy use was electricity.
The Dalian, China site was sold subsequent to year-end 2021 as partof the first closing of the divestiture of our NAND Memory business.
Therefore, Dalian is not included in our sustainability goals and metrics
beginning in 2022.

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Sustainable 2022-23 Corporate Responsibility Report

Progress in 2022. In 2022, we invested in projects
that enabled us to conserve an additional 160 million
kWh of electricity. We have conserved a cumulative
total of approximately 970 million kWh of electricity
since the baseline date.
Looking Ahead. In 2023, we continue to invest in
new and innovative projects aimed at conserving
an additional 150 million kWh of electricity.

Alignment with TCFD
We value transparency around our carbon footprint andclimate risk and use the framework developed by the Task Forceon Climate-Related Financial Disclosures (TCFD) to inform ourdisclosure on climate governance, strategy, risk management,
metrics, and targets. For governance and strategy, we seek tofollow an integrated approach to addressing climate change,
with multiple teams responsible for managing climate-related
activities, initiatives, and policies, including manufacturing andoperations, government and public affairs, supply chain, andproduct teams. Senior executives and the Board's Corporate
Governance and Nominating Committee review strategies andprogress toward goals.
We describe our overall risk management processes in our2023 Proxy Statement, and we describe our climate-related risks
and opportunities in this report; our Climate Change Policy; “Risk
Factors” within of our 2022 Annual Report on Form 10-K; and in
our most recent CDP Climate Change survey, which is available
on our Report Builder website. We employ a variety of climaterelated assessments and scenarios across multiple aspects ofour business. In 2022, subject matter experts from multiple
business groups partnered to further drive the integration ofclimate change considerations into our processes for assessing
risks and opportunities and to conduct a climate change scenario
analysis. Additionally, we plan to publish a formal Climate
Transition Action Plan in 2023.
A current mapping of our climate disclosures aligned with
the TCFD and Sustainability Accounting Standards Board(SASB) framework is included in the Appendix.

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Scope 1 + 2 GHG Emissions

2030 and 2040 Goals: Net-Zero Scope 1 and 2 GHG Emissions
Description. Achieve a 10% reduction in our absolute Scope 1 and 2 GHG emissions by 2030 and reach net-zero
Scope 1 and 2 GHG emissions by 2040.
Baseline. Progress measured as percent reduction from our calendar year 2019 emissions. Our combined Scope 1
and Scope 2 GHG emissions in 2019 were 1.61 million metric tons of carbon dioxide equivalent (CO2e). Due to thedivestment of our Dalian, China manufacturing site, Dalian has been removed from our GHG emissions inventory forthe baseline year and all subsequent years.
Progress in 2022. During 2022, our Scope 1 and 2 GHG emissions decreased 4% from the 2019 baseline.

Our combined Scope 1 (direct) and Scope 2 (indirect) GHG emissions
decreased 4% on an absolute basis in 2022 from the 2019 baseline.
Due to the divestment of our Dalian, China manufacturing site, Dalian
has been removed from our GHG emissions inventory for all years
shown in this chart. In addition, for our 2019 baseline year and going
forward, we refined the emission factors used in our GHG inventory
based on the most recent data available and industry best practices.
See details of our GHG emissions by location in the Appendix.
1

Looking Ahead. In 2023, we will continue to implement a project roadmap to reduce our Scope 1 and 2 GHG emissions.
We expect to reduce approximately 130,000 metric tons of CO2e on an annualized basis through targeted projects
within our operations and use of renewable electricity. We seek to reduce our absolute emissions to reach our net-zerocommitment by 2040, and only purchase carbon offsets or removal credits after feasible reduction options havebeen exhausted.

Scope 1 + 2 GHG Avoided Emissions Over the Last DecadeF-GHGs stands for fluorinated greenhouse gases and includes
perfluorocarbons (PFCs) and other fluorinated GHGs used inIntel’s semiconductor fabrication.

Actual (Reported) Scope 1 + 2 GHG Emissions

Avoided Scope 1 & 2 Emissions

For over two decades we have voluntarily reduced our GHG emissions through significant investments and actions. Despite the increase incomplexity of our current manufacturing process technologies, we have avoided 80% of our cumulative Scope 1 and 2 GHG emissions overthe last decade, through these investments and actions. We are working to drive further reductions to reach net-zero GHG emissions (Scope
1 and 2), as well as through collaboration with others in the semiconductor and other manufacturing industries. For more information, see”Sustainable Manufacturing” later in this section.

In 2022, we celebrated the grand opening of a $3 billion expansion atIntel’s development factory in Hillsboro, Oregon.

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Our emissions calculations are based on Global Reporting Initiative (GRI) 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 byIntel management. GHG emissions by location are included in the Appendix. Additional GHG emissions reporting is publicly available in our CDPquestionnaire response on our Report Builder website.

2022 GHG Emissions Reported by Category(metric tons of CO2e)
Scope

Emissions

Notes

Scope 1 (Direct)
Emissions

1,190,900

Manufacturing process, on-site fuelcombustion, refrigerants, on-site fleet/
air travel.

Scope 2 (Indirect,
Electricity)

347,600

Market-based method;2 includes
renewable electricity purchases.

Scope 1 and 2 Total

1,538,500

Scope 3 Total

22,791,000

Indirect/value chain.

Leased Vehicles
and Commuting

388,000

Employee leased vehicles
and commuting.

Logistics andDistribution

371,000

Upstream and downstream transportand distribution.3

Employee
Business Travel

33,000

Air travel, car rentals, and hotel stays.

Supply Chain

4,792,000

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

Capital Goods

364,000

Extraction, production, and transport ofcapital goods purchased.

Fuel and Energy
Related Activities

82,000

Impacts related to extraction, production,and transportation of fuels and energy
purchased, not already included in Scope
1 or 2.4

Waste Generated
in Operations

36,000

Disposal and treatment of waste
generated in our operations.

Product Energy
Usage16,591,000

Represents the GHG emissions of the
product lifetime (3,867,000 metric tons ofCO2e annualized). Includes considerationof cloud service provider publicly reported
use of renewable electricity in data
centers.5

Processing of
Sold Products

134,000

Processing of intermediate products soldto downstream manufacturers.

2

 ocation-based method Scope 2 emissions (does not account for any renewableLelectricity attribute purchases) = 3,303,000 metric tons CO2e/year.

3

 pstream portion = 151,000 metric tons; downstream portion =U
220,000 metric tons.

4

 arket-based method includes renewable purchases. Location-based methodMemissions (does not account for any renewable electricity attribute purchases) =244,000 metric tons of CO2e/year.

5 ifetime and annual product energy usage emissions without consideration
Lof customer renewable electricity are 30,076,000 and 6,879,000 metric tons
CO2e, respectively.

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Sustainable ManufacturingIntel strives to contribute to the global effort toward science-based GHG emissions reductions, in linewith the reduction pathway to limit global warming to 1.5°C. However, we face challenges in gaining
formal approval for an emissions-reduction target under the methodology of the Science-Based Targets
Initiative (SBTi) due to a number of factors. First, the absolute contraction approach for setting sciencebased GHG targets does not allow companies to account for early action to reduce emissions. By notaccounting for these historical reductions in Scope 1 and 2 emissions, companies that have demonstrated
leadership in early, voluntary emissions reductions are at a disadvantage compared to companies thatare now beginning their GHG reduction efforts. While Intel’s long-term net-zero GHG goal is in line witha 1.5°C emissions reduction scenario required for a science-based target, we are challenged by the nearterm reduction requirement without the ability to account for significant historical reductions.
Second, demand for semiconductors is increasing, due in part to the role that technology plays in driving
climate change solutions. Current frameworks do not include consideration of the reduction in GHG
emissions through the application of technology, or the “handprint”—the environmental benefit thattechnology provides.
In 2022, we continued our work with industry members to evaluate options for setting an SBTi-approved
target, and we will continue this work in 2023.

“Intel has been a leader in sustainability
results for decades. With leadershipcomes responsibility. We’re now raising
the bar and entering an exciting era toachieve net-zero GHG emissions across
our operations by 2040. This will requiresignificant innovation and investment,
but we are committed to do what it takes
and will work with our industry to achieve
this critical mission.”—Keyvan Esfarjani, Executive Vice President
and Chief Global Operations Officer at IntelRenewable and Alternative Electricity
To reduce our Scope 1 and 2 GHG emissions, we purchaserenewable electricity and operate on-site alternativeelectricity projects that provide power directly to Intelbuildings. Over the last five years, Intel‘s renewableelectricity supply and renewable electricity attributepurchases have totaled more than 33.6 billion kWh,enough to power more than 3.2 million US households
for one year.6
Over the last decade, the number of Intel’s on-sitealternative and renewable electricity installations andour installed capacity have grown significantly. We now
have more than 110 alternative and renewable electricity
installations with capacity of more than 50,000 kW across
22 Intel campuses. These installations use 22 different
technology applications, such as solar hot and coolingwater systems, solar electric photovoltaic-covered
parking lots, solar window, mini bio-energy, motion
power, geothermal energy, and micro wind turbine
array systems.

2030 Goal: Renewable Electricity
Description. Achieve 100% renewable electricity across our global operations.
Baseline. During 2020, we had reached 100% renewable electricity in our US and European operations, 50% for our
Israel operations, and 71% globally.
Progress in 2022. We continued our 100% renewable electricity commitment for our US, European Union, Israel, andMalaysia operations, and are approaching 100% in Costa Rica—bringing the global total to 93% as of the end of 2022.
Looking Ahead. We will continue developing renewable electricity purchases in other locations, primarily Vietnam,
China, and India, and expect to reach at least 95% renewable electricity globally in 2023.

Our on-site projects, which include pilots of innovativetechnology applications, help us displace grid-supplied,carbon-intensive electricity sources and identify future
installation and technology opportunities for both Inteland the broader alternative and renewable electricity
market. When installed, our projects are often thelargest corporate on-site projects of their type in acountry or region.

past decade—by companies, investors, utilities,
and governments—to increase commitments andinvestments in renewable energy supplies and apply
new technologies.
Renewable Electricity Use

For more than a decade, Intel has been one of the top
corporate purchasers of renewable electricity in the US.
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, many of which arecertified and verified by nonprofit validation accreditors
such as the Center for Resource Solutions’ Green-e
program to meet US Green Power Partnership (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 the6 ased on average US household energy usage figures published byB
the US Energy Information Administration.

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We achieved 93% renewable electricity across our global operationsin 2022. The Dalian, China site was sold subsequent to year-end 2021
as part of the first closing of the divestiture of our NAND Memory
business. Therefore, Dalian is not included in our sustainability goals
and metrics beginning in 2022.

Product Energy Efficiency
With each new generation of products, we aim to offer
higher performance and improved energy efficiency
compared to previous generations. Improving theenergy efficiency of our products can reduce our
Scope 3 GHG emissions and improve our customers
Scope 2 GHG emissions, as well as reduce overall
energy consumption.
In 2022, Intel launched 13th Generation Intel® Core™
processors for personal computers with hybridarchitecture that has both performance and efficientcores. Intel’s performance hybrid architecture isdesigned to lead to higher performance per watt inclient products, helping us make progress toward our
RISE 10X product efficiency goals.1
During 2022, we made progress in replacing legacy
system sleep and idle states with faster wake Modern
Standby state. Intel had a 100% attach rate of Modern
Standby on notebook PC designs using 13th Generation
Intel Core processors. Intel launched the 13th Gen Intel
Core mobile processors with a 20% increase in energy
efficiency and 15% Microsoft Windows ADK Browsing
power reduction compared to 12th Gen Intel Core
mobile processors. Energy efficiency referenced was
calculated by comparing the ratio of SPEC® CPU2017
Integer Rate benchmark and Display On Idle power
between the top-performing 15W processors.
The transition of desktop PCs to Modern Standby
continues to improve year over year. Our multi-yearcross-industry collaboration to improve desktop energy
efficiency yielded a key accomplishment. The firstcomputer systems based on Intel’s Single Rail Power
Supply Specification ATX12VO were launched in 2022.
ATX12VO (12V only) is designed to enable better power
supply efficiency at low loads to enable a platform withup to a 30% reduction in typical annualized energy consumption and greenhouse gas emissions. Intel launchedthe 13th Gen Intel Core desktop processors with a 60%

74

Sustainable 2022-23 Corporate Responsibility Reportincrease in energy efficiency compared to 12th Gen
Intel Core desktop processors. Energy efficiency referenced was calculated by comparing the ratio of SPEC®
CPU2017 Integer Rate benchmark and Display On Idle
power between the top-performing 125W processors.

can utilize to achieve more efficiency gains whenrunning certain workloads or use cases. These features,
while not exercised by the SPEC SERT suite, canprovide real energy savings across a wide variety ofreal-world scenarios.

In 2023, we launched 4th Generation Intel® Xeon®
Scalable processors (code-named “Sapphire Rapids”),
which achieved approximately 29% improvement
energy efficiency over 3rd Generation Intel Xeon
Scalable processors using top-bin SKUs as measured
by industry benchmark SPEC® SERT.® The efficiency
gain was largely driven by higher core count, microarchitecture improvements, support for DDR5 memory,and PCIe Gen 5.

Intel has worked with industry organizations and worldwide government agencies to promote and enable better
energy-efficiency standards across the PC industry.
Working with the European Commission and otherstakeholders on the upcoming EU Lot 3 Computersregulation revision, Intel continued to make progress with
DIGITALEUROPE on finalizing the new benchmark tool
for a PC active-mode energy-efficiency metric for A-G
labeling recommendations. Intel has also worked withgovernment policy makers to influence the direction of
the new version of computer standards in South Korea.

4th Gen Intel Xeon processors also include innovative
features such as Optimized Power Mode (OPM) andbuilt-in accelerators for AI, security, etc., that customers

1

13th Gen Intel® Core™ Mobile Processors brief and 13th Gen Intel®
Core™ Desktop Processors brief.

For server energy efficiency, Intel collaborated
with technology industry consortia and European
Standardization Organizations to continue developmentof new harmonized standards in support of EU Lot 9
server regulation already in effect. In support of the
EU’s Green Deal, Intel, as a part of the ICT industry,
advocates leveraging technology and digitalization tomeet EU’s climate-neutral goals by 2050. Intel is also
actively participating in the industry-led EU Carbon
Neutral Data Centre Pact (CNDCP), driving a holistic
approach and metrics to help make EU data centerscarbon neutral by 2030. In China, as part of industry consortia, we continue to work with China National Instituteof Standardization (CNIS) to help enable China’s Energy
Efficiency grades and benchmark approaches adopted

by CNIS in the final standard to be acceptable to theserver industry with a minimal market entry risk. Intel
is collaborating with SPEC and the Information Technology Industry Council’s The Green Grid to develop
the next version of the server benchmark tool SPEC®
SERT® suite to support modern workloads and expand
the class of servers.
Through continuous improvement of downstream
Scope 3 energy use methodology, Intel has estimatedthe GHG emissions due to energy consumption byIntel processors sold in 2022. The annual and lifetime
emissions of Intel processors when used in customers’
compute applications (i.e., server, desktop, notebook,and workstation) equate to approximately 3,867,000

2030 Goal: Product Energy Efficiency
Description. Increase product energy efficiency 10X for Intel client and server microprocessors to reduce our
Scope 3 GHG emissions.
Baseline. Progress on the client component of our product energy efficiency goal is measured using the SPEC®
CPU2017 Integer Rate benchmark and Display On Idle Power using a 2019 baseline. Desktop and notebook
product efficiencies should be reported together as a single number through a weighted average of desktop andnotebook processor sales volumes. Progress on the data center component of our product energy efficiency goalis measured using SPEC® Server Efficiency Rating Tool (SERT®) suite2 on Intel and/or OEM commercial systems,
using an end-of-2019 baseline.
Progress in 2022. Client: On track. In 2022, 13th Generation Intel® Core™ processors improved product energy
efficiency by approximately 43% over our 2021 products, and we are on track to meet our aggressive interim 2022
goal of 2.8X compared to the 2019 baseline. Server: Ahead. Energy efficiency exceeded the 2022 goal. In 2022, wereleased our 4th Generation Intel® Xeon® Scalable processors, which achieved approximately 2.2X improvement inenergy efficiency vs. the 2019 baseline, as measured by SERT using high-volume SKUs. This surpasses the 2022
goal of 1.9X based on planned trajectory toward 10X improvement by 2030. This is the second consecutive yearthat Intel has successfully demonstrated to within 5% of our planned trajectory to the 10X by 2030 goal for server.
Looking Ahead. For 2023, we plan to report on server progress toward the 2030 goals based on planned releaseof next-generation Intel® Xeon® Scalable processors (code-named “Emerald Rapids”) and client progress basedon our next-generation processor code-named “Meteor Lake.”2

SPEC and SERT are registered trademarks of the Standard Performance Evaluation Corporation (SPEC)75

Sustainable 2022-23 Corporate Responsibility Reportand 16,591,000 metric tons of CO2e, respectively. For
more, see the “2022 GHG Emissions Reported byCategory” table earlier in this section.
The decrease in annual and lifetime emissions in 2022
compared to 2021 is driven by higher use of renewableelectricity in customers’ cloud data centers, higher
cloud to enterprise server shipment mix, and reduced
shipments for client processors. Methodology refinement for 2022 included expansion of client models andproduct families. Net lifetime emissions after accounting
for renewable electricity are going down as more data
centers are powered by renewable electricity.
For more information, see “Achieving Carbon-Neutral
Computing” later in this section.

Water Stewardship
By responsibly managing our water use, guided by
our Global Water Policy, we aim to meet our businessneeds, as well as those of our communities. In 2022, wereturned and restored 107%1 (by volume) of our fresh
water withdrawals to our communities through efficientwater management, water reuse, and project fundingthat enabled water restoration in local watersheds.

See details about our water footprint and water risk
assessment by location in the Appendix. Additional
information is also available in our most recent CDP Water
Security report posted on our Report Builder website.
Water Usage and Conservation

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) and funding
water projects that will restore more fresh water thanwe consume to our local watersheds.
We estimate that our water conservation efforts saved
approximately 9.6 billion gallons of water in 2022 andnew projects completed are estimated to save almost
890 million gallons annually, once operational. Over thelast 10 years, our water conservation efforts have saved
approximately 52 billion gallons of water, enough tosustain about 470,000 US homes for one year.2
During 2022, we continued to fund water restoration
projects benefiting the watersheds that we impact
and the communities where we operate, including new
projects supporting Arizona and Mexico.

2030 Goal: Net Positive Water
Description. Achieve net positive water byconserving 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 as water returned throughwater management practices, plus water restored
to local watersheds, equivalent to >100% of ourfresh water consumption.
Baseline. Progress measured from baseline ofJan. 1, 2020.

Our 2022 absolute fresh water use decreased 23% from 2021. We
increased our water conservation from 2021 to 2022 by about 4%, andincreased it by approximately 36% since the baseline year of 2020,
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 nonmanufacturing sites with 2,000 or more employees where Intel has
operational control. The Dalian, China site was sold subsequent toyear-end 2021 as part of the first closing of the divestiture of our NAND
Memory business. Therefore, Dalian is not included in our sustainability
goals and metrics beginning in 2022.

Net Positive Water

Progress in 2022. During 2022 we conserved
approximately 9.6 billion gallons of water and morethan 26 billion gallons cumulatively from the 2020
baseline. In addition, Intel-enabled projects restored
about 3.0 billion gallons of water to our watersheds.
As a result, we reached net positive water in two
countries: the US and India. These achievements
advanced us toward our 2030 goal of net positive
water, resulting in 107%1 (by volume) of fresh water
usage that was returned and restored, and significant
progress toward our goal to conserve 60 billion
gallons of water by 2030.3
Looking Ahead. In 2023 we expect to conserveand restore a total of 12 billion gallons of water in ouroperations, community collaborations, and watershed
restoration projects.

31Water returned (8.6 BG) + water restored (3.0 BG)/water withdrawal(10.9 BG) =107% (small rounding difference). Net positive water %represents the total volume of fresh water returned and restored
globally. Some locations have returned and restored significantly
more than their targets, resulting in a global total greater than 100%.
Net positive water is achieved when each region reaches its specifictarget. Refer to ”2022 Water Inventory by Location and Source” inthe Appendix for net positive water progress by region.

2

 ased on average US household water usage figures published byB
the US Environmental Protection Agency.

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Sustainable 2022-23 Corporate Responsibility Report ur 2022 water savings exclude water savings at our former
O
Dalian, China manufacturing site. The Dalian site was sold
subsequent to year-end 2021 as part of the first closingof the divestiture of our NAND Memory business. During2022, we restarted manufacturing operations in Costa Rica,
resulting in an increase in fresh water use. Since our net
positive water goal is based on actual water usage, we did
not achieve net positive in 2022 for Costa Rica. We continue
to look for additional water restoration projects to fund in
Costa Rica to achieve net positive water by 2030.

Water Conservation and Restoration
Below are examples of water conservation projects
Intel recently implemented as part of our commitment
to achieve net positive water:
In 2022, our Leixlip, Ireland campus implemented a
new nanofiltration water recovery system that captureswater that is rejected during our on-site reverse osmosis
process and redirects it for use in other areas of manufacturing. When fully implemented, the project is
expected to conserve up to 275 million gallons ofwater per year.

Kilimo Precision Agriculture Project (Mexico) –Kilimo and Nuup. Intel’s first water restoration project in
Mexico focuses on the use of technology solutions suchas AI and site-specific data—including satellite imaging,
precipitation measurement, and crop soil moisture—todevelop tailored irrigation scheduling for a variety ofhigh-value crops. The project objectives are to improve
agricultural irrigation management and productivity,
reduce water demand, and protect groundwater andsurface water resources in the Lerma Basin of Mexico.
Sunset over fishermen in the Yampa River, part of the Upper Yampa
River restoration project by the Colorado Water Trust.

At our Ronler Acres campus in Oregon, we are working
to optimize the water use of ozone generation equipment required for certain semiconductor manufacturing
tools. Through the installation of recovery cabinets, theexcess ultra-pure water (UPW) is captured and recycled
back to the tools. When fully implemented, the project is
expected to conserve approximately 500 million gallons
of water per year.
The following recent examples of Intel-enabled water
restoration projects contributed to the return andrestoration of 107%4 (by volume) of our fresh water
withdrawals by the end of 2022:

Technicians examining vineyard soil as part of the Lerma River
restoration by Kilimo Precision Agriculture.

Yampa River Leasing Project (Colorado, benefiting
Arizona) – Colorado Water Trust. The 250-mile
Yampa River is a major part of the Colorado Riversystem. Sustained drought and climate change havealtered the timing of snowpack melt, resulting in low
base flows in the Yampa. This project facilitates anagreement to release water to increase stream flows
and provide ecological benefits to fish, as well asrecreational, hydropower generation, and water
quality and temperature benefits.

4

Nanofiltration water system.

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Sustainable 2022-23 Corporate Responsibility Report

Upper Colorado River Flow Enhancement (Colorado,
benefiting Arizona) – Colorado Water Trust. During
critical times of the year, stream flows in multiple
upper Colorado River tributaries are inadequate tosupport fish and wildlife, sustain water quality, andsupport recreation. This project offers an opportunity
to lease and draw water from multiple upstream reservoirs and deliver it downstream to benefit the riverwhen enhanced flows are needed.

 et positive water % represents the total volume of fresh waterN
returned and restored globally. Some locations have returned andrestored significantly more than their targets, resulting in a global
total greater than 100%. Net positive water is achieved when eachregion reaches its specific target. Refer to “2022 Water Inventory by
Location and Source” in the Appendix for net positive water progressby region.

Bridge across a Colorado River reservoir, part of the Upper Colorado
River flow enhancement project by Colorado Water Trust.

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

Waste and Circular Economy Solutions
Much of the waste we generate results from construction and manufacturing activities. Since the mid-1990s,
we have increased our global recycling rate of nonhazardous waste from 25% to 87% even while Intel’sbusiness and production continued to grow. We also
decreased our waste generation by 10% between 2021
and 2022, due in part to divestiture of our Dalian facility
at the end of 2021. As part of our RISE goals, we arecommitted to achieving zero waste to landfill andimplementing circular economy strategies for our
manufacturing waste streams.

Circular Solutions for Manufacturing Waste
Major semiconductor manufacturing-related waste
streams include lithography-related solvents, metal
plating waste, specialty base cleaners, spent sulfuric
acid, ammonium sulfate, and calcium fluoride. Ouroperations also generate plastic, metal, kitchen, andgeneral office waste.
We continue to find ways to recover materials andregenerate resources to create circular economy
solutions that reduce costs and environmental impact.
In 2022, we upcycled (reused, recovered, or recycled)
67% of our manufacturing waste, or approximately
112,000 tons.
We have put significant effort into finding alternate
strategies for managing our spent solvent wastes,
resulting in additional environmental benefits. By
identifying opportunities to recover, recycle, and fuelblend spent solvents that otherwise would have been
incinerated, we were able to avoid over 120,000 metrictons of GHG emissions in our value chain in 2022.
In addition, we invest in segregating constituentsof our spent solvent waste to enable our waste
vendors to more easily refine the high-value solvent
and reintroduce it into the merchant market as areplacement raw material.
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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Sustainable 2022-23 Corporate Responsibility Report

2030 Goal: Zero Waste1/
Circular Economy
Description. Achieve zero waste to landfill andimplement circular economy strategies for at least
60% of our manufacturing waste streams incollaboration with our suppliers.
Baseline. During 2020, 5% of our total waste went tolandfill, and we had implemented circular economy
strategies for 65% of manufacturing waste.
Progress in 2022. By the end of 2022, we sent
6.4% waste to landfill and implemented circular
strategies for approximately 67% of our manufacturing waste. Although overall waste generation
declined, waste to landfill ticked up slightly in 2022
due to construction activities. Management ofconstruction waste will be a key focus area for 2023
and beyond. Our 2030 goal of managing at least
60% of our manufacturing waste using circular
economy strategies will be challenging in futureyears, given our projected growth and new waste
streams, suppliers, and locations.
Looking Ahead. In 2023, we continue to focus onopportunities to upcycle waste by working further
on waste segregation practices and collaboratingwith our suppliers to evaluate new technology for
waste recovery and reuse.
1Intel defines zero waste to landfill as less than 1%.

Total Waste Generated and % to Landfill

Our 2030 waste to landfill definition includes hazardous waste andnon-hazardous solid waste, as well as non-hazardous liquid waste
and chemical 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. The Dalian, China site wassold subsequent to year-end 2021 as part of the first closing of thedivestiture of our NAND Memory business. Therefore, Dalian is notincluded in our sustainability goals and metrics beginning in 2022.

Circular Solutions for Manufacturing
Waste Streams

In 2022, approximately 67% of Intel's manufacturing waste wasupcycled (recycled, reused, or recovered). Manufacturing waste
represented 54% of our total waste in 2022, and included hazardousand non-hazardous waste associated with wafer manufacturing. For
our circular economy 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, and recycling. It includes recovering andrestoring products, components, and materials through strategies likereuse, 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.

Circular Supply Chain
The application of circular economy principles acrossthe supply chain is a cornerstone of our drive to sustainability leadership. Intel’s supply chain plays a pivotal
role through the implementation of circular economy
solutions for manufacturing waste upcycling, extending
the useful life of equipment and returned products, materials reclaim, and the use of post-consumer recycledmaterials on transportation media. The consolidated
efforts across the supply chain in 2022 resulted in:• Greater than 77,000 metric tons in total
waste avoidance.
• Over 1,700 metric tons of material sent for precious
metal reclaim.
• A 68% recovery rate on products returned to Intel.
• A global e-waste program supporting 30
different countries.
• The extended life of more than 19,000 computing
assets into secondary market programs.
• More than 1,000 tools and 755,000 parts harvested
for reuse.
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 acommon set of circular economy performance metrics.
These efforts support our RISE waste to landfill andcircular economy goals.

In 2022 we upcycled 112,000 tons,
or approximately 67%, of ourmanufacturing waste.

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Sustainable 2022-23 Corporate Responsibility Report

Sustainable Packaging
Intel has long worked to design packaging with a focus on
reducing unfavorable material, increasing material efficiency,
optimizing for recovery and recycling, prioritizing recycledcontent, and sourcing responsible materials. Working with
suppliers, we developed a reusable precision thermoform
tray for incoming material and for finished goods shipping
to customers and eliminated piece part trays that were
historically sent to landfill. The mass of the thermoform
tray is 50% less than an industry injection molded tray andmade of a more recyclable material (PET). Its closed pocket
eliminates non-recyclable covers that were previously used toprevent product contamination in typical industry trays. We
worked to include post-consumer recycled material in thethermoform trays so that nearly half of the tray is non-virginmaterial. Since 2009, we conservatively estimate that wehave eliminated over 22,600 metric tons of plastic material
through these initiatives. To drive further progress, we have
set two 2025 sustainable packaging targets: First, over 95%
of the materials used in our new product packaging designs,
by weight, will be recyclable or reusable; as of the end of2022, we were exceeding this goal, at 96%. Second, 100% of
the virgin wood fiber used in current and new Intel-designed
corrugated fiberboard packaging will be from a certified,
responsibly managed source.

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Sustainable 2022-23 Corporate Responsibility Report

Sustainable Chemistry
Sustainable chemistry seeks to improve the efficiency
with which natural resources are used to meet humanneeds for chemical products and services. It encompasses the design, manufacture, and use of efficient,effective, safe, and more environmentally benign
chemical products and processes and stimulates
the design and discovery of more benign chemicals,
production processes, and product stewardshippractices that will provide increased performanceand value while protecting and enhancing humanhealth and the environment.1
The Chemical Footprint Methodology is a key
component of our RISE Sustainable Chemistry
technology industry initiative. In 2021, we developed
the methodology to quantify our baseline and measureprogress against our chemical footprint. In 2022, we
tested this methodology across multiple classes ofchemistry and Intel manufacturing technologies. This
work included an initial version of a chemical footprint
visualization tool to highlight the equipment and processes in Intel’s semiconductor manufacturing that
use the most chemistry and to compare technologies.
We are now refining our methodology to account forincreased global chemical regulatory priorities, business
continuity, and other key focus areas. The Chemical
Footprint Methodology will help quantify impacts ofmaterial or technology replacements. Initial casestudies have driven robust discussions both internallyand externally with suppliers.
Our Chemical Footprint Methodology recognizes theimpact of Intel’s operations, supply chain, and waste
disposal programs. By accounting for impacts from all
three areas, we can have a more well-rounded picture of
the projects that will have the most impact and reduced
total cost of ownership. While working to establish the1

Source: OECD Sustainable Chemistry.

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Sustainable 2022-23 Corporate Responsibility Report

Chemical Footprint Methodology for Intel operations,
we are also working to integrate the key concepts fromthe methodology into the chemical supply chain toenable better assessment of full lifecycle impact.
In 2022, we initiated the development of a Supplier
Sustainability Scorecard (S3) that we expect will
be used to establish environmental sustainability
expectations within our supply chain, account for the
positive work our supply chain is already doing, andidentify possible collaboration opportunities between
suppliers and Intel. We also established baseline
supplier expectations in water, waste, energy, air, andchemical management and reviewed select suppliers’
performance against those metrics. In 2023, we will pilot
a comprehensive S3 program to help monitor progressover time. This program expands on our existing
program to perform alternative assessments on our
high-volume chemistries prior to proposing them toIntel. The S3 program further investigates the hazard
types, toxicological data, and actions suppliers aretaking to propose alternative materials and investigate
alternative technologies.
Waste treatment and disposal are key componentsof the chemical footprint. By recycling or upcycling
wastes, less material needs to be disposed of and lessraw material needs to be obtained. In 2022, several
components of waste streams were identified as
possible sources for upcycling. These case studies
can be used as sources of data to establish the relationship among waste hierarchy, chemical footprint, andtotal cost of ownership. For more information, see“Waste and Circular Economy Solutions” earlier inthis section.

Manufacturing Chemical Footprintx=We engage in dialogue within the semiconductor
industry and other industries as part of external
chemical management initiatives, looking to leverage
best practices and encourage further action on
establishing footprinting methodologies. We intend
to continue to collaborate in these areas, seeking
best-known methods and working to improve theoverall semiconductor ecosystem.
For instance, Intel is an active member of the
Clean Electronics Production Network (CEPN), whose
mission is to understand, address, and eliminate workers’
exposure to toxic chemicals in the electronics supply
chain. We support CEPN’s principle to work toward
zero exposure of workers to specific priority chemicals.

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We control exposure to all chemicals and continue to
implement efforts to ensure the supply chain is doing
the same. Intel is an active participant in the Responsible
Business Alliance (RBA) Chemical Management WorkGroup, which works to increase awareness of safe chemical use and disposal through policies, risk assessments,
and training. The RBA has helped CEPN scale initiatives
to its broader membership, including the adoption ofa policy on management of an Industry Focus Process
Chemical List that has been incorporated into the standard RBA audit processes for Intel and its supply chain.

We also focus on the reduction, elimination, andsubstitution of specific chemicals. We have required
full material disclosures from our suppliers for all chemicals used in our manufacturing operations for many
years. This knowledge allows us to perform detailed risk
assessments and directly address specific chemistries
and processes to ensure safe use and disposal, and toproactively address global chemical regulations andinitiate elimination of certain chemicals of concern. In
2021 and 2022, we released two policies in our internal
operations and our supply chain that specify no newuses of n-methyl pyrrolidone (NMP) and per- andpolyfluoroalkyl substances (PFAS). Innovation inacademia, our supply chain, and at Intel will be needed
to tackle minimization or replacement of these and otherchemistries of concern. To address these concerns for
the PFAS class of chemicals, Intel helped found andlead the Semiconductor Industry Association PFAS
Consortium, a group of more than 40 semiconductor
manufacturers and suppliers collaborating to address
this challenge. We believe our work with the consortiumis leading the way for investigation, risk assessments,
and alternative assessments for PFAS across multiple
portions of the semiconductor manufacturing ecosystem. We set expectations for our suppliers on our
supplier portal, including a recommended list ofchemicals to avoid, and work with our manufacturingchemical suppliers to perform alternative assessments.
We are committed to efforts for alternative assessments
and chemical replacements and invite others to join us in
the effort.

Achieving Carbon-Neutral Computing
As we continue to take actions to reduce Intel’s own
global manufacturing and supply chain climate footprint
and to advance product energy efficiency, we have also
taken on the global challenge to collaborate with thetechnology industry and other stakeholders to achievecarbon-neutral computing. In addition, Intel announcedplans 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.
Our global challenge framework includes collaboratingwith others to accelerate the sustainability of PCs,
improve the energy efficiency of data centers, andaccelerate handprint solutions to reduce emissions
across high-impact industries such as utilities, oil andgas, and manufacturing.

Collaborating on Sustainable PC Design
In 2022, Intel set a goal to achieve a 30% reduction in thereference system design carbon footprint by year 2030.
These reference systems are used in collaboration with
ODMs and OEMs to further reduce the carbon footprint in systems that end users purchase. In 2022, threeadvanced enabling platforms (AEPs), were created to
be EPEAT Gold-Ready1 by targeting key areas acrossthe product lifecycle: sustainability in component andmaterials selection during manufacturing, high energy
efficiency during operation, and modular design toenhance repairability. Additional engineering accomplishments include:

83

Sustainable 2022-23 Corporate Responsibility Report• For the thin and light Premium Intel® Evo™ laptop
category, we created reference designs that reduced
the motherboard footprint, included carefully selected
system ingredients ensuring conflict-free minerals,
and achieved energy-efficiency improvement throughheterogeneous power delivery and a high-efficiency
battery charger.
• Enhancements for the 13th Gen Intel® Core™
HX mobile gaming reference designs included
printed circuit board miniaturization, system power
optimization, better modularity, and Energy Star 8.0
compliance. The system was also designed to reduce
waste by reusing the system connector, cable, andadapter from previous programs.
• For the mini-desktop category, we worked with
iFixit to design and assess the repairability of thereference design supporting Intel 13th Gen Core
HX-series processors.

Intel vPro® Platforms and Sustainability
As more and more companies modernize their equipment and operations, e-waste is a growing concern.
According to the International Waste Electrical andElectronic Equipment (WEEE) Forum, e-waste will growto 74 million tons a year by 2030. Less than 20% is properly recycled. Historically, security concerns led many IT
managers to destroy storage drives or devices instead of
repurposing or reselling them. With this in mind, Intel isinvesting in developing tools to help IT managers avoid
unnecessary e-waste when assets need to be retired.
Select systems powered by Intel vPro® technology
include an Intel® Remote Platform Erase feature thatis designed to securely wipe user data from the entire
device, including solid-state drives and BIOS.
1

The Global Electronics Council manages the EPEAT ecolabel, a freeresource for procurement professionals to identify and select moresustainable products. Gold-Ready indicates that we achieved therequired plus 75% of optional targets for the items relevant for areference design.

Intel® Evo™ Platforms

Platform Energy Reduction

For an OEM to use the Intel Evo logo for laptops, certain
requirements must be met. These include capability,
quality, and sustainability metrics, and a careful balanceof performance and energy utilization. Innovative designand high-efficiency components attached to Intel systemon-chips (SOCs) allow Intel Evo laptops to deliver lower
embodied energy, longer battery life, and more friendly
materials. EPEAT and TCO incentives in 2022 and 2023
also led to more than 30% of Intel Evo laptops beingcertified by these entities. We aim to increase thepercent of systems that achieve EPEAT label andTCO certification in 2024.

Advances in Europe toward active energy management
highlight the importance of considering active energy
consumption for both mobile and desktop computers.
Accordingly, Intel is focused on optimization opportunities. Initial analysis shows strong opportunities forenergy management for video conferencing, webbrowsing, software, and some peripherals. Focused
efforts in the second half 2022 yielded approximately
500MW (approximately 10%) of power savings on a key
browsing workload.2 Further planned optimizations are inprocess for platforms based on the 13th Generation Intel
Core processor. In addition, with Intel® Dynamic Tuning
Technology—which directly improves power efficiency
via built-in AI technology—OEMs can integrate theirsustainability innovations, thereby allowing further
differentiation. Power savings of up to 20% have alreadybeen achieved for some video conferencing scenarios.2

Enabling Customers to Achieve
Platform Carbon-Neutral Goals
Our flagship product line for sustainable small formfactor PCs, Intel® NUC (next unit of computing), isembarking on a strategic commitment to extend the lifeof the product generation over generation. In early 2023,
Intel NUC launched an extended warranty pilot program
to extend coverage on an already industry-leading
three-year warranty. In addition, NUC has kicked off amultiphase program focused on empowering customers
to create, repair, or personalize their systems to meettheir needs through access to genuine replacement
parts for their devices. In addition, NUC retail packaging
is up to 100% recyclable, and 40% of NUC 12 mini-PCs
use up to 75% recycled plastics (by weight).

Reducing the Carbon Impactof Data Centers and the Network
Cloud computing technologies enabled by data
center deployments are the infrastructure powering
our increasingly digital world, and continue to playa vital role in the post-COVID-19 economic recovery.
Intel CPUs and reference platforms with generational
advancements in performance and energy efficiency
form the backbone of digital infrastructure. Looking
into the future, we anticipate similar cooperation andinnovation with our ecosystem peers as key to mitigating
the energy, water, and carbon footprints from data
center growth and their impact on local economies
and resources. In parallel, innovation and creativity inharnessing waste heat and gray water reuse provide
opportunities for sustainable growth. In line with thesetrends, over the last year, we have fostered a numberof technology and ecosystem initiatives to achieve
our carbon-neutral computing vision.
2

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Sustainable 2022-23 Corporate Responsibility ReportIntel internal measurement.

Accelerating Energy-Efficient Computing. We havedelivered double-digit performance-per-watt efficiency
in our data center CPU products over the past 15 years.
To keep up with the exponential growth in data fueledby AI, 5G, and cloud computing, we designed a numberof built-in accelerators in our 4th Gen Intel® Xeon®
processors that have improved the performance-perwatt of data center and network workloads such asAI, analytics, database, and crypto processing by anaverage of 2.9 times. Example deployments include
optimizations for both public cloud and telecommunications networks. To make energy savings a click
away, we designed an Optimized Power Mode, which
decreases energy consumption by up to 20% withminimal impact to performance. Our innovations not
only drive step function performance improvements,
but the generational energy efficiencies enable anddeliver new business opportunities for all.
Managing Data Center and Network Energy
Consumption. The primary source of emissions in
the use phase is from electricity used to power data
centers and networks. One of the ways Intel processors
enable reduction of electricity use is through AI-based
telemetry, which intelligently monitors and controls
electricity in the data center and throughout the network. Intel Xeon Scalable processors incorporate
telemetry capabilities to enable significant energy
savings at scale. New Intel Infrastructure PowerManager reference software delivers power savings
while maintaining key telco performance metrics bydynamically matching CPU power consumption totraffic. Tests based on SK Telecom’s 24-hour traffic
profiles delivered power savings of up to 55%. To
make it easier for enterprises to intelligently manage
their infrastructure, we released a new version of ourIntel Data Center Manager, a widely deployed softwaretool with added power and carbon tracking capabilities.

Measurement Best Practices

Green Software

Measurements and standardized metrics are foundational to driving efficiency and carbon-neutral computing across the industry. Power usage effectiveness(PUE), a metric that measures the effectiveness of delivering energy to IT equipment at a facility, has plateauedover the past decade. While there is still headroom for
more PUE improvement, the next decade of efficiency must come from understanding energy use of theequipment itself. Our efforts with industry consortia like
The Green Grid and the Open Compute Project (OCP)
support this goal to modernize the PUE. To effectively
measure compute energy efficiency, new benchmarks
are required that reflect actual workloads of the cloud
today vs. decades-old, single-node, CPU-centric benchmarks that cannot represent these emerging cloud use
cases and industry trends. At the Intel Innovation 2022
event—along with academic and industry leaders like
MIT, Microsoft, and Alibaba—we invited the ecosystem
to collaboratively develop a real-world, system-level
benchmarking framework for modern workloads runningon distributed infrastructure in the SPEC Cloud committee at SPEC.org. Finally, through our engagementwith the Semiconductor Climate Consortium and MITPAIA efforts, Intel is actively contributing to evolving
next-generation silicon and system-level carbon measurement tools.

The role of software in decarbonization across industries and around the world is largely untapped. Last year
Intel joined the Green Software Foundation to help build
an ecosystem of standards and best practices centeredon software engineering. Highlights of this nascenteffort included our sponsorship of a carbon-aware
hackathon to accelerate the number of carbon-aware
applications and use cases in the world and launch of theState of Green Software survey. Building on these bestpractices, through the Intel Granulate software-as-aservice offering, Intel is enabling companies to optimize
cloud workloads to improve application performanceand efficiency. Fewer resources are wasted and businesses can downsize their fleet size, saving cost andenergy—all while tracking their carbon reduction from
Granulate’s optimizations in real time.

Reduce, Reuse, and Recycle
With Circular Economy Principles
Intel engaged with industry peers at the OCP on sustainability as a new tenet, gaining significant momentum
last year. The role of responsible energy and water usage
for cooling has gained increasing focus in data center
operations. With OCP, Intel is enabling breakthroughsin the cooling ecosystem with materials compatibility

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Sustainable 2022-23 Corporate Responsibility Report

Cooling pipes at an Intel data center in Hillsboro, Oregon.

technical specifications and reference designs to scaleliquid and immersion cooling technologies. This has
the potential to significantly reduce water and energy
use in data centers. The OCP Circularity working group
has published guidelines with the aim of sharing andeducating member companies on circularity principles.
While the supply chain disruptions in recent years aremaking circularity a business imperative in many sectors,
practical implementations of these principles in the data
center sector are rare. A key first stage toward circularparts is modularity, whereby a common building block
design with verifiable interfaces is used and reused to
manufacture multiple products. In this space, Intel led
the development and official release of the server DCMHS spec with OCP peers, customers, or organizations
last year. With multiple reference designs for various
form factors to choose from, we have demonstrated
taking a vision to reality by collaborating with Jabil.

Expanding the Technology “Handprint”
Digital solutions hold the potential of reducing global
emissions by up to 20%, according to the World
Economic Forum. The energy sector, which is estimatedto be responsible for almost 75% of emissions globally, ispoised to benefit from “handprint” technology. Economy
wide, the International Energy Agency (IEA) foreseesa major role for this sector, where deep structuralchanges are already underway to meet the IEA NetZero emissions scenario of more than 60% renewables
by 2030.

To meet rapidly approaching global, regional, and local
sustainability goals, energy producers and providers
are racing to implement energy transition solutions that
help ease the shift from existing infrastructure to a more
flexible, secure, and intelligent model that can handle
variability in energy sources and power demand. Intel’s
Energy Center of Excellence has been showcasing
solutions and proofs of concept for smart-grid modernization with utilities and organizations around the world,such as Enedis in France, Southern California Edison andSalt River Project in the US, and Tenaga National Berhadin Malaysia. Intel technology including edge analytics
is foundational to energy services delivery platforms,
including distributed energy resource management
systems (renewable), the EV charging infrastructure,and green data centers. Intel-based software-defined
substations, including Virtual Protection Relay and a
Common Substation Platform, help utilities integrate
renewable energy. Solutions are available now from
Dell/VMWare and ABB. Enedis, one of France’s largest
power grid operators, recently announced it was
upgrading 800,000 substations with solutions thatprovide real-time access control across its network
using Intel processors.
Integrated energy solutions that enable energy
consumers to achieve their decarbonization, resiliency,
and sustainability goals are seeing new business models
emerge. Intel’s market-ready solution created with
Spirae Wave enables energy service providers to offer
tailored energy-as-a-service packages. Intel FPGAs
are used in smart metering gateways and bi-directional
DC chargers. Through increased digitalization, net-zerotransformations can be accelerated by decarbonizationof industrial transportation sectors.

86

Sustainable 2022-23 Corporate Responsibility ReportIndustry Coalition Building
Grid digitalization is a new paradigm of adaptive,
resilient, secure, and intelligent grid control, enabling
operators to manage increasingly bi-directional anddynamic power systems. To address industry challenges,
Intel convened an ecosystem of technology leaders,
early adopter utilities, and innovative organizations
and created coalitions to advance software-definedtechnologies and virtualized versions of standard
solutions. Two coalition examples are the VirtualProtection Automation and Control Alliance (vPAC)
and Edge for Smart Secondary Sub-Station Alliance(E4S). These alliances call for standards that are more
flexible, manageable, and interoperable. Using thesestandards, industry participants can build out theadaptive, intelligent tools and algorithms needed for thegrid of the future. Intel’s efforts with vPAC include morethan 10 proof-of-concept projects underway at leading
utilities around the globe, including substation pointsof control with AEP Energy and National Grid.
Intel has also signed on to the Houston Energy Transition
Initiative, which aims to jumpstart and scale the emerging
carbon-reduction sector; attract and support companies
in new energy industries, including wind energy, solar
power, and biofuels; and deploy cross-cutting initiatives
to attract and grow companies in additional energy value
chains, including energy-efficiency technologies.
The new energy economy is the product of a virtuous
cycle of recent policy actions, technology innovations,and new business models lowering costs for end users.
Intel plans to continue innovating in the low carbon
energy space for society to reap the handprint benefitsof technology.

Enabling
We continue to make progress in engaging with co-travelers and industry collaborators to achieve
the broad, societal impact to which we aspire. We remain committed to creating a better world
through the power of our technology, and our employees’ expertise and passion remain a key driving
force in this process. 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
positive change,” we are challenging ourselves to do even more. Our mission is to empower youth
and communities with the skills and confidence to rise, advance, and excel by bringing people,
collaborations, and technology together.

This year’s highlights
1,010,000 volunteer hours
Over the years, Intel employees have donated millions of hours of service to schools and nonprofit
organizations. In 2022, our employees and retirees found ways to continue to support local
communities by volunteering close to 1,010,000 hours globally.

$70 million committed to social impact techThrough the Intel RISE Technology Initiative (IRTI), we have cumulatively committed approximately$70 million since 2020 to some 335 projects in 33 countries, addressing health and life sciences,education, economic recovery, social equity and human rights, accessibility, and sustainability.

$793 million in 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 $793 million in funding of
programs and STEM initiatives.

872022-23 Corporate Responsibility Report

Enabling: Our Approach
Our employees’ expertise, dedication to making
lives better in their communities, and passion forsolving global challenges through application of Intel®
technology are critical to the achievement of our RISE
goals. We have long cultivated a culture aimed atenabling and strongly encouraging employees to be
involved in their communities, and they have donatedmillions of volunteer hours. To continue this tradition of
impact, we aim to donate an additional 10 million hoursof volunteer service between 2020 and 2030, and toincrease the impact of our skills-based volunteering.
To catalyze action and amplify the impact of ouremployees‘ service and generosity, Intel and the Intel
Foundation invest in matching programs and innovative
collaborations. In turn, our investments and supportof local communities help us build trust with external
stakeholders and realize our corporate purpose ofenriching lives through technology.
As an innovation leader, Intel is well-positioned toshare its technology expertise and solutions with communities, customers, governments, non-governmentalorganizations (NGOs), and educators to help themreach their own goals and effect broader change. We
aspire to drive collective impact through our Intel RISE
Technology Initiative in collaboration with our customers
and other stakeholders, and to explore innovative ways
to apply technology to solve global challenges.
In an increasingly high-tech world, empowering communities worldwide with digital readiness is critical to our
future. In three years, we reached 25 countries, morethan 13,000 institutions, and 3 million people globally
through the Intel® Digital Readiness Programs.
Our programs empower non-technical audiences andnext-generation technologists with the skills, trust,and tools to use artificial intelligence (AI) impactfully.
This global, shared-value initiative to demystify anddemocratize AI is growing rapidly.

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Enabling 2022-23 Corporate Responsibility Report

We’re on track to help 30 million people by 2030
learn skills for current and future jobs by collaboratingwith 30 governments and 30,000 institutions,civil society, and industry stakeholders.

Employees Changing the WorldIntel’s corporate purpose is to create world-changing
technology that improves the life of every person on theplanet. Intel’s goal is to make technology fully inclusive
and expand digital readiness for all and to empower
all of our employees to take action to advance Intel’s
RISE strategy and goals. Intel and the Intel Foundation
invest in programs aimed at creating opportunities for
employees around the world to learn and connect witheach other, to further integrate corporate responsibility
and sustainability into their teams’ work objectives,
and to share their engineering and other skills with ourcommunities. Our RISE goals are an integral part of themeasurement of our annual performance goals for all
employees, including our Executive Leadership Team.

Sharing Valuable Skills
Intel is actively driving STEM training for girls in
India through various diversity and inclusion programs
such as BeingWISE, an industry-wide initiative toaccelerate women’s participation in the workforce.
Programs include building competencies in bothtechnical skills and workplace interactions. Intel India
employees worked with Learning Links Foundation
for this program in collaboration with engineeringcolleges in Karnataka, and some 3,967 girls haveparticipated in the program to date. Also in 2022,
Intel India volunteers supported a hackathon and aninteractive panel session for more than 600 girls.

Intel Involved and Skills-Based Volunteering
In 2022, 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 donatedtheir skills, technology expertise, and more than 20.6
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. Our employees
reported close to 1,010,000 volunteer hours globally in$135.3 Million. Total matching
grants for employee volunteer
service through Intel Involved
since the program’s inception
in 1995.
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Enabling 2022-23 Corporate Responsibility Report

2022 in support of schools and nonprofit organizations
in our communities. The Intel Foundation amplifies theimpact of volunteerism by donating cash to eligible
nonprofits and schools where Intel employees and US
retirees donate at least 20 hours of service in a year. In
2022, the Foundation provided $6.5 million in volunteer
matching grants.
The Intel Employee Service Corps (IESC), Intel’s
flagship skills-based volunteer program, harnesses
the passion and expertise of Intel employees to drive
positive social impact in communities around the world.
IESC provides employees with short-term immersiveand collaborative experiences working with governments and non-governmental organizations (NGOs)
to address local and global challenges, including
disaster relief. When the pandemic impacted ourlong-standing, in-person delivery model, we pivoted
the program quickly to meet the urgent needs of ourcommunities, implementing a virtual delivery platform
to enable volunteers to deliver Intel® Future Skills
STEAM summer programs for hundreds of middle
and high school youth around the world.

2022 Volunteerism by the Numbers
Percentage of employees

20.5% who volunteered
CLOSE TO

1,010,000 Number of hours
Estimated in-kind value of$30.6 M volunteer hours

1

Total dollars matched by the$6.5 M Intel Foundation for Intel Involved
volunteer hours2

1Based on the 2022 Value of Volunteer Time rate of $29.95 per hour
published by Independent Sector.

2

 olunteer payments made in 2022 are for 2021 hours. Payments areVprocessed once the year closes.

2030 Goal: Community Impact
Description. Deliver 10 million volunteer hours to improve our local
communities, including an increase in skills-based volunteerism.
Baseline. Progress measured from baseline of Jan. 1, 2020.
Progress in 2022. During 2022, our employees donated close to 1,010,000
hours of service in our local communities.
Looking Ahead. In 2023, our target is to reach 1 million more volunteer hours
and to continue to expand our skills-based volunteering activities.

Making a Difference in Local Communities
Our employees passionately work to address challenges anddisparities in the communities where they live and work. Hereare a few examples from 2022:
In celebration of Earth Day and in support of Intel’s commitment
to sustainability, more than 800 Intel volunteers across the
US participated in community cleanups with local nonprofits.
Volunteers in Costa Rica also completed a reforestation project,and in Mexico, employees helped clean up an open space andsupported conservation efforts by covering the exposed groundwith shredded wood and plants.
To encourage more women to consider careers in technology,
volunteers in Vietnam participated in a 12-week mentoring program
aimed at preparing more than 100 students to participate in the
global Technovation Challenge. This challenge, geared toward
encouraging girls to engage with STEM, asks students to look attheir communities and identify ways that technology could be
used to help solve problems.
Volunteers in Israel collaborated with the city of Petach Tikva,
residents, and athletes to design and build an “extended reality”
dome to create an immersive learning experience for students inthe community. The project, which combines virtual and augmented
reality technology, seeks to reinforce social-emotional resilience andinquiry-driven learning among local youth.

90

Enabling 2022-23 Corporate Responsibility ReportIntel Foundation: Rising to the Future
The Intel Foundation seeks to lift people and communities around the globe—to reach those we haven’t
reached before, to expand STEAM education into newcommunities, and empower women, girls, and peopleof color. Over the past 34 years the Intel Foundation has
given nearly $793 million to communities worldwide.
The Intel Foundation strives to empower humanpotential and ignite positive change, creating
opportunities that impact the future and advancegender and racial equity and social justice globally. By
empowering youth and communities with the skills
and confidence to advance and excel, the Foundation
aims to bring people, organizations, and technology
together for a greater good.
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 retirees’
passions to philanthropy to take on global challenges
and meet community needs through matching funds
to schools and nonprofit organizations where our employees and US retirees volunteer and make donations.
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 may offer matches to employees’

donations to support communities and provides
options for employees to make their donations countwhere and when they are needed most to achieve
long-term impact.

Foundation and Corporate Giving
2022 Contributions (in millions)

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 “Making
Technology Fully Inclusive and Expanding Digital
Readiness” in the Inclusive section of this report.

Humanitarian Crisis
and Natural Disaster Relief
In 2022, the Foundation supported organizations
responding to an increased number of humanitariancrises and natural disasters, including wildfires, floods,
winter storms, tornadoes, earthquakes, hurricanes,
volcanos, and more. Through the Intel Foundation
Humanitarian Crises and Disaster Relief program,
12 campaigns raised nearly $2.66 million in donations
and matches to aid recovery across eight countries.
The Foundation launched an employee donation
campaign in response to the humanitarian crisis in
Ukraine, and collaborated with nonprofits to bringmobile communication centers to help refugees
reach their loved ones and handle important
documentation, and provide on-demand learning
centers for displaced youth.
It is heartening to see both the generosity of Intel
employees and also the global approach of the Intel
Foundation. It makes me proud to work here.
—Intel employee, following the donation of$220,000 in employee donations and Foundation

Enabling 2022-23 Corporate Responsibility Report

US

International

Total

Corporate Cash

$46.9

$12.8

$59.7

Foundation Grants

$2.7

$0.5

$3.2

Donation Matching

$16.7

$6.0

$22.7

Volunteer Matching

$4.0

$3.0

$7.0

In-Kind Giving

$1.3

$0.4

$1.7

Total

$71.5

$22.7

$94.2

Foundation

In 2022, charitable giving by Intel and the Intel Foundation totaled
approximately $94.2 million, compared with $76.0 million in 2021.

As part of our social impact strategy, we work with a broad range ofnonprofit and education organizations, 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 2022, 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, Nirmal
Hriday Educational Society), and Community and Civic Organizations(Geeks Without Frontiers, Anna Unna Charitable Trust).

match to provide flood relief in Pakistan
1

91

Forms of Giving

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

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

Inspiring Sustainability Solutions
Non-native grasses in desert landscapes are a major
contributor to wildfires around the world, resulting in
destruction of land and impacts to wildlife and people.
For several years, an Intel employee has been leadinga team of global volunteers to leverage technology toaddress the issue. Working with the McDowell SonoranConservancy in Arizona, drone technology is being used
to capture images of the desert landscape. Volunteers
are building an AI model to analyze the images andidentify precisely where the invasive grasses are.
Conservancy staff and volunteers are then able totreat and remove the plants, saving hundreds of hoursof time previously spent locating the grasses.

Intel® AI Global Impact Festival 2022
The Intel® AI Global Impact Festival is an annual Digital
Readiness celebration for next-generation technologists
and teachers, as well as academia, ecosystem, andgovernment agencies to showcase AI innovation andimpact. With the 2022 theme of “Enriching Lives withAI Innovation,” we celebrated the success of impactful
AI innovation by students, teachers, governments, andorganizations worldwide at the Intel AI Global Impact
Festival 2022. With almost 150 projects from 25
countries, our second AI Global Impact Festival highlighted the value of AI innovation and application toreal-life problems by next-generation technologists.

Responsible AI for Youth 2022
In collaboration with the government of India, welaunched Responsible AI for Youth 2022 as a national
AI skills program, aiming to reach a million students
in the first year. The program builds AI readiness byempowering young people with an appropriate techmindset, relevant skills, and access to required tools.

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Enabling 2022-23 Corporate Responsibility Report

In addition, Intel India and the National e-Governance
Division, Ministry of Electronics and Information
Technology launched “Youth for Unnati and Vikas
with AI.” The program aims to enable students with
AI skills in an inclusive manner through hands-on
learning and mentorship opportunities.

Primary Healthcare for Vulnerable Populations
An Intel project helped bring accessible, affordable
healthcare to vulnerable households in the Bengaluru
area of Karnataka, India. Health check-ups conductedacross 30 villages screened some 13,000 people forconditions such as diabetes and hypertension. As aresult, hundreds are now receiving appropriate medical
treatments. The project also created financial independence for more than 15 local women who were trained
as frontline healthcare workers and are now recognized
as champions for healthcare in their communities.

IRTI: Activating Tech as a Force for GoodIn 2020, as a response to the COVID-19 pandemic, welaunched our Pandemic Response Technology Initiative(PRTI), a $50 million commitment to support essential
workers, hard-hit businesses, and students of all ages
with Intel-funded technology projects. Through PRTI,Intel collaborated with more than 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 the Intel RISE Technology
Initiative (IRTI). With IRTI, we are building deeper relationships with our customers and other organizations
in line with our corporate purpose and goal to createshared value. In the years since, the IRTI has evolved
into a broad, purpose-driven platform for action. Amongthe many lessons learned over the past years is thattechnology is essential and can be a force for good.
Through IRTI, Intel has driven substantial impact,
investing across six focus areas that align with the IntelRISE pillars: accessibility; economic recovery; education;
health and life sciences; social equity and human rights;
and sustainability and climate.

Cumulatively to date, Intel has committed approximately$70 million to IRTI initiatives, funding some 335 projects
in 33 countries across the globe. Intel‘s comprehensive
portfolio is used in many of the projects to solve uniquechallenges that plague individuals and organizations
globally. Intel experts drive the success of IRTI projects,
and we work with organizations to identify issues and provide unique technology solutions to some of the world’s
most complex challenges. Some of the most compelling
projects funded by IRTI support diverse communities
and strengthen our goal to support social equity andinnovation. Below are examples of IRTI projects thathave been executed in the last year.
Accessibility: Using 3D Printing for Hearing Aids.
Nearly 80% of people with disabling hearing loss1 livein low- and middle-income countries. Intel, 3DP4ME,
and Accenture joined forces to pilot a solution with
Syrian refugees in Jordan. 3D printing allows for quick
prototyping and easier customization—an essential
requirement for hearing aids. Initially, a pilot used stateof-the-art 3D scanning, CAD design, and AI hosted onIntel infrastructure to model, print, and fit hearing aidsfor 50 children. The goal is to expand the solution, ultimately providing 12,000 hearing aids to this population.
Education/Economic Recovery: Online Learning
Enables Resiliency After Floods. In June 2021, severe
flooding closed schools and disrupted transport links inwestern Germany. Through IRTI, Synaxon, JustAsk!, andIntel provided relief to teachers and schools in Germany,with a focus on remote learning and digital skills.
Health and Life Sciences: Fighting Cataract Blindness.
According to the International Agency for the Preventionof Blindness, more than 100 million people are blind orvisually impaired due to untreated cataracts. Many casesof cataract blindness can be cured through surgery, butthere is a shortage of providers who can perform thesesurgeries, particularly in resource-scarce settings. In
2022, Intel collaborated with HelpMeSee to use virtual

93

Enabling 2022-23 Corporate Responsibility Reportreality to create instructor-led, simulation-based
training to train cataract specialists at scale.
Social Equity and Human Rights: Digital Access for the
Next 50%. Intel formed an alliance with other Fortune
500 companies, NGOs, and academia—including Dell
Technologies, World Wide Technology, IBM, Softbank,
AWS, T-Mobile, and African Mobile Networks—to build
the N50 Project. N50, part of IRTI, aims to bring accessto affordable digital content, applications, and services
to the next 3.9 billion people, providing health, social,and financial benefits to marginalized communities. In
2022, the effort scaled to 113 collaborating stakeholders
working with 50 initiatives, with six global programs
launched. Through one N50 initiative, Intel and associates are supporting the resettlement of young Afghan
women in Arizona through scholarships, grant funding,donated laptops, multi-lingual tutoring, and mentoring.
In another N50 project, the Intel Foundation is providing
funding to Geeks Without Frontiers to build 10 solarpowered communication centers in areas neighboring
Ukraine. The centers aim to alleviate communicationand information challenges for millions of refugees.
Sustainability and Climate: Environmental Monitoring.
Organizations around the world are on a journey to reduce
their environmental footprints. Real-time automatedenvironmental footprint reporting systems can support
and automate this process. Intel collaborated with Axians
to create solutions focused on energy and water consumption, waste management, and project forecasting
to analyze, plan, and manage environmental impacts
in real time. The “GreenEdge” solution uses Intel’s
Edge Gateway, Edge Vision with OpenVINO™ toolkit,
Intel® NUC, and Intel® Xeon® processors for database
analytics, supporting legislative efforts to reduceclimate impacts and helping organizations achieve
their environmental targets.

1

Source: WHO: Deafness and Hearing Loss.

Appendix
This section includes:
About This Report
Independent Limited Assurance Statement
RISE Goals Progress
Performance Data Summary
SASB and TCFD Framework Alignment
UN Sustainable Development Goals
Non-GAAP Financial Measures
2022 Water Inventory by Location and Source
2022 Scope 1 and Scope 2 Greenhouse Gas Inventory by Location
2022 Environmental, Health, and Safety Violations
Top 100 Production and Service Suppliers
Acronym Index
Forward Looking Statement942022-23 Corporate Responsibility ReportAbout This Report
We prepared this report in accordance with the Global Reporting Initiative (GRI)
Standards. 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.
We continue to integrate sustainability information into our investor communications,and additional information about Intel’s operations and financial statements is available inthe 2022 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 2022-23 Corporate Responsibility Report.
For a high-level overview of Intel’s corporate responsibility, supporting documents and data,
past reports, and to customize a report with the sections you choose, visit our Corporate
Responsibility and Report Builder websites. A printed summary of the report is available byrequest. You can also use our web-based feedback form or the CSR@Intel blog to contact
our Corporate Responsibility team.
For best viewing results on a PC or tablet, we recommend using Adobe Acrobat DC or QuickTime. For best
printing results, use letter-size paper.

Report Scope and Profile
With the Intel 2022-23 Corporate Responsibility Report, we aim to provide stakeholders
with a balanced view of our corporate responsibility strategy and performance for Intel’sworldwide operations during fiscal year 2022 (ended December 31, 2022). Our previous
report was published in May 2022.
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 scopecompared to our previous report. Principles and policies apply to all officers
and employees of Intel and its subsidiaries, unless otherwise noted.
Key performance indicators cover our global manufacturing operations,
including our wafer manufacturing and assembly and test facilities. Unlessstated otherwise, 2022 data is considered final based on information received
by May 1, 2023, and provided that information reproduced or derived from the2022 Intel Annual Report on Form 10-K speaks as of January 27, 2023, the date
we submitted our Form 10-K for filing.

Approach to Report Assurance
The information in this Corporate Responsibility Report is subject to internal
reviews and, for selected content, external reviews. On a regular basis, we validate the management systems and processes used to collect the data. We 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 6 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 greenhouse gas(GHG) emissions, renewable electricity, energy, and water metrics. Since 2012,
we have completed third-party assurance for selected indicators contained in
our Corporate Responsibility Report. For the 2022-23 Corporate Responsibility
Report, we engaged Apex Companies LLC to complete the assurance review.
Their report is included in this Appendix.
1

95

Appendix 2022-23 Corporate Responsibility Report

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

Independent Limited Assurance Statement
For a PDF copy of this statement, including a summary of data within the scope of assurance for 2022, access the Report Builder website.

INDEPENDENT LIMITED ASSURANCE STATEMENT
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.

To: The Stakeholders of Intel Corporation
Introduction and Objectives of Work
Apex Companies, LLC (Apex) has been engaged by Intel Corporation (Intel) to provide limited assurance of its selectedenvironmental, safety, supplier, and diversity data. This assurance statement applies to the related information included within
the scope of work described below (Subject Matter).

Responsibilities
This preparation and presentation of the Subject Matter in the Report are the sole responsibility of the management of Intel.
Apex was not involved in the drafting of the Subject Matter or of the Reporting Criteria. Our responsibilities were to:obtain limited assurance about whether the Subject Matter has been prepared in accordance with the Reporting
Criteria;

This information and its presentation in Intel’s 2022 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 fifth year in which we have provided assurance overIntel’s Corporate Responsibility Report.

••

form an independent conclusion based on the assurance procedures performed and evidence obtained; andScope of Work•

report our conclusions to the management of Intel.

The scope of our work was limited to assurance over the following environmental, safety, supplier, and diversity data included
within Intel’s 2022 Corporate Responsibility Report (‘the Report’) for the period of calendar year 2022 (the ‘Subject Matter’):Global Greenhouse Gas Emissions (Scope 1, Scope 2 location-based and market-based, and Scope 3, Category 3 –Fuel and Energy-Related Activities)
Adjustment of CY2018, CY2019, CY2020, and CY2021 Greenhouse Gas Emissions (Scope 1, Scope 2 market-based
and location-based)
Renewable Energy Percentage
Energy Use
Water Withdrawal (fresh water and reclaimed water)
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 Americans, 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

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 2022 is attached.

The following are the boundaries used by Intel for reporting sustainability data:

Statement of Independence, Integrity and Competence▪

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.

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.

*Material is defined by Intel as any site ≥ 1% of the global total for that metric/inventory
Note: Manufacturing sites include wafer fabs, assembly test (ATM), technology development (TD), and mask operations
Reporting Criteria
The Subject Matter needs to be read and understood together with the description of the Subject Matter in the Report. The
reporting criteria for greenhouse gas (GHG) emissions was the World Resources Institute (WRI)/World Business Council for
Sustainable Development (WBCSD) Greenhouse Gas Protocol Corporate Accounting and Reporting Standard. The reporting
criteria for the safety data was the OSHA and US Bureau of Labor Standards. The reporting criteria for supplier audits was the
RBA Code of Conduct. The reporting criteria for other data is based on company criteria, as described in the CR Report.
Limitations and Exclusions

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.

Mary E. Armstrong-Friberg, Lead Verifier
ESG Program Manager
Apex Companies, LLC
Cleveland, Ohio

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

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.

Text or other written statements associated with Intel’s 2022 Report

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

Activities outside the defined assurance period of Calendar Year 2022, with the exception of restated GHG emissions
May 1, 2023

Page 1 of 2
Page 2 of 2

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Appendix 2022-23 Corporate Responsibility Report

RISE Goals ProgressThis table outlines our 2030 product, operations, and supply chain goals and 2040 net-zero greenhouse gas emissions goal, including progress made in 2022.
These commitments are designed to raise the bar for ourselves and to deliver greater value to our customers by helping them reach their corporate responsibility
goals. Click on each heading to learn more.
2030 Goal

Progress in 2022

Responsible
Employee Health, Safety, and Wellness. Ensure that more than 90% of our employees believethat Intel has a strong safety culture and that 50% participate in our global wellness program.

87% of surveyed employees agreed with our “safety is a value” metrics. 90% of employees
had access to the Intel® Vitality Program, and 38% of those employees participated inwellness programs.

Supply Chain Human Rights. Scale our supplier responsibility programs to ensure respect forhuman rights across 100% of our contracted suppliers and all high-risk-identified suppliers inthe supply chain.1

We reached 28% of verified contracted suppliers, and remain on track to reach 100% in 2030.
Additionally, we included 31 lower tier suppliers in our audits in 2022.

Inclusive
Workforce Inclusion.

• Double the number of women and underrepresented minorities in seniorleadership roles.2• 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.3
Supplier Diversity. Increase global annual spending with diverse suppliers4 by 100% to reach$2 billion in annual spending by 2030.

We ended 2022 with 1,646 women in senior leadership roles, surpassing our milestone goal of 1,500.
Women senior leadership representation reached 18.9%, up 0.2% from 18.7% in 2021. 24.7% of technicalroles were held by women in technical positions, an increase from 24.3% at the end of 2021. Though we
saw an increase of our global women senior leadership representation, we lost progress on our global
executive women representation from 20.7% in 2021 to 18.9% in 2022. We made good progress in our
representation of US URM senior leaders, which increased 14.9% from 444 in 2021 to 510 in 2022.
4.9% of Intel’s US workforce self-identified as having a disability as of December 2022, up from 3.8% in
December 2021, a year-over-year increase of 1.1%.
In 2022, we achieved $2.2 billion annual spending with diverse suppliers. In addition, we met two
milestones to spend $800 million annually with minority-owned suppliers globally by the end of 2023,
including $250 million with US Black-owned suppliers, and we are on track to meet a third milestone tospend $500 million annually with women-owned suppliers outside the US by the end of 2025.*

Sustainable
Climate and Energy.

• Achieve 100% renewable electricity.
• Conserve 4 billion kWh of electricity.
• Build new factories and facilities to US Green Building Council green
building standards.
• Achieve a 10% reduction in our absolute Scope 1 and 2 GHG emissions.
• Increase product energy efficiency 10X for Intel client and server microprocessors
to reduce our Scope 3 emissions.
New goals set in 2022:• Achieve net-zero Scope 1 and 2 GHG emissions by 2040.
• Reduce the carbon footprint of platform reference designs for future client form
factors by 30% or more by 2030.
• Reduce Scope 3 GHG supply chain emissions by 30% from what they would
be in the absence of action.

* Correction to progress in 2022 updated on May 17, 2023.

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Appendix 2022-23 Corporate Responsibility Report

In 2022, we used 93% renewable electricity globally and completed projects that conserved~160 million kWh of electricity. We have conserved a cumulative total of ~970 million kWh of electricity
since the baseline date. We have achieved LEED® green building certification for more than 18.5 million
square feet of space in 53 buildings, including our new Gdansk, Poland research lab facility, which
received LEED® Platinum certification.
Our absolute Scope 1 and 2 greenhouse gas (GHG) emissions decreased 4% from our2019 baseline.
We are on track and ahead on our goals to increase product energy efficiency 10X for clientand server microprocessors, respectively, by 2030.

2030 RISE Goals Progress, continued
2030 Goal

Progress in 2022

Sustainable
Net Positive Water. Achieve net positive water by conserving 60 billion gallons of water andfunding external water restoration projects.

During 2022, we conserved 9.6 billion gallons of water and conserved 26 billion gallons cumulatively
from the 2020 baseline. Intel-funded projects restored 3.0 billion gallons of water during 2022 and 6.5
billion gallons cumulatively from the 2020 baseline, to our watersheds. This resulted in returning andrestoring 107%6 (by volume) of our fresh water withdrawals.

Zero Waste5/Circular Economy. Achieve zero waste to landfill and implement circular
economy strategies for at least 60% of our manufacturing waste streams, in collaboration with
our suppliers.

We sent 6.4% waste to landfill and upcycled 67% of our manufacturing waste through circular economy
solutions in collaboration with our suppliers.

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

During 2022, our employees and retirees donated close to 1,010,000 hours of service in our local
communities.

1

Contracted suppliers are subject to formal agreements with Intel based on the products and services provided and spends (approximately 1,500 at the beginning of 2021). In 2023, this goal language was updated toreflect Intel’s continued commitment to human rights for all high-risk identified suppliers—not solely those noted as tier 1 and tier 2—in our supply chain.

2I n 2023, we updated this goal language to “Achieve 25% representation of women in senior leadership roles” and “Achieve 12% representation of URMs in US senior leadership roles.” With a focus on percentages rather
than absolute numbers, the updated goal language reflects our commitment to industry best practices and helps ensure that we continue to advance our workforce representation. For transparency, we will continue toreport progress to goals using both percentages and absolute numbers.

3

In 2023, we updated the goal language to “Achieve 10% representation of employees with a disability in our global workforce by 2030.”

4

 e 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/W
service-disabled veterans; persons who are lesbian, gay, bisexual, or transgender; or persons who are disabled. While Intel recognizes these categories, they may vary by country in accordance with local law.

5Intel defines zero waste as less than 1% sent to landfill.

6

 et positive water % represents the total volume of fresh water returned and restored globally. Some locations have returned and restored significantly more than their targets, resulting in a global total greater than 100%.
N
Net positive water is achieved when each region reaches its specific target. Refer to 2022 Water Inventory by Location and Source in the Appendix for net positive water progress by region.

98

Appendix 2022-23 Corporate Responsibility ReportTechnology Industry Initiatives
Building on the foundation of our product, operations, and supply chain goals, we will work with the technology ecosystem to accelerate improvements across our industry.
We know that we can go faster and be more effective working together. Click on the headers below for more details on our initiatives and progress.

Responsible

Inclusive

Sustainable

Responsible minerals. Expand our efforts beyond 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 thetechnology industry by creating and implementing an inclusive
leader certification program and 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 reduce climate
impact in global manufacturing.

In 2021, we sent our first expanded minerals survey foraluminum, copper, nickel, and silver to suppliers contributing
these materials in our Intel-manufactured microprocessors. In
2022, lead and zinc were added to our survey as we continued
this important step of mapping our supply chains for ourhighest priority minerals. Although sourcing of these minerals
is not yet widely reported, we received a response from 83% of
relevant suppliers. Additionally, we continue to collaborate withindustry associations to ensure standards are in place to enable
our ultimate goal of responsible sourcing for all the minerals
in our supply chain. We will continue to identify the highest
priority minerals in pursuit of our 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 under-resourced communities. Since its formal launch
in 2021, the Alliance has tripled in size, from five to 15 members, andhas made meaningful progress on creating an Inclusion Index toserve as a benchmark for companies to track diversity and inclusion
improvements, provide information on current best practices, andhighlight opportunities to improve outcomes across industries. In
2022, the CEOs of the Alliance members shared two additional
commitments to contribute to the collective impact: 100% of
CEO staff are to obtain inclusive leadership development training
by 2025 and 5%+ employees are to be hired from nontraditional
pathways by 2030.

Our goal to achieve net-zero Scope 1 and 2 GHG emissions
by 2040 is based on a climate science approach to reachnet zero 10 years earlier than 2050, but due to our (and ourindustry’s) early emissions reductions and demand growth forsemiconductors, it remains challenging to gain formal approval
for a target under the existing methodology of the ScienceBased Targets Initiative (SBTi). In 2022, we continued towork with industry stakeholders to assess the potential forthe development of a sector-specific approach to setting
science-based GHG emissions-reduction targets for thesemiconductor manufacturing industry. The goal is to expand
the number of companies in our sector that set approved SBTitargets.

Responsible mobility. Collaborate with our industry
and ecosystem organizations 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 automated vehicles. Mobileye’s ResponsibilitySensitive Safety (RSS) has become a leading model for
global automated vehicle safety frameworks. Numerous
standards bodies are beginning to include RSS in standards
development activities and regulators and policymakers arelooking at RSS as a tool for defining what it means for an
automated vehicle to drive “safely.”Icl

Inclusive pipeline. Expand the inclusive pipeline of talent for ourindustry through innovative global education initiatives and STEM
programs for girls and underrepresented groups.
Building a diverse and inclusive workforce and industry requires
continued collective investments and innovative approaches toincreasing the diversity of the talent pipeline and expanding accessto the education resources needed to pursue careers in our field. In
2022, we continued a number of programs and collaborations withcustomers, governments, and other stakeholders to bridge thegender gap in STEM fields, including Intel Foundation investmentsin the Million Girls Moonshot, which aims to collectively engage
1 million girls through innovative, high-quality STEM/STEAM
capacity across the US. We also delivered $1 million in grants
to six historically Black colleges or universities (HBCUs), andrenewed our $250,000 investment in Georgia Tech’s Center forEngineering Education and Diversity program, which provides
STEM pathways for women and underrepresented minorities.

Sustainable chemistry. Enable greener and circular chemistrystrategies across the technology industry value chain bytransforming chemical footprint methodology. Lead the way inGreen Chemistry with our Chemical Footprint methodology tolower Intel’s impact and provide a lower total cost of ownership.
Launch a cross-industry R&D initiative to identify greener
chemicals with lower global warming potential and to develop
new abatement equipment.
In 2022, Intel continued efforts to refine the chemical footprint
methodology for use in evaluation of the chemical supply
chain. Based on initial learnings from data visualization andcomparison case studies across chemicals and technologies,
further refinement of the methodology is needed to betteraccount for global chemical regulatory priorities, business
continuity, and other factors. This improved chemical footprint
methodology will help define sustainable chemistry priorities for2023 and beyond. Intel also initiated a framework for a Supplier
Sustainability Scorecard that will be used to collaborate with our
supply chain to monitor existing supplier sustainability programsand encourage further progress and account for footprint
reductions through alternative material/technologies. u
199

Appendix 2022-23 Corporate Responsibility ReportConflict minerals, as defined by the US Securities and Exchange
Commission (SEC), is a broad term that means tin, tantalum,
tungsten, and gold (3TG), regardless of whether these minerals
finance conflict in the Democratic Republic of the Congo (DRC)or adjoining countries. sive

2030 Global Challenges
We have identified three ambitious global challenges where we believe we can best leverage our manufacturing expertise, unique position within the technology ecosystem, andwide range of technology to bring others together to accelerate action to save and enrich lives. These include health and safety, inclusion and social equity, and climate change.
Click on the headers below for more details 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 toenable others to harness the power of technology to improvehealth, safety, and wellness—including in theareas of healthcare and life sciences, manufacturing,and transportation.

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

While we continue to reduce our own global manufacturing
climate footprint, we will also take actions with others tocollectively 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 2022, we progressed on our global challenge to apply
technology to advance healthcare and safety on multiple
fronts. Included were a joint research project aimed at
improving brain tumor detection, a collaboration aimed atenabling organizations combating modern slavery to sharesensitive data with enhanced privacy protections, and acollaboration that resulted in the development of a portablenetwork-in-a-box base station for emergency responders
working in remote regions in Taiwan.

We aim to improve accessibility experiences each year on new key
client computing platforms with augmented features, capabilities,
collaborations, or services designed together with people withdisabilities. In 2022, we launched the 13th Gen Intel® Core™
processor family, which includes new features that enhance
PC-to-device connectivity for one-click device pairing. In 2023,
these features will include direct compatibility between Bluetooth
hearing aids and the PC. By 2030, we aim to have all Intel user
experience teams practicing inclusive design and research. In 2022,
we established a baseline of 21% adoption rate of inclusive practices
among user experience designers and researchers at Intel. Finally,
we are committed to expanding digital readiness by collaboratingwith 30 country governments and 30,000 institutions worldwide toempower more than 30 million people with AI skills for current andfuture jobs by 2030. As of year-end 2022, Intel had collaborated
with 27 country governments with more than 50 public-private
collaborations, enabled 23,000 institutions, and trained more than
4 million people.

Enabling

100

Appendix 2022-23 Corporate Responsibility Report

In 2022, we announced our intent to achieve a 30% reduction in
the reference system design carbon footprint by the year 2030.
In data center, we designed our 4th Gen Intel Xeon processors
to improve the performance per watt of select data center andnetwork loads an average of 2.9 times. In 2022, Intel joined theGreen Software Foundation and expanded our “handprint”
through Intel’s Energy Center of Excellence.

Performance Data Summary
Report Section

2022

2021

2020

2019

2018

Our Business and Financial Results
Net revenue (dollars in billions)

$63.1

$79.0

$77.9

$72.0

$70.8

Net income (dollars in billions)

$8.0

$19.9

$20.9

$21.0

$21.1

Provision for taxes (dollars in billions)

–$0.2

$1.8

$4.2

$3.0

$2.3

Research and development spending (dollars in billions)

$17.5

$15.2

$13.6

$13.4

$13.5

Capital investments (dollars in billions)

$24.8

$18.7

$14.3

$16.2

$15.2

Employees at year end (in thousands)

131.9

121.1

110.6

110.8

107.4

Safety – recordable rate1/days away case rate1

0.90/0.22

0.93/0.20

0.75/0.16

0.69/0.14

0.72/0.14

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

1.54

1.54

1.36

1.61

1.60

Renewable electricity purchased (% of global electricity use)

93%

80%

82%

71%

71%
8.3

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

10.9

11.6

10.6

9.6

Total water withdrawn (billions of gallons)3

10.9

14.3

13.8

12.6

12.0

Net positive water4 (water returned + restored) progress

107%

99%

90%

90%

86%

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

311/6%

344/5%

414/5%

387/3%

205/7%

270

157

126

207

221

Percentage of women in our global workforce

28%

28%

28%

28%

27%

Percentage of women on our Board (%)5

33%

30%

30%

20%

20%

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

1.0/20%0.85/20%

0.91/20%

1.2/39%1.5/64%

Worldwide charitable giving (dollars in millions)

$94.2

$76.0

$80.4

$75.1

$84.2

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

Social Impact

61

Rate based on 100 employees working full time for one year; data is as of March 2023.

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 et positive water % represents the total volume of fresh water returned and restored globally. Some locations have returned and restored significantly more than their target, resulting in a global total greaterNthan 100%. Net positive water is achieved when each region reaches their specific target. Refer to 2022 Water Inventory by Location and Source in the Appendix for net positive water progress by region.

5

Note that if all of the director nominees are elected at our 2023 Annual Stockholder Meeting, 33% of our directors will have self-identified as women.

6

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

101

Appendix 2022-23 Corporate Responsibility Report

SASB and TCFD Framework Alignment
Based on feedback gathered during our integrated investor outreach activities, we have aligned our disclosure with two additional frameworks: the Sustainability 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. The SASB Standards became a resource of the IFRS Foundation as of August 1, 2022, upon the consolidation of the Value Reporting
Foundation (which housed the SASB Standards and the Integrated Reporting Framework) into the IFRS Foundation.
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 from perfluorinatedcompounds

TC-SC110a.1(1) 1.19 million metric tons CO2e(2) 481,000 metric tons CO2e

2022-23 Corporate Responsibility Report,
p 71

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

TC-SC-110a.2

Greenhouse Gas
Emissions

CDP Climate Change Survey
We discuss our strategy and long history of goal setting andreductions. We have also avoided 80% of our cumulative Scope 1
and 2 GHG over the last decade.

2022-23 Corporate Responsibility Report,
p 712022 Intel Annual Report on Form 10-K,
p 15
2023 Proxy Statement, p 22
CDP Climate Change Survey

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

TC-SC-130a.1(1) 39.1 million gigajoules electricity consumed (2) 82% gridelectricity (3) 93% renewable electricity globally.

2022-23 Corporate Responsibility Report,
p 69 and p 73

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

TC-SC-140a.1(1) 41.4 million m³ withdrawn (2) 10.0 million m³ consumed.
See Appendix for detail on water metrics by location, including
information on baseline waster stress by location.

2022-23 Corporate Responsibility Report,
p 76, p 107-108

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

TC-SC-150a.1(1) 117,000 metric tons (2) 85% recycled.

Employee Health& Safety

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

TC-SC-320a.1

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

2022 Intel Annual Report on Form 10-K,
p 17, 182023 Proxy Statement, p 52
2022-23 Corporate Responsibility Report,
p 78-79
Report Data File on Report Builder webstie

12022-23 Corporate Responsibility Report,
p 38

The “Intel Metric or Qualitative Disclosure” column references the specific disclosure(s) included in the 2022-23 Corporate Responsibility Report and therefore may vary from the breadth and context of disclosure(s)included in the 2022 Intel Annual Report on Form 10-K and 2023 Proxy Statement, if applicable.

102

Appendix 2022-23 Corporate Responsibility Report

SASB and TCFD Framework Alignment, continued
Topic

Accounting Metrics

CodeIntel Metric or Qualitative Disclosure

Disclosure Location1

Employee Health& Safety

Total amount of monetary losses as a result of legal
proceedings associated with employee health andsafety violations

TC-SC320a.2

While we do not disclose this information, we do report on
Environmental, Health, and Safety Violations and subsequentcorrective actions.

2022-23 Corporate Responsibility Report,
p 38-40

Recruiting &Managing a Global& Skilled
Workforce

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

TC-SC-330a.1

We do not disclose the first metric as we do not believe a single
percentage of foreign nationals is a useful metric for our businessgiven our global business model, but we do disclose a breakdownof our workforce by region (47% of employees in the US and 53%
outside of the US). We disclose additional human capital metrics
that we believe are more effective for assessing this aspect ofour performance, including diversity and inclusion, employee
engagement, training and development, and responsible supply
chain metrics.

2022-23 Corporate Responsibility Report,
p 19-21, p 24, and p 32-34

While we do disclose information on our strategy and approachto product ecology and supplier requirements for declarable
substances, we do not believe a single percentage of revenue
is an effective metric for evaluating risk and performance inthis area.

2022-23 Corporate Responsibility Report,
p 13, p 33, and p 67

Product Lifecycle
Management

TC-SC-410a.1

2023 Proxy Statement, p 23, 132

Material Declaration Data Sheet (MDDS)
database website

Product Lifecycle
Management

Processor energy efficiency at a system-level for:(1) servers, (2) desktops, and (3) laptops

TC-SC-410a.2

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

2022-23 Corporate Responsibility Report,
p 13-16 and p 74-75

Materials Sourcing

Description of the management of risks associatedwith the use of critical materials

TC-SC-440a.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 that accessto rare earth mineral supplies represents a low risk to impact
production or delivery of goods.

2022-23 Corporate Responsibility Report,
p 32-34 and p 42-43

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.

2022 Intel Annual Report on Form 10-K, p
43, p 63-64, p 93, p 112

IP Protection& Competitive
Behavior

1

Percentage of products by revenue that contain
IEC 62474 declarable substances

2022 Intel Annual Report on Form 10-K, p
16, p 19

Total amount of monetary losses as a result of legal
proceedings associated with anti-competitive
behavior regulations

TC-SC-520a.1

SEC Conflict Minerals FilingIntel Statement on Rare Earth

Investor Relations website

The “Intel Metric or Qualitative Disclosure” column references the specific disclosure(s) included in the 2022-23 Corporate Responsibility Report and therefore may vary from the breadth and context of disclosure(s)included in the 2022 Intel Annual Report on Form 10-K and 2023 Proxy Statement, if applicable.

103

Appendix 2022-23 Corporate Responsibility Report

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 toevaluate 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 since2003.

2022-23 Corporate Responsibility
Report, p 9, and p 23-24

Intel follows an integrated approach to addressing climate change with multiple teams responsible formanaging climate-related activities, initiatives, and policies, including manufacturing and operations,
government and public affairs, supply chain, and product teams. Strategies, progress toward goals, andregulatory developments are reviewed with senior executives from these teams on a regular basis.
Strategy

RiskManagement

Metrics
and Targets

104

Disclosure of the actual and potential
impacts of climate-related risks andopportunities on the organization’s
businesses, strategy, and financial
planning where such information ismaterial.

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

Disclosure of the metrics andtargets used to assess and manage
relevant climate-related risks andopportunities where such information
is material.

2023 Proxy Statement, p 22, p 42, p
44, and p 48
CDP Climate Change Survey

We describe our climate-related risks and opportunities in our Corporate Responsibility Report (inthe “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 themarketing 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 more than two decades, we have set aggressive
greenhouse gas (GHG) reduction goals to conserve energy and reduce emissions. As a result of theseactions, we have avoided 80% of our cumulative Scope 1 and 2 GHG emissions over the last decade.
In 2022, subject matter experts from multiple business groups collaborated to further drive theintegration of climate change considerations into our processes for assessing risks and opportunities
and to conduct a climate change scenario analysis. Additionally, we plan to publish a formal Climate
Transition Action Plan in 2023.

2022-23 Corporate Responsibility
Report, p 69

Our overall approach to risk management is described in our Proxy Statement and our risk factors aredescribed in our Annual Report on Form 10-K. Additional detail on our proactive efforts to reduce ourclimate change impacts is included in our Corporate Responsibility Report, primarily in the Climate
and Energy section as well as our CDP Climate Change report. This includes detail regarding ourinvestments in renewable electricity, energy conservation, and product energy efficiency. For example,
in 2022, we continued our 100% renewable electricity commitment for our US, Europe, Israel andMalaysia, and are approaching 100% in Costa Rica, bringing the global total to 93% globally. We also
conserved ~160 million kWh of electricity in 2022. We also describe our proactive engagements with
policymakers on climate and energy issues in our Corporate Responsibility Report and the Intel Climate
Change Policy. We proactively engage with our stakeholders to understand impacts of both potential
regulatory requirements and also changing expectations of stakeholders, including our investors,
customers, and local communities.

2022-23 Corporate Responsibility
Report, p 23, p 27, and p 69

Our public climate-related metrics, goals and targets, as well as our Scope 1, 2, and 3 GHG emissions
data are included in our annual Corporate Responsibility Report and also reported through the CDP
Climate Change report.

2022-23 Corporate Responsibility
Report, p 69-73

Appendix 2022-23 Corporate Responsibility Report

2023 Proxy Statement, p 42
and p 482022 Intel Annual Report on Form
10-K, p 59 and p 62
Intel Climate Change Policy
CDP Climate Change Survey

2022 Intel Annual Report on Form
10-K, p 172023 Proxy Statement, p 22, p 88
Intel Climate Change Policy
CDP Climate Change Survey

CDP Climate Change Survey

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 RISE 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
SDG 3: Ensure healthy lives and promote well-being for all at all ages
SDG 8: Promote inclusive and sustainable economic growth, employment, and decent
work for all
SDG 12: Ensure sustainable consumption and production patterns

Through our employee health, safety, and wellness goals and our supplier
health and safety requirements, we promote good health and well-being.
Our efforts are designed to protect vulnerable workers throughout the
global supply chain, and include setting clear supplier expectations andinvesting in assessments, audits, and capability-building programs. We
collectively address issues through our leadership in the Responsible
Business Alliance, including industry initiatives on key issues such asadvancing responsible minerals sourcing, addressing human rights risks
such as forced and bonded labor, and improving transparency on theenvironmental impacts in the global electronics supply chain.

Inclusive

Sustainable
SDG 6: Ensure access to water and sanitation for all
SDG 7: Ensure access to affordable, reliable, sustainable, and modern energy for all
SDG 9: Build resilient infrastructure, promote inclusive and sustainableindustrialization, 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 operations, including goals andpolicies on climate change and water stewardship. Our sustainability goals
include achieving net positive water by 2030, zero waste to landfill by 2030,
and net-zero GHG emissions for scope 1 and 2 by 2040. We will continue
to invest in sustainability projects, actions, and investments to reduce ourenvironmental footprint. We also collaborate with governments, leading
companies, and nonprofits on innovative environmental projects, andproactively invest in our technology “handprint” to empower others touse Intel technology to reduce their environmental footprints and support
sustainable consumption and production.

SDG 4: Ensure inclusive and quality education for all and promote lifelong learning
SDG 5: Achieve gender equality and empower women and girls
SDG 8: Promote inclusive and sustainable economic growth, employment, and decent
work for all
SDG 10: Reduce inequality within and among countries

To shape the future of technology, we believe we must be representative ofthat future. Since 2019, we have achieved gender pay equity globally and wecontinue to maintain racial/ethnic pay equity in the US. We also met our commitment to reach more than $1 billion in annual spending with first-tier andlower tier certified diverse suppliers1, and collaborate with others to encourage more women and underrepresented minorities to enter andsucceed in technology careers. We provide our expertise and both financial
and in-kind support to help communities, governments, NGOs, andeducators 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 collaboration
with 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.

We recognize certified diverse suppliers as businesses that are at least 51% owned, operated, and controlled by any of the following categories: women; minorities as recognized by the country or region where thebusiness 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 inaccordance with local law.

105

Appendix 2022-23 Corporate Responsibility Report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. 31, 2022

Dec. 25, 2021

Dec. 26, 2020

Net Revenue$63,054$79,024$77,867–(4,306)(4,967)

Non-GAAP Operating Income$63,054$74,718$72,900

Gross Margin Percentage

42.6%

55.4%

56.0%

Acquisition-related adjustments

2.1%

1.6%

1.6%

Share-based compensation

1.0%

0.4%

0.4%

Patent settlement

0.3%

–

–

Non-GAAP Gross Margin Percentage

47.3%

58.1%

59.8%

Earnings per Share – Diluted1

$1.94

$4.86

$4.94

Acquisition-related adjustments

0.37

0.36

0.33

Share-based compensation

0.76

0.50

0.44

Patent settlement

0.05

–

–

Intel Optane technology inventory impairment

0.18

–

–

Restructuring and other charges

–

0.64

0.05

(Gains) losses on equity investments, net(1.04)(0.67)(0.45)(Gains) losses from divestiture(0.28)––

NAND memory Business–(0.33)(0.22)

Tax Reform(0.20)––

Income tax effects(0.06)(0.06)(0.03)

$1.84

$5.30

$5.06

NAND Memory BusinessIntel® Optane™ technology inventory impairment
NAND Memory Business

Non-GAAP Earnings per Share – Diluted
1For the year ended December 31, 2022, the impact of non-controlling interest to our non-GAAP adjustments is insignificant and thus is not included in our reconciliation of non-GAAP measures.

106

Appendix 2022-23 Corporate Responsibility Report

2022 Water Inventory by Location and Source
The following table details our water use, discharge, consumption, conservation, and restoration by source and destination for Intel sites around the world. Our fresh water
withdrawals totaled 10.9 billion gallons (41.4 gigaliters) in 2022. Approximately 78% of the water used at our sites was sent back to municipal treatment operations, where it
was treated so that it could be used for other purposes or to recharge surface or groundwater sources. For additional information, see the Sustainable section of this report.
To prepare our global water inventory, we follow established internal procedures for collecting, reviewing, and reporting water data. Internal data collection and reporting
practices are outlined within corporate standards and guidance documents developed by Intel. After a corporate-wide inventory was prepared, it was reviewed internallyand 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

–

0.4

–

98

98

86

12

0.4

Costa
Rica

San Jose

–

414

–

–

0.01

22

436

436

113

323

0.1

India

Bangalore:
Airport Rd4

4

–

–

–

–

–

4

4

–

4

4

Bangalore:
Sarjapur4

95

–

–

–

20

–

115

115

–

115

73

8,556

–

–

–

–

–

8,556

8,556

7,538

1,018

2,605

Ireland

Leixlip
Haifa

22

89

–

–

–

22

111

52

59

11

PetachTikva 4

6

24

–

–

–

6

29

21

9

2

Qiryat Gat4

800

3,200

–

–

–

800

4,000

2,651

1,349

5,686

4

IsraelSurfaceYangtze

Surface,
GroundSurfaceYangtze

68%

GroundSurface

San Juan

410

346%

Surface

N/A (Zerodischarge)

Cauvery

0

88%

Surface

Surface

Shannon

0

66%

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

100

84%

Surface

Surface

Muda
Lerma-Santiago

45%

184

1,090

–

–

–

–

–

1,090

1,090

919

171

205

Penang

673

–

–

–

0.2

–

673

673

457

216

24

MexicoGuadalajara 4

–

59

–

–

–

–

59

59

44

15

24

0

75%

GroundGroundPolandGdansk

–

16

–

–

–

–

16

16

12

4

2

0

75%

GroundSea¹ 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 (2022).
Site located in area experiencing high water stress, based on WRI’s Aqueduct Water Risk Atlas (2022).

107

Appendix 2022-23 Corporate Responsibility Report

River
Basin

Surface0

Kulim

Malaysia

5(Of municipality)–

Discharge Destination–

Water Source

549

Net Positive
Water Progress373(% returned + restored)

97

921

Water Restored

Shanghai –Zizhu5921(Watershed projects)–

Water Conserved–

Water Consumption

Ground Water
Source(On-site well)–

Water Discharged(return)3

Surface Water
Source(Rainwater)–(All sources)

Reclaimed
Water–

Total Water
Withdrawals

Sea Water
Sources921(All sources)

Fresh Waterfrom Ground
Water Sources

ChengduChina

Fresh Waterfrom Surface
Water Sources

Location1

Water Withdrawals(On-site water
sources)

Total Fresh Water
Withdrawals

Third-Party Water Withdrawals2(Purchased water sources)

Mediterranean
Sea (Coastal
aquifer)Wisla2022 Water Inventory by Location and Source, continued
Reported in Megaliters per Year
Water Withdrawals by Source (Total water usage) – Megaliters per Year

11,185

–

1,037

–

–

11,185

12,223

10,662

1,561

12,570Vietnam
Total

California:
Bowers Santa Clara

216

–

–

–

–

–

216

216

146

71

24

California:
Folsom 4

343

–

–

–

–

–

343

343

69

274

–

California:
Mission –Santa Clara

371

–

–

47

–

–

371

419

278

140

–

New Mexico:
Rio Rancho 4

–

246

–

–

–

2,636

2,883

2,883

2,545

338

1,979

Oregon:
Aloha

1,133

–

–

–

–

–

1,133

1,133

857

276

184

Oregon:Hawthorn
Farm

119

–

–

–

–

–

119

119

89

30

52

Oregon:Jones Farm

317

–

–

–

–

–

317

317

238

79

–

Oregon:Ronler Acres

9,313

–

–

–

–

–

9,313

9,313

7,355

1,958

12,505Texas:
Austin

65

–

–

–

–

–

65

65

49

16

–

Ho Chi Minh
City

529

–

–

–

–

–

529

529

157

372

113

0

30%

3,312

1,085

20

2,658

41,32945,72635,7559,971

36,514

11,518107%

38,650¹ 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 (2022).
5

Site located in area experiencing high water stress, based on WRI’s Aqueduct Water Risk Atlas (2022).

108

Appendix 2022-23 Corporate Responsibility Report

10,824119%(Of municipality)

Arizona:
Ocotillo 4

Discharge Destination

451

Water Source

1,014

Net Positive
Water Progress

Water Conserved

1,045(% returned + restored)

Water Consumption

2,058

Water Restored

Water Discharged(return)3

2,058(Watershed projects)

Total Water
Withdrawals–(All sources)

Ground Water
Source(On-site well)–(All sources)

Surface Water
Source(Rainwater)–

Total Fresh Water
Withdrawals

Reclaimed
Water–

Fresh Waterfrom Ground
Water Sources

2,058

Fresh Waterfrom Surface
Water Sources

Arizona:
Chandler 4

Location1

UnitedStatesWater Withdrawals(On-site water
sources)Sea Water
SourcesThird-Party Water Withdrawals2(Purchased water sources)

Surface,
GroundGround;Third Party

Surface

Surfaceto SeaSanta Clara

GroundSurfaceRío Bravo

Surface

SurfaceColumbia

Surface

Surface

Colorado

Surface

Surface

Dong Nai

River
Basin
Colorado/
Salt/Verde2022 Scope 1 and Scope 2 Greenhouse Gas Inventory by Location
In support of our commitment to transparency, the following table details our 2022 Scope 1 and Scope 2 GHG emissions (metric tons of carbon dioxide equivalent, CO2e)
for Intel sites around the world, broken out by scope and emissions category. Our emissions calculations are based on 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. Our
corporate-wide Scope 1 and Scope 2 data were assured by Apex Companies LLC (see the “Independent Limited Assurance Statement” in this Appendix).
Scope 1 GHG Emissions(metric tons CO2e)

Location1

China
Costa Rica
India
Ireland

Fluorinated
GHGs

Combustion/ Heat Transfer
Fuels
FluidsScope 2

N20

Other2

Total Scope 1

GHG3 Emissions(metric tons CO2e)% Renewable
Electricity

Total Scope 1 &2
GHG Emissions(metric Tons CO2e)

Chengdu

0

154

6,906

0

2,426

9,486

144,1210

153,607

Shanghai - Zizhu

0

636

0

0

0

636

20,136

0

20,772San Jose

0

246

1,089

0

284

1,619

26

99%

1,645

Bangalore, Airport Rd

0

133

0

0

276

409

5,581

0

5,990

Bangalore, Sarjapur

011,65600

202

11,85816,405028,263

Leixlip

57,387

51,126

046,382

4,613

159,508

0100%

159,508

Haifa

0

0

0

0

3,486

3,486

0

100%

3,486

Petach Tikva

0

1

0

0

2,424

2,425

0

100%

2,425

Qiryat Gat

112,631

28,0240

17,761

3,665

162,0810100%

162,081

Kulim

0

246

14,840087

15,1730100%

15,173

Penang0

149

15,1310433

15,7130100%

15,713MexicoGuadalajara

0

37

0

0

0

37

8,288

0

8,325

PolandGdansk

0

339

0

0

0

339

0

100%

339

IsraelMalaysia

Arizona: Chandler

12,256

11,673

5,240

0

647

29,8160100%

29,816

Arizona: Ocotillo

147,464

86,61722,76928,792

6,164

291,806

0100%

291,806

California: Bowers – Santa Clara

0

3,933

0

0

63

3,996

0

100%

3,996

California: Folsom

0

4,986

0

0

37

5,023

0

100%

5,023

0

18,187

0

0

4,052

22,2390100%

22,239

New Mexico: Rio Rancho

22,527

19,340

3,173

5,776

195

51,0110100%

51,011

Oregon: Aloha

3,872

10,012

6,769

2,029

134

22,8160100%

22,816

0

1,553

0

0

0

1,553

0

100%

1,553

California: Mission Santa Clara
United States

Oregon: Hawthorn Farm

Vietnam
Total

Oregon: Jones Farm

0

2,013

0

0

0

2,013

0

100%

2,013

Oregon: Ronler Acres

124,569

98,91341,881

78,5566,230

350,149

0100%

350,149

Texas: Austin

0

31

0

0

0

31

0

100%

31

Ho Chi Minh City

0177

26,8020683

27,662

153,0010180,663

480,706

350,182

144,600

179,296

36,101

1,190,885

347,55893%

1,538,443

1

We follow established internal procedures and thresholds to determine which sites are included in the inventory.

2

“Other” category includes GHG emissions from volatile organic compounds (VOCs), leased assets, air shuttle, refrigerant leaks, and onsite vehicle use.

109

Appendix 2022-23 Corporate Responsibility Report

3Market-based methodology.

2022 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 2022, government
officials made 182 visits (including audits and inspections) to Intel sites across the globe, including 67 health and safety agency inspections, 34 fire protection agency inspections,and 81 environmental agency inspections. Details on NOVs and our subsequent corrective actions are provided in the table below:
Location

Violation

FineIntel’s Corrective Action

Santa Clara,
California

Site maintains an ionizing radiation license: State agency was not informed of two licensed
items that were removed from the site within 30 days of removal.

$0Site has removed the two items from the state license.

Ronler Acres,
OregonAcid waste neutralization compliance pH went below limit due to a problem withthe tank pH probe.

$4,100A full review of pH monitoring systems and alarms was performed andcorrective action implemented.

Leixlip, Ireland

The EPA conducted an onsite compliance walk of temporary construction ground water
management system and issued a site visit report noting items of concern relating to thecontrol of materials and wastes in the water treatment compound.

$0

The areas were assessed, and material management deficiencies
fulfilled. Report was issued to EPA.

Leixlip, Ireland

The site observed a hydrocarbon sheen and confirmed contaminated groundwater samples
from their onsite treatment systems. The elevated samples were reported to EPA. The
Noncompliance issued by EPA due to late reporting of event.

$0Site noted requirement from EPA for timely reporting of events—
independent of root cause identification.

Jones Farm,
OregonThe Hillsboro Fire Department (HFD) performed an inspection and identified deficiencies.

$0

The Intel site fire protection program owner dispositioned the
deficiencies through the HFD. Follow-up walks were performed with
the HFD to verify closure of each finding.

Santa Clara,
California

Site detected a deviation from a new permit condition related to chlorine emissions abatement.
Notification was sent to Bay Area Air Quality Management District (BAAQMD). An NOV wasissued for the deviation.

$8,000Site corrected the programming issue immediately. BAAQMD
inspector confirmed that the site returned to compliance.

San Jose,
California

The San Jose Fire Department (SJFD) performed the annual hazardous materials inspection,
including a site walk that focused on chemical storage and hazardous materials inventory. The
inspector identified four items that needed corrective action or follow-up.

$0Intel implemented corrective actions and submitted a
response to the SJFD, providing the documentation thatthe inspector requested.

Ronler Acres,
OregonThe Hillsboro Fire Department (HFD) performed inspections of the Intel Ronler Acres facility
and identified deficiencies related to legibility of piping labels and faded NFPA 704 diamondsigns on above-ground tanks.

$0Site performed site-wide audits on process pipe labelling and storagetank diamond signs and replaced illegible or faded labelling anddiamond signs.

Santa Clara,
California

Bay Area Air Quality Management District (BAAQMD) conducted a visit to the site andidentified a different start date to a site demolition project. An NOV was issued.

$750

Internal control process was reviewed, and action implemented toprevent recurrence.

Rio Rancho,
New Mexico

New Mexico Environment Department Hazardous Waste Bureau conducted a site inspection
focused on waste collection areas. Inconsistencies were found related to hazardous wastelabeling.

$0

Corrections were made, internal procedures updated, and a formal
response was sent to the agency.

Fort Collins,
Colorado

The Poudre Fire Authority (PFA) performed the required annual fire inspectionof the site and identified several deficiencies in an NOV report.

$0

The deficiencies were corrected immediately after the inspection.
Closure documentation was provided to PFA.

Ocotillo, Arizona

In December 2021, Maricopa County Air Quality Department (MCAQD) performed
the annual Title V air permit compliance inspection. In March 2022, Intel was issued
an opportunity to correct related to fire pump maintenance and H2S annual compliancedemonstration.

$0

Internal controls were implemented to prevent a recurrence.

Lachish, Israel

EPA Sea and Shore Department was notified of a brine line permit condition violation related tochanges in accounted personnel that appear on the permit. EPA issued a NOV.

$0

Changes were made to accounted personnel that appear on the permit
and notifications sent immediately. Internal procedures were reviewed
and updated to prevent a recurrence.

110

Appendix 2022-23 Corporate Responsibility ReportTop 100 Production and Service Suppliers
These companies represented approximately 68% of Intel’s total supply chain spends in 2022.
Advanced Semiconductor Engineering

EBARA Corporation

JSR Corporation

Samsung Electro-Mechanics Co., Ltd.

Advantest America Inc

Edwards Ltd

JX Nippon Mining & Metals Corporation

Samsung Semiconductor, Inc.

AEM Singapore Pte. Ltd.

Elitegroup Computer Systems Co., LTD.

KellyOCGSCREEN Semiconductor Solutions Co., Ltd.

AGC, Inc.

Entegris, Inc.

Keysight Technologies, Inc.

Shin-Etsu Chemical Co., Ltd.

Air Liquide

Exyte AG

Kingston Technology Corporation

Shinko Electric Industries Co. LTD.

Air Products and Chemicals, Inc.

Fabrinet

Kintetsu World Express

Shunsin Technology Holdings Limited

Amkor Technology, Inc.

Flex Ltd.

KLA Corporation

Siliconware Precision Industries Co., Ltd.

Applied Materials Inc.

FormFactor, Inc.

Kokusai Electric Corporation

Siltronic AG

Asia Union Electronic Chemical Corp.

FUJIFILM Electronic Materials

Lam Research Corporation

SIRVA Worldwide, Inc.

ASM International N.V.

GCON, Inc.

Lasertec Corporation

SK hynix Inc.

ASML

Gemtek Technology Co., Ltd.

Linde plc

Skanska USA Building Inc.

AT & S Austria Technologie & Systemtechnik AG

Georg Fischer AG

Marvell Technology, Inc.

SUMCO Corporation

Avantor, Inc.

GLOBALFOUNDRIES

Merck KGaA Darmstadt, Germany

Sundt Construction, Inc.

BE Semiconductor Industries N.V.

GlobalWafers Co., LTD.

Microsoft Corporation

Super Micro Computer, Inc.

Cadence Design Systems, Inc.

Hensel Phelps

Mitac Holdings Corporation

Synopsys, Inc.

Compass Group PLC

Hewlett Packard Enterprise Company

Mitsubishi Gas Chemical Company Inc.

Taiwan Semiconductor Manufacturing Company Ltd

Courier Network Inc.

Hitachi High-Tech Corporation

Moses Lake Industries (TAMA Chemicals)

Technoprobe S.p.A.

Cymer

Hoffman Construction

Murata Machinery, Ltd.

Thermo Fisher Scientific Inc.

Daifuku Co., LTD

Honeywell Electronic Materials

Nanya Technology Corporation

Tokyo Electron Limited

DB Schenker

HP IncNikon Corporation

Tokyo Ohka Kogyo Co., LTD

Dell Technologies, Inc.

IBIDEN Co., LTD.

Nippon Express Co., Ltd.

Unimicron Technology Corporation

Deloitte Touche Tohmatsu Limited

Infosys Limited

Nordson Corporation

United Microelectronics Corp

Dentsu Group, Inc.

Jacobs Engineering Group, Inc.

Pegatron Corporation

UPPRO Ltd.

Deutsche Post DHL GroupJE Dunn Construction

Powertech Technology Inc.

UST Holdings Ltd.

DSV A/SJLL

Rinchem Company Inc.

VMLY&R

111

Appendix 2022-23 Corporate Responsibility ReportAcronym Index
3TG: Tin, tantalum, tungsten, and gold

CO: Carbon monoxide

ERG: Employee Resource GroupA

CO2: Carbon dioxide

EPRM: European Partnership for Responsible Minerals

AEP: Advanced enabling platforms

CO2e: Carbon dioxide equivalent

EPS: Earnings per share

CPA: Center for Political Accountability

ESG: Environmental, social, and governance

CPO: Chief people officer

EU: European Union

CPU: Central processing unit

F

ADAS: Advanced driver-assistance system
AI: Artificial intelligence
AISES: American Indian Science and Engineering
Society

CRT: Cobalt response template

AMIE: Advancing Minorities’ Interest in Engineering

C-SCRM: Cyber supply chain risk management

ANSI: American National Standards Institute

CSR: Corporate social responsibility

ASIC: Application-specific integrated circuit

CTD: Cumulative trauma disorderC

D

CAHRA: Conflict-affected and high-risk area

DARPA: Defense Advanced Research Projects Agency

CAD: Computer-aided design

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

CDIO: Chief diversity inclusion officer
CDP: A not-for-profit charity that runs the global
disclosure system for investors, companies, cities,
states and regions to manage their environmental
impact

DRC: Democratic Republic of the CongoE
ECOC: Ethics and Compliance Oversight Committee

CEED: Center for Engineering Education and Diversity

EEO: Equal Employment Opportunity

CEC: California Energy Commission

EHS: Environmental, health, and safety

CEI: Corporate Equality Index

EIS: Employee Inclusion Survey

CEO: Chief Executive Officer

EPA: Environmental Protection Agency

CEPN: Clean Electronics Production Network

EPEAT: Electronic Product Environmental
Assessment ToolCGN Committee: Corporate Governance andNominating Committee
CNDCP: Carbon Neutral Data Centre Pact
CNIS: China National Institute of Standardization

112

Appendix 2022-23 Corporate Responsibility Report

EPIC: Excellence, Partnership, Inclusion,and Continuous Improvement

F-GHG: Fluorinated greenhouse gas
FPGA: Field-programmable gate array

G
GAAP: Generally Accepted Accounting Principles
GDP: Gross domestic product
GHG: Greenhouse gas
GPP: Green Power Partnership
GPU: Graphics processing unit
GRI: Global Reporting Initiative

H
HAP: Hazardous air pollutant
HBCU: Historically Black college or university
HR: Human Resources
HRC: Human Rights Campaign
HRIA: Human rights impact assessment
HVAC: Heating, ventilation, and air conditioning

I

M

P

IBLC: Intel Black Leadership Council

MaaS: Mobility-as-a-Service

ICT: Information and communications technology

MGM: Million Girls Moonshot

PAIA: Product Attribute to Impact Algorithm Consortium

IDAN: Intel Disability and Accessibility Network

MRC: Management Review Committee

IDLC: Intel Disability Leadership Council

N

IDM: Integrated device manufacturer

NGO: Non-governmental organization

IEEE: Institute of Electrical and Electronics Engineers

NIC: Network interface controller

IEC: Inclusive Engineering Consortium

NIST: National Institute of Standards and Technology

IEC: International Electrotechnical Commission

NOV: Notice of violation

IESC: Intel Employee Service Corps

NOx: Nitrogen oxides

PPA: Public-Private Alliance for Responsible
Minerals TradeIFPCL: Industry Focus Process Chemical List

NSF: National Science Foundation

PRTI: Pandemic Response Technology Initiative

IFS: Intel Foundry Services

NUC: Next Unit of Computing

PUE: Power usage effectivenessO

R

OALC: Out and Ally Leadership Council

RAI: Responsible Artificial Intelligence

OCP: Open Compute Project

R&D: Research and development

ODM: Original design manufacturer

RBA: Responsible Business Alliance

IRTI: Intel RISE Technology Initiative

OECD: Organisation for Economic Co-operation andDevelopment

REACH: European Union’s Registration, Evaluation,
Authorization, and Restriction of Chemicals

ISO: International Organization for Standardization

OEM: Original equipment manufacturer

RISE: Responsible, inclusive, sustainable, and enabling

iTSCi: International Tin Supply Chain Initiative

OTC: Opportunity to correct

RLI: Responsible Labor Initiative

L

OSHA: Occupational Safety and Health Administration

RMAP: Responsible Minerals Assurance Process

ILO: International Labor Organization
I/O: Input/output
IP: Intellectual property
IPAC: Intel Political Action Committee
IPO: Initial Public Offering

PBT: Polybutylene Terephthalate
PC: Personal computer
PCF: Product carbon footprints
PFC: Perfluorocarbon
PLT: Pandemic Leadership Team
PM: Particulate matter

LED: A light-emitting diodeRMI: Responsible Minerals Initiative

LEED: Leadership in Energy and Environmental Design

RSS: Responsibility-Sensitive Safety

LGBT+: Lesbian, gay, bisexual, and transgender/transsexual +RSU: Restricted stock unit

113

Appendix 2022-23 Corporate Responsibility ReportSU

S3a: Supplier Sustainability Scorecard

UN: United Nations

SAQ: Self-Assessment Questionnaire

UNDP: United Nations Development Program

SASB: Sustainability Accounting Standards Board

UNESCO: United Nations Educational, Scientificand Cultural Organization

SBTI: Science-Based Targets Initiative
SDA: Sectoral decarbonization approach
SDL: Security Development Lifecycle

UPW: Ultra-pure water
URM: Underrepresented minority

SEC: US Securities and Exchange Commission

V

SDG: Sustainable development goals

VAP: Validated Assessment Program

SDSs: Safety data sheets

VOC: Volatile organic compound

SKU: Stock keeping unit

W

SoC: System-on-a-Chip

WAI: Women in AI

SPARC: Supplier Program to Accelerate Responsibility
and Commitment

WBENC: Women Business Enterprise National Council

SPEC: Standard Performance Evaluation Corporation
SPEC SERT: Server Efficiency Rating Tool
SRC: Supplier Report Card
STEAM: Science, technology, engineering, arts,and math
STEM: Science, technology, engineering, and mathT
TCFD: Task Force on Climate-Related
Financial Disclosure

114

Appendix 2022-23 Corporate Responsibility Report

WEEE: Waste Electrical and Electronic Equipment
WiSci: Women in ScienceForward-Looking Statement
This 2022-23 Corporate Responsibility Reportcontains statements that are aspirational or reflectiveof our views, forecasts, and opinions regarding
our future performance that constitute “forwardlooking statements” within the meaning of the Private
Securities Litigation Reform Act of 1995. Forwardlooking statements in this Report include statements
regarding our goals, metrics, aspirations, targets,
strategy, and expectations with respect to corporate
responsibility matters, including sustainability, humanrights, supply chain management, human capitalmanagement, policy and procurement, philanthropy,
data privacy, and information and product security, as
well as other business risks and opportunities. Thesestatements inherently involve risks and uncertainties
that are difficult to predict, often beyond our control,and inherently uncertain, and actual results, including
our goals, could differ materially from those predicted insuch statements, including as a result of geopolitical or
macroeconomic events, energy prices, technologicaladvances or innovations, developing climate conditions,legislative or regulatory changes, engagements withstakeholders, and other unforeseen conditions or
events. Forward-looking statements are not guarantees
or promises that any such goals, metrics, aspirations,targets, strategy or expectations will be met or retainedin their current form. Risk factors that could cause
actual results to differ are set forth in the “Risk Factors”
section of the 2022 Intel Annual Report on Form 10-K,
as updated by our Quarterly Report on Form 10-Q for
the quarter ended April 1, 2023. These risk factors are
subject to update by our future filings and submissions
with the US Securities and Exchange Commission and115

Appendix 2022-23 Corporate Responsibility Reportearnings releases. Forward-looking statements are
based on expectations as of the date of this report,
unless an earlier date is indicated, as well as standards
for measuring progress that are still developing, internal
controls and diligence processes that continue to evolve,
current legal and regulatory requirements, third-party
data or affirmations or representations, and assumptions that are subject to change, including in light ofcurrent or historic goals or assumptions, and available
data. Statements derived from our 2022 Annual Reporton Form 10-K speak as of January 26, 2023. Intel
disclaims any duty to update any statement made inthis report except to the extent required by law. This
report contains non-GAAP financial measures relating
to our performance. You can find the reconciliation ofthese 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 andAnalysis” in the 2022 Intel Annual Report on Form 10-K.
Website references and hyperlinks throughout thisreport are provided for convenience only, and thecontent on the referenced websites is not incorporated
by reference into this report, nor does it constitute a partof this report. We assume no liability for any third-party
content contained on the referenced websites.

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