2023-24 Corporate
Responsibility ReportTable of Contents
Letter From Our CEO

3

Inclusive55

Performance Data Summary

108

Letter From Our CPO

4Inclusive: Our Approach

56

SASB and TCFD Framework Alignment

109

A Year in Review

5Inclusive Workforce

57

UN Sustainable Development Goals

112

Addressing the Global Semiconductor Workforce Shortage

7

Social Equity

64

Non-GAAP Financial Measures

113

Our Global Manufacturing Expansions and Investments

9

Building a Diverse Technology Industry

652023 Water Inventory by Location and Source

114

Driving Transformation With Sustainable AI

10

Supplier Diversity and Inclusion

66

Intel’s ESG Framework

11

116

Awards and Recognitions

12

Making Technology Fully Inclusive and Expanding
Digital Readiness2023 Scope 1 and 2 Greenhouse Gas Inventory
by Location and Category

682023 Environmental, Health, and Safety Violations

117

71

118

13

Sustainable

Top 100 Production and Service Suppliers

Our Business

Acronym Index

119

Company Profile

14

Sustainable: Our Approach

72

Forward-Looking Statement

122

Governance, Ethics, and Public Policy

20

Climate and Energy

73

Stakeholder Engagement

24

Product Energy Efficiency

78

Respecting Human Rights

26

Water Stewardship81

Our Commitment to Transparency

Supply Chain Responsibility

29

Waste and Circular Economy Solutions

83

This report aims to provide a comprehensive summary of our

Supply Chain Sustainability

85

approach to corporate responsibility and our performance for

Sustainable Chemistry87

Our Talent

31

Talent: Our Approach

32

Advancing Carbon-Neutral Computing

88

Hire and Retain the Best Talent

33

Environmental Management

91

Develop Our Talent to Their Full Potential

35

Create a Winning Culture

37

Enabling

94

39

Enabling: Our Approach95

Climate-Related Financial Disclosures (TCFD), and the IFRS

Employees Changing the World

96

Foundation.1 In 2023, we continued to advance our integrated

Intel Foundation and Corporate Philanthropy: Rising to the Future98

Looking to the Future: IDM 2.0

2

Responsible

40

Responsible: Our Approach

41

Collaborating for Technology Impact

99

Employee Health, Safety, and Wellness

42

IRTI: Activating Tech as a Force for Good

100

Respecting Human Rights in the Supply Chain

45

Responsible Minerals Sourcing

48

Appendix101

Responsible Mobility

50

About This Report

102

Responsible AI

51

Independent Limited Assurance Statement

103

Revolutionizing Health and Safety Through Technology

54

RISE Goals Progress

104

Table of Contents // 2023-24 Intel Corporate Responsibility Report

calendar and fiscal 2023, unless otherwise stated. This report has
been prepared in accordance with the Global Reporting Initiative(GRI) Standards. Our GRI Content Index is provided on our Report
Builder website. We also use other recognized frameworks to informthe content of this report, including the United Nations (UN) Global
Compact, UN Sustainable Development Goals, the Task Force onreporting strategy to include environmental, social, and governanceinformation in our 2023 Annual Report on Form 10-K and 2024
Proxy Statement, available on our Investor Relations website. For
additional information on Intel’s approach to corporate responsibility,
supporting documents and data, past reports, and to customize areport with the sections of your choice, visit our Corporate
Responsibility and Report Builder websites.
1

In 2024, the TCFD monitoring responsibilities were transferred to the IFRSFoundation’s International Sustainability Standards Board.

Letter From Our CEO
It’s all too easy to sit back and feel that these problems are simply too
daunting to address. But one thing I’ve seen proven time and again overmy decades at Intel is that human ingenuity has yet to meet its match.
No matter what challenges we face, we can invent the future we want for
the world. And all of us at Intel feel a deep responsibility to not only build
a strong business, but also serve as a force for good—leading the way
with the same hopeful, can-do spirit we always have.
In this 2023-24 Intel Corporate Responsibility Report, you will see thetremendous strides we are making with our RISE strategy—our effort tocreate a more responsible, inclusive, and sustainable world, all enabled
by technology and the expertise and passion of our employees.
Some highlights include:
Building the most sustainable foundry in history: Every aspect of ourlives is becoming more digital—a trend that is only gaining momentum inthe era of artificial intelligence. To meet this moment, we have launchedIntel Foundry, the world’s first systems foundry designed for the AI era.
And we are building this business with sustainability at its core. For
example, in 2023, Intel used 99% renewable electricity across ouroperations worldwide—and we are working with suppliers, customers,
and industry peers to develop the next generation of sustainable
processes and products.
At Intel, our work has always been defined by optimism.
Every single product we have ever launched began with a belief that it
would move the world forward. And for more than half a century, ourinnovations have powered technology that has driven human progress
and improved the lives of people everywhere.
Today, as the world confronts enormous and complex challenges, fromclimate change to extreme inequality, we could all use a little more of that
positive outlook.

3

Introduction // 2023-24 Intel Corporate Responsibility Report

Future-proofing supply chains: The events of recent years exposed
the fragility of global supply chains, which led to a dire semiconductor
shortage and extraordinary disruptions to the economy. And with 80%
of semiconductor manufacturing still happening in Asia, supply chain
flexibility and resilience remain elusive in most parts of the world.
We’re investing to change that and have set a moonshot goal: by theend of the decade, 50% of global semiconductors will be producedin the US and Europe.

Building open ecosystems: Innovation thrives most when people cancome together and collaborate in a transparent environment. That kindof open ecosystem is the foundation of our approach at Intel—and why
we launched the first global sustainability summit for the semiconductor
industry. It’s how we continue to democratize computing, achieve new
breakthroughs, and improve productivity for our partners, developers,
and customers. And it is leading to some historic progress, from
responsible AI that advances and protects human rights, to decentralized
cloud computing, which—thanks to Intel’s AI Everywhere initiative—isushering in the era of the AI PC.
Maintaining high ethical standards with all our work: As one of theworld’s largest semiconductor designers and manufacturers, Intel isuniquely positioned to make a positive impact up and down our value
chain. And every day, we work tirelessly to live up to this obligation. This
includes advocating for responsible minerals sourcing, championing
human rights everywhere we do business, and extending our commitment
to diversity and inclusion to our suppliers—all while investing in our
workforce to flourish in the AI era.
In total, our progress is paving a path to a better tomorrow. Yes, we
still have a lot of work ahead to achieve our goals—but that’s what’s most
exciting of all, because we see a monumental opportunity to build a more
responsible, sustainable, and inclusive world. We believe much of theessential work ahead starts with Intel. And we’re determined to succeed,
united by the same sense of limitless optimism that has long defined ourcompany at its best.

Pat Gelsinger, Chief Executive Officer,
Intel Corporation

Letter From Our CPO
I am pleased to present our 2023–2024 Corporate Responsibility
Report, which highlights our exemplary progress as we endeavor
to be the leading sustainable foundry.
Leveraging our scale to drive sustainability across the industry:Through RISE, our corporate responsibility strategy, we strive to set
the standard for sustainable manufacturing. We’ve implemented
ambitious environmental targets, including maximizing renewableelectricity use, conserving water, upcycling waste, and advancing
greener chemistries to minimize hazardous substances. Ourcommitment to corporate responsibility and sustainability is
deeply ingrained in Intel’s DNA, and we will continue our longstanding
efforts to reduce our footprint, even as we expand our global operations.
Beyond our direct impact, our scale and reach uniquely allow us to play
an influential role in collaborating to take meaningful action and achieve
far-reaching sustainability goals. Intel approaches this lofty task in a waythat makes it easier for customers, stakeholders, and our entire value
chain to take meaningful action too.
Educating the talent pipeline for a sustainable and responsible
future: Intel’s more than 120,000 employees are shaping the futurewith technology innovation. Our technology powers, connects, andsecures billions of devices; accelerates critical infrastructure; and enables solutions for the world’s most complex challenges.
We remain committed to attracting and retaining the world’s best talentacross every function—from the factory floors to the engineers at theforefront of the next technological revolution. We are a catalyst, driving
innovative talent strategies to accelerate workforce representation tocreate an inclusive environment for the world’s best and brightest talent.

4

Introduction // 2023-24 Intel Corporate Responsibility Report

Shared commitment and meaningful action are at the heart of oureducation and development efforts, designed to ignite interest andempower people with the skills to fuel their careers. Intel has alreadybegun to lay the foundation for this work through the Intel® Digital
Readiness Programs for community colleges in the US. Recently,
we added AI for Sustainability and AI for Manufacturing standalone
courses to the overall curriculum to further emphasize these priorities.
Looking toward our vision of collective impact: As we look ahead,
our ambitions and opportunities have never been greater to unleash
the power of data to help advance integrated corporate responsibility
strategies. We believe in a sustainable future for—and through—AI.
We welcome collaboration on responsible and sustainable AI acrossthe ecosystem through cross-industry initiatives to address theseshared challenges.
At Intel, we are unwavering in our commitment. Together, we seek tocreate more diverse, equitable, and inclusive outcomes in our workplace,in the communities in which we operate, in the semiconductor industry,
and across society at large.

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

A Year in Review
Intel has proudly led the industry and ecosystem through innovationand technological advancement, and continues to expand its operations
by investing in new facilities that propel our digital age. Below are somehighlights from 2023 and early 2024:

First Systems Foundry Designed for the AI Era
At Intel Foundry Direct Connect in February 2024, Intel launched Intel
Foundry as a more sustainable systems foundry business designed
for the AI era. We also announced our expanded process roadmap,
customers, and ecosystem collaboratorss to help deliver on Intel’s
ambition to be the number two foundry by 2030.

$8.5 Billion in CHIPS Act Funding
In March 2024, the US Department of Commerce proposed up to$8.5 billion in direct funding through the CHIPS and Science Act toadvance Intel’s commercial semiconductor projects in Arizona, New
Mexico, Ohio, and Oregon. CHIPS Act funding aims to increase US
semiconductor manufacturing and research and development
capabilities, especially in leading-edge semiconductors. Intel isthe only American company that both designs and manufactures
leading-edge logic chips.

AI Everywhere
At our “AI Everywhere” event in New York City in December 2023, we
introduced an unmatched portfolio of AI products to enable customers’
AI solutions across the data center, cloud, network, edge, and PC. These
new products bring AI computing power to where the data is generated
and used. Intel’s expansive footprint positions the company to supportand supply AI across markets. In January 2024, we announced plans todrive Intel’s “AI Everywhere” strategy into the automotive market. The
announcement detailed a new family of Intel AI-enhanced, softwaredefined vehicle SoCs that address a critical industry need for power
and performance scalability. The new family of SoCs enable desirable
in-vehicle AI use cases, such as driver and passenger monitoring.

5

Introduction // 2023-24 Intel Corporate Responsibility Report$425 Million of Green Bond Proceeds AllocatedIn our first Annual Green Bond Report, published in 2023, we outlined
allocation of $425 million, or approximately 34% of Intel’s $1.25 billion
green bond issued in 2022. Our first-ever green bond aligns ourfinancing priorities with our commitment to sustainable businesspractices and will help us advance our RISE goals. Initial proceeds
were allocated in five project categories: pollution prevention andcontrol, water stewardship, energy efficiency, renewable energy, andcircular economy and waste management.

Celebrating AI Accessibility and Enabling
the Next Generation of Innovators
In September 2023, we celebrated AI accessibility innovation by
next-generation technologists at the AI Global Impact Festival. The
festival brought together future developers and educators who are
working to solve real-world problems using AI, with the support ofpolicymakers and academic leaders. Students from 26 countries
participated in the competition at the 2023 festival, dubbed“Enriching Lives with AI Innovation.”

Making AI Computing More Sustainable
Intel processors are designed and purpose-built for efficiency with
AI workloads. Newly released 5th Gen Intel® Xeon® Scalable processors(code-named Emerald Rapids) have built-in AI accelerators that provide
on average 36% performance-per-watt advantages over the 4th
generation processor.1 The Intel® Gaudi® 2 processor is designed for
great efficiency and throughput per watt for training and runningstate-of-the-art models, from the largest language and multi-modal
models to more basic computer vision and natural language processing
models. Intel® Core™ Ultra processors feature new neural processing
units to execute AI-based algorithms more efficiently. With AI-enhanced
collaboration with Zoom, Intel Core Ultra processors consume up to
38% lower power than the previous generation.2
1

See [T13] on the Performance Index site: 5th Gen Intel Xeon Scalable processors.
Results may vary.

2

Learn more on the Performance Index site. Results may vary.

Tune in to AI

Leading Supply Chain Responsibility and Impact

Building a More Inclusive Workforce

With episodes like “Saving Crops With AI,” “Improving Accessibility
with AI,” and “Beep-Autonomous Mobility for All,” Intel’s Technically
Speaking podcast on AI and innovation completed its first season in
December 2023. Stay tuned for the launch of season two.

We believe a responsible supply chain means being a thought leader anddelivering results. In 2023, Intel spent $1.6 billion with diverse-owned
suppliers,3 despite a significant reclassification of key diverse-owned
suppliers due to acquisition, which resulted in a corresponding impact
to diverse supplier spending. Our diligent efforts to protect humanrights in the workplace mean our suppliers have returned more than
$27 million in fees to their workers since 2014. As a founding member
and active leader in both the Semiconductor Climate Consortium andthe Semiconductor Industry Association (SIA) Semiconductor PFAS
Consortium, we have continued to push supply chain responsibility
forward. We continue our diligence in responsible sourcing of tin,tantalum, and gold, and have expanded into other minerals and regions.

We continued our focus on career development and progression of ourtalent. The representation of US Intel employees who identify as having
one or more disabilities increased from just below 5% in 2022 to 5.3% in
2023, and the percentage of Intel employees who identify as veteransdecreased slightly from 7.1% in 2022 to 7% in 2023. In addition, our global
representation of technical women increased from 24.7% in 2022 to 25%
in 2023.

Extending our Net-Zero Commitment
In 2022, Intel announced our goal to achieve net-zero greenhouse gas(GHG) emissions (Scope 1 and 2) across our global operations by 2040.
In 2023, we took that goal a step further and committed to work with
our value chain to achieve net-zero upstream Scope 3 GHG emissions
by 2050.

Responding to Humanitarian Crises
When a natural disaster or humanitarian crisis occurs, the Intel
Foundation responds by offering matching campaigns that enable
employees to take action and amplify the impact of their generous
donations to relief assistance efforts. In 2023, the Intel Foundation
responded to an increased number of humanitarian crises and natural
disasters, including earthquakes, tornadoes, wildfires, floods, andfamine. Employees joined the Foundation in support of 10 special
matching campaigns, raising over $4 million in donations and Foundation
matches that enabled 26 causes to deliver assistance to those in need.
These campaigns included relief for wildfires in Washington, Canada,
and Maui; earthquakes in Turkey and Syria; and more.

Progressing Toward Our Net Positive Water Goal
In 2023, we conserved approximately 10.2 billion gallons of waterinternally and through community collaborations, and enabled
restoration of 3.1 billion gallons through investments in watershed
restoration projects. These achievements advanced us toward ourgoal of net positive water. In 2023, we achieved net positive water infour countries: the US, India, Costa Rica, and Mexico. Net positive isdefined as water returned through water management practices plus
water restored to local watersheds for more than 100% of our fresh
water consumption.

Intel Sustainability Summit
In March 2024, Intel hosted the first Sustainability Summit, engaging
our whole ecosystem, including fellow semiconductor manufacturers,
suppliers, customers, civil society, academia, and government officials
focused on moving the industry forward toward our joint goals.

Our Roadmap for Climate Action
In November 2023, Intel published its Climate Transition Action Plan,
detailing the company’s path to reduce its climate footprint. Providing
a roadmap for how we will achieve our critically important sustainability
goals, this plan demonstrates our commitment to integrating sustainability
into our core business, building resilience into our operations and value
chain, and fostering innovation.

6

Introduction // 2023-24 Intel Corporate Responsibility Report3

We recognize certified diverse suppliers as businesses thatare at least 51% owned, operated, and controlled by any of
the following categories: women; minorities as recognizedby the country or region where the business was established;veterans/military service-disabled veterans; persons who
are lesbian, gay, bisexual, or transgender; or persons withdisabilities. While Intel recognizes these categories, they mayvary in accordance with local law.

Addressing the Global Semiconductor Workforce Shortage
The US semiconductor industry is facing a workforce gap, as highlighted
in a July 2023 report by the Semiconductor Industry Association. The
report says that the workforce needed in the semiconductor industry is
expected to grow 33% between 2023 and 2030, but 50% of projected
new jobs risk being unfilled at current degree completion rates.
Closing the talent gap is critical to the semiconductor industry and Intel’s
IDM 2.0 strategy. We are facing this challenge head-on by creating specificregional programs in collaboration with institutes of higher education tomeet Intel’s and the semiconductor industry’s workforce needs.
US National Scale Initiatives. Intel has been a founding member of
The Semiconductor Research Corporation since its inception. The
Semiconductor Research Corporation JUMP 2.0 program is a groundbreaking five-year initiative led by the Semiconductor Research
Corporation in collaboration with Defense Advanced Research Projects
Agency (DARPA), the commercial semiconductor industry, and thedefense industrial base. This public-private collaborations aims to push
the boundaries of cognitive technologies and advance various facets of
information and communication technology (ICT) systems. The program
involves significant collaboration with 141 principal investigators from 42
universities and supports more than 850 student research projects.

The US National Science Foundation (NSF) Future of Semiconductors(FuSe) program awarded $45.6 million in funding across 24 projects toenable rapid progress in new semiconductor technologies, manufacturing,
and workforce development through a public-private partnershipwith IBM, Intel, Ericsson, and Samsung. In direct alignment with thelandmark CHIPS and Science Act of 2022, the FuSe program addresses
semiconductor research across the stack, spanning materials, devices,and systems while simultaneously considering sustainability andworkforce development impacts for the semiconductor industry. The
first round of FuSe projects began in the fall of 2023.
Additionally, Intel’s University Shuttle Program enables researchersand students from academic institutions around the world accessto modern design technology for their classes, training, and talentdevelopment. The focus of the program is strengthening the workforce
through training and university programs in chip design and prototyping.
In 2023, we reached over 500 active users, including more than
80 professors.
Other recent support Intel has provided to higher education
programs includes:
Ohio. In advance of the opening of our new wafer manufacturing campus
in Licking County, we collaborated with community colleges in Ohio tolaunch a one-year semiconductor technician certificate program. The
program is funded through the Intel Semiconductor Education andResearch Program for Ohio—part of Intel’s $50 million commitment
to Ohio higher education institutions over the next decade.
Oregon, Arizona, and New Mexico. In 2023, Intel continued investmentsin the northwest and southwest regions, providing an additional $1.8
million dollars to community colleges and universities to augment
existing and pilot new programs that broaden access for students
and faculty for future workforce growth. These investments focus
on increasing diversity in the semiconductor industry and include
experiential hands-on opportunities. The funding will reach morethan 3,500 students through 11 leading institutes working with local
community colleges, tech centers, and high schools.

7

Introduction // 2023-24 Intel Corporate Responsibility Report

The blue dots represent the 11 colleges Intel is collaborating with for the one-year
semiconductor technician certificate program. Colleges include: Columbus State
Community College, Marion Technical College, Rhodes State College, North Central State
College, Central Ohio Technical College, Clark State, Northwestern State, Stark State,
Zane State, Owens Community College, and Lorian Community College.

Europe. Intel and European public and private sector collaborators
are investing $13 million over four years to launch six research centers.
One of these research centers, the Center for AI Aware Pathways to
Sustainable Semiconductor Manufacturing, is focused on harnessing
and augmenting AI technologies to achieve breakthroughs in sustainable
semiconductor processes and manufacturing technologies.

Germany. In Magdeburg, where we plan to build a wafer fabrication(fab) mega-site, Intel announced a €1.2 million investment in higher
education grants for technical colleges and universities across the stateof Saxony Anhalt. As part of this, Intel provided support to enable Otto
von Guericke University in Magdeburg to revamp its clean room. The
facility is now capable of educating some 170 students per year for fab
experiential learning. Additionally, Intel Ireland employees worked with
Magdeburg-Stendal University of Applied Sciences engineering students
on wastewater treatment projects. A panel of expert judges selected
three award-winning teams, and three student scholars were chosen
to continue to engage with Intel throughout the remainder of theirundergraduate studies.
Poland. Intel provided curriculum funding to upgrade the very largescale integration (VLSI) programs at Poznań University of Technology,
covering the entire application-specific integrated circuit (ASIC) designand verification process. In a separate effort, Intel delivered master class
instruction to more than 140 vocational school students, providing an
overview of the assembly test manufacturing process and exposure to
fab technician job roles.

“Semiconductors are at the heart ofAmerica’s strength, enabling the essential
technologies that drive economic growthand national security. With demand forsemiconductors projected to increasesignificantly by 2030 and beyond,semiconductor companies are ramping up
production and innovation to keep pace.”– July 2023 Semiconductor Industry Association report

8

Introduction // 2023-24 Intel Corporate Responsibility Report

Ireland. Intel provided funding to Technological University Dublin
to purchase a benchtop scanning electron microscope to upgrade
its microelectronics facility clean room capabilities. The upgrade
will enhance training of over 500 engineering and science students
across three campuses. In addition, funding was allocated to Maynooth
University to support creation of the Maynooth University Robotics
Laboratory, where 180 students will learn from practical exercises andprojects each year.
Israel. Intel provided support to enable four universities to upgrade andexpand their VLSI and semiconductor programs. For example, Intel
provided funding to support Technion’s on-campus clean room andmicrofabrication training programs, as well as a major upgrade of the
VLSI lab, which will double the number of students reached in the field.
At the Sapir Negev College, Intel is providing tuition assistance to train
60 new fab manufacturing technicians, and is helping to modernize thesemiconductor curriculum of three other technology colleges.
Latin America. Intel provided curriculum funding to upgrade VLSI
programs at both the Costa Rica Institute of Technology and theCenter for Research and Advanced Studies (CINVESTAV) in
Guadalajara, Mexico.
India. Intel has collaborated with leading universities to enhance theircurriculum in areas such as VLSI design, AI, and data science to alignwith the evolving needs of the semiconductor sector. As part of theIntel® Leadership and Excellence in Academic Development (LEAD)
Program, Intel facilitated 20 Intel FPGA curriculum adoptions andconducted workshops and national faculty development programs
that trained some 2,000 students and, 1,200 faculty members at morethan 100 institutions in 2023. In addition, close to 1,200 students from22 colleges were trained in a virtual six-week Intel® Unnati Industrial
Training program.
Malaysia and Vietnam. To train students in industry-relevant areas
for the regional workforce, Intel funded the development of new
semiconductor curriculum in three universities, including advanced
packaging, AI curriculum for packaging visual inspection, andFPGAs curricula.

Our Global Manufacturing Expansions and Investments
We are committed to strengthening the resilience of the global
semiconductor supply chain for leading-edge semiconductor products
by investing in geographically balanced manufacturing capacity. In theUS, we are expanding our existing operations in Arizona, New Mexico,
and Oregon, and investing in two new leading-edge chip factories in Ohio.
We have submitted all four of our major project proposals in Arizona,
New Mexico, Ohio, and Oregon to the US Department of Commerce’s
CHIPS Program Office. These projects are estimated to represent over$100 billion of US manufacturing and research investments over the next
five years.
In the EU and Israel, we have announced a series of investments
spanning our existing operations in Ireland and Israel, as well as a planned
investment of more than $33 billion in Germany to build a leading-edge
wafer fabrication mega-site. We have also announced our plans to invest
up to $4.6 billion in an assembly and test facility in Poland, and the startof high-volume manufacturing using Intel 4 technology and extreme
ultraviolet (EUV) technology in Ireland.

Look Inside an Intel Fab
An Intel semiconductor factory, or “fab,” is a manufacturing
marvel. Discover how semiconductors come to life in some of
the largest, most complex factories in the world.

Intel teams across the globe are installing new tools, delivering new
clean rooms, and completing construction of new buildings. To givean idea of the sheer scale of operations, in 2023, about 145,000 tonsof steel—roughly the weight of 20,743 African elephants—was used inour construction and expansion projects, Our construction teams also
poured over 2 million cubic yards of concrete—enough to build theEmpire State Building 32 times over.

9

Introduction // 2023-24 Intel Corporate Responsibility Report

Below are updates on 10 of Intel’s largest build projects:
Arizona. We have completed the “cheese slab” concrete pour, whichforms the base of the fab level of our two upcoming factories, Fab 52 andFab 62. Construction teams have poured over 430,000 cubic yards ofconcrete on the project to date—enough to fill 132 Olympic-size pools.
New Mexico. In January 2024, we celebrated the opening of Fab 9 in Rio
Rancho for the manufacturing of advanced semiconductor packaging
technologies. Later this year, teams will install and qualify more tools at
Fabs 9 and 11x, also in Rio Rancho.
Ohio. Construction teams moved 1 million cubic yards of dirt over the
past year, and fitted 4,300 tons of steel rebar and installed 210,000
feet of underground conduit. While most of the work in 2023 was below
ground level, the next milestone will be the construction of the aboveground utility level.
Oregon. In September 2023, construction engineering teams celebrated
the groundbreaking of MSB2—a new support building adjacent to theexisting D1X fab, Intel’s largest technology development site. By the endof 2024, the lower level of MSB2 should be online and fab teams will
begin using the building as the arrival hub for D1X’s cutting-edge fab tools.
Ireland. Intel’s Ireland operations are a cornerstone of our global
manufacturing footprint, and an important part of building an end-toend semiconductor manufacturing value chain in Europe. In January2024, Fab 34 in Leixlip celebrated the start of high-volume manufacturing
using Intel 4 and EUV technology.
Israel. Kiryat Gat, currently home to Intel’s most advanced manufacturing
facility in Israel, will soon welcome Fab 38. Located adjacent to Fab 28,
which makes chips on the Intel 7 technology node, Fab 38 will produce
advanced chips using EUV lithography. Later this year, construction
teams will begin installing Fab 38’s electricity modules, followed by the
installation and qualification of advanced fab tools. In 2024, Intel Israel
marks a special milestone—50 years of operation.

Germany. In June 2023, Intel and the German government inked afresh agreement to increase the scope of our wafer fabrication site in
Magdeburg. The agreement encompasses Intel’s increased investmentin the site, reflecting the expanded scope and change in economic
conditions since the site was first announced.
Malaysia. We are making a $7 billion investment at our site in Penang
to build Intel’s largest advanced packaging facility for 3D packaging
technology, a 710,000-square-foot clean room with two levels of
manufacturing space. In addition, in Kulim, Intel’s fifth assembly test
manufacturing factory in Malaysia is under construction.
Poland. In June 2023, Intel revealed plans for a new assembly test
manufacturing facility in Wrocław that will support about 2,000
employees. The $4.6 billion project is the largest greenfield investmentin the history of Poland. The location was chosen for several reasons,
including its existing infrastructure, a strong talent base, and an excellent
business environment. Later in 2024, we expect our teams will be busy
with design and submission for construction permits.

Driving Transformation With Sustainable AI
We are experiencing a global paradigm shift driven by AI—both throughtoday’s capabilities and the untapped potential for the future. According
to Gartner, more than 80% of enterprises will have used generative APIsor deployed generative AI-enabled applications by 2026, up from under
5% in 2023.1
But with this growth, significant environmental implications follow.
More AI compute leads to increased electricity consumption andconsequent carbon emissions. Gartner predicts that by 2025, AI willconsume more energy than the human workforce without sustainable
AI practices, significantly offsetting any carbon-zero gains.2 IDC also
forecasts a steep climb in data center energy consumption, partiallydriven by generative AI, anticipating growth from 382 terawatt-hours
in 2022 to 802 by 2027.3
While AI will not solve all problems driving climate change andholds serious carbon emissions implications, it also offers enormous
opportunities and can serve as an excellent tool when employed
responsibly. Our Sustainable CTO report found that 77% of senior
IT leaders believe that “transformational IT”—using technology to
improve their whole organization’s environmental impact—is high on
their organization’s corporate agenda.4

Intel® Core™ Ultra processors feature
new neural processing units to executeAI-based algorithms more efficiently.
With AI-enhanced collaboration with
Zoom, Intel Core Ultra processors
consume up to 38% lower processor
power than the previous generation.7

At Intel, we believe in a sustainable future for—and through—AI. For
instance, combining real-time data collection with AI can help businesses
quickly identify areas for operational improvement to help reduce carbon
emissions at scale. Transformative efforts driving environmental
responsibility need not conflict with cutting-edge innovation.
With intentional project design supported by Intel® technologies,
companies can bring AI everywhere more sustainably and drive IT
operations to Tech Zero.5 The right hardware, software, tools, anddesign can accelerate innovation and maximize the impact of AI
workloads’ energy footprint at every stage of the pipeline.
AI can offer a direct path to the high-impact results that can significantly
decrease an organization's environmental impact. Powered by Intel,
AI can uncover new ways to help businesses understand their carbon
footprint, make the most of resources, and eliminate waste. AI can also
help accelerate the Tech Positive6 innovation of much-needed climatefriendly technologies and outcomes.
Our mission is sustainable computing for a sustainable future, andwe believe AI is critical to that goal. Intel has taken on the challenge toreduce energy consumption with AI workloads through comprehensive
measures, including platform innovations. For more information about
how we are making AI computing more sustainable, see “Product Energy
Efficiency” in the Sustainable section.

10

Introduction // 2023-24 Intel Corporate Responsibility Report1

Gartner press release.

2

Top Strategic Predictions for 2023 and Beyond | Gartner.

3

IDC, July 2023, ”Generative AI: Implications for the Data Center,” ID#US51013223.

4

The Sustainable CTO Report, Intel, 2023.

5

Tech Zero: Reducing the carbon footprint of a company’s IT function.

6

Tech Positive: Using technology as a lever for the whole organization to reach its
net-zero goals and to have a positive impact overall, driving business growth andaccelerating innovation.

7

Learn more at Intel Performance Index. Results may vary.

Intel’s ESG Framework
Our corporate responsibility strategy is reviewed annually by the Boardor the Board’s Corporate Governance and Nominating Committee, which,except to the extent specifically allocated to another committee of theBoard, oversees and reports to the Board on a periodic basis regarding thecompany’s initiatives related to corporate responsibility and sustainability
performance matters. Those matters include potential short and longterm trends and impacts to the company's business of environmental,social, and governance developments, and the company’s annual
corporate social responsibility report. Our ESG Executive Steering
Committee, established in 2022, is chaired by our Chief People Officer.
Additional management groups oversee the functional areas (corporate
responsibility, operational sustainability, supply chain, and sustainableproduct) 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 a more responsible, inclusive,and sustainable world, enabled by our technology and the expertiseand passion 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 our global operations (known as Scope 1 and 2)
by 2040, reduce supply chain GHG emissions 30% by 2030 from what
they would be in the absence of investment and action, and to increase
the energy efficiency and lower the carbon footprint of our products andplatforms. In 2023, we took on the additional commitment to work with
our value chain to achieve net-zero upstream Scope 3 GHG emissions
by 2050.
Our RISE strategy also increases the scale and global impact of our workthrough new collaborations with our customers and a broad range ofstakeholders. We know that acting alone, Intel cannot achieve the broad,societal impact to which we aspire.
11

Introduction // 2023-24 Intel Corporate Responsibility Report

For details of our progress against our RISE goals, see “RISE Strategy 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 2023 unless otherwise indicated.
3BL Media. 100 Best Corporate Citizens

JUST Capital. JUST 100

AISES. Top 50 Workplaces for Indigenous STEM Professionals

KnowTheChain. Ranked #2, 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
Barron’s. #2 Most Sustainable Company

Minority Engineer. Top 50 Employers
MSCI. AAA ESG Rating, World ESG Leaders Index3

Bloomberg. Bloomberg Gender-Equality Index

National Business Inclusion Consortium. Best-of-the-Best
Corporations for Inclusion

CDP. “A” Water Security Rating, “A-” Climate Change Rating,“A-” Supplier Engagement Rating

Newsweek. America’s Most Responsible Companies, America’s Greatest
Workplaces for Women, World’s Most Trustworthy Companies

Center for Political Accountability. CPA-Zicklin Index of Corporate
Political Disclosure and Accountability–Trendsetter Company

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

Dow Jones Sustainability Index. North America Index

RepTrak. 2023 Global RepTrak 100

Ethisphere Institute. World’s Most Ethical Companies

Wall Street Journal. Management Top 250

FTSE Group. FTSE4Good Index1

Women’s Business Enterprise National Council. Top Corporations
for Women’s Business Enterprises

Gartner. Supply Chain Top 25
Hispanic Association of Corporate Responsibility. Corporate Inclusion
Index 5-Star Rating for Governance
Human Rights Campaign. Corporate Equality Index. Equality100 AwardWE Connect International. Top 10 Global Champions for Supplier
Diversity Inclusion
Women Engineer Magazine. Top 50 Employers – Readers’ ChoiceISS. 1 rating in both Environment & Social QualityScore2

121

FTSE Russell (the trading name of FTSE International Limited and Frank Russell Company) confirms that Intel Corporation has been independently assessed according to the
FTSE4Good criteria, and has satisfied the requirements to become a constituent of the FTSE4Good Index Series. Created by the global index provider FTSE Russell, the FTSE4Good
Index Series is designed to measure the performance of companies demonstrating strong environmental, social, and governance (ESG) practices. The FTSE4Good indices are used by awide variety of market participants to create and assess responsible investment funds and other products.

2

Score as of end of year 2023.

3

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

Introduction // 2023-24 Intel Corporate Responsibility ReportOur BusinessAs a creator of life-changing technology, Intel has the opportunity to push the boundaries of what’s
possible and to create solutions to the world’s biggest challenges. We continue our relentless pursuitof Moore’s Law—a guiding principle for the semiconductor industry that relies on innovation andtechnological advancement to deliver more and more processing power at a lower cost, generation
after generation. We remain committed to being an excellent collaborator for our customers for the
next era of compute: creating trusted environments, innovating, and delivering exceptional engineeringfrom silicon to services.

This year’s highlights$3 billion in cost savings
We drove execution and accelerated innovation, resulting in strong customer demand for our
products. We continued to drive operational efficiencies and achieved our commitment todeliver $3 billion in cost savings. We expect to unlock further efficiencies in 2024 and beyond
as we implement our new internal foundry model.

AI acceleration in every core
We launched the 5th Gen Intel® Xeon® Scalable processors, which deliver improvements inperformance and efficiency compared to the previous generation. The cutting-edge processors
unlock new possibilities for advanced AI not only in the data center and cloud, but across theworld’s network and edge applications.

On the path to a trillion transistors
We unveiled technical breakthroughs that maintain a rich pipeline of innovations for our future
process roadmap, underscoring the continuation and evolution of Moore’s Law. Through transistor
stacking and scaling technologies, new materials, and other breakthroughs, we are working to extend
Moore’s Law to a trillion transistors on a package by 2030.

13

Our Business // 2023-24 Intel Corporate Responsibility ReportCompany Profile
Technology permeates every aspect of our lives and is increasingly
central to every aspect of human existence. As we look ahead to thenext decade, we expect to see continued demand for processing power.
Semiconductors are the underlying technology powering this digital
expansion, and we are strategically positioning ourselves to create aresilient global semiconductor supply chain by investing in geographicallybalanced manufacturing capacity.

We are investing to position the company for accelerated long-term
growth, focusing on both our core and growth businesses. In ourclient and server businesses, our strategy is to invest to strengthen
the competitiveness of our product roadmap and to explore newopportunities. We believe we have significant opportunities to growand gain share in graphics; mobility, including autonomous driving;networking and edge; AI; software; and foundry services.

The demand for compute is being accelerated by five superpowers:
ubiquitous compute, pervasive connectivity, cloud-to-edge infrastructure,AI, and sensing. Together these superpowers combine to amplify andreinforce each other, and will exponentially increase the world’s need forcomputing by packing even more processing capability onto ever-smaller
microchips. We intend to lead the industry by harnessing thesesuperpowers for our customers’ growth and our own.

We are focused on executing our product and process roadmap andaccelerating our cadence of innovation. We have set a detailed process
and packaging technology roadmap and announced key architectural
innovations to further our goal of delivering leadership products in every
area in which we compete.

IDM 2.0, the next evolution and expansion of our integrated device
manufacturing (IDM) model, is a differentiated strategy that combines
three capabilities: our global internal factory network; strategic use ofthird-party foundry manufacturing capacity; and our building of a worldclass open system foundry business. We believe our IDM 2.0 strategy
enables us to deliver leading process technology and products to meetgrowing long-term demand using internal and external capacity, whileleveraging our core strengths to provide foundry services to others andproviding superior capacity, supply resilience, and an advantageous
cost structure.
Our 2023 revenue was $54.2 billion, down $8.8 billion, or 14%, from2022. Our overall gross margin dollars in 2023 decreased by $5.2 billion,
or 19%, compared to 2022. Total R&D and MG&A expenses for 2023
were $21.7 billion, down 12% compared to 2022.
Our 2023 results reflect the continued advancement of our transformational journey. We continued to prioritize investments critical to ourIDM 2.0 transformation, achieved operational milestones, and executed
disciplined expense management.

14

Our Business // 2023-24 Intel Corporate Responsibility Report

Our world-class talent is at the heart of everything we do. Our peoplebuild our technology, unlock new business opportunities, and work withour customers and stakeholders to create global impact.

The sections of this Company Profile derived from our 2023 Annual Report on Form 10-K
speak as of January 25, 2024, unless another date is indicated, are truncated and summaryin 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 2023 Annual Report on Form 10-K.

We are an industry leader
and a catalyst for technology innovation and productsthat revolutionize the way we live. We are committed toharnessing the breadth and scale of our reach to have apositive effect on business, society, and the planet.
Our purpose is to create world-changing technology that
improves the life of every person on the planet.

Our Customers

CCG Client Computing Group.1
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 other products such as connectivity and graphics.
DCAI Data Center and AI Group.1
Includes a broad portfolio of CPUs, domain-specific accelerators, andFPGAs, designed to empower data center and hyperscale solutions
for diverse computing needs.
NEX Network and Edge Group.
Includes programmable platforms and high-performance connectivity
and compute solutions designed for market segments such as cloud
networking, telecommunications networks, on-premises edge,
software, and platforms.

Our Competitors
We face intense competition across our product portfolio fromcompanies offering platform products; accelerator products suchas GPUs; other accelerator products such as ASICs, applicationspecific standard products, and FPGAs; memory and storage products;
connectivity and networking products; and other semiconductor
products. We also compete with internally developed semiconductors
from OEMs, cloud service providers, and others, some of whom arecustomers. As we pursue our strategy to establish IFS as a major
provider of foundry capacity to manufacture semiconductors forothers, we will face intense competition from well-established foundry
competitors. For additional information, refer to the 2023 Intel Annual
Report on Form 10-K.

MBLY Mobileye.

Our Products

Includes the development and deployment of advanced driverassistance systems (ADAS) and autonomous driving technologies
and solutions.

Our product offerings provide end-to-end solutions, scaling from data
center to network, PCs, edge computing,2 and the emerging fields of AI
and autonomous driving, to serve an increasingly smart and connectedworld. Products, such as our gaming CPUs, may be sold directly to end
consumers, or they may be further integrated by our customers into end
products such as notebooks and storage servers. Combining some ofthese products—for example, integrating FPGAs with Intel® Xeon®
processors in a data center solution—enables incremental synergistic
value and performance.

IFS Intel Foundry Services.
Provides differentiated full-stack solutions, including wafer
fabrication, packaging, chiplet standard, and software. Effective
2024, IFS is now part of Intel Foundry, a more sustainable systems
foundry business designed for the AI era.
For more information, refer to the 2023 Intel Annual Report on Form 10-K.
1

15

We sell our products primarily to OEMs, ODMs, and cloud service
providers. ODMs provide design and manufacturing services to branded
and unbranded private-label resellers. In addition, our customers include
other manufacturers and service providers, such as industrial andcommunication equipment manufacturers and other cloud service
providers who buy our products through distributor, reseller, retail,and OEM channels throughout the world. Our worldwide reseller sales
channel consists of thousands of indirect customers—systems builders
that purchase Intel® processors and other products from our distributors.
For additional information, refer to the 2023 Intel Annual Report on
Form 10-K.

Beginning in 2023, our former AXG segment was integrated into CCG/DCAIand no longer reported as a separate operating segment.

Our Business // 2023-24 Intel Corporate Responsibility Report

2

Placing resources to move, store, and process data closer to where data is generated
and consumed.

Our diverse product line includes CPU and chipset, an SoC, or a multichip
package based on Intel® architecture that processes data and controls
other devices in a system. The primary CPU products in CCG are ourIntel® 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 center compute,
networking, and the intelligent edge. The primary offerings of NEX
include Intel Xeon, Intel Core, and Intel Atom® processor products.
In 2023, we launched new products, including the Intel® Core™ Ultra
processors, featuring our first integrated neural processing unit, forpower-efficient AI acceleration and local inference on the PC; and the14th Gen Intel® Core™ desktop processor family, delivering fast desktop
frequencies and enhanced desktop experience for enthusiasts.
We also introduced the 13th Gen Intel® Core™ mobile processor family,
led by the launch of the first 24-core processor for laptops, and introduced
the new Intel vPro® Platform powered by the full lineup of 13th Gen Intel
Core processors.
Other 2023 launches included the 4th Gen Intel® Xeon® Scalable
processors, a critical part of our heterogeneous hardware and software
portfolio to accelerate real-world data center, cloud, and edge workloads,
including AI; the 4th Gen Intel Xeon Scalable processors with Intel vRAN
Boost; and the 5th Gen Intel Xeon Scalable processors for data center,cloud, and edge, with embedded capabilities for powering AI workloads.
We also added to our graphics offerings with the introduction of two
new Intel® Arc™ Pro GPUs, Intel Arc Pro A60 and Intel Arc Pro A60M,
and shipped Intel Arc Pro A40-based systems.
For more information about our products, read our 2023 Intel Annual
Report on Form 10-K.

From Sand to Silicon
The transistor is the engine that powers every Intel processor. To builda modern computer chip, our engineers place billions of these tiny
switches into an area no larger than a fingernail. Watch the video tosee how Intel builds the world’s most complex devices.

Product Responsibility and Impact
We strive to minimize the environmental impact of our products at allphases in their lifecycle: 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 and our industry depend on individuals’
trust in their use of technology and in the responsible, protected collection and processing of their data. We also do not tolerate our products
being used to violate human rights. For more detail, see “Respecting
Human Rights” later in this section of the report.

Cybersecurity and Product Security
We strive to design, manufacture, and sell the world’s most securetechnology 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, our goal
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 2023 Intel Product Security Report demonstrates our
Security First Pledge and our regular efforts to proactively seek out
and mitigate security issues.
We prioritize security in two ways: in the way we work, through ourculture and practices aimed at delivering high performance andprotections in everything we build; and in what we work on, through ourrelentless pursuit of security-driven innovations that help our customers
tackle today’s toughest challenges.
Security Technologies Strategy. We understand the complexity that
results from the ongoing computing transformation. We have deep
experience in enabling security, as well as a comprehensive suite oftechnologies that help secure entire systems and deliver defense indepth. We engineer security solutions to meet specific challenges
centered around three key priorities: foundational security to help

16

Our Business // 2023-24 Intel Corporate Responsibility Reportsystems come up as expected, workload protection to improve securityof 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 andpost-deployment, an essential part of our product support is ongoingsecurity research and 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 isidentified, we work with affected organizations to develop and releasemitigations. We align on disclosure to minimize potential threats while wework to address the vulnerability.

Security Development Lifecycle

Security Research. Continued improvement is made through investments
in offensive research on the security of our products. We have a dedicatedteam 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 we learn to improve our products andpractices, and we collaborate with world-class industry peers, global
security researchers, and academic institutions to advance security
research across the industry. For more information, read our SecurityFirst Pledge or the 2023 Intel Product Security Report.

Securing Intel’s Supply Chain
Our sourcing and manufacturing practices are built on decadesof experience designed to align to industry-leading processes.
Our supply chain security program leverages this expertise andhas 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 and provides security assurance through the
integration of security controls throughout sourcing and suppliermanagement practices.
Security expectations begin at supplier selection. Expectations arethen reinforced through contractual security terms and conditions,recurring information security audits, ongoing security key
performance indicators, and recurrent required training.
Our Cybersecurity Supply Chain Risk Management (C-SCRM)
program executes hundreds of information security supplier auditsannually and is designed to align to standard industry information
security management frameworks, including ISO and NIST.
Additionally, we monitor the cybersecurity posture of our suppliers
through a third-party security ratings platform and have a dedicatedthird-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 tolearn 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 linewith 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 forms of capital, summarized below, plays a critical role in
our long-term value creation. For more detail, see the 2023 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 stakeholder
value and is driven by our priority to invest in the business and capacityand our capital needs. Our first allocation priority is to invest in R&D
and capital spending to capitalize on the opportunity presented by theworld’s demand for semiconductors. Our capital allocation strategy
includes returning excess cash to stockholders. We achieve this throughour dividend policy and, when permissible, stock repurchases. In 2023,
we declared a reduced quarterly dividend on our common stock. This
dividend reduction reflects our deliberate approach to capital allocation,is expected to support the critical investments needed to execute ourbusiness strategy, and is designed to position us to create long-termvalue. We expect future stock repurchases to continue to be curtailed
during this time of meaningful investment in capital. During 2023, we
paid $3.1 billion in dividends. We have paid a cash dividend in each of thepast 125 quarters.

Non-GAAP financial measures presented
here should not be considered a substitutefor, or superior to, the financial measures
prepared in accordance with GAAP. See“Non-GAAP Financial Measures” in the
Appendix for additional information
and reconciliations to comparable
GAAP measures.

17

In addition, our capital allocation strategy includes opportunistic
investment in and acquisition of companies that complement our
strategic objectives. We look for acquisitions that supplement ourcapital and R&D investments. We also seek to drive value creation
through transactions such as the 2022 Mobileye IPO, the 2023 minority
stake sales in IMS, and the 2023 announcement of our intent to operate
Altera,® an Intel company (formerly PSG), which we expect to enable
potential private and public equity investments. Together, thesetransactions provide an additional source of capital to support the criticalinvestments needed to advance our business strategy. Lastly, we take

Our Business // 2023-24 Intel Corporate Responsibility Report

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
and exit businesses to optimize our portfolio,
both to drive our strategy and long-termvalue creation.

We strategically invest financial capital to continue
to build our business, create long-term value, andprovide returns to our stockholders.

Intellectual

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

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

Manufacturing

Build manufacturing capacity efficiently
to meet the growing long-term global
demand for semiconductors, aligned with
our IDM 2.0 strategy.

Our geographically balanced manufacturing
scope and scale enable us to provide ourcustomers with a broad range of leading-edge
products and foundry capabilities.

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 Inteland 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 forthe respect of human rights.

Strive to reduce our environmental footprint
through efficient and responsible use ofnatural resources and materials used tocreate our products.

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

Naturalaction when investments do not strategically align to our key priorities.
In the last three years, we exited numerous businesses, including the
NAND memory business and Intel® Optane™ memory business.

For additional 2023 financial
information, see the 2023 Intel
Annual Report on Form 10-K.

Intellectual Capital. R&D investment is critical to enable us to deliveron our accelerated process technology roadmap, introduce leading
products, and develop new businesses and capabilities in the future.
Our objective with each new generation of products is to improve user
experiences and value through advances in performance, power, cost,connectivity, security, form factor, and other features. We also focus on
reducing our design complexity, reusing IP, and increasing ecosystem
collaboration to improve our efficiency. 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 otherrights. We actively seek to protect our global IP rights and deter unauthorized use of our IP and other assets. In addition to developing patents
based on our own R&D efforts, we may purchase or license patents fromthird parties. Intel ranked #10 in patents granted for 2023 by the US
Patents and Trademark Office, our ninth straight year in the top 10.3
For additional information regarding our IP rights, see the 2023 Intel
Annual Report on Form 10-K.
Manufacturing Capital. Our IDM 2.0 strategy allows us to deliver
leadership products using internal and external capacity whileleveraging our core strengths to provide foundry services to others.
IDM 2.0 combines three capabilities. First, we will continue to build
most of our products in our fabs. Second, we expect continued useof third-party foundry capacity to manufacture a range of modular
tiles on advanced process technologies. Third, we are building a worldclass foundry business, which we expect will combine leading-edge
packaging and process technology, committed capacity in the US
and Europe, and a world-class IP portfolio that will include x86 cores,
as well as other ecosystem IP.

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 ofcompute. Learn more.

318

Source: IFI CLAIMS Patent Services, as of January 4, 2024.

Our Business // 2023-24 Intel Corporate Responsibility Report

As of the end of 2023, we had nine geographically dispersed manufacturing sites in production. We are expanding manufacturing capacity across multiple sites and geographies. These
include silicon wafer manufacturing in Arizona, Germany, Ireland, Israel, Ohio, and Oregon and advanced packaging manufacturing in Malaysia and New Mexico. In 2023, we added Poland
to our assembly and test expansion roadmap. These investments further our IDM 2.0 strategy and are expected to support a resilient semiconductor supply chain and to create thefoundation for a next-generation chip ecosystem.

In 2023, our factories delivered continuous support to our customers as
we ramped new process technologies and equipment for our products
and expanded Open System Foundry offerings. We continue to work
across our supply chain to minimize disruptions, improve productivity,and increase overall capacity and output to meet 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 ecosystemcomprises thousands of suppliers globally. Our mission is to enableproduct and process leadership, industry-leading total cost of ownership,
and on-time and uninterrupted supply for our customers, delivered in a
responsible and sustainable manner.

Our manufacturing facilities are primarily used for silicon wafer manufacturing, assembling, testing, and advanced packaging. We operate in a
network of manufacturing facilities integrated as though they were one
factory to provide the most flexible supply capacity, allowing us to better
analyze our production costs and adapt to changes in capacity needs. Our
new process technologies, when ready for high-volume manufacturing,
are transferred from a central development fab to one or more of ourmanufacturing facilities. The network of factories and the development
fab collaborate to continue driving operational improvements. This
enables fast ramp of the operation, quick learning, and quality control.

Human Capital. Our human capital strategy is grounded in our belief
that our people are fundamental to our success. Delivering on our IDM
2.0 strategy and growth ambitions requires attracting, developing, andretaining top talent across the world. 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 the life of
every person on the planet. We invest in our highly skilled workforce of
124,800 people by creating practices, programs, and benefits that
support the evolving world of work and our employees’ needs.
We believe that an inclusive culture is important for attracting, developing,and retaining top talent, and we strive to provide a work environment where
all employees from all backgrounds are valued, challenged, and rewarded.
We are focused on reinvigorating our culture to strengthen our execution
and accelerate our cadence of innovation. For more about our humancapital competitive advantage, read the Our Talent and Inclusive sectionsof this report.
Social and Relationship Capital. We are committed to engaging ininitiatives that support our communities and help us develop trusted
relationships with our stakeholders. Proactive engagement with our
stakeholders and investments in social impact initiatives, including
those aligned with the United Nations Sustainable Development Goals,
advance our position as a leading corporate citizen and create sharedvalue for Intel, our global supply chain, and our communities.
We provide high-skill, high-paying jobs around the world, many ofwhich are manufacturing and R&D jobs located in our factories. As
we expand operations in both existing and new locations around theworld, we are building a pipeline of qualified workers through our talentstrategy 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. We makesizable capital investments and provide leadership in public-private
partnerships to spur economic growth and innovation.
The Intel RISE Technology Initiative provides an expanded channel
to build deeper relationships with our customers and other industry
organizations aligned with our corporate purpose and work to createshared value through our RISE strategy. Specifically, we are funding

19

Our Business // 2023-24 Intel Corporate Responsibility Reportprojects in areas such as using technology to improve health and safety,
making technology more inclusive while expanding digital readiness, andcarbon-neutral computing to help address climate change.
We are committed to maintaining and improving systems and processes
to avoid causing or contributing to adverse impacts on human rights inour own operations, products, and supply chain. We have established
an integrated approach to managing human rights across our business,
including senior-level management involvement and board-level oversight. We actively manage our supply chain to help reduce risk, improve
product quality, achieve environmental and social goals, and improveoverall performance and value creation for Intel, our customers, and our
suppliers. For more information on our social and relationship capital,
see “Stakeholder Engagement” and “Supply Chain Responsibility” laterin this section.
Natural Capital. Driving to the lowest possible environmental footprint
as we grow helps us create efficiencies, support our communities, andrespond to the needs of our stakeholders. We invest in environmental
projects and set company-wide environmental targets to drive
reductions in greenhouse gas emissions, energy and water use, andwaste generation. We build energy efficiency into our products to help
our customers lower their own emissions, energy usage, and costs.
We collaborate with policymakers and other stakeholders to use
technology to address environmental challenges. For more information,
see the Sustainable section of this report.

We invest in our highly skilledworkforce of 124,800 people
by creating practices, programs,
and benefits that support theevolving world of work and our
employees’ needs.

Governance, Ethics, and Public Policy
Embedding Corporate Responsibility

Intel Guidelines and Policies on Strategic
Corporate Responsibility Issues:
Intel Values
Intel Code of Conduct
Intel Global Human Rights
Principles and Approach
Combating Modern Slavery
and Ensuring Transparent
Supply Chains
Intel RBA Commitment Letter
Intel EHS Policy
Intel Climate Change Policy
Statement

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 todrive strategic alignment and incorporate external stakeholder input into
decisions and processes. Many Intel business groups have establishedteams dedicated to corporate responsibility issues. Read more about theoversight and 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 forMultinational Enterprises, and the UN Sustainable Development Goals.

Intel Global Water Policy

Linking Compensation to Corporate Responsibility Factors

Intel Political Accountability
Guidelines

Since 2008, we have linked a portion of our executive and employeecompensation to corporate responsibility factors in our Annual
Performance Bonus. In 2023, we included ESG metrics aligned with ourculture transformation and RISE goals, including employee experience,
inclusion, climate change, and water stewardship. In 2024, we set newIntel Responsible Minerals
Sourcing Policy

metrics in these same areas. For more details, see 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 and, at times, director participation—met with investors in
2023 to discuss a wide range of issues, including ESG and corporate
responsibility topics. Regular engagement during the spring and fall
outreach efforts engaged approximately 49% of institutionally-heldshares, and our virtual meeting focused on corporate responsibility,
environmental, and social matters engaged approximately 31% of ourinstitutionally-held 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, andultimately creates long-term value. The feedback we receive throughour investor outreach activities is communicated to Intel’s Board of
Directors and relevant committees throughout the year.
We integrate ESG information into our 2023 Annual Report on Form
10-K, 2024 Proxy Statement, and Investor Relations website and align our
disclosure with external reporting frameworks such as the Sustainability
Accounting Standards Board, Task Force on Climate-related Financial
Disclosures, and other reporting frameworks.

Intel Responsible AI Principles
Intel Corporate Accessibility
PolicyIntegrated Value Framework
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

Intel’s Support of the UN
Sustainable Development Goals• Community engagement• Management quality• Goodwill• New customer needs• Supply chain• Employee engagement

Access documents
at intel.com/responsibility.

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

Intel Product Content
Declaration for REACH
Intel Quality Policy

20 Our Business // 2023-24 Intel Corporate Responsibility Report

Board Oversight

Ethics and Compliance

The Board actively oversees Intel’s long-term business strategy andstrategic priorities and is actively engaged in aligning Intel’s leadershipand culture with its longstanding commitment to those subjects. For
example, from early 2021 through 2023 the Board worked closely with
our CEO and management in developing, announcing, monitoring, andrefining the strategy and execution of “IDM 2.0”—Intel’s new strategy forinnovation and product leadership—and related process technology andprocess leadership goals. In 2023, the Board worked closely with senior
management in evaluating and refining our AI strategy.

Each year, our CEO communicates with our employees and managers
about the importance of ethics and legal compliance, including regularreminders of our strong commitment to act with integrity. This “tonefrom the top”—reiterated by our senior leadership and proliferated inour corporate required annual ethics and compliance training, regularcommunications throughout the year, company-wide ethics culture
surveys, awareness trainings, annual ethics and compliance summits,and educational resources—helps to create and maintain an ethicaland legally compliant culture.

The Board’s Corporate Governance and Nominating Committee(Governance Committee) has primary responsibility for the company’s
initiatives related to corporate responsibility and sustainability performance matters, except to the extent specifically allocated to anothercommittee of the Board (e.g., the Talent and Compensation Committee
is responsible for oversight of human capital issues, and the Audit &Finance Committee is responsible for oversight of our ethics andcompliance program).

We maintain a robust process for reporting misconduct, and ourpolicies 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 aroundthe world. The anonymous reporting channel consists of an Integrity
Line through which anyone can report alleged misconduct via messaging or an online reporting tool managed by an independent third party.
We inform employees, managers, and other stakeholders about Intel’s
non-retaliation policy, which prohibits retaliation against anyone who, ingood faith, reports a concern or participates in an investigation.

Management provides formal updates to the Governance Committee
at least twice each year, and at least annually to the full Board, on thecompany’s corporate social responsibility performance and related
disclosures. In 2023, this included a review of the 2022-2023 Corporate
Responsibility Report and updates on issues including environmental
sustainability, climate risk and transition action plan, human capital,
human rights, political accountability, and investor outreach and feedback.
In 2023, the committee retained a leading search firm to generate
candidate pools with diverse perspectives, expertise, experiences,and backgrounds important to support Intel’s nearer-term and longerterm Board composition needs and appropriate Board and committee
succession plans, which included deep semiconductor industry andfinancial expertise. The committee reviews the candidate pipeline
regularly. Such reviews resulted in the appointment in March 2024
of our newest director, Stacy J. Smith, who was initially recommended
to the committee by the retained independent search firm.
A full description of the Board’s responsibilities, skills, and experience
are available in our 2024 Proxy Statement.

21

Our Business // 2023-24 Intel Corporate Responsibility Report

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 business group leaders, and raise employee
awareness regarding how to report concerns. Consistent concerns areto be addressed through senior management discussions, employee
communications, process and controls improvements, and individual
corrective action measures, where appropriate.
Each quarter, Intel’s Ethics & Compliance Oversight Committee(ECOC), consisting of various members of management, receives
formal reports from various Intel organizations and reviews risk topics
that span business groups.

In 2024, for the 14th year,
Ethisphere Institute named Intel to
its annual list of the World’s Most
Ethical Companies.
The Intel Code of Conduct
We recently published an updated Intel Code of Conduct alongwith a description of the primary changes to the Code. The Codeaffirms the principles intended to guide the behavior of employees,
subsidiaries, and members of our Board regarding their Intel-related
activities, as well as independent contractors, consultants, suppliers,and others who do business with Intel. Through the Code, whichis available in 12 languages, we seek to promote honest and ethicalconduct, deter wrongdoing, and support compliance with applicablelaws 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 the Code. Intelexecutives also receive instructor-led training. In addition, thetargeted employee population completes an annual disclosure
process to monitor compliance with the Code. Depending on theirroles and geographic locations, certain employees are assigned
more in-depth ethics and compliance training on topics such as
anti-corruption, import- export compliance, insider trading,conflicts of interest, and antitrust. In 2023, approximately 99%
of our employees completed ethics and legal compliance training(Code of Conduct training, anti-corruption, and antitrust awareness)and over 99% received training on information security and privacy
awareness (including Intel employees and contract workers). In
addition, approximately 99% of assigned employees completed
harassment avoidance training (including regional harassment
courses), and over 99% completed Safety Always training.

Public Policy and Political Accountability
Intel works with governments, organizations, and industries around theworld to advocate for policies that encourage new ideas, promote faircommerce, and protect resources. We also work to educate politicalcandidates about the implications of public policy decisions for ourbusiness, and in the US, we 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 byincluding information on our Public Policy website, publicly supporting
amicus briefs, or submitting testimony. In 2023, we published statementson our Public Policy blog covering a range of issues important to ourbusiness and industry, including bridging the skills gap in the semiconductor industry, responsible AI, sustainable economic growth, R&D, tax
policy, cybersecurity, and more.
Intel’s global social equity principles guide our work with governments
and organizations to build a more equitable world and advance legislation
to combat systemic inequities impacting employees and communities
globally. Included are regulation and policies in the areas of economic,
education, digital, health, justice, environmental, and civic equity. We
also advocate for initiatives that expand access to technology,
including broadband.

We engage with trade associations to help us work collaboratively withother companies and groups to address key public policy issues on a
range of corporate responsibility and sustainability issues. Recent
examples include:• Social equity: Working as a member of the Business Roundtable toadvance action on racial and social justice issues in the US.
• Climate change: Collaborating with the Center for Climate and Energy
Solutions to encourage climate action.
• Responsible Supply Chain: Collaborating 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,DIGITALEUROPE, and other stakeholders to improve the knowledge
and understanding of policymakers on the benefits of common
approaches to responsible business conduct and to align future
due diligence requirements with existing international frameworks.
For more information, see “Climate and Energy,” “Social Equity,”and “Responsible Minerals Sourcing.”

Digital Climate Alliance
Together with other technology companies, we continued our commitment to the Digital Climate Alliance, a first-of-its-kind coalition ofleading global companies with the purpose of informing public policy regarding the role digitalization can play as an enabler of climate
solutions. The alliance’s agenda focuses on building the policy infrastructure needed to ensure that the digital age enables the large-scale societal
transformations needed to build a climate-safe and equitable world. Specifically, the alliance addresses how digital solutions could help reduce
global carbon emissions; drive greater productivity and resource efficiency; measure and track the impact of climate initiatives; create demand
for green products and services; promote accounting systems that use real-time, verifiable data to turn carbon transparency into market-driven
climate action; and enhance business resiliency in the face of resource scarcity, changing market standards, industry disruptions, and unforeseen
global developments.

22 Our Business // 2023-24 Intel Corporate Responsibility Report

2023 Contributions
Contribution Type

AmountCorporate contributions, including state and local
candidates, campaigns, and ballot propositions$72,000

Intel Political Action Committee contributions$476,696

The Intel Political Accountability Guidelines outline our approachto making political contributions, including senior management andBoard-level review processes and our goal of transparency. Decisions
on political contributions, whether from the Intel Political Action
Committee (IPAC) or corporate funds, consider Intel’s businessobjectives, corporate policies, and the public policy priorities
outlined on our Public Policy and Corporate Responsibility websites.
We publish reports on our corporate contributions, IPAC contributions,and trade association membership dues on our Report Builder website.

Policy on Anti-Corruption
Intel seeks to conduct its business with integrity and to adhere
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 to support adherence to our Policy on Anti-Corruption by
our employees and supply chain, and to provide for easy reportingof concerns.

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 not contributecorporate funds to IPAC other than for administrative purposes. All
employee participation in IPAC is voluntary. IPAC’s approach targets
balanced support of Democrat and Republican candidates each cycle.
Industry and Trade Associations. We disclose trade association
membership dues and payments to other tax-exempt organizations
such as 501(c)(4) and 501(c)(6) organizations annually, including thereported 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 thatdetail 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.

23 Our Business // 2023-24 Intel Corporate Responsibility Report

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

Intel was named a “Trendsetter”
company in the 2023 CPAZicklin Index of Corporate Political
Disclosure and Accountability.

Key Public
Policy Issues
Automotive and Transportation
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 direct communication, we
work to foster and develop trusted relationships with all stakeholders,
including employees, customers, suppliers, governments, NGOs, andcommunities. We maintain formal management systems—including
community relations managers for our major manufacturing sites—toengage with, listen to, and learn from our stakeholders to incorporate
their input into our thinking and planning.

Corporate Responsibility Priority Assessment

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
their concerns and comments directly with members of our corporate
responsibility team, who respond to hundreds of messages each year
on a wide variety of topics. We also receive and respond to feedback
through our CSR@Intel blog, Exploreintel.com website, Facebook page,and WeAreIntel account on X, formerly known as Twitter. Additional
details on our stakeholder engagement practices and issues raised
throughout the year are available on our Report Builder website.

• Customer data requests and survey data

Participating in an ongoing,
two-way dialogue with our
stakeholders strengthens ourunderstanding of important
ESG issues.

24 Our Business // 2023-24 Intel Corporate Responsibility Report

We use a range of methods and inputs to identify priority topics
and emerging issues from our stakeholders, including:• Corporate social responsibility and social media channels• ESG investor outreach• Results of community advisory panels and surveys• Employee open forums and surveys• Meetings with governments, international organizations,and NGOs• Human rights impact assessment and ethics andcompliance processes• Research on existing and emerging legislation, external standards,
trends, and frameworks• Proactive outreach and dialogue with internal and external
stakeholders with relevant expertise, via a third party
Additionally, Intel engages a third-party specialist to conduct acomprehensive Corporate Responsibility priority assessment every two
years. This assessment is designed to allow us to identify and prioritize
the ESG issues that are of greatest concern to our stakeholders and that
impact the success of our business. To do the assessment, we review
industry best practices and reports, external reporting standards, andnew 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.

Corporate Responsibility Priority Matrix
The output of this assessment is our Corporate Responsibility Priority
Matrix, which plots material ESG issues based on their current or
potential relevance—from the Intel perspective (“x” axis) and degree ofexternal stakeholder concern (“y” axis). Issues and themes in each cellare 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
subjects and themes are multi-faceted and intersectional in nature and assuch, 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 Corporate Responsibility Priority Matrix is of importance toIntel; the issues and themes listed in the matrix were prioritized frommultiple 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.

25 Our Business // 2023-24 Intel Corporate Responsibility ReportRespecting Human Rights
Human rights are the fundamental rights, freedoms, and standardsof treatment to which all people are entitled. The recently updatedIntel Global Human Rights Principles and Approach statement,
policies, and integrated 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 Business and Human Rights, ILO Conventions, OECD
Guidelines for Multinational Enterprises, and OECD Due Diligence
Guidance for Responsible Supply Chains of Minerals from ConflictAffected and High-Risk Areas—and apply to all employees andcontractors, our subsidiaries, and our business relationships, including
our supply chain. We aim to support the rights of all our stakeholders,
including end users, and are committed to maintaining and continuously
improving our systems and processes to avoid causing or contributing toadverse impacts on human rights in our own operations, our products,
and supply chain. We also look for opportunities to apply our technology
to support the advancement of human rights. Learn more about ourapproach, principles, and processes.

Human Rights Governance
We have established an integrated approach designed to embed respectfor human rights across our business, including board-level oversightand the involvement of senior-level Management Review Committees.
The human rights program is managed by the Corporate Responsibility
Office and directed by a cross-Intel Human Rights Steering Committee, a
global team that develops and implements policies and actions related
to our human rights risks across our business.
The ECOC, which is chartered by and reports to the Audit & FinanceCommittee of the Board of Directors, is responsible for overseeing
compliance with and approving changes to 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 ofInternal Audit. Each year, the ECOC invites various Intel organizations
to assess and report on ethics and compliance in their respective
businesses or sites and reviews risk topics across the company.

The Board’s Governance Committee has primary responsibility foroversight of corporate responsibility at Intel, including human rights
issues; management provides formal updates to the GovernanceCommittee at least twice each year and at least annually to the full Boardon the company’s corporate responsibility performance and disclosure.
Our annual Combating Modern Slavery and Ensuring Transparent
Supply Chains statement is discussed with and approved by our Boardand signed on the Board’s behalf by one of our directors. Our humanrights program has been incorporated into the annual ethics andlegal compliance review process, which has resulted in increased
visibility and awareness of human rights topics across the organization.
Key learnings help to drive further improvements.
The Intel Code of Conduct directs employees to consider both shortterm and long-term impacts on human rights when making businessdecisions and to report 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 awareness about Intel’s initiatives andways they can act in their roles to advance our human rights strategy.
This training is in addition to role-specific training that employees—
such as those with direct responsibility for supply chain management,
for example—receive with respect to mitigating human rights risks
within our supply chain.
Throughout the year we meet with external stakeholders and experts onhuman rights to continue to inform and evolve our human rights policies
and oversight processes. We are a signatory to the UN Global Compact,
and a member of the Global Business Initiative on Human Rights and thePartnership on AI. In 2023, we discussed human rights issues with peer
companies and experts such as NGOs and investors who specialize inbusiness and human rights.

26 Our Business // 2023-24 Intel 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 and innovate. See “Employee Health, Safety,
and Wellness” in the Responsible section and “Inclusive Workforce” inthe 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
for contractors working at our sites. In addition, our Global Water
Policy reinforces our respect for the human right to water by helping
us responsibly meet our operational needs as well as those of ourcommunities. We respect the human right to a safe, clean, healthy,
and sustainable environment. Our commitment to environmental
stewardship and sustainability is embodied in the policies mentioned
above, as well as the Intel Climate Change Policy Statement and theIntel Code of Conduct.
Our Supply Chain
As an active and founding member of the RBA, we have the same
expectations for our suppliers as we have for ourselves. For more thana decade, we have directly engaged with many of our suppliers withregard to their internal human rights programs. We work with them tobuild capabilities, verify compliance, monitor progress, and maintain aculture of continuous improvement. We also periodically engage withindirect suppliers through our programs. Our significant investments oftime 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 theholding of worker passports and charging of worker fees to obtain
employment. As a result of our efforts, since 2014, suppliers in our
global supply chain have returned more than $27 million in recruitment
fees to their workers.
For more information, see “Respecting Human Rights in the Supply
Chain” in the Responsible section.

Our Products
We have long been committed to respecting privacy and security
related to the development and use of our products. We practiceprivacy and security by design and our Security Development Lifecycle(SDL) processes define actions, deliverables, and checkpoints aimed
at integrating security and privacy protections into our products andservices. Intel is committed to the right to privacy and freedom of
expression. We seek to protect against unauthorized access, use,
destruction, modification, or disclosure of personal information anddata, as outlined in Intel’s privacy policy. Intel’s policy is to not design
functionality into any of our products that would enable others tocompromise the security of our technologies in ways that could be
used to infringe on privacy or limit the freedom of expression.

restrict or cease business with the third party unless and until we havea high confidence that Intel’s products are not being used to adversely
impact human rights.

As the range of products and services we offer broadens and changes, weperiodically evaluate potential concerns about how technology products
may be used to adversely impact human rights. The challenges range
from product misuse and limits on freedom of expression, to health andsafety concerns that may arise from new technologies. Intel has longrecognized the ethical and human rights implications associated withthe development of technology. With the development of AI technology,
we remain committed to evolving best methods, principles, and tools
to ensure responsible practices in our product use, design, and development. For more information, see our Responsible AI Principles and“Responsible AI” in the Responsible section of this report.

Human Rights Impact Assessments

The Intel Global Human Rights Principle and Approach statement
includes our expectations on product responsibility and human rights.
We regularly improve our processes for operationalizing this work. MostIntel products are general-purpose computing products that can beincorporated into systems and applications that are sold to end users
by system manufacturers, distributors, and others, and not directly byIntel. While we do not always know nor can we control what products ourcustomers create or the applications end users may develop, Intel does
not support or tolerate our products being used to adversely impact
human rights. We evaluate potential concerns and implement a highconfidence standard to prevent and mitigate product misuse. Where
we become aware of a concern that Intel products are being used bya business partner in connection with abuses of human rights, we will

In 2023, while certain product sales to third-party entities met Intel’shigh-confidence human rights standards, we continued to restrict otherproduct sales based on the Intel Global Human Rights Principles andApproach. 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 “High
Confidence Standard.” We continue to leverage the UN Guiding Principles
on Business and Human Rights and due diligence standards under thelaws and regulations that apply to our business in the US and globally.

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 theenterprise. One output of this work is Intel’s Human Rights Salient Risk
Matrix. HRIAs are part of our due diligence process to help identify
potential impacts. They involve internal cross-functional stakeholders
as well as external stakeholders from governments, NGOs, peer
companies, and investors. Our Human Rights Impact Assessment,
Salient Risk Matrix, and Salient Human Rights Risk mapping is publicly
available on our Report Builder site and our Human Rights website,
and is widely communicated internally to provide visibility to relevant
employees and decision makers. To date, our HRIAs have confirmed that,through our policies and practices, we address our most salient humanrights risks while reaffirming our need to continue assessing emerging
risks to rights holders in a dynamic global environment.

“We will continue to build on ourstrong legacy of respect for human rights
by embedding it at the core of every
function of our business.”—Pat Gelsinger, Intel Chief Executive Officer

27 Our Business // 2023-24 Intel Corporate Responsibility Report

2024 Human Rights Priorities• Continue our commitment to maintaining and improving systems
and processes to avoid causing or contributing to adverse impacts onhuman rights in our own operations, our products, and supply chain.
Engage with and listen to people whose human rights we may affect,
continuously seeking to implement our principles and approach,and assess our business practices for alignment with respect forinternationally recognized human rights.
• Continue to engage in stakeholder and industry dialogues andresearch regarding potential human rights issues related to emerging
technologies, for example, advancing standardization efforts aroundmanipulated content detection and responsible generation of synthetic
media in collaboration with associations like the Coalition for Content
Provenance and Authenticity and Partnership on AI; funding andcollaborating on responsible AI with academic researchers andrelevant government programs such as the National Science Foundationand the MLCommons® AI Safety Working Group in the areas of safety,
privacy, security, and trust for machine learning. For more information,
see “Responsible AI” in the Responsible section of this report.
• Continue to work to identify the highest priority minerals and mitigate
risks pertaining to the geopolitical landscape, global regulations,and salient human rights risks in our supply chain. For more details,
see “Responsible Minerals Sourcing” in the Responsible section ofthis report.
• Continue our work to combat forced and bonded labor throughout
our supply chain. We are committed to improving and maintaining
processes to avoid causing or contributing to adverse human rights
impacts related to our operations, supply chain, and products. For
more details, see “Respecting Human Rights in the Supply Chain”
in the Responsible section.

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

12

Right to privacy

19

Right to freedom of opinion and expression

Operations

Supply Chain

End Users &Data Subjects

Community & Society

20 R
 ight 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 treatment
in armed conflictThis 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 and Approach, RISE Strategy and Goals, and other corporate responsibility policies for more information on Intel’s approach to various human rights andsustainability issues. For more details, also see our Human Rights Impact Assessment, Human Rights Salient Risk Matrix, and Salient Human Rights Risk Mapping.

28 Our Business // 2023-24 Intel Corporate Responsibility ReportSupply Chain Responsibility
Our long-standing dedication to supply chain responsibility andsustainability stands out as an example of how our corporate philosophy
and practices of transparency, governance, and ethics can have global
impact. Our customers and stakeholders expect Intel to lead and deliver
innovative solutions in both our products and how our products are
created. Our supply chain responsibility and sustainability efforts arefocused on our being an active steward of the resources that contributeto the technology that Intel creates and inspiring the greater ecosystem
to do the same.
We work to enhance Intel’s overall global environmental, social, andgovernance impact by actively engaging our suppliers and stakeholders
to innovate and operate in a way that is sustainable and responsible.
We collaborate with industry groups and other organizations to drive
supply chain policies and practices that create value for customers andmitigate risk for people and the planet. Our priority programs focus
effort in critical areas where we want to accelerate and see results. Our
work with suppliers focuses on enabling them to meet their environmental
and corporate responsibility commitments. To advance practices acrossour supply chain, we engage, educate, and support suppliers as they
improve and perform due diligence. The semiconductor supply chain is
dynamic, and through our constant support, investment, and presence,
we can report positive and sustained outcomes that are valued by ourcustomers, suppliers, collaborators, and stockholders.

As a founding member of the Responsible Business Alliance (RBA) anda current member of the board, we enthusiastically work to support the
RBA and other industry groups. We are also a founding member and are
represented on the governing council of the Semiconductor Climate
Consortium, which gained traction and momentum this year. In addition,
Intel is a founding co-sponsor of the Catalyze program, a supply chain
renewables accelerator program. In June of 2023, we announced a newgoal to achieve net-zero upstream Scope 3 GHG emissions by 2050. We
know that we cannot set and achieve such goals without collaboratorsthat share a commitment to an ethical and sustainable supply chain.

“Intel has been a trusted leader in ethicalbusiness practices and operations for
decades, and with leadership comes
responsibility. Through our commitment
to responsible supply chain practices andcollaborative consortia, we’re setting new
standards and driving positive global impactthat resonates with our customers, suppliers,
and workforce alike.”

Essential Supply Chain Collaborations
Each year, we are grateful for a strong ecosystem of suppliers, peers, andorganizations that share a collective commitment to further the purposeof responsibility and sustainability in the supply chain. Sustainable andethical practices in our operations are core to our success, and this work
cannot be accomplished alone. We are pleased to lead and participate incollaborations that improve the way supply chain responsibility work isdone and drive creative solutions to global challenges.
1

29 Our Business // 2023-24 Intel Corporate Responsibility Report

Supply Chain Responsibility Programs
We aim to be a global steward of the resources in Intel products
and to protect the most vulnerable workers in our value chain.
Supply Chain Human Rights. We work to 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. Read more about our work in“Respecting Human Rights in the Supply Chain” in the
Responsible section of this report.
Supplier Diversity and Inclusion. We work to increase global
spending with contracted diverse-owned suppliers,1 and have a2030 goal of $2 billion in such annual spending. For more details,
see “Supplier Diversity and Inclusion” in the Inclusive section ofthis report.
Responsible Minerals Sourcing. We work to expand our efforts
beyond conflict minerals to cover all minerals used in semiconductor
manufacturing and apply the learnings to lead our industry increating new sourcing standards. For more information, see“Responsible Minerals Sourcing” in the Responsible section ofthis report.

—Keyvan Esfarjani, Intel Executive Vice President,
Chief Global Operations Officer, and General Manager,
Foundry Manufacturing and Supply Chain

Supply Chain Sustainability. We work to enhance Intel’s global
environmental performance through the advancement of positiveenvironmental actions in the supply chain. This includes collaboratingwith Intel’s supply chain ecosystem to reach net-zero upstream
Scope 3 GHG emissions by 2050. For more details, see “Supply
Chain Sustainability” in the Sustainable section of this report.

We recognize diverse suppliers as businesses that are 51% owned and operated by at least
one of the following: women; minorities as defined by the country or region where thebusiness was established; veterans/service-disabled veterans; persons who are lesbian,gay, bisexual, or transgender; or persons who are disabled. While Intel recognizes thesecategories, they may vary in accordance with local law.

Responsible Chemicals. We work to improve chemical
management practices and chemical sustainability initiatives
across the electronics supply chain to enable greener chemicalsolutions where technologically feasible. For more details, see“Sustainable Chemistry” in the Sustainable section of this report.

sustainability consultants to offer suppliers training and programs
focused on topics like work-hours management, occupational healthand safety, environmental issues, and prevention of forced andbonded labor. We expect our suppliers to develop their own corporate
responsibility strategies, policies, and processes; set goals andreport on their performance; and engage with audits to mature theirown suppliers.

Active Engagement, Support, and Due Diligence
We approach our supply chain responsibility work in a structured waythat enables us to actively engage, educate, and support suppliers. Wealign on expectations through Intel and industry standards. Due diligenceis performed through assessments and audits. Key deliverables andoutcomes are monitored and tracked. We recognize excellence throughour formal supplier recognition program.
The scale of our supply chain responsibility work is extensive.
Approximately 8,200 first-tier2 suppliers in over 85 countries, regions,and territories provide direct materials for Intel’s production processes,
intellectual property, tools and machines for our factories, logistics
and packaging services, construction, marketing, software, and travel
services. We also rely on others to manufacture, assemble, and test
some of our components and products. See a list of our “Top 100
Production and Service Suppliers” in the Appendix.

Strengthening Supplier Capabilities
We support suppliers as they build critical sustainability and corporate
responsibility acumen. We have delivered a broad range of no-cost support
options for select suppliers, including online resources, interactive training
sessions, and connection to external resources such as the RBA andother NGO-led co-hosted training and conferences. Beyond our corecapability-building offerings, we have long engaged with supply chain

30 Our Business // 2023-24 Intel Corporate Responsibility Report

Our supplier development, monitoring, and enforcement efforts areintegrated across our commodity teams. This integration helps scale
our coverage, support supplier progress, and influence suppliers that
may be reluctant to meet our requirements. We communicate our
expectations in our supplier contracts and request-for-proposal
documents, on our supplier website, at meetings and training events,
and in our annual letter to suppliers.
Supplier On-Site Safety Programs. During our contracting process
and orientation for new suppliers, we establish high standards forsafety training and performance. We validate that suppliers have robust
safety management systems and employee safety training programs inplace and evaluate supplier safety performance for compliance with theAmerican National Standards Institute standards, OSHA regulations,and Intel’s minimum safety requirements. We expect safety programs
to be in place at both supplier facilities and at Intel sites.

Advancing Accountability Through Assessments and AuditsIntel’s processes are designed to regularly evaluate, verify, and addressrisks in our supply chain. Our suppliers and their suppliers are expected
to comply with the Intel Code of Conduct, Intel’s Supplier policies,
and the RBA Code of Conduct (RBA Code). Having established clear
expectations with suppliers, we then perform due diligence on a setschedule to ensure performance and adjust as needed. We strive to audit
100% of major suppliers and high-risk supplier sites within a two-year
cycle. Additional suppliers may be audited at our discretion. The audit
standard we utilize throughout our supply chain is the RBA Code of
Conduct, which has expectations in the areas of human rights, healthand safety, environmental ethics, and management systems. For more
information, see the Responsible section of this report.

Supplier Program to Accelerate Responsibility and Commitment(SPARC). SPARC is a collaborative and proactive initiative designed tohelp our suppliers build internal capacity around corporate responsibility
through rigorous commitments to compliance, transparency, andcapability-building. We have increased the number of suppliers required
to participate in SPARC over the past 10 years to encompass bothsuppliers selected using our risk-based approach and those providing
critical materials and services to Intel. We broaden the scope as needed
to include additional programs and bring requirements into a single
framework. The SPARC program is a key aspect of how we provide
training and ongoing communication to suppliers as we manage to
new expectations and requirements.
Supplier Report Card (SRC). Intel conducts regular reviews and has ascoring process that evaluates our suppliers for product availability,
cost, quality, sustainability (ethics, supplier diversity, and environmental
and human rights performance), security, safety, technology, andcustomer satisfaction. This process enables executive-level dialogue
on past and future performance and reinforces the expectations wehave for our suppliers.
Recognizing and Rewarding Performance. The Intel Excellence,
Partnership, Inclusion, and Continuous Improvement (EPIC) Programis a structured, multi-year roadmap that helps suppliers improve theirproducts and services while achieving consistent performance. As partof providing regular feedback to suppliers on their overall progress andachievements, we integrate corporate responsibility considerations into
the EPIC program. EPIC recognizes suppliers that have demonstrated
outstanding, distinguished, and valued performance. Visit our supplierwebsite after July 2024 to see a list of 2023 suppliers that received
EPIC recognition.

2

First-tier suppliers are companies from which Intel makes direct purchases. AmongIntel’s first-tier suppliers, we identify critical suppliers that we directly engage throughour capability-building programs. Beyond this, we also engage with high risk identified
lower tier suppliers through several of our supply chain responsibility programs.

Our Talent
Our people are at the heart of our transformation journey—building our technology, unlocking new
business opportunities, and working with our customers and stakeholders to create world-changing
technology to improve the life of every person on the planet. Human capital is the greatest value
creator available to any organization. A Korn Ferry economic analysis indicates that for every$1 invested in talent, $11.39 is added back to the GDP.1 Intel is committed to unlocking the true
potential of our talent as a competitive advantage for us and the world. We invest significant
resources in our effort to build a diverse, inclusive, and safe work environment and to attract,develop, and retain world-class talent.

This year’s highlights
Our promise to employees
We refreshed our Employee Value Proposition (EVP)—the promise we make to employees
and candidates for their work in support of Intel’s purpose. We believe that our new EVP
enables us to more effectively market Intel’s value to current and future employees.

Improved career navigation
We launched a new job architecture with updated roles and career paths to improve skills
assessments and help employees navigate their careers more consistently and fairly.

Developing technical leaders
We revitalized our technical career path to strengthen alignment to business unit priorities
and enable faster decisions. This built upon our technical readiness indicators that describe
behaviors our technology leaders need to embrace to create a community capable of solving
the world’s most difficult challenges.
131

Our Talent // 2023-24 Intel Corporate Responsibility Report

Korn Ferry Economic Analysis.

Talent: Our Approach
We believe our talent is part of our competitive advantage. Over the
past three years, we have focused on building a strong foundation for
repeatable, sustainable investment that supports our efforts to have theright talent to deliver on our IDM 2.0 transformation strategy. We believethat an inclusive culture is important for attracting, developing, andretaining top talent, and we strive to provide a work environment where
employees from all backgrounds are valued, challenged, and rewarded.
Detailed information on our programs and initiatives designed to support
inclusive hiring, retention, and progression is available on our Diversity
and Inclusion website and in the Inclusive section of this report.

Intel Workforce at a Glance

124,800
employees
globally

Our human capital philosophy includes three pillars to position ourtalent strategy as a competitive advantage:

90.3%

of our employees
serve in technical
roles

5.6%

undesiredturnover in 2023

Employees by Region• Hire and retain the best talent: We refreshed and expanded our
Employee Value Proposition (EVP), the promise we make employees
and candidates for their work in support of Intel’s purpose. We also
embrace the future of work with a flexible, hybrid-first1 approach thatdifferentiates Intel from competition.
• Develop our talent to full potential: We have updated roles andcareers to better enable mobility and help top talent work on thehighest priorities.
• Create a winning culture: We have reignited Intel’s results-driven,performance culture.

“We remain committed to building a dynamic
workplace where all employees are inspired
and encouraged to achieve their full potential,
thereby enabling Intel to remain an industry
leader and drive continued innovation.”—Christy Pambianchi, Intel Executive Vice President
and Chief People Officer

32 Our Talent // 2023-24 Intel Corporate Responsibility Report1“Hybrid-first” refers to a company that allows the majority of its
employees to split their time between working remotely and in the office.

Hire and Retain the Best Talent
At Intel, we empower our employees to create life-changing innovationand deliver solutions to humanity’s biggest challenges. Our Employee
Value Proposition (EVP) is the promise we make to employees andcandidates for their work in support of Intel’s purpose. With Intel’s
IDM 2.0 transformation, we refreshed and expanded that promise toimprove our ability to:• Retain our best and brightest employees to reducevoluntary turnover;• Compete for new talent by differentiating Intel from other
employers; and• Inspire our employees to be advocates for Intel through their own
stories and compelling messages about why it’s great to work here.
In 2023, teams across Intel were involved in developing our new
global EVP, using a variety of data-driven, analytical activities, such as
surveys, interviews, audits, and concept testing. The research showedthat employees attach great importance to being empowered with theflexibility and support to do meaningful work that improves lives aroundthe world.

Intern Program
Despite the challenging and dynamic
environment for technology, we havemaintained our intern program as partof our continuing goal of building a solid
talent pipeline. In 2023, Intel hosted
8,642 interns globally, and found fulltime roles for 58.3% of prior interns. We
plan to continue to invest in our internand student programs to support ourIDM 2.0 strategy across the wide
spectrum of Intel’s businesses.

33 Our Talent // 2023-24 Intel Corporate Responsibility Report

Our global EVP framework encapsulates Intel’s value to current and future employees.

Each of the five EVP pillars are supported by programs and aspectsof Intel that together describe the value the company offers current
and future employees:• The company: Intel’s legacy unites employees in pushing
the boundaries of technology, and provides stability, industry
leadership, global work teams, a high-performance culture,
and awards and acknowledgments.
• The opportunity: Employees have opportunities to grow andunlock their abilities to shine through personal and professional
development opportunities, lifelong learning, career mobility, andnetworking with colleagues.

• The work: Intel’s work has the power to change lives and betterthe world, enabling employees to take on exciting challenges, drive
innovation, and impact humanity.
• The people: Intel’s shared values bring out individual voices anddiverse perspectives, and create belonging, recognition, visionary
leaders, and supportive managers.
• The rewards: Employee overall well-being is supported both atwork and at home, through health and wellness programs, a flexible
work life, compensation and benefits, and opportunities to giveback to communities.

Compensation and Benefits
Our total rewards package ranks among the best in the industry—including competitive pay, stock, bonuses, and benefit programs. In
January 2023, we implemented temporary austerity measures related
to Intel’s compensation, benefits, and recognition programs. These
measures were intended to help preserve the overall investments
needed to accelerate our company transformation and the people
needed to execute it. We began reinstating affected compensation
programs in October 2023. The leadership team continues to work
to manage the business within financial guidelines and restore
compensation programs.
We structure pay, benefits, and services to meet the varying needsof our employees. Our bonus programs link employees’ compensation
directly to Intel’s financial and operational performance goals:
Quarterly Profit Bonus: A cash profit-sharing bonus paid to all
employees four times per year based on Intel’s profitability.
Annual Performance Bonus: Cash awards based on Intel’s achievementof financial and operational goals, as well as employees’ individual
performance. Since 2008, we have included criteria related tocorporate responsibility metrics such as diversity and inclusion andsustainability performance. For more details, see “Governance, Ethics,
and Public Policy” in the Our Business section.
Stock Equity Plans: Our stock programs offer eligible employees theopportunity to share in Intel’s future growth. Typically, we grant restricted
stock units (RSUs) each year, which vest periodically and convert into
stock that can be held or sold. In addition, eligible employees canpurchase Intel stock through payroll deductions at 85% of fair market
value through our popular Employee Stock Purchase Plan.
Our total rewards package also includes comprehensive healthcare andretirement benefits, paid time off and family leave, parent reintegration,
fertility assistance, adoption expense support, 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.

Recognition and Appreciation
We believe in celebrating the accomplishments of our employees
through recognition e-cards, shout-outs in team and organizational
meetings, e-mails, and more. In times of austerity, we encouraged
and supported non-monetary recognition for peer-to-peer, managerto-employee, and group awards. Recognition has tremendous value
and there are many ways to provide recognition in a company aslarge and diverse as Intel. We used the time last year to reimagine
the future of recognition at Intel, and, in January 2024, announced anew, streamlined program to encourage and reward recognition.

Our 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 we sponsor
market-based retirement programs in all other countries in which
we operate.
Wellness time continued to be available to employees in 2023. We
encourage employees to take advantage of this time to step away fromwork and intentionally schedule time to do something that helps themrefresh and recharge.
Employees also have access to a suite of mental wellness resources at nocost. This includes talking with a mental health professional, programs,
tools, and learning opportunities that can support their journey of mental
wellness, with global and site-specific options. For more details, see“Employee Health, Safety, and Wellness” in the Responsible section of
the report.
We continue to implement our flexible work schedule as part of ourexisting total rewards package. Our “hybrid-first” approach remains inplace and we continue to provide employees with the support needed
for both remote and on-site work to drive best outputs.
Learn more about our comprehensive benefits, including detailsof benefits offered by country.

34 Our Talent // 2023-24 Intel Corporate Responsibility Report

Since 2019, we have achieved gender
pay equity globally and we continue tomaintain race/ethnicity pay equity in
the US. For more information, see theInclusive section of this report.

Develop Our Talent to Their Full Potential
Our employees can develop their skills and strengthen theirleadership abilities through our extensive training programs androtational opportunities. Each year, we deliver learning resources that
help employees keep their skills up-to-date. We also provide financial
assistance for job-related degrees and coursework.

Renewed Job Architecture

We continue to provide our virtual learning platforms to deliver technical,
innovation, and collaboration skills training and programs, as well as
on-the-job development opportunities through rotation or temporary
assignment programs.

For employees, the more specific titles and associated skills will provide
better insights into jobs they may be exploring based on their skills andinterests. This also gives Intel a better view of the work our employees
are performing, which will help us understand and act on current talent
gaps and be better able to staff future projects.

We strive to make compliance training more efficient and impactfulwhile meeting corporate benchmark and legal and ethics requirementsof compliance training per employee per year.

From Finance Intern to Tech Maverick“Yes, sure. Let’s give it a shot!” Throughout her
professional journey at Intel, Alexis Crowell has followed
this motto, gaining confidence from Intel’s faith in her
abilities as she moved up the ranks from intern in2004 to her current role as Vice President andGeneral Manager of Intel’s Sales, Marketing, andCommunications Group in Asia Pacific and Japan.
“My career has been an amazing, winding road that
I am forever grateful for,” she says. “I’ve seen theworld, worked with the smartest people on theplanet, and continue to help make the world abetter place through technology.” Read more
about Crowell’s Intel journey.

35 Our Talent // 2023-24 Intel Corporate Responsibility Report

In 2023, we upgraded our job architecture—that is, our job titles andassociated skills—using a more precise and modern approach. The
updated titles and skills improve the structure of our jobs, and we havea global, centralized job catalog that is applicable across Intel.

Job architecture enhancements also empower our employees tonavigate their careers at Intel through our newly launched Career
Compass, a unified learning and development platform. With a clarified
job catalog and skills profiles, Career Compass offers employees animproved way to chart their own career pathways and work-life balance—from gaining new skills to finding new job opportunities, connecting withmentors, and exploring new hobbies.
We believe that Intel benefits from an ongoing understanding of
workforce skills, and building and delivering improved development
plans and providing richer coaching conversations between managers
and employees.

The new job architecture also helps instill job clarity and drive fairness
while enabling diversity, equity, and inclusion, and improve our ability toconnect jobs to capabilities and ensure market alignment.
With a consistent skills architecture, we are able to better understandthe skills of our employees and gain insight into any talent gaps. A
centralized library of skills content is leveraged to build capabilities
and workforce analytics are in place to drive business staffing
investment decisions.

“To compete in today’s hyper-competitive,
fast-moving talent landscape, jobs andskills reflect the market. A refreshed job
architecture can ensure our top talent isworking on our highest priorities—and give
employees a clear path to find roles thatmatch their skill sets. It also enables leaders
to get a holistic view of the talent in theirorganizations and to plan ways to grow or
gain the talent they need to succeed.”­—Christy Pambianchi, Intel Executive Vice President
and Chief People Officer

Revitalized Technical Career Path
Intel technologists have the opportunity to enjoy challenging, satisfying,world-changing work. Those on Intel’s technical job ladder may start
their careers as early as their college years as participants in the company’s intern program and then move up through the engineering ranks.
Employees who reach the highest level of technical achievement, Senior
Fellow, guide Intel in new technical directions and propose new areas fordevelopment based on extremely advanced technical knowledge andjudgment. Throughout their careers, Intel technologists are guided andcoached by more senior technical employees. Promotions to the nextlevel of seniority are reviewed by technical peers in addition to managers.
In 2023, we revitalized Intel’s Fellows career path to strengthen alignment
to business unit priorities and enable faster decisions. This work built
upon our technical readiness indicators (TRIs), which provide a highlevel framework for what is expected from technical leaders at Inteland support our culture and business transformation. The TRI pillars
emphasize behaviors that we need technologists to embrace to createa thriving technical community that solves our toughest problems:• Expertise: What you know. Serve as a top domain expert and trusted
advisor; advocate for continuous learning; exhibit expert-level judgment; anticipate emerging trends and future customer needs.
• Leadership: How you lead. Foster a culture of inclusion, innovation,and empowerment of others’ success; build trust and followership;
develop technical talent; act as a change agent and challenge thestatus quo; admit mistakes, take accountability, and learn from failure;
set technical direction; align organizational goals.
• Impact: Results you achieve. Formulate strategy; focus on solving
Intel’s most important and complex technical problems; lead delivery
of solutions; influence industry standards; demonstrate relentless
execution in bringing products and technologies to market; shape thetechnology ecosystem.
• Aspirations: What drives you. Aspire to make a positive impact onIntel and the world through your work; seek to be seen as an inspirationfor others.
Intel is applying its reach, scale, and resources to deliver on bold goals
in this period of significant change. We want our people to be a criticalcompetitive advantage for Intel. Our people are at the very center ofthese transformational changes—helping, ultimately, drive Intel to win.
36 Our Talent // 2023-24 Intel Corporate Responsibility ReportCreate a Winning Culture
We continue to evolve our systems and business processes to build aculture 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.

employee input and assess progress. For example, our Ethics Program
Office surveys employees on the state of ethics at the company, and ourCorporate Services organization measures satisfaction with workplacedesign, cafeterias, and other on-site employee services.

The Intel Values inspire us and are key to delivering on our purpose. All
employees are responsible for upholding these values, the Intel Code of
Conduct, and the Intel Global Human Rights Principles and Approach,which form the foundation of our policies and practices and ethicalbusiness culture.

Employee experience survey results. Intel’s overall favorability score
was 81%, which is high for employee surveys. This represents a yearover-year decline from 2022’s highest recorded favorability score of 85%,
but it is in line with our 2021 results, which were a marked improvement
over prior years. Results indicate that we need to do a better job building
belief in Intel’s future and ensuring trust in leadership. We take employee
feedback seriously and will focus on these areas.

Employee Health, Safety, and Wellness
Integral to Intel’s winning culture is a strong focus on employee health,safety, and wellness. We continue to invest in programs to provide a safe
and injury-free workplace and to help employees enjoy a better quality oflife. For more details, see “Employee Health, Safety, and Wellness” in the
Responsible section of this report.

Communication and Employee Engagement
Employees support Intel’s success better when they have a clear
understanding of how their work contributes to the company’s overall
strategy. We continue to use a variety of channels to facilitate open
and direct communication, including online forums, open forums withexecutives, employee experience surveys, and engagement throughnearly 40 Employee Resource Groups.
The annual Employee Experience Survey (EES) invites our entire
employee population to provide feedback on Intel culture, leadership,career opportunities, and engagement. We also have an Employee
Inclusion Survey (EIS) to help us understand how different employee
populations experience inclusion at Intel. Results from these surveys
inform how we continue to move forward and build momentum. Read
more detailed information about our survey results in the Inclusive
section of this report.
Employees can provide aggregated commentary to their managers
and leaders through the annual Manager Development Feedback survey,
and individual business groups conduct their own surveys to gather

37 Our Talent // 2023-24 Intel Corporate Responsibility Report91%“I am treated with dignity and respect at work.”

90%“Intel creates an environment where people of diverse
backgrounds can succeed.”90%“My organization supports and encourages
employees’ safety, physical health, and well-being.”

89%“There is a clear link between my work andIntel’s strategy.”88%“I would recommend Intel as an inclusive place
to work.”
Responses from the 2023 Employee Experience Survey.

Intel Values
Customer first. We listen,learn, and anticipate ourcustomers’ needs. We deliver
to our customer commitmentswith simplicity, clarity, andspeed. 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, andinnovative. We are competitively paranoid to anticipate change
and disrupt markets.
Results driven. We prioritize, focus, and execute flawlessly withurgency. We make data-driven decisions with intellectual honesty
and constructive debate; we disagree and commit. We assume
responsibility to deliver long-term stakeholder value.
One Intel. We commit to team success, doing what’s best for Intel.
We recognize, respect, and build trust with each other. We value
and 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 to each other andour communities.
Quality. We are disciplined to deliver products and services that
our customers and stakeholders can always rely on. We set andachieve 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.

Engaging Employees in Our RISE Strategy
Intel and the Intel Foundation invest in programs that create opportunities
for employees around the world to help advance Intel’s purpose andcorporate responsibility goals. Through our “Learn, Act, Transform”
engagement model, we host learning sessions to educate employees
about Intel’s corporate responsibility priorities; use our RISE portal toprovide information and opportunities for employees to take action
through volunteerism; and create cross-functional teams acrossbusiness units to plan and integrate customized strategies to achieve
our goals. The following are examples of these strategies in action.
AI Global Impact Festival. Intel employees contribute their timeand skills through multiple Intel programs aimed at helping us achieve
our global RISE goals. This includes the AI Global Impact Festival,
an annual Digital Readiness initiative that highlights innovative AI
projects of developers from around the world. Intel employees
contribute as judges for the global competition and as mentors to thewinners, helping students and teachers develop their technical, social,
and business skills for AI.
Engaging for Sustainability. To enable employees to become championsof sustainability, we have engaged externally with EARTH 51, a global
sustainability leadership organization. In the EMEA region, Intel andLenovo collaborated with EARTH 51 to establish a sustainability leader-

ship certification program focused on promoting environmental
awareness and social responsibility through educational initiatives.
Hundreds of leaders within Intel and Lenovo have attended EARTH
51 sustainability leadership modules, workshops, and seminars, which
cover topics such as carbon footprint reduction, responsible sourcing,energy efficiency, food waste reduction, and recycling initiatives.
The initiative is a purposeful strategic alliance aimed at promoting
sustainable practices within the technology sector. The joint effort
drives environmental consciousness and social responsibility througheducation, and underscores the transformative potential of educating
stakeholders about sustainable practices.

—Akhil Handa, EARTH 51 Chief Executive Officer

Feedback from employees who have taken this course indicates that
it is an example of Intel’s commitment to environmental leadership.
The knowledge is helping employees drive efficiency in response to
the needs of our customers and community stakeholders.
Intel has a long history of developing, supporting, and promoting
initiatives that acknowledge the significance of environmental
responsibility and social impact. We have established a comprehensive
sustainability framework that spans the tech industry, working closelywith key Intel customers and ecosystem collaborators. In 2023, forexample, Intel EMEA developed a series of EARTH books to facilitate
collaboration between Intel and our ecosystem to drive sustainability
transformation programs.
The messages conveyed in these initiatives served as connecting
platforms for the healthcare, public services, automotive, and financial
services industry sectors with Intel® technologies like responsible AI,
trusted security, renewable energy, and sustainability in hardware.
Collaborating with EARTH 51 to craft social impact and environmental
narratives that resonate with our customers is a crucial step in initiating
conversations that seek to address sustainability challenges.

38 Our Talent // 2023-24 Intel Corporate Responsibility Report“We at EARTH 51 are proud to becollaborating with Intel to achieve our visionof creating better businesses for a betterworld. The 2023 EARTH Award is areflection of Intel’s commitment tothis joint cause.”Intel teams are also collaborating toscale the EARTH 51 sustainability
program to participants in the AI
for Youth program in Ghana, West
Africa by providing seed training forparticipating schools and colleges.
In recognition of these efforts, Intel
received the prestigious EARTH
Award from EARTH 51 in 2023.

Looking to the Future: IDM 2.0
Our human capital strategy is grounded in our belief that our people
are fundamental to our success. Delivering on our strategy and growthambitions requires attracting, developing, and retaining top talent acrossthe world. We continue to see significant competition for talent throughout the semiconductor industry. The investments we are making toaccelerate our process technology require continued and focused
efforts to attract and retain critical technical talent.
We are committed to creating an inclusive workplace where theworld’s best engineers and technologists can fulfill their dreams andcreate technology that improves the life of every person on the planet.
We are investing in our highly skilled workforce by creating practices,
programs, and benefits that support the evolving world of work and our
employees’ needs.
We have built a strong leadership bench with key technical and functional
leaders from across the technology sector, and our people are focusedon driving Intel’s long-term growth strategy. We believe our people
strategy and team will deliver on our IDM 2.0 transformation.

Fostering Talent for a World With AI Everywhere
As a responsible company helping the digital economy grow, Intel
recognizes the urgent need to upskill and reskill the workforce acrossindustries. AI-ready talent is critical to the success of our IDM 2.0
strategy. We continue to invest in public-private programs to maketechnology inclusive and expand digital readiness with AI skills. In
2023, we commissioned research with Jobs for the Future on AI’s
impact on the top five industries and top 10 jobs per industry. The
report—which we shared with policymakers, civil society, and industry
collaborators—described how AI can reshape, not replace, jobs when
we invest in human capital as a competitive advantage. We continue
to educate stakeholders on our approach to long-term workforce
development as a key differentiator for us and the communities
where we operate.

39 Our Talent // 2023-24 Intel 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
58 employees earn safety honors
Through our Safety Always-Safety Star program, we honored 58 employees for their work toadvance Intel’s safety culture in 2023. Honorees are recognized as role models who go aboveand beyond to make Intel a safe place.

>$27 million in recruitment 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 $27 million infees to their workers since 2014. Intel ranked number 2 out of 60 public ICT firms in KnowTheChain’s
2022–2023 benchmarking of corporate efforts to address forced and bonded labor risks in their
supply chains.

Responsible AI strategy
In 2023, we evolved our responsible AI strategy and principles to reflect recent innovations andemerging risks. Key progress included adding a “Protect the Environment” principle, launching
new internal and academic research, and increasing focus on AI safety by engaging in critical new
multi-stakeholder initiatives.

40 Responsible // 2023-24 Intel Corporate Responsibility ReportResponsible: Our Approach
We have long engaged directly with our suppliers to support theircompliance with our corporate responsibility expectations and build
capacity to address risks of forced and bonded labor and other humanrights issues. Our RISE goals have significantly expanded the numberof suppliers covered by our engagement activities to drive deeper
accountability for human rights throughout our global supply chain.
We are also leading technology industry initiatives to further advanceresponsible practices in minerals sourcing, mobility, and AI. The impactsof these efforts are expected to have even greater 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 accelerate criticalresearch and improve healthcare access and affordability; applying
technology to build smart and safer workplaces and factories to reduce
injuries; and expanding the use of technology in transportation toadvance safety and transform personal mobility and access. Through our
RISE goals and IDM 2.0 strategy, we intend to continue to take actions todeepen our focus on maintaining and building a robust safety culture as
our business changes and grows, and to expand the global impact of ourwellness 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 lead our industry in creating new sourcing standards.
Responsible Mobility. Collaborate with our industry and ecosystempeers to advance the adoption of technology-neutral safety standards
to reduce traffic accidents globally.
Operational and Supply Chain Goals:
Employee Health, Safety, and Wellness. Ensure that more than 90%
of our employees believe that Intel has a strong safety culture, and
50% participate in our global corporate wellness program.
Supply Chain Human Rights. Scale our supplier responsibility
programs to ensure respect for human rights across 100% of ourcontracted suppliers and all high-risk-identified suppliers in the
supply chain.
141

Responsible // 2023-24 Intel 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.

Employee Health, Safety, and Wellness
We continue to invest in health, safety, and wellness programs tohelp employees enjoy a better quality of life and contribute to Intel’s
success. Our Global Environmental, Health, and Safety Policy defines
our commitment to provide a safe and injury-free workplace for our
employees, contractors, customers, collaborators, and the public. We
recognize the importance of EHS management to our business successand regularly work to assess and improve our EHS management system,
standards, culture, performance, early intervention, and injury-reduction
initiatives. Since 2001, we have maintained a multi-site certification to
the internationally recognized ISO 14001 and ISO 45001 standards tohelp our manufacturing sites sustain a comprehensive, fully integrated
EHS management system. In 2023, independent third-party audits
were conducted to maintain this certification. For information on ourEHS assurance program, see”Environmental Management” in the
Sustainable section of this report.
As we expand manufacturing operations in support of 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 ofour products through our manufacturing and supply chain. Advancing
accountability and improving performance across our supply chain
creates value for Intel and our customers by helping us reduce risks,
improve product quality, and achieve environmental and social goals.
For more information, see “Supply Chain Responsibility” in the Our
Business section of this report.

In 2023, our manufacturing, supply chain, and technology development
organizations continued quarterly, trackable manager Safety TALKs toencourage proactive one-on-one discussions between managers andemployees on various safety topics. Safety TALK goals were exceeded
every quarter. We also refreshed our 2023 Safety Always training
course using updated training methodologies. To boost safety awareness across the company, this training continues to be assigned to all
employees, and 98% of our workforce completed it in 2023. 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.
Recognizing that early intervention is critical for good ergonomic healthand the prevention of injuries, in 2023, we continued with our Ergo+
concierge program. Ergo+ concierge provides one-on-one advice
and proactive ergonomic assessments for employees working in both
remote and in-office setups. In 2023, over 19,000 employees engaged
in the program. Individual organizations additionally targeted a 25%
engagement rate, and a number of business groups exceeding 30%
engagement of employees having personalized recommendations
from an ergonomics specialist to help manage their ergonomic health.
Employees can initiate these services via an online tool.

We also set a global leading indicator to support employees’ compliancewith rest breaks, using software prompts to encourage employees totake breaks for musculoskeletal recovery. Break compliance improved
from 91% to 92% for those participating during 2023.
In addition, we continue to expand our year-round multimedia
Safety Always employee awareness campaign. In 2023, we heldin-person events at multiple sites, as well as virtual engagements withbusiness leaders and experts from a variety of fields who provided
new perspectives on safety, health, and wellness topics. The campaign
included interactive learning games on safety, as well as regular, widely
read employee communications on topics such as traffic safety,
ergonomics, and improving safety culture.
Intel ended 2023 with an OSHA recordable rate of 0.83 per 100
employees, compared to the most recently published US semiconductor
industry average recordable rate of 1.4 in 2022.1 Our 2023 days away case
rate2 was 0.16, compared to the most recently published semiconductor
industry average of 0.4.1 Ergonomic-related or cumulative trauma disorders (CTDs) remained the most prevalent type of injury experienced
at Intel in 2023, accounting for 61% of all reports, followed by strains/
sprains. While ergonomic injuries remain our highest injury occurrence,our 2023 Office Ergonomics Program’s early intervention focus isstarting to have an impact, with a 15% reduction in office CTD rates
compared to 2022. We are working to integrate learnings into our 2024
ergonomics program’s early intervention focus plans.

Health and safety training creates awareness and enables our employees
to better understand their safety responsibilities. Our training system isdesigned to cover information needed for specific jobs (such as electricalsafety, ergonomics, control of hazardous materials, and chemicalsafety), general awareness, and safety culture. EHS courses areprovided in different languages, and include web-based, instructorled, virtual and augmented reality, and on-the-job training. Throughout
the year Intel employees are required to complete designated EHS
training, as relevant to their roles. In 2023, more than 370,500 suchtraining courses were completed.

42 Responsible // 2023-24 Intel Corporate Responsibility Report

In 2023, 98% of our workforce
completed our Safety Always
training course.
1

Source: Bureau of Labor Statistics. 2022 indicators.

2

Days away begins the day after the accident.

Safety Star Achievement Examples
Enhancing Safety Audits. The Control Of Hazardous Energies(COHE) Audit App team identified a need for a scalable andstandardized safety auditing system as the Intel Ireland site
expanded. This team in Intel’s Manufacturing Supply Chain andOperations organization worked to develop the COHE app, which
replaces the paper-based auditing system with a digital app that
includes features such as image capture, comments, and bestknown methods. The app is designed to follow the COHE standard
and allows for real-time data recording, making it easier to identify
COHE trends and ensure compliance. The app has been in use
since late 2021 and has successfully conducted over 500 audits. It
has been useful for training new COHE auditors and has received
positive feedback from both new recruits and experienced auditors.
The app has also been used to perform proactive audits with Intel
supplier groups to ensure they meet COHE standards.

Recognizing Safety Achievements
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 recognizedindividually or as part of a team, selected from 125 individual
and team nominations received globally.

43 Responsible // 2023-24 Intel Corporate Responsibility Report

Scaling Safety Awareness. A senior operations manager inIntel’s Logic Technology Development (LTD) team demonstrated
initiative and commitment to safety by creating two apps for safety
walks and collaboration among multiple groups. She designed,
tested, and implemented both apps and provided detailed training
to ensure their successful adoption. The success of one of her appsin LTD led to its adoption by Intel’s Aloha, Oregon Fab Operations.
The apps have been widely used in Intel’s LTD Sort Test department
and other groups, and can be easily accessed using Intel-provided
cell phones. The tools enhance safety awareness and documentation,
which has resulted in improved safety outcomes across multiple
Intel factories.

Intel’s global wellness program, known as the Intel® Vitality Program,supports our RISE goals and focuses on four pillars of wellness: mindset,
nutrition, movement, and recovery. It offers livestream and on-demandfitness classes, wellness coach consultations, and nutrition seminars.
Intel® Vitality Program virtual services were enhanced in 2023 with thelaunch of individual challenges, recognition badges, and a self-guided
learning series offered through the Exos Fit app. Utilization of on-site
fitness services increased in 2023, with a total of 42,409 unique users,
as more employees returned to working at Intel facilities. As part of our
RISE wellness goal, we aim to have 50% of our employees participatingin our corporate wellness program every year. In 2023, we offered
more than 100,000 Intel Vitality sessions, with a total of over 550,000
participants, including nearly 52,000 unique individuals. Participants
reported a 94% satisfaction rating with the program. The global wellness
program continued offering access to the Headspace meditation
application, with 26,000 enrolled members. The program also expanded
Headspace access to employee dependents starting in October 2023.
Over the course of the year, almost 10,000 employees used Headspace
an average of 12 sessions per month.
Through our mental wellness strategy, we seek to support the spectrumof mental health challenges employees and their loved ones may face.
The program aims to create a culture of care where employees feelempowered to take the next step in their mental health journey andremove barriers to facilitate easier access to care. In 2023, we improved
our navigation experience for employees to ensure that their path toreceive mental health care is seamless and straightforward. We also
expanded access to our digital mental wellness platform, now available
in 48 countries. In addition, we have continued to support our employees
through stressful world events through group support sessions,enhanced 1:1 access, in-person therapy opportunities, and more. In
recognition of World Mental Health Day, Intel hosted Global Mental
Wellness Month, which focused on four pillars of well-being—social,emotional, physical, and financial—and included webinars, mindfulness
breaks, movement sessions, and events led by industry experts. Two
executives from Intel’s leadership team shared their personal experiencesin nurturing their mental health, serving as examples to underscore thesignificance of prioritizing mental wellness.

2030 Goal: Employee Safety and Wellness
Description. Ensure that more than 90% of our employees believethat 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 averageof 79% on “safety is a value” metrics; and (2) 22% of Intel employees
participated in Intel wellness programs (inclusive of employees who
reside in countries with no formal program offerings).

Rate based on 100 employees working full time for one year. Data as of January 12, 2024.
Certain historical figures have been updated based on new reported cases received.

Globally, we have close to 35 on-site health clinics to address workrelated employee health and safety needs. At our sites in Arizona, New
Mexico, and Oregon, we also have Health for Life Centers to provide
primary care and specialty services (including acupuncture, chiropractic
care, condition management, behavioral health services, and physicaltherapy) in a safe and inclusive environment for our employees and theireligible dependents. In 2023, the Health for Life Centers administered
hundreds of flu shots and COVID-19 vaccinations, and delivered
approximately 14,000 virtual visits. Most of the time, employees andeligible dependents can make same-day appointments or be seen
within 24 hours.

Progress in 2023. Our health, safety, and wellness teams took
steps to identify effective ways to expand the number of employees
who have the opportunity to participate in the safety culture survey.
Based on Intel restructuring actions, the safety culture surveys werepaused in 2023 with a plan to restart in 2024. 87% of employees fromorganizations that engaged in the survey process in 2022 reported
that “safety is a value.” We also worked to increase employee awareness and engagement in our programs, with a focus on prevention
and early intervention programs (e.g., ergonomic programs) andparticipation in the Intel Vitality Program’s newly expanded virtualofferings. The Intel® Vitality Program continued to reach 90% ofIntel’s employee population in 2023. Globally, 41% of Intel employees
participated in Intel’s wellness services in 2023, including the Intel
Vitality Program and on-site fitness centers.
Looking Ahead. We intend to work toward company-wide
participation in our safety culture survey and increase employee
and management engagement in our safety programs. We also
intend to further expand wellness program access to our global
employee population over the next two years, with a target to reach
100% of employees by the end of 2025, and then to increase theannual participation rate for global employees to 50%.
3

44 Responsible // 2023-24 Intel Corporate Responsibility ReportIndustry benchmarking indicates that general corporate wellness program
participation rates are about 20-40%. Intel participation is measured by thepercentage of employees engaging in the program during the calendar year.

Respecting Human Rights in the Supply Chain
We conduct human rights due diligence in accordance with the
UN Guiding Principles on Business and Human Rights and OECD
Guidelines for Multinational Enterprises to identify, assess, prevent, andmitigate adverse human rights impacts associated with our operations,
supply chain, and business relationships, and at the customer or productlevel. We recognize that our commitment to respect human rights is acontinuous process that requires us to regularly engage with, listen to,and learn from all Intel stakeholders. We meet with internal and external
stakeholders and experts to inform and evolve our human rights policies
and oversight processes. We recognize that some people may be at
greater risk of adverse human rights impacts due to their vulnerability
or marginalization—including women, children, persons with disabilities,
migrant workers, and human rights defenders. For more details, visit our
Human Rights site.
We expect our suppliers and their suppliers to comply with theIntel Human Rights Principles and Approach, the Intel Code of Conduct,
Intel’s Supplier Policies, Intel’s Supplier Compliance Handbook, andthe RBA Code. The RBA Code describes industry-wide humanrights, health and safety, environmental, and ethical standards,
and is consistent with the Intel Global Human Rights Principles andApproach, the Intel Statement on Combating Modern Slavery, theILO Core Conventions, and the UN Guiding Principles on Businessand Human Rights. For more, read our RBA Commitment Letter.

Risk Assessment and Due Diligence
Internal Assessments
Every year we complete the RBA Self-Assessment Questionnaire
and publish the results on our corporate website. We follow the RBA
Validated Assessment Program (VAP) to conduct audits of our highrisk finished goods factories. In 2023, we conducted an RBA auditof our manufacturing operations in Costa Rica, earning full marks of
200/200. We also conducted an audit of our Penang, Malaysia operations earning 175.4/200 and the RBA’s Silver Recognition. We willaddress any confirmed findings through a closure audit at the Penang
site in 2024. An audit of our Chengdu, China operations is scheduled
for 2024.

45 Responsible // 2023-24 Intel Corporate Responsibility Report

Supplier Audit and Assessment StepsIntel's processes are designed to regularly evaluate, verify, and addressrisks in our supply chain, with the intention of protecting people andeliminating those risks. We start by setting clear expectations for
suppliers. We then undertake a set of due diligence steps:
New Supplier Assessment: The work to begin assessing suppliers forrisk and conducting due diligence begins during the supplier selection
process. Suppliers that want to do business with Intel are expected tocomplete a corporate social responsibility survey that includes questions
designed to help us identify potential risks. For suppliers that are selected,
most enter into contracts that require suppliers to strictly comply withIntel policies and applicable local laws and regulations. Additionally, we
communicate our expectations to suppliers regularly, reminding them of
their legal obligations to comply with Intel policies.
Self-Assessments: Designed to cover more than 300 environmental,
safety, and human rights factors, self-assessments help us determine a
supplier’s risk profile. Critical and high-risk suppliers1 must complete aquestionnaire 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 then assigned a risk
rating, which is used to determine whether an audit or other engagement
such as capability-building is appropriate.
Audits: We strive to audit 100% of major suppliers and high-risk suppliersites within a two-year cycle. Additional suppliers may be audited at ourdiscretion. In 2023, we conducted 17 audits for suppliers deeper within
our supply chain. Identified suppliers must undergo an on-site audit conducted by a third party (RBA VAP audit) or trained Intel personnel (Intel
RBA-based target audit). Both audit types follow the RBA VAP standard
and help us identify where immediate action is needed and where longer
term, corrective “targeted action plans” should be put in place. The
audit standard we utilize throughout our supply chain is the RBA Codeof Conduct, which has expectations in the areas of human rights, healthand safety, environmental ethics, and management systems.

We are committed to respecting human rights everywhere Intel does business.
Read more about our commitment on our Intel Global Human Rights
Principles and Approach website.

Corrective Action Plans: When auditors uncover findings, our policies
require suppliers to draft comprehensive corrective action plans toaddress those findings. We work closely with the suppliers to document
actions taken to remedy the findings. We then monitor their progressuntil the issues are resolved. Closure of the findings is typically verified
with a closure audit. What we learn from audits helps inform our supplierengagement, capability-building programs, and future audit plans. In
2023, 67% of the combined RBA audits were follow-up or closure audits
to verify whether the findings from a previous audit had been addressed.
We have instituted a process of unannounced audits to follow up on
credible reports of non-compliance, but we did not need to conduct any
such audits in 2023.
For priority and major findings identified and findings verified as
closed through closure audits, by category and sub-category, visit
the Report Builder.
1“Critical suppliers” represent a subset of all first-tier suppliers with which we havesignificant 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.

Targeted Action Plans: When a supplier does not make sufficient
progress in addressing audit findings or has particularly egregious
issues, we seek to work with the supplier to swiftly implement a Targeted
Action Plan. Supplier progress is reviewed quarterly until we haveverified that key issues have been closed and that processes have been
put in place that are designed to prevent recurrence. If satisfactory
progress is not made, we may take additional action, such as notawarding new business (“conditional use” status) until issues areresolved or—when necessary—ending the supplier relationship. While
complete closure of some issues can take several years, we work toclose 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, andincreasing the frequency of contact between Intel executives andsupplier senior management. At the end of 2023, we did not haveany suppliers on Targeted Action Plans.

Managing Reports of Alleged Adverse Human Rights Impacts
Intel has established formal grievance and remedy processes that enableanyone—including Intel employees, supplier personnel, and other external stakeholders—to report ethics, human rights, compliance, or safetyconcerns through our third party-operated Intel Integrity Line Ethics andCompliance Reporting Portal. Once received, reports concerning alleged
human rights impacts within the supply chain are managed by a crossfunctional multi-disciplinary team, which promptly investigates allegations
and takes measures to mitigate any adverse impacts. Intel does nottolerate retaliation against anyone who in good faith reports possible
violations of the law, Intel’s Code of Conduct, or other policies; questions
ongoing or proposed conduct; or participates in an internal investigation.

Total Audits ConductedType of Audit

2019

2020

2021

2022

2023

RBA VAP Audits

112

88

140

207

234

RBA SVAP on Forced Labor Audits

–

–

–

–

4

Intel RBA-Based Target Audits

42

38

17

63

25

Intel Quality Audits with Sustainability Element

53

–

–

–

–

Total Audits Conducted2

207

126

157

270

263

In 2023, 263 audits were conducted across 161 suppliers. Audits that were planned in 2023 but not executed and still deemed necessary are included in our 2024 plan. Cumulatively, over
520 supplier sites had received RBA VAP, RBA SVAP, or RBA-Based Target audits by the end of 2023.
2

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

Findings That May Trigger Forced and Bonded Labor Risks
Findings

2019

2020

2021

2022

2023

Closed

40

30

52

76

13

In Process

–

–

1

3

61

Total

40

30

53

79

74

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

Addressing Forced and Bonded Labor Risk in the Supply Chain
We have worked to build a strong system to detect and address risks offorced and bonded labor among our suppliers and their recruiting andlabor agents. Intel’s policy is to request an audit when we detect a higher
risk to the human rights of workers or a non-conformance to any of
our expectations.
Importantly, our suppliers report benefits gained as a result of theirimproved practices, such as reduced business risks, better and larger
pools of candidates, a more satisfied workforce, and higher worker
retention—all of which can lead to improved productivity and productquality, as well as positive social impacts.

46 Responsible // 2023-24 Intel Corporate Responsibility Report

The Intel Statement on Combating Modern Slavery details the
expectations we have for ourselves and for our suppliers, includingprohibitions against holding worker passports and charging workers fees
to obtain or keep employment. Since 2014, our ongoing assessments
and efforts to reach deeper into the supply chain have positively affected
workers in our global supply chain, including our suppliers (i.e., first-tierand lower-tier suppliers) having returned more than $27 million in fees
to more than 28,000 of their workers. Fees returned typically equate toapproximately three to five months of base pay, depending on locationand 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 to prevent such issues in the future.

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.
Baseline. At the beginning of 2020, 18% of our contracted suppliers
had been assessed and engaged in our supplier responsibility
programs. By the end of 2020, 8% of our contracted suppliers hadcompleted the requirements of the goal.
Progress in 2023. In 2023, the language for this goal was updated
to reflect Intel’s continued commitment to human rights for all
high-risk-identified suppliers—not solely those noted as tier 1 andtier 2—in our supply chain. As such, we adjusted our progress on
our path to reach 100% of our verified contracted suppliers in 2030.
In 2023, we reached 25%, through audits, validated third-party
assessments, and attestation for lower-risk contracted suppliers.
Looking Ahead. In 2024, we aim to maintain our progress andcontinue to evaluate the impact of IDM 2.0 supply chain changes.

Industry Collaboration Through Training
Collaboration is key to addressing broad, long-standing issues. Intelco-founded and serves on the working group of the multi-industry,
multi-stakeholder Responsible Labor Initiative (RLI), which aims toprotect and promote the rights of vulnerable workers.
In 2023, Intel co-sponsored virtual workshop-style training sessions,“Mandatory Human Rights Due Diligence Legislation,” which were
facilitated by the RBA and reached over 600 participants from our
supply chain and those of our industry co-sponsors. We expect tocontinue to co-sponsor these trainings in 2024.

Actions to Respect Human Rights in the Supply Chain
Scale our supplier 
responsibility programs
to ensure respect for humanrights across 100% of ourcontracted suppliers and allhigh risk-identified suppliers
in the supply chain by 2030.

25%

Currentlyof ourcontracted suppliers areverified through audits
and assessments.

Conduct human rights due
diligence in accordance with the
UN Guiding Principles on Businessand Human Rights and OECD
Guidelines for Multinational
Enterprises to identify, assess,prevent, and mitigate adverse
human rights impacts.

Recruitment fee 
remediation. We set 
expectations with our 
suppliers that workers
should not have to pay 
for their employment.

Strengthen supplier capabilities
to help less-mature and evolving
suppliers build critical corporate
responsibility acumen.

1,669 audits with
6,059 findings

Since 2014 we have

We have conducted humanrights due diligence
training for more thanclosed since 2011.

returned$27M

in fees to over

28,000 workers

600 suppliers.

in our global supply chain.

2023 Snapshot
47 Responsible // 2023-24 Intel Corporate Responsibility ReportResponsible Minerals Sourcing
Like many companies in the electronics industry, Intel and its suppliers
use minerals in manufacturing. In 2008, Intel began work to responsibly
source conflict minerals,1 and in 2017, we expanded our efforts to also
address cobalt in our supply chain. We are proud of the significant
progress we have made as a company and as an industry, but we believethat there is more we can achieve. A key technology initiative in our RISE
strategy is to significantly expand our impact in responsible minerals andaccelerate the creation of new sourcing standards for critical minerals inIntel products.
Intel’s strategy is to maintain the positive progress we’ve made to dateon 3TG (tantalum, tin, tungsten, and gold) and cobalt, and to proactively
address emerging risks from the expanding scope of materials andgeographies. Our ambition is to apply our learnings from over a decadeand work with the electronics industry to broaden and accelerate thecreation of sourcing standards for a much wider set of minerals acrossadditional conflict-affected and high-risk areas (CAHRAs2).
More information is available on our Responsible Minerals website. Our
Responsible Minerals program, Responsible Minerals Sourcing Policy,
and due diligence practices 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 andHigh-Risk Areas (OECD Guidance).

enabling Intel to conduct supply chain due diligence, support capabilitybuilding, and, ultimately, ensure that our mineral supply chain respects
human rights at every step.
To contribute to standards and help define and engage in due diligencewithin the copper supply chain, Intel is an active member of The CopperMark, including participating in its Risk Readiness Assessment Technical
Revision Committee, and the Technical Due Diligence and Impact
Working Groups. To support the uptake of transparency and responsible
practices in large-scale mining across all other minerals that we source,Intel joined the Initiative for Responsible Mining Assurance (IRMA) in
2023. Additionally, Intel serves as co-leader of the Emerging Minerals
Working Group within the Responsible Minerals Initiative (RMI).

Our Due Diligence Continues: 3TG and Cobalt
Intel’s responsible 3TG and cobalt program, aligned with the OECD
Guidance, focuses on three primary areas:

Driving a Responsibly Sourced Mineral Supply Chain

Risk Identification. Each year we conduct a supply chain survey toidentify the smelters and refiners that process the 3TG and cobalt
contained in the products supplied to Intel, and the country of originof minerals used. We then compare those smelters and refiners to
the list of facilities that conform to a responsible minerals sourcing
validation program such as RMI’s Responsible Minerals Assurance
Process (RMAP). We use that information to identify potential
mineral supply chain risks.

In 2023, we sought sourcing information for what we deem criticalminerals—including aluminum, copper, nickel, and zinc—from suppliers
contributing these materials to our Intel-manufactured microprocessors.
This represented an important step in our RISE strategy, as we begin
mapping our supply chain for our highest priority minerals. Intel is oneof the first companies to require the sourcing information on theseminerals, and we received a response from approximately 90% of thein-scope suppliers. We are continuing to pursue information on smelters
and refiners in our extended supply chain—those that supply our direct
suppliers. Increasing transparency is a foundational component of

Risk Mitigation. When we identify potential risks, we work to conduct
further due diligence, which may include on-site smelter or refiner 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 practices, and drive risk mitigation for humanrights impacts. When necessary, we may disengage from mineral supply
chains that cannot uphold our responsible minerals sourcing standards.
In 2023, Intel led in-person outreach to over 12 smelters in Indonesia to
encourage and support RMAP participation.

48 Responsible // 2023-24 Intel Corporate Responsibility Report

Through our 2023 supply chain survey process using the RMI Conflict
Minerals Reporting Template, 99% of smelters and refiners reported in our
supply chain are deemed responsibly sourced through their conformance
to and/or participation in a responsible minerals assurance program.
1“Conflict minerals,” as defined by the US Securities and Exchange Commission (SEC), isa broad term that means tin, tantalum, tungsten, and gold (3TG), regardless of whether
these minerals finance conflict in the DRC or adjoining countries.

2

CAHRAs, as defined by OECD, are identified by the presence of armed conflict,widespread violence, or other risks of harm to people. Armed conflict may take a variety
of forms, such as a conflict of international or non-international character, which may
involve two or more states, or may consist of wars of liberation, or insurgencies, civil wars,
etc. High-risk areas may include areas of political instability or repression, institutional
weakness, insecurity, collapse of civil infrastructure, and widespread violence. Such areas
are often characterized by widespread human rights abuses and violations of national orinternational law.

Our goal is to responsibly source all cobalt in our products. Intel used
the RMI Extended Minerals Reporting Template to survey the suppliers
contributing cobalt to our products and in 2023, we received responses
from 100% of suppliers surveyed. We conducted risk mitigation in our
supply chain, including smelter outreach and country-of-origin assessments, and collaborated with direct suppliers to facilitate alternative
sourcing where appropriate. Through leading RMI’s cobalt task force
and crude refiner outreach, we are working to have all refiners in ourcobalt supply chain participate in RMAP.

Beyond Due Diligence Reporting: Supporting Mining Communities

Supporting In-Region Sourcing. We believe that the creation andsupport 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 PublicPrivate Alliance for Responsible Minerals Trade (PPA) and European
Partnership for Responsible Minerals (EPRM) directly support regional
projects that enable responsibly sourced minerals from CAHRAs byhelping to implement programs that are consistent with the OECD
Guidance and supported RMI programs.

Examples of projects supported by Intel are: Congo Power, an allianceproviding mining areas with clean power, and RMI-Pact Youth Vocational
Training Program, which aims to provide livelihood alternatives toCongolese youth engaged in mining. Additionally, Intel believes in thelocal socio-economic importance of the artisanal and small-scale mining

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 other companies, industries, governments, and civilsociety. 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 2024, we will continue to identify the highest priority minerals andseek to mitigate risks pertaining to the geopolitical landscape, 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, andrefiners that, based on our due diligence, are in line with current global standards andrespect human rights in every aspect of their practice.

49 Responsible // 2023-24 Intel Corporate Responsibility Report

While Intel’s mineral supply chain due diligence activities are critical forboth enabling compliance and achieving our RISE goals, we also believe in
direct engagement with mining communities to elevate the perspectivesof rights holders, address human rights issues, and effect positive change
in our supply chain. As a complement to our due diligence program, we
have an ongoing program to dedicate resources and work with expert civilsociety organizations to help identify and remedy the challenges of themining communities that source our products.

(ASM) sector in CAHRAs and seeks to assist ASM sites in meeting
downstream compliance requirements through the Better Mining
ASM Mine Monitoring Program in collaboration with RMI and RCS
Global. We are supporters of a sustainable development projectfocusing on ASM copper mining in Peru led by The Copper Mark andAlliance for Responsible Mining. In collaboration with Solidaridad andIMPACT, Intel also supported Esawa, a digital suite of data collection toolsthat include miner incentives. Designed specifically for the ASM sector,
Esawa is expected to create new pathways to track, access, and sharedata 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.

Responsible Mobility
Intel entered the market for automotive engine controllers in 1976,
and since then, the company’s reputation within the auto industry has
continued to grow along with the range and sophistication of technology
produced for the automotive industry. Now, with an eye toward the future,Intel’s responsible mobility RISE technology initiative focuses on collaborating with industry, ecosystem peers, and governments to advance
automotive safety and sustainability globally. In support of this vision, Intel
has worked alongside the industry to solve its toughest challenges in thepivot toward a future that is software-defined, sustainable, and scalable.

roadmap product via the UCIe standard. As the only automotive industry
supplier offering such a capability, Intel is underscoring its commitment
to automotive open platforms for both hardware and software.

In 2023, Intel advanced responsible mobility by continuing tocontribute to standards that improve road safety for automatedvehicles and re-architecting the automotive industry by creating a
new generation of software-defined vehicles (SDVs). To fuel a faster,smoother transition to electric vehicles (EVs) and sustainable SDVs,Intel and SAE International announced a committee to deliver an
automotive standard for Vehicle Platform Power Management(J3311). Intel will chair the committee.

With up to 100 electronic control units (ECUs) in today’s vehicles,
the cumulative energy usage by these components keeps growing
as vehicles become more and more intelligent and connected. As theindustry advances, there is a need for a power management standard
with vehicle-level intelligence for energy management across individual
ECUs to meet efficiency needs. In the same way Intel pioneered theAdvanced Configuration and Power Interface specification for laptops
in the mid 1990s, which helped reduce up to 60% the power consumption of a CPU, Intel is committed to bring better power management
for internal combustion engine vehicles and EVs by introducing a new
standard for vehicle platform power management that benefits theentire automotive ecosystem.

Software-Defined Vehicles. The foundational architecture of themodern vehicle hasn’t changed radically since the early 1960s. Manyof the functions in modern vehicles have been added piecemeal, one
by one, leading to a vehicle architecture that today is technically andeconomically unsustainable. The IT industry long ago moved awayfrom embedded single-function devices and migrated to modern,high-performance computing systems where multiple functions andworkloads run on a single, centralized system taking advantage ofthe power of software. The results have been significant cost andperformance efficiency benefits. Since modern software-defined,
high-performance systems were introduced in the IT industry morethan 20 years ago, IT and other industries that have embraced them
have never looked back.
Using a similar model, Intel Automotive has committed to an open
software architecture for vehicles. Our commitment to openness
extends to our silicon, as well. Customers can use Intel Foundry tointegrate their own custom chiplet into a standard Intel Automotive

50 Responsible // 2023-24 Intel Corporate Responsibility Report

Enabling Energy-Efficient Vehicles. Many modern EV architectures
are based on traditional vehicle designs that used internal combustion
engines, but EVs use an electrical power source instead of a mechanicalone. Often these EV designs include less-energy-efficient multi-cellbatteries similar to those used in laptops in the mid-1990s.

Setting the Standard for Roadside Safety
Introduced in 2017, Mobileye’s1 Responsibility-Sensitive Safety(RSS) model can enable safe, commercial deployment of automatedvehicles at scale, anywhere in the world, via self-driving Mobilityas-a-Service (MaaS) and consumer AVs. RSS formalizes decision
making for safe driving and is based on the need to balance safetywith usefulness by making reasonable worst-case assumptions
about other road users. RSS is designed to be a technology-neutral
approach to automated vehicle safety and provides regulators aroundthe world a transparent way to evaluate the safety performance ofdriverless vehicles.
Intel led an IEEE standards working group to define an open,transparent, and technology-neutral standard for safe decision
making in automated driving. 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 safe behavior
of automated driving systems. In recognition of its novelty andimpact 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.
In 2023, Intel continued to participate in developing standardization
guidelines by providing contributions focused on expanding thescope of IEEE 2846-2022 to complex traffic conditions, as well
as defining a recommended practice that provides guidance for
applying the IEEE 2846-2022 standard to automated driving
systems verification and validation processes.
1

Mobileye completed an initial public offering in October 2022. Intel remains the
majority stockholder and continues to consolidate the results of Mobileye into its
consolidated financial statements.

Responsible AI
Artificial intelligence (AI) is transforming how we live and work, andenabling us to solve new and complex challenges. It is helping save lives
through early cancer detection, giving people with visual impairments
new ways to see, restoring and maximizing agricultural crop health, andempowering people to overcome disabilities in whole new ways.
We believe in the potential of AI technology to create positive globalchange, empower people with the right tools, and improve the life of
every person on the planet—provided we follow a comprehensive
approach to lower risks and optimize benefits for our society. Intel’s
focused work on responsible AI (RAI) began in 2017 and has evolved toinclude structured, rigorous, multidisciplinary processes to advance AI
technology responsibly from development to deployment, consistent
with our Global Human Rights Principles and Approach. We remaincommitted to implementing leading processes founded on international
standards and industry best practice, aligned with the rapidly evolving
global AI regulatory landscape.
We saw rapid advancement in AI innovation in 2023, with generative
AI technology at the forefront. Intel’s goal is to support all AI models,
including generative AI, with responsible perspectives and principles.
We now have a greater opportunity to responsibly use generative AI to
improve people’s efficiency and creativity. Intel’s Trusted Media teamworks to build generative AI applications with humans in mind, striving
to create AI that improves people’s lives while limiting harm—withresponsibility at each step of the process, not just at the end.
In 2023, we shared additional details publicly about our RAI strategy,
which is centered along four pillars that represent what we consider
the most effective ways for Intel to leverage its place in the AI value
chain, help drive meaningful progress, and scale these efforts broadly:internal and external governance, research and collaboration, products
and solutions, and inclusive AI.

Internal and External GovernanceMembers of our multidisciplinary Responsible AI Advisory Council (RAI
Council) are responsible for conducting a rigorous review throughout
the lifecycle of an AI project. The RAI Council has a diverse composition

51

Responsible // 2023-24 Intel Corporate Responsibility Reportthat brings a balanced and equitable approach to our AI risk assessment
process. The goals are to assess potential ethical risks within AI projects
and address those risks as early as possible.
In 2023, we engaged with diverse business groups and improved our
processes to make it easier and more efficient for development teams
to engage with the RAI Council. We also started working with our supply
chain responsibility organization to accelerate progress in addressing
the human rights of global AI data enrichment workers—those who
perform tasks such as data annotation, data cleaning, and human review
of algorithmic outputs. Moving the global ecosystem forward on thisissue will require industry-wide efforts and leveraging our two decadesof experience tackling issues like conflict minerals and forced labor.
RAI Council members provide training, feedback, and support to ourdevelopment teams and business units to provide for consistency andcompliance to our principles across Intel. We continue to evolve ourthinking and approach, and iterate based on insights from key learnings.
The RAI Council’s internal work is based on seven principles:
1. Respect Human Rights: Development, use, and implementationof AI should proactively contemplate and respect the human rights
of all relevant rights holders. Intel approaches this in alignment with
our Global Human Rights Principles and Approach and relevantinternational frameworks such as the United Nations Guiding
Principles on Business and Human Rights and Organization for
Economic Cooperation and Development Guidelines forMultinational Enterprises on Responsible Business Conduct.
2. Enable Human Oversight: To enable human controls throughout thelife cycle of an AI system, the needs of various stakeholders should be
supported. Developers should seek to train AI systems with the appropriate feedback and oversight, while users and interested parties
should assess the outputs of these systems and be able to intervene
when needed.
3. Progress Transparency and Explainability: To promote responsible
development and use across the AI value chain, developers should
strive to provide comprehensive information, including things like:recommended uses, potential harms, and best possible explanationsof system behavior for all stakeholders; documentation detailing how
AI systems were trained and tested, information on training sets andthe results of bias testing; and access to resources for stakeholders
that enable them to address concerns regarding system performance.
4. Advance Security, Safety, and Reliability: Intel prioritizes security,
safety, resistance to tampering and reliability in the development of AI
products. We strive to limit the application of Intel AI products to theirintended use. Intel utilizes “security by design” development principles
consistent with our Security First Pledge and Cybersecurity Public
Policy, in addition to the “safety by design” development principles
consistent with our commitment to Product Quality and Reliability.
5. Design for Privacy: AI applications utilize large amounts of data, so
respecting the privacy and security of personal information must
be prioritized. Consistent with Intel’s Privacy Notice, Intel supports
privacy rights by designing our technology with those rights in
mind, including being transparent about the need for any personal
data collection; allowing user choice and control; and designing,developing, and deploying our products with appropriate guardrails
to protect personal data.
6. Promote Equity and Inclusion: Whether building stand-alone products
or working with customers and partners to bring new AI capabilities
into the world, Intel is committed to building inclusivity into every
step in the value chain. Intel strives to look at all aspects of AI withan inclusion lens, from the diverse backgrounds of developers inaccordance with our Diversity and Inclusion Policy, to datasets,
models, and intended and unintended uses. We take action to
mitigate potential biases and communicate with stakeholders tomake it easier for them to do the same.
7. Protect the environment: AI can consume significant amounts ofenergy and require substantial use of materials. Intel strives to develop,
deploy, and use AI consistent with Intel’s environmental stewardshipcommitments by considering the decarbonization and efficiency of
AI solutions throughout their lifecycle, and focusing on hardware andsoftware development that accelerates the transition toward a lowcarbon, low-waste future. Read this blog for more information.

Externally, as part of the Intel® Digital Readiness program, in 2023, welaunched our first 16-week/64-hour “Applied Ethics for AI” and “AI for
Sustainability” course curriculum to further promote responsible AI
skills for developers and AI users. We also debuted the Digital Trust for
All program with Miami-Dade College to educate users on cybersecurity
principles, safety, and digital responsibility.

Research and Collaboration
We continue to collaborate with academic organizations across theworld to conduct research in key areas where we believe we can havethe greatest impact: privacy, security, human/AI collaboration, trust,AI sustainability, explainability, and transparency. We value ourengagement in the MLCommons® AI Safety Working Group, theAI Alliance, Partnership on AI work groups, Roundtable on Human
Rights and AI, and other multi-stakeholder initiatives as opportunities
to make progress more quickly on new and emerging challenges andto share best practices.
In 2023, we launched new internal and academic research focused on
several RAI priorities, including safety, trusted media, and environmental
sustainability. One innovative example is carbon-aware workloads research,which includes designing tools to empower machine learning developers
to decarbonize their work, whether through “grid-adaptive” AI training,recommendations about resource utilization, or even simply ensuring thatdevelopers have access to emissions predictions before they decide whento train. This effort will help solve the current gap between corporate
net-zero goals and the immediate incentives that AI researchers anddevelopers experience. Read more in this journal article.
Another research example proposes a novel approach to combat
deepfake satellite imagery, which creates significant risks like eroding
trust in surveillance and masking or falsifying military activities. Intel iscollaborating with Dr. Umur Ciftci from Binghamton University on thisresearch, which has shown promising results to date, with accuracy
rates ranging from 92-99%. For more details, read this paper. Additional
research collaborations with Dr. Ciftci include My Face My Choice, whichenables users to appear only in photos they approve in social media.
My Face My Choice goes well beyond current tagging systems andreplacing unapproved faces in photos with quantitatively dissimilar
deepfakes. Other research with Dr. Ciftci includes My Art My Choice,which combats GenAI that leverages artwork not authorized by creators
by generating “protected” versions of images.
Intel and Georgia Tech have been leading DARPA’s Guaranteeing AI
Robustness Against Deception, a four-year program focusedon trustworthy AI. The program challenged performers to design
mitigations against AI system vulnerabilities like evasion and poisoning
attacks. We showed that these vulnerabilities exist in the real world
and improved the methodology for understanding them by using
simulation. We delivered several innovative solutions to help train amodel with adversarial examples to improve its robustness andresilience against evasion attacks. One solution used a generative AI
model to filter images and show that we can mitigate adversaries thatcause hallucinations. We showed these solutions at Intel Vision andInnovation 2023 events. We also open-sourced a modular adversarialrobustness toolkit as a unified framework that enables users to easily
compose novel attacks and defenses for robust and resilient deeplearning models.
In addition, we established the Intel Center of Excellence on Responsible
Human-AI Systems (RESUMAIS). The multiyear effort brings together
four leading research institutions, including three in Germany: DFKI, theGerman Research Center for Artificial Intelligence; the FZI ResearchCenter for Information Technology; and Leibniz Universität Hannover;
and one in Spain, the European Laboratory for Learning and Intelligent
Systems (ELLIS) Alicante. RESUMAIS aims to foster the ethical anduser-centric development of AI, focusing on issues such as fairness,
human/AI collaboration, accountability, and transparency.

AI Research Projects and Collaborations
Examples of Intel’s involvement in key areas of AI include workwith these groups:
The AI Alliance
AI-Ready Workforce with Jobs for the Future
Business Roundtable on Human Rights & AI
Data Systems and AI Lab at MIT
Guaranteeing AI Robustness Against Deception DARPA program
Information Technology Industry Council AI Futures Initiative
MLCommons® AI Safety Working Group
National Institute of Standards and Technology
National Science Foundation National Artificial
Intelligence Research Institutes
OECD Expert Group on AI Risk & Accountability
Ohio State University Data Ethics Working Group
Partnership on AI
Private AI Collaborative Research InstituteResponsible Innovations Lab
Trusted Media

52 Responsible // 2023-24 Intel Corporate Responsibility ReportGlobal Standards and Initiatives
We are committed to advancing AI technology responsibly by contributing to the development of principles, guidelines, best practices, andstandards. Some examples include The Coalition for Content Provenance and Authenticity (C2PA), focusing on addressing content ownership
online and advancing interoperable content authentication technology; and the Confidential Computing Consortium, focused on securing andenhancing privacy of data in use.
We participate in the development of international standards to harmonize concepts and guidance for secure and trustworthy AI across theglobal AI ecosystem. These international standardization efforts, such as those under ISO/IEC JTC 1 SC 42, serve an important role in supporting
global AI policies. Our contributions to these international standardization efforts reflect the latest advancements in technology development
and RAI research. We are also contributing to initiatives led by the US National Institute of Standards and Technology (NIST), including the
AI Risk Management Framework, which informs US practices and advances global standards efforts.

Products and Solutions
We develop platforms and solutions to make responsible AI pragmaticand manageable for developers. We create software tools to ease theburden of responsible AI development and explore different algorithmic
approaches to improve privacy, security, and transparency and to reducebias. We do this by conducting ethnographic research to understandpain points and how to address those appropriately. We made progressin 2023, releasing new open source explainability tools like Model Card
Generator, which allows users to perform quantitative analysis on
performance and fairness metrics across groups to promotetransparency and accountability.

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 and inclusive. We
believe that the AI technology domain should be developed and informedby diverse populations, perspectives, voices, and experiences. We are

involved in multiple efforts aimed at creating inclusive AI, including theAlliance for Global Inclusion and the Pledge for Gender Fair AI. In linewith our mission to bring AI skills everywhere, as part of the Intel® Digital
Readiness Programs, we released new AI content to promote skills
development across traditional industry sectors as part of the Intel®
AI for Future Workforce program, including courses in agriculture,
manufacturing, and more.
We strive to be transparent about our position and practices so we
can address shared challenges and improve our products and theoverall industry. We continue our active engagement in forums like theBusiness Roundtable on Human Rights and AI, Global Business Initiativeon Human Rights, and the Partnership on AI to learn from our peers andestablish ethical, moral, and privacy parameters so we can expand ourthriving AI business.

AI in the Service of Humanity
Intel Fellow Lama Nachman has led Intel’s RAI work since its
inception. She and her team of researchers are working on
optimizing human-AI collaboration. Learn about her perspectives
on RAI by reading this editorial or watching this video.

“We are focused on human AI
collaboration and the relentless pursuitof developing human-AI systems that
amplify human potential, forging abrighter path for how we live, work, andlearn. At the same time, AI systems
continue to improve and become more
resilient as a result of the collaboration
with users. AI should really be in serviceof humanity.”—Intel Fellow Lama Nachman, who lead’s Intel’s RAI work

53 Responsible // 2023-24 Intel Corporate Responsibility Report

Revolutionizing Health and Safety Through Technology
In 2023, we advanced our work to revolutionize health and safety
through technology by participating in innovative collaborations, scaling
AI and federated learning in health care, and improving health equity.
We also deepened our engagement around AI safety and invested in
new workplace safety technologies.

Healthcare
Technology-enabled brain tumor detection. Cancer research is oneof the most impactful uses for AI today, but bringing AI-driven researchto scale is difficult due to patient data confidentiality. In 2023, Intel Labs
continued to collaborate with a leading medical university to devise anovel solution with the help of federated learning. This international
collaboration brought an unprecedented 71 institutions across six
continents together through a decentralized system using federated
learning (FL) and Intel® Software Guard Extensions (Intel® SGX).
Using this model, organizations gain the value of patient data withoutcompromising privacy. The result: a 33% improvement, up from
30% in 2022, in brain tumor detection based on MRI scans from morethan 6,300 patients. Other healthcare researchers can immediately
benefit from this study through Intel’s open-source OpenFL project,which enables anyone to deploy their own FL applications with Intel SGX.
“I am honored to be working alongside medical AI researchers. Seeing
our technology empower their efforts toward the common good excites
me for the future of federated learning,” says Micah Sheller, Intel Labs’
Senior Researcher.
Building on this research, in 2023, we advanced progress on the
responsible evaluation of AI learning models as part of safe and effective
healthcare delivery. Intel joined with MLCommons’ MedPerf to build
a platform that was launched in neuro-oncology using FL to develop
the next standard for evaluating brain tumor treatments.
Screening for throat cancer in seconds. Intel spent the past year
collaborating with FarEasTone Telecom and Taiwan-based hospitals tobuild more accurate AI models to develop an app to recognize signs oflaryngeal cancer. A patient vocalizes for two to three seconds into the app
on a smartphone, and then AI, in combination with Intel-based hardware
and software, compares the voice against scores of trained data and runs
54 Responsible // 2023-24 Intel Corporate Responsibility Report

the results through complex algorithms. The diagnostic results—
exceeding 80% accuracy—are returned seconds after the voice has
been recorded. All data is anonymized to preserve patient privacy. The
AI used is built on 4th Gen Intel® Xeon® Scalable processors, FPGA
accelerators, and two open-source software tools: Intel’s OpenVINO™
Toolkit and OpenFL.
Increasing health equity. Despite the US having one of the mostrobust and high-quality healthcare systems in the world, marginalized
communities are often disproportionately impacted by disparities inhealthcare. An example of this inequity is found at Brooklyn Center—oneof Minnesota’s most diverse municipalities—where impacts of COVID-19,
along with limited primary, dental, mental, maternal, and other formsof healthcare have exacerbated trauma. In 2023, Intel, healthcare
solutions provider Henry Schein, and Blue Cross and Blue Shield ofMinnesota collaborated to enhance healthcare access by developing apilot program delivering cutting-edge telehealth solutions to community
centers, places of worship, and homes in Brooklyn Center. The solution
integrates next-generation decision support enriched by AI and machinelearning, enhanced diagnostics, and the data analytics necessary toenable precise decision-making. Results of similar telediagnostic pilot
programs show incredible promise, with a greater than 86% reduction in
emergency room visits and 50% faster access to care for patients.
Improving global pediatric healthcare. Pediatric expertise is both
scarce and increasingly centralized, leaving many rural areas without
access to pediatric specialists. The goal of the Pediatric Moonshot,
led by the Dr. Timothy Chou, is to address the pressing issue of
healthcare inequity for children worldwide. The concept is simple
yet transformative: Connect 1 million medical machines across 500
children’s hospitals globally, enabling clinical experts to reach patientsbeyond their immediate geographical areas and collaborate seamlessly
in real time.
In 2023, Intel began making this vision a reality. In collaboration with
Dr. Chou, Intel’s Health Solutions Team provided the tools necessary tosupport privacy-preserving compression, communication, and viewingof medical data across the medical machines globally. Subsequent

stages in the Moonshot will explore how FL can train diagnostic AI
models to help enable more meaningful diagnostic results for rarediseases in underrepresented populations and improve healthoutcomes for children around the globe.

SafetyWorking to mitigate the societal risks of technology. Responsible
training and deployment of large language models and tools are ofutmost importance in helping to mitigate the societal risks posed bypowerful technologies. Intel has long recognized the importance of the
ethical and human rights implications associated with the developmentof technology, especially AI. In 2023, Intel joined the MLCommons AI
Safety Working Group, a team of leading AI industry and academia
experts focused on establishing standard AI safety benchmarks thatwill guide responsible AI development. As a founding member, Intel willcontribute its expertise and knowledge to help create benchmarks thatmeasure the safety and risk factors of AI tools and models.
Intel Capital supports workplace safety startup. In December 2023,
Intel Capital, Intel’s global investment organization, led a $10 million
funding round for TuMeke, developer of a computer vision platformthat automatically assesses injury risk in manufacturing facilities. Using
TuMeke, safety staff can take a video on their smartphone and thenreduce the identified risk of a job in minutes. The solution’s AI system
combines the best in computer vision and ergonomics to help users
redesign jobs or retrain workers. TuMeke’s suite of products helps
companies assess ergonomic risk 12 times faster than traditional
techniques, driving forward TuMeke’s mission of eliminating workplacemusculoskeletal injuries.

Inclusive
Diversity, equity, and inclusion have long been Intel’s core values and are 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 address
discrimination and inequities impacting our employees and our communities. We are intensifying
actions to advance our RISE goals, which, in line with market availability, include increasing thenumber of women and underrepresented minorities in senior leadership, the representation of
women in technical roles, and the 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
Top score for disability inclusion
Intel earned a top score of 100 on the Disability Equality Index by Disability:In and the American
Association of People with Disabilities. The recognition also named Intel one of the best places towork for disability inclusion.

27,000+ Employee Resource Group, Leadership Council, and Affinity Group members
Our 47 Employee Resource Groups (ERGs), Affinity Groups, and Leadership Councils help drivecommunity and inclusion at Intel. Our communities are formed around shared attributes and goals,
and are open to anyone and everyone, with the opportunity to opt in or out at every employee’s
discretion. In 2023, ERGs held 889 events, with an average satisfaction rating of 96%. Approximately
1 ,500 Intel leaders on eight Leadership Councils serve as role models, helping to guide and mentor
ERG members.

20% Intel Capital investments in diverse start-ups
Intel Capital, our venture capital organization, continued its commitment to helping build a diverse
technology industry, with 20% of its 2023 venture stage dollars committed to technology start-ups
led by diverse leaders.

55 Inclusive // 2023-24 Intel Corporate Responsibility ReportInclusive: Our Approach
For more than a decade, we have taken actions to integrate diversity
and inclusion expectations into our culture, performance management
systems, leadership expectations, and annual bonus metrics. We seek
to transparently report our representation and pay equity data to holdourselves accountable and encourage action by others. We believethat diversity and inclusion are instrumental in driving innovation anddelivering 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.
Since 2019, we have achieved gender pay equity globally andrace/ethnicity pay equity in the US. We are proud of what we haveaccomplished to date, but we believe we can still achieve more,
including beyond the walls of Intel.

We know that today's greatest challenges
require a shared commitment to a plan andmeaningful action to advance inclusion andsocial equity. That is why we committed ourscale, expertise, and reach and launched theAlliance for Global Inclusion in 2021 with thegoal of creating and implementing an Inclusion
Index with unified goals and metrics. Throughthe Alliance, we work with a broad range ofstakeholders on initiatives that expand thediverse pipeline of talent for our industry. The
Alliance is making a difference by documenting diversity, equity, and inclusion trends andbest practices on a global basis. For more, see“Building a Diverse Technology Industry.”

Our RISE strategy and goals set our global ambitions for where wewant our company to be in 2030. We intend to continue to advanceinclusion in our workforce using a holistic approach toward representation, pay equity, and strengthening our inclusive and accessible culturethat enables employees to develop and progress in their careers acrossall levels. In 2023, we changed the way that we reflect our inclusive
workforce goals by focusing on percentages rather than absolute
numbers. For transparency, we have continued 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 our workforce 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 include increasing our annual spending with diverse-owned
suppliers to $2 billion by 2030—a goal we reached for the first time in2022. We also work with others to expand and enable inclusive sourcing
practices across the industry.

Global Challenge:
Make technology fully inclusive and expand digital readiness.
Technology Industry Initiatives:
Inclusion Index. Drive full inclusion and accessibility across the technology industry
by creating and implementing an inclusive leader certification program and a Global
Inclusion Index with common metrics to advance progress.
Inclusive Pipeline. Expand the inclusive pipeline of talent for our industry through innovative
global education initiatives and STEM programs for girls and underrepresented groups.
Product, Operations, and Supply Chain Goals:

1

Prior to a 2023 update, this goal language was: “Double
the number of women and underrepresented minorities
in senior leadership roles.“2

In 2023, we augmented our 2020 milestone goal to“Accelerate US representation of African American
employees at senior, director, and executive levels by
30% by the end of 2023“ by revising our objective to“Achieve 5% representation of Black/African American
employees in senior, director, and executive roles within
the US by 2030.“

3

56 Inclusive // 2023-24 Intel Corporate Responsibility Report

2030 RISE: Inclusive Goals, Initiatives, and Global Challenges

Prior to a 2023 update, this goal language was“Advance accessibility and increase the percentageof employees who self-identify as having a disability
to 10% of our workforce.“

Senior Leadership. Achieve 25% representation of women in senior leadership roles(globally) and achieve 12% representation of URMs in US senior leadership roles.1
Achieve 5% representation of Black/African American employees in senior, director,
and executive roles in the US.2
Technical Roles. Exceed 40% representation of women in technical positions.
Inclusive Leadership. Ensure that inclusive leadership practices and accountability areembedded in our culture globally by creating and adopting an inclusive leader certification
program.
Accessibility and Disability Inclusion.3 Achieve 10% representation of employees witha disability in our global workforce by 2030.
Supplier Diversity. Increase global annual spending with diverse suppliers by 100%
(to $2 billion).

Inclusive Workforce
We continue to work toward ensuring employees have a voice andcreating a sense of belonging, which in turn will allow Intel to be moreinnovative, 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 oninnovation 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 seek to drive further advancement in
the representation of women in technical positions and women andunderrepresented minorities (URMs) in leadership positions atIntel 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 to both celebrate
progress and identify key areas for action and improvement. In 2023,
we continued our focus on hiring, retention, career development, andprogression for all employees, including women and URMs. In 2023,
1,515 women and 466 URMs held senior leadership positions. While therepresentation of senior leaders who are women and URMs increasedslightly as a percentage in 2023, the absolute numbers represented aslight decline from 2022. Technical representation of URMs and women
increased slightly. Additionally, the representation of Intel US employees
who identify as having one or more disabilities increased from just below
5% in 2022 to 5.3% in 2023. The percentage of employees who identify
as veterans dropped slightly—from 7.1% in 2022 to 7.0% in 2023. Our
global representation of technical women increased from 24.7% in 2022
to 25.0% in 2023. We remain steadfast in our efforts to build a diverse
workforce that represents our world. We recognize that this will require
persistence and a long-term, sustainable strategy.

Women at Intel – Global Data1

US Workforce Representation Data1

Positions

2021

2022

2023

Group

2021

2022

2023

Board of Directors

40.0%

42.0%

42.0%

Women

25.8%

25.9%

25.9%

Executives

20.7%

18.9%

18.8%

Men

74.2%

74.1%

74.1%

Senior Leadership

18.6%

18.9%

19.0%

URMs2

16.1%

16.8%

17.0%

Senior

21.7%

22.6%

22.9%

URMs in Senior Leadership

7.8%

8.1%

8.2%

Experienced

31.3%

32.0%

32.3%

URM Women

3.8%

4.1%

4.1%

Entry-Level

36.5%

36.5%

36.4%

White

44.1%

42.6%

41.7%

All Global Employees

27.7%

28.1%

28.1%

Asian

36.3%

36.2%

36.6%

Technical

24.3%

24.7%

25.0%

Hispanic/Latinx

9.3%

10.9%

11.4%

Non-Technical

54.4%

55.2%

56.2%

Black/African American

4.9%

5.1%

4.9%

Native American

0.9%

0.8%

0.8%

Pacific Islander

0.4%

0.4%

0.5%

Disabilities

3.8%

4.9%

5.3%

7.2%

7.1%

7.0%

2.2%

1.9%

0.5%

1.8%

2.1%

2.2%

1

Undesired Turnover
Group

2021

2022

2023

Global Overall

5.6%

5.6%

5.6%

Global Women

5.3%

5.1%

4.8%

US Women

6.0%

5.4%

3.7%

Global Men

5.7%

5.8%

5.8%

US URM2

4.9%

4.9%

4.9%

US Hispanic/Latinx

4.6%

4.6%

4.7%

US Black/African American

5.8%

5.9%

5.3%

US Native American

2.8%

2.8%

5.0%

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

57 Inclusive // 2023-24 Intel Corporate Responsibility Report

Veterans
Two or more
Other

3

1

2023 data as of December 30, 2023; 2022 data as of December 31, 2021; and 2021
data as of December 25, 2021. “Executives” refers to salary grades 12+ and equivalent
grades. “Senior Leadership” refers to salary grades 10+ and equivalent grades. “Senior”
refers to salary grades 8-9 and equivalent grades. “Experienced” includes salary grades
6 to 7 and equivalent grades. “Entry-Level” refers to salary grades 2 to 5 and equivalent
grades. While this data represents women and men, we acknowledge that this is not fully
encompassing of all gender identities. See information about our self-identity initiatives
related to our LGBT+ employees later in this section. “Other” includes unknown, declined,
not specified.

2

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

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

2030 Goal: Representation in
Senior Leadership

Raising the BarIntel’s ambitious goals are designed to continue to raise the barfor ourselves and the industry to deliver greater value throughcorporate responsibility excellence. We expect to achieve thosegoals by strengthening our systems, processes, and programs
to drive diversity, equity, inclusion, and accessibility throughout our workforce. To the right are descriptions of three of ourworkforce inclusion goals and progress we made in 2023. Readabout our other inclusion goals in “Accessibility and Disability
Inclusion” and “Supplier Diversity and Inclusion.”

Description. Achieve 25% representation of women in seniorleadership roles and achieve 12% representation of URMs in US
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 seniorleadership roles as of April 30, 2020.5
Progress in 2023. In 2023, we surpassed our annual milestone
goal of 18.9%, ending the year at 19.0%, or 1,515 women in seniorleadership roles across the globe. We took on and exceeded a flat
milestone goal and established plans in readiness for incremental
goals in the upcoming year. We made progress in our representationof US URM senior leaders, which increased from 8.1% in 2022 toover 8.2% in 2023.
Looking Ahead. 2023 was a challenging year. Our commitment toour long-term goals remains unchanged, but internal and externalbusiness conditions and the steps we have taken to respond will
also impact our ability to make visible gains in the coming years.
In 2024, we aim to strengthen our current momentum, focus on
retention, and leverage hiring opportunities to attain our shortand long-term goals.

2030 Goal: Women in Technical Positions
Description. Exceed 40% representation of women intechnical positions.
Baseline. 24.9% of technical roles were held by women globally
as of April 30, 2020.5
Progress in 2023. At the end of 2023, 25.0% of technical roles
were held by women, an increase from 24.7% at the end of 2022.
Looking Ahead. In 2024, we will continue to focus on increasing
representation through ongoing education and outreach programs,
particularly at new manufacturing sites where Intel previously had
no presence. We are investing in local schools as we aim to connect
community members with work in technical roles at Intel. In 2024,
our corporate-level Annual Performance Bonus related goal is tomaintain 18% global hiring rate of our non exempt women into ourtechnical roles. This is a shift in our strategy to enable more
opportunities for women to support our manufacturing facilities.

2030 Goal: Disability Self-ID
Description. Achieve 10% representation of employees witha disability in our global workforce by 2030.6
Baseline. 1.4% of Intel’s global workforce and 2.9% of Intel’s US
employees self-identified as having a disability as of December
2020.758 Inclusive // 2023-24 Intel Corporate Responsibility Report

4

Prior to a 2023 update, this goal language was “Double the number of women andunderrepresented minorities (URMs) in senior leadership goals.” With a focus onpercentages rather than absolute numbers, the updated goal language reflects ourcommitment to industry best practices, market availability alignment and helps us
to continue to advance our workforce representation. For transparency, we intend tocontinue to report progress to goals using both percentages and absolute numbers.

5

We selected the April 30 baseline to align with the completion of our annual
performance review process and promotion cycle.

6

Prior to a 2023 update, this goal language was, “Advance accessibility and increase thepercentage of employees who self-identify as having a disability to 10% of our workforce
by 2030.”

7This baseline has been updated to clarify the global versus US baseline percentages.

Progress in 2023. At the end of 2023, 2.4% of Intel’s global
workforce and 5.3% of US employees self-identified as having adisability, a year-over-year increase from 2.2% and 4.9% at theend of 2022, respectively.
Looking Ahead. In 2024, we will expand the use of ourdisability self-identification tool to countries outside of theUS, and will conduct a global self-identification awarenessand marketing campaign.

Pay Equity
At Intel, we strive for an inclusive and fully engaged workforce that isreflective of the best and brightest talent in our industry. Since 2019, we
have achieved gender pay equity globally and we continue to maintainrace/ethnicity pay equity in the US. We maintain pay equity by closing
the gap in average pay between employees of different genders orrace/ethnicity in the same or similar roles after accounting for legitimate
business factors that can explain differences, such as location, time at
grade level, and tenure.
Intel’s legal and human resources teams work with third-party experts
using established statistical modeling techniques to monitor andadvance 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 heart of our culture.
We have taken actions to integrate our inclusion expectations into ourpolicies, performance management systems, leadership expectations,annual bonus metrics, and employee surveys.
The Intel Code of Conduct and Intel Global Human Rights Principles andApproach set out our commitment to nondiscrimination and to provide
a workplace free of harassment. We have redesigned our employee
performance management system and leadership promotions process
to focus on results delivered, as well as how those results are achieved,
through alignment with Intel’s values and commitment to inclusion.
Our ongoing efforts to create an inclusive culture have several aspects.
Recognizing that inclusion is a skill, we continue to invest in tools
and training to enable all employees to practice it daily. Offerings
include Inclusion@Intel, an enterprise-wide portal with bite-sized
resources, and a thriving Viva Engage community with some 65,000
monthly interactions.
Our Inclusive Leaders program is designed to equip managers andemployees to play leadership roles in growing Intel’s inclusive culture
and fostering leadership skills needed to build diverse and inclusive,high-performance teams.
59 Inclusive // 2023-24 Intel Corporate Responsibility Report

Inclusive Hiring Practices. We have developed a set of best practices
and training to help mitigate the influence of unconscious bias in thehiring process. These practices include posting of formal requisitions
for the majority of internal positions, using impartial descriptions ofqualifications for open jobs, providing diverse slates of candidates
for hiring managers to engage with, and encouraging managers toassemble diverse interview panels to engage with candidates. In 2023,
we refreshed our required “Inclusive Hiring” training for our global hiring
managers. This training was created to help standardize our hiring
approach and to enable managers to role model inclusive hiring practices.

Linking Compensation to Diversity
and Inclusion Goals
Since 2008, we have linked a portion of our executive andemployee compensation to corporate responsibility metrics,
including those related to diversity and inclusion. The 2023
inclusion goals included women representing 30% of technical,
salaried early career8 hires; increasing by another 10% therepresentation of Black/African American employees in senior,director, and executive-level roles in our US workforce (to3.69%); and advancing toward our goal of $2 billion in annual
spending with diverse suppliers. We exceeded our 30% hiring
goal for women in technical global, salaried early career roles,
closing the year at an over 31% hiring rate. We fell short of ourgoal to reach 3.69% representation of Black/African American
senior, director, and executive-level representation, ending theyear with 3.21% representation. Lastly, we spent $1.6 billion withdiverse-owned suppliers, meeting our annual goal of $1.6 billion
following a record year in 2022, when we first exceeded our2030 $2 billion ambition. For more information, see our 2024
Proxy Statement, “Supplier Diversity and Inclusion” later in thissection, and the Sustainable section of this report.
8

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

Inclusive Awards and Recognitions
In 2023, Intel received the following awards related toour inclusion leadership:• American Association of People with Disabilities
and Disability:IN. Disability Equality Index – top score of 100• World Benchmark Alliance. Digital Inclusion Benchmark• Bloomberg. Gender Equality Index• Alliance for Global Inclusion. Global Inclusion Index• Religious Freedom & Business Foundation. #1 Corporate
Religious Equity, Diversity & Inclusion Index• Seramount. Inclusion Index• Hispanic Association on Corporate Responsibility.
Corporate Inclusion Index – Governance and Employment:
5-Star companies• American Indian Science and Engineering Society.
Top Workplace for Indigenous STEM Professionals• HITEC. 100 Most Influential Hispanics in the Technology Industry• Human Rights Campaign. Corporate Equality Index – 100%, Best
Place to Work for LGBTQIA+ People – Intel Brazil, Best Places toWork for LGBTQ+ Equality – Intel Mexico• VETS Index. 3-Star Employer• Seramount. Best Companies for Multicultural Women• Newsweek. America’s Greatest Workplaces for LGBTQ+.

Leadership Councils and Employee Resource Groups
We offer 39 Employee Resource Groups (ERGs) and Affinity Groups,
and eight Leadership Councils that connected more than 27,000
employees in 2023. Some 23% of our employees are membersof ERGs, and approximately 10% of our employees are members ofmore than one ERG.
Leadership Councils. Our Leadership Councils include more than 1,500
Intel leaders who serve as role models of leadership and championsof the company’s ERG members and initiatives, helping to guide andmentor 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 LeadershipCouncil, Intel Disability Leadership Council, Intel Latinx LeadershipCouncil, Intel Native American and Pacific Islander Leadership Council,
Intel Network of Executive Women, Intel Veteran Leadership Council,
Out and Ally Leadership Council, and Senior Women’s Community hostsponsorship programs to help support and advance leaders within theirrespective communities, while driving business results. LeadershipCouncil members are usually at the director or principal engineer level orabove. A sponsor at the executive or senior vice-president level supports
each council.
ERGs and Affinity Groups. Intel’s ERGs and Affinity Groups areorganized around race, national origin, gender identity, parenthood,disability, education, faith and beliefs, and other common affinities. We
encourage employees to participate in ERGs and Affinity Groups beyond
their personal affinities to build relationships with a wider communityand exchange learnings; allies are welcomed and encouraged. ERGs andAffinity Groups can serve as powerful networks, offering opportunities
for personal and professional development, access to mentors, and volunteer activities that facilitate teamwork and build camaraderie. Getting
involved with ERGs or Affinity Groups offers employees many benefits,
including building networks, gaining leadership skills, learning aboutother business groups at Intel, mentorship programs, and growing skills
and leadership experience. These experiences help employees growtheir skills and build 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, and help us reach our
RISE goals.

60 Inclusive // 2023-24 Intel Corporate Responsibility Report

Employees who are members of at least one ERG, Affinity Group, orLeadership Council see a progression rate of 1.3% higher than employees
who are not members and a retention rate of 2.75% higher. The 889
ERG events held in 2023 had an average satisfaction score of 96%. In
our 2023 Employee Inclusion Survey, 73% of employees engaged in
ERGs reported that the groups help them develop at Intel throughnetworking, career development, mentorship, or sponsorship. In addition,
62% reported that ERGs provide a sense of community or support thathelps them stay at Intel.
We have provided social crisis response to our Leadership Councils,
ERGs, and Affinity Groups for a number of years by offering support
through several mechanisms. In 2022 we formalized our social crisis

response into a structured process and in 2023 we continued our
response using these more formalized processes to provide a valuable
support mechanism to our entire employee base.
In 2023, we combined Intel’s annual ERG conference with the Alliancefor Global Inclusion’s Power of All conference, providing an opportunity
for the 750,000 employees of Alliance for Global Inclusion’s member
companies to participate and better understand the positive impact thatdiversity and inclusion have on business, retention, and engagement of
employees. The conference allowed us to expand our reach, influence,and impact while showcasing Intel as an industry leader in diversity,
equity, and inclusion. For more about the Alliance, see “Building a
Diverse Technology Industry” later in this section.

Intel 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 toinclude and empower every employee to embrace a sense of belonging.
Agnostics, Atheists, and Allies at Intel

Intel Filipino Employee NetworkIntel Pride

American Veterans at Intel

Intel French Speakers NetworkIntel Russian-Speaking Employee GroupArabs at Intel Community

Intel Hindu NetworkIntel Sikh Employee Group

Asian Cultural Integration

Intel India Employee GroupIntel Taiwan Network

Baha’i Intel NetworkIntel Iranian Employee GroupIntel Vietnamese Group

Employees X-Site Together Embracing
Diversity Community

Intel Irish Network

India Veterans at Intel

Intel Jewish Community

Network of Intel African Ancestry

Intel Korean Community

NextGen Professionals NetworkIntel Latinx Network

Pacific Islanders of Intel

Intel Muslim Employee Group

Partners for Inclusion and Equity

Intel Native American Network

Turkish Employee Network at Intel

Intel Nepali Group

Women at Intel NetworkIntel Armenian SocietyIntel Bangladesh Association
Intel Bible-Based Christian NetworkIntel Chinese Employee NetworkIntel Disability and Accessibility NetworkIntel Doctorates Leadership ForumIntel Eastern European Balkanika GroupIntel Pakistani Employee GroupIntel Parents Network

Employee Surveys
Through our regular Employee Experience Survey (EES), employees
can voice their perceptions of the company and their work experience,
including their views on our diversity and inclusion performance andculture. For the third consecutive year, we deployed our Employee
Inclusion Survey (EIS), which helps us gain a deeper understandingof how different employee populations experience inclusion at Intel,
identify opportunities for improvement, and better understand root
causes of any systemic issues and how to address them. Employees
from 52 countries were invited to participate. We shared results with
employees and enabled them to ask questions about actions.
Employee Experience Survey results. In our 2023 EES, our culture
scores held strong, reflecting our culture journey over the past several
years. The highest-scoring questions related to inclusion, respect, andthe link between employees’ work and Intel’s strategy. 91% of responding
employees reported, “I am treated with dignity and respect at work” and90% reported, “Intel creates and environment where people of diverse
backgrounds can succeed.”Intel’s overall favorability score was 81%, which is very high for employee
surveys, and we had a strong 79% participation rate and more than
100,000 voluntary respondents. This represents a year-over-year
decline from 2022’s highest recorded favorability score of 85%, but it
is in line with our 2021 results, which were a marked improvement overprior years. Results indicate that we need to do a better job building
belief in Intel’s future and ensuring trust in leadership. While we still havework to do to return to the historically high scores from 2022, employee
feedback provides leaders with a solid source of data on which to focus
our efforts, build belief in our future, and drive our transformation.
Employee Inclusion Survey results. 89% of employees who participatedin our 2023 EIS reported, “Intel provides a safe and inclusive workplace
for people like me.” However, a wide range of experiences reported bydifferent demographic groups indicates that we can continue to improve
the inclusivity of our culture.

61

Inclusive // 2023-24 Intel Corporate Responsibility Report

Two new statements were included on the survey in 2023: 78% of
responding employees agreed with the statement, “I feel my voice isvalued at Intel,” and 77% of responding employees agreed with thestatement, “The unwritten norms and workplace practices at Intel support
people like me.” The new data provides Intel with the opportunity toaddress perceptions of workplace practices and seek to ensure our work
culture supports all employees, and will help guide our continued efforts
in driving an inclusive culture.
Managers play an important role in supporting Intel’s culture, engaging
employees, and creating an inclusive workplace. 88% of responding
employees agreed with the statement, “My manager values diverse
talents, beliefs, backgrounds, and experiences.” We will continue toprovide education, inclusive leadership skills development, andadditional training to people managers.
While we saw a lower response rate of 37.5% as compared to 2022’s
record high of 63.5%, overall inclusion experience reported by survey
participants remains high at 80%, a 3-point decrease year over year. The
feedback enables leadership to identify areas of opportunity, implement
action to advance inclusion, and continue our focus on our inclusive
workforce culture.

Hiring, Retention, and Progression
We seek to make Intel a place where employees can continually grow andevolve their careers. We have developed a set of programs and initiatives
intended to support inclusive hiring, retention, and progression of allof our employees. Inclusive hiring practices include, in part, providing apool of diverse candidates. We have invested in programs that help us
to reach underrepresented candidates, give all candidates equal
opportunities to compete for jobs, and hire the best available talent.
In 2023, we launched Career Compass, a comprehensive portal thathelps all employees navigate their career through a unified gateway tothe large number of learning and career development tools available atIntel. Along with our refreshed job titles and associated skills, Career
Compass makes it easier for employees to chart their own career
pathways. The portal enables employees to:• Explore career options and find their places in ourworld-changing work.
• Find open opportunities that match their skills and interests
to advance their careers.
• Build skills by taking development into their own hands withlearning resources, career courses, and training opportunities.
• Connect with others, including mentors, coaches, and colleagues.
• Maximize their performance and unlock their full potential.
• Develop as a leader in people and organizational management or
technical roles.
Career Compass also connects employees to Degreed, a “one-stopshop” for learning and career development resources in various fields.
In 2023, popular Degreed courses included everything from coding in
Python and using ChatGPT for business writing to the basics of interior
design and practicing yoga.
In 2023, we continued to deliver 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
and progression discussions and initiatives. A total of 436 employees
and 263 managers have completed the program since launch, with
employee participants showing better promotion (+1.3%) and retention(+4%) rates than their counterparts.
Our confidential retention Warmline service provides employees withguidance 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, and address issues proactively andsystemically. Some 88% of employees who used the Warmline service
in 2023 have stayed at Intel and 99% would recommend the service
to others. In 2023, we also continued the integration of our Executive
Warmline to better serve executives with internal transition andnavigational support. Of the executives who used the Executive
Warmline since its launch in 2021, 91% have stayed at Intel.

We also aim to support various
pathways to join Intel along acareer journey. For those
beginning their career, we
engage with internal business
units, Intel leaders, and externalorganizations to support underrepresented students pursuingdegrees in STEM fields throughthe Intel Scholars Program.
The program includes financial
scholarships, exposure toIntel jobs, mentors, networking,research insights, and training
opportunities.
For people who have taken acareer break of more than one
year in the US, we expandedIntel’s Relaunch Your Career
pilot to an enterprise program
focused on assisting those
who are re-entering the workforce. Since 2022, 62 program
participants have become
permanent employees,
and an additional 31 are on
contract assignments. Of the
62 employees, 13% are URMs
and 100% are in technical roles.

LGBT+ Inclusion
We continue to advance the culture of LGBT+ inclusion andbelonging globally at Intel, with innovative ways to grow visibilityof both company and leadership support. In 2023, Intel employees
promoted our LGBT+ inclusion across the industry in two sessions
at the 2023 Out & Equal Workplace Advocates Summit, kicked off
the 2023 Society of Women Engineers Conference as the opening
keynote speaker on intersectionality, and launched an initiative tocreate the first LGBT coalition in the SEMI Foundation.
Intel also launched an internal visible role models web site, giving
employees the opportunity to opt in, share their stories, and serve as
visible representatives of their community at Intel. In 2023, the Intel
Pride Leadership Council (IPLC) launched Safe Space, a quarterly
forum aimed at providing Intel Pride ERG members the opportunity
to voice their concerns in a safe environment, and to inform issues
affecting the LGBT+ community at Intel.
We also launched a pronoun badge sleeve program in 2023,
creating the option for employees to include their pronouns with
their badges. The new sleeve is available with a standard and fabapproved pouch that can display a tag with pronouns or theIntel Values. Using correct pronouns helps create an inclusive
environment, and the badge plays a crucial role in fostering a safe
space by promoting the normalization of gender identity andpreventing unintentional misgendering.
In 2023, IPLC hosted eight IPLC Speakership Series sessions
and continued its mentorship program, enabling employees tomeet, connect, and learn from LGBT+ and ally leaders at Intel. The
Intel Pride ERG commemorated Transgender Day of Visibility witha panel on safety and inclusivity of gender-neutral bathrooms thatwas well-received with a 93% satisfaction rating. Intel Pride also
hosted three cross-site events for Pride Month with an average
94% satisfaction rating, including a fireside chat and storytellingwith Intel leaders and executives, a sharing and learning session on
LGBT+ equality in Europe, and a networking and social gathering at

62 Inclusive // 2023-24 Intel Corporate Responsibility Report

the Virtual Pride Month Sendoff. Local chapters also hosted in-person flag raising ceremonies at multiple sites
and participated in Pride parades around the world. In addition, October’s National Coming Out Day featured atalk titled “What does ‘Coming Out’ mean in 2023,” which received a 97% satisfaction rating from attendees.
Feedback on guidelines for preferred names at Intel prompted several changes to improve clarity and inclusion.
Several members of the transgender community at Intel were consulted to help clarify how chosen names
could be entered in our people systems.
Intel’s Gender Transition Toolkit was updated in 2023, including guidance on how backend office system changes
may be made without requiring a legal name change. The toolkit was also reorganized and formatted to make iteasier to use. Topics include steps to transition, resources, case studies, guidelines and expectations, definitions,and FAQs. It also includes sample letters and transition plans, checklists, and announcement templates.
Intel received several LGBT+ inclusion awards and recognitions in 2023. For more, see “Inclusive Awards
and Recognitions.”
In our 2023 Employee Inclusion Survey, LGBT+ employees reported favorable results in some areas, but also
indicated opportunities for further improvements in some areas, such as LGBT+ visible role models. Of those
who responded to the survey as members of the LGBT+ community, about 53% indicated they have visible rolemodels at Intel, 66% shared that being part of the Intel Pride ERG had a positive impact on their progression,and indicated that LGBT+ employees who are engaged in the Intel Pride ERG are more likely to be out at work.

Accessibility and Disability Inclusion
We strive to become a global employer of choice for people withdisabilities and those caring for family members with disabilities.
According to the World Health Organization, 1.3 billion people—16%of the world’s population—experience a significant disability.9
The Intel Corporate Accessibility Policy outlines our commitment tocreating a culture of accessibility and broader impact through ourtechnology. Learn more about accessibility, innovation, and productdevelopment at Intel in the “Accessiblity Innovation” section of thereport and on our Accessibility at Intel website. We work to advanceaccessibility through a three-pillar strategy centered on our workplace,products, and industry. We focus on advancing accessible design andinnovative technology solutions, physical and digital accessibility in theworkplace, integration of accessibility best practices in our culture, useof accessible hiring and employee practices, and external engagement
and collaboration.

“I commit to progress over perfection.
Through practice, I will get better at making
things accessible, noticing inaccessible
things and advocating for accessibility.”—Intel Accessibility Champions Network Pledge

In 2023, the Intel Accessibility Office launched an Accessibility
Champions Network, which enables Intel employees to commit to being
an Accessibility Champion by pledging to make things accessible,
highlighting inaccessible things, and advocating for accessibility. With
the network, we aim to connect and activate champions to drive change
within their teams and across Intel. The network is foundational in our
approach to building a culture of accessibility through awareness,
education, and enablement.
The Accessibility Champions Network also facilitates individual andcareer development in accessibility through a digital badging program.
Accessibility Champion badges recognize employees who develop theiraccessibility and advocacy skills starting with being teammates who help
make Intel a great place to work for people with disabilities, to subject
matter experts who specialize in accessibility as part of their career atIntel. Intel currently has over 200 Accessibility Champions who havetaken the pledge to develop their accessibility skills and advocate foraccessibility globally across Intel organizations.
The Intel Disability and Accessibility Network (IDAN) has a presenceat 12 of our sites worldwide and is supported by the Intel Disability
Leadership Council. These groups advocate for and work to advanceand retain our disability community, while amplifying awareness bothinternally and externally.
In 2023, we expanded and formalized our IDAN peer-based groupofferings to include ADHD, auditory, cancer, caregivers, chronic
migraine, dementia, diabetes, neurodiversity, and vision. Within threemonths of formation, three of these peer groups had engaged 10%of IDAN members. In 2024, we are continuing to foster and add
peer groups.
In 2023, for the seventh year in a row, Intel received a top score of
100 on the Disability Equality Index, and was named one of the Best
Places to Work for People with Disabilities. The index, a joint initiative ofDisability:IN and the American Association of People with Disabilities,
is a comprehensive benchmarking tool that provides an objective score
and roadmap on disability inclusion policies and practices.

963 Inclusive // 2023-24 Intel Corporate Responsibility Report

World Health Organization.

Social Equity
We believe we have shared responsibility to address the structuralinequalities impacting our employees and communities. We further
believe that accelerating equity is critical to successfully strengthening
our culture of inclusion and belonging. Social equity is an extension of our
Global Human Rights Principles and Approach, and it means creating aworld in which all people, regardless of their identity or background, haveequal voice, representation, and access to opportunities.

change by improving equitable outcomes and increasing manager
accountability and acumen through training, development, and systemslevel change. We believe that mitigating bias in systems to foster an
inclusive culture is a business imperative and key to our long-term
success, making Intel and each of our employees stronger.

Globally, issues of social justice, human rights, and equity continue toarise 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 tosocial equity supports our business growth and talent goals andfocuses on root causes, leveraging data to address systemic inequalities
and drive equitable change inside Intel, in our communities, and acrossbroader society.

2030 Goal: US Black/African American
Leadership Representation

Social Equity Inside IntelOur support for social equity starts inside the company. In 2020, weestablished 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 helped to create sustained focus as we further integrated
equity into our systems and practices to close gaps in African Americanand other inclusive leadership representation goals. While we madenotable progress in 2022, 2023 year-end progress fell just short of the
30% milestone goal. Recognizing the persistent gap and the importanceof long-term commitment to diversity and inclusion, we have recalibrated
our efforts and established a new objective. Our revised goal is to achieve
5% US representation of African American employees in these leadership
positions by 2030, which reflects our dedication to sustaining meaningfulprogress and aligns with our broader diversity and inclusion goals. As wecontinue to analyze patterns and trends in our most recent Employee
Inclusion Survey (EIS), we have added efforts to focus on development
and retention opportunities. Going forward, we seek to drive sustainable

64 Inclusive // 2023-24 Intel Corporate Responsibility Report

Description. Achieve 5% representation of Black/African
American employees in senior, director, and executive rolesin the US.1
Baseline. 2.84% representation of Black/African American
employees in senior, director, and executive roles in the US
at end of 2020.
Progress in 2023. At the end of 2023, Black/African American
representation in senior, director, and executive roles in the US
was 3.22%.
Looking Ahead. While we acknowledge we have made some
progress, even greater leadership and accountability are needed
to create and sustain long-term change to achieve representationin our workforce that reflects our customers and communities.
Our revised goal of achieving 5% representation of Black/African
American employees in senior, director, and executive roles in the
US by 2030 will require systems-level solutions that address root
cause issues and drive progression and retention throughout the
talent life cycle. In 2024, as we focus on the implications for ourworkforce and business, we must take deliberate and provenmeasures to enable the full participation of all.
1

In 2023, we augmented our 2020 milestone goal to “Accelerate US
representation of African American employees at senior, director, andexecutive levels by 30% by the end of 2023” by revising our objective to“Achieve 5% representation of African American employees in senior,director, and executive roles within the US by 2030.”

Building a Diverse Technology Industry
We continue to support the development of a more diverse technology
industry through investments, collaborative initiatives, and research
projects. We are also working to inspire more girls and women andunderrepresented minorities to pursue and succeed in technology
careers through education initiatives, financial assistance, andinternship opportunities.

Alliance for Global Inclusion
As part of our RISE goals, we are working to drive full inclusion andaccessibility 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 a series of visioning
conversations with representatives of nearly 20 chief diversity andinclusion 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.
The vision of the Alliance is to create a transparent path to improvediversity and inclusion outcomes in industry for people, products,
and communities worldwide through a coalition of business leaders
leveraging the strengths of industries. Its purpose is to create a global
network of executives and leaders that will amplify and accelerate
inclusion outcomes.
Founding members of the Alliance included Dell, Intel, Nasdaq, NTT
DATA, and Snap Inc. Today the Alliance comprises 20 companies
working together, with a collective global reach of more than 755,000
employees, over $343 billion in revenue, and more than 2,300 locations
across the globe. The Alliance recognizes that one size does not fit all;fostering inclusive business practices requires a personal commitment
from the first-line manager to the C-Suite, an organizational commitment, and—for the Alliance—a collective commitment.
For more about the Alliance for Global Inclusion, visit its website
and read about its progress in the 2023 report.

65 Inclusive // 2023-24 Intel Corporate Responsibility Report

Investing in Diverse-Owned Start-Ups
Intel Capital, our venture capital organization, has continued its
commitment to invest in technology companies led by women andunderrepresented minorities, entrepreneurs living with disabilities,
US-based entrepreneurs from the LGBT+ community, and US military
veterans. In 2022, approximately 20% of Intel Capital's venture stage
dollars committed were in start-ups led by diverse leaders. In August
2020, Intel Capital announced a commitment to double its investments
in Black founders over the next five years. At the end of 2022, approximately 6% of our venture dollars committed were in companies led byBlack founders.

Creating Pathways to the Technology Industry
We invested over $5 million over the past five years in historicallyBlack colleges and universities (HBCUs) to support student researchand retention programs in preparation for semiconductor careers. We
have collaborated with top HBCU engineering and computer science
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 ofunderrepresented groups in graduate STEM degrees. Going forward, welook to expand our student engagement through hackathons, summer
design externships, mentor programs, and other activities connecting
students with our employees.
Also, as announced in February 2021, Intel pledged to North Carolina
Central University (NCCU), a $5 million grant over five years to help
the school create a first-of-its-kind tech law and policy center. This
engagement makes NCCU the only HBCU and only law school in the
country with a Tech Law Center that focuses on technology disparities
and social justice. As NCCU is one of only six HBCUs with a school oflaw, it is uniquely positioned to carry forward the important work ofdeveloping solutions that address tech equity, while creating a morediverse workforce in the legal profession.
In 2023, Intel commemorated the inaugural NCCU School of Law
Tech Law and Policy certificate graduates. We hosted two students
for the summer associate program and participated in NCCU’s Law &Technology Summit as keynote speaker and in AI-related workshops.
Additionally, we paired more than 25 NCCU law students with Intel
mentors. The program is designed to help grow the pipeline of Black
attorneys in tech and corporate practices. Second- and third-year
law students who have identified an interest in technology-related
legal careers are matched with practicing Intel attorneys or policy
professionals for an academic year-long mentoring engagement.

Supplier Diversity and Inclusion
Intel believes a diverse supply chain supports greater innovation andvalue for our business while helping to enable Intel’s vision to create
world-changing technology to improve the life of every person on theplanet. Our commitment to a more inclusive supply chain continues todifferentiate Intel globally in the semiconductor and high-tech industries
and with our customers. Our supplier diversity and inclusion efforts are
considered one of the strongest global programs across all industries
and the leader in the semiconductor industry.

Benefits of a Diverse Supply Chain
Our supplier diversity and inclusion program contributes significant
value to our supply chain and is increasingly important to our greater
ecosystem, including our customers. Broadening the competitive
landscape as we work with suppliers has enabled us to identify new
suppliers that were not on our radar previously. Our diverse supply
base is known for being agile, collaborative, and innovative, providing
noteworthy overall value.
Alongside the traditional business results, we are equally pleased withhow our efforts engage our customers, stockholders, and employees ina collective commitment help support an inclusive supply chain. Manyof our key customers, representing over 50% of our revenue in 2023,
require us to report spending with diverse suppliers1 on a quarterly basis.
Intel encourages our sales team to share the spending with diverse
supplier data with our customers.

Diverse Spending Goals and Focus Areas
Amid a shifting economic landscape and changes in our supplierecosystem, we are proud we achieved $1.6 billion annual spending withdiverse suppliers in 2023. Our overall diverse spending declined in 2023
from $2.2 billion in 2022 due to several factors, including a decrease in
overall procurement spends. In addition, the acquisition of several of
our previous diverse-owned suppliers by non-diverse companies—atestament to the growth they achieved while supporting Intel—resulted
in a reduction of over $400 million in diverse spending. Also, anotherlarge supplier’s multi-year project completed, reducing qualified
diverse spending.

66 Inclusive // 2023-24 Intel Corporate Responsibility Report

While we are proud of our annual achievements, we are working to stayon track toward our longer-term goals with a constant focus on process,collaboration, and outcomes, as outlined in our Supplier Diversity Policy.
We have integrated requirements for including diverse suppliers into
our supplier bidding, selection, and management processes. We work
to apply these expectations and requirements to first-tier suppliers.2
Our non-diverse suppliers report their own spending with diverseowned suppliers and subcontractors. With the growth of the program,
we are pleased that we have more than 180 suppliers reporting lowertier/subcontractor diverse supplier spends. Our focus on extending
our efforts through our lower-tier program to achieve best-in-classperformance exemplifies our dedication to leadership in diverse supplierspends across all levels of the supply chain. This lower-tier reporting
contributes to suppliers’ overall supplier scorecards, which qualifies
them for our EPIC awards and the Supplier Diversity Distinction
Award. Both awards recognize suppliers that exemplify Intel’s
standard of excellence.
We remain committed to growing our spending with US Black-owned
and global minority-owned suppliers. In addition, we have set a goalto spend $500 million annually with women-owned suppliers outside
the US by the end of 2025. We anticipate that these efforts, combinedwith our construction ramps around the world, will increase our annual
diverse spends back to over $2 billion.
In 2024, we continue to focus on maintaining our success andcollaborating with suppliers and industry organizations to improveawareness, training, and opportunities for diverse-owned suppliers
to compete for Intel contracts.

1

2

We recognize certified diverse suppliers as businesses that are at least 51% owned,
operated, and controlled by any of the following categories: women; minorities asrecognized by the country or region where the business 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.
“First-tier”suppliers” are companies from which Intel makes direct purchases. Lower-tiersuppliers are Intel subcontractors who are selected and managed by non-diverse-owned
first-tier suppliers.

Ecosystem LeadershipOver the past decade, we have collaborated with other companies,
NGOs, and governments to create opportunities for diverse suppliers,
including hosting supplier workshops and collaborating on country-level
certification standards. This work has included close collaboration with
NGOs and certifying bodies, such as WEConnect International, andmany others around the globe. In 2023, as in previous years, Intel wasrecognized as a leader in supply chain diversity and inclusion by several organizations, including WEConnect International, the Women’s
Business Enterprise National Council , the National Business Inclusion
Consortium, and MSD China. In addition, we continued to share withcompanies across industry sectors best practices on how to set up or
expand supplier diversity programs and processes, specifically going
global and creating a strong Tier 2 program.

2030 Goal: Supplier Diversity and Inclusion
Description. Increase global annual spending with diverse suppliers1
by 100% to $2 billion.
Baseline. $1 billion in annual spending with diverse suppliers as ofJanuary 1, 2020.
Progress in 2023. Amid a shifting economic landscape and changes
in our supplier ecosystem, we are proud we achieved $1.6 billion in
annual spending with diverse suppliers. Our overall diverse spending
declined in 2023 from $2.2 billion in 2022 due to several factors,
including a decrease in overall procurement spends. In addition, areduction of over $400 million in diverse spending resulted fromseveral of our previously diverse-owned suppliers being acquired bynon-diverse companies—a testament to the growth they achieved
while supporting Intel.
Looking Ahead. In 2024, we intend to continue to focus on maintaining
our success and collaborating with suppliers and industry organizations
to improve awareness, training, and opportunities for supplier diversity
and inclusion.

Supplier Feature:Jack’s Mechanical Solutions
Jack’s Mechanical Solutions is a woman/Hispanic/veteranowned business started by Gabe and Liz Martinez in 2004
in Rio Rancho, New Mexico. Jack’s installs leading-edge
semiconductor manufacturing equipment that helps enable
Intel’s IDM 2.0 strategy. Nearing its 20-year anniversary,Jack’s is proud to have grown alongside Intel in New
Mexico and Arizona.
Supporting complicated installations requires a talented
workforce with specialized skills. Jack’s works closely withIntel to innovate in areas ranging from piping to project
management. Jack’s works to grow the talent of its workforce
by participating in union apprenticeship programs that enable
workers to get hands-on experience in their trade at Intel’s
semiconductor facilities.
Jack’s is a proud supplier to Intel and attributes the successful
relationship between the two companies to shared values
around quality, safety, and a commitment to community.
Communication, collaborative problem solving, and disciplined
execution keep the engagement strong and the work on pace.
Always ready to step forward and take on more to help meetschedules, Jack’s looks forward to building the future alongsideIntel for years to come.

67 Inclusive // 2023-24 Intel Corporate Responsibility ReportIntel’s Supplier Diversity and Inclusion
program in 26 countries and regions
works with NGOs to identify and certify
potential suppliers.

Establishing an Inclusive
Supply Chain in Ohio
We have made considerable progress in establishing inclusive
sourcing practices for IDM 2.0 growth, specifically in Ohio. We
are collaborating with dozens of Ohio NGOs and nonprofits
to build our diverse supplier base in that state. With our firsttwo Ohio general contractors, Intel negotiated agreements
to deliver 15-20% of total spend with diverse suppliers, well
above our stated 10% expectations for our broader program.
Gilbane Building Company is a family-owned company providing
services for the early excavation work for Intel’s new Ohio site.
Building on Intel’s commitment to diversity and inclusion, Gilbane
identified significant project goals and achieved 20% diverse
participation in all project phases.

“Our supplier diversity and inclusion program
has expanded the breadth of our value chain,enabling Intel to grow our manufacturing
footprint, presence, and impact around theworld to benefit all our customers. Achieving$1.6 billion in spends with diverse-owned
businesses in 2023 highlights our continued
commitment to the communities in which
we operate and progress toward our goalof building a more representative andequitable technology industry.“—Frank Sanders, Intel Corporate Vice President,
and General Manager of Global Supply Chain Operations

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 accesseducational, economic, and community resources in our digital
economy. In 2023, we scaled several programs and collaborations
with customers, governments, and other stakeholders in the areas ofaccessibility innovation, product and inclusive design, online learning,
digital skills and readiness, and technology applications to advancesocial equity and human rights.

Accessibility Innovation
Accessible technology can enable people to acquire an education, havea career, use government services, make purchases, pursue hobbies, andmuch more. Access to information and communications technologies isdefined as a basic human right in the United Nations Convention on the
Rights of Persons with Disabilities.
Accessible Computing Experiences: We aim to improve accessibility
experiences each year on client computing platforms with augmented
features, capabilities, collaborations, or services designed together
with people with disabilities. These quality enhancements improveexperiences with new products and also make existing solutions andoff-the-shelf hardware components better. In 2022, we launched the13th Gen Intel® Core™ processor family, which included new featuresthat enhance PC-to-device connectivity for one-click device pairing andenabled collaborators to start building solutions with next-generation
Bluetooth® LE Audio capabilities.1 In 2023, we built upon this progressby launching the new Bluetooth® LE Audio standard with Microsoft
Windows.2 Intel also worked with GN ReSound, a leading manufacturerof hearing aid solutions, to improve people’s experiences when connecting hearing aids to Intel® Evo™ laptops. This work included a trial inwhich Intel employees with a variety of hearing disabilities engaged withthe product development teams to test use cases and drive key user
experience improvements.
1Intel Bluetooth LE Audio Infographic

2

Windows 11 Insider Preview Build

68 Inclusive // 2023-24 Intel Corporate Responsibility Report

Our accessible technology innovations have 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.

Expanding Intel® Digital Readiness Program Portfolio

Inclusive Design: Our goal is to have all Intel user experience teams
practicing inclusive design and research by 2030. To track our progress
toward that goal, we established an annual survey in 2022 with a baseline
adoption rate of 21%. In 2023, our adoption score decreased to 16.8%,
which is attributed to a decrease in headcount and budget. In support ofinclusive research, the Inclusive Design Operations Program continued
the program that makes it easier to recruit people with disabilities foruser research, leading to over 150 engagements with people who
use assistive technology to improve products and services in multiple
business units.
Looking forward, Intel has established a new job profile for Accessible
User Experience Specialists, recognizing the need to train and hire
experts in accessibility to create inclusive experiences both internally for
employees and externally for our customers, developers, and end users.

Technology Skills for Today and Tomorrow
A report released by the National Skills Coalition and the Federal
Reserve Bank of Atlanta revealed that some 92% of jobs analyzed
require digital skills. The report found strong demand for digital skills
across every industry and in almost every occupation, including entrylevel and frontline positions. But today’s workforce lacks the required skills
to fill these jobs. Digital readiness focused on emerging technologies
like AI is critical for countries, industries, and their citizens to remaincompetitive. The concept of digital readiness encompasses digital skills,
trust, and responsible use of emerging technologies for broader socioeconomic benefits.

Scaling the Intel® Digital Readiness Program Portfolio. To expand
digital readiness of all people, we have been scaling the Intel Digital
Readiness Programs globally, aiming to collaborate with 30 countries
and 30,000 institutions worldwide to empower more than 30 million
people with AI skills for current and future jobs by 2030. This shared-value
initiative aims to demystify and democratize technology superpowers
like AI for broad, diverse, and non-technical audiences, regardless oflocation, gender, and ethnicity. At year-end 2023, Intel had collaborated
with 28 countries with more than 50 public-private collaborations,enabled 23,970 institutions, and trained 5.8 million people.
We also expanded the Intel Digital Readiness portfolio with new
AI courses, including AI for Youth content for grades 3 and up;
prepackaged “AIOT” (artificial intelligence, Internet of Things) and“Intro to Generative AI” curriculum for the workforce; and “AI-for-X,”
which includes “AI for Manufacturing,” “AI for Sustainability,” and“AI for Agriculture”—the first courses of their kind in the world. We also
expanded the portfolio beyond AI to new areas such as digital trust(cybersecurity and semiconductors). Intel Digital Readiness programcontent now totals more than 1,500 hours.

Community College Path to Employment. In 2023, the first cohortof students completed our AI for Future Workforce program that was
launched as an associate degree at Houston Community College(HCC) in 2021. These graduates are now taking on leadership roles atcompanies like Tesla, McKinsey, and SeedAI, and starting their own
diverse businesses that utilize AI in industries such as trucking andplumbing. In the fall of 2023, using courses developed by Intel and othercompanies, HCC began a 4-year bachelor’s degree program in Applied
Technology in Artificial Intelligence & Robotics.
Our program footprint grew to 89 colleges across 39 states in the US,
with more than 40% offering full 2- and 4-year degrees based on Intel
content. In November 2023, Intel launched a collaboration with the State
Government of Ohio’s Individual Micro-credential Assistance Programand TechCred Ohio to provide a new certificate credential program forthose in the workforce, entering the workforce, and students applying AI
tools in their workplace to enhance their productivity and capabilities.
In the US, we engaged with Jobs for the Future to release the AI Ready
Workforce report, which proposes a robust workforce-centric narrativeof how to reshape, not replace, jobs with AI. This analysis covers the top
10 jobs in each of the five critical industries for US competitiveness.
Fostering Global Public-Private Collaborations to Transform AI Skill
Building. Intel’s focus on responsible AI highlights our commitment
to address the AI skills gap in the US and around the world. To advanceAI skills in new ways, Intel collaborated with the National Science
Foundation (NSF) to support two key National AI Centers of Excellence:
The Institute for Learning Enabled Optimization At Scale with National
University and the AI Institute for Advances in Optimization with
Georgia Tech University. National University collaborated with theIntel Digital Readiness Program to introduce AI skills to multiple new
disciplines in STEM as well as the arts and humanities.
Expanding our footprint, we began engaging in new countries andregions, such as Mexico, Ghana, Bulgaria, Albania, and Saudi Arabia. As
part of the New European Innovation Agenda, Intel was commissionedby the European Parliament and EU Commission to scale AI for Youthin Spain, Portugal, and Italy in collaboration with Junior Achievement.
At the beginning of 2023, Intel launched an engagement with theCommonwealth, inaugurating a digital learning platform to enable public

69 Inclusive // 2023-24 Intel Corporate Responsibility Report

AI for Accessibility Award
As part of the 2023 AI Global Impact Festival, Intel
introduced a new global award for students utilizing AI topromote accessibility. Three groups of students from Thailand,Brazil, and Singapore were chosen as winners. In Singapore,a student-built AI-powered program that—when paired withaugmented reality, voice assistants, or other innovativetechnologies—allows users with dementia to navigate
physical spaces more confidently, building more dementiafriendly environments and a more inclusive society.

sector officials in all 56 Commonwealth nations to demystify AI andother emerging technologies and build national strategies to achieve
development goals.
Intel® AI Impact Festival: Celebrating Responsible AI Innovation by
the Next Generation. In 2023, we revamped the third edition of the IntelAI Global Impact Festival to emphasize responsibility and inclusion.
The virtual event attracted nearly 500,000 visitors from 84 countries,celebrating AI innovation by student developers around the world. We
expanded our global reach, garnering first-time participants and winners
from both Latin America (Mexico, Brazil, and Costa Rica) and South
Africa. Numerous projects stood out on the global stage as diverse witha focus on sustainability, health, and social equity. A group of high school
girls from Costa Rica developed an AI-powered repository that allows
conservationists to identify native bees in the local ecosystem. Anotherhigh school student from Warsaw, Poland developed an “AI Posture
Assistant,” which reminds laptop users to correct their head or backpositioning by blurring their screen slightly when bad posture is detected.

3

Deep engagement occurs through repeated experiential learning opportunities overtime, establishing the mindset to shift through consistency of practice (i.e., minimum of
10 hours of activity) vs. one-off events or activities. Impact data collected via pre- andpost-participation surveys.

The Intel® Skills for Innovation (Intel® SFI) initiative empowers educators to integrate technology effectively into teaching methodologies,
fostering innovation and actively engaging students across various
learning environments. Engaging over 60,000 teachers in 50 countries,
it addresses workforce readiness by emphasizing analytical, socialemotional, and technical skills, adapting to evolving job requirements.
Intel SFI’s Implementation Framework includes seven essential mindsets and skill sets, and programs for effective technology integrationin education. Key aspects include design thinking, computational
thinking, programming, coding, data science, modeling, simulation,
AI, and machine learning. The Intel SFI initiative aligns with Intel’s RISE
goals, preparing students for a rapidly evolving job market and bridging
the industry skills gap.
Million Girls Moonshot. In 2020, the Intel Foundation and othercompanies and foundations launched the Million Girls Moonshot(MGM), aimed at engaging millions more girls, youth of color, and youth
from low-income households in STEM/STEAM learning activities
through after-school and summer programs across the 50 US states.
The initiative connects local after-school and summer programs withthe resources they need to increase access and quality of STEAM
programming for youth. The initiative includes raising awareness for
STEAM learning and igniting champions for STEAM, building thecapacity of educators through training and professional development,
and curating curriculum like Intel Future Skills.
In the third year of the program (August 2022 – November 2023),
MGM resources, training, and curricula reached 45,000 after-schooland summer programs. These offerings shifted instructional STEAM
practices of 85,000 staff members, providing higher quality STEAM
learning to 1,150,000 more youth (including 570,000 girls). Overall,
68% are low income, 58% identify as BIPOC, 20% live in rural areas;and 18% are English language learners. In addition to increasing reachand diversity among those served, depth of stakeholder engagement
also grew as the number of youth who were deeply engaged3 rose from
140,000 to 220,000—a 57% increase—in 2023.

As an example of the program’s impact, the Moonshot Ohio community
collaboration strategy now engages 92 programs, universities, nonprofits,
museums, school districts, and businesses working in coordination with
the Ohio Afterschool Network. Within the state, we reached 834
educators across 260 programs and 9,444 youth, nearly double ourgoal of 5,000. Among Ohio youth reached, 40% are girls, 94% are lowincome, and 95% are BIPOC. We also exceeded the number of Intel
Future Skills pilot sites and students served, expanding community
outreach, engaging 92 local organizations, and inspiring 886 students
through Intel Future Skills and 430 through STEAM camps.

Moonshot Ohio brings together powerful collaborations across thestate to transform STEAM learning and complement existing public andprivate sector investments. In addition to creating economic opportunity
for youth and strengthening the advanced manufacturing talent poolin Ohio, this initiative will help galvanize the community behind a morediverse, equitable future for all. Together, we’re re-imagining who canbuild, who can engineer, and who can create.
Intel® Future Skills. Using design-thinking methodology and handson learning experiences, the Intel Future Skills program aims to give
students the framework needed for a lifetime of problem solving anddiscovery through STEAM learning. The program's learning platform ismade up of more than 60 hours of content, which challenges students
and encourages them to think differently, fail fast, and develop a growthmindset. The model combines technical learning with social emotional
learning to enable students to recognize and understand the people
they are creating for by building essential skills like empathy and creative
problem solving. We provide this content online at no cost.
In addition, Intel Employee Service Corps skill-based volunteers continue to dedicate their time and talent facilitating in-person, hands-on
deep engagement learning in school, after school, and during summer
STEAM camps for under-resourced youth. In 2023, the Intel Foundation
collaborated with the STEM Next Opportunity Fund to facilitate threefully accessible Intel Future Skills summer STEAM camps for more than
430 Ohio students in grades pre-K through 8. They also activated 12 Intel
Future Skills pilots in 20 locations, reaching over 1,300 K-8 students in
Columbus, Cincinnati, and Cleveland.
Expanding Developer Impact Worldwide. The rapid growth of AI has
also opened up new possibilities for developers to innovate and create
experiences that help people worldwide. Open standards are essential
to advancing modern businesses and improving productivity, and open
standards-based skills are key to propelling growth in the heterogeneouscomputing ecosystem while helping developers learn new, impactfultools and techniques. In 2023, Intel delivered a worldwide training series
that helped grow the skills of developers through every stage of their AI
and heterogeneous compute journeys, with 30 technical webinars for

70 Inclusive // 2023-24 Intel Corporate Responsibility Report

17,000 participants and over 430 hands-on workshops providing training
to over 42,000 developers. More than 400 technical training videos havebeen viewed 36 million times by the worldwide community, including
19 million views and a gain of 124,000 new subscribers in 2023.
In 2023, 15,000 students participated in Cal Hacks, the largest
collegiate hackathon in the US. Intel delivered workshops, meetups,
and mentorship to the hackathon's enthusiastic crowd for three days,
and three hackathon teams won Intel Developer Cloud credits, which
provide access to more hardware options that developers can use tofurther their projects.

“Indeed, AI is here with us and it isrevolutionizing our day-to-day activities
from our homes, workplace, social places,
environment, and even education. The
presentation by Intel has demystified AI
and nailed it. We look forward to moreengagement on AI by Intel.
Asante sana [thank you very much.].”—Faith Njoki Karanja, Associate Professor(Geoinformation – University of Nairobi)
and Science Consultant – STEM/ICT Lead

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
43% reduction in Scope 1 and 2 greenhouse gas emissions
In 2023, we achieved 100% renewable electricity for our US, Europe, Israel, Malaysia, Vietnam, andChina locations, and are approaching 100% in Costa Rica—bringing the global total to 99%. Our
renewable electricity purchases, combined with additional greenhouse gas reduction projects,
contributed to a 43% reduction in Scope 1 and 2 emissions from our 2019 baseline. We published
our Climate Transition Action Plan, outlining the steps we’ll take over the next three decades toward
more sustainable products and operations while considering the risks and opportunities associatedwith climate change.

Net-positive water in the US, India, Costa Rica, and Mexico
In 2023, we conserved approximately 10.2 billion gallons of water in our operations and community
collaborations and enabled restoration of 3.1 billion gallons through watershed restoration projects.
These achievements advanced us toward our goal of net positive water. In 2023, we maintained net
positive water in the US and India and reached net positive water in two additional countries: Costa
Rica and Mexico.

63% manufacturing waste upcycled
During 2023, circular economy practices were applied to approximately 63% of our manufacturing
waste streams via reuse, recovery, or recycling.

71

Sustainable // 2023-24 Intel Corporate Responsibility Report

Sustainable: Our Approach
Through conservation, strong collaborations, and application oftechnology, we have long worked to reduce the environmental impactof our operations. We also collaborate with governments, othercompanies, our suppliers, and nonprofits to help others reduce theirown environmental impacts. Our sustainability goals, including ourcommitment to achieve net-zero Scope 1 and 2 greenhouse gas (GHG)
emissions by 2040 and net-zero upstream Scope 3 GHG emissions
by 2050, help answer the call for even more urgent action to further
address climate change.
In addition to our sustainability goals, our strategy includes creating acollective approach to reduce GHG emissions across the semiconductor
industry and increasing 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 ourunique methodology to calculate our manufacturing chemical footprint,
which we believe will be instrumental in helping us to identify projects tosoften that footprint at Intel and within our ecosystem.

2030, 2040, and 2050 RISE: Sustainable Goals, Initiatives, and Global Challenges
Global Challenge:
Advance carbon-neutral computing to address climate change.
Technology Industry Initiatives:
Sustainable Manufacturing. Create a collective approach to reduce GHG emissions for the semiconductor manufacturing industry
and increase the use of technology to reduce climate impact in global manufacturing by 2030.

We recognize that solving the world's environmental challenges
requires broad, collective action—action that starts with individuals.
For that reason, we have long encouraged our employees' passion for
the environment by supporting their sustainability projects within thecompany, with customers, and in our local communities. In 2023, forexample, Intel Oregon employee volunteers helped restore wetland
habitats, and a team in Malaysia cleaned a local beach and sorted materials
at a recycling center. To learn more, see “Employees Changing the World”
in the Enabling section of this report.

Sustainable Chemistry. Enable greener and circular chemistry strategies across the technology industry value chain by transforming
chemical footprint methodology by 2030.

We believe that Intel's position in the technology ecosystem, ourwide range of products and solutions, and the passion and expertiseof our employees will enable us to form critical collaborations, develop
new approaches, and make significant progress over the next decadeand beyond.

Green Buildings. Build new factories and facilities to US Green
Building Council® green building standards by 2030.

Product, Operations, and Supply Chain Goals:
Renewable Electricity. Achieve 100% renewable electricity globallyby 2030.
Energy Conservation. Conserve 4 billion kWh of energy cumulatively
by 2030.

GHG Emissions. Reduce GHG emissions 10% by 2030 and achieve
net-zero by 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 by 2030
and achieve net-zero upstream Scope 3 GHG emissions by 2050.

72 Sustainable // 2023-24 Intel Corporate Responsibility Report

Product Energy Efficiency. Increase product energy efficiency 10X
for Intel client and server microprocessors to reduce our Scope 3 GHG
emissions by 2030.
Lower Carbon Platforms. Reduce the carbon footprint of platformreference designs for future client form factors by 30% or moreby 2030.
Net Positive Water. Achieve net positive water by conserving
60 billion gallons of water and funding external water restoration
for more than 100% of our fresh water consumption by 2030.
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 by 2030.

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 our products.
We also work to identify ways that Intel® technology can help others
reduce their climate impacts. Our Climate Change Policy outlines ourformal position on climate change and our policy advocacy principles,and our Climate Transition Action Plan, published in November 2023,
details our climate-related goals, risks, and opportunities, and our pathto net-zero.

2030 Goal: Energy Conservation
Description. Achieve cumulative electricity savings of 4 billion
kWh from 2020 to 2030.
Baseline. Progress measured from baseline of January 1, 2020.
Progress in 2023. In 2023, we invested in projects that enabled
us to conserve an additional 160 million kWh of electricity. We haveconserved a cumulative total of 1.6 billion kWh of electricity since
the baseline date.

Reducing the Carbon Footprint of Our Operations
For over two decades, Intel has set aggressive greenhouse gas(GHG) reduction goals. We invest in GHG reductions throughchemical substitution, GHG abatement, energy conservation, processoptimization, and renewable and alternative electricity. As a result of
these actions, we have avoided nearly 82% of our cumulative Scope 1
and 2 GHG emissions over the last decade and have reduced ourabsolute emissions by 78% from our peak year of 2006. We collaborate
with others in the semiconductor and other manufacturing industries
to identify new and innovative approaches to reduce emissions. For
more information, see “Sustainable Manufacturing” and “Sustainable
Chemistry” later in this section and “2023 Scope 1 and 2 Greenhouse
Gas Inventory by Location” in the Appendix.

Energy Conservation
Reducing energy use in our operations is core to Intel’s overall climate
strategy and our sustainability goals. Cumulatively we conserved
approximately 1.6 billion kWh of electricity from the 2020 baseline
through the end of 2023, toward our 4 billion kWh 2030 goal. Since
2020, we have invested $96 million in energy conservation projects
in our global operations, resulting in cumulative cost savings ofapproximately $118 million.

73 Sustainable // 2023-24 Intel Corporate Responsibility Report

Looking Ahead. In 2024, we continue to invest in new
and innovative projects aimed at conserving an additional
125 million kWh of electricity.
Our 2023 absolute energy use was approximately the same compared to 2022. In 2023,
approximately 84% of our global energy use was electricity. 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.

Intel’s Energy Management System is designed to follow the international
ISO 50001 Energy Management System standard. Although energy
conservation opportunities are present across the spectrum of Intel’s
manufacturing operations, we have identified strategic investment
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 lightlevel control LED lighting in both manufacturing and non-manufacturing
spaces, we expect up to a 90% reduction in lighting energy use. For more
information on our approach to energy conservation, see our white paper.

Alignment with TCFD
We value transparency around our carbon footprint and climate
risk and use the framework developed by the Task Force on ClimateRelated Financial Disclosures (TCFD) to inform our disclosure on
climate governance, strategy, risk management, metrics, and targets.
For governance and strategy, we seek to follow an integrated approachto 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. Senior executives and the Board’s Corporate
Governance and Nominating Committee review strategies andprogress toward goals.
We describe our overall risk management processes in our 2024 Proxy
Statement, and we describe our climate-related risks and opportunities
in this report; our Climate Change Policy; “Risk Factors” within our2023 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 climate-related assessments and scenarios acrossmultiple aspects of our business. In 2023, subject matter experts frommultiple business groups collaborated to further drive the integration ofclimate change considerations into our processes for assessing risks
and opportunities and to conduct a climate change scenario analysis.
A current mapping of our climate disclosures aligned with the TCFD
and Sustainability Accounting Standards Board (SASB) framework is
included in the Appendix.

Our Roadmap for Climate Action
In November 2023, Intel published its Climate Transition Action
Plan (CTAP), detailing the company's path to reach net-zero
GHG emissions. The CTAP is aligned with TCFD guidance ontransition plans. This plan demonstrates our commitment tointegrating sustainability into our core business, building resilience
into our operations and value chain, and fostering innovation.

74 Sustainable // 2023-24 Intel Corporate Responsibility Report

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 2019were approximately 1.57 million metric tons of carbon dioxide equivalent (CO2e).
Progress in 2023. During 2023, our Scope 1 and 2 GHG emissions decreased 43% from the 2019 baseline. This decrease was due in part to completionof energy conservation and other GHG reduction projects and renewable electricity purchases.
Looking Ahead. In 2024, we will continue to implement a project roadmap to reduce our Scope 1 and 2 GHG emissions while we expand our manufacturing
capacity around the world. We expect to reduce approximately 25,000 metric tons of CO2e during 2024 through targeted projects within our operations.

Our combined Scope 1 (direct) and Scope 2 (indirect) GHG emissions decreased 43%
on an absolute basis in 2023 from the 2019 baseline. In 2023, we recalculated our GHG
emissions for the 2019 baseline year and going forward to incorporate refinements inemission factors used in our GHG inventory and amendments to calculation parameters
based on the most recent data available and industry best practices. See details of
our “2023 Scope 1 and 2 Greenhouse Gas Inventory by Location and Category” in
the Appendix. Total emissions for 2019 differ from other instances in this report due
to rounding.
1

For over two decades, we have voluntarily reduced our GHG emissions through significant investments and actions. Despite our growth and increase in manufacturing output andcomplexity of our manufacturing process technologies, we have reduced our absolute Scope 1 and 2 GHG emissions by 78% from our peak year in 2006. As a result of these efforts, we haveboth reduced our absolute emissions and avoided 82% of our cumulative Scope 1 and 2 GHG emissions over the last decade. We are working to drive further reductions to reach net-zero
GHG emissions (Scope 1 and 2) and to collaborate with others in the semiconductor and other manufacturing industries. For more information, see “Sustainable Manufacturing” later inthis section.
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 by Intel management. “2023 Scope 1 and 2 Greenhouse Gas Inventory by
Location and Category” is included in the Appendix. Additional GHG emissions reporting is publicly available in our CDP questionnaire response on our Report Builder website.

75 Sustainable // 2023-24 Intel Corporate Responsibility Report

F-GHGs stands for fluorinated greenhouse gases and includes perfluorocarbons(PFCs) and other fluorinated GHGs used in Intel’s semiconductor fabrication.

2023 GHG Emissions Reported by Category (metric tons of CO2e)
Scope

Emissions

Scope 1 (Direct)
Emissions

845,000

Scope 2 (Indirect,
Electricity)

47,800

Scope 1 and 2 Total
Scope 3 Total

Notes
Manufacturing process, on-site fuelcombustion, refrigerants, on-site fleet/air travel.
Market-based method;2 includes renewableelectricity purchases.

893,000
23,095,000

Indirect/value chain.

Leased Vehicles
and Commuting

363,000

Employee leased vehicles
and commuting.3

Logistics andDistribution

158,000

Upstream and downstream transportand distribution.4

Employee
Business Travel

25,000Purchased Goods
and Services

5,800,000

Capital Goods

2,500,000

Air travel, car rentals, and hotel stays.
Hybrid methodology based on key suppliers’
emissions disclosure information andextrapolation to cover total purchased
goods and services spend.5

Fuel and Energy
Related Activities

60,000

Impacts related to extraction, production, andtransportation of fuels and energy purchased,
not already included in Scope 1 or 2 marketbased method.6

Waste Generated
in Operations

28,000

Disposal and treatment of waste generated in
our operations.

14,040,000

Represents the GHG emissions of the productlifetime (3,253,000 metric tons of CO2eannualized). Includes consideration of cloudservice provider publicly reported use ofrenewable electricity in data centers.7

Product Energy
Usage
Processing of
Sold Products

121,000

Processing of intermediate products sold todownstream manufacturers.

2

Location-based method Scope 2 emissions (does not account for any renewableelectricity attribute purchases) = 3,130,000 metric tons CO2e/year.

3

Upstream leased assets = 7,000 metric tons; employee commuting = 356,000
metric tons.

4

Upstream portion = 74,000 metric tons; downstream portion = 85,000 metric tons.

5

Purchased Goods and Services and Capital Goods Scope 3 calculation methods havebeen refined to account for cradle-to-gate emissions, to clarify boundaries between
categories 1 and 2, and to improve temporal alignment between procurement andemissions-reporting timelines.

6

Market-based method includes renewable purchases. Location-based method emissions(does not account for any renewable electricity attribute purchases) = 268,000 metrictons of CO2e/year.

7

Lifetime and annual product energy usage emissions without consideration of customer
renewable electricity are 21,042,000 and 4,827,000 metric tons CO2e, respectively.

76 Sustainable // 2023-24 Intel Corporate Responsibility Report

Sustainable ManufacturingIntel strives to contribute to the global effort toward science-based
GHG emissions reductions, in line with 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 science-based
GHG targets does not allow companies to account for early action to
reduce emissions. Intel’s absolute Scope 1 and 2 GHG emissions peakedin 2006, and since then we have reduced our absolute emissions by
78%. By not accounting for these historical reductions in Scope 1 and2 emissions, companies that have demonstrated leadership in early,
voluntary emissions reductions are at a disadvantage compared tocompanies that are now beginning their GHG reduction efforts. WhileIntel's long-term net-zero GHG goals are in line with a 1.5°C emissions
reduction scenario required under the SBTi criteria, we are challenged
by the near-term reduction requirement without the ability to accountfor 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 that technology provides.

“Our plans to expand global operations
must go hand-in-hand with a commitment
to minimizing our carbon footprint
and leading the industry in sustainable
semiconductor manufacturing. It is ajourney, but I am pleased with the progress
our teams have made so far.”—Keyvan Esfarjani, Intel Executive Vice President
and Chief Global Operations Officer and General Manager,
Foundry Manufacturing and Supply Chain

Renewable and Alternative Electricity
To reduce our Scope 1 and 2 GHG emissions, we purchase renewableelectricity and operate on-site alternative electricity projects thatprovide power directly to Intel buildings. Over the last five years, Intel’s
renewable electricity supply and attribute purchases have totaled
more than 37.9 billion kWh, enough to power more than 3.5 million
US households for one year.8
Over the last decade, the number of Intel's on-site alternative andrenewable electricity installations and installed capacity have grownsignificantly. We now have more than 110 alternative and renewableelectricity 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 cooling water systems, solar electric
photovoltaic-covered parking lots, solar window, mini bio-energy, motion
power, geothermal energy, and micro wind turbine array systems.
Our on-site projects, which include pilots of innovative technology
applications, help us displace grid-supplied, carbon-intensive electricity
sources and identify future installation and technology opportunities forboth Intel and the broader alternative and renewable electricity market.
When installed, our projects are often the largest corporate on-site
projects of their type in a country or region.

For more than a decade, Intel has been one of the top corporatepurchasers of renewable electricity in the US. In addition to generating
on-site and off-site renewable electricity and purchasing renewableelectricity from our utility suppliers, we purchase green attributes frommultiple sources of generation. These include wind, solar, hydroelectric,
and geothermal, many of which are certified and verified by nonprofit
validation accreditors such as the Center for Resource Solutions’
Green-e program.
In 2023, we expanded our renewable electricity purchases for ourVietnam and Chengdu, China sites. We also contracted a new 30 MW
offsite solar Power Purchase Agreement, which once operational andregistered with the relevant authorities, will serve Intel's locationsin Malaysia.
Our approach to renewable and alternative electricity investments has
been to reduce our own carbon footprint while inspiring others to takesimilar actions. We are encouraged by actions we have seen over the
past decade—by companies, investors, utilities, and governments—toincrease commitments and investments in renewable energy supplies
and apply new technologies.

We achieved 99% renewable electricity across our global operations in 2023. 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 oursustainability goals and metrics beginning in 2022.

2030 Goal: Renewable Electricity
Description. Achieve 100% renewable electricity across ourglobal operations.
Baseline. During 2020, we had reached 100% renewable electricity
in our US and European operations, 50% in our Israel operations,and 71% globally.
Progress in 2023. We continued 100% renewable electricity purchases for our US, Europe, Israel, and Malaysia operations, and weachieved 100% renewable electricity in Vietnam and China for the
first time. We are also approaching 100% in Costa Rica—bringing
the global total to 99% as of the end of 2023.
Looking Ahead. We will continue developing renewable electricity
purchases in other locations, primarily India and Mexico, and are
well on track to achieve our goal of 100% by 2030.

8

77

Sustainable // 2023-24 Intel Corporate Responsibility Report

Based on average US household energy usage figures published by the US Energy
Information Administration.

Product Energy Efficiency
Compute demand continues to drive increases in global energy
consumption, making sustainable computing not only a corporate
imperative, but also a global priority. With each new generation of
products, Intel aims to offer higher performance and improved energy
efficiency compared to previous generations, reducing the Scope 3
GHG emissions of our products in customer applications and overall
energy consumption.

Policy and Regulatory UpdatesIntel works with industry organizations and worldwide government
agencies to promote and enable better energy-efficiency standards
across the PC and server industry. Working with the European Commission (EC) via DIGITALEUROPE (DE), a trade association, and otherstakeholders on the upcoming EU Lot 3 Computers regulation revision,
Intel continued to support DE to advance data collection on notebooks,
desktops, and integrated desktops using the agreed-upon benchmark
tool for a PC active-mode energy-efficiency metric. Industry is now
working with the EC to narrow and align energy-efficiency classes,
product families, and representative test configurations for A-G energy
labeling recommendations. Intel worked with Information Technology
Industry Council (ITI) to align on desktop and mobile workstation
definitions, which were adopted by the US EPA on its Draft 1 of
ENERGY STAR computers version 9 specification.
For server energy efficiency, Intel collaborated with technology industry
consortia and European standardization organizations to continue
development of new harmonized standards in support of EU Lot 9 server
regulation already in effect. Intel actively worked with The Green Grid
(TGG)—an affiliate member organization of ITI—and DE to provide
feedback and guidance on the Ecodesign review study as part of theupcoming EU regulation recast for servers and data storage products.
In support of the EU's Green Deal, Intel, as part of the ICT industry,
advocates leveraging technology and digitalization to meet the EU’s
climate-neutral goals by 2050. Intel is also actively participating in theindustry-led EU Climate Neutral Data Centre Pact, driving a holistic
approach to resource efficiency and metrics to help make EU data
centers carbon neutral by 2030.

78 Sustainable // 2023-24 Intel Corporate Responsibility Report

Making AI Computing More Sustainable
AI compute demands are increasing in the data center and on the
PC. Intel has taken on the challenge to reduce energy consumption
with AI workloads through comprehensive measures, including
platform innovations as outlined below:
AI model size and software: We are working to enable developers
to reduce AI model size through compression and quantization
techniques and to run AI code more efficiently through optimized
code. Intel tools such as the Intel® Neural Compressor and a host of
optimizations for AI frameworks such as PyTorch and TensorFlow
enable greater performance and power savings. One example isthe optimization available for Sci-kit-learn, a machine learning libraryfor Python. With Intel's optimization, Sci-kit-learn receives an 8X
performance boost while reducing energy consumption 8.5X.1
AI cooling solutions: Due to the higher performance demands of AI
workloads, processor and accelerator thermal challenges are increasing.
Cooling server processors becomes a challenge for traditional air coolingin the data center. Liquid cooling technology enables effective coolingthat is also efficient—saving up to 30% of energy4 consumption versus
air cooling, as well as potentially reducing water usage. Intel is enabling
the greater adoption and scaling of liquid cooling technologies throughliquid and platform validation, availability of extended warranties forselect processors, and creation of industry standards and specifications
in collaboration with the Open Compute Project and the Liquid Cooling
Coalition. For Intel Gaudi 3 AI accelerators, Intel and Vertiv have collaborated on an optimized liquid cooling solution that is made available tocustomers utilizing the accelerator.

Processors and AI accelerators: Intel processors are designed
and purpose built for efficiency with AI workloads. Newly released
5th Gen Intel® Xeon® Scalable processors (code-named Emerald
Rapids) have built-in AI accelerators that provide on average 36%
performance per watt advantages over the 4th generation processor.2
The Intel® Gaudi® 2 processor is designed for great efficiency andthroughput per watt for training and running state-of-the-art models,from the largest language and multi-modal models to more basic
computer vision and natural language processing models.
Intel® Core™ Ultra processors feature new neural processing units
to execute AI-based algorithms more efficiently. With AI-enhanced
collaboration with Zoom, Intel Core Ultra processors consume
up to 38% lower processor power than the previous generation.3
In addition, features such as Intel® Thread Director and Intel®
Adaptix™ technology enable optimal platform energy efficiency
and adaptive performance.

1

Greener Machine Learning Computing with Intel® AI Acceleration: Lowering theEnvironmental Impact of AI Workloads by 7x using Intel® Extension for Scikit-learn

2

See [T13] on the Performance Index site: 5th Gen Intel Xeon Scalable processors. Results
may vary.

3

Learn more at Performance Index site. Results may vary.

4

GRC.n.d. “Comparing Data Center Cooling Technologies – Which Is Best for Your
Operation?” GRC. GRC Cooling. Accessed March 7, 2024.

As part of industry consortia in China, we continue to work with China
National Institute of Standardization (CNIS) to help enable China’s
server energy-efficiency standard and Bench SEE (benchmark) tool
improvements. The changes adopted by CNIS in the first standard will
also minimize market entry risk for the server industry. Intel also worked
with industry peers and the Chinese Institute of Electronics to makeprogress toward development of multiple sustainability standards forPCs. Intel is collaborating with SPEC and the TGG to develop the next
version of the server benchmark tool including SPECloud and SPECSERT suite to reflect modern workload demands and expand theclass of servers.

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 aweighted average of desktop and notebook processor sales volumes. Progress on the data center component of our product energy efficiency goal ismeasured using SPEC® Server Efficiency Rating Tool (SERT®) suite5 on Intel and/or OEM commercial systems, using an end-of-2019 baseline.
Progress in 2023. Client: On-track. We introduced Intel 13th generation Intel® Core™ mobile processors as well as Intel 14th generation desktop
processors6 that include more efficient cores compared to the prior generation. As a result, we are on track to achieve our aggressive interim goal of
3.46X compared to the 2019 baseline. Late in the year, we also launched the Intel® Core™ Ultra mobile processor with designed-in energy-efficiency
advancements.7 For example, users can achieve up to 3X more power efficiency on Ghostrunner 2 with an Intel Core Ultra 7 165H processor, compared
to a 13th Gen Intel® Core™ i7-1370P processor.8 Server: On-track. In 2023, we released our 5th Gen Intel® Xeon® Scalable processors, which achieved
approximately 2.1X improvement in energy efficiency vs. the 2019 baseline, as measured by SERT using high-volume SKU.9 This is within 10% of theplanned trajectory of 2.3X toward 10X improvement by 2030.

Intel has estimated the GHG emissions due to energy consumption
by Intel processors sold in 2023. The annual and lifetime emissions ofIntel processors when used in customers’ compute applications (i.e.,
server, desktop, notebook, and workstation) equate to approximately
3,253,000 and 14,040,000 metric tons of CO2e, respectively.

Looking Ahead. We plan to report on server progress toward the 2030 goals based on planned release of next-generation Intel Xeon Scalable
processors in 2024 and client progress based on the Intel Core Ultra mobile processor, as well as the Intel® Core™ 14th Gen processors. We continue
to monitor user needs and have observed that demand for AI in PCs has grown, resulting in a new focus on active workloads such as, but not limited to,
10-person Microsoft Teams calls with Microsoft Windows Studio Effects and AI-enhanced collaboration.

For more, see the “2023 GHG Emissions Reported byCategory” table earlier in the section.

Product Innovation: Client
In 2023, we introduced Intel® Core™ Ultra mobile processors thatdeliver reimagined power efficiency, world-class compute andgraphics performance, and the best AI PC experience10 to mobile
platforms and out to the edge. Intel Core Ultra mobile processor-based
notebooks total energy consumption can be as much as 64% lower than
ENERGY STAR 8.0 requirements,11 which is important for saving energy
in the use phase of the PC life cycle.
As active workloads become an increasingly important component of
the energy use mix, Intel has taken a proactive approach to minimize
energy use in these scenarios. Users can consume up to 25% less power
while streaming Netflix entertainment with an Intel Core Ultra 7 165H
processor, compared to a 13th Gen Intel® Core™ i7 1370P processor.12
In fact, an estimated 30 billion hours of Netflix programming is watched
globally every year on PCs. Streaming those hours with an Intel Core
Ultra processor-based laptop instead of the previous-generation system
could save enough electricity to power 1,600 US homes for a year.13

79 Sustainable // 2023-24 Intel Corporate Responsibility Report

5SPEC and SERT are registered trademarks of the Standard Performance Evaluation
Corporation (SPEC).

6“Intel® Core™ Desktop Processors.” N.d. Intel® Core™ Desktop Processors. Accessed
March 7, 2024.

7

Learn more at Intel® Core™ Ultra Processors brief.

8

Learn more at at the Performance Index site. Results may vary.

9

EMR System Configuration: MiTAC Server M50FCP (Fox Creek Pass, 2U, dual socket
system), BIOS SE5C741.86B.01.02.0001.2401260138 (default settings), BMC egs1.95-0-ga44f42-39e80000, CPLD FCP_v3p0, ME 06.01.04.005.0, dual Intel® Xeon®
6538Y+ (32 cores per socket, 225W TDP), Hynix DDR5 32 GB 5600 MHz DIMMs (16DIMMs, 1 DIMM per channel), 2 SATA Seagate ST4000NM0035 HDD’s, Linksys USB
3Gb Ethernet Adapter, 2 PSU’s Platinum 1600W, Windows Server 2022 Standard Build
10.0.20348 (default settings), OpenJDK 17, SERT 2.0.6, Intel_Win2022_OJDK17 SERT
client configuration, Test Date: Feb 14, 2024. Baseline CLX System Configuration: Intel
Server S2600WP (Wolf Pass, 2U, dual socket system), dual Intel® Xeon® 5218 (16 cores
per socket, 125W TDP), Micron DDR4 16 GB 2666 MHz DIMMs (12 DIMMs, 1 DIMM
per channel), 2 SATA Seagate ST4000NM0035 HDD’s, on-board 10Gb NIC, 2 PSU’s
Titanium 1300W, Windows Server 2016 Standard Build 10.0.14393 (default settings),
Oracle Java 1.8.0_144-b01, SERT 2.0.2, Intel_Win_HS18_5 SERT client configuration,
Test Date: Aug 7, 2019.

10

Based on the broad compatibility, extensive software options, unique architecture, andimpressive performance of Intel® Core™ Ultra processors that combine to deliver thebest overall AI experience, including in comparison to competition processors (as ofDecember 2023). AI features may require additional purchase or specific compatibility
requirements. See the Performance Index for details.

11

As of January 2024, based on OEM design implementation as measured by data relative
to one Asus Zenbook laptop tested and may not be characteristic of all platforms on
the market. Platform configuration and implementation have obvious impact to overall
platform power as it applies to power measurements for these government regulations.
See the Performance Index for details.

12

As measured by system on chip (SOC) package power consumption while running a
Netflix streaming workflow. For more details see the Performance Index.

13

Based on hypothetical scenario comparing the power consumption of 30 billion hours of
PC streaming Netflix on Intel® Core™ Ultra 7 165H processor-powered systems versus
13th Gen Intel ® Core™ i7 1370P processor-powered systems. For additional details on
calculations see CES 2024 in the Performance Index.

The introduction of the Intel Core Ultra processor brings the best AI PC
experience14 to mobile platforms. Users may experience up to 40% lesspower for AI-enhanced collaboration with an Intel Core Ultra 7 165H
processor, compared to a 13th Gen Intel Core i7-1370P processor.15
The Intel Core Ultra Mobile Processor was architected from its inception
with key principles to promote leading-edge power management acrosshardware subsystems and in coordination with system software. One
example of this is the new low power island, which can run workloads
while the system turns off the compute tile. Intel Thread Director helps
to make on the optimal scheduling decisions.
The result is a new approach based on the needs of end users andOEMs to get the best energy efficiency and performance on the key
usages and experiences that they need to support.

Product Innovation: Server and Network
In 2023, Intel launched 5th Generation Intel® Xeon® Scalable processors(code-named “Emerald Rapids”) that provide an approximate average
36% improvement in energy efficiency over 4th Gen Intel Xeon Scalable
processors over a wide range of workloads.16 Efficiency gains are supported
by improved core and SoC interconnect power efficiency, enhanced SoC
interconnect frequency tuning, a fully integrated voltage regulator tuned
for power efficiency, and enhanced active idle mode. 5th Gen Intel Xeon
processors also include innovative and evolved features, such as built-in
accelerators for AI, security, and storage, as well as Optimized Power
Mode (OPM) 2.0 to enable energy-efficiency gains when running certain
workloads or use cases.
Built-in accelerators can provide up to 10X better energy efficiency in
5th Gen Intel Xeon processors compared to previous-generation Intel
Xeon processors.17 These accelerators provide real-world workload

80 Sustainable // 2023-24 Intel Corporate Responsibility Reportadvantages due to the performance and energy benefits they provide.
OPM 2.0 builds on an earlier version that debuted in 4th Gen Intel Xeon
Scalable processors and enables up to 110W power savings (2 socket)
at typical, lower server utilization rates of 30-40%.18 At idle, 5th Gen Intel
Xeon processors enable up to 100W power savings per socket over 4th
Gen Intel Xeon processors.19 OPM 2.0 is enabled by a BIOS (basic input/
output system) setting for ease of deployment.
Refreshing previous-generation servers can also reduce carbon
and electricity consumption during the use phase of the product life
cycle due to the lower number of servers needed to provide the same
performance and the energy efficiency of older systems. For example,
customers refreshing from 1st Gen Intel Xeon Scalable processor-based
servers to those powered by 5th Gen Intel Xeon Scalable processors
can experience energy reductions of 1,697.1 MWh while reducing
operational CO2e emissions of 719 metric tons.20 These benefits andmore, dependent on workload and fleet size, contribute to a TCO
savings of up to 77%.21
As with 4th Gen Intel Xeon Scalable processors, we expect 5th Gen Intel
Xeon Scalable processors to be available in deployments in both public
cloud and telecommunications networks. 5th Gen Intel Xeon processors
are built with 99% renewable electricity and enable up to 38% lower
embodied processor product carbon footprint, benefiting customers’
Scope 3 emissions.22

14Intel Core Ultra Ushers in the Age of the AI PC. Based on the broad compatibility,
extensive software options, unique architecture, and impressive performance of Intel®
Core™ Ultra processors that combine to deliver the best overall AI experience, including
in comparison to competition processors (as of December 2023). AI features may
require additional purchase or specific compatibility requirements. See the Performance
Index for details. Results may vary.

15

As measured by system on chip (SOC) package power on XSplit VCam during
background removal, auto-framing, enhanced lighting, and chair removal on NPU. For
additional details, see the Performance Index.

16

See [T13] at the Performance Index: 5th Gen Intel Xeon Scalable processors. Results
may vary.

17

Based on performance-per-watt gains of 1.46x to 10.6x with built-in accelerators on a
range of AI, database, and networking workloads. See [A19-25, D1, D2, D5, N16] at the
Performance Index: 5th Gen Intel Xeon processors. Results may vary.

18

Results may vary. System configuration: 8592+:Estimated performance on 1-node,pre-production platform with 2x5th Gen Intel Xeon Platinum processor 8592+ (Emerald
Rapids). 64C, 350W TDP; Total Memory 1024GB (16x64GB DDR5 5600 MT/s), Turbo
On, HT On, pre-production BIOS Version: EGSDCRB1.SYS.0107.D81.2311210259, Kernel:
6.2.0-emr.bkc.6.2.13.3.43.x86_64, Microcode: 0x21000161; OS: CentOS Stream 9;
Software: jdk1.11; 2x Ethernet Controller l225-LM; Workload: Power efficiency; Test byIntel on 11/22/2023. 8480+: 1-node, 2x 4th Gen Intel Xeon Platinum processor (Sapphire
Rapids), 56 cores, 350W TDP; Total Memory 1024GB (16x64GB DDR5 4800 MT/s), HT
On, Turbo On, BIOS Version: EGSDCRB1.SYS.0105.D59.2308191339, Kernel: 5.15.0spr.bkc.pc.16.4.24.x86_64, Microcode: 0x2b000541, OS: CentOS Stream 8; Software:jdk1.11; 2x Ethernet Controller l225-LM; Workload: Power efficiency; Test by Intel on
11/22/2023.

198592+: Estimated performance on 1-node, pre-production platform with 2x 5th Gen Intel
Xeon Platinum processor 8592+ (Emerald Rapids). 64C, 350W TDP; Total Memory
1024GB (16x64GB DDR5 5600 MT/s), Turbo On, HT On, pre-production BIOS Version:
EGSDCRB1.SYS.0107.D81.2311210259, Kernel: 6.2.0-emr.bkc.6.2.13.3.43.x86_64,
Microcode: 0x21000161; OS: CentOS Stream 9; Software: jdk1.11; 2x Ethernet Controller
l225-LM; Workload: Power efficiency; Test by Intel on 11/22/2023.
8480+: 1-node, 2x 4th Gen Intel Xeon Platinum processor (Sapphire Rapids), 56 cores,
350W TDP; Total Memory 1024GB (16x64GB DDR5 4800 MT/s), HT On, Turbo On,
BIOS Version: EGSDCRB1.SYS.0105.D59.2308191339, Kernel: 5.15.0-spr.bkc.pc.16.4.24.
x86_64, Microcode: 0x2b000541, OS: CentOS Stream 8; Software: jdk1.11; 2x Ethernet
Controller l225-LM; Workload: Power efficiency; Test by Intel on 11/22/2023.

20

See [T7] at the Performance Index: 5th Gen Intel Xeon Scalable processors.
Results may vary.

21

See [T7] at the Performance Index: 5th Gen Intel Xeon Scalable processors.

22

See [N4] and [N19] at the Performance Index: 5th Gen Intel Xeon Scalable processors.
Xeon platinum 8592+. Results may vary.

24

With greater than 600 million terabytes of mobile data traffic permonth forecast by 2030,23 communication service and network security
providers need high-performance and energy-efficient infrastructure
to meet rising demands. 5th Gen Intel Xeon processors meet thechallenges of 5G Core use cases by providing up to 1.51X throughput
and up to 1.31X performance/watt with 5G user plan function compared
to previous-generation Intel processors.24

Sustainability, Intel Performance Index
Mobile Data Traffic: Global Strategic Business Report. ResearchandMarkets.com,
September 2023.

23 

Water Stewardship
By responsibly managing our water use, as guided by our Global Water
Policy, we aim to meet our business needs and those of our communities.
In 2023, we returned and restored 110%1 (by volume) of our fresh water
withdrawals to our communities through efficient water management,water reuse, and project funding that enabled water restoration in
local watersheds.
Our water strategy has three focus areas: reduce the water used in ouroperations through innovative water conservation projects, reuse water
within our operations through investments in state-of-the-art water
treatment facilities, and restore water to our watersheds in collaboration
with local communities. As a part of our 2030 RISE goals, we aim toachieve net positive water by conserving 60 billion gallons of water(cumulative from 2020) and funding water projects that will restore
more fresh water than we consume to our local watersheds.
Our water conservation efforts saved approximately 10.2 billion gallons
of water in 2023, and new projects completed during the year are
estimated to save more than 200 million gallons annually, once
operational. Since 2020, our water conservation efforts have saved
more than 36 billion gallons of water, enough to sustain about 330,000
US homes for one year.2

2030 Goal: Net Positive Water
Our 2023 absolute fresh water use decreased 4% from 2022 and 24% from the 2020
baseline. We increased our water conservation by 6% from 2022 to 2023, and by 44%
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 non-manufacturing sites with2,000 or more employees where Intel has operational control.

81

Fresh water returned (8.3 billion gallons) + water restored (3.1 billion gallons)/water
withdrawal (10.5 billion gallons ) = 110% (small rounding difference). Net positive water
percentage represents the total volume of water returned and restored globally. Somelocations have returned and restored significantly more than their targets, resulting ina global total greater than 100%. Net positive water is achieved when each country
reaches its specific target. Refer to “2023 Water Inventory by Location and Source”
in the Appendix for net positive water progress by country.

Sustainable // 2023-24 Intel Corporate Responsibility Report

Baseline. Progress measured from baseline of January 1, 2020.
Progress in 2023. During 2023 we conserved approximately 10.2
billion gallons and 36 billion gallons cumulatively from the 2020
baseline. In addition, Intel-enabled projects restored about 3.1
billion gallons of water to our watersheds in 2023. As a result, we
maintained net positive water in the US and India and reached net
positive water in two additional countries: Costa Rica and Mexico.
These achievements advanced us toward our 2030 goal of net
positive water, resulting in 110%1 (by volume) of fresh water thatwas returned and restored, and significant progress toward ourgoal to conserve 60 billion gallons of water by 2030.

During 2023, we continued to fund water restoration projects benefiting
the watersheds that we impact and the communities where we operate,
including new projects in Costa Rica and Vietnam. In July 2023, weachieved Alliance for Water Stewardship (AWS) Platinum certificationfor our Ocotillo, Arizona site. Intel was the first semiconductor company
in the US and the second company in the US across all industries to earn
the Platinum certification. See details in our “2023 Water Inventory by
Location and Source” in the Appendix. Additional information is alsoavailable in our most recent CDP Water Security report posted on our
Report Builder website.
1

Description. Achieve net positive water by conserving 60 billion
gallons of water and funding water restoration projects that restore
more fresh water than we consume to our local watersheds. Net
positive water is defined as water returned through water management practices, plus water restored to local watersheds, equivalent
to >100% of our fresh water consumption.

Looking Ahead. In 2024, we expect to conserve and restore a
total of 13.5 billion gallons of water in our operations, community
collaborations, and watershed restoration projects and expect tomaintain net positive water in the US, India, Mexico, and Costa
Rica. We are well on track to achieve our water conservation goalby 2030.
2

Based on average US household water usage figures published by the US Environmental
Protection Agency.

Water Conservation and Restoration
Below are examples of water conservation projects Intel implemented
in 2023 as part of our commitment to achieve net positive water.
Our Penang site in Malaysia reclaims wastewater from our assembly
test manufacturing (ATM) operations via filtration and biocide control.
The reclaimed water is then recirculated in cooling towers, reducing
overall fresh water withdrawals. Following the success of this wastewater
reclaim strategy, this project was expanded in 2023 to achieve double
the water savings, or an additional 7 million gallons of water conserved
per year.
We continue identifying opportunities to segregate and recover rinse
water and bypass flows from our process manufacturing equipment.
By adding an additional treatment step to remove ozone, we havesignificantly increased water reuse for factory systems such as cooling
towers, scrubbers, and abatement units. The first system was installed
in 2023 in our new F34 factory in Ireland, and is expected to conserve
approximately 200 million gallons of water per year when fully implemented. Further retrofits to implement this project are planned in ourother factory sites in 2024.
Below are examples of water restoration projects Intel funded in 2023
as part of our commitment to achieve net positive water.

With support from Intel, CLEAN International is implementing rainwater harvesting
systems to provide a more resilient and sustainable water supply for students and staff at
86 schools in and around Ho Chi Minh City, Vietnam.

Forest Ecosystems Management and Conservation Phase II (Costa
Rica) – Fundecor. Agua Tica was established as the first public-private
water fund in Costa Rica. One of its objectives is to promote water
restoration through forest protection agreements. This project, which
follows the successful implementation of Phase I funded by Intel in
2020, is protecting almost 540 acres of mature and/or secondary
forest from being illegally converted to a more degraded condition
such as grassland, agriculture, or residential development.

Rainwater Harvesting (Vietnam) – CLEAN International. The Saigon
River basin has experienced declining groundwater due to population
growth, seasonal flooding, water pollution, and saltwater intrusion.
Rainwater harvesting can help mitigate these risks by capturing excess
runoff and using it to decrease groundwater extraction. This project will
implement rainwater harvesting systems at 86 local schools, making
this water available for use at the schools and helping to create a more
resilient and sustainable water supply.
For more information on these and other projects, visit our Water
Restoration website.
By protecting forests and preventing runoff, phase II of the Intel-supported Agua Tica
water project is expected to enable the restoration of 71.3 million gallons of water per year
near San Jose, Costa Rica.

82 Sustainable // 2023-24 Intel Corporate Responsibility ReportWaste and Circular Economy Solutions
The majority of Intel’s waste originates from construction andmanufacturing activities. Our focus on improved management ofwaste results in materials being kept in use longer. As part of our RISE
goals, we remain committed to identifying innovative ways to achieve
zero waste to landfill and implementing circular economy strategies
for our manufacturing waste streams.
From 2022 to 2023, manufacturing waste decreased by 28% andconstruction waste increased as a result of our global expansion. Acrossour global operations, we have implemented waste prevention projects
ranging from the removal of single-use cups at hot drink dispensing
machines to applying waste materials from one construction projectto another project. Projects to divert waste from landfill included finding
ways to use waste floor tiles as raw material in the production of new
flooring products, composting paper hand towels, recycling latex
gloves, reusing polystyrene packaging waste, and more.

2030 Goal: Zero Waste1/
Circular Economy
Description. Achieve zero waste to landfill and implement circular
economy strategies for at least 60% of our manufacturing waste
streams in collaboration with our suppliers.
Baseline. During 2020, 5% of our total waste went to landfill,
and we had implemented circular economy strategies for 65%
of manufacturing waste.
Progress in 2023. In 2023, we sent 6% of our waste to landfill
and implemented circular strategies for approximately 63% of
our manufacturing waste. Despite construction waste increasing
in 2023, waste to landfill declined from 2022. This reflects
the significant focus placed on landfill diversion by Intel’sconstruction teams.
Looking Ahead. Management of construction waste will remain a
key focus area during our global expansion and across our existingsites around the world. In 2024, we will continue to focus on theidentification of markets for spent chemicals, landfill diversion,and upcycling of waste streams.
1Intel defines zero waste to landfill as less than 1%.

In 2023, we upcycled 76,000
tons, or approximately 63%, of ourmanufacturing waste.
Our 2030 waste-to-landfill definition includes hazardous waste and non-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. Wastes for which local legislation prevents
landfill diversion are not included.

83 Sustainable // 2023-24 Intel Corporate Responsibility Report

In 2023, approximately 63% of Intel’s manufacturing waste was upcycled (recycled,reused, or recovered). Manufacturing waste represented 41% of our total waste in 2023,
and included hazardous and 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 and restoring products, components, and materials through strategies likereuse, repair, remanufacturing, use as feedstock, and recycling. It does not include fuelblending unless it is done after recovery of a major constituent of the waste stream.

Upcycling Manufacturing Waste
Major semiconductor manufacturing-related waste streams include
lithography-related solvents, metal plating waste, specialty basecleaners, spent sulfuric acid, ammonium sulfate, and calcium fluoride.
Our operations also generate plastic, metal, kitchen, and general
office waste.
We continue to find ways to recover materials and regenerate resources
to create circular economy solutions that reduce costs and environmental
impact. In 2023, we upcycled (reused, recovered, or recycled) 63% of ourmanufacturing waste, or approximately 76,000 tons.
We have put significant effort into finding alternate strategies for
managing our spent solvent wastes, resulting in additional environmental
benefits. For example, two years of work spent redesigning process tools
and recipes enabled the on-site segregation of cyclohexanone and its
recovery for resale in 2023. These activities supported our goal of
circular economy management of our manufacturing waste. In addition,
they reduce GHG emissions at the supplier’s processing site. By continuing to identify opportunities to recover, recycle, and fuel blend spent
solvents that otherwise would have been incinerated, we were able to
avoid over 88,000 metric tons of CO2e in our value chain in 2023.
Intel has invested in robust technologies to increase the recovery
of wastes at our global manufacturing sites. In the US, some sulfuric
acid waste from our manufacturing operations is sent to an off-sitefacility, where it is processed to technical grade sulfuric acid. It is thendirected back to our manufacturing operations, where we use it in onsite wastewater treatment systems. In Ireland, a treatment process togenerate a new pellet form of fertilizer using the factory's ammonium
sulfate waste was developed offsite with our waste vendors in 2023.
This eliminates the need to export the waste for treatment and provides
the raw ingredient needed to produce fertilizer in Ireland in a form
particularly suited to Irish farming.

Construction underway at Intel's site in Rio Rancho, New Mexico.

84 Sustainable // 2023-24 Intel Corporate Responsibility ReportSupply Chain Sustainability
Through engagement with our supply chain on environmental
sustainability, we aim to reduce environmental impact, lower supply
chain risk, and decrease costs. We seek to work with our suppliers todecrease GHG emissions, water usage, and waste generated, and to
implement circular economy strategies. Our procurement teams also
work with our logistics and packaging suppliers to help drive changes
in the materials we use to ship products. In addition, we work with our
first-tier chemical and gas suppliers on green chemistry initiatives.

Addressing Climate Change and Water Use
We engage with our suppliers to help identify areas of improvement,
including increasing supplier focus on energy conservation andrenewable energy sourcing, increasing chemical and resource
efficiencies, and collaborating through cross-industry consortia tosupport the transition to a net-zero GHG semiconductor supply chain.
In 2023, we announced a new goal to achieve net-zero upstream Scope
3 GHG emissions by 2050. We also have an interim 2030 goal to reduce
supply chain GHG emissions by 30% from what they would be in theabsence of investment and action. To achieve these goals, we arefocused on identifying areas of synergy and collaboration in our supply
chain to amplify and accelerate GHG emissions reductions. In 2023, we
continued leadership roles in the Governing Council and Working Groupsof the Semiconductor Climate Consortium (SCC), which focuses on
advancing collaboration across the semiconductor value chain to reduce
GHG emissions. We also become a founding co-sponsor of Catalyze,
a semiconductor industry collaboration that focuses on accelerating thetransition to renewable electricity in the semiconductor supply chain byproviding suppliers with access to capacity building and educational
resources, strategy support and guidance, and procurement opportunities.
In 2023, we asked approximately 130 first-tier suppliers that have higher
environmental impacts to submit data on their own carbon footprints
through the CDP Climate Change Questionnaire. Of those suppliers,
about 99% submitted the questionnaire, and approximately 97% of
those suppliers made their responses public, giving both Intel and otherstakeholders information about the environmental performance of Intel’s

85 Sustainable // 2023-24 Intel Corporate Responsibility Reportsupply chain. Using information provided in our suppliers’ CDP Climate
Change Questionnaire helps us confirm that we are focusing on thelargest climate change impacts.
We also sent the CDP Water Security Questionnaire to nearly 60 suppliers
located in water-stressed regions. We achieved a 98% response rate, with
96% of those suppliers publicly sharing their responses.
We seek to decrease the GHG emissions related to our transportationand logistics network by optimizing packaging to reduce the quantity
and weight of shipments and by increasing local sourcing. In 2023, we
drove further reductions by converting 53% (up from 15% in 2022) of
all capital freight shipments from air freight to ocean freight. We willcontinue developing domestic truck and international ocean freightopportunities with our customers and stakeholders in 2024 for further
emissions impacts. Additionally, we are working closely with our logistics
suppliers to ensure they have robust internal processes in place toprovide emissions reporting data in line with the Global Logistics
Emissions Council framework.

“Switching to renewable energy is an
important step to reduce GHG emissions—Intel has achieved 99% renewable electricity
in our global operations. As a founding
member of Catalyze, we are proud to help
remove barriers to choosing greener energy.
Ultimately, we want our entire value chain toachieve net-zero GHG emissions as the world
becomes more digital.”—Keyvan Esfarjani, Intel Executive Vice President
and Chief Global Operations Officer and General Manager,
Foundry Manufacturing and Supply Chain

2030 and 2050 Goals: Net-Zero
Upstream Scope 3 GHG Emissions
Description. Reduce Scope 3 supply chain GHG emissions by
30% from what they would be in the absence of action by 2030
and achieve net-zero upstream Scope 3 GHG emissions by 2050.
Baseline. Each year, we request that a subset of suppliers withhigher environmental impacts submit data through the CDP Climate
Change Questionnaire, including information on emissions reduction
initiatives. Our requirements also include setting at least one GHG
reduction goal or target. Progress toward our 2030 goal is measured
as the impact of emissions avoided through first-tier supplier actions
and initiatives, starting from a 2021 baseline and allocated to Intel
using similar approaches as the allocation of supply chain emissions,relative to Intel’s total supply chain Scope 3 GHG emissions forfirst-tier suppliers. Our 2050 goal includes all upstream Scope 3
GHG categories.
Progress in 2023. Supplier GHG emissions reduction actions andinitiatives since 2021 have resulted in an estimated 9% of emissions
avoidance in our supply chain. To drive further action on supply chain
GHG emissions reductions, we also became founding co-sponsorsof the Catalyze supplier renewable accelerator program, which is
focused on advancing and accelerating renewable electricity
adoption in the semiconductor value chain.
Looking Ahead. In 2024, we will continue to focus on advancing
collective action on industry-wide emissions reductions throughactive engagement in SCC; will support supplier action toward
use of 100% renewable electricity as founding co-sponsors ofCatalyze; and will engage with suppliers on calls to action to set
100% renewable electricity and net-zero targets, and to develop
project roadmaps to achieve their goals.

Circularity
The application of circular economy principles across the supply andvalue 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 theuseful life of equipment and returned products, materials reclaim, andthe use of post-consumer recycled materials on transportation media.
The consolidated efforts across the supply chain in 2023 resulted in:• 3,500 tons of manufacturing equipment averted
from landfill through resale.
• 395 tons of parts averted from landfill through harvest.
• 61 tons of IT computing assets averted from landfill though resale.
• 2,000 tons of material containing precious metals reclaimed.
• 70% recovery rate on products returned to Intel.
• 75,800 tons of manufacturing waste upcycled.
• 30 countries supported by global e-waste program.
In addition, Intel introduced a prototype that dynamically manages thedisposition of returned products from customers, directing it to thehighest value recovery areas (restock, repair, resale, and repurpose). ThisAI learning model effectively leverages a broad set of data to optimize
decision-making processes and facilitate a win-win situation for bothIntel and the environment.

Sustainable Packaging
Intel has a history of practicing sustainable packaging methods toimprove packaging designs and sustainable material selection. We
focus on reducing unfavorable material, increasing material efficiency,
designing for recovery and recycling, prioritizing recycled content, andsourcing responsibly managed 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 are historically sent to landfill. The
thermoform tray is made out of a more recyclable material, polyethylene
terephthalate (PET), and weighs 50% less than a standard industry
injection molded tray. We worked to include post-consumer recycled

86 Sustainable // 2023-24 Intel Corporate Responsibility Reportmaterial into the thermoform trays so that nearly half of the tray is
non-virgin material. Since 2009, we conservatively estimate that
we have eliminated over 23,800 metric tons of plastic material throughthese initiatives.
To drive further progress, we are working to achieve three additionalsustainable packaging targets. The first is to ensure that 95% of thematerials used in our new product packaging designs, by weight, will
be recyclable or reusable by 2025. As of the end of 2023, we were
exceeding this goal, at 97%. The second is to ensure that 100% of thevirgin wood fiber used in our corrugated fiberboard packaging will befrom a certified, responsibly managed source by 2025. We are well on
track to reaching this target ahead of schedule. Third, we are focused onminimizing the use of virgin plastic in our packaging designs by 2030,
and only using plastics containing post-consumer recycled or advanced
recycling content for required applications.

Sustainable Chemistry
Sustainable chemistry seeks to improve the efficiency with which natural
resources are used to meet human needs for chemical products andservices. 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 stewardship practices
that will increase performance and value while protecting and enhancing
human health and the environment.
We established the Chemical Footprint Methodology as a key componentof Intel’s RISE Sustainable Chemistry program to make our operations
more sustainable. Building on work in 2021 and 2022 that established achemical footprint baseline, we have implemented priority projects toaddress chemicals of concern and act on company commitments. We willcontinue to improve and update our methodology through our work with
suppliers, customers, and our industry collaborators.

Assessing and Reducing Risks
Intel performs a detailed risk assessment of our high-volume
manufacturing chemicals, addressing global chemical regulations
and prioritizing critical chemicals of concern. To ensure these risk
assessments are robust, we require full material disclosures fromour chemical suppliers. Our chemical supplier EHS specification
requires suppliers to assess the hazards of their formulations andpropose alternatives for certain classes of materials. In addition,
we publish a Manufacturing Restricted Substances List to guide
suppliers regarding prohibited and non-preferred ingredients.
For certain chemicals, we publish additional individual policies.
In 2021, we released a policy regarding no new process applications
utilizing n-methyl pyrrolidone and in 2022, we established a PFAS
policy for restricted fab material use for certain PFAS materials. We
will continue to review and establish chemical policies as needed.

87 Sustainable // 2023-24 Intel Corporate Responsibility Report

Addressing PFAS

Collaborating for Impact

Perfluoroalkyl or polyfluoroalkyl substances (PFAS) are used in small
quantities in certain process chemicals, and can also be found in many
components within the electronics industry. In many of the process
chemical applications, there are no readily available substitutes. Where
there are potential substitutes, we are working with industry associations
and our supply chain to assess the feasibility of their uses in high-volume
manufacturing. In addition, we support research to address thechallenges and ensure adequate controls.

We continue to set expectations for our suppliers on our supplier portal
and to collaborate with our suppliers on alternative assessments andviable chemical replacements. In 2023, as part of our Supplier Programto Accelerate Responsibility and Commitment (SPARC), we asked ourchemical suppliers to begin screening all development materials, inaddition to the previous requirement to screen high-volume materials,
against several health and environmental points to drive conversations
on alternative chemistries. We also assessed our suppliers’ chemical
policies to provide greater insight into how they could further support
Intel’s green chemistry and alternative assessment process and address
specific areas for continuous improvement.

As these efforts require industry collaboration, we have used ourlong-standing membership in the Semiconductor Industry Association(SIA) to support this work within the association’s Semiconductor PFAS
Consortium. This group of more than 40 semiconductor manufacturers
and suppliers focuses on gathering technical information about PFAS
uses and documenting the challenges and opportunities for reduction
or elimination where feasible. In 2023, the consortium published 10
technical white papers detailing how PFAS are used in essential process
steps and tools in semiconductor manufacturing and the assembly
packaging process.
To expand the effort deeper into the supply chain, Intel worked with
SEMI, the trade association focused on supply chain, to drive suppliercommitments to address PFAS. Intel and SEMI hosted workshops in
2023 where we encouraged suppliers to work toward substitutionplans for all PFAS and to identify pathways to overcome technicalchallenges. This effort ultimately led to the establishment of the SEMIPFAS Initiative. The initiative focuses on work related to resiliency andtransparency and was established to complement the SIA work.
In addition, Intel continues its sponsorship and helps lead Semiconductor
Research Corporation research projects aimed at identifying,developing, and implementing non-PFAS alternatives. Continued
support of academic research, consortia, and supply chain initiatives isneeded to further minimize and/or replace these specific substancesand other chemistries of concern.

In 2023, we implemented the Supplier Sustainability Scorecard as aholistic program to baseline our suppliers’ “sustainability” scores and toestablish environmental sustainability expectations within our supply
chain in the areas of water, waste, energy, greenhouse gas emissions,and chemical management. In 2024 we will continue the process and will
collaborate with suppliers on sustainability improvements.
Intel is an active participant in the Responsible Business Alliance (RBA)
Chemical Management and Environmental Work Groups, which work
to improve the electronics industry chemical management practices
through codes, policies, risk assessments, audits, and training. The RBA
helped to establish and scale the Clean Electronics Product Network’s(CEPN) Towards Zero Exposure Program, of which Intel is an active
participant. CEPN’s mission is to understand, address, and eliminate
workers’ exposure to chemicals in the electronics supply chain. Intel
supports CEPN’s principle to identify priority chemicals and work toward
zero exposure of workers.
Intel is also an active member or participant in multiple other electronics
trade associations such as Chemical Users Coalition, Sustainable PFAS
Action Network, DIGITALEUROPE, American Chamber of Commerce
to the European Union, Information Technology Industry Council, and
IPC International. These organizations regularly work with regulatory
agencies to provide technical information to show the industry’s safe useof chemical substances.

Advancing 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 the technology industry and other stakeholders to advance carbonneutral computing.
Conceptually, carbon-neutral computing is achieved when the positive
benefits of the ICT sector “handprint”—the ways in which technology
is applied to reduce climate impact across the economy—equals or
exceeds the climate and energy “footprint” of product-related emissions
and carbon embedded in technology systems.
Our global challenge framework includes collaborating with others
to accelerate the sustainability of PCs, improve the energy efficiencyof data centers, and accelerate handprint solutions to reduce
emissions across high-impact industries such as utilities, oil andgas, and manufacturing.

Sustainable PC Design to Reduce Product Lifetime Carbon
Intel has taken a holistic approach across the entire PC life cycle toreduce its carbon footprint and increase circularity. This includes the
manufacturing phase (embodied carbon), use phase, and end of first life.
From this approach came a modernized reference system upon which
new platforms are developed. Innovations based on this approach areavailable in the market due to deep collaboration with OEMs. Working
with OEMs, we have enabled several technologies for the Intel® Core™
Ultra processor, Intel vPro® platform, and Intel® Evo™ platform.
Intel® Core™ Ultra Processor Platform Technologies. For the Intel
Core Ultra processor platform, we created over 14 technologies,
including Intel Intelligent Display, Intel Automated Dust Cleaning,
and advancements in WiFi7. Intel Intelligent Display technology
enables up to 24% extended battery life that can be increased to
42% more when coupled with Modern Standby.1 Intel AutomatedDust Cleaning Technology reduces dust accumulation in notebooks
over time, resulting in up to 13% improved cooling capability compared
to normal systems over a usage period of three years.2

88 Sustainable // 2023-24 Intel Corporate Responsibility ReportIntel vPro® Platform and Sustainability. Built for business, the IntelvPro platform offers enterprise-class performance, hardware-based
security, and remote management. It is a validated platform with built-infeatures for performance, hardware-based security, manageability,
and stability. According to Forrester’s Total Economic Impact report,3Intel vPro platforms can provide significant savings to an organizationby, for example, reducing hardware-related on-site maintenance visits
by up to 90%. Reducing in-person maintenance and other remotemanagement benefits reduced energy costs $69,800 and translated
to 368,000 kgs of carbon emissions avoided (based on a company of
10,000 employees).3 New requirements to the platform include Intel’s
Platform Service Record, which improves circularity by providing insight
into device usage and overall health and any subsequent upgrading,repurposing, or retiring of the PC.
Intel® Evo™ Platform. We work closely with our OEMs to engage ona regular basis, accelerating innovation in areas of joint priority, suchas in sustainability. In 2023, we introduced new requirements for OEMs
manufacturing the high-performance Intel Evo platforms, including
independently verified ecolabel compliance such as Electronic ProductEnvironmental Assessment Tool (EPEAT)4 Silver and total costof ownership. Intel promotes going beyond these requirements andachieving EPEAT Gold, which approximately 65% of the designs in themarket achieve. Additionally, Intel® Adaptix™ technology (Dynamic
Tuning Technology) with Energy Performance Optimizer and a low-power
display will also be required for all new Intel Evo edition PCs. These newrequirements will enable greater sustainability starting with the Intel Core
Ultra processor generation of systems.
1

Power analysis based on estimates using pre-production performance data as of March2024; subject to OEM system thermal design and power limitations and further testing.
Learn more in the Performance index. Results may vary.

2

Refers to benefits obtained for a specific system tested; outcomes might change
from system to system based on internal design details. Performance varies by use,configuration, and other details. Learn more in the Performance index.

3

Forrester. 2024. “Cost Savings and Business Benefits Enabled by the Intel vPro®
Platform as an Endpoint Standard.” January 2024. Commissioned by Intel.

4

The Global Electronics Council manages the EPEAT ecolabel, a free resource for
procurement professionals to identify and select more sustainable products. Gold-Ready
indicates that we achieved the required plus 75% of optional targets for the items relevant
for a reference design.

Intel® Evo™ Edition Lenovo
Yoga 9i 2-in-1 (14", 9) laptop,
image courtesy of Lenovo.

Customer Highlight
Through alignment with our OEM customers, such as
Lenovo, in the area of sustainability we achieved outstanding
collaboration and results in 2023. “Sustainability is a toppriority for Lenovo, and we strive to push the boundaries inareas such as using recycled materials, sustainable packaging,and engineering our devices to be more energy efficient. The
new Intel® Evo™ Edition Lenovo Yoga 9i 2-in-1 (14", 9) is thelatest example of our innovations in more sustainable devices.
Our close collaboration with Intel on the Intel® Core™ Ultra
platform enables multiple AI applications to run on the Lenovo
Yoga 9i 2-in-1 (14", 9)’s local NPU, offloading CPU and GPU
workloads and improving battery life. This optimized energy use
allows the device to meet ENERGY STAR 8.0 requirements.”—Jun Ouyang, Lenovo’s Vice President and General Manager of
the Consumer Business Segment, Intelligent Devices GroupImproving Data Center and Network Energy Consumption
The primary source of ICT emissions in the use phase is electricity used
to power data centers and networks. One of the ways Intel processors
enable a reduction in electricity usage is through AI-based telemetry,
which intelligently monitors and controls electricity in the data center andthroughout the network. Intel® Xeon® Scalable processors incorporate
telemetry capabilities to enable significant energy savings at scale. New
Intel Infrastructure Power Manager reference software delivers powersavings while maintaining key telecommunications performance metrics
by dynamically matching CPU power consumption to traffic. In nearcommercial performance tests on a model network, several key 5G
core software solution providers achieved a reduction of CPU power
consumption by over 30% with no packet loss.5
Intel’s Global Extensible Open Power Manager enables power andenergy optimizations on heterogeneous platforms. Intel testing has
demonstrated power savings of up to 20% in a supercomputing clusterwith only minimal performance degradation on key AI and highperformance computing workloads.6
Data Center Measurement Best Practices. Measurements andstandardized metrics are foundational to driving harmonized efficiency
and carbon-neutral computing methodologies across the industry. Intel
is collaborating with TGG and the Climate Neutral Data Centre Pact inpursuit of top-down metrics at the data center level that complement
power usage effectiveness (PUE) by measuring IT compute energy
efficiency, as well as metrics that comprehend resources beyond operational energy. We are also leveraging our leadership role in the Open
Compute Project (OCP) Sustainability Initiative to pursue PUE reporting
standards, and bottoms-up IT compute energy-efficiency metrics. This
includes incorporating liquid cooling technologies and infrastructure
design standards to enable future software to self-monitor and reportenergy consumption and the resulting footprint.
To modernize cloud benchmarking and change the way performanceis perceived in data centers, Intel initiated a cross-Industry initiativeand brought together major industry and academic players—including
Microsoft, Google, Alibaba, IBM, Dell, AMD, Ampere, ARM, Tenstorrent,and MIT—to define a modern benchmark under the SPEC consortium.

89 Sustainable // 2023-24 Intel Corporate Responsibility Report

We are actively driving the definition and development of the benchmark(code-named: SPEC Cloud V1) with the working group, and expect it tobe released publicly in the second half of 2024.

Making Software More Efficient
Software inefficiency can be an unexpected source of energy
consumption. We estimate that up to 30% of the energy consumed
by the data center can be attributed to running inefficient code.7 Intel
provides code optimizations for developers that provide performanceand energy efficiency. These optimizations are available in Intel®
oneAPI, OpenVINO™ toolkit, and Kubernetes tools and toolkits.
One example is the Intel extension for the PyTorch AI and machinelearning framework that provides up to 67% greater throughput on AI
inference workload.8 Intel’s optimizations for TensorFlow, as part of
the Intel oneAPI Deep Neural Network Library, provide over 2X better
throughput for AI inference workloads.9 In addition, Intel created the
Kubernetes Power Manager to expose and use Intel specific power
management technologies such as Intel Speed Select Technology,
Intel Advanced Vector Extensions, and more. These features enablereduced power consumption and greater performance.
Intel’s Granulate software-as-a-service offering enables companies
to optimize cloud workloads and improve application performance andefficiency. A recent addition to Granulate is an energy and emissions
counter, which enables results to be tracked across those vectors.
With this software tool, Intel is enabling a reduction of cloud resources
required to run applications—saving energy and cost. With Granulate
software, Mobileye has reported using 45% less time to run the same
workload, saving an annual carbon equivalent of 30,000 kg.10
To foster industry and ecosystem collaboration, Intel is a member of
the Green Software Foundation and has contributed to the Impact
Engine Framework to model, measure, simulate and monitor the
impacts of software.
5Intel Corporation. 2024. “Intel Unleashes 2.7x Performance per Rack Improvement for
5G Core.” February 25, 2024.

6

Intel internal testing.

7Intel estimate.

8“PyTorch* Optimizations from Intel.” n.d. Accessed March 7, 2024.

9“TensorFlow* Optimizations from Intel.” n.d. Accessed March 7, 2024.

Reduce, Reuse, and Recycle with Circular Economy Principles
Data Center Reuse and Reduce: Intel continued its engagement withindustry peers at the OCP on sustainability in the data center throughmodularity that enables “reuse and reduce.” Modularity calls for acommon building block design with verifiable interfaces to allow
for replacement of only those pieces in need, instead of the entire
platform. The OCP working group has released specifications formodular server components.
In this space, Intel was an instrumental leader in the development andofficial release of the server Data Center-Modular Hardware System(DC-MHS) specifications with OCP peers, customers, and organizationsin 2022. In 2023, a new specification was released for shared power,
cooling, and connectivity for 19" and 21" server racks. Intel modeled a
27% embodied carbon footprint reduction from implementing DC-MHS
on upcoming Intel data center platforms11 (using the Product Attributeto Impact Algorithm [PAIA] to estimate carbon and energy impact).
As the data center becomes more distributed, modular systems forthe edge are needed. Challenges for these systems include designingand optimizing for environmental conditions, space, and existing
infrastructure. Intel announced a collaboration with Foxconn Industrial
Internet to create an optimized modular 5G vRAN DU (distributed unit)
server, featuring AI capabilities powered by Intel Xeon processors.12
Client Reuse and Reduce: In 2023, Intel continued to evolve its
servicing program, which delivers security and functional updates
for our processors via the Intel Platform Update. Specifically, Intel has
increased its engagement with OEMs and customers who are interested
in extending the duration of platform servicing and support, which should
extend the useful life of end products. We expect to make strides in thatspace in 2024.

10

Mobileye Reduced 30,000 kg of CO2 Annually By Optimizing AWS With Intel Granulate
n.d. Accessed March 22, 2024.

11

Intel internal estimate. Embodied carbon, scope 3 specific calculation as of July 2023
using an Internal Intel optimization of PAIA model used to calculate embodied carbon.
For general information on how Intel calculates embodied carbon, visit Performance
Index Sustainability.

12“From Edge to Cloud System Design in the Era of AI.” 2023. Open Compute Project.

Expanding the Technology “Handprint”
Intel’s solution development is enabling the decarbonization of industries
worldwide. One major focus area for Intel is enabling renewable energy
through the implementation and deployment of a modern, smart grid.
According to the International Energy Agency, investment in smart
grids needs to more than double through to 2030 to track with the
Net-Zero Emissions by 2050 Scenario that aligns with the Intergovernmental Panel on Climate Change’s Sixth Assessment Report. To address
this, industries such as grid operators, utilities, and IT are responding
and rapidly deploying renewables and electrification globally. With
smart grid technologies—which include the use of hardware, sensors,and software to match supply with demand and provide stability andresiliency—renewable electricity can be more readily integrated onto thegrid. Intel’s Center of Excellence for Energy Sector is actively involved in
the creation, implementation, and expansion of the modern, smart gridwith technology for software-defined substations, energy services
delivery platforms, and EV charging infrastructure.
Intel-based software-defined substations help utilities integrate
renewable energy and enable operators to manage an increasingly
bi-directional and highly dynamic grid. In addition, Intel technology,
including edge analytics and processors, is foundational to energy
services delivery platforms, including distributed energy resource
management systems (renewables), the EV charging infrastructure,and green data centers.
Intel has created coalitions and collaborations with leading utilities
and the broader ecosystem in the US, Europe, and Asia to accelerate
standards-based and interoperable next-generation smart grids andpower system substations.
Intel is a founding member and technical advisor of the Edge for Smart
Secondary Substations Alliance, a group dedicated to developing an
open and interoperable platform for next-generation smart grid
secondary substations. Research by the American Council for an Energy
Efficient Economy estimates that energy-generation-reduction
technologies for a single substation could reduce carbon dioxide by anequivalent of taking as many as 1,800 gasoline-powered cars off the road.13
13

Hoffmeister, A., P. Srinivasan, A. Mersky, and E. Taylor. 2023. A Modeling Approach to
Estimate Handprint Impacts: Applications in Grid Management and Fleet EV Charging.
Washington, DC: ACEEE. Page 15.

90 Sustainable // 2023-24 Intel Corporate Responsibility ReportIntel is also a founding member of the vPAC Alliance, which is drivinga standards-based, open, interoperable, and secure software-definedarchitecture to host protection, automation, and control solutions for
power system substations. Intel’s efforts with vPAC include proof-ofconcept substation automation projects underway at leading utilities
around the globe, including with Hydro Quebec, National Grid, and theSalt River Project in Arizona.
To further scale grid modernization efforts, Intel has established a
global program with Capgemini, a leader in consulting and digitaltransformation services. To help jumpstart and scale up the emerging
carbon-reduction sector, Intel is supporting and leading workgroups
for industrial decarbonization and grid modernization in the Houston
Energy Transition Initiative.

Beyond grid modernization and scaling renewable electricity acrossthe globe, Intel is involved in many other handprint projects, including
those related to the development of smart buildings and smart cities.
Intel technologies, including AI optimization software tools such as
OpenVINO toolkit, enabled Terminus Group to develop a smart
industrial park in China. The park reduces energy consumption
via smart solar power systems, smart metering, and environmental
monitoring to reduce carbon emissions.
Intelligent traffic management can also reduce emissions while improving
safety and relieving road congestion. Intel and ISSD Electronics
have created an intelligent transportation system featuring smart
cameras, AI analytics, and more. In a deployment in Konya, Turkey, witha population of more than 2 million, wait times at traffic junctions havebeen reduced by 30% and carbon emissions have been reduced by 40%.

Environmental Management
Unlike many companies in the electronics industry that outsource
their production, we manufacture the majority of our products in ourown 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 businessmodel also gives us a unique advantage when it comes to integrating
sustainable practices within production, as we have direct control over
manufacturing processes.

Governance and Management
The Intel Code of Conduct, Climate Change Policy, Global Water Policy,
Energy Policy, and Environmental, Health, and Safety Policy guide oursustainability strategy and help us set goals. Under these policies, we
strive to consider environmental impact when we select sites, designbuildings, set performance levels for manufacturing tools, and establish
goals for production processes. To evaluate the effectiveness of ourenvironmental management system, Intel has maintained multi-site,third-party-verified International Organization for Standardization(ISO) 14001 for all manufacturing locations since 2001 and ISO 45001
since 2020. Our Corporate Energy Management System is designed
to follow the ISO 50001 Energy Management Standard; to date, wehave received third-party ISO 50001 accreditation for six of ourmanufacturing sites. To minimize our emissions of particulate matter(PM)—including PM less than 2.5 microns (PM2.5), volatile organic
compounds (VOCs), hazardous air pollutants (HAPs), nitrogenoxides (NOx), and carbon monoxide (CO)—we use emissions reduction
strategies, including abatement equipment such as rotary concentrator
thermal oxidizers, wet electrostatic precipitators, wet scrubbers, andultra-low NOx burners.
We also conduct regular EHS program self-assessments to validate
EHS compliance at the individual site level. In addition, our senior global
EHS professionals conduct periodic internal audits related to compliance,
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.
Key to our chemical management strategy is a comprehensive review
of materials, which starts with a regulatory search of all applicablechemical regulations and use restrictions. The search includes Intelspecific restrictions (which often go beyond regulatory requirements),
as well as 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 accessto hazard information and increasing the efficiency and quality of EHS
review of new chemical introductions, including review of our chemical
suppliers’ regulatory obligations.
On an annual basis, we report Intel’s emissions, waste transfers off-site,
and treatment of reportable chemicals in the countries where Intel
operates. We seek to do so in accordance with local and national
regulations, such as those set by the US EPA.
To better understand how Intel compares to others in our industry,
we regularly benchmark our environmental performance withsemiconductor and other large companies. To build a supportive
policy environment for private sector leadership on climate change,
Intel participates in organizations such as the Center for Climate andEnergy 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.

Intel CEO Pat Gelsinger (center) tours our wafer fabrication facility under construction
in Arizona.

EHS Compliance Reporting Data
Years

Number of NOVs

Fines or Fees

2019

7

$400

2020

8

$6,9862021

10$2,2092022

13$12,8502023

14$35,016

In 2023, government officials made more than 220 visits (including audits andinspections) to Intel sites across the globe, including over 80 health and safety agency
inspections, nearly 40 fire protection agency inspections, and more than 90 environmental
agency inspections.
Details on Notices of Violations (NOVs) are provided in the Appendix of this report, andprevious 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. Applicable historical data
were restated to correct minor discrepancies.

91

Sustainable // 2023-24 Intel Corporate Responsibility ReportCompensationaligned with ourenvironmental goals

Linking Compensation and Financing toEnvironmental Performance

We reached ourAchieved

target goals

renewable electricity
globally

2023 99%
Reduced Scope 1 and 2
GHG emissions byConserved and restored

424K

13B

metric tons of CO2e

gallons of water

Allocated

Sent

4%

of waste to landfill by theend of 2023$

425M
of green bond proceeds

92 Sustainable // 2023-24 Intel Corporate Responsibility Report

Since 2008, we have linked a portion of executive and employeecompensation to corporate responsibility factors. Our 2023 bonus
incorporated environmental-related metrics aligned to our 2030 and
2040 goals, including achieving at least 95% renewable electricity
globally, reducing Scope 1 and 2 GHG emissions by 130,000 metrictons of carbon dioxide equivalent (CO2e), conserving and restoring 12
billion gallons of water, and sending ≤5% of waste to landfill by the endof 2023. We achieved each of the targets, reaching 99% of renewableelectricity globally, reducing Scope 1 and 2 GHG emissions by 424,000
metric tons of CO2e, conserving and restoring 13 billion gallons of water,and sending 4% of waste to landfill by the end of 2023. In 2024, environmental metrics include achieving 95% renewable electricity globally,
reducing Scope 1 and 2 GHG emissions by 25,000 metric tons of carbon
dioxide equivalent (CO2e), certifying two additional sites to ISO 50001,
conserving and restoring 13.5 billion gallons of water, and achieving a≥ 90% recycling rate of construction waste. For more information, see
our 2024 Proxy Statement.
In 2023, for the fourth consecutive year, we achieved our green
revolving credit facility targets for energy and water conservation.
In 2023, we published our first green bond impact report, summarizing
the allocation of $425 million of the $1.25 billion green bond proceeds
across five project categories, including pollution prevention and control,
water stewardship, energy efficiency, renewable electricity, circular
economy, and waste. The green bond, which was announced in 2022,
was part of a $6 billion overall debt public offering, and the proceedsfrom the remainder of the offering are intended to be used for general
corporate purposes. Projects that meet the eligibility criteria were
estimated to reduce Intel's GHG emissions by 5.3 million metric tons of
CO2e, save 4.5 billion gallons of water, and divert 56,000 tons of wastefrom landfills in 2021 and 2022.

Smart and Green Building Practices
For many years, our engineers have incorporated green design into the
new construction and renovation of our facilities, which helps us achieve
efficiencies in energy consumption, water use, and recycling. We alsocollaborate with companies and nonprofits to expand the number ofmanufacturers implementing green building practices. As of the endof 2023, we had achieved LEED® green building certification for morethan 18.9 million square feet of space in 55 buildings. Our new Gdansk,
Poland research lab facility, which received LEED® Platinum certificationin March 2023, meets the nearly zero-energy building requirementsin the European Union and incorporates technology solutions that will
reduce electricity consumption by 32% and water consumption by
55% compared to the original baseline design. We completed LEED®
certification of one building at our Ronler Acres site and two buildings
at the Bowers campus.
Intel also collaborates with a robust ecosystem of equipment
manufacturers and systems integrators to deliver a new generationof smart building solutions built on interoperable, secure, and scalable
Internet of Things technologies and advanced data analytics at the
network edge. Read more about smart buildings with Intel® Internetof Things technologies.

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 thescope of e-waste laws when they are incorporated into a final product,
generally by an OEM. As such, we endeavor to work with OEMs, retailers,customers, and others to identify shared solutions for used electronics.
We also take steps to integrate environmental considerations into thedesign of our products to minimize the environmental impacts ofelectronics at their end of life.
Intel supports the development of green procurement standards andtools 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, and select electronic
products based on environmental leadership and corporate social
responsibility attributes.

Product Ecology
Intel’s vision is to avoid the use of substances in our products that could
harm the environment or human health, and to act responsibly and withcaution. Intel product material restrictions are based on consideration
for legal requirements, international treaties and conventions, andspecific market requirements.
Since 2012, we have collaborated with suppliers and customers to work
toward eliminating hazardous substances such as lead and halogenatedflame retardants from our products. While legislation does not require
the elimination of halogenated flame retardants in all electronic components, Intel has played a role in facilitating industry consensus aroundlow-halogen practices. We engage with industry committees on thedevelopment 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 requirementsof the European Union’s Registration, Evaluation, Authorization, andRestriction of Chemicals (REACH) regulation and comply with applicableproduct ecology regulations. When hazardous substances are included
within our products, we take steps to handle them safely from the timethey enter our operations until they are properly disposed of or recycled.

Product Carbon Footprint
The product-specific methodologies, standards, and available data
for estimating product carbon footprints (PCFs) vary considerably bycompany and geographical location. We believe consistency is needed,
and we are accelerating the industry harmonization of PCF methods that
relate to Intel products. We believe consistency is needed, and we areaccelerating the industry harmonization of PCF methods that relate toIntel products, for example, through leadership in the Scope 3 and theEmissions Reporting Protocol Working Groups in the Semiconductor
Climate Consortium and the Massachusetts Institute of Technology’s(MIT) Product Attribute to Impact Algorithm (PAIA) Consortium.
Our approach to modeling the embodied PCF1 of Intel processors isdesigned to follow the guidelines of the ISO 14067 standard andrecommendations from the International Electrotechnical Commission(IEC) Technical Report TR 62921. We make estimates available toour direct customers for informational purposes to enable themto estimate the contribution of our processors to the overall impactof their finished products.

1

93 Sustainable // 2023-24 Intel Corporate Responsibility Report

The embodied PCF includes Scope 1, market-based Scope 2, and the applicable
upstream portion of Scope 3 GHG emissions.

Enabling
We remain committed to creating a better world through the power of our technology. Our
employees’ expertise and passion remain key driving forces in this process. We also believethat the success of our IDM 2.0 strategy and the health of the communities where we operate
depend on an inclusive community of innovators prepared for the jobs of the future. The Intel
Foundation strives to empower human potential and ignite positive change. We are challenging
ourselves to do even more to broaden access to opportunities, support community needs,
and inspire the next generation. Our mission is to empower youth and communities withthe skills and confidence to rise, advance, and excel by bringing people, collaborations, andtechnology together.

This year’s highlights
1,013,000 volunteer hours
Globally, Intel employees and US retirees have donated more than 21.6 million hours of service—including 1,013,000 hours in 2023—to schools and nonprofits focused on furthering education,
youth programs, social welfare, and many other significant causes that help those in need.

370 social impact technology projects funded
Through the Intel RISE Technology Initiative (IRTI), we have invested cumulatively in 370
technology projects across 42 countries since 2020, addressing health and life sciences,education, economic recovery, social equity and human rights, accessibility, and sustainability.

$819 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 nearly $819 million in fundingof programs and STEM initiatives.

94 Enabling // 2023-24 Intel Corporate Responsibility Report

Enabling: Our Approach
Our employees deliver innovative ideas, expertise, and dedication to
make lives better in their communities. Leveraging their passion forsolving global challenges through application of Intel® technology,
employees have addressed critical needs and contributed to theachievement of our RISE goals. Intel’s culture of enabling employees
to be involved in their communities has resulted in millions of hours
contributed by our workforce since Intel Involved, our volunteer
program, launch in 1995. We continue to aspire to increase theimpact of our skills-based volunteering.
To catalyze action and amplify the impact of our employees’ service andgenerosity, the Intel Foundation contributes funds to eligible nonprofitsand schools where employees volunteer and donate their own funds. Ourinvestments and support of local communities help us build trust withexternal stakeholders and realize our corporate purpose of enriching
lives through technology.
As an innovation leader, Intel is well-positioned to share its technology
expertise and solutions with communities, customers, governments,
non-governmental organizations (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 (IRTI)
by deploying Intel technology and our employees’ talent, while
collaborating with customers and the industry.
Our aim is to fully harness the power of technology to solve theincreasingly complex and interconnected global challenges over the
next decade and beyond. From our work with N50 to enable millions ofpeople to participate in the digital world to our efforts to accelerate AI
entrepreneurship in Africa, Intel is applying technology for impact.
Our experts drive the success of IRTI projects and we actively work withother organizations to identify issues and provide unique technologicalsolutions to some of the world’s most complex challenges. Some of
the most compelling projects funded by IRTI aim to support diverse
communities, social equity, and innovation.

95 Enabling // 2023-24 Intel Corporate Responsibility Report

We’re on track to contribute
10 million hours of volunteer
service to our communities
between 2020 and 2030.

Employees Changing the WorldIntel’s corporate purpose is to create world-changing technology that
improves the life of every person on the planet. We are working to maketechnology fully inclusive, expand digital readiness, and empower allof our employees to take action. We aim to create opportunities for
employees to connect with each other, further integrate corporate
responsibility and sustainability into their teams' work objectives,and share their skills with our communities. Our RISE goals are an
integral part of the measurement of our annual performance goals
for all employees, including our management team. Intel and the Intel
Foundation are instrumental in driving our global ambitions forward
by contributing thought leadership and funds to deploy innovative
programs that support underserved populations in collaboration withschools and nonprofit public and private organizations.

$142.9 Million. Total matching grants
for employee volunteer service
through Intel Involved since theprogram’s inception in 1995.

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 January 1, 2020.
Progress in 2023. During 2023, our employees volunteered
1,013,000 hours of service in our local communities. As of the endof 2023, we had reached approximately 3.8 million hours of service
toward our 10 million-hour goal.
Looking Ahead. In 2024, our objective is to reach another1 million volunteer hours and to continue to expand our skills-based
volunteering activities.

Intel Involved
We continue to empower our employees to give back through Intel
Involved, our global corporate employee volunteer program. Since theprogram's launch in 1995, our employees have generously donated theirskills, technology expertise, and more than 21.6 million hours of service—including over 1 million hours in 2023—to tackle environmental challenges,
improve education, and help meet community needs around the world.

2023 Volunteerism by the Numbers

22.6% Percentage of employees who volunteered
1,013,000 Number of hours

We encourage volunteer activities whenever large groups meet andour leaders take it a step further with creative “give back” challenges
for their business units. Our philosophy is to meet volunteers where
they are by creating pop-up events convenient to factory workers’
schedules, hosting site-wide volunteer events at nonprofits, andencouraging employees to report their personal volunteer efforts.
The Intel Foundation amplifies the impact of volunteerism by donating
cash to eligible nonprofits and schools where Intel employees and US
retirees donate at least 20 hours of service in a year.

96 Enabling // 2023-24 Intel Corporate Responsibility Reportin-kind value of$32.2 M Estimatedvolunteer hours
1

dollars matched by the Intel
$7.6 M Total
Foundation for Intel Involved
volunteer hours2

1

Based on the 2023 Value of Volunteer Time rate of $31.80 per hour
published by Independent Sector.

2

Volunteer payments made in 2023 are for 2022 hours. Payments areprocessed once the year closes.

Making a Difference in Local Communities
Through the Intel Involved program, our employees passionately work to address challenges anddisparities in the world. Employees devoted their time and talent in a variety of ways to make adifference in 2023.
Inspiring Tomorrow’s Innovators. Intel Oregon volunteers engaged elementary students in handson, real-world engineering projects, including building miniature lunar landers. Employees in Vietnam
served as mentors for local students and Intel volunteers judged local science and technology fairs in
Costa Rica, Folsom (California), China, and Malaysia. In New Mexico and Arizona, employees hosted
STEAM activities for local students.
Supporting Sustainability. Volunteers in Mexico helped clean up and maintain a local park. In
Malaysia, employees planted trees, cleared trash and recyclable materials from a local beach,and helped sort materials at a local recycling center. Oregon employees worked to restore
wetland habitats, and Arizona volunteers shoveled out weeds and removed invasive grass
species at an arboretum.
On the Ground at New Sites. Communities at new Intel locations are already benefiting from ouremployees’ passion for sharing their time and expertise. In Magdeburg, Germany, where Intel plansto open a leading-edge wafer fabrication facility, Intel volunteers hosted a booth at a science event andengaged local students in a hands-on STEAM activity. In Ohio, where a new Intel mega-site is being
established, volunteers planted trees and engaged local fifth graders in conservation activities,
conducted Earth Day science experiments with students, and shared sustainability tips with local
middle schoolers.
Wide-Ranging Volunteer Efforts. The ways our employees enrich the communities where they live
and work reflect their wide range of talents and interests. In 2023, their volunteer activities included
bathing and socializing dogs at an animal shelter in India; helping to build homes in Folsom (California)
and New Mexico; and collecting and distributing donations of school supplies, toys, and clothes inVietnam. In Oregon and China, they provided technology support for seniors and installed lights to
help prevent falls. In New Mexico, they put together snack packs for elementary school students,
created a mural at a local nonprofit, and assembled bikes for local kids.

97 Enabling // 2023-24 Intel Corporate Responsibility ReportIntel Foundation and Corporate Philanthropy: Rising to the Future
Through corporate philanthropy, Intel funds innovative initiatives
in higher education, technology for good, workforce development,
and sustainability.
The Intel Foundation aspires to inclusively reach our global communities
and positively inspire the next generation of innovators with unique K-12
and higher STEAM and STEM education initiatives. With the goals of
igniting interest in science and technology through deep engagement,
people-centered innovation methodology such as design thinking, andhands-on experiential learning for under-resourced groups and youth,
the Intel Foundation promotes equitable access through communityand employee engagements.
Over the past 35 years the Intel Foundation has given nearly$819 million to communities worldwide.
The Foundation's priorities include:
Amplifying employees’ time and generosity: The Foundation connects
employees’ and US retirees’ passions for philanthropy to take on global
challenges and meet community needs by matching volunteer time withdonations to eligible schools and nonprofit organizations.

Humanitarian Crisis and Natural
Disaster Relief
In 2023, the Intel Foundation responded to an increased
number of humanitarian crises and natural disasters,
including earthquakes, tornadoes, wildfires, floods, andfamine. Employees joined the Foundation in support of
10 special matching campaigns, raising over $4 million
in donations and Foundation matches that enabled about
26 causes to deliver assistance to those in need. These
campaigns included relief for wildfires in Washington, Canada,
and Maui; earthquakes in Turkey and Syria; and more.

Promoting STEM education: Recognizing the life-changing power oftechnology and learning, the Foundation champions immersive STEAM
and STEM experiences to help ensure the future is filled with diverse andinclusive innovators.
Responding to humanitarian crises and natural disasters: When anatural disaster or humanitarian crisis occurs, the Intel Foundation seeks
to respond by offering matching campaigns that enable employees totake action and amplify the impact of their generous donations to relief
assistance efforts.

“Thank you, Intel and Intel Foundation, forthe ability to maximize our impact in supportof this terrible tragedy.”—Intel employee, following the donation of approximately$670,000 from employees and a Foundation match inresponse to wildfires on the Hawaiian island of Maui.

Foundation and Corporate Giving
2023 Contributions (in millions)Forms of Giving

US

International

Total

Corporate Cash

$36.7

$16.2

$52.9

Foundation Grants

$2.0

–

$2.0

Donation Matching

$12.5

$4.1

$16.6

Volunteer Matching

$4.2

$3.4

$7.6

In-Kind Giving

$1.8

$0.6

$2.4

Total

$57.2

$24.3

$81.5

Foundation

In 2023, charitable giving by Intel and the Intel Foundation totaled approximately$81.5 million, compared with $94.2 million in 2022.

98 Enabling // 2023-24 Intel Corporate Responsibility Report

As part of our social impact strategy, we work with a broad range of nonprofit andeducation organizations, including providing grants and other in-kind support. For all of
our contributions, we maintain control and review processes to track contributions andensure alignment with Intel’s values and strategy. Recipients of grants from Intel and theIntel Foundation are required to verify compliance with Intel’s non-discrimination policy.
In 2023, examples of funded organizations receiving significant grants in each of ourgiving categories included: Higher Ed (National Science Foundation and Universityof Cincinnati), K-12 Education (STEM Next Opportunity and Society for Science & the
Public), and Community and Civic Organizations (IITM Pravartak Technologies
Foundation and Fundecor).
1

Includes eligible organizations focused on addressing community needs, disaster
relief, diversity and inclusion, environmental impact, arts and culture, and other civicrelated activities.

Collaborating for Technology Impact
In our continuing efforts to solve global challenges, we are evolving theways we work with customers, external organizations, and employees.
Below are examples of collaborations that focus on our RISE goals
and strategic growth areas.

Ensuring Digital Participation for the Next 50%
The N50 Project aims to enable the next 3 billion people to participate
in the digital world, recognizing the critical importance of access toaffordable content, applications, and services at adequate speed. Intelwas a founding member of N50, whose collaborators and members
include other Fortune 500 companies, non-governmental organizations,academic institutions, and entrepreneurial ventures. In 2023, the effort
scaled to 160 collaborating stakeholders working on more than 70
initiatives across the globe, including the installation of virtual education
labs in 12 locations, and formation of the Young African Leaders Initiative
to help empower African youth. The N50 Project has already impacted
more than 500,000 people, ultimately helping to enable digital equity.

Win-Win Impact
Intel’s Client Computing Group (CCG) is working to create scalable,
sustainable collaborator-enabled community technology programs inalignment with our business and social impact priorities and those of
our customers and other stakeholders. This work started in 2022, when
CCG provided tech expertise and resources to help accelerate morethan 15 HBCU student start-ups; collaborated with Lenovo to provide
220 refurbished systems and peripherals to 20 schools and community
organizations; and provided hardware and AI training to the Hidden Genius
project, which trains and mentors Black male youth in technology creation,
entrepreneurship, and leadership. Building on this momentum in 2023,
we collaborated with ASUS to launch an employee-led STEM programthat simultaneously yielded product design improvements; supported
sustainability activities with the Aeras Foundation, which focuses on
equitable access to technology; helped the Portland Trailblazers withoutreach at a Boys & Girls Club and the Cleveland Cavaliers with outreach to schools in Ohio; and formed an engagement to accelerate AI
entrepreneurship in Africa. In Oregon, Intel also worked with East Metro
STEAM and the Multnomah Education School District to create a K-12
Esports league serving 27,000 students with Intel hardware, technicalexpertise, and volunteers. These ongoing and diverse community
engagements underscore Intel’s dedication to both business objectives
and social impact, emphasizing the transformative role of technology.

Women in STEM
According to a report by the National Science Foundation, women makeup only 14% of the total workforce in STEM fields in India.1 Furthermore,a study conducted by UNESCO found that only 35% of STEM students
in higher education are women.1 The Intel India team worked with Mind
Empowered to conduct a series of initiatives in 2023 focused on womenin technology. As a result of the initiatives, women were trained in STEM
content across 10 engineering colleges in India. Intel India also trained
over 800 women and girls across South India in STEM topics—including
working with Jansons Institute of Technology and SSN College ofEngineering using Intel AI tools.
Participants in the Young African Leaders Initiative, Kenya, November 2023. Photo byGeeks Without Frontiers.

99 Enabling // 2023-24 Intel Corporate Responsibility Report1

Times of India opinion piece.

Participants in the inaugural East Metro Esports Championships and Expo.

“Our work with Intel helps increase accessand interest in computer science, deepen
engagement with professionals of color andstudents, and connect higher education
computer science programs to middle andhigh school students. Working with Intel has
been central in not only providing technology
expertise and in helping to connect industry
and professionals to our program, but also by
championing the use of eSports in education”—Jarvez D. Hall, Director, East Metro STEAM Partnership

IRTI: Activating Tech as a Force for GoodIn 2021, we created the Intel RISE Technology Initiative (IRTI), throughwhich we are building deeper relationships with our customers and otherorganizations in line with our corporate purpose and our goal to createshared value. The IRTI has evolved into a broad, purpose-driven platform
for action. Among the many lessons learned over the past few years isthat technology is essential and can be a force for good. Through IRTI,Intel has driven substantial impact, investing across key focus areasthat align with the Intel RISE global challenges: accessibility, economic
recovery, education, health and life sciences, social equity and humanrights, and sustainability and climate.

As of the end of 2023, Intel had funded some 370 projects in 42
countries across the globe. Intel's comprehensive portfolio is used inthese projects to solve unique challenges that affect individuals andorganizations 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 that have been executedover the last year.

IRTI Project Updates

Accessibility: Navigation for People With Visual Impairments.
A visually impaired friend inspired engineer and start-up founder
Jagadish Mahendran to apply AI computer vision technology in a newway. Mahendran combined satellite navigation, voice activation, andAI computer vision into a single wearable prototype that would provide
a new set of eyes for people with visual impairments. Mahendran’s
prototype incorporates a backpack-housed computer and battery
system, a vest-mounted spatial camera, and a pair of wireless headphones to provide up to eight hours of augmented navigation as thewearer traverses complex environments. The solution is an Intel
platform that uses Intel® Movidius™ technology running computer
inference at the edge. It optimizes algorithms to run locally, eliminating
reliance on connectivity and/or cloud computing. Intel, via IRTI, funded
prototyping and piloting of new visual scene detection use cases. The
platform is open source and modular, which gives developers a foundation for incremental innovation. Mahendran and his team are working tobring an affordable version of the project to market as soon as possible.

Year

Projects to Date*

Countries Benefited

2020-21282402021-22335

422022-23370

42*Row totals are cumulative.

Education: AI for Agriculture. Poland is one of the biggest agricultural
suppliers in the European Union. Modern technologies such as advanced
data analytics, autonomous vehicles, and image recognition, arerevolutionizing this sector. In parallel, the Polish government hasembarked on several strategic education initiatives to prepare theworkforce of the future. The Polish Ministry of Agriculture and Intel
have collaborated on the roll-out of the AI for Future Workforce
program to introduce cutting- edge AI skills in vocational agriculture
schools. To further support the effort, Intel also provided the

100 Enabling // 2023-24 Intel Corporate Responsibility ReportIntel® Skills for Innovation (Intel®SFI) platform to the Polish Ministry of
Education and conducted extensive teacher training. Based on the initial
success of the collaboration, Poland’s Ministry of Education is exploring
scaling Intel SFI teacher training throughout the country.
Health and Life Sciences: Supporting Elderly Patients After Surgery.
Postoperative delirium is relatively common in older patients undergoing
major surgical procedures. It can lead to increased hospital cost, medical
complications, intense family stress, and patient mortality. While postoperative delirium is a widely recognized issue, evaluating patients’mental status with enough frequency to intervene early is logisticallydifficult. Intel collaborated with Cleveland Clinic Florida on a pilot
program to automate delirium assessment using computer vision andother technologies. The pilot showed that delirium assessment can be
automated, and the collaborative is working on further improvementsof the technology through the addition of AI.
Social Equity and Human Rights: Using Technology to Combat
Modern Slavery. Intel joined with NGO Hope for Justice to build a pilot
application that enables organizations combating modern slavery toconfidentially share sensitive data related to individual cases. Using theenhanced privacy protections offered by Intel Confidential Computing
Solutions, the technology will enable Hope for Justice to overcome
many of the current obstacles to collaborations with national and intergovernmental stakeholders responding to the ongoing humanitariancrisis in Europe.
Sustainability and Climate: Resilient and Sustainable EV Charging.
The transition to electric vehicles (EVs) places increased strain on theelectric grid. Intel collaborated with Heysoft Pvt. Ltd. to develop an
energy management automation system that helps EV charging stations
operate more energy-efficiently and sustainably. The system enables EV
chargers to prioritize renewables-based energy when available—whether
from locally installed resources or from the grid itself. In addition to
managing the energy consumption of the charging infrastructure, thesystem automatically throttles charging speed down in response to grid
supply constraints. The system helps prevent generation of energy fromfossil-fuel based, fast-ramping generators. The pilot site for the technology
is located in Malaysia, part of the fast-growing EV market in Asia.

Appendix
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
2023 Water Inventory by Location and Source
2023 Scope 1 and 2 Greenhouse Gas Inventory by Location
and Category2023 Environmental, Health, and Safety Violations
Top 100 Production and Service Suppliers
Acronym Index
Forward Looking Statement

101 Appendix // 2023-24 Intel 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 AccountingStandards Board Standards, the Task Force on Climate-Related Financial
Disclosures framework, the UN Global Compact, and the UN Sustainable
Development Goals.
We continue to integrate sustainability information into our investor
communications, and additional information about Intel’s operations
and financial statements is available in the 2023 Intel Annual Reporton Form 10-K. The Our Business section of this report covers content
recommended by the International Integrated Framework, now overseenby the IFRS Foundation, for inclusion in “integrated reports,” and canbe downloaded as a standalone document or read as an interactive
part of our full 2023-24 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 thesections you would like, visit our Corporate Responsibility and Report
Builder websites. You can also use our web-based feedback form or the
CSR@Intel blog to contact our Corporate Responsibility team.
Website references and hyperlinks throughout this report are provided
for convenience only, and the content on the referenced websites is notincorporated by reference into this report, nor does it constitute a part ofthis report. We assume no liability for any third-party content containedon the referenced websites.

For best viewing results on a PC or tablet, we recommend using
Adobe Acrobat DC or QuickTime. For best printing results, use
legal-size paper.

102 Appendix // 2023-24 Intel Corporate Responsibility Report

Report Scope and Profile

Approach to Report AssuranceWith the Intel 2023-24 Corporate Responsibility Report, we aim
to provide stakeholders with a balanced view of our corporate
responsibility strategy and performance for Intel’s worldwide
operations during fiscal year 2023 (ended December 30, 2023).
Our previous report was published in May 2023.

The information in this Corporate Responsibility Report is subject tointernal reviews and, for selected content, external reviews. On a regularbasis, we validate the management systems and processes used tocollect the data. We have maintained a multi-site ISO 14001 certificationfor our manufacturing locations since 2001, which requires independent
third-party audits at many of our sites each year. In 2019, we established acompany-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 to follow the
ISO 50001 Energy Management Standard; to date, we have received
third-party ISO 50001 accreditation for six of our manufacturing sites.
Our operations in Ireland are covered by the European Union Emissions
Trading Scheme.

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 inreporting scope compared to our previous report. Principles andpolicies apply to all officers and employees of Intel and its
subsidiaries, unless otherwise noted.
Key performance indicators cover our global manufacturing operations,
including our wafer manufacturing and assembly and test facilities.
Unless stated otherwise, 2023 data is considered final based on
information received by May 1, 2024, and provided that information
reproduced or derived from the 2023 Intel Annual Report on Form
10-K speaks as of January 26, 2024, the date we submitted our Form
10-K for filing.

For many years, we have obtained third-party verification for ourgreenhouse gas emissions, renewable electricity, energy, and water
metrics. Since 2012, we have completed third-party assurance forselected indicators contained in our Corporate Responsibility Report.
For the 2023-24 Corporate Responsibility Report, we engaged Apex
Companies LLC to complete the assurance review. The Apex statement
is included in this Appendix.

Independent Limited Assurance Statement
For a PDF copy of this statement, including a summary of data within the scope of assurance for 2023, access the Report Builder website.

INDEPENDENT LIMITED ASSURANCE STATEMENT
To: The Stakeholders of Intel Corporation▪

Introduction and Objectives of Work

Activities outside the defined assurance period of Calendar Year 2023, with the exception of restated GHG emissions for previous
years.

Apex Companies, LLC (Apex) has been engaged by Intel Corporation (Intel) to provide limited assurance of its selected environmental,
safety, supplier, and diversity data. This assurance statement applies to the related information included within the scope of work described
below (Subject Matter).
This information and its presentation in Intel’s 2023 Corporate Responsibility Report (‘the Report’) are the sole responsibility of the
management of Intel. Apex was not involved in the drafting of the Report. Our sole responsibility was to provide independent assurance on
the accuracy of the Subject Matter. This is the sixth year in which we have provided assurance over Intel’s Corporate Responsibility
Report.
Scope of Work
The scope of our work was limited to assurance over the following environmental, safety, supplier, and diversity data included within Intel’s
2023 Corporate Responsibility Report (‘the Report’) for the period of calendar year 2023 (the ‘Subject Matter’):This limited assurance engagement relies on a risk-based selected sample of sustainability data and the associated limitations that thisentails. This independent statement should not be relied upon to detect all errors, omissions or misstatements that may exist.
Responsibilities
Apex was not involved in the drafting of the Subject Matter or of the Reporting Criteria. Our responsibilities were to:•obtain limited assurance about whether the Subject Matter has been prepared in accordance with the Reporting Criteria;•

form an independent conclusion based on the assurance procedures performed and evidence obtained; and•report our conclusions to the management of Intel.

Global Greenhouse Gas Emissions (Scope 1, Scope 2 location-based and market-based, and Scope 3, Category 5 – Waste

Assessment Standards

Generated in Operations)

We performed our work in accordance with Apex’s standard procedures and guidelines for external Assurance of Sustainability Reports andInternational Standard on Assurance Engagements (ISAE) 3000 Revised, Assurance Engagements Other than Audits or Reviews ofHistorical Financial Information (effective for assurance reports dated on or after Dec. 15, 2015), issued by the International Auditing andAssurance Standards Board. GHG emissions were verified in accordance with ISO 14064-3: Second edition 2019-04: Greenhouse gases -Part 3: Specification with Guidance for the Verification and Validation of Greenhouse Gas Statements. A materiality threshold of ±5 percent
was set for the assurance process.

▪
▪

Adjustment of CY2019, CY2020, CY2021, and CY2022 Greenhouse Gas Emissions (Scope 1 process emissions)▪

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

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;▪

Percent of Underrepresented Minorities in Senior Leadership (Hispanics, African American, and Native Americans in U.S. only)▪

Percent of Women in Senior Leadership (Global)▪

Global Employee Turnover Rate▪

Volunteer hours▪

Charitable contributions (methodology)

Conclusion▪

Supplier Diversity SpendOn the basis of our methodology and the activities described above:

Our assurance does not extend to any other information included in the Report.
Reporting Boundaries•

Nothing has come to our attention to indicate that the Subject Matter is not fairly stated in all material respects; and•It is our opinion that Intel has established appropriate systems for the collection, aggregation and analysis of quantitative data
within the scope of this assurance.

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 where Intel has
operational control that have either >= 2,000 employees or < 2,000 employees that consume or generate an amount that ismaterial 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 fabrication (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 and the WRI/WBCSD Greenhouse Gas Protocol
Corporate Value Chain Accounting and Reporting Standard. The reporting criteria for the safety data was the OSHA and US Bureau ofLabor Standards. The reporting criteria for supplier audits was the RBA Code of Conduct. The reporting criteria for other data is based oncompany 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 businessactivities.
No member of the assurance team has a business relationship with Intel, its Directors or Managers beyond that required of this assignment.
We have conducted this 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 and safety
information, systems and processes, has over 20 years combined experience in this field and an excellent understanding of Apex’s
standard methodology for the 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:
Text or other written statements associated with Intel’s 2023 Report

John Rohde, Technical Reviewer
ESG Principal Consultant
Apex Companies, LLC
Lakewood, Colorado

April 30, 2024

WATER • ENVIRONMENTAL • HEALTH & SAFETY • COMPLIANCE & ASSURANCE • INFRASTRUCTURE
Apex Companies, LLC • (800) 733-2739 • www.apexcos.com
Page 1 of 2

103 Appendix // 2023-24 Intel Corporate Responsibility Report

Reviewing Intel systems for quantitative data aggregation and analysis; andAssessing the disclosure and presentation of the Subject Matter to ensure consistency with assured information.

A summary of data within the scope of assurance for 2023 is attached.

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

▪

6.
7.

Page 2 of 2

RISE Goals Progress
In May 2020, we laid out our 2030 RISE strategy and goals. Since then, we have made progress on those goals and adopted both a new 2040 net-zero Scope 1 and 2 greenhouse gas emissions goal and a goal to achieve net-zero
upstream Scope 3 greenhouse gas emissions by 2050. This table contains progress updates from 2023. Our RISE goals are designed to raise the bar for ourselves and help us deliver greater value to our customers by helping
them reach their corporate responsibility goals. Click on each category to learn more.
RISE Goals Progress
RISE Cateory

Responsible

Goals

Progress

Employee Health, Safety, and Wellness. Ensure that more than 90% of ouremployees believe that Intel has a strong safety culture and that 50% participate inour global wellness program.

Based on Intel restructuring actions, the safety culture surveys were paused in 2023 with a plan to restart in 2024. 87%of employees from organizations that engaged in the survey process in 2022 reported that “safety is a value” and 87% of
surveyed employees agreed with our “safety is a value” metrics. The Intel® Vitality Program continued to reach 90% of Intel’s
employee population in 2023, and 41% of Intel employees participated in Intel’s wellness services in 2023.

Supply Chain Human Rights. Scale our supplier responsibility programs toensure respect for human rights across 100% of our contracted suppliers and allhigh risk-identified suppliers in the supply chain.1

In 2023, the language for this goal was updated to reflect Intel’s continuing commitment to human rights for all high-riskidentified suppliers—not solely those in the top tiers of our supply chain. As such, we adjusted our progress on our path toreach 100% of our verified contracted suppliers in 2030. In 2023, we reached 25%, through audits, validated third-party
assessments, and attestation for lower risk contracted suppliers.

Workforce Inclusion.

• In 2023, we surpassed our annual milestone goal of 18.9%, ending the year at 19.0%, or 1,515 women in senior leadershiproles across the globe. We took on and exceeded a flat milestone goal and established plans in readiness for incremental
goals in 2024.

• Achieve 25% representation of women in senior leadership roles (globally).
• Achieve 12% representation of URMs in US senior leadership roles.2• Achieve 5% representation of Black/African American employees in senior,director, and executive roles in the US.3
Inclusive• Exceed 40% representation of women in technical positions.

• We made progress in our representation of US URM senior leaders, which increased from 8.1% in 2022 to over 8.3%
in 2023.
• At the end of 2023, Black/African American employees in senior, director, and executive roles in the US was 3.2%.

• Achieve 10% representation of employees with a disability in our global
workforce by 2030. 4• At the end of 2023, 25.0% of technical roles were held by women, an increase from 24.7% at the end of 2022.

Supplier Diversity. Increase global annual spending with diverse suppliers5 by
100% to reach $2 billion in annual spending by 2030.

In 2023, we achieved our 2023 annual goal of $1.6 billion annual spending with diverse suppliers, following a record high2022 when we exceeded our annual goal and achieved our 2030 ambition of $2 billion annual spending with diverse
suppliers for the first time. We are on track to meet a milestone to spend $500 million annually with women-owned suppliers
outside the US by the end of 2025.

• At the end of 2023, 2.4% of Intel’s global workforce and 5.3% of US employees self-identified as having a disability, a yearover-year increase from 2.2% and 4.9% at the end of 2022, respectively.

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 to reflect Intel’scontinued commitment to human rights for all high-risk identified suppliers—not solely those in the upper tiers of our supply chain.

2

Prior to a 2023 update, these goals were “Double the number of women and underrepresented minorities in senior leadership roles.”3

In 2023, we augmented our 2020 milestone goal to “Accelerate US representation of African American employees at senior, director, and executive levels by 30% by the end of 2023” by revising our objective to “Achieve 5%
representation of Black/African American employees in senior, director, and executive roles within the US by 2030.”

4

Prior to a 2023 update, this goal language was “Advance accessibility and increase the percentage of employees who self-identify as having a disability to 10% of our workforce.”

5

We recognize diverse suppliers as businesses that are 51% owned and operated by at least one of the following: women; minorities as defined by the country or region where the business was established; veterans/service-disabled
veterans; persons who are lesbian, gay, bisexual, or transgender; or persons who are disabled. While Intel recognizes these categories, they may vary by country in accordance with local law.

104 Appendix // 2023-24 Intel Corporate Responsibility Report

RISE Goals Progress, continued
RISE Goals Progress
RISE Cateory

Goals

Progress

Climate and Energy.

• In 2023, we used 99% renewable electricity globally.

• Achieve 100% renewable electricity.
• Conserve 4 billion kWh of electricity.

• We completed projects that conserved ~160 million kWh of electricity. We have conserved a cumulative total of ~1.6 billion
kWh of electricity since the baseline date.

• Achieve a 10% reduction in our absolute Scope 1 and 2 GHG emissions.

• Our absolute Scope 1 and 2 greenhouse gas (GHG) emissions decreased 43% from our 2019 baseline.

• Increase product energy efficiency 10X for Intel client and server
microprocessors to reduce our Scope 3 GHG emissions.

• We are on track on our goals to increase product energy efficiency 10X for client and server microprocessors, respectively,by 2030.

New goals set in 2022:• GHG emissions reduction actions and initiatives implemented by key first-tier suppliers resulted in an estimated 9% ofemissions avoidance in the supply chain.

• 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.
Sustainable• We have achieved LEED® green building certification for more than 18.9 million square feet of space in 55 buildings,
including our new Gdansk, Poland research lab facility, which received LEED® Platinum certification.

• Reduce Scope 3 GHG supply chain emissions by 30% from what they would bein the absence of action.
• Build new factories and facilities to US Green Building Council green
building standards.
New goal set in 2023:• Achieve net-zero upstream Scope 3 GHG emissions by 2050.

Enabling

Net Positive Water. Achieve net positive water by conserving 60 billion gallons ofwater and funding external water restoration projects.

During 2023, we conserved 10.2 billion gallons of water and conserved more than 36 billion gallons cumulatively from the2020 baseline. During 2023, Intel-funded projects restored 3.1 billion gallons of water to our watersheds. This resulted inreturning and restoring 110%7 (by volume) of our fresh water withdrawals.

Zero Waste6/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.

During 2023, we sent 6% waste to landfill and upcycled 63% of our manufacturing waste through circular economy solutions
in collaboration with our suppliers.

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

During 2023, our employees volunteered 1,013,000 hours of service in our local communities. As of the end of 2023, we hadreached approximately 3.8 million hours of service toward our 2030 10 million-hour goal.

6Intel defines zero waste as less than 1% sent to landfill.

7

Net positive water % represents the total volume of 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 isachieved when each country reaches its specific target. Refer to “2023 Water Inventory by Location and Source” in the Appendix for net positive water progress by region.

105 Appendix // 2023-24 Intel 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 conflict minerals1 tocover all minerals used in semiconductor manufacturing and apply thelearnings 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 manufacturing industry and increase
the use of technology to reduce climate impact in global manufacturing.

In 2023, we sought sourcing information for what we deem criticalminerals—including aluminum, copper, nickel, and zinc—from suppliers
contributing these materials to our Intel-manufactured microprocessors.
This represented an important step in our RISE strategy, as we begin
mapping our supply chain for our highest priority minerals. Intel is oneof the first companies to require the sourcing information on theseminerals, and we received a response from approximately 90% of thein-scope suppliers. We will continue to identify the highest priority
minerals in pursuit of our RISE goals.
Responsible mobility. Collaborate with our industry and ecosystempeers to advance the adoption of technology-neutral safety standards
to reduce traffic accidents globally.
In 2023, Intel advanced responsible mobility by continuing to contributeto standards that improve road safety for automated vehicles (AVs) andre-architecting the automotive industry by creating a new generation ofsoftware-defined vehicles (SDVs). To fuel a faster, smoother transition
to EVs and sustainable SDVs, Intel and SAE International announced acommittee to deliver an automotive standard for Vehicle Platform PowerManagement (J3311). Intel will chair the committee.

1“Conflict minerals,” as defined by the US Securities and Exchange Commission (SEC), isa 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.

106 Appendix // 2023-24 Intel Corporate Responsibility Report

As part of the Alliance for Global Inclusion, we helped create a global
inclusion index survey, which enables companies to track diversity andinclusion improvements, provide information on current best practices,and highlight opportunities to improve outcomes across industries.
The results of the third survey were published in 2023. Based on thematurity of respondents’ best practices, the survey results transitioned
to an index, and organizations that received a score of 50% or higher
across all regions in which they participated were recognized for theirdiversity and inclusion efforts. Out of the 27 respondents, 18 companies—
including Intel—earned spots on the index. The survey shows increased
commitment to diversity and inclusion in the workforce, recruitment,
advancement opportunities, and accountability. We will continue tocollaborate to expand the diverse pipeline of talent for our industry,advance social equity, make technology fully inclusive, and expand
digital readiness.
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 access tothe education resources needed to pursue careers in our field. Intel further works to expand the talent pipeline for underrepresented students
by collaborating with minority-serving institutions, including Hispanicserving institutions and historically Black colleges and universities. In
2023, Intel selected proposals from six institutions for three-year awards
aimed at increasing diversity in semiconductor science and engineering
higher education.

Our goal to achieve net-zero Scope 1 and 2 GHG emissions by 2040 isinformed by—and more ambitious than—climate science (i.e., reachingnet-zero GHG by 2050) and the 1.5oC reduction pathway. Due to our(and our industry’s) significant, early GHG emissions reductions thatcannot be considered in Science-Based Targets Initiative (SBTi) target
validation criteria, it remains challenging to gain formal approval for ourtarget under the current requirements of SBTi. To advance progress on
a collective approach, in 2023, we continued to engage via organizations
such as the Semiconductor Climate Consortium to work to accelerate
reductions in GHG emissions in our industry.
Sustainable chemistry. Enable greener and circular chemistrystrategies across the technology industry value chain by transforming
chemical footprint methodology. Lead the way in Green Chemistry with
our Chemical Footprint methodology to lower 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 andto develop new abatement equipment.
Building on work in 2021-2022 that established a chemical footprint
baseline, we have implemented priority projects to address chemicals
of concern and act on company commitments. In 2023, as part of our
Supplier Program to Accelerate Responsibility and Commitment, we
asked our chemical suppliers to begin screening all R&D materials against
our green chemistry screening/alternative assessment criteria—inaddition to the previous requirement to screen high-volume materials—
to drive conversations on alternative chemistries. We also continued tocollaborate through industry consortia to identify research needs and key
areas of focus, including reduction or elimination of PFAS.

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, and the wide 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 detail on our approach and progress.

Responsible

Inclusive

Sustainable

Revolutionize how technology will improve health and safety

Make technology fully inclusive and expand digital readiness

Achieve carbon neutral computing to address climate change

We will apply our expertise, resources, and technology to enable
others to harness the power of technology to improve health, safety,
and wellness—including in the areas of healthcare and life sciences,manufacturing, and transportation.

We will advance inclusion and accessibility for millions of people whocurrently do not have the technology skills or resources needed toequitably access educational, economic, and community resourcesin our increasingly digital economy.

In 2023, we made progress on our global challenge to apply technology
to advance healthcare and safety on multiple fronts. Building on previous
work to improve brain tumor detection with AI and Federated Learning,
Intel teamed up with MLCommons’ MedPerf to launch a platform
revolutionizing the evaluation of brain tumor treatments. We also spent
the last year collaborating with FarEasTone Telecom (FET) and Taiwanbased hospitals to build AI models to more accurately detectlaryngeal cancer via an app exceeding 80% accuracy in diagnostic
results. Additionally, we worked with Pediatric Moonshot to address
healthcare inequity for children globally. In an effort to enhance risk
mitigation relating to powerful technologies, Intel became a founding
member of MLCommons AI Safety Workgroup where we will contributeexpertise toward benchmarks to measure safety and risk factors of AI
tools and models.

We aim to improve accessibility experiences each year on new key clientcomputing platforms with augmented features, capabilities, collaborations, or services designed together with people with disabilities. In 2023,
Intel worked with GN ReSound, a leading manufacturer of hearing aid
solutions, to improve people’s experiences when connecting hearing aids
to Intel® Evo™ laptops. By 2030, we aim to have all Intel user experienceteams practicing inclusive design and research. To track our progress
toward that goal, we established an annual survey in 2022 with a baseline
adoption rate of 21%. In 2023, our adoption score decreased to 16.8%,
which is attributed to a decrease in headcount and budget. Finally, we arecommitted to expanding digital readiness by collaborating with 30 country
governments and 30,000 institutions worldwide to empower more than
30 million people with AI skills for current and future jobs by 2030. As of
year-end 2023, Intel had collaborated with 28 governments with more than
50 public-private collaborations, enabled 24,000 institutions, and trained
more than 5.8 million people.

While we continue to reduce our own global manufacturing climate
footprint, we will also take actions with others to collectively expand thetechnology “handprint”—transforming product energy use and design
and applying technology to reduce computing-related climate impacts
across the rest of the global economy.

Enabling

107 Appendix // 2023-24 Intel Corporate Responsibility ReportIntel works closely with our OEMs to engage on a regular basis,
accelerating innovation in areas of joint priority—such as in sustainability.
In 2023, we introduced new requirements for OEMs manufacturing
the high-performance Intel Evo platforms, including independently
verified ecolabel compliance such as Electronic Product Environmental
Assessment Tool (EPEAT)1 Silver. Intel promotes going beyond theserequirements and achieving EPEAT Gold. Intel is also participating in theOpen Compute Project (OCP) Sustainability Initiative to pursue powerusage effectiveness reporting standards. This includes incorporating
liquid cooling technologies, and infrastructure design standards toenable future software to self-monitor and report energy consumption
and the resulting footprint.
1

The Global Electronics Council manages the EPEAT ecolabel, a free resource for
procurement professionals to identify and select more sustainable products. Gold-Ready
indicates that we achieved the required plus 75% of optional targets for the items relevant
for a reference design.

Performance Data Summary
Performance Data
Report Section

2023

2022

2021

2020

2019

Net revenue (in billions)

$54.2

$63.1

$79.0

$77.9

$72.0

Net income attributable to Intel (in billions)

$1.7

$8.0

$19.9

$20.9

$21.0

Provision for (benefit from) taxes (in billions)

–$0.9

–$0.2

$1.8

$4.2

$3.0

Research and development (in billions)

$16.0

$17.5

$15.2

$13.6

$13.4

Capital investments (in billions)

$25.8

$24.8

$18.7

$14.3

$16.2

Employees at year end (in thousands)

124.8

131.9

121.1

110.6

110.8

0.83/0.16

0.90/0.22

0.93/0.20

0.75/0.16

0.69/0.14

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

0.89

1.53

1.50

1.32

1.57

Renewable electricity (% of global electricity use)

99%

93%

80%

82%

71%

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

10.8

10.9

11.6

10.6

9.6

Total water withdrawn (billions of gallons)3

10.5

10.9

14.3

13.8

12.6

Net positive water4 (water returned + restored) progress

110%

107%

99%

90%

90%

292/6%

311/6%

344/5%

414/5%

387/3%

263

270

157

126

207

Percentage of women in our global workforce

28%

28%

28%

28%

28%

Percentage of women on our Board (%)5

42%

33%

30%

30%

20%

Our Business

Safety – recordable rate1/days away case rate1
Environmental Sustainability

Total waste generated (thousand tons)/% to landfill

1

Rate based on 100 employees working
full time for one year; data is as of January
12, 2024.

2

Including Scope 1 and Scope 2 marketbased method.

3

We define water withdrawals, or water
usage, as total water used that is from
fresh water sources.

4

Net positive water % represents the total
volume of water returned and restored
globally. Some locations have returned
and restored significantly more than theirtarget, resulting in a global total greaterthan 100%. Net positive water is achieved
when each country reaches its specifictarget. Refer to “ 2023 Water Inventory by
Location and Source” in the Appendix fornet positive water progress by region.

5Note for 2023-2024 the percentage
composition of our Board of Directors is
on a binary basis.

6

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

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

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

1.0/24%

1.0/20%Worldwide charitable giving (dollars in millions)

$81.5

$94.2

6

108 Appendix // 2023-24 Intel Corporate Responsibility Report0.85/20%

0.91/20%

1.2/39%

$76.0

$80.4

$75.1

SASB and TCFD Framework Alignment
Based on feedback gathered during our integrated investor outreach activities, we have aligned our disclosure with two additional frameworks: the Sustainability Accounting Standards Board Standards (SASB)
and the Task Force on Climate-related Financial Disclosures (TCFD). Below is a mapping of how our latest disclosure aligns with these frameworks.
SASB. SASB has developed voluntary industry-specific disclosure standards for sustainability issues to facilitate communication by companies to investors of decision-useful information. Below, we have outlined how
our existing disclosure aligns with the recommended metrics for the SASB Technology and Communications Sector – Semiconductor Standard. The SASB Standards became a resource of the IFRS Foundation as ofAugust 1, 2022, upon the consolidation of the Value Reporting Foundation (which housed the SASB Standards and the Integrated Reporting Framework) into the IFRS Foundation.

SASB

1

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) 0.85 million metric tons CO2e(2) 297,000 metric tons CO2e2023-24 Corporate Responsibility
Report, p 75
CDP Climate Change Survey

Greenhouse Gas
Emissions

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

TC-SC110a.2

We discuss our strategy, targets, performance, and long history of goal setting and reductions. We have also
avoided 82% of our cumulative Scope 1 and 2 GHG emissions over the last decade.

2023-24 Corporate Responsibility
Report, p 73-76
2023 Intel Annual Report on Form 10-K,
p 18, 62
CDP Climate Change Survey

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

TC-SC130a.1(1) 39.0 million gigajoules energy consumed (2) 84% grid electricity (3) 99% renewable energy globally.

2023-24 Corporate Responsibility
Report, p 73, 77-79

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

TC-SC140a.1(1) 43.8 million m³ withdrawn (2) 9.9 million m³ consumed. See Appendix for detail on water metrics bylocation, including information on baseline waster stress by location.

2023-24 Corporate Responsibility
Report, p 81-82, 114-115
2023 Intel Annual Report on Form 10-K,
p 18-192024 Proxy Statement, p 37

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

TC-SC150a.1(1) 85,000 metric tons (2) 85% recycled.

2023-24 Corporate Responsibility
Report, p 83-84, 108
Report Data File on Report Builder
websiteEmployee Health& Safety

Description of efforts to assess, monitor, and reduce
exposure of employees to human health hazards

TC-SC320a.1

We have maintained a multi-site ISO 14001 certification for our manufacturing locations since 2001, which
requires independent third-party audits at many of our sites each year. In 2019, we established a companywide 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.

2023-24 Corporate Responsibility
Report, p 42, 91

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 andsubsequent corrective actions.

2023-24 Corporate Responsibility
Report, p 117

The “Intel Metric or Qualitative Disclosure” column references the specific disclosure(s) included in the 2023-24 Corporate Responsibility Report and therefore may vary from the breadth and context of disclosure(s) included in the 2023 Intel Annual Report on Form 10-K and2024 Proxy Statement, if applicable.

109 Appendix // 2023-24 Intel Corporate Responsibility Report

SASB and TCFD Framework Alignment, continued
SASB, continued

1

Topic

Accounting Metrics

CodeIntel Metric or Qualitative Disclosure

Disclosure Location1

Recruiting &Managing a
Global & Skilled
Workforce

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

TC-SC330a.1

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

2023-24 Corporate Responsibility
Report, p 57

Product Lifecycle
Management

Percentage of products by revenue that contain IEC
62474 declarable substances

TC-SC410a.1

While we do disclose information on our strategy and approach to product ecology and supplierrequirements for declarable substances, we do not believe a single percentage of revenue is an effective
metric for evaluating risk and performance in this area.

2023-24 Corporate Responsibility
Report, p 29, 30
Material Declaration Data Sheet(MDDS) database

Product Lifecycle
Management

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

TC-SC410a.2

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

2023-24 Corporate Responsibility
Report, p 86-89

Materials
Sourcing

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

TC-SC440a.1

We provide disclosure on our management approach to responsible minerals sourcing. With respect torare earth elements, Intel has thoroughly reviewed product and supply chain impacts and determined that
although certain regional supplies may fluctuate, Intel has sufficient existing supply, alternative sourcing,
and/or low risk material availability within our manufacturing and supply chain. Intel has confirmed thataccess to rare earth mineral supplies represents a low risk to impact production or delivery of goods.

2023-24 Corporate Responsibility
Report, p 48, 49
SEC Conflict Minerals FilingIntel Corporation Statement on
Combating Modern Slavery andEnsuring Transparent Supply Chains

IP Protection& Competitive
Behavior

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

TC-SC520a.1

Information on legal proceedings is disclosed in our Annual Report on Form 10-K and in our Quarterly
Reports on Form 10-Q, available on our Investor Relations website.

2023 Intel Annual Report on Form 10-K,
p 108-111
Investor Relations website

The “Intel Metric or Qualitative Disclosure” column references the specific disclosure(s) included in the 2023-24 Corporate Responsibility Report and therefore may vary from the breadth and context of disclosure(s) included in the 2023 Intel Annual Report on Form 10-K and2024 Proxy Statement, if applicable.

110 Appendix // 2023-24 Intel Corporate Responsibility Report

SASB and TCFD Framework Alignment, continued
TCFD. The Task Force on Climate-Related Financial Disclosures (TCFD) has developed a voluntary framework for use by companies to provide information to investors, lenders, insurers, and other stakeholders on
climate-related financial risk disclosure. Below, we have outlined how our existing reporting aligns with the recommended disclosure. We will continue to evaluate opportunities to evolve our disclosure moving forward
based on discussions with our investors and stakeholders.
TCFD
Disclosure Area

TCFD Recommended DisclosureIntel Metric or Qualitative Disclosure

Disclosure Location

Governance

Disclose the organization’s governance aroundclimate-related risks and opportunities.

The Board’s Corporate Governance and Nominating Committee (Governance Committee) has the primary
responsibility for the company’s initiatives related to corporate responsibility and sustainability performancematters, except to the extent specifically allocated to another committee of the Board. We believe an integrated
strategy and embedding corporate responsibility across the company is the most effective management
approach to drive continuous improvements in our performance. Read more about our governance in this reportand on the Report Builder website.

2023-24 Corporate Responsibility
Report, p 73-77
Climate Transition Action Plan
2024 Proxy Statement, p 10, 37, 40
CDP Climate Change Survey

We do not underestimate the challenges ahead—particularly the risks and opportunities that we and the global
community will face due to climate change. Our Climate Transition Action Plan demonstrates our past and futurecommitment to the advancement of technologies that help us achieve our climate goals in every capacity that ourbusiness touches.
Strategy

Disclosure of the actual and potential impacts ofclimate-related risks and opportunities on theorganization’s businesses, strategy, and financial
planning where such information is material.

We describe our climate-related risks and opportunities in our Corporate Responsibility Report (in the “OurBusiness” 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”—theemissions resulting from our own operations, our supply chain, and the marketing and use of our products.
We also focus on increasing our “handprint”—the ways in which Intel® technologies help others reduce theirfootprints. 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 these actions, we have avoided 82% of our cumulative Scope 1 and 2 GHG
emissions over the last decade. In 2023, subject matter experts from multiple business groups collaborated
to further drive the integration of climate change considerations into our processes for assessing risks andopportunities and to publish our formal Climate Transition Action Plan.

2023-24 Corporate Responsibility
Report, p 10, 37, 40
2024 Proxy Statement, p 40
2023 Intel Annual Report on Form 10-K,
p 18-19, 62
Intel Climate Change Policy
CDP Climate Change Survey
Climate Transition Action Plan

Risk Management

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

Our overall approach to risk management is described in our Proxy Statement and our risk factors are describedin our Annual Report on Form 10-K. Additional detail on our proactive efforts to reduce our climate change
impacts is included in our Corporate Responsibility Report, primarily in the Climate and Energy section, as wellas in our CDP Climate Change report. This includes detail regarding our investments in renewable electricity,
energy conservation, and product energy efficiency. We continued 100% renewable electricity for our US,
Europe, Israel, and Malaysia operations, and we achieved 100% renewable electricity in Vietnam and China
for the first time. We are also approaching 100% in Costa Rica—bringing the global total to 99% as of the endof 2023. 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 expectationsof stakeholders, including our investors, customers, and local communities. In 2023, we published our first formal
Climate Transition Action Plan.

2023-24 Corporate Responsibility
Report, p 73-77
Climate Transition Action Plan
2024 Proxy Statement, p 40
2023 Intel Annual Report on Form 10-K,
p 18-19, 62
Intel Climate Change Policy
CDP Climate Change Survey

Metrics
and Targets

Disclosure of the metrics and targets used to assess andmanage relevant climate-related risks and opportunities
where such information is material.

Our public climate-related metrics, goals and targets, as well as our Scope 1, 2, and 3 GHG emissions data, areincluded in our annual Corporate Responsibility Report and also reported through the CDP Climate Changereport. In 2023, subject matter experts across the organization collaborated to further drive the integration ofclimate change considerations into our processes for assessing risks and opportunities and published our formal
Climate Transition Action Plan.

2023-24 Corporate Responsibility
Report, p 73-80
CDP Climate Change Survey
Climate Transition Action Plan

111 Appendix // 2023-24 Intel Corporate Responsibility ReportUN Sustainable Development Goals
The UN Sustainable Development Goals (SDGs) are aimed at stimulating action in areas of critical importance for humanity and the planet. We believe that the achievement of the SDGs will be critical tocreating 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.

Responsible

Sustainable

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

SDG 6: Ensure access to water and sanitation for all

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

SDG 7: Ensure access to affordable, reliable, sustainable, and modern energy for all

SDG 12: Ensure sustainable consumption and production patterns

SDG 9: Build resilient infrastructure, promote inclusive and sustainable industrialization, and foster innovation

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 supplierexpectations and investing in assessments, audits, and capability-building programs. We
collectively address issues through our leadership in the Responsible Business Alliance,
including industry initiatives on key issues such as advancing responsible minerals sourcing,addressing human rights risks such as forced and bonded labor, and improving transparency
on the environmental impacts in the global electronics supply chain.

Inclusive
SDG 4: Ensure inclusive and quality education for all and promote lifelong learning
SDG 5: Achieve gender equality and empower women and girls

SDG 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 and policies on climate change and water
stewardship. Our sustainability goals include achieving net positive water by 2030, zero waste tolandfill by 2030, and net-zero GHG emissions for scope 1 and 2 by 2040. In 2023, we published
a formal Climate Transition Action Plan. We also extended our commitment to reduce Scope 3
GHG supply chain emissions by 30% from what they would be in the absence of action by 2030
and set our ambition to achieve net-zero upstream Scope 3 GHG emissions by 2050. We willcontinue to invest in sustainability projects, actions, and investments to reduce our environmental
footprint. We also collaborate with governments, leading companies, and nonprofits on innovativeenvironmental projects, and proactively invest in our technology “handprint” to empower others
to use Intel technology to reduce their environmental footprints and support sustainableconsumption and production.

SDG 8: Promote inclusive and sustainable economic growth, employment, and decent work for all
SDG 10: Reduce inequality within and among countries

To shape the future of technology, we believe we must be representative of that future. Since
2019, we have achieved gender pay equity globally and we continue to maintain racial/ethnic pay
equity in the US. In 2022, for the first time, we met our commitment to reach more than $2 billion
in annual spending with diverse suppliers.1 In 2023, we spent $1.6 billion with diverse-owned
suppliers despite a significant reduction in overall procurement spending that resulted in acorresponding impact to diverse supplier spending. We continue to collaborate with others toencourage more women and underrepresented minorities to enter and succeed in technology
careers. We provide our expertise and both financial and in-kind support to help communities,
governments, NGOs, and educators achieve their goals.
1

Enabling
We advance the SDGs above also through the application of our technology and the expertise and passionof our employees. Through the Intel RISE Technology Initiative, we are funding technology projects to drivesocial and environmental impact in collaboration with our customers and the industry. We also encourage
our employees to share their experience, talents, and passions in communities around the world, and provide
volunteer opportunities to help address local and global problems. The Intel Foundation acts as a catalyst forchange 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 the business was established; veterans/military servicedisabled veterans; persons who are lesbian, gay, bisexual, or transgender; or persons with disabilities. While Intel recognizes these categories, they may vary in accordance with local law.

112 Appendix // 2023-24 Intel Corporate Responsibility ReportNon-GAAP Financial Measures
Below are reconciliations of non-GAAP financial measures used in this presentation to the most comparable GAAP financial measures. Please refer
to “Explanation of Non-GAAP Measures” in our earnings release dated January 25, 2024 for a detailed explanation of the adjustments made to thecomparable GAAP measures, the ways management uses the non-GAAP measures, and the reasons why management believes the non-GAAP
measures provide investors with useful supplemental information.
Years Ended (In millions, except per share amounts)

Dec. 30, 2023

Dec. 31, 2022

Net Revenue$54,228$63,054

Non-GAAP Net Revenue$54,228$63,054

Gross Margin Percentage

40.0%

42.6%

Acquisition-related adjustments

2.3%

2.1%

Share-based compensation

1.3%

1.0%

Patent settlement

–

0.3%

Intel® Optane™ technology inventory impairment

–

1.1%

Non-GAAP Gross Margin Percentage

43.6%

47.3%

Earnings per Share Attributable to Intel – Diluted

$0.40

$1.94

Acquisition-related adjustments

0.33

0.37

Share-based compensation

0.77

0.76

Patent settlement

–

0.05

Optane inventory impairment

–

0.18

Restructuring and other charges(0.01)–(Gains) losses on equity investments, net(0.01)(1.04)(Gains) losses from divestiture(0.04)(0.28)

Adjustments attributable to non-controlling interest(0.02)–

Income tax effects(0.37)(0.31)$ 1.05$1.67

Non-GAAP Earnings per Share Attributable to Intel – Diluted

113 Appendix // 2023-24 Intel Corporate Responsibility Report2023 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 10.5 billion gallons (39,604 megaliters)in 2023. 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 internally and water conservation data were assured
by Apex Companies LLC (see the “Independent Limited Assurance Statement” in this Appendix).
Reported in megaliters per year
Water Withdrawals by Source (Total water usage) – Megaliters per Year
Water Withdrawals(On-site water sources)

Third-Party Water Withdrawals2(Purchased water sources)

Costa Rica

India

Ireland

Water
Discharged(All sources)(All sources)

Fresh Waterfrom Ground
Water Sources

Sea Water
Sources

Reclaimed
Water

Surface Water
Source(Rainwater)

Ground Water
Source(On-site well)

Chengdu5

689

–

–

–

–

–

689

(Return)(% returned &restored)

Water
Source(Of municipality)

River
Basin

689

332

358

–

0

48%

Surface

SurfaceYangtze456

130%

GroundSurface

San Juan

372

295%

Surface

N/A (Zerodischarge)

Cauvery

0

92%

Surface

Surface

Liffey0

54%

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

Mediterranean
Sea (Coastal
aquifer)

167

89%

Surface

Surface

Muda

447

–

–

–

16

463

463

126

338

0

3

–

–

–

–

–

3

3

–

3

2

Bangalore:
Sarjapur4

115

–

–

–

9

–

124

124

–

332

96

8,640

–

–

–

–

–

8,640

8,640

7,938

702

3,053

32

126

–

–

–

32

158

63

95

6

Petach Tikva 5

7

26

–

–

–

7

33

23

10

1

Qiryat Gat5

758

3,033

–

–

–

758

3,792

2,083

1,709

5,744

Kulim

1,091

–

–

–

–

–

1,091

1,091

873

218

226

Penang

568

–

–

–

20

–

588

588

455

134

28

MexicoGuadalajara

–

58

–

–

–

–

58

58

44

15

36

275

547%

GroundGroundLermaSantiago

PolandGdansk

–

20

–

–

–

–

20

20

15

5

1

0

75%

GroundSea

Wisla

Malaysia¹ 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 (2023).
5

Discharge
Destination(Watershedprojects)–

5

Net Positive
Water
Progress

Water
Conserved

San Jose

Leixlip

Water
Restored

Water
Consumption

3

Bangalore:
Airport Rd4

Haifa
IsraelTotal Water
Withdrawals

Fresh Waterfrom Surface
Water Sources

Location1
China

Total Fresh
Water
Withdrawals

Site located in area experiencing high water stress, based on WRI’s Aqueduct Water Risk Atlas (2023).

114 Appendix // 2023-24 Intel Corporate Responsibility Report2023 Water Inventory by Location and Source, continued
Reported in megaliters per year
Water Withdrawals by Source (Total water usage) – Megaliters per Year
Water Withdrawals(On-site water sources)

Third-Party Water Withdrawals2(Purchased water sources)
Fresh Waterfrom Surface
Water Sources

Location1

UnitedStatesVietnam
Total

Fresh Waterfrom Ground
Water Sources

Sea Water
Sources

Reclaimed
Water

Surface Water
Source(Rainwater)

Ground Water
Source(On-site well)

Total Fresh
Water
Withdrawals

Total Water
Withdrawals

Water
Discharged(All sources)(All sources)

Water
Conserved

Arizona:
Chandler 5

1,327

–

–

–

–

1,327

1,327

1,105

222

407

Arizona:
Ocotillo 5

9,594

–

967

–

–

9,594

10,561

8,666

1,896

12,472

Net Positive
Water
Progress(Watershedprojects)(% returned &restored)

California:
Bowers Santa Clara

210

–

–

–

–

–

210

210

142

67

24

California:
Folsom

370

–

–

–

–

–

370

370

68

302

–

California:
Mission –Santa Clara

580

–

–

37

–

–

580

617

435

182

–

New
Mexico:Rio Rancho

–

75

–

–

–

3,010

3,086

3,086

2,756

330

2,202

Oregon:
Aloha

1,045

–

–

–

–

–

1,045

1,045

846

200

206

Oregon:Hawthorn
Farm

94

–

–

–

–

–

94

94

70

23

32

Oregon:Jones Farm

341

–

–

–

–

–

341

341

256

85

54

Oregon:Ronler
Acres

9,919

–

–

–

–

–

9,919

9,919

7,658

2,262

13,756

Texas:
Austin

71

–

–

–

–

–

71

71

53

18

–

Ho Chi Minh
City5

494

–

–

–

–

–

494

494

140

354

100

0

28%

3,185

1,004

29

3,026

39,604

43,79434,1479,860

38,476

11,890110%

36,548¹ 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 (2023).
5(Return)3

Water
Consumption

Water
RestoredSite located in area experiencing high water stress, based on WRI’s Aqueduct Water Risk Atlas (2023).

115 Appendix // 2023-24 Intel Corporate Responsibility Report

10,620120%Discharge
Destination

Water
Source(Of municipality)

River
Basin

Surface,
GroundGround;Third Party

Colorado/
Salt/Verde

Surface

Surfaceto SeaSanta Clara

GroundSurfaceRío Bravo

Surface

SurfaceColumbia

Surface

Surface

Colorado

Surface

Surface

Dong Nai

2023 Scope 1 and 2 Greenhouse Gas Inventory by Location and Category
In support of our commitment to transparency, the following table details our 2023 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 GHG emissions data were assured by Apex Companies LLC (see the “Independent Limited AssuranceStatement” in this Appendix).
Scope 1 GHG Emissions(metric tons CO2e)

Location1

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)

China

Chengdu

0

300

5,000

0

1,800

7,100

0

100%

7,100

Costa Rica

San Jose

0

100

700

0

300

1,100

100

91%

1,200

Bangalore, Airport Rd

0

100

0

0

13

100

3,300

0%

3,400

Bangalore, Sarjapur

0

1,000

0

0

24

1,000

36,0000%37,000

Leixlip

31,30048,900500

32,9004,200

117,800

0100%

117,800

Haifa

0

0

0

0

2,800

2,800

0

100%

2,800

Petach Tikva (PTK)

0

0

0

0

2,300

2,300

0

100%

2,300

77,20028,400030,3003,500

139,400

0100%

139,400

India
IrelandIsraelQiryat Gat
Kulim

0

200

9,200

0

300

9,700

0

100%

9,700

Penang

0

200

6,900

0

200

7,300

0

100%

7,300

MexicoGuadalajara

0

0

0

0

100

100

8,500

0%

8,600

PolandGdansk

0

800

0

0

8

800

0

100%

800

Arizona: Chandler

100

10,400

3,800

0

600

14,9000100%

14,900

Arizona: Ocotillo

92,30084,00015,40036,5002,000

230,200

0100%

230,200

California: Bowers – Santa Clara

0

4,400

0

0

17

4,400

0

100%

4,400

California: Folsom

0

2,800

0

0

100

2,900

0

100%

2,900

California: Mission – Santa Clara

0

1,700

0

0

800

2,500

0

100%

2,500

New Mexico: Rio Rancho

21,30023,300

1,100

8,100

200

54,0000100%

54,000

Oregon: Aloha

3,100

9,600

0

1,100

100

13,9000100%

13,900

Malaysia

United States

Vietnam
Total

Oregon: Hawthorn Farm

0

1,700

0

0

0

1,700

0

100%

1,700

Oregon: Jones Farm

0

1,900

0

0

0

1,900

0

100%

1,900

Oregon: Ronler Acres

72,00093,9007,500

38,7001,900

214,000

0100%

214,000

Texas: Austin

0

100

0

0

0

100

0

100%

100

Ho Chi Minh City

0200

14,2000600

15,0000100%

15,000297,000

314,000

64,000148,000

22,000845,000

48,00099%

893,000

116 Appendix // 2023-24 Intel Corporate Responsibility Report

1

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

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

3

Market-based methodology.

2023 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 2023, government officials made more than 220 visits (including
audits and inspections) to Intel sites across the globe, including over 80 health and safety agency inspections, nearly 40 fire protection agency inspections, and more than 90 environmental agency inspections. Details on NOVs
and our subsequent corrective actions are provided in the table below:
Detailed NOVs
Location

Violation

FineIntel’s Corrective Action

Ronler Acres,
OregonThe Hillsboro Fire Department performed an inspection of the site and issued findings related tomaterial storage, exit obstructions, sprinklers, and hot work setup.

$0

The site performed a comprehensive review and implemented corrective actions.

Ocotillo, Arizona

A boiler compliance test preliminary result showed an exceedance of the NOx Best Available Control
Technology limit.

$0Intel notified Maricopa County Air Quality Department, and completed a review of the event. Procedures
have been updated to ensure the units are tuned for lowest emissions before returning to service.

Santa Clara,
California

The California Department of Public Health (CDPH) reviewed the site's ionizing radiation protection
program and issued a finding related to documentation of the annual program review.

$0Intel submitted documentation to the CDPH demonstrating closure.

Ronler Acres,
Oregon

The wastewater outfall pH fell below the limit due to incorrect valve positioning during amaintenance activity.

$1,700The event was reviewed, procedures were updated, and personnel were retrained.

Austin, Texas

The City of Austin Fire Department conducted an inspection and issued findings related to testing per
the National Fire Protection Association (NFPA) standard.

$0

Preventative maintenance procedures were updated to ensure alignment with NFPA.

Jones Farm,
OregonThe Hillsboro Fire Department (HFD) conducted an inspection and issued a finding related to atemporary e-waste disassembly area.

$0

E-waste activities were ceased and the temporary e-waste disassembly area was removed.

Ronler Acres,
OregonDuring a planned maintenance procedure, a pH probe in one scrubber was inadvertently left in "hold"mode after preventative maintenance.

$30,816

When discovered, the pH probe was immediately restored to the correct operating mode and the event
was reported to the Oregon Department of Environmental Quality, per the requirements of the air permit.
A review was performed to understand the root cause of the event and measures were implemented toprevent a reoccurrence.

Ronler Acres,
Oregon

The wastewater outfall fell below the limit due to low pH water that discharged from a section of piping
after a tank diversion.

$2,500A full review of the waste diversion process was conducted, and corrective actions were implemented.

San Jose,
California

The San Jose Fire Department issued findings related to self-reported inspection, testing, andmaintenance items at the site.

$0

The site replaced back-up batteries, a smoke detector, and a part for a power supply.

Aloha, Oregon

An anomaly was discovered in the external lab data for the copper levels at the wastewater outfall thatexceeded the concentration maximum limit for total copper.

$0

The site conducted a review, updated plans, established automated wastewater constituent limit alertswith the lab, and performed an asset label audit.

Santa Clara,
California

The Santa Clara Fire Department performed an inspection and issued findings related to ceiling tiles andexit sign lighting.

$0

All exit signs were inspected and select ceiling tiles were replaced.

Galati, Romania

The Inspectorate for Emergency Situations performed an inspection and identified findings related to
the lease contract for the site, emergency response training, and a hydrant light.

$0

An addendum was added to the lease contract, and the site conducted emergency response training andhydrant light repairs.

Nangang Station,
TaiwanThe government performed an inspection and issued findings related to the number of occupational
health and safety (OHS) staff members employed at the site.

$0

The site is implementing the correct ratio of OHS employees to employed workers at the site.

San Jose,
California

The San Jose Fire Department performed an inspection and identified findings related to notification ofa hand soldering station location change.

$0

The chemical inventory was updated and submitted to the fire department.

117 Appendix // 2023-24 Intel Corporate Responsibility ReportTop 100 Production and Service Suppliers
These companies represented approximately 77.4% of Intel’s total supply chain spends in 2023.

Accenture

Deutsche Post DHL GroupHOYA Corp. USA

Samsung Semiconductor, Inc.

Advanced Semiconductor Engineering

Disco Corporation

IBIDEN Co., LTD.

SAP SE

Advantest America Inc

DPS Engineering Holdings Limited

Infosys Limited

SCREEN Semiconductor Solutions Co., Ltd.

AEM Singapore Pte. Ltd.

DSV A/S

Jacobs Engineering Group, Inc.

Securitas USA, Inc.

AGC, Inc.

EBARA Corporation

JE Dunn Construction

Shin-Etsu Chemical Co., Ltd.

Air Liquide

Edwards Ltd

JG Ingenieros Asociados, S.A.

Shinko Electric Industries Co. LTD.

Air Products and Chemicals, Inc.

Elitegroup Computer Systems., Ltd.

JLL

Shunsin Technology Holdings Limited

AM Technical Solutions, Inc.

Entegris, Inc.

JSR Corporation

Siemens AG

Amentum Commercial Operations, Inc.

EV Group GmbH

KellyOCG

Siltronic AG

Amkor Technology, Inc.

Exyte AGKLA Corporation

SIRVA Worldwide, Inc.

Analog Devices, Inc.

Fabrinet

Lam Research Corporation

SK hynix Inc.

Applied Materials Inc.

Flex Ltd.

Lasertec Corporation

Skanska USA Building Inc.

ARM Limited

Fluor Corporation

Linde plc

SSOE, Inc.

ASM International N.V.

FormFactor, Inc.

Marvell Technology, Inc.

SUMCO Corporation

ASML

FUJIFILM Electronic Materials

Merck KGaA Darmstadt, Germany

Sundt Construction, Inc.

ASMPT Limited

GCON, Inc.

Microsoft Corporation

Super Micro Computer, Inc.

AT & S Austria Technologie & Systemtechnik AG

Gilbane, Inc.

Mitsubishi Gas Chemical Company Inc.

Synopsys, Inc.

Avantor, Inc.

GLOBALFOUNDRIES

Mitsui Chemicals, Inc.

Taiwan Semiconductor Manufacturing Company Ltd

Bechtel Manufacturing & Technology, Inc.

GlobalWafers Co., LTD.

Murata Machinery, Ltd.

Technoprobe S.p.A.

Broadcom Inc.

HCL Technologies Limited

Netapp, Inc.

Thermo Fisher Scientific Inc.

Cadence Design Systems, Inc.

Hensel Phelps

Nikon Corporation

Tokyo Electron Limited

Carl Zeiss SMT GmbH

Hewlett Packard Enterprise Company

Nippon Express Co., Ltd.

Tokyo Ohka Kogyo Co., LTD

Daifuku Co., LTD

Hitachi High-Tech Corporation

Pegatron Corporation

Unimicron Technology Corporation

DB Schenker

Hoffman Construction

Rinchem Company, LLC

UPPRO Ltd.

Dentsu Group, Inc.

Honeywell Electronic Materials

Samsung Electro-Mechanics Co., Ltd.

UST Holdings Ltd.

118 Appendix // 2023-24 Intel Corporate Responsibility ReportAcronym Index
3TG: Tin, tantalum, tungsten, and gold

CO: Carbon monoxide

ECU: Electrical control unit

A

CO2: Carbon dioxide

EES: Employee Experience Survey

ADAS: Advanced driver-assistance systems

CO2e: Carbon dioxide equivalent

EHS: Environmental, health, and safety

AI: Artificial intelligence

COHE: Control of Hazardous Energies

EIS: Employee Inclusion Survey

API: Advanced programming interface

CPA: Center for Political Accountability

EMEA: Europe, the Middle East, and Africa

ASIC: Application-specific integrated circuit

CPO: Chief people officer

EPA: Environmental Protection Agency

ASM: Artisanal and small-scale mining

CPU: Central processing unit

EPEAT: Electronic Product Environmental Assessment Tool

ATM: Assembly test manufacturing

C-SCRM: Cyber supply chain risk management

EPIC: Excellence, Partnership, Inclusion, and Continuous Improvement

AWS: Alliance for Water Stewardship

CSR: Corporate social responsibility

ERG: Employee Resource GroupB

CTD: Cumulative trauma disorder

EPRM: European Partnership for Responsible Minerals

BIOS: Basic input/output system

CTAP: Climate Transition Action Plan

EPS: Earnings per share

BIPOC: Black, indigenous, and other people of color

CTO: Chief technical officer

ESG: Environmental, social, and governanceCD

EU: European Union

CAHRA: Conflict-affected and high-risk area

DARPA: Defense Advanced Research Projects Agency

EUV: Extreme ultraviolet

CCG: Client Computing Group

DCAI: Data center and AI Group

EV: Electric vehicle

CDP: Carbon Disclosure Project – A not-for-profit organizationthat runs a global disclosure system for investors, companies,
cities, states, and regions to manage their environmental impact.

DC-MHS: Data Center: Modular Hardware System

EVP: Employee Value Proposition

DE: DIGITALEUROPE

F

DRC: Democratic Republic of the Congo

F-GHG: Fluorinated greenhouse gas

E

FL: Federated learning

EC: European Commission

FPGA: Field-programmable gate array

CEO: Chief Executive Officer
CEPN: Clean Electronics Production Network
CNIS: China National Institute of Standardization

ECOC: Ethics and Compliance Oversight Committee

119 Appendix // 2023-24 Intel Corporate Responsibility Report

G

IPAC: Intel Political Action Committee

N

GAAP: Generally Accepted Accounting Principles

IPLC: Intel Pride Leadership Council

NEX: Network and Edge Group

GDP: Gross domestic product

IPO: Initial Public Offering

NGO: Non-governmental organization

GenAI: Generative AI

IRTI: Intel RISE Technology Initiative

NIST: National Institute of Standards and Technology

GHG: Greenhouse gasIntel® SFI: Intel® Skills for Innovation

NOV: Notice of violation

GPU: Graphics processing unit

ISO: International Organization for Standardization

NOx: Nitrogen oxides

GRI: Global Reporting Initiative

IT: Information technology

NPU: Neural processing unit

H

ITI: Information Technology Industry Council

NSF: National Science Foundation

HAP: Hazardous air pollutant

K

O

HBCU: Historically Black college or university

kWh: Kilowatt-hour

OCP: Open Compute Project

HRIA: Human rights impact assessment

L

ODM: Original design manufacturer

HVAC: Heating, ventilation, and air conditioning

LED: Light-emitting diodeOECD: Organisation for Economic Co-operation and Development

I

LEED: Leadership in Energy and Environmental Design

OEM: Original equipment manufacturer

ICT: Information and communications technology

LGBT+: Lesbian, gay, bisexual, and transgender/transsexual +OPM: Optimized power mode

IDAN: Intel Disability and Accessibility Network

LTD: Logic Technology Development

OSHA: Occupational Safety and Health Administration

IDC: International Data Corporation

M

P

IDM: Integrated device manufacturer

MaaS: Mobility-as-a-Service

PAIA: Product Attribute to Impact Algorithm Consortium

IEEE: Institute of Electrical and Electronics Engineers

MG&A: Marketing, general, and administrative

PCF: Product carbon footprints

IEC: International Electrotechnical Commission

MGM: Million Girls Moonshot

PFAS: Poly-fluoroalkyl substances

IFRS: International Financial Reporting Standards

MRC: Management Review Committee

PFC: Perfluorocarbon

IFS: Intel Foundry Services

mWh: Megawatt-hour

PM: Particulate matter

ILO: International Labour Organization

PPA: Public-Private Alliance for Responsible Minerals Trade

IP: Intellectual property

PUE: Power usage effectiveness120 Appendix // 2023-24 Intel Corporate Responsibility Report

R

SoC: System-on-a-Chip

V

RAI: Responsible artificial intelligence

SPARC: Supplier Program to Accelerate Responsibility
and Commitment

VAP: Validated Assessment Program

R&D: Research and development
RBA: Responsible Business Alliance
REACH: Registration, Evaluation, Authorization,
and Restriction of Chemicals

SPEC: Standard Performance Evaluation Corporation
SPEC SERT: Server Efficiency Rating Tool
SRC: Supplier Report Card

RISE: Responsible, inclusive, sustainable, and enabling

STEAM: Science, technology, engineering, arts, and math

RLI: Responsible Labor Initiative

STEM: Science, technology, engineering, and math

RMAP: Responsible Minerals Assurance Process

SVAP: Specialty Validated Assessment Program

RMI: Responsible Minerals Initiative

T

RSS: Responsibility-Sensitive Safety

TCFD: Task Force on Climate-Related Financial Disclosure

S

TDP: Thermal design power

SASB: Sustainability Accounting Standards Board

TGG: The Green Grid

SBTI: Science-Based Targets Initiative

TRI: Technical readiness indicator

SCC: Semiconductor Climate ConsortiumU

SDL: Security Development Lifecycle

UCIe: Universal Chiplet Interconnect Express

SEC: US Securities and Exchange Commission

UN: United Nations

SDG: Sustainable development goals

UNESCO: United Nations Educational, Scientificand Cultural Organization

SDV: Software-defined vehicle
SIA: Semiconductor Industry Association
SKU: Stock keeping unit

121 Appendix // 2023-24 Intel Corporate Responsibility Report

URM: Underrepresented minority
US GAAP: US Generally Accepted Accounting Principles

VLSI: Very large-scale integration
VOC: Volatile organic compoundX
xPU: A processor that is designed for one of four major computing
architectures—CPU, GPU, AI accelerator, and FPGAForward-Looking Statement
This 2023-24 Corporate Responsibility Report contains statementsthat are aspirational or reflective of our views, forecasts, and opinions
regarding our future performance that constitute “forward-looking
statements” within the meaning of the Private Securities Litigation
Reform Act of 1995. Forward-looking statements in this report include
statements regarding our goals, metrics, aspirations, targets, strategy,
and expectations with respect to corporate responsibility matters,
including sustainability, human rights, supply chain management,
human capital management, policy and procurement, philanthropy, data
privacy, and information and product security, as well as other businessrisks and opportunities. These statements inherently involve risks anduncertainties that are difficult to predict, often beyond our control, andinherently uncertain, and actual results, including our goals, could differ
materially from those predicted in such statements, including as a resultof geopolitical or macroeconomic events, energy prices, technologicaladvances or innovations, developing climate conditions, legislativeor regulatory changes, engagements with stakeholders, and other
unforeseen conditions or events. Forward-looking statements are notguarantees or promises that any such goals, metrics, aspirations, targets,
strategy, or expectations will be met or retained in their current form.
Risk factors that could cause actual results to differ are set forth in the“Risk Factors” section of the 2023 Intel Annual Report on Form 10-K
as updated by our Quarterly Report on Form 10-Q for the quarter ended
March 30, 2024. These risk factors are subject to update by our future
filings and submissions with the US Securities and Exchange Commission
and earnings releases. Forward-looking statements are based on expectations as of the date of this report, unless an earlier date is indicated, 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 of current or historic goals or assumptions, and available data.
Statements derived from our 2023 Annual Report on Form 10-K speak
as of January 25, 2024. Intel disclaims any duty to update any statement
made in this report except to the extent required by law.

122 Appendix // 2023-24 Intel Corporate Responsibility Reportwww.intel.com
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