CSR 2022 23 Full Report

2022-23 Corporate
Responsibility Report
Table of Contents
Letter From Our CEO 3 Building a Diverse Technology Industry 59 2022 Scope 1 and Scope 2 Greenhouse
Gas Inventory by Location 109
Letter From Our CPO 4 Supplier Diversity and Inclusion 60
2022 Environmental, Health, and
A Year in Review 5 Making Technology Fully Inclusive and
Safety Violations 110
Expanding Digital Readiness 61
The US CHIPS and Science Act 7
Top 100 Production and Service Suppliers 111
Our IDM 2.0 Strategy 8
Sustainable64 Acronym Index 112
Intel’s ESG Framework 9
Sustainable: Our Approach 65 Forward-Looking Statement 115
Awards and Recognitions 10
Environmental Management 66
Climate and Energy 69
Our Business 11
Product Energy Efficiency 74
Company Profile 12
Human Capital Competitive Advantage 19
Water Stewardship 76 Our Commitment to Transparency
Waste and Circular Economy Solutions 78
Governance, Ethics, and Public Policy 23 This report aims to provide a comprehensive summary
Sustainable Chemistry 81 of our approach to corporate responsibility and our per-
Stakeholder Engagement 27
Achieving Carbon-Neutral Computing 83 formance for calendar and fiscal 2022, unless otherwise
Respecting Human Rights 29
stated. This report has been prepared in accordance
Supply Chain Responsibility 32 with the Global Reporting Initiative (GRI) Standards.
Enabling87
Our GRI Content Index is provided on our Report
Enabling: Our Approach 88
Responsible36 Builder website. We also use other recognized frame-
Employees Changing the World 89 works to inform the content of this report, including the
Responsible: Our Approach 37
Intel Foundation: Rising to the Future 91 United Nations (UN) Global Compact, UN Sustainable
Employee Health, Safety, and Wellness 38
Development Goals, the Task Force on Climate-Related
Collaborating for Technology Impact 92
Protecting Human Rights in the Supply Chain 41 Financial Disclosures (TCFD), and the IFRS Foundation.1
IRTI: Activating Tech as a Force for Good 93 In 2022, we continued to advance our integrated reporting
Responsible Minerals Sourcing 42
strategy to include environmental, social, and governance
Responsible Mobility 44
Appendix94 information in our 2022 Annual Report on Form 10-K and
Responsible AI 45 2023 Proxy Statement, available on our Investor Relations
About This Report 95
Revolutionizing Health and Safety website. For additional information on Intel’s approach to
Independent Limited Assurance Statement 96
Through Technology 47 corporate responsibility, supporting documents and data,
RISE Goals Progress 97 past reports, and to customize a report with the sections
Inclusive48 Performance Data Summary 101 of your choice, visit our Corporate Responsibility and
SASB and TCFD Framework Alignment 102 Report Builder websites.
Inclusive: Our Approach 49
Inclusive Workforce 50 UN Sustainable Development Goals 105 1
In 2022, the Value Reporting Foundation consolidated into
the IFRS Foundation. The SASB Standards also became a
Social Equity 58 Non-GAAP Financial Measures 106 resource of the IFRS Foundation as of August 1, 2022, upon the
consolidation of the Value Reporting Foundation (which housed
2022 Water Inventory by Location and Source 107 the SASB Standards and the Integrated Reporting Framework)
into the IFRS Foundation.
2 Table of Contents 2022-23 Corporate Responsibility Report

Letter From Our CEO
• We are also collaborating with the industry and academia partnerships are key to generating the large, long-term invest-
to identify, develop, and pilot alternative green chemistry ments needed to develop critical technologies of the future.
and abatement solutions, many of which do not exist today.
We’re committed to deepening our collaborations to build on
For example, we are working with the industry association
our current successes. Together, we can further drive tech as
SEMI and the Semiconductor Research Corporation to set
a force for good—ensuring the scale of our work with others
up a sustainable semiconductor manufacturing program
to create a more responsible, inclusive, and sustainable world,
that will strive to develop alternatives to these chemicals.
enabled through technology and the expertise and passion
Additionally, we are increasing energy efficiency and
of our employees. For example, this past year we also:
lowering the total carbon footprint of our products and
platforms, which ultimately helps our customers achieve • Achieved $2 billion in spending with diverse suppliers – We
their sustainability goals. achieved our first RISE goal eight years ahead of schedule—
reaching $2.2 billion in annual spending with diverse suppliers.
The past several years demonstrated how central technology • Investing in renewable electricity – We work with local utility
This represents nearly 15 times the annual total when our
is to every aspect of human existence. Semiconductors providers to develop new contracting mechanisms that
supplier diversity program launched in 2015 and double
power the essential technologies in a world that is becoming facilitate the construction of renewable electricity projects
our 2019 results.1
increasingly digital. near many of our sites worldwide. In addition, our on-site
alternative and renewable electricity installations have grown • Expanded digital readiness – In 2020, we made a commitment
2022 was a challenging year for Intel. We continue to operate exponentially over the last decade—we now have more than to collaborate with governments in 30 countries and 30,000
in a tough market, while simultaneously pursuing our multiyear 110 across our campuses. I am proud to share that at the end institutions worldwide to empower more than 30 million
transformation. To overcome these challenges, we remain of 2022, our global renewable electricity usage is 93%, up people with AI skills by 2030. Currently, we’ve expanded
committed to the highest ethical standards and use our from 80% in 2021. We are focused on finding credible and Intel® Digital Readiness Programs globally by collaborating
resources and ingenuity to solve the world’s greatest scalable opportunities to reach 100% globally by 2030. with 27 country governments, enabling 23,000 institutions,
challenges. Our dedication to environmental, social, and and training more than 4 million people.
corporate governance is key to our success as a business. • Launching our most sustainable data center processors
ever – New generations of Intel products are designed to • Reinforced a commitment to responsible AI – This year, we
I was reminded of this with the recent passing of Intel’s deliver higher performance using less energy. The 4th Gen shared details of our responsible AI strategy, which aims to
co-founder Gordon Moore, an icon whose legacy continues Intel® Xeon® Scalable processors feature built-in accel- enable Intel to leverage its place in the AI value chain, drive
to inspire us every day. Moore was an avid philanthropist and erators to help drive power efficiency and performance. meaningful progress, and scale efforts broadly. As part of
established our commitment to environmental sustainability Accelerators are a more efficient way to achieve higher our responsible AI work, we announced the development of
during a time when companies were not thinking about it the workload performance, rather than growing the CPU core FakeCatcher, a technology that can detect fake videos with a
way they are today. This was a big part of his legacy and why count. This gives customers an advantage in data center 96% accuracy rate. Intel’s deepfake detection platform is the
corporate responsibility and sustainability remain deeply performance, efficiency, security, and new capabilities for world’s first real-time deepfake detector that returns results
ingrained in Intel’s DNA. artificial intelligence (AI), the cloud, the network and edge, in milliseconds.
Over the past year, we have had some incredible achievements and the world’s most powerful supercomputers. We’re
We are all part of a globally interconnected evolution. As we
implementing sustainability as an industry initiative: focused on improving operational usage with features like
continue to transform human progress, we must continue to
more energy-efficient designs, AI telemetry, and lower
• Driving our value chain toward sustainable computing – create world-changing technology that improves the life of every
carbon platforms.
Achieving net-zero greenhouse gas emissions is one of person on the planet. Intel remains fully committed to executing
the most complicated challenges the technology industry In 2022, we also saw the historic passage of the US CHIPS our strategy to deliver leadership products anchored on open and
faces. In 2022, we pledged to reduce greenhouse gas and Science Act. This was a victory for the semiconductor secure platforms, powered by at-scale manufacturing, and super-
emissions in our operations and across our value chain. industry as well as American technological leadership and charged by our people. Our company and our people will continue
We are focused on achieving 100% renewable electricity, innovation; it will boost American semiconductor research, to have a profound influence driving business and society forward
net-positive water, and zero waste to landfill by 2030. We development, and production, ensuring US leadership in by creating radical innovation that revolutionizes the way we live.
continue to develop a roadmap to drive reductions and technology that forms the foundation of everything from
ultimately achieve net-zero greenhouse gas emissions household appliances to defense systems. Public-private
across our global operations by 2040. 1
A comparison of spending under Intel’s supplier diversity program
Pat Gelsinger, Chief Executive Officer, Intel Corporation
was updated May 17, 2023.
3 Introduction 2022-23 Corporate Responsibility Report

Letter From Our CPO
Intel’s RISE framework is our integrated, “One Intel” ESG • Strengthening our supply chain resiliency – In 2022, we
strategy, which we continue to integrate into our operations, achieved $2.2 billion annual spending with diverse suppli-
supply chain, industry, and beyond. We also work to enable ers. In addition, we met two milestones to spend $800 mil-
our customers to meet their environmental and corporate lion annually with minority-owned suppliers globally by the
responsibility commitments through our technology and end of 2023, including $250 million with US Black-owned
the expertise of our employees. suppliers, and we are on track to meet a third milestone to
spend $500 million annually with women-owned suppliers
Our RISE goals focus on fully harnessing the power of
outside the US by the end of 2025.1
technology to solve increasingly complex and interconnected
global challenges. We continue to collaborate with the • Reducing energy use and driving cost efficiencies –
technology industry and other stakeholders. In 2022 we Cumulatively we conserved approximately 970 million kWh
made progress on several industry-wide programs: of electricity from the 2020 baseline through the end of
2022, toward our 4 billion kWh 2030 goal. Cumulative
• Continuing our work with the Alliance for Global
savings through 2022 totaled approximately $70 million.
Inclusion – In April 2021, we launched the Alliance for
In addition to conserving energy, we purchase renew-
Global Inclusion, a coalition of technology and adjacent
Intel’s long-standing commitment to corporate responsibility able electricity and operate on-site alternative electricity
industry peers focused on driving collective impact in four
and sustainability—built on a strong foundation of transparency, projects that provide power directly to Intel buildings. We
key areas: leadership representation, inclusive language,
governance, and ethics—is deeply integrated throughout all continued our 100% renewable electricity commitment
inclusive product development, and improving STEM
aspects of our business. As Chief People Officer, I lead our inte- for our US, Europe, Israel, and Malaysia operations and
readiness in underrepresented communities. In the second
grated approach to environment, social, and governance (ESG), achieved 93% globally as of the end of 2022. Our absolute
year, the member companies confirmed two additional
which we believe creates value for Intel and our stakeholders by Scope 1 and 2 greenhouse gas (GHG) emissions decreased
commitments from the CEOs and ratified the fifth level of
helping us mitigate risks, reduce costs, build brand value, and 4% from our 2019 baseline.
the traditional DEI maturity model: collective impact. Every
identify new market opportunities. company can use its internal data and benchmark results • Serving as an inclusive tech talent destination – We
Our strategy starts with our people. As such, we have with the Alliance’s Global Inclusion Index, understand continue to support the development and progression of all
focused on our human capital strategy to help us continue where they are in the Alliance’s Maturity Model, and our talent. The representation of Intel US employees who
to attract and retain the world’s best talent across every establish goals to accelerate results. identify as having one or more disabilities increased by over
function while balancing the needs of the business groups. 1%, from nearly 4% in 2021 to almost 5% in 2022. While the
• Supporting efforts to increase the diverse STEM talent
Our key technical and functional leaders are positioned to percentage of Intel employees who identify as veterans
pipeline – The Intel Scholars program aims to expand
deliver on our IDM 2.0 transformation. We remain focused on dropped slightly from approximately 7.2% in 2021 to 7.1%
access and opportunity and to increase the pipeline of
optimizing our workforce in line with our business objectives in 2022, in absolute numbers, veterans increased by more
diverse STEM talent by providing nearly $2 million annually
and the long-term growth and leadership of the company in the than 190 individuals. Our global representation of technical
to African American, Latinx, Native American, women,
semiconductor industry. women increased from just over 24% in 2021 to more than
and veteran STEM students through higher education
24.5% in 2022.
Leadership and I acknowledge the incredible sacrifice our scholarships. In 2022, we awarded 194 students across
employees make through the company’s ongoing right-sizing the US scholarships and welcomed them into our Intel We see the growing acknowledgment of the importance of
exercise. These measures were put in place to reduce the Scholars family. In addition to the financial award, every ESG and our historic and ongoing leadership as an opportunity
impact of the current macroeconomic environment on our scholar received a welcome box, access to Headspace, to fulfill our purpose to create world-changing technology that
long-term business and are expected to be temporary a screening call from an Intel sourcer, career-focused improves the life of every person on the planet. We are proud of
in nature. We remain focused on our IDM 2.0 strategy and training, Intel mentors, and more. We’re excited to see what we’ve achieved over our long history of action in corpo-
goals, investments in our employees, and Intel’s leadership many scholars joining Intel this summer for an internship! rate responsibility and for what’s to come.
in corporate responsibility that help us continue to be an Inside Intel, we have made meaningful progress on our RISE
employer of choice. I know these decisions have been goals, including new climate commitments and achievements
difficult, and we remain committed to rewarding employees within our water, diversity and inclusion, and supply chain
Christy Pambianchi, Executive Vice President
who have helped us navigate these challenging times. responsibility efforts:
and Chief People Officer, Intel Corporation
1
A comparison of spending under Intel’s supplier diversity program was updated May 17, 2023.

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

European Chip Ecosystem Data Center Processors Ever
In March 2022, we announced the first phase of In January 2023, we launched the 4th Gen Intel®
our plans to invest as much as €80 billion in the Xeon® Scalable processors (also known as Sapphire
European Union over the next decade. Included in that Rapids), delivering for customers a leap in data center
plan is €17 billion for a leading-edge semiconductor fab performance, efficiency, and security, as well as new
mega-site in Germany, a new R&D hub in France, and capabilities for AI, the cloud, the network and edge,
additional projects in Ireland, Italy, Poland, and Spain. and the world’s most powerful supercomputers.
Read more. The new processors are designed to deliver the right
performance at the right power for optimal overall
Celebrating the Arrival of the “Silicon Heartland” total cost of ownership, helping customers to make
In September 2022, US President Joe Biden, Ohio optimal use of CPU resources and achieve their
Governor Mike DeWine, and other federal, state, and sustainability goals.
local officials joined Intel to celebrate the company’s
groundbreaking on two of the world’s most advanced Leading Supply Chain Responsibility and Impact
chipmaking facilities. As part of our commitment to As a result of our efforts to protect human rights in the
develop a skilled pipeline for the two new fabs in Licking workplace, our suppliers have returned more than $26
County, Ohio, we also announced the first phase of million in fees to their workers since 2014. We believe a
funding for our Ohio Semiconductor Education and diverse supply chain supports greater innovation and
Research Program. During this first phase, Intel is value for our business. To that end, we are proud that
providing $17.7 million for eight proposals from in 2022 we achieved $2.2 billion in annual spending
leading institutions and collaborators in Ohio to with diverse-owned suppliers. In addition, in 2022,
develop semiconductor-focused education and Intel ranked number 2 out of 60 public Information and
workforce programs. Communications Technology firms in KnowTheChain’s
annual benchmarking of corporate efforts to address
A Victory for the Semiconductor Industry forced and bonded labor risks in their supply chains.
The US CHIPS and Science Act, signed into law in
August 2022, provides $52.7 billion for American
semiconductor research, development, manufacturing,
and workforce development. The investment in domestic
semiconductor manufacturing will help address disrup-
tions in the US economy, military, and society as a whole.
Read more.

Progressing Toward a Net Positive Water Goal Building a More Inclusive Workforce Contributing Close to 1,010,000
In 2022, we conserved approximately 9.6 billion gallons We continued our focus on career development and Employee and Retiree Volunteer Hours
of water internally and through community collaborations, progression of our talent. The representation of Intel’s RISE goals include delivering 1 million volunteer
and enabled restoration of 3.0 billion gallons through US Intel employees who identify as having one or hours every year to improve local communities, including
investments in watershed restoration projects. These more disabilities increased by approximately 1%, from an increase in skills-based volunteerism.
achievements advanced us toward our goal of net almost 4% in 2021 to nearly 5% in 2022, and while the
positive water use. During 2022, we maintained net percentage of Intel employees who identify as veterans During the pandemic, we fell short of our 1 million hours-
positive water in two countries: the US and India. decreased slightly, the absolute number of veterans per-year goal for two years. We’re proud that we hit
increased by more than 190 individuals. In addition, our the 2022 goal with over 1 million employee and retiree
global representation of technical women increased volunteer hours globally in support of schools and
Advancing Responsible Mobility
from just over 24% in 2021 to nearly 25% in 2022. nonprofit organizations in our communities.
and Automotive Safety
In October 2022, Mobileye began trading on the
Nasdaq Stock Exchange under the ticker “MBLY” in Responding to Humanitarian Crises
connection with its initial public offering by Intel When humanitarian crises or natural disasters strike,
(Mobileye’s parent company). Building on Mobileye’s the Intel Foundation may offer matches to employees’
track record of innovation and success as an Intel donations to support affected communities. In 2022,
company, we believe the IPO better unlocks the value 12 relief campaigns raised nearly $2.66 million in
of Mobileye for stockholders. Intel led an IEEE working donations and matches to aid recovery across eight
group to develop an open, transparent, and technology- countries affected by wildfires, floods, winter storms,
neutral formal model for automated vehicle safety. The tornadoes, earthquakes, hurricanes, and more. More
output of this working group, known as IEEE 2846: recently, the Foundation launched an employee
Assumptions in Safety-Related Models for Automated donation campaign in response to the humanitarian
Driving Systems, was the first international standard crisis in Ukraine. Together, the Foundation and Intel
that provides guidance on what constitutes expected employees have raised over $2 million to support
behavior of automated driving systems. In recognition Ukraine aid efforts.
of its novelty and impact to the industry, IEEE 2846
received the 2022 IEEE Standard Association Emerging
Technology Award. IEEE 2846 complements Mobileye’s
RSS model for automated vehicles and represents an
important milestone on the path to increasing safety on
our roads through the wide-scale deployment of auto-
mated driving technology.

The US CHIPS and Science Act
“We are thrilled to see funding for the CHIPS Act

enacted into law. Intel is committed to restoring
end-to-end leadership, innovation, and manufacturing
here in the US. We are doing our part and the federal
government has now done their part. Thanks to
President Biden, Secretary Raimondo, bipartisan
leaders in Congress, and everybody involved
in supporting the semiconductor industry.”
—Pat Gelsinger, Intel CEO
On August 9, 2022, US President Joe Biden signed Despite the growing importance of semiconductor Just the Beginning
into law the US CHIPS and Science Act, what we technology to the US economy and technological For Intel, passage of the CHIPS and Science Act is just
consider the most significant industrial policy leadership, America’s share of domestically produced the beginning of the journey. Intel also intends to support
legislation since World War II. This is a victory not semiconductors declined from approximately 37% to the efforts of the US Department of Commerce and
only for the semiconductor industry, but also for 12% since 1990, driven by substantial incentives offered other leaders as they determine how to move as quickly
American technological leadership and innovation. by countries in East Asia that created a 30-50% cost as possible to address the urgent need to drive semi-
disadvantage to manufacturing chips in the US. conductor leadership back to the US. We look forward to
The CHIPS and Science Act provides $52.7 billion
moving forward on implementation together and helping
for American semiconductor research, development, We believe the only way for the US to address growing
these investments in US innovation and leadership deliver
manufacturing, and workforce development. It also economic and national security risks is to increase
great returns for our stakeholders and US taxpayers.
provides a 25% investment tax credit for capital domestic semiconductor manufacturing capacity and
expenses for manufacturing of semiconductors capability. Incentives in the US also level the playing
and related equipment. field for American companies, who compete with At his State of the Union Address in March 2022, US
foreign-based companies heavily subsidized by their President Joe Biden recognized Intel CEO Pat Gelsinger,
Addressing an Urgent Need own governments. Government incentives for domestic who was in attendance. Urging the US Congress to pass the
COVID-19 taught us that chip shortages can sideline semiconductor industries in the US are essential to CHIPS and Science Act, Biden said it is crucial to invest
entire segments of the economy. Without investment in grow local economies, strengthen national security money in technologies and American manufacturing,
domestic semiconductor manufacturing capacity, the and supply chains, and cultivate the skills required to and cited Intel’s plans to invest $20 billion to build a new
US economy, military, and society as a whole will remain renew the engineering and innovation ecosystem. semiconductor manufacturing campus in Ohio.
vulnerable to disruption. Watch the video.

Our IDM 2.0 Strategy
Intel has been an integrated device manufacturer
(IDM)—a company that both designs and builds its own
semiconductor chips—since the company's founding in
1968. In 2021, Intel CEO Pat Gelsinger introduced IDM
2.0, a major evolution of that strategy to enable Intel to
regain unquestioned technology leadership, manufac-
turing scale, and long-term growth. IDM 2.0 combines
three capabilities:
Internal factory network. Our global, internal factory

network has been foundational to our success, enabling
In September 2022,
product optimization, improved economics, and supply
we celebrated our
resilience. We intend to remain a leading developer of groundbreaking of two of
process technology and a major manufacturer of semi- the world’s most advanced
conductors and to continue to build the majority of our chipmaking facilities, in
products in our factories. Licking County, Ohio.
Strategic use of foundry capacity. We expect to expand To help accelerate our IDM 2.0 strategy, we are investing We also look to acquisitions to supplement and
our use of third-party foundry manufacturing capacity, in manufacturing capacity around the world. We broke strengthen our capital. In Q1 2022, we entered into a
which will provide us with increased flexibility and scale ground on two new leading-edge chip factories in Ohio, definitive agreement to acquire Tower Semiconductor
to optimize our product roadmaps for cost, performance, initially announcing plans to invest more than $20.0 Ltd. (Tower) in a cash-for-stock transaction. Tower is a
schedule, and supply. Our use of foundry capacity will billion to establish the first advanced semiconductor leading foundry for analog semiconductor solutions. The
include manufacturing for a range of modular tiles on campus in the “Silicon Heartland.” We also announced acquisition is expected to advance our IDM 2.0 strategy
advanced process technologies. our plans to invest up to €80.0 billion in the European by accelerating our global end-to-end foundry business.
Union over the next decade across the semiconductor We continue to work to close the transaction in 2023,
System foundry. We are building a world-class foundry
value chain—from R&D to manufacturing to state-of- subject to certain regulatory approvals and customary
business to meet the growing long-term global demand
the-art packaging technologies. These include a plan to closing conditions.
for semiconductors. We plan to differentiate our foundry
invest up to an initial €17.0 billion to build a leading-edge
offerings from those of others through a combination In addition, to create further financial flexibility while
semiconductor fab mega-site in Germany; to create a
of leading-edge packaging and process technology, we accelerate our strategy, we announced the Semicon-
new R&D and design hub in France; and to invest in R&D,
committed capacity in the US and Europe available for ductor Co-Investment Program (SCIP), which introduces
manufacturing, and foundry services in Ireland, Italy,
customers globally, and a world-class IP portfolio that a new funding model to the capital-intensive semiconduc-
Poland, and Spain.
will include x86 cores, as well as other ecosystem IP. tor industry. As part of this program, we closed a definitive
We also introduced our IDM 2.0 Acceleration Office agreement with Brookfield Asset Management (Brook-
The system foundry involves engaging with custom-
to transition our operations to an internal foundry field), creating an equity partnership whereby we and
ers at multiple levels, from basic wafer manufacturing
model that is designed to deliver consistent processes, Brookfield own 51% and 49%, respectively, of the newly
to helping define and implement their desired system
systems, and guardrails among our business units, and formed entity, Arizona Fab LLC (Arizona Fab). We expect
architecture. We intend to build our customers' silicon
design and manufacturing teams, which we expect will Arizona Fab will invest up to $30.0 billion in expanded
designs and deliver full end-to-end customizable prod-
allow us to improve structural efficiencies by driving manufacturing infrastructure at our Ocotillo campus in
ucts built with our advanced packaging technology.
accountability and costs back to decision makers Chandler, Arizona.
within the company.

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

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

RISE Strategy and Goals
We continue to raise the bar for ourselves and leverage
our leadership position in the global technology
ecosystem to make greater strides in corporate
responsibility and apply technology to address social
and 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 expertise and
passion of our employees.
Our RISE strategy also increases the scale and global For details of our progress against our RISE goals, see
In addition to our 2030 RISE goals established in 2020, impact of our work through new collaborations with “RISE Goals Progress” in the Appendix of this report.
in April 2022 we announced our commitment to achieve our customers and a broad range of stakeholders. Our
net-zero greenhouse gas (GHG) emissions across our aim is to fully harness the power of technology to solve
global operations (known as Scope 1 and 2) by 2040, the increasingly complex and interconnected global
reduce supply chain GHG emissions 30% by 2030 from challenges over the next decade and beyond. We know
what they would be in the absence of investment and that acting alone, Intel cannot achieve the broad,
action, and to increase the energy efficiency and lower societal impact to which we aspire.
the carbon footprint of our products and platforms.

Awards and Recognitions
Third-party ratings and rankings give us valuable feedback on our programs and practices, and help drive
continuous improvement over time. Below is a selection of the corporate responsibility-related awards
and recognitions that Intel received in 2022 unless otherwise indicated.
• 3BL Media. 100 Best Corporate Citizens • JUST Capital. JUST 100
• AISES. Top 50 Workplaces for ndigenous STEM • KnowTheChain. Ranked #4, Information
Professionals & Communications Technology
• American Association of People with Disabilities • LATINA Style 50. Top 50 Best Companies for Latinas
and Disability:IN. Disability Equality Index to Work in the US
• As You Sow. Clean200 • Minority Engineer. Top 50 Employers
• Barron’s. #2 Most Sustainable Company (2023) • MSCI. World ESG Leaders Index2
• Bloomberg. Bloomberg Gender-Equality Index • National Business Inclusion Consortium.
Best-of-the-Best Corporations for Inclusion
• CDP. ”A-” Water Security Rating, “B” Climate Change
Rating, “A-” Supplier Engagement Rating • Newsweek. America’s Most Responsible Companies,
America’s Greatest Workplaces for Women (2023)
• Center for Political Accountability. CPA-Zicklin Index
of Corporate Political Disclosure and Accountability – • Religious Freedom & Business Foundation. Corporate
Trendsetter Company Religious Equity, Diversity and Inclusion Index
• Dow Jones Sustainability Index. North America Index • RepTrak. 2022 Global RepTrak 100
• Ethisphere Institute. World’s Most Ethical Companies • US Environmental Protection Agency. #3 Ranking
on Green Power Partnership National Top 100
• FTSE Group. FTSE4Good Index1
• Wall Street Journal. Management Top 250
• Gartner. Supply Chain Top 25
• Women’s Business Enterprise National Council.
• Hispanic Association of Corporate Responsibility.
Top Corporations for Women’s Business Enterprises
Corporate Inclusion Index 5-Star Rating for
Governance • WE Connect International. Top 10 Global Champions
for Supplier Diversity Inclusion
• Human Rights Campaign. Corporate Equality Index
• Women Engineer Magazine. Top 50 Employers –
• ISS. 1 rating in both Environment & Social QualityScore
Readers’ Choice
1
TSE Russell (the trading name of FTSE International Limited and Frank Russell Company) confirms that Intel Corporation has been
F
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 a wide variety
of market participants to create and assess responsible investment funds and other products
2
he inclusion of Intel Corporation in any MSCI Index, and the use of MSCI logos, trademarks, service marks or index names herein, do not
T
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.

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

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

Intel CEO Pat Gelsinger was on hand to celebrate US President Joe Biden’s signing of the
US CHIPS and Science Act, a victory for the semiconductor industry as well as American
technological leadership and innovation. The CHIPS act will boost American semiconductor
research, development, and production, helping to establish US leadership in technology that
forms the foundation of everything from household appliances to automobiles to defense systems.
Manufacturing Expansion
We broke ground on two new leading-edge chip factories in Ohio, and also unveiled plans for an
€80 billion decade-long investment in the European Union. Included are plans to invest up to
an initial €17.0 billion to build a leading-edge semiconductor fab mega-site in Germany; to create
a new R&D and design hub in France; and to invest in R&D, manufacturing, and foundry services
in Ireland, Italy, Poland, and Spain.
11 Our Business 2022-23 Corporate Responsibility Report

Company Profile
The entire world is becoming more digital as technology slowing consumer demand, persistent inflation, and We are an
is increasingly central to every aspect of human existence. higher interest rates—that we believe impacts our industry leader
As we look ahead to the next decade, we expect to see target markets and creates a high level of uncertainty
continued movement to digital for everything—the way with our customers. and a catalyst for technology innovation
we work, learn, connect, develop, and operate. Semicon- and products that revolutionize the way
ductors are the underlying technology powering the During 2022, we announced the implementation of cost- we live. We are committed to harnessing
digitization of everything, and this is being accelerated cutting measures, including a slower pace of hiring and the breadth and scale of our reach to have
by five superpowers: ubiquitous compute, pervasive restructuring actions, designed to reduce operating a positive effect on business, society, and
connectivity, cloud-to-edge infrastructure, AI, and expenditures and manage the business toward our the planet.
sensing. Together these superpowers combine to long-term financial strategy. We also reorganized our
amplify, and reinforce each other, and will exponentially business units in a way that is designed to accelerate Our purpose is to create world-changing
increase the world’s need for computing by packing the execution and innovation of our company by allowing technology that improves the life of every
even more processing capability onto ever-smaller us to capture growth in both large traditional markets person on the planet.
microchips. We intend to lead the industry by harnessing and high-growth emerging markets, while providing
these superpowers for our customers’ growth and increased transparency, focus, and accountability.
our own.
Our IDM 2.0 strategy, announced in 2021, combines advantageous cost structure. Though we aggressively
Our 2022 revenue was $63.1 billion, down $16 billion, or our internal factory network, strategic use of external adjusted capital investments in 2022 to respond to
20%, from 2021. Our Client Computing Group revenue foundries, and system foundry. We believe our IDM 2.0 changing business conditions, we still made significant
decreased 23%, our Data Center and AI Group revenue strategy enables us to deliver leading process technol- investments in support of our IDM 2.0 strategy during
decreased 15%, and our Network and Edge segment ogy and products to meet growing long-term demand the year.
revenue increased 11%. 2022 results were impacted using internal and external capacity, while leveraging our
core strengths to provide foundry services to others and Delivering on our strategy and growth ambitions requires
by an uncertain macroeconomic environment—with
providing superior capacity, supply resilience, and an attracting, developing, and retaining top talent from
across the world. Our people build our technology,
unlock new business opportunities, and work with our
collaborators and customers to create global impact. We
are committed to creating an inclusive workplace where
the world’s best engineers and technologists can fulfill
their dreams and create technology that improves the
life of every person on the planet.
The sections of this Company Profile derived from our 2022 Annual
Report on Form 10-K speak as of January 26, 2023, unless another
date is indicated, are truncated and summary in nature, and do not
reproduce exactly or in full the disclosures from that report. For a full
discussion of our business, financial results, and the topics discussed
in this Company Profile, review our 2022 Annual Report on Form 10-K.
Beginning with our first quarter 2022 results, we reported under six
business units for 2022, following an update to segment reporting that
aligns with our organizational structure and business strategy. More
information regarding this reporting structure, including recasts of our
historical financial statements for the past three years, are available
through our filings with the Securities and Exchange Commission.

How We Organize Our Business Our Customers Our Competitors
We sell our products primarily to original equipment We face intense competition across our product
% Intel Revenue Key Markets and Products
manufacturers (OEMs), original design manufacturers portfolio from companies offering platform products;
(ODMs), and cloud service providers. ODMs provide accelerator products such as GPUs; other accelerator
Client Computing Group. Includes products
design and manufacturing services to branded and products such as application-specific integrated circuits
designed for end-user form factors, focusing on
higher growth segments of 2 in 1, thin-and-light, unbranded private-label resellers. In addition, our (ASICs), application-specific standard products, and
commercial and gaming, and growing other customers include other manufacturers and service FPGAs; memory and storage products; connectivity
products such as connectivity and graphics.
providers, such as industrial and communication and networking products; and other semiconductor
equipment manufacturers and other cloud service products. We also compete with internally developed
Data Center and AI Group. Includes a broad providers who buy our products through distributor, semiconductors from OEMs, cloud service providers,
portfolio of central processing units (CPUs), reseller, retail, and OEM channels throughout the and others, some of whom are customers. For additional
domain-specific accelerators, and field-
programmable gate arrays (FPGAs) designed to world. Our worldwide reseller sales channel consists information, refer to the 2022 Intel Annual Report on
empower data center and hyperscale solutions of thousands of indirect customers—systems builders Form 10-K.
for diverse computing needs. that purchase Intel® processors and other products
from our distributors. For additional information, refer Our Products
Network and Edge Group. Includes to the 2022 Intel Annual Report on Form 10-K.
programmable platforms and high-performance Our product offerings provide end-to-end solutions,
connectivity and compute solutions designed scaling from edge computing2 to 5G networks, the
for market segments such as cloud networking,
cloud, and the emerging fields of AI and autonomous
telecommunications networks, on-premises
edge, software, and platforms. driving. Products, such as our gaming CPUs, may be
sold directly to end customers, or they may be further
integrated by our customers into end products such
Mobileye. Includes the development and
as notebooks and storage servers. Combining some of
deployment of advanced driver-assistance
systems (ADAS) and automated driving these products—for example, integrating FPGAs with
technologies and solutions. Intel® Xeon® processors in a data center solution—
enables incremental synergistic value and performance.
Accelerated Computing Systems

and Graphics Group (AXG1). Includes CPUs End-to-End Product Portfolio
for high-performance computing (HPC) and
Our diverse product line includes CPU and chipset, a
graphics processing units (GPUs) targeted
for a range of workloads and platforms from system on a chip (SoC), or a multichip package based
gaming and content creation to HPC and on Intel® architecture that processes data and controls
artificial intelligence (AI) in the data center.
other devices in a system. The primary CPU products
in CCG are our Intel® Core™ processors, which include
Intel Foundry Services (IFS). Provides designs specifically for notebook and desktop applica-
differentiated full stack solutions, including tions. The primary CPU product in DCAI is our Intel Xeon
wafer fabrication, packaging, chiplet processor, which includes solutions for data center
standard, and software.
compute, networking, and the intelligent edge. The
primary offerings of NEX include Intel Xeon, Intel Core,
1
Beginning in 2023, AXG will be integrated into CCG/DCAI and Intel Atom® processor products.
and no longer reported.
For more information, refer to the 2022 Intel Annual Report on
2
lacing resources to move, store, and process data closer to where
P
Form 10-K. data is generated and consumed.

End-to-End Product Portfolio
In 2022, we launched new products, such as the 12th gaming, creating, and streaming experiences on including people with disabilities. For more information,
Gen Intel Core HX processors—the final products in our consumer high-performance desktop and laptop see “Product Ecology” and “Product Energy Efficiency”
Alder Lake family, which utilize desktop-caliber silicon in systems, and Ponte Vecchio, our flagship data center in the Sustainable section and “Making Technology
a mobile package to deliver high levels of performance GPU, is designed to take on the most demanding AI Fully Inclusive and Expanding Digital Readiness” in
for professional workflows. 2022 launches also included and high-performance computing workloads. the Inclusive section of this report. We recognize that
Raptor Lake, our 13th Gen Intel Core processor family, innovation, growth, and the success of our business and
which scales from thin and light laptops to enthusiast For more information about our products, read our our industry depend on individuals’ trust in their use of
desktop and notebook platforms; and the first of our 4th 2022 Intel Annual Report on Form 10-K. technology and in the responsible, protected collection
Gen Intel Xeon Scalable processors (Sapphire Rapids), and processing of their data. We also do not tolerate our
which enables built-in AI acceleration, cryptographic Product Responsibility and Impact products being used to violate human rights. For more
acceleration, and advanced security capabilities. We strive to minimize the environmental impact of our detail, see “Respecting Human Rights” later in this
products at all phases in their life cycle: development, section of the report.
We also added to our graphics offerings with the production, use, and ultimate disposal. We also consider
introduction of our Intel® Arc™ A-series GPUs, also accessibility during product development, and design
known as Alchemist and Ponte Vecchio. The Intel products to be accessible to a wider range of users—
Arc A-Series GPU is designed to enable premium

Cybersecurity and Product Security and mitigations. Our Bug Bounty Program incentivizes
We strive to design, manufacture, and sell the world’s security researchers to report vulnerabilities in Intel
most secure technology products, and we are frequently products. We reward researchers with bonus multipliers
Securing Intel’s Supply Chain
innovating and enhancing security capabilities for our for findings in specific areas of interest, leading to
Our sourcing and manufacturing practices are
products. System trust is rooted in security—if hardware mitigations and improved security in an array of products.
built on decades of experience designed to align
isn’t secure, then a system cannot be secure. At Intel, our We also work across the industry to improve security;
to industry-leading processes. Our supply chain
goal is to build the most secure hardware on the planet, when a vulnerability is identified, we work with affected
security program leverages this expertise and has
from world-class CPUs to XPUs and related technology, organizations to develop and release mitigations. We
embedded security controls throughout the vendor
enabled by software. As with previous reports, the 2022 align on disclosure to minimize potential threats while
lifecycle. Intel’s supply chain security risk manage-
Intel Product Security Report demonstrates our Security we work to address the vulnerability.
ment program is derived from standard industry risk
First Pledge and our regular efforts to proactively seek management frameworks such as NIST and ISO and
Security Research. Continued improvement is made
out and mitigate security issues. provides security assurance through the integration
through investments in offensive research on the security
of security controls throughout sourcing and supplier
We prioritize security in two ways: in the way we work, of our products. We have a dedicated team of experts
management practices.
through our culture and practices aimed at delivering who conduct ongoing research and test products
high performance and protections in everything we internally. This work is scaled through practices that Security expectations begin at supplier selection.
build; and in what we work on, through our relentless include red teaming and hackathons. We use what we Expectations are then reinforced through contractual
pursuit of security-driven innovations that help our learn to improve our products and practices, and we security terms and conditions, recurring information
customers tackle today’s toughest challenges. collaborate with world-class industry peers, global security audits, ongoing security key performance
security researchers, and academic institutions indicators, and recurrent required training.
Security Technologies Strategy. We understand the to advance security research across the industry. For
Our Cybersecurity Supply Chain Risk Management
complexity that results from the ongoing computing more information, visit Product Security at Intel or
(C-SCRM) program executes hundreds of informa-
transformation. We have deep experience in enabling read the 2022 Intel Product Security Report.
tion security supplier audits annually and is designed
security, as well as a comprehensive suite of technologies
to align to standard industry information security
that help secure entire systems and deliver defense in
management frameworks, including ISO 27001
depth. We engineer security solutions to meet specific
and NIST 800-30. Additionally, we monitor the
challenges centered around three key priorities: foun-
cybersecurity posture of our suppliers through a
dational security to help systems come up as expected,
third-party security ratings platform and have a
workload protection to improve security of data in use,
dedicated third-party cyber incident response team.
and software reliability to build in hardware-based
protections against common software threats. We are also committed to advancing evolving supply
chain security standards and policies by working
Comprehensive Security Practices. Through the with governments, organizations, and industries.
Security Development Lifecycle (SDL), our practices Visit our Sourcing and Manufacturing Security site
apply security and privacy principles at six phases, to learn more.
from planning through release and post-deployment.
SDL covers Intel® hardware, firmware, and software
products. In release and post-deployment, an essential
part of our product support is ongoing security research

Our Capital
Our Capital
We believe that our integrated approach to financial matters,
corporate governance, and corporate responsibility drives increased We deploy various forms of capital to execute our strategy in a way that seeks to reflect our corporate
accountability, improves decision making, and ultimately creates values, help our customers succeed, and create value for our stakeholders.
long-term value. In line with the International Integrated Reporting Capital Strategy Value
Council’s International <IR> framework and six capitals concept, Financial Leverage financial capital to invest in ourselves and We strategically invest financial capital to
we have outlined how we deploy capital to execute our strategy in a drive our strategy, provide returns to stockholders, create long-term value and provide returns to
way that seeks to reflect our corporate values, help our customers and supplement and strengthen our capabilities our stockholders.
succeed, and create value for our stakeholders. Each of our six forms through acquisitions.
of capital, summarized below, plays a critical role in our long-term Intellectual Invest significantly in R&D and IP to enable us to We develop IP to enable next-generation products,
value creation. For more detail, see the 2022 Intel Annual Report on deliver on our accelerated process technology create synergies across our businesses, expand into
roadmap, introduce leading x86 and xPU new markets, and establish and support our brands.
Form 10-K.
products, and develop new businesses and
capabilities.
Financial Capital. We take a disciplined approach to our financial Manufacturing Build manufacturing capacity efficiently to Our geographically balanced manufacturing scope
capital allocation strategy, which continues to focus on building
meet the growing long-term global demand for and scale enable us to provide our customers with a
stockholder value and is driven by our priority to invest in the semiconductors, aligned with our IDM 2.0 strategy. broad range of leading-edge products.
business and capacity and our capital needs. Our first allocation
Human
priority is to invest in R&D and capital spending to capitalize Build a diverse, inclusive, and safe work Our talented employees enable the development
on the opportunity presented by the world's demand for semicon- environment to attract, develop, and retain top of solutions and enhance the intellectual and
talent needed to build transformative products. manufacturing capital critical to helping our
ductors. Our allocation strategy also includes returning excess customers win the technology inflections of the
cash to stockholders. We achieve this through our dividend policy future.
and when permissible, stock repurchases. In addition, our capital Social and Build trusted relationships for both Intel and our We collaborate with stakeholders on programs
Relationship
allocation strategy includes opportunistic investment in and stakeholders, including employees, suppliers, to empower underserved communities through
acquisition of companies that complement our strategic objectives. customers, local communities, and governments. education and technology, and on initiatives to
advance accountability and capabilities across our
global supply chain, including accountability for the
As we invest in our IDM 2.0 strategy and implement our next
respect of human rights.
phase of capacity expansions and the acceleration of our process
Natural Strive to reduce our environmental footprint With our proactive efforts, we seek to mitigate
technology roadmap, our allocation priorities have shifted more through efficient and responsible use of natural climate and water impacts, achieve efficiencies, and
heavily toward investing in the business and away from stock resources and materials used to create our lower costs, and position ourselves to respond to
repurchases. We expect our future stock repurchases to continue products. the expectations of our stakeholders.
to be significantly below our levels from 2021 and recent preceding
years due to our current curtailment of this program. During 2022, Revenue Gross Margin Diluted EPS The preparation of consolidated
we paid $6.0 billion in dividends. We have paid a cash dividend in financial statements is in conformity
GAAP $B GAAP GAAP $B
each of the past 121 quarters. For additional 2022 financial Non-GAAP $B Non-GAAP Non-GAAP $B
with US Generally Accepted
Accounting Principles (GAAP).
information, see the 2022 Intel Annual Report on Form 10-K.
We have included key metrics that we
$74.7 use to measure our business, some of
$79.0
$63.1 which are non-GAAP measures. See
58.1%
$5.30 “Non-GAAP Financial Measures” in the
55.4% 47.3%
$4.86 Appendix for a reconciliation of non-
42.6%
GAAP net revenue, non-GAAP gross
$1.84 margin percentage, and non-GAAP
$1.94
EPS to comparable GAAP measures.
2021 2022 2021 2022 2021 2022

Intellectual Capital. R&D investment is critical to
enable us to deliver on our accelerated process
technology roadmap, introduce leading products, and
develop new businesses and capabilities. Our objective
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 seek to protect our R&D
efforts through our IP rights and may augment R&D
initiatives by acquiring or investing in companies, entering
into R&D agreements, and directly purchasing or licensing
technology. We own and develop significant IP and related
IP rights around the world that support our products,
services, R&D, and other activities and assets. Our IP
portfolio includes patents, copyrights, trade secrets,
trademarks, mask works, and other rights. Intel ranked As of the end of 2022, we had nine manufacturing sites—five wafer fabrication and four assembly and test facilities. The map above shows these
#8 in patents granted for 2022 by the US Patents and factory sites and the countries where we had a significant R&D and/or sales presence. We are expanding manufacturing capacity across multiple
Trademark Office, our eighth straight year in the top 10.3 sites, including Arizona, Ireland, Israel, and Oregon, as well as investing to equip our New Mexico and Malaysia sites for advanced packaging. In
For additional information regarding our IP rights, see 2022, we broke ground on our new site in Ohio and officially added Germany to our roadmap.
the 2022 Intel Annual Report on Form 10-K.
Manufacturing Capital. Our IDM 2.0 strategy aims to leading-edge packaging and process technology, and marketing, and business units, and our supply
allow us to deliver leadership products using internal and committed capacity in the US and Europe, and a world- ecosystem comprises thousands of suppliers globally.
external capacity while leveraging our core strengths to class IP portfolio that will include x86 cores, as well as Our priority is to enable product and process leadership,
provide foundry services to others. IDM 2.0 combines other ecosystem IP. industry-leading total cost of ownership, and on-time
three capabilities. First, we expect to continue to build and uninterrupted supply for our customers. We supple-
Our work to advance the design and manufacturing ment our own manufacturing capacity through our use
most of our products in Intel fabs. Second, we expect
of semiconductors enables new products with higher of third-party foundries.
to expand our use of third-party foundry capacity to
performance while balancing power efficiency, cost,
manufacture a range of modular tiles on advanced pro-
and size. In 2022, our factories performed well in a Our manufacturing facilities are primarily used for
cess technologies. Third, we are building a world-class
highly dynamic environment, where we adapted to silicon wafer manufacturing, assembling, and testing
foundry business with IFS, which we expect will combine
rapid demand shifts and industry component shortages of our platform products. We operate in a network of
affecting us and our customers. We continue to work manufacturing facilities integrated as though they
across our supply chain to minimize disruptions, improve were one factory to provide the most flexible supply
Intel Capital, our global investment organization, invests
productivity, and increase overall capacity and output to capacity. Our new process technologies are transferred
in companies shaping the future of cloud, devices,
meet customer expectations. from a central development fab to each manufacturing
frontier, and silicon—the four domains that feed into
facility. After transfer, the network of factories and the
the future of compute. Learn more. Our global supply chain supports internal partners development fab collaborate to continue driving
across architecture, product design, technology operational improvements.
3
Source: IFI CLAIMS Patent Services, as of January 10, 2023. development, manufacturing and operations, sales

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, and retaining
top talent across the world. We continue to see signifi-
cant competition for talent throughout the semiconductor
industry. Though we slowed the pace of hiring in the
second half of 2022 in line with macroeconomic
forecasts, financial performance, and cost-cutting
measures, and took actions to rebalance our workforce,
the investments we are making to accelerate our pro-
cess technology require continued and focused efforts
to attract and retain talent—especially technical talent.
We invest significant resources to develop the talent

needed to remain at the forefront of innovation and
make Intel an employer of choice. We offer extensive
training programs and provide rotational assignment
opportunities and are working to update our job As part of our IDM 2.0 strategy, we are investing to boost production to meet the surging demand for advanced semiconductors. Our planned
state-of-the-art semiconductor mega-fab sites (shown in artist’s renderings) in Licking County, Ohio (left) and Magdeburg, Germany (right)
architecture to help employees create custom learning
will be powered by 100% renewable electricity.
curricula for building skills and owning their careers.
We seek to create an inclusive workplace where the We provide high-skill, high-paying jobs around the making technology more inclusive while expanding
world’s best engineers and technologists can fulfill their world, many of which are manufacturing and R&D jobs digital readiness, and carbon-neutral computing to
dreams and create technology that improves the life of located in our own domestic and international factories. help address climate change.
every person on the planet. We invest in our highly skilled As we expand operations in Arizona, Oregon, Ohio, and
Europe, we are building a pipeline of qualified workers For more information on our social and relationship
workforce of nearly 132,000 by creating practices,
through our talent strategy and the many investments capital, see “Stakeholder Engagement” and “Supply
programs, and benefits that support the evolving world
we are making in education. We also benefit economies Chain Responsibility” later in this section.
of work and our employees’ needs.
through our R&D ecosystem spending, sourcing activities,
Natural Capital. Driving to the lowest possible environ-
Social and Relationship Capital. We strive to engage employee spending, and tax payments. In addition, we
mental footprint as we grow helps us create efficiencies,
in initiatives that support our communities and help us make sizable capital investments and provide leadership
support our communities, and respond to the needs of
develop trusted relationships with our stakeholders. in public-private collaborations to spur economic growth
our stakeholders. We invest in sustainability projects and
Proactive engagement with our stakeholders and and innovation.
set company-wide environmental targets to drive reduc-
investments in social impact initiatives, including
Our Intel RISE Technology Initiative provides an tions in greenhouse gas emissions, energy and water use,
those aligned with the United Nations Sustainable
expanded channel to build deeper relationships with our and waste generation. We build energy efficiency into
Development Goals, advance our position as a leading
customers and partners aligned with our corporate pur- our products to help our customers lower their own
corporate citizen and create shared value for Intel, our
pose and work to create shared value through our RISE emissions, energy usage, and costs, and we collaborate
global supply chain, and our communities.
strategy. Specifically, we are funding projects in areas with policymakers and other stakeholders to use tech-
such as using technology to improve health and safety, nology to address environmental challenges. For more
information, see the Sustainable section of this report.

Human Capital Competitive Advantage
Our people are at the heart of our transformation • Hire and retain the best talent: We have introduced
journey—building our technology, unlocking new the future of work with a flexible, hybrid-first approach
business opportunities, and working with our stakehold- that differentiates Intel from competition.
ers and customers to create world-changing technology
• Develop our talent to full potential: We have updated
to improve the lives of every person on the planet. We
roles and careers to better enable movement and help
invest significant resources in our effort to build a
top talent work on the highest priorities.
diverse, inclusive, and safe work environment and to
attract, develop, and retain world-class talent. Our We believe that an inclusive culture is important for Intel Values
workforce is highly skilled, with approximately 88.9% attracting, retaining, and progressing top talent, and
Customer first. We listen, learn, and anticipate our
serving in technical roles. are working to provide a work environment where
customers’ needs. We deliver to our customer commitments
employees from all backgrounds are valued, challenged,
with simplicity, clarity, and speed. We nurture partnerships
Over the past two years, we have worked to build a and rewarded. Detailed information on our diversity
and foster growing ecosystems.
strong foundation for repeatable, sustainable talent and inclusion initiatives is available on our Diversity
investment that supports our efforts to have the right and Inclusion website and in the Inclusive section of Fearless innovation. We take informed risks together, learn
talent to deliver on our IDM 2.0 transformation strategy. this report. and pivot quickly from mistakes to be better, faster, smarter.
Our human capital philosophy includes three pillars we We continuously improve, enabling us to be more curious,
believe are needed to position our talent strategy as a Create a Winning Culture bold, and innovative. We are competitively paranoid to
competitive advantage: anticipate change and disrupt markets.
Leaders play a critical role in our transformation. To
inspire and equip executives to lead employees, Intel’s Results driven. We prioritize, focus, and execute
• Create a winning culture: We have reignited Intel’s
top 650 senior leaders participated in an immersive flawlessly with urgency. We make data-driven decisions
results-driven, performance culture.
in-person experience alongside CEO Pat Gelsinger to with intellectual honesty and constructive debate; we
align on Intel’s business strategy and reflect on critical disagree and commit. We assume responsibility to deliver
shifts required to drive results and fearless innovation long-term stakeholder value.
throughout the organization. One Intel. We commit to team success, doing what’s best
for Intel. We recognize, respect, and build trust with each
We continue to evolve our systems and business
other. We value and grow passionate, empowered teams.
processes to build a culture of execution excellence,
including end- to-end objectives and key results Inclusion. We value diversity and embrace differences. We
goal setting, performance ratings, and reinforcing build inclusive teams where everyone does their best work,
differentiation to drive a “One Intel” performance culture. celebrates, and has fun. We care and make a difference to
each other and our communities.
The Intel Values inspire us and are key to delivering on
Quality. We are disciplined to deliver products and services
our purpose. We continue to drive toward innovation
that our customers and stakeholders can always rely on.
and execution, making data-driven decisions quickly
We set and achieve high quality and security standards.
and setting disciplined goals to drive business results.
We cultivate talent to do the right things right.
All employees are responsible for upholding these
values, the Intel Code of Conduct, and the Intel Global Integrity. We are truthful and transparent and act with
Human Rights Principles, which form the foundation of uncompromising integrity. We ensure a safe and healthy
As of December 31, 2022, we had almost 132,000 employees
worldwide in more than 50 countries and territories ( excluding our policies and practices and ethical business culture. workplace. We shape technology as a force for good.
Mobileye employees). A list of sites with more than 50 employees is
included on the Report Builder website.

Communication and Employee Engagement Hire and Retain the Best Talent extensive health benefits include medical, dental,
Our success is supported by employees understanding Compensation and Benefits and vision insurance plans, sick leave, and a 365/24/7
how their work contributes to the company’s overall global Employee Assistance Program for employees
We structure pay, benefits, and services to meet the
strategy. We continue to use a variety of channels to and their families. Our US retirement plan options
varying needs of our employees. Our 2022 bonus
facilitate open and direct communication, including include a 401(k) retirement match by Intel and we
programs linked employees’ compensation directly
online forums, open forums with executives, employee sponsor market-based retirement programs in all other
to Intel’s financial and operational performance goals:
experience surveys, and engagement through nearly countries in which we operate. Our leave benefits include
40 Employee Resource Groups. The annual Employee Quarterly Profit Bonus: A cash profit-sharing bonus paid family leave to care for a seriously ill family member,
Experience Survey invites our entire employee popu- paid to all employees four times per year based on extended bereavement leave, expanded bonding leave
lation to provide feedback on Intel culture, leadership, Intel’s profitability. and parental reintegration support, and additional
career opportunities, and engagement. We also have short-term disability coverage.
an Employee Inclusion Survey to help us understand Annual Performance Bonus: Cash awards based on
Intel’s achievement of financial and operational goals,
how different employee populations experience Employee Experience
inclusion at Intel. In addition, employees can provide as well as employees’ individual performance. Since
direct feedback to their managers and leaders through 2008, we have included criteria related to corporate Survey Highlights
the annual Manager Development Feedback survey, responsibility metrics such as diversity and inclusion
and individual business groups conduct their own and sustainability performance. For more details, see My organization supports and
surveys to gather employee input and assess progress. “Governance, Ethics, and Public Policy” later in this 92% encourages employees’ safety,
For example, our Ethics Program Office surveys section of the report. physical health, and well-being.
employees on the state of ethics at the company,
Stock Equity Plans: In 2022, we granted equity in
and our Corporate Services organization measures
the form of restricted stock units (RSUs) to more Intel provides me with opportunities
satisfaction with workplace design, cafeterias, and
than 98% of global employees. In addition, through 88% for learning and development.
other on-site employee services.
our Employee Stock Purchase Plan, eligible employees
can purchase stock through payroll deductions at 85%
of fair market value.
Recognition and Appreciation My work gives me a feeling
Since 2019, we have achieved gender pay equity globally 85% of personal accomplishment.
We believe in celebrating the accomplishments and we continue to maintain race/ethnicity pay equity in
of our employees through everyday thank yous, the US. For more information, see the Inclusive section
such as recognition e-cards, shout-outs in team and of this report.
organizational meetings, e-mails, and more. In 2022, I am treated with dignity
these also included formal recognition programs with Beyond market-competitive pay, broad-based stock 93% and respect at work.
cash or stock awards. Formal programs include the grants, and bonuses, our total rewards package includes
Intel Achievement Awards; Intel Environmental comprehensive healthcare and retirement benefits,
Excellence Awards; Intel Quality Awards; Global paid time off and family leave, parent reintegration,
Diversity, Inclusion, and Social Impact Awards; fertility assistance, flexible work schedules, sabbaticals, My job is challenging
Division Recognition Awards; Spontaneous and on-site services. For many years, we have also 89% and interesting.
Recognition Awards; and the Intel Involved provided programs dedicated to supporting the
Hero Awards. education of Intel employees’ children, including
tutoring, college coaching, and scholarships. Our Responses from the 2022 Employee Experience Survey.

Wellness time was made available again in 2022 and During these times of austerity, we encourage and
continues to be available in 2023. We encourage support non-monetary recognition for peer-to-peer,
employees to take advantage of this time to step manager-to-employee, and group awards. Recognition
away from work and intentionally schedule time to has tremendous value and there are many different ways
do something that helps them refresh and recharge. to provide recognition in a company as large and diverse
Employees also have access to a suite of mental wellness as Intel. As we address austerity measures with the
resources at no cost. This includes talking with mental current recognition program suspensions, we also
health professionals, programs, tools, and learning intend to take the opportunity to seek feedback and
opportunities that can support employees’ journey of reimagine the future of recognition at Intel.
mental wellness, with global and site-specific options.
Employees can engage through an app, view a class, Develop Our Talent to Full Potential
hear from an expert, or take advantage of other mental
health resources. For more details, see “Employee
Our employees can develop their skills and strengthen Intern Program
their leadership abilities through our extensive training
Health, Safety, and Wellness” later in the Responsible programs and rotational opportunities. Each year, we Despite the current macroeconomic headwinds, we
section of the report. deliver a portfolio of learning resources that help have maintained our intern program as part of our
employees keep their skills up-to-date. We also provide continuing goal of building a solid talent pipeline. We
We continue to implement our flexible work schedule
financial assistance for job-related degrees and course- plan to continue to increase our intern hire reach to
as part of our existing total rewards package. Our “hybrid-
work, as well as support to enable employees to attend support our IDM 2.0 strategy. Our internships cover
first” approach remains in place and we continue to
industry conferences. a wide spectrum of Intel’s business.
provide employees with the support needed for both
remote and on-site work to drive best outputs. We continue to provide our virtual learning platforms
to deliver technical, innovation, and collaboration skills
Learn more about our comprehensive benefits, including
training and programs for employees, while maintaining Undesired Global Turnover
details of benefits offered by country.
our on-the-job development opportunities through
2023 Austerity Measures rotation or temporary assignment programs. In addition,
our US sabbatical program remains a growth opportunity
In January 2023, Intel implemented austerity
platform through job coverage assignments that enable
measures related to Intel’s compensation, benefits,
employees to work in different Intel organizations or learn
and recognition programs. These actions are expected
new skills on short-term projects without transferring
to be temporary and are intended to help preserve
positions, thereby helping them gain new experiences,
the overall investments needed to accelerate our
build valuable skills, expand their networks, and grow
company transformation and the people needed to
their careers.
execute it. The leadership team is working to manage
the business within financial guidelines and restoring The current macroeconomic headwinds continue to drive attrition
We continue to work to make compliance training more
compensation programs. in the labor market. We will continue to adapt, while critical actions
efficient and impactful while meeting corporate bench- and programs designed to enable us to hire and retain talent—
mark and legal and ethics requirements of compliance especially technical talent—are maintained and intensified. In
training per employee per year. 2022, our undesired turnover rate was approximately 5.6%, the same
as in 2021. These figures include all regular Intel employees who
voluntarily left Intel, but do not include Intel contract employees,
interns, or employees who separated from Intel due to divestiture,
retirement, voluntary separation packages, death, job elimination,
or redeployment.

Engaging Employees in Our RISE Strategy
Intel and the Intel Foundation continue to invest in
programs that create opportunities for employees Intel’s success depends upon attracting and retaining the
around the world to help advance Intel’s corporate
purpose and our corporate responsibility goals. Intel’s remarkable people that differentiate our business and drive to
leadership in corporate responsibility and sustainability improve the life of every person on the planet. Maintaining a
remains a driving force as we navigate and address
current macroeconomic headwinds. strong culture and positive employee relations is paramount
We continue to build on the momentum of the RISE
as we grow and transform Intel to win with IDM 2.0. Our
Employee Engagement Champion Network, through leadership team offers the expertise, resources, and structure
which employees support select RISE programs and
deliverables. This includes skills-based volunteering for
required to bring Intel through this challenging environment
initiatives such as the AI for Youth Program, in addition and into the future successfully.
to employees taking actions on their own to support
other ESG and corporate responsibility goals. —Christy Pambianchi, Executive Vice President
Our “Learn, Act, Transform” RISE engagement model and Chief People Officer
helps employees understand Intel’s corporate respon-
sibility issues and priorities, take action and apply their
engineering skills in support of our goals, and further
integrate corporate responsibility practices into their
teams' work objectives.
Learn. Cross-functional teams host virtual learning
sessions around sustainability, diversity and inclusion,
technology, and other topics, sharing insights, brain-
storming, lessons learned, and more with employees
across the company.
Act. Our RISE portal provides employees with

information on specific actions they can take to
support our RISE goals, including information on
our skills-based volunteer programs.
Transform. For each of the key areas of RISE,

cross-functional teams of employees lead integration
strategies for the corresponding goals, including a
Technology Impact Steering Committee aimed at
deepening engagement with business units and product
teams. In addition, individual teams and business units
have created customized plans to leverage their unique
skills and expertise in support of our goals.

Governance, Ethics, and Public Policy
Embedding Corporate Responsibility In 2023, we set out new metrics in these same areas. For more detail,
We believe that having an integrated strategy and embedding see our 2023 Proxy Statement and the Sustainable and Inclusive Intel Guidelines
sections of this report.
corporate responsibility across the company is the most effective and Policies on
management approach to drive continuous improvements in our
performance. We have established cross-functional Management Integrated Investor Outreach Strategic Corporate
Review Committees (MRCs) of senior executives who are responsible Our integrated outreach team, led by our Investor Relations group, Responsibility
for managing corporate responsibility and sustainability activities Corporate Responsibility Office, Human Resources, and Corporate
across the organization. Our global Corporate Responsibility Strategy Office—and including representatives from other business
Issues:
Office acts as an internal adviser to drive strategic alignment and groups—met in fall 2022 to discuss a wide range of issues, including Intel Values
incorporate external stakeholder input into decisions and processes. ESG topics, with investors representing approximately 49% of our
Many Intel business groups have established teams dedicated to outstanding shares. We believe that our approach to engaging Intel Code of Conduct
corporate responsibility issues. Read more about the oversight openly and year-round with our investors regarding ESG issues Intel Global Human
and management of each area of corporate responsibility in drives increased corporate accountability, improves decision Rights Principles
each section of this report and on the Report Builder website. making, and ultimately creates long-term value. The feedback we
Combating Modern Slavery
receive through our investor outreach activities is communicated
We have developed corporate guidelines and policies that take and Ensuring Transparent
to Intel’s Board of Directors and relevant committees throughout
into account the concept of shared value and frameworks such as Supply Chains
the year.
the UN Global Compact, International Labour Standards, OECD Intel RBA Commitment Letter
Guidelines for Multinational Enterprises, and the UN Sustainable In response to investor feedback, we further integrated ESG
Intel EHS Policy
Development Goals. information into our 2022 Annual Report on Form 10-K, 2023
Proxy Statement, and Investor Relations website; we expanded Intel Climate Change
Linking Compensation to Corporate Responsibility Factors disclosure on culture, human capital management, and climate Policy Statement
Since 2008, we have linked a portion of our executive and employee risk; the Board increased its focus on additional risk areas such Intel Global Water Policy
compensation to corporate responsibility factors in our Annual as macroeconomics, political events, natural disasters, public
Intel Political Accountability
Performance Bonus. In 2022, we included ESG metrics aligned health crises, and business specifics such as human capital risks.
Guidelines
with our culture transformation and RISE goals, including We further aligned our disclosure with external reporting frame-
diversity and inclusion, employee experience, climate change, works such as the Sustainability Accounting Standards Board, Intel Responsible Minerals
and water stewardship. Task Force on Climate-related Financial Disclosures, and other Sourcing Policy
reporting frameworks. Intel Corporate Accessibility Policy
Intel Product Content

Integrated Value Framework
Declaration for REACH
Risk Management Operations Brand Revenue
Intel Quality Policy
License to Operate and Cost Savings and Continuous Reputation and Goodwill Growth and Innovation Intel’s Support of the UN
Governance Improvements • Differentiation • Market expansion
Sustainable Development Goals
• Regulatory risk (e.g., environmental) • Operational efficiency • Trusted partner • Product innovation
• 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 of market opportunities.

Board Oversight of ESG programs and recommendations to determine
the sufficiency of risk identification, the balance of
We established formal Board-level oversight for
potential risk to potential reward, and appropriate
The Intel Code of Conduct
corporate responsibility in 2003. The Board’s Corporate
Governance and Nominating (CGN) Committee has ways to control risk. In 2022, we published an updated Intel Code of Conduct
primary responsibility for oversight of ESG issues at along with a description of the primary changes to the
A full description of the Board’s responsibilities,
Intel, with additional topics also reviewed by other Code. The Code affirms the principles intended to guide
skills, experience, director biographies, compensation
committees (e.g., the Compensation Committee is the behavior of employees, subsidiaries, and members
practices, commitment to diversity, and oversight
responsible for oversight of human capital issues, and of our Board of Directors regarding their Intel-related
of risk management are available in our 2023
the Audit and Finance Committee is responsible for activities, as well as independent contractors, consultants,
Proxy Statement.
oversight of our ethics and compliance program). suppliers, and others who do business with Intel. Through
Management provides formal updates to the CGN the Code, which is available in 12 languages, we seek to
Ethics and Compliance
Committee at least twice each year and at least annually promote honest and ethical conduct, deter wrongdoing,
to the full Board on the company’s ESG performance Each year, our CEO communicates with our employees and support compliance with applicable laws and regu-
and disclosure. In 2022, this included review of the and managers about the importance of ethics and lations. We also communicate our ethical expectations,
annual Corporate Responsibility Report and updates legal compliance, including regular reminders on our including compliance with our Code principles and policies,
on issues including environmental sustainability, strong commitment to act with integrity. This “tone to our suppliers and third parties.
climate risk, human capital, human rights, political from the top”—reiterated by our senior leadership and
Employees are expected to complete annual online
accountability, and investor outreach and feedback. proliferated in our corporate required annual ethics and
training, through which they also certify adherence to the
A number of directors have expertise on key ESG compliance training, regular communications through-
Code. Intel executives also receive instructor-led training.
issues and as part of every Board search, our Board is out the year, company-wide ethics culture surveys,
In addition, a targeted employee population completes an
committed to actively seeking women and minority awareness trainings, annual ethics and compliance
annual disclosure process to monitor compliance with the
candidates, as well as candidates with diverse back- summits, and educational resources—helps to create
Code. Depending on their roles and geographic locations,
grounds, experiences, and skills—see “Board Diversity and maintain an ethical and legally compliant culture.
certain employees are assigned more in-depth ethics and
and Refreshment” on page 35 of our 2023 Proxy compliance training on topics such as anti-corruption,
We maintain a robust process for reporting misconduct,
Statement for details. Since 2018, Intel has been a import-export compliance, insider trading, conflicts of
and our policies encourage employees to raise questions
member of the Thirty Percent Coalition, which focuses interest, and antitrust. In 2022, approximately 98% of
and concerns and to ask questions about policies or pro-
on strategies to increase gender, racial, and ethnic our employees completed ethics and legal compliance
cedures without fear of retaliation. We maintain multiple
diversity on corporate boards. training (Code of Conduct training, anti-corruption and
channels for employees and others to report concerns,
including reporting anonymously, as permitted by appli- antitrust awareness) and over 96% received training on
One of the Board’s functions is the oversight of risk
cable law around the world. The anonymous reporting information security and privacy awareness (including
management, which includes ESG-related risks. The
channel consists of an Integrity Line through which Intel employees and contract workers). In addition,
Board receives periodic briefing and informational
anyone can report alleged misconduct via messaging approximately 93% of assigned employees completed
sessions by management on the types of risks the
or an online reporting tool managed by an independent harassment avoidance training (including regional
company faces and enterprise risk management.
third party. We inform employees, managers, and other harassment courses), and over 97% completed Safety
Management is responsible for identifying risk and
stakeholders about Intel’s non-retaliation policy, which Always training.
risk controls related to significant business activities;
mapping the risks to company strategy; and developing prohibits retaliation against anyone who, in good faith,
reports a concern or participates in an investigation.

The Board and senior management receive periodic Each quarter, Intel’s Ethics and Compliance Oversight Intel’s global social equity principles guide our work
reports of statistics related to misconduct, as well as Committee (ECOC) receives formal reports from with governments and organizations to build a more
details about key investigations. Our Ethics and Com- various Intel organizations and reviews risk topics equitable world and advance legislation to combat
pliance Business Champions encourage employees to that span business groups. systemic inequities impacting employees and
stay current with their ethics and compliance training, communities globally. Included are regulation and
review verified investigations quarterly with business Public Policy and Political Accountability policies in the areas of economic, education, digital,
group leaders, and raise employee awareness regarding Intel works with governments, organizations, and health, justice, environmental, and civic equity. We
how to report concerns. In 2022, the largest categories industries around the world to advocate for policies also advocate for initiatives that expand access to
of verified cases involved falsification of documents, that encourage new ideas, promote fair commerce, technology, including broadband.
conflicts of interest, and compliance items. Consistent and protect resources. We also work to educate
concerns are to be addressed through senior manage- We engage with trade associations to help us work
political candidates about the implications of public
ment discussions, employee communications, process collaboratively with other companies and groups to
policy decisions for our business, and in the US provide
and controls improvements, and individual corrective address key public policy issues on a range of corporate
financial support to candidates who hold positions
action measures, where appropriate. responsibility and sustainability issues. Recent
consistent with our business objectives.
examples include:
We work to make our priorities and positions on key
• Social equity: Working as a member of the Business
issues clear by including information on our Public Policy
Roundtable to advance action on racial and social
In 2023, for the 13th year, website, publicly supporting amicus briefs, or submitting
justice issues in the US.
testimony. In 2022, we published statements on our
Ethisphere Institute named Intel Public Policy blog covering a range of issues important to • Climate change: Collaborating with the Center
to its annual list of the World’s our business and industry, including US federal investment for Climate and Energy Solutions to encourage
in the domestic semiconductor manufacturing industry; climate action.
Most Ethical Companies. preparing the tech workforce of the future; benefits and • Responsible Supply Chain: Partnering with the
risks of quantum computing; rebalancing semiconductor Responsible Business Alliance (RBA), Responsible
supply chains; and more. Minerals Initiative (RMI), Responsible Labor Initiative
(RLI), and other stakeholders to educate policymakers
To advance our social equity goals, in 2022, we delivered
on the benefits of collective action on responsible
Digital Climate Alliance $1 million in grants to six historically Black colleges or
global supply chain practices.
universities (HBCUs). We also renewed our $250,000
Together with other technology companies, we con- investment in Georgia Tech’s Center for Engineering • Sustainable Corporate Governance: Working with the
tinued our commitment to the Digital Climate Alliance Education and Diversity program and we continued RBA, Digital Europe, and other stakeholders to improve
to advance discussions with policymakers on the value our collaborations with Arizona State, HBCU.vc, the knowledge and understanding of policymakers on
and opportunity of the information and communications Advancing Minorities’ Interest in Engineering (AMIE), the benefits of common approaches to responsible
technology (ICT) “handprint,” or the ways in which and the Inclusive Engineering Consortium (IEC) to business conduct and to align future due diligence
technology can be applied to help reduce climate impact. help support diverse students in engineering and requirements with existing international frameworks.
Our homes, cars, buildings are all being integrated with entrepreneurship. In 2023, we are revamping our
“smart” devices that allow them to be connected to the For more information, see “Climate and Energy,“
Minority Serving Institute initiatives to align with Intel’s
internet, cloud computers, and AI. The Digital Climate “Social Equity,” and “Responsible Minerals Sourcing.”
IDM 2.0 strategy, beginning with a new call for proposals
Alliance sees an opportunity to integrate climate policy in the first quarter.
with interconnected data and digital tools.

The Intel Political Accountability Guidelines outline our Intel was named a “Trendsetter” We regularly evaluate our political spending for effec-
approach to making political contributions, including tiveness and alignment as part of our contributions
senior management and Board-level review processes company in the 2022 CPA-Zicklin process. Decisions are to be made based on states
and our goal of transparency. Decisions on political Index of Corporate Political and districts with a significant Intel presence and
contributions, whether from the Intel Political Action leadership on committees of jurisdiction on important
Committee (IPAC) or corporate funds, consider Intel’s Disclosure and Accountability. Intel priorities. In response to stakeholder feedback,
business objectives, corporate policies, and the public we have further enhanced our review process by adding
policy priorities outlined on our Public Policy and reviews of public statements to better assess alignment
Corporate Responsibility websites. with our values. Under our policies, if we identify some
Direct Corporate Contributions. Intel makes
degree of misalignment, we are to communicate directly
We publish reports on our corporate contributions, relatively few direct political contributions using
with contribution recipients. In cases of significant mis-
IPAC contributions, and trade association membership corporate funds, and has a policy of not making
alignment across our multiple key public policy issues,
dues on our Report Builder website. independent political expenditures or funding
we are to take action to realign future funding decisions.
electioneering communications.
2022 Contributions Intel Political Action Committee. Our goal is to not

contribute corporate funds to IPAC other than for
Contribution Type Amount administrative purposes. All employee participation Key Public Policy Issues
Corporate contributions, including state in IPAC is voluntary. IPAC’s approach targets balanced
and local candidates, campaigns, and $191,150 support of Democratic and Republican candidates Automotive and Global Trade
ballot propositions Transportation
each cycle. Immigration
Intel Political Action Committee
$1,184,800 Customs and Trade
contributions Industry and Trade Associations. We disclose trade Intellectual Property
Facilitation
association membership dues and payments to other Privacy
tax-exempt organizations such as 501(c)(4) and Digital Health
Security and Trust
501(c)(6) organizations annually, including the reported Diversity and Inclusion
Spectrum
Policy on Anti-Corruption portion of dues used for political purposes for annual
Environment
dues over $50,000. Tax
and Energy
Intel seeks to conduct its business with integrity and to
adhere to applicable anti-corruption laws, including the
Lobbying Expenses. Intel files quarterly reports with More Information:
US Foreign Corrupt Practices Act, the UK Bribery Act,
the Secretary of the US Senate and the Clerk of the Public Policy website and our Public Policy blog.
and local anti-corruption laws in the locations where we
US House of Representatives that detail our lobbying
activities. These reports can be found in the Senate’s
do business. Our long-standing global anti-corruption
Lobbying Disclosure Act Database. We also publish
program includes governance mechanisms designed to
updated lobbying expenditures on our external Report
support adherence to our Policy on Anti-Corruption by
Builder website annually.
our employees and supply chain, and to provide for easy
reporting of concerns.

Stakeholder Engagement
We value transparency, and through open and direct • Customer data requests and survey data
communication, we work to foster and develop trusted
• Employee open forums and surveys
relationships with all stakeholders, including employees,
customers, suppliers, governments, NGOs, and commu- • Meetings with governments, international
nities. We maintain formal management systems— organizations, and NGOs
including neighbor relations managers for our major • Human rights impact assessment and ethics
manufacturing sites—to engage with, listen to, and and compliance processes
learn from our stakeholders to incorporate their input
• Research on existing and emerging legislation,
into our thinking and planning.
external standards, trends, and frameworks
In addition to face-to-face meetings, several online • Proactive outreach and dialogue with internal and
channels provide us with valuable, ongoing input to our external stakeholders with relevant expertise, via a
performance and strategy. Our corporate responsibility third party
e-mail account enables stakeholders to share their
Participating in an ongoing, two-way dialogue with
concerns, and comments directly with members of our
our stakeholders strengthens our understanding of
corporate responsibility team, who respond to hundreds
important ESG issues.
of messages each year on a wide variety of topics. We
also receive and respond to feedback through our Additionally, Intel engages a third-party specialist to
CSR@Intel blog, Exploreintel.com website, Facebook conduct a comprehensive ESG materiality assessment
page, and @WeAreIntel Twitter account. Additional every two years. This assessment is designed to allow
details on our stakeholder engagement practices and us to identify and prioritize the ESG issues that are of
issues raised through the year are available on our greatest concern to our stakeholders and that impact
Report Builder website. the success of our business. To do the assessment, we
review industry best practices and reports, external
Materiality Assessment reporting standards, and new and emerging ESG
We use a range of methods and inputs to identify legislation. We also engage multiple internal ESG
priority topics and emerging issues from our experts across the business and conduct external
stakeholders including: outreach to gain additional external perspectives
from governments, NGOs, investors/stockholders,
• Corporate social responsibility and social customers, and peer companies.
media channels
• ESG investor outreach meetings
• Results of community advisory panels and surveys

ESG Materiality Matrix
The output of this work is our corporate responsibility
materiality1 matrix, which plots material ESG issues
based on their current or potential relevance—from the
Intel perspective (“x” axis) and degree of external stake-
holder concern (“y” axis). Issues and themes in each cell
are viewed as equivalent in priority for Intel and are listed
in alphabetical order. Issues and themes are assigned singly
as “Environmental,” “Social,” or “Economic/Governance”
based on how they have traditionally been understood.
We recognize that many ESG issues and themes are
multi-faceted and intersectional in nature and as such,
in practice, do not fall neatly into one designation as
depicted here for ease of interpretation. It is important
to note that everything included within the materiality
matrix is of importance to Intel; the subjects and themes
listed in the matrix were prioritized from multiple topics
that were identified and reviewed during the process.
This work informs our ESG strategy and goals and is used
to help draw attention and resources to where they are
most needed.
1
“Materiality” used in this report refers to materiality within the
context of our corporate responsibility program and priorities and
does not refer to concepts of materiality used in securities or other
applicable law.

Respecting Human Rights
Human rights are the fundamental rights, freedoms, and Human Rights Governance on ethics and compliance in their respective businesses
standards of treatment to which all people are entitled. We have established an integrated approach designed or sites and reviews risk topics across the company.
Intel’s Global Human Rights Principles, policies, and to ensure respect for human rights is embedded across The Intel Board of Directors‘ Corporate Governance
integrated approach to respecting human rights, draw our business, including board-level oversight and the and Nominating (CGN) Committee has primary
upon internationally recognized labor and human rights involvement of senior-level Management Review Com- responsibility for oversight of corporate responsibility
standards—including the UN Universal Declaration of mittees. The Human Rights program is managed by at Intel, including human rights issues. Management
Human Rights, UN Guiding Principles on Business the Corporate Responsibility Office and directed by a provides formal updates to the CGN Committee at least
and Human Rights (UDHR), ILO core conventions, cross-Intel Human Rights Steering Committee, a global twice each year and at least annually to the full Board on
OECD Guidelines for Multinational Enterprises, team that develops and implements policies and actions the company's corporate responsibility performance
and OECD Due Diligence Guidance for Responsible related to our human rights risks across our business. and disclosure. Our annual Combating Modern Slavery
Supply Chains of Minerals from Conflict-Affected Intel’s Ethics & Compliance Oversight Committee and Ensuring Transparent Supply Chains statement
and High-Risk Areas—and apply to all employees and (ECOC), which is chartered by and reports to the Audit is discussed with our Board and signed by one of our
contingent workers, including those in our subsidiaries. Committee of the Board of Directors, is responsible directors. Our human rights program has been incorpo-
We seek to maintain and improve our processes to avoid for maintaining the Intel Code of Conduct. The ECOC rated into the annual ethics and legal compliance review
causing or contributing to human rights violations includes senior representatives from across the compa- process, which has resulted in increased visibility and
related to our operations, supply chain, and products. ny and is co-chaired by Intel's Chief Compliance Officer awareness of human rights topics across the organiza-
We also look for opportunities to apply our technology and Director of Internal Audit. Each year, the ECOC tion. Key learnings help to drive further improvements.
to support the advancement of human rights. invites various Intel organizations to assess and report
The Intel Code of Conduct directs employees to
consider both short-term and long-term impacts on
human rights when making business decisions 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 and ways they can act in their
roles to advance our human rights strategy. This
training is in addition to role-specific training that
employees with direct responsibility for supply chain
management, for example, receive with respect to
mitigating human rights risks within our supply chain.
Throughout the year we meet with external stakeholders

and experts on human rights to continue to inform
and evolve our human rights policies and oversight pro-
cesses. We are a signatory to the UN Global Compact,
a member of the Global Business Initiative on Human
Rights, and a participant in the Centre for Sport and
Human Rights and the Partnership on AI. In 2022, we
discussed human rights issues with our investors
and NGOs.

Our Approach to Managing Human Rights Potential Impacts on Rights Holders
Our Operations UDHR Article # End Users Community
Operations Supply Chain
Our goal is to cultivate a safe, diverse, and respectful and Fundamental Human Rights & Data Subjects & Society
work environment where employees can thrive and
innovate. See “Employee Health, Safety, and Wellness” 2 Right to be free from discrimination ✓ ✓ ✓ ✓
in the Responsible section and “Inclusive Workforce”
in the Inclusive section of this report for more detail. 3 Right to life and security of person ✓ ✓
The Intel Environmental, Health, and Safety Policy
guides us to “provide a safe and injury-free workplace” 4 Right to be free from slavery ✓
through our core safety programs and injury-reduction
initiatives—not only for our employees, but also for 8 Access to remedy ✓ ✓ ✓
contractors working at our sites. In addition, our Global
Water Policy reinforces our respect for the human right 12 Right to privacy ✓ ✓
to water by helping us responsibly meet our operational
needs as well as those of our communities. 19 Right to freedom of opinion
and expression ✓ ✓
Our Supply Chain
As a founding and active member of the Responsible 20 Right to freedom of peaceful assembly
Business Alliance (RBA), we have the same expecta- and association ✓ ✓ ✓
tions for our suppliers as we have for ourselves. Over
the past decade, we have directly engaged with many 23 Right to decent work ✓ ✓
of our suppliers to verify compliance and build capacity
to support addressing risks of forced and bonded labor 24 Right to rest and leisure ✓ ✓
and other human rights issues. We also periodically
engage with indirect suppliers through our programs. 25 Right to an adequate living standard
Our significant investments of time and resources
are aimed at influencing system-level, industry-wide UN Right to a clean, healthy, and sustainable
improvements to protect and empower workers in the environment (Resolution 76/300) and Right ✓ ✓ ✓
global electronics supply chain and to reduce commu- to water and sanitation (Resolution 64/292)
nity impacts. Our efforts to combat forced and bonded
labor in our supply chain include prohibiting the holding UN Right to humanitarian and treatment
in armed conflict ✓ ✓
of worker passports and charging of workers fees to
obtain employment. As a result of our efforts, since
2014, suppliers in our global supply chain have returned
This Human Rights Saliency matrix is a high-level mapping of salient human rights risks within our value chain due to external environmental
more than $26 million in fees to their workers. factors. See Intel’s Code of Conduct, Global Human Rights Principles, RISE Strategy and Goals, and other corporate responsibility policies
for more information on Intel’s approach to various human rights and sustainability issues. For more detail, see our Salient Human Rights Risk
For more information, see “Supply Chain Responsibility” mapping on the Report Builder website.
later in this section.

Our Products In 2022, while certain product sales to third-party
We have long been committed to respecting privacy entities met Intel’s high-confidence human rights
and security related to the development and use of standards, we continued to restrict other product sales
our products. We practice privacy and security by based on the Intel Global Human Rights Principles.
design and our Security Development Lifecycle (SDL) We continue to leverage the UN Guiding Principles for
processes define actions, deliverables, and checkpoints Business and Human Rights and due diligence standards
aimed at integrating security and privacy protections under the laws and regulations that apply to our business
into our products and services. At Intel, our practice in the US and globally. Additionally, we applied proce-
is not to participate in any efforts to decrease security dures and methods used in risk-based anti-corruption
in technology and to not design back doors for access compliance, as well as supply chain assessment, risk
into our products. The Intel Privacy Notice outlines our mitigation, training, and remedy processes to implement
general approach to managing personal data. In addition, Intel’s product responsibility standard. • Continue to engage in stakeholder and industry
we advocate for global policies and standards to protect dialogues regarding potential human rights issues
privacy and data security. Human Rights Impact Assessments related to emerging technologies, for example:
Since 2016, we have regularly engaged with third parties advancing research efforts around manipulated
As the range of products and services we offer broadens content detection and responsible generation of
who specialize in human rights to conduct human rights
and changes, we periodically evaluate potential concerns synthetic media in collaboration with associations
impact assessments (HRIAs), review our processes,
about how technology products may be used to infringe like the Coalition for Content Provenance and
and validate our human rights risks across the enterprise.
on human rights. The challenges range from product Authenticity (C2PA), DeepTrust Alliance, and
The output of this work is Intel’s Human Rights Saliency
misuse and limits on freedom of expression, to health and Partnership on AI; and AI funding and collaboration
Matrix. HRIAs are part of our due diligence process to
safety concerns that may arise from new technologies. on responsible AI with academic researchers and
help identify potential impacts. They involve internal
The Intel Global Human Rights Principles includes relevant government programs of DARPA (e.g.,
cross-functional stakeholders as well as external stake-
language regarding our expectations on product Guaranteeing AI Robustness against Deception
holders from governments, NGOs, peer companies,
responsibility and human rights. We regularly improve [GARD]) and NSF, in the areas of privacy, security,
and investors. Our human rights risk analysis is publicly
our processes for operationalizing this work. Most Intel and trust for machine learning. For more information,
available on our Report Builder site and widely commu-
products are general-purpose computing products that see “Responsible AI” in the Responsible section of
nicated internally to provide visibility across relevant
can be incorporated into systems and applications and this report.
employees and decision makers. To date, our HRIAs
that are sold to end users by distributors, system manu-
have confirmed that, through our policies and practices, • Continue to work to identify the highest priority
facturers, and others, and not directly by Intel. While we
we address our most salient human rights risks while minerals and mitigate risks pertaining to the geopolitical
do not always know nor can we control what products
reaffirming our need to continue assessing emerging landscape, global regulations, and salient human
our customers create or the applications end users may
risks to rightsholders in a dynamic global environment. rights risks in our supply chain. For more details, see
develop, our policy is that we do not support or tolerate
“Responsible Minerals Sourcing” in the Responsible
our products being used to violate human rights. When 2023 Human Rights Priorities
section of this report.
we become aware of a concern that Intel products are • Continue to review, assess, and strengthen the
being used by a business associate in connection with • Continue our work to combat forced and bonded labor
Intel Global Human Rights Principles, policies,
impacts to human rights, we restrict or cease business throughout our supply chain. We are committed to
due diligence processes, product responsibility
with the third party until we have high confidence that improving and maintaining processes to avoid causing
governance, monitoring, and employee training
our products are not being used to violate human rights. or contributing to human rights violations related to
to make further improvements and leverage
our operations, supply chain, and products. For more
best practices.
details, see “Protecting Human Rights in the Supply
Chain” in the Responsible section.

Supply Chain Responsibility
We maintain due diligence procedures throughout our We continue to collaborate extensively with supply supplier progress, and influence suppliers that may be
supply chain as we work to reduce risk, improve product chain-related organizations—including the Responsible reluctant to meet our requirements. We communicate
quality, achieve environmental and social goals, and Business Alliance (RBA) and its Mineral and Labor our expectations in our supplier contracts and request-
improve overall performance for Intel, our customers, Initiatives, the Semiconductor Industry Association, for-proposal documents, on our supplier website, at
and our suppliers. To drive responsible and sustainable and SEMI—to help set electronics industry-wide meetings and training events, and in annual letters
practices, we have robust programs to educate and standards, develop audit processes, conduct training, to suppliers.
engage suppliers that support our manufacturing address third-party anti-corruption issues, and more.
operations. We collaborate with other companies and Internal Assessments. Every year we complete the
lead initiatives on key issues such as improving trans- We expect our suppliers and their suppliers to comply RBA Self-Assessment Questionnaire (SAQ) and publish
parency around climate and water impacts in the global with the Intel Code of Conduct, Intel’s Supplier policies, the results on our corporate website. We follow the
electronics supply chain and, as part of our RISE strategy, and the RBA Code of Conduct (RBA Code). The RBA Validated Assessment Program (VAP) to conduct
we are advancing industry collaboration on responsible RBA Code describes expected industry human rights, audits of our finished goods factories. In 2022, we con-
minerals sourcing. Through these efforts we help set health and safety, environmental, and ethical standards, ducted an RBA closure VAP audit of our manufacturing
electronics industry-wide standards, develop robust and is consistent with the Intel Global Human Rights operations in Kulim, Malaysia, which verified our
assessment and audit processes, and conduct training. Principles, the Intel Statement on Combating Modern corrective actions had addressed the minor findings
Slavery, the International Labour Organization Core from a 2021 audit. We conducted a full RBA initial VAP
Conventions, and the UN Guiding Principles on audit of our manufacturing operations in Ho Chi Minh
Our Approach to Supply Chain
Business and Human Rights. For more, read our City, Vietnam, and received a perfect score of 200/200
Responsibility and Due Diligence
RBA Commitment Letter. and the RBA’s Platinum recognition. In early 2023, we
Approximately 9,000 first-tier1 suppliers in more than
also conducted an RBA audit of our manufacturing
85 countries, regions, and territories provide direct We also expect and help enable our suppliers to operations in Costa Rica, earning full marks of 200/200.
materials for our production processes, intellectual develop their own corporate responsibility strategies, An audit of our Penang, Malaysia operations is planned
property, tools and machines for our factories, logistics policies, and processes; set goals and report on their for later this year.
and packaging services, software, office materials, and performance; engage with audits; and work to mature
travel services for Intel. We also rely on others to man- their own suppliers.
Strengthening Supplier Capabilities
ufacture, assemble, and test some of our components
and products. See a list of our Top 100 Production and Our supplier development, monitoring, and enforcement For more than a decade, we have worked to help less
Service Suppliers in the Appendix. efforts are integrated across our commodity teams. mature and evolving suppliers build critical sustainability
This integration helps to scale our coverage, support and corporate responsibility acumen, including a focus
on compliance with the RBA and our Code of Conduct
expectations and requirements. We have delivered
a broad range of no-cost support options for select
suppliers, including online resources, interactive training
sessions, and connection to external resources such as
1
First-tier (referred to as “tier 1” in previous reports) suppliers are the RBA and other NGO-led co-hosted training
companies from which Intel makes direct purchases. Among Intel’s and conferences.
first-tier suppliers, we identify “critical” suppliers that we directly
engage through our capability-building programs. These suppliers
represent 68% of our spends. Beyond this, we engage periodically
with lower tier suppliers through our programs on forced and bonded
labor, responsible minerals, and supplier diversity.

Safety Programs. We set high safety training and Total Audits Conducted
performance expectations during our contracting
Type of Audit 2017 2018 2019 2020 2021 2022
process and orientation for new suppliers. Under our
process, we validate that suppliers have robust safety RBA VAP Audits 66 108 112 88 140 207
management systems and employee safety training Intel RBA-Based Target Audits 52 54 42 38 17 63
programs in place, and evaluate supplier safety perfor- Intel Quality Audits with Sustainability Element 52 59 53 – – –
mance for compliance with the American National Total Audits Conducted3 170 221 207 126 157 270
Standards Institute (ANSI) standards, OSHA
regulations, and Intel’s minimum safety requirements. Applying our risk-based approach, we continue to use the RBA program as the industry standard for our validated audits for manufacturing
suppliers. In addition, we apply the risk-based criteria to complete targeted assessments of our non-manufacturing suppliers. Our sustainability
In 2022, we collaborated with 68 suppliers to elevate criteria have also been embedded into our supplier quality assessment process to further extend our reach into the supply chain. For priority and
major findings identified and findings verified as closed through closure audits, by category and sub-category, visit the Report Builder. In certain
their safety management systems to provide for safe
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
work practices at Intel sites. In addition, we worked with the above table. Despite lingering challenges due to COVID-19, in 2022, 270 audits were conducted across 136 suppliers. Audits that were planned
over 40 suppliers to close more than 130 occupational in 2022 but not executed due to COVID-19 restrictions or other reasons and still deemed necessary are included in our 2023 plan. Cumulatively, over
health and safety audit findings and improve worker 675 supplier sites had received audits by the end of 2022.
conditions in their factories. We will continue to advance 3
Previous years’ figures are updated from time to time to reflect the most current information as new audit data becomes available.
occupational health and safety systems with our
suppliers in 2023.
Advancing Supplier Leadership and Accountability Supplier Report Card (SRC). We have a regular review
Beyond our core capability-building offerings, we have We have established several programs aimed at and scoring process for our SRC to grade suppliers for
long engaged with supply chain sustainability consul- advancing our supplier leadership and accountability, product availability, cost, quality, sustainability (ethics,
tants to offer suppliers training and programs focused as well as making the latest information available supplier diversity, and environmental and human rights
on topics like work-hours management, occupational through education and collaboration. performance), security, safety, technology, and customer
health and safety, environmental issues, and prevention satisfaction. These processes allow for executive-level
of forced and bonded labor. Supplier Program to Accelerate Responsibility and dialogue on past and future performance, and remind
Commitment (SPARC). This initiative is designed suppliers of our expectations.
to help our SPARC suppliers build internal capacity
Supplier Diversity and Inclusion Assessments and Audits. Supplier assessments and
around corporate responsibility through rigorous
We achieved our RISE goal to double annual spending annual commitments to compliance, transparency, and audits are designed to cover more than 300 environmental,
with diverse suppliers2 eight years ahead of schedule. capability-building. We have increased the number of safety, and human rights factors, and help us determine
We spent $2.2 billion with diverse suppliers in 2022. For suppliers required to participate in SPARC over the past a supplier’s risk profile. The audits, conducted by a mix
more details, see “Supplier Diversity and Inclusion” in nine years as we have broadened our scope to include of third parties and Intel personnel, follow the RBA
the Inclusive section of this report. additional programs and to bring requirements into a VAP and help us identify where immediate action is
single framework. This increase represents suppliers needed and where longer term, corrective “targeted
selected using our risk-based approach and those action plans” should be put in place. In 2022, 46% of
providing critical materials and services to Intel. In the combined RBA audits were follow-up or closure
2
e recognize diverse suppliers as businesses that are 51% owned
W 2023 we will continue to work with suppliers and provide audits to verify whether the findings from a previous
and operated by at least one of the following: women; minorities as training and ongoing communication as we manage to audit had been addressed. We strive to audit 100% of
defined by the country or region where the business was established;
expectations and requirements and a broadened set of high-risk supplier sites within a two-year cycle. We have
veterans/service-disabled veterans; persons who are lesbian, gay,
focus areas, including growing environmental concerns, instituted a process of unannounced audits to follow up
bisexual, or transgender; or persons who are disabled. While Intel
recognizes these categories, they may vary in accordance with regulations, and global initiatives. on credible reports of non-compliance, but we did not
local law. need to conduct any such audits in 2022.

Risk Assessment and Due Diligence Audits: Higher risk suppliers must undergo either an Action Plan Status
Intel’s processes are designed to regularly evaluate, on-site audit by qualified third-party auditors who use
Area of Status
the RBA VAP, or a qualified Intel auditor. The latter audits Supplier
verify, and address risks in our supply chain, with the Concern (as of April 2023)
intention of protecting people and eliminating those are structured according to risk and compliance concerns Kinetics Systems
Labor On track
risks. We start by setting clear expectations for for a particular supplier or facility. Lower risk suppliers,5 Malaysia Sdn Bhd
suppliers. These expectations are codified in Intel’s as determined by the self-assessment, may also be Walsin Labor At risk
Code of Conduct, supplier policies and expectations, audited at our determination. The audit standard is the
and the RBA Code. We then undertake a set of due RBA Code of Conduct, which has expectations in the An “on-track” supplier has made significant progress to implement
areas of human rights, health and safety, environmental the agreed-upon action plan. An “at-risk supplier” faces challenges to
diligence steps. achieving progress and may be placed on conditional use status.
ethics, and management systems. When auditors
New Supplier Assessment: We work to begin assess- uncover findings, our policies require suppliers to draft
ments and due diligence during the supplier selection comprehensive corrective action plans (CAPs) to Training/Attestation: In 2022, as part of our progress
process. Suppliers that want to do business with Intel address those findings, and we work closely with the toward our RISE goals, we had more than 20 lower risk
are expected to complete a corporate social responsi- suppliers to document actions taken to remedy the find- suppliers complete training through the RBA eLearning
bility survey that includes questions designed to help us ings. We then monitor their progress until the issues are Academy. The curriculum instructed the suppliers on
identify potential risks. For suppliers that are selected, resolved. Closure of the findings is typically verified with human rights principles of the RBA Code of Conduct
contracts are put in place that require suppliers to strictly a closure audit. What we learn from audits helps inform and their obligation to abide by RBA Code 7.0.
comply with Intel policies and local laws and regulations our supplier engagement, capability-building programs,
that are applicable. Additionally, we communicate our and future audit plans. Recognizing and Rewarding Performance
expectations to suppliers regularly, reminding them of
Targeted Action Plans: When a supplier does not make We seek to provide regular feedback to suppliers on
their legal obligations to comply with Intel policies.
sufficient progress in addressing audit findings or has their overall progress and achievements, and integrate
Self-Assessment: Critical and high-risk suppliers4 are particularly egregious issues, we seek to work with the corporate responsibility considerations into our
to complete a questionnaire to determine a facility’s supplier to quickly develop and implement a strong CAP. Excellence, Partnership, Inclusion, and Continuous
potential gaps to the RBA Code. Self-assessments Supplier progress is to be reviewed quarterly until we Improvement (EPIC) program. EPIC recognizes
are then evaluated for human rights, health and safety, have verified that key issues have been closed, and that suppliers that have demonstrated outstanding,
environmental, and ethical risks. Each facility is then processes have been put in place that are designed to distinguished, and valued performance. Visit our
assigned a risk rating, which is to be used to determine prevent recurrence. If satisfactory progress is not made, supplier website after July 2023 to see a list of 2022
whether an audit or other engagement such as capacity- we may take additional action, such as not awarding suppliers that received EPIC recognition.
building is appropriate. new business (“conditional use” status) until issues are
resolved or—when necessary—ending the supplier rela- Supplier Environmental Impact
tionship. While complete closure of some issues can take We seek to work with our suppliers to decrease their
several years, we work to close egregious issues within waste generated, water usage, and greenhouse gas
30 days. We help suppliers with targeted action plans emissions, and thereby reduce our own environmental
4
“ Critical suppliers” represent a subset of all first-tier suppliers make progress in multiple ways. Our actions may include impact, lower supply chain risk, and decrease costs.
with which we have significant business relationships and spends. conducting additional reviews, such as unannounced We may also work with our first-tier chemical and gas
“High/er risk suppliers” refers to any suppliers (first-tier as well as
lower-tier suppliers) deemed above average risk, based on data
audits, and increasing the frequency of contact between suppliers on green chemistry initiatives. Our procure-
and supplier performance. Intel executives and supplier senior management. At ment teams work with our logistics and packaging
5
” Lower risk suppliers” refers to suppliers (first-tier and lower-tier the end of 2022, we had two suppliers on action plans suppliers to help drive changes in the materials we use
suppliers) deemed below average risk, based on data and supplier to progress toward compliance. to ship products.
performance.

Reducing Greenhouse Gas Emissions and Water Use We also sent the CDP water questionnaire to more tool shipments from air freight to ocean freight, resulting
We are actively engaged with our suppliers to help than 60 suppliers located in water-stressed regions. in a 95%+ reduction in emissions per shipment. Intel
identify areas of improvement, including increasing We achieved a 100% response rate, with 93% of the also designed and implemented a new process for using
supplier focus on energy conservation and renewable suppliers publicly sharing their responses. primary, supplier-specific data for the measurement of
energy sourcing, increasing chemical and resource transportation and logistics greenhouse gas emissions,
We seek to decrease the greenhouse gas emissions with a focus on improving data quality and enabling
efficiencies, and collaborating through cross-industry
related to our transportation and logistics network by targeted action to drive future emissions reductions.
consortia to support the transition to a net-zero green-
optimizing packaging to reduce the quantity and weight
house gas semiconductor manufacturing value chain.
of shipments and by increasing local sourcing. In 2022, For more information, see the Sustainable section
To accelerate progress, we seek to work with suppliers
we drove further reductions by converting 83% of capital of this report.
to drive supply chain greenhouse gas emissions to at
least 30% lower by 2030 than they would be in the
absence of investment and action. In 2022, we also
became a founding member of the Semiconductor
Climate Consortium, which is focused on advancing
collaboration across the semiconductor value chain
to reduce greenhouse gas emissions. Reducing greenhouse gas emissions across
In 2022, we asked approximately 130 first-tier suppliers the semiconductor value chain will benefit not
that have higher environmental impacts to submit data
on their own carbon footprints through the CDP Supply
just the technology industry, but also industries
Chain Climate Change Questionnaire. Of those suppliers, across the globe. However, this requires immense
about 98% submitted the questionnaire, and approxi-
mately 92% of those made their responses public, giving
innovation and collaboration—the challenges
both Intel and other stakeholders information about we’ll face can’t be solved by just one company. I
the environmental performance of Intel’s supply chain.
Using information provided in our suppliers’ CDP Climate
am proud Intel joined the Semiconductor Climate
Change Questionnaire helps us confirm that we are Consortium as a founding leadership member to
focusing on the largest climate change impacts.
support these critical efforts. Together, we will
strive to make a lasting impact to help mitigate
the outcomes of climate change.
—Keyvan Esfarjani, Executive Vice President

and Chief Global Operations Officer at Intel

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 to
scale 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 through
strategic healthcare, manufacturing, and automotive safety initiatives, and the responsible use of AI.

57 employees earn safety honors
Through the Intel Safety Always-Safety Star program, we honored 57 employees for their work to
advance Intel’s safety culture in 2022—including incorporating new technology to improve safety
inspections, creating programs to improve office and manufacturing ergonomics, developing new
strategies to improve safety culture, and providing safety coaching and communications.
>$26 million in fees remediated

We set expectations with our suppliers that workers should not have to pay for their employment.
As a result of our efforts, suppliers in our global supply chain have returned more than $26 million
in fees to their workers since 2014. In 2022, Intel ranked number 2 out of 60 public ICT firms in
KnowTheChain’s annual benchmarking of corporate efforts to address forced and bonded labor
risks in their supply chains.
Responsible AI strategy
In 2022, we shared details of our responsible AI strategy, which aims to enable Intel to leverage
its place in the AI value chain, drive meaningful progress, and scale efforts broadly. Our strategy is
centered along four pillars: internal and external governance, research and collaboration, platforms
and solutions, and inclusive AI.
36 2022-23 Corporate Responsibility Report

Responsible: Our Approach
We have long engaged directly with our suppliers to We apply our expertise and resources to further
support their compliance with our corporate responsi- enable others to harness the power of technology to
bility expectations and build capacity to address risks improve health, safety, and well-being. This includes
of forced and bonded labor and other human rights working with the healthcare industry to accelerate
issues. Our RISE goals significantly expand the number critical research and improve healthcare access and
of suppliers covered by our engagement activities to affordability; applying technology to build smart and
drive deeper accountability for human rights throughout safer workplaces and factories to reduce injuries; and
our global supply chain. We are also leading technology expanding the use of technology in transportation to
industry initiatives to further advance responsible advance safety and transform personal mobility and 2030 RISE: Responsible Goals,
practices in minerals sourcing, mobility, and AI. The access. Through our RISE goals and IDM 2.0 strategy, Initiatives, and Global Challenges
impacts of these efforts are expected to have even we intend to continue to take actions to deepen our
greater reach as we continue to execute our IDM 2.0 focus on maintaining and building a robust safety culture Global Challenge:
strategy and grow globally. as our business continues to change and grow, and to
expand the global impact of our wellness programs. Revolutionize health and safety through technology.
Technology Industry Initiatives:
Responsible Minerals. Expand our efforts beyond

conflict minerals1 to cover all minerals used in semicon-
ductor manufacturing and apply the learnings to lead
our industry in creating new sourcing standards.
Responsible Mobility. Collaborate with our industry

and ecosystem peers to advance the adoption of
technology-neutral safety standards to reduce traffic
accidents globally.
Operational and Supply Chain Goals:
Employee Health, Safety, and Wellness. Ensure that

more than 90% of our employees believe that Intel has a
strong safety culture, and 50% participate in our global
corporate wellness program.
Supply Chain Human Rights. Scale our supplier

responsibility programs to ensure respect for human
rights across 100% of our tier 1 contracted suppliers
and higher risk tier 2 suppliers.
1
Conflict minerals, as defined by the US Securities and
Exchange Commission (SEC), is a broad term that means tin,
tantalum, tungsten, and gold (3TG), regardless of whether
these minerals finance conflict in the Democratic Republic of
the Congo (DRC) or adjoining countries.
37 Responsible 2022-23 Corporate Responsibility Report

Employee Health, Safety, and Wellness
We continue to invest in health, safety, and wellness accountability and improving performance across our Recognizing that early intervention is critical for good
programs to help employees enjoy a better quality supply chain creates value for Intel and our customers ergonomic health and the prevention of injuries, in 2022,
of life and contribute to Intel’s success. Our Global by helping us reduce risks, improve product quality, we implemented a global proactive employee concierge
Environmental, Health, and Safety Policy defines our and achieve environmental and social goals. For more Ergo+ program, following our successful pilot in 2021.
commitment to provide a safe and injury-free workplace information, see “Supply Chain Responsibility” in the Ergo+ provides one-on-one advice and proactive
for our employees, contractors, customers, collabora- Our Business section of this report. ergonomic assessments for employees working in both
tors, and the public. We recognize the importance of remote and in-office setups. In addition, we brought on
environmental, health, and safety (EHS) management Health and safety training creates awareness and board a new global specialist ergonomics vendor to
to our business success and we regularly work to assess enables our employees to better understand their support virtual office ergonomic assessments for our
and improve our EHS management system, standards, safety responsibilities. Our training system is designed hybrid, virtual, and on-site employees. We are now able
culture performance, early intervention, and injury- to cover information needed for specific jobs (such as to provide ergonomic assessments in relevant local
reduction initiatives. Since 2001, we have maintained electrical safety, ergonomics, control of hazardous languages and data can be collected in a central tool,
a multi-site certification to the internationally recognized materials, and chemical safety), general awareness, thus facilitating data analysis and trending. In 2022, we
ISO 14001 and ISO 45001 standards to help our and safety culture. EHS courses are provided in differ- set a goal of 10,000 proactive ergonomic assessments
manufacturing sites sustain a comprehensive, fully ent languages, and include web-based, instructor-led, for the year, which we increased to 12,000 in the third
integrated EHS management system. In 2022, inde- and on-the-job training. We are also developing learning quarter due to progress being made. We exceeded our
pendent third-party virtual audits were conducted to methodologies such as virtual and augmented reality. revised 2022 goal, with nearly 15,200 employees having
maintain this certification. For information on our EHS personalized recommendations from an ergonomics
In 2022, our manufacturing, supply chain, and technology
assurance program, see “Environmental Management” specialist to manage their ergonomic health. Employees
development organizations continued quarterly, track-
in the Sustainable section of this report. can initiate both of these services via an online tool.
able manager Safety TALKs to encourage proactive
Since 2020, Intel’s Pandemic Leadership Team (PLT) one-on-one discussions between managers and
has led our response to the COVID-19 pandemic, employees on various safety topics. Quarterly Safety
working to pivot quickly and deal ethically with ever- TALK goals were exceeded every quarter. We also
changing government restrictions and requirements in refreshed our 2022 Safety Always training course using
the 50-plus countries and regions where Intel operates. updated training methodologies. To boost safety aware-
From virus variants, case expansions, governmental ness across the company, this training was assigned to
restrictions, and vaccination requirements, the PLT has all employees, and 94% of our workforce completed it
helped keep Intel’s employees and contingent workers in 2022. All new non-factory employees are required
safe, healthy, and productive, whether they are working to complete Office Ergonomics training to build
on site or remotely. In 2022, Intel returned most of its awareness of both on-site and remote office ergonomic
global workforce to normal operating conditions at most risks, proper workstation set-up, and ergonomic
locations. The PLT continues to monitor case and variant services available.
trends globally, and adjusts its site practices to meet any
local additional regulatory requirements.
As we expand manufacturing operations in support We achieved an EHS training

of Intel’s IDM 2.0 strategy, we intend to continue to milestone in 2022, with an
implement world-class EHS programs to care for people
and the planet—from the development of our products all-time-high 607,000 EHS
through our manufacturing and supply chain. Advancing training hours completed.
We also set a global leading indicator to support our organization’s compliance
with rest breaks. Software prompts encourage employees to take breaks for
musculoskeletal recovery. Break compliance improved from 89% to 91% for
those participating during 2022.
In addition, we continue to expand our year-round multimedia Safety Always

employee awareness campaign. In 2022, we held in-person events at multiple
sites, as well as virtual engagement opportunities with world-class speakers who
provided new perspectives on safety, health, and wellness topics. The campaign
also included regular, widely read employee communications on topics such as
traffic safety, ergonomics, and reporting.
Intel ended 2022 with an Occupational Safety and Health Administration

(OSHA) recordable rate of 0.90 per 100 employees, compared to the most
recently published US semiconductor industry average recordable rate of
0.80 in 2021.1 Our 2022 days away case rate2 was 0.22, compared to the
semiconductor industry average of 0.2 in 2021. Ergonomic-related or
cumulative trauma disorders (CTDs) remained the most prevalent type of
injury experienced at Intel in 2022, accounting for 60% of all reports, followed
by strains/sprains. While ergo injuries remain our highest injury pareto, our
2022 Office Ergonomics Program early intervention focus is starting to have
an impact, with a 15% reduction in office CTD rates compared to 2021. There
were 19 high-consequence injuries during 2021, with 47% CTD injuries and
37% strain/sprain injuries. We are working to integrate learnings into our
2023 ergonomics program’s early intervention focus plans. Recognizing Safety Achievement
The virtual Intel® Vitality program was enhanced at the beginning of 2022 with Through our Safety Always-Safety Star program, we are proud to recognize employees who
the launch of the Exos Fit app to support the well-being of employees, whether exemplify our safety value every day in what they do. Each Safety Star is passionate about
on-site, remote, or hybrid. The global wellness program supports our RISE maintaining our strong safety culture, serves as a role model, and goes above and beyond to
goals and focuses on four pillars of wellness: mindset, nutrition, movement, and make Intel a safe place. During Global Safety Day in April, the honorees were recognized indi-
recovery. It offers livestream and on-demand fitness classes, wellness coach vidually or as part of a team, selected from over 160 individual and team nominations received
consultations, and nutrition seminars. On-site fitness services resumed during globally. Winners' contributions to advancing Intel’s safety culture included new technology
2022, as more employees returned to working at Intel facilities. As part of our to improve safety inspections, programs to improve office and manufacturing ergonomics,
RISE wellness goal, we aim to have 50% of our employees participating in our new strategies to improve safety culture, and safety coaching.
corporate wellness program every year. In 2022, we offered more than 81,000
Intel Vitality sessions, with a total of over 423,000 participants, including nearly
40,000 unique individuals. Participants reported a 95% satisfaction rating 1
Source Bureau of Labor Statistics. 2021 indicators are available at https://www.bls.gov/web/osh/summ1_00.htm.
with the program. The global wellness program continued offering access to
2
Days away begins the day after the accident.
the Headspace meditation application, as well as to five virtual webinars led by

Headspace in 2022. Over the course of the year, almost 6,000 employees used
Headspace an average of 13 sessions per week.

Intel’s mental wellness strategy is designed to raise
awareness of the importance of mental health, cultivate
an accepting culture so employees feel supported, and 2030 Goal: Employee Safety and Wellness
remove barriers to make it easier for our employees
Description. Ensure that more than 90% of our employees believe that Intel has a strong safety culture, and achieve
and their family members to access and receive care.
50% participation3 in our global corporate wellness program.
In 2022, we partnered with Intel’s Employee Resource
Groups and other communities to provide programming Baseline. At the start of 2020: (1) 37% of Intel employees (primarily in our manufacturing operations) had the oppor-
and a safe space to discuss social issues and the impact tunity to provide feedback in our EHS Safety Culture Survey, reporting a baseline average of 79% on “safety is a value”
on mental health. We also expanded access to our digital metrics; and (2) 22% of Intel employees participated in Intel wellness programs (inclusive of employees who reside in
mental wellness platform, now available in 22 countries. countries with no formal program offerings).
Understanding that manager support for mental health Progress in 2022. Our health, safety, and wellness teams took steps to expand the number of employees who have
can also matter, Intel introduced training for managers the opportunity to participate in the safety culture survey to 60%, which was below our 62% interim 2022 goal. Based
to provide them the resources needed to identify and on Intel restructuring actions, the safety culture surveys in the fourth quarter were postponed until the second quarter
support the mental health of their teams. In recognition of 2023. 87% of employees from organizations engaged in the survey process reported that “safety is a value.” We
of World Mental Health Day, Intel hosted Global Mental also worked to increase employee awareness and engagement in our programs, with a focus on prevention and early
Wellness week. The week-long event encouraged intervention programs (e.g., ergonomic programs) and participation in the Intel Vitality Program's newly expanded
employees to take time for their minds and invest in virtual offerings. The Intel Vitality Program was expanded to reach 90% of Intel’s employee population in 2022. 38%
their mental well-being through over 20 webinars, a of global Intel employees participated in Intel’s wellness services in 2022, including the Intel Vitality Program and on-
renowned keynote speaker session, and tools to check site fitness center use.
up on their mental well-being status. Four members
Looking Ahead. For our safety culture goal, we intend to work toward company-wide participation in our safety culture
of Intel’s executive leadership team shared their
survey (with a target to expand the survey to 75% of employees by end of 2023) and increase employee and manage-
personal experience with caring for their mental
ment engagement in our safety programs. For our wellness goal, we also intend to continue to further expand wellness
health to exemplify the importance of prioritizing
program access to our global employee population over the next three years, with a target to reach 100% of global
mental wellness.
employees by the end of 2025, and then to increase the annual participation rate for global employees to 50%.
Recordable and Days Away Injury Rates 3
I ndustry benchmarking indicates general corporate wellness program participation rates are about 20-40%. Intel participation is
measured by percentage of employees engaging in the program during the calendar year.
Globally, we have more than 35 on-site health clinics environment for our employees and their eligible
to attend to work-related employee health and safety dependents. The Health for Life Centers administered
needs. At our sites in Arizona, New Mexico, and Oregon, hundreds of COVID-19 vaccinations in 2022, as well as
we also have Health for Life Centers to provide primary delivering approximately 14,000 virtual visits.
care and specialty services (including acupuncture,
chiropractic, condition management, behavioral health
services, and physical therapy) in a safe and inclusive
Rate based on 100 employees working full time for one year. Data as of
January 19, 2023. Certain historical figures have been updated based
on new reported cases received.

Protecting Human Rights in the Supply Chain
We have worked to build a strong system to detect Due to lingering COVID-19 pandemic effects, some
and address risks of forced and bonded labor among suppliers in the electronics industry have faced worker
our suppliers and their recruiting and labor agents. In shortages, which has continued to create pressure for 2030 Goal: Supply Chain
2022, we conducted approximately 270 supply chain longer working hours and fewer days off for workers. Human Rights
audits, including 125 closure audits to confirm that Intel’s policy is to continue to press suppliers to abide
corrective action was put in place. These included over by the Responsible Business Association (RBA) Code Description. Scale our supplier responsibility
30 lower-tier supplier audits. Intel's policy is to request of Conduct, including allowing workers a day of rest programs to ensure respect for human rights
an audit when we detect a higher risk to the human each week and making all overtime voluntary. In limited, across 100% of our contracted suppliers and all
rights of the workers or a non-conformance to any of controlled situations workers were allowed to work up high-risk-identified suppliers in the supply chain.1
our expectations. to 72 hours as an exception. Baseline. At the beginning of 2020, 18% of our con-
tracted suppliers had been assessed and engaged in
Importantly, our suppliers report benefits gained as
Industry Collaboration through Training our supplier responsibility programs. By the end of
a result of their improved practices, such as reduced
Collaboration is key to addressing broad, long-standing 2020, 8% of our contracted suppliers had completed
business risks, better and larger pools of candidates, a
issues. Intel co-founded and serves on the working group the requirements of the goal.
more satisfied workforce, and higher worker retention—
of the multi-industry, multi-stakeholder Responsible
all of which can lead to improved productivity and Progress in 2022. On our path to reach 100%
Labor Initiative (RLI), which aims to protect and
product quality, as well as positive social impacts. verified contracted suppliers in 2030, we met 28%
promote the rights of vulnerable workers.
in 2022. We made this progress through audits,
Our Statement on Combating Modern Slavery details assessments and RBA training, and attestation for
In 2022, Intel co-sponsored virtual workshop-style
the expectations we have for ourselves and for our lower risk contracted suppliers. Additionally, in 2022
training sessions, “Manifestations of Forced Labor
suppliers, including prohibitions against holding worker we included over 30 lower tier suppliers in our audits.
Indicators in the Global Supply Chain” which were
passports and charging workers fees to obtain or keep
facilitated by Verité, a noted leader in efforts to Looking Ahead. In 2023, we aim to maintain our
employment. Since 2014, our ongoing assessments
uncover and combat forced labor. We expect to progress and continue to evaluate the impact of
and efforts to reach deeper into the supply chain have
continue to co-sponsor these trainings in 2023. IDM 2.0 supply chain changes.
positively affected almost 49,000 workers in our global
supply chain, including our suppliers (i.e., first-tier and For more information on our work on human rights
1
In 2023, the goal language was updated to reflect Intel’s
lower-tier suppliers) having returned more than $26 continued commitment to human rights for all high- risk-
in our supply chain, see ”Respecting Human Rights” identified suppliers—not solely those noted as tier 1 and
million in fees to more than 24,000 of their workers. Fees in the Our Business section of this report. tier 2—in our supply chain.
returned typically equate to approximately three to five
months of base pay, depending on location and situation.
In some instances, we have faced challenges in gaining
cooperation from suppliers in repaying workers quickly;
Findings that May Trigger Forced and Bonded Labor Risks
we strive to work closely with suppliers to determine
acceptable remedies and put systems in place to Findings 2018 2019 2020 2021 2022
prevent such issues in the future.
Closed 48 38 30 52 27
In Process – – – 2 52
According to the RBA, the payment of recruitment fees by Total 48 38 30 54 79
workers to obtain work is one of the most widespread factors
that can contribute to situations of forced labor. Intel helped 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.
create a guide that details best practices for repayment.

Responsible Minerals Sourcing
Like many companies in the electronics industry, Intel Beyond Conflict Minerals: Driving a To contribute to standards and help define and engage
and its suppliers use minerals in manufacturing. In 2008, Responsibly Sourced Mineral Supply Chain in due diligence within the copper supply chain, Intel is
Intel began work to responsibly source conflict minerals,1 In 2022, we sent our Intel minerals survey for what we an active member of The Copper Mark, participating in
and in 2017, we expanded our efforts to also address deemed the highest priority minerals in our supply chain. its Risk Readiness Assessment Technical Revision
cobalt in our supply chain. We are proud of the signif- This request was to provide sourcing information for Committee and Technical Working Group. We are
icant progress we have made as a company and as an critical minerals, including aluminum, copper, nickel, and continuing to map our supply chain for targeted minerals,
industry, but we believe that there is more work we can zinc and was required from suppliers contributing these as well as other priority minerals.
achieve. A key technology initiative in our RISE strategy materials in our Intel-manufactured microprocessors.
is to significantly expand our impact in responsible This is an important step in our RISE strategy, as we Connecting with Mining Communities
minerals and accelerate the creation of new sourcing begin mapping our supply chain for our highest priority Intel believes in the importance of direct engagement
standards for critical minerals in Intel products. minerals. Although sourcing of these minerals is not yet with mining communities to address human rights
widely reported, we received a response from approx- issues in our supply chain. As a complement to our due
Intel's strategy is to maintain the positive progress we’ve
imately 83% of relevant suppliers. We are continuing diligence program, we have an ongoing program to
made to date on 3TG (tantalum, tin, tungsten, and gold)
to pursue information on smelters and refiners in our dedicate resources and work with expert civil society
and cobalt, and to proactively address emerging risks
extended supply chain—those that supply our direct organizations to help identify and remedy the challenges
from the expanding scope of materials and geographies.
suppliers. A list of smelters and refiners reported can of the mining communities that source our products.
Our ambition is to apply our learnings from over a decade
be found on our website.
and work with our industry to broaden and accelerate the
creation of sourcing standards for a much wider set of
minerals across additional conflict-affected and high-risk
areas (CAHRAs2).
More information is available on our Responsible

Minerals website. Our Responsible Minerals program,
Responsible Minerals Sourcing Policy, and due diligence
practices are designed to address minerals originating
in CAHRAs, and are aligned to the OECD Due Diligence
Guidance for Responsible Supply Chains of Minerals
from Conflict-Affected and High-Risk Areas (OECD
Guidance).
1
Conflict minerals, as defined by the US Securities and Exchange
Commission (SEC), is a broad term that means tin, tantalum,
tungsten, and gold (3TG), regardless of whether these minerals
finance conflict in the DRC or adjoining countries.
2
AHRAs, as defined by OECD, are identified by the presence of
C
armed conflict, widespread violence, or other risks of harm to people.
Armed conflict may take a variety of forms, such as a conflict of
international or non-international character, which may involve two
or more states, or may consist of wars of liberation, or insurgencies,
civil wars, etc. High-risk areas may include areas of political instability
or repression, institutional weakness, insecurity, collapse of civil
infrastructure, and widespread violence. Such areas are often
characterized by widespread human rights abuses and violations of
national or international law.

Examples of projects supported by Intel in 2022 are: tices, and drive risk mitigation for human rights
Congo Power, an alliance providing mining areas impacts. When necessary, we may disengage from
with clean power, and RMI-PACT Youth Vocational mineral supply chains that cannot uphold our respon-
Training Program, aimed at providing mining alternatives sible minerals sourcing standards. In 2022, Intel led
to Congolese people. Additionally, Intel believes in the in-person outreach to over 20 smelters in Indonesia to
local socio-economic importance of the artisanal and encourage and support participation RMAP.
small-scale mining (ASM) sector in CAHRAs and seeks
to assist ASM sites in meeting downstream compliance Supporting In-Region Sourcing. We believe that
requirements through the Better Mining ASM Mine the creation and support of responsibly sourced3
Monitoring Program in collaboration with Responsible minerals from CAHRAs improve the lives of the people
Minerals Initiative (RMI) and RCS Global. Intel also in the regions. In addition to our independent project
supported a digital suite designed specifically for the resourcing, our membership in and support of the
ASM sector, which is expected to create new pathways Public-Private Alliance for Responsible Minerals Trade
to track, access, and share data about practices in mining (PPA) and European Partnership for Responsible
communities. Maintaining a connection and providing Minerals (EPRM) directly support regional projects that
support to the communities that we depend on in our enable responsibly sourced minerals from CAHRAs by
vast global supply chain is a crucial component to our helping to implement programs that are consistent with
responsible minerals program. the OECD Guidance and supported RMI programs.
Through our 2022 supply chain survey process Intel’s long-term leadership in initiatives such as the
Our Due Diligence Continues: 3TG and Cobalt using the RMI Conflict Minerals Reporting Template, RMI and PPA allows us to regularly collaborate on
Intel’s responsible 3TG and cobalt program, aligned with 96% of the relevant smelters and refiners reported in the issue of responsible minerals sourcing with other
the OECD Guidance, focuses on three primary areas: our supply chain are deemed responsibly sourced companies, industries, governments, and civil society.
through their conformance to and/or participation Such collaboration is crucial to identify and address risks
Risk Identification. Each year we conduct a supply chain associated with mineral extraction and trade in complex
in a responsible minerals assurance program.
survey to identify the smelters and refiners that process mineral supply chains. Additionally, we plan to continue
the 3TG and cobalt contained in the products supplied Intel used the RMI Extended Minerals Reporting to work with industry associations to confirm that stan-
to Intel, and the country of origin of minerals used. We Template to survey the suppliers contributing cobalt dards are in place to enable our ultimate goal of respon-
then compare those smelters and refiners to the list of to our products. In 2022, we received responses from sible sourcing for all the minerals in our supply chain. In
facilities that conform to a responsible minerals sourcing 100% of suppliers surveyed. We conducted risk mitiga- 2023, we will continue to identify the highest priority
validation program such as RMI’s Responsible Minerals tion in our supply chain, including smelter outreach minerals and mitigate risks pertaining to the geopolitical
Assurance Process (RMAP). We can then use the infor- and country of origin assessments, and worked with landscape, global regulations, and salient human rights
mation to identify potential mineral supply chain risks. direct suppliers to facilitate alternative sourcing where risks in our supply chain.
appropriate. Our goal is to responsibly source all cobalt
Risk Mitigation. When we identify potential risks, Our annual conflict minerals disclosure filed with the
in our products. Through RMI’s cobalt working group
we work to conduct further due diligence, which may US Securities and Exchange Commission contains
and smelter outreach, we are working to have all
include on-site smelter or refinery visits or virtual additional information about our 3TG and cobalt due
smelters and refiners in our cobalt supply chain
outreach. Such visits or virtual outreach help identify diligence practices.
participate in RMAP.
risks, encourage smelters and refiners to participate
3
“Responsibly sourced” refers to products from suppliers, supply
in an assurance program to validate their sourcing prac- chains, smelters, and refiners that, based on our due diligence, are in
line with current global standards and respect human rights in every
aspect of their practice.

Responsible Mobility
In September 2020, United Nations General Assembly RSS has become a leading model for global automated
proclaimed 2021-2030 the Decade of Action for Road vehicle safety frameworks. Numerous standards bodies
Safety, and set an ambitious target of preventing at are beginning to include RSS in their standards develop-
least 50% of road traffic deaths and injuries by 2030. ment activities. Regulators and policymakers are looking
According to the World Health Organization, approxi- at RSS as a tool for defining what it means for an automat-
mately 1.3 million people die each year as a result of road ed vehicle to drive “safely.” Researchers are digging into
traffic crashes. More than half of all road traffic deaths the application of RSS and pushing the boundaries of its
are among vulnerable road users—pedestrians, cyclists, efficacy. Standards progress has been especially robust,
and motorcyclists.1 Automated vehicle technology has as RSS has contributed to both IEEE and International
the potential to improve road safety, save lives, and Organization for Standardization standards efforts.
transform personal mobility, including bringing broader
mobility to the elderly and those with disabilities. Furthering Advancements in Safety
for Automated Vehicles
One of Intel’s RISE technology industry initiatives is A New Standard
Intel has continued to develop new technologies to
to collaborate with industry, ecosystem peers, and
help further enhance responsible mobility. For example, for Responsible Mobility
governments to advance the adoption of technology-
as future vehicle generations are becoming increasingly
neutral safety standards to advance the automated Intel led an IEEE working group to develop an open,
complex, it is important to understand potential errors
vehicle industry in pursuit of reduced traffic accidents transparent, and technology-neutral formal model
that may occur in different subsystems. To help address
globally. Mobileye’s Responsibility-Sensitive Safety for safety. The output of this working group, known
this, Intel, together with Mobileye, has introduced a
(RSS) model can enable safe, commercial deployment as IEEE 2846: Assumptions in Safety-Related Models
new system-level failure model to help estimate how
of automated vehicles at scale, anywhere in the world, for Automated Driving Systems was the first inter-
safe an automated vehicle will be under certain
via self-driving Mobility-as-a-Service (MaaS). national standard that provides guidance on what
traffic conditions.
constitutes expected behavior of automated driving
Introduced in 2017, RSS is a formal model for safety systems. It does this by defining a set of reasonably
By using roadside infrastructure—such as cameras
based on human concepts of what it means to drive foreseeable assumptions about other road users that
and other sensors at critical road segments—Intel,
safely. RSS enables efficient validation of the safety must be taken into consideration by the automated
along with other collaborating stakeholders, has also
of an automated vehicle, providing strong assurances driving system. This standard also provides attributes
developed a pilot traffic-monitoring system near
to the public of the safety of automated vehicles. common to safety-related models and methods, which
Munich, Germany. The pilot uses multiple sensor
RSS formalizes human decision making for safe can be used by industry and regulators in the deploy-
streams to create a digital twin of the current traffic to
driving and is based on the need to balance safety ment of automated driving systems.
analyze traffic safety and highlight dangerous situations
with useful driving by making reasonable worst-case
in real time. Another area of focus is to improve the In recognition of its novelty and impact to the
assumptions about other road users. RSS is designed
dependability of AI applications for object detection and industry, IEEE 2846 received the 2022 IEEE
to be a technology-neutral approach to automated
classification in automated driving. To support this, Intel Standard Association Emerging Technology Award.
vehicle safety and provides regulators around the world
has investigated techniques to avoid mispredictions IEEE 2846 complements Mobileye’s RSS model for
a transparent way to evaluate the performance of
of autonomous driving-related deep neural networks automated vehicles and represents an important
driverless vehicles.
against faults in the underlying hardware. milestone on the path to increasing safety on our
roads through the wide-scale deployment of
automated driving technology.
1
Source: World Health Organization, Decade of Action.

Responsible AI
Artificial intelligence (AI) has become a part of everyday In 2022, we shared details publicly for the first time strategic research and co-innovation collaboration with
life, transforming how we live, work, and solve new about our RAI strategy, which is centered along four Mila, an AI research institute based in Montreal. As part
and complex challenges. From making voice banking pillars that represent what we consider the most of this commitment, more than 20 researchers across
possible for people with neurological conditions and effective way for Intel to leverage its place in the AI Intel and Mila are expected to focus on developing
roads safer with AVs, to helping researchers better value chain, help drive meaningful progress, and scale advanced AI techniques to tackle global challenges
understand rainfall patterns and human population these efforts broadly: such as climate change, new materials discovery, and
trends, AI has allowed us to overcome barriers and digital biology.
develop solutions for a better future. Internal and External Governance: Our multidisciplinary
Responsible AI Advisory Council is responsible for Products and Solutions: We develop platforms
We believe in the potential of AI technology to create conducting a rigorous review throughout the lifecycle and solutions to make responsible AI pragmatic and
positive global change, empower people with the of an AI project. The goal is to assess potential ethical manageable for developers. We create software tools
right tools, and improve the life of every person on the risks within AI projects and mitigate those risks as early to ease the burden of responsible AI development
planet—provided we follow a comprehensive approach as possible. Council members also provide training, and explore different algorithmic approaches to
to lower risks and optimize benefits for our society. feedback, and support to the development teams improve privacy, security, and transparency and to
Intel’s focused work on responsible AI (RAI) began in and business units to provide for consistency and reduce bias. We do this by conducting ethnographic
2017 and has evolved to include structured, rigorous, compliance to our principles across Intel. We continue research to understand pain points and address those
multidisciplinary processes to advance AI technology to evolve our thinking and approach and iterate based appropriately. In addition to the Intel® Homomorphic
responsibly from development to deployment, consis- on insights from key learnings. The Council’s internal Encryption Toolkit and Project Amber initiatives, Intel
tent with our Global Human Rights Principles. work is based on six principles: Respect Human recently developed FakeCatcher, a technology that can
Rights (in alignment with Intel’s Global Human Rights detect fake videos with an approximately 96% accuracy
Principles); Enable Human Oversight; Explainable Use rate. Intel's deepfake detection platform is the world’s
of AI; Security, Safety, and Reliability (consistent with first real-time deepfake detector that returns results
Intel’s Security First Pledge, and the “safety by design” in milliseconds. Deepfake videos are both a growing
development principles that are part of Intel’s commit- opportunity and threat; it is difficult to detect deepfake
ment to Product Quality and Reliability); Personal videos in real time, because detection apps typically
Privacy; and Equity and Inclusion (building upon require uploading videos for analysis and then waiting
Intel’s Diversity and Inclusion policy). hours for results. Deception due to deepfakes can
cause harm and result in negative consequences, like
Research and Collaboration: We seek to collaborate diminished trust in media. FakeCatcher helps restore
with academic organizations across the world to conduct trust by enabling users to distinguish between real and
research in key areas where we believe we can have fake content.
the greatest impact: privacy, security, human/AI collabo-
ration, trust in media, AI sustainability, explainability, and
Pat Gelsinger, Intel CEO and member of the Business Roundtable, transparency. For example, in 2022, Intel entered into a
speaks about the importance of responsible artificial intelligence.
Watch the video.

Inclusive AI: We believe there is a need for equity, We strive to be transparent about our position and
inclusion, and cultural sensitivity in the development practices so we can address shared challenges and
and deployment of AI. We strive to ensure that the improve our products and the overall industry. We are
teams working on these technologies are diverse and involved in and contributing to national and international
inclusive. We believe that the AI technology domain development of standards and methods, including active
should be developed and informed by diverse popu- engagement in forums like the Business Roundtable
lations, perspectives, voices, and experiences. We are on Human Rights and AI, Global Business Initiative on
involved in multiple efforts aimed at creating inclusive AI, Human Rights, and the Partnership on AI to learn from
including AI for Future Workforce, AI for Youth, Alliance our peers and establish ethical, moral, and privacy
for Global Inclusion, and the Pledge for Gender Fair AI. parameters so we can build a thriving AI business.
AI Research Projects Breaking Barriers to

and Collaborations Make AI More Inclusive
Examples of Intel’s involvement in research in key areas Numerous barriers exclude students around the
of AI include work with: world from learning or using new technologies,
Private AI Collaborative Research Institute including native language and coding complexities.
Language barriers inhibit inclusiveness—a key pillar
Guaranteeing AI Robustness Against Deception of responsible AI as defined by the World Economic
(GARD) DARPA program Forum. A survey by 16-year-old student Krish Yadav
Trusted Media showed that over 75% of students from rural India
were dependent on their native language to discuss
Partnership on AI
or try to fix code issues, and faced difficulties in
Responsible AI, Innovation and Business Conduct learning how to code.
Symposium in Dublin
Yadav decided to break this barrier by developing
National Science Foundation (NSF) National Artificial BhasaX, a program designed to decode the
Research Institutes functionality of code and explain it in a chosen
DSAIL at MIT language to help developers understand it better
in real time. His AI application improves access to
University of California at Berkeley Center for
programming by allowing developers—especially
Long-Term Cybersecurity
beginners—to better grasp code in their own language.
Ohio State University Data Ethics Working Group For this impressive and inspiring work, Yadav was an
National Institute of Standards and Technology Intel AI Global Impact Festival Top 3 Winner in the
age 13-18 category.
C2PA

Revolutionizing Health and Safety Through Technology
In 2022, we advanced our work to revolutionize health 30%. The study used OpenFL library and Intel’s Secure Safety
and safety through technology. We participated in Guard Extensions to support data confidentiality. The Confidential computing helps combat modern slavery.
innovative collaborations—applying AI, distributed resulting consensus model was optimized using Intel’s More than 50 million human beings are trapped in some
computing, and edge capabilities to create transfor- distribution of OpenVINO toolkit to make it deployable form of modern slavery, including trafficking, forced labor,
mative healthcare technology. In the safety area, we in low-resource clinical environments. servitude, and more. In the fall of 2022, Intel, enterprise
saw breakthroughs in using confidential computing to technology and services firm R3, and nonprofit Hope for
combat modern slavery and technology transformations Preserving privacy in clinical decision making for
Justice announced they are working together to build
in occupational safety and security. childhood diseases. Exome sequencing—a technique
a pilot application that aims to enable organizations
for sequencing a portion of genes in a genome—has
combating modern slavery to confidently share sensitive
been widely used in genetic testing for pediatric disor-
Healthcare data related to individual cases with enhanced privacy
ders. However, exome sequencing has limitations due
Open-source AI reference kits democratize healthcare. protections. The Private Data Exchange—built for Hope
in part to data fragmentation, which is exacerbated by
Intel released the first set of open source AI reference for Justice, a nonprofit, nongovernmental organization
privacy concerns. Traditionally, matchmaking web
kits specifically designed to make AI more accessible working to end modern slavery and human trafficking—
services based on exome sequencing aim to connect
to organizations in on-premise, cloud, and edge environ- is designed to aggregate and analyze data and then notify
patients, providers, and researchers around the world
ments. These kits enable data scientists and developers the appropriate agencies when relevant data matches
with a shared interest in a specific phenotype or gen-
to learn how to deploy AI faster and more easily across are identified.
otype. Today’s methods have privacy vulnerabilities,
healthcare, manufacturing, retail, and other industries
which could arise with the direct transfer of sensitive Portable solution for emergency responders. At
with higher accuracy, better performance, and lower
patient data among trusted parties. Genetic data are Hsinchu’s fire station, about an hour’s drive from
total cost of implementation.
highly sensitive, and unprotected disclosure may downtown Taipei, Taiwan, firefighters are using a new
The Disease Prediction AI reference kit aims to benefit negatively impact patients and their families. communications solution when responding to disasters.
healthcare payers by using natural language processing Pegatron, a leading electronics design and manufacturing
To help mitigate these concerns, Intel worked with
to uncover insights hidden in the unstructured data in company, collaborated with Intel to design a portable
Nuowei Tech to conduct a project with the Children’s
patient health records. These insights may help with 5G network-in-a-box base station. The solution is now in
Hospital of Fudan University in Shanghai, China.
early disease progression, identify gaps in a patient’s use by the city of Hsinchu’s emergency responders, who
This project applied privacy-preserving computing
care, and improve the risk adjustment process. often struggled with the lack of connectivity in remote
technology to improve patient privacy protection
areas and mountainous regions.
Largest medical federated learning study completed. and enhance the exome sequencing-based clinical
Intel and the Perelman School of Medicine at the decision-making process. The technical framework
University of Pennsylvania (Penn Medicine) completed adopted uses a private online retrieval system based
a joint research study using federated learning—a on Intel® Software Guard Extensions (Intel® SGX)
distributed machine learning AI approach—to help technology, a hardware-based isolation and memory
international healthcare and research institutions encryption tool. Results indicate that this framework
identify malignant brain tumors. The project is the provides strong privacy protection for executed code
largest medical federated learning study to date, with and data.
an unprecedented global dataset from over 70 institu-
tions across six continents. Results demonstrated the
ability to improve brain tumor detection by more than

Inclusive
Diversity, equity, and inclusion have long been core to Intel’s values and instrumental to driving
innovation and delivering strong business growth. We are advancing diversity, equity, accessibility,
and inclusion in our global workforce, and advocating for public policies and laws that combat
discrimination and inequities impacting our employees and our communities. We are intensifying
actions to advance our 2030 goals, which include increasing the number of women and underrep-
resented minorities in senior leadership, increasing the representation of women in technical roles
to 40%, and increasing representation of Black/African American employees in senior, director,
and executive roles in the US. Our aim is to continue to expand opportunities for our employees
and the industry through technology, inclusion, and digital readiness initiatives.

$2.2 billion annual spending with diverse-owned suppliers
In 2022—eight years early—we achieved our RISE goal to double annual spending with diverse
suppliers. In addition, in 2022 we reached two milestones goals we had set for 2023: spend
$800 million annually with minority-owned suppliers globally, including $250 million with US
Black-owned suppliers.1
33,000+ Employee Resource Group members

Our 38 Employee Resource Groups (ERGs) help drive community and inclusion at Intel. Our
communities are formed around shared attributes and goals, and are open to anyone and everyone,
with opportunity to opt in or out at every employee’s discretion. In 2022, ERGs held more than
1,100 events, with an average satisfaction rating of 94%. Approximately 1,800 Intel leaders on eight
Leadership Councils serve as role models, helping to guide and mentor ERG members.
>200 Inclusive Leadership workshops

Our Inclusive Leaders program grew again in 2022, with over 200 workshops delivered to
4,400 participants globally. The program helps equip managers to play leadership roles in growing
Intel’s inclusive culture and develop skills needed to build diverse and inclusive teams. We also
trained 140 inclusion mentors in 12 countries; employees can reach out to the mentors for specific
help or coaching on inclusion topics.
1
Correction to progress in 2022 updated on May 17, 2023.

Inclusive: Our Approach
For more than a decade, we have taken actions to percentages rather than absolute numbers. For trans-
integrate diversity and inclusion expectations into our parency, we intend to continue to report progress to
culture, performance management systems, leadership goals using both percentages and absolute numbers.
expectations, and annual bonus metrics. We seek to This update strengthens our commitment to industry
transparently report our representation and pay equity best practices and helps us continue to advance our
data to hold ourselves accountable and encourage workforce representation.
action by others. This is not added work, it’s how we
work. We believe that diversity and inclusion are Just as we value diversity and inclusion to foster 2030 RISE: Inclusive Goals,
innovation within Intel, our commitment to diversity
instrumental in driving innovation and delivering strong
and inclusion extends to our suppliers. Our RISE goals
Initiatives, and Global Challenges
business growth. We hold ourselves, our people, our
leaders, and the industries we lead to high standards included increasing our annual spending with diverse-
by creating an inclusive culture and advancing diversity owned suppliers to $2 billion by 2030—a goal we Global Challenge:
and inclusion in the industry and beyond. reached in 2022. We also work with others to expand and Make technology fully inclusive and expand digital readiness.
enable inclusive sourcing practices across the industry.
Through our integrated strategy focused on the hiring, Technology Industry Initiatives:
retention, and progression of all employees, we reached We know that today’s greatest challenges require a
shared commitment to a plan and meaningful action Inclusion Index. Drive full inclusion and accessibility across
full representation1 of underrepresented minorities
to advance inclusion and social equity. That is why we the technology industry by creating and implementing a Global
and women in our US workforce, and since 2019, we
committed our scale, expertise, and reach and launched Inclusion Index with common metrics to advance progress.
have achieved gender pay equity globally and race/
ethnicity pay equity in the US. We are proud of what we the Alliance for Global Inclusion in 2021 with the goal Inclusive Pipeline. Expand the inclusive pipeline of talent for
have accomplished to date, but we believe we can still of creating and implementing an Inclusion Index with our industry through innovative global education initiatives
achieve more, including beyond the walls of Intel. unified goals and metrics. We work with a broad range of and STEM programs for girls and underrepresented groups.
stakeholders on initiatives that expand the diverse pipe-
Our RISE strategy and goals set our global ambitions line of talent for our industry. In 2022, the CEOs of the Product, Operations, and Supply Chain Goals:
for where we want our company to be at the end of the Alliance members shared two additional commitments
decade. We intend to continue to advance inclusion to contribute to the collective impact: 100% of CEO Senior Leadership.2 Double the number of women and
in our workforce using a holistic approach toward rep- staff are to obtain inclusive leadership development underrepresented minorities in senior leadership roles.
resentation, pay equity, and creating an inclusive and training by 2025 and 5%+ employees are to be hired Technical Roles. Exceed 40% representation of women in
accessible culture that enables employees to develop from nontraditional pathways by 2030. We aspire to technical positions.
and progress in their careers across all levels. In 2022, make technology fully inclusive and expand technology
Inclusive Leadership. Ensure that inclusive leadership
we continued to link a portion of our executive and access and digital readiness for millions of people around
practices and accountability are embedded in our culture
employee compensation to diversity and inclusion the world who currently do not have the technology
globally by creating and adopting an inclusive leader
metrics to drive accountability and progress. In 2023 skills or access needed to participate and thrive in our
certification program.
and beyond, we expect to change the way that we digital economy.
reflect our inclusive workforce goals by focusing on Accessibility and Disability Inclusion.3 Advance accessibility
and increase the percentage of employees who self-identify as
having a disability to 10% of our workforce.
1
In 2018, Intel met full representation of its workforce, meaning our workforce reflected the percentage of women and underrepresented
minorities available in the US skilled labor market. Supplier Diversity. Increase global annual spending with
2
I n 2023, we updated this goal language to “Achieve 25% representation of women in senior leadership roles and achieve 12% representation of diverse suppliers by 100% (to $2 billion).
URMs in US senior leadership roles.” (Replaces “Double the number of women and underrepresented minorities in senior leadership roles.”)
3
I n 2023, we updated this goal language to “Achieve 10% representation of employees with a disability in our global
workforce by 2030.”
49 Inclusive 2022-23 Corporate Responsibility Report

Inclusive Workforce
We continue to work toward giving employees a voice 2030 strategy for inclusion, we increased the number We remain steadfast in our efforts to build a diverse
and a sense of belonging to create a level playing field, of women in senior leadership to nearly 1,650 employees workforce that represents our world. We recognize
which in turn will allow Intel to be more innovative, agile, and increased the number of URMs in senior leadership that this will require persistence and a long-term,
and competitive. We believe that an inclusive culture to over 500 employees. sustainable strategy.
that welcomes all perspectives is critical for attracting,
retaining, and progressing top talent, and top talent has
Women at Intel – Global Data1 Undesired Turnover
a direct impact on innovation and our products. Intel
is committed to providing a work environment where Positions 2020 2021 2022 Group Represented 2021 2022
employees from all backgrounds are valued, respected, Board of Directors 30.0% 30.0% 33.0% Global Overall 5.6% 5.6%
challenged, acknowledged, and rewarded so they can Executives 20.7% 20.7% 18.9% Global Women 5.3% 5.1%
achieve their full potential. Senior Leadership 18.8% 18.6% 18.9% US Women 6.0% 5.4%
Senior 21.3% 21.7% 22.6% US URM2 4.9% 4.9%
Through our RISE goals, we are driving to further
advance the representation of women in technical Experienced 30.4% 31.3% 32.0% US Hispanic/Latinx 4.6% 4.6%
positions and women and underrepresented minorities Entry-Level 37.9% 36.5% 36.5% US African American 5.8% 5.9%
(URMs) in leadership positions at Intel by advancing All Global Employees 27.8% 27.7% 28.1% US Native American 2.8% 2.8%
accessibility and embedding inclusive leadership
Technical 25.2% 24.3% 24.7%
practices in our culture and across our business. These figures include all regular Intel employees who voluntarily left
Non-Technical 57.7% 54.4% 55.2% Intel, but do not include contract employees, interns, or employees
Learn more about our strategy on our Diversity
who separated from Intel due to divestiture, retirement, voluntary
and Inclusion website. separation packages, death, job elimination, or redeployment.
Transparency and open sharing of our data enable us to US Workforce Representation Data1
both celebrate progress and identify key areas for action Group 2020 2021 2022
and improvement. In 2022, we continued our focus on
Women 26.3% 25.8% 25.9%
career development and progression for all employees
URMs2 16.3% 16.1% 16.8%
including women and URMs. Technical representation 1
2022 data as of Dec. 31 2022; 2021 data as of Dec. 25, 2021; and 2020
URMs in Senior data as of Dec. 26, 2020. “Executives” refers to salary grades 12+ and
slightly increased across the URM population and 7.6% 7.8% 8.1%
Leadership equivalent grades. “Senior Leadership” refers to salary grades 10+ and
women. Additionally, the representation of Intel US equivalent grades. “Senior” refers to salary grades 8-9 and equivalent
employees who identify as having one or more disabilities URM Women 3.8% 3.8% 4.1% grades. “Experienced” includes salary grades 6 to 7 and equivalent
White 45.8 % 44.1 % 42.6% grades. “Entry-Level” refers to salary grades 2 to 5 and equivalent
increased by approximately 1%, from just below 4% in
grades. “Technical” is based on Intel’s internal job codes and reflects
2021 to almost 5% in 2022. The percentage of employees Asian 37.6 % 36.3 % 36.2% technical job requirements. The definition of “technical” employee
who identify as veterans dropped slightly—from 7.2% in Hispanic/Latinx 10.5% 9.3% 10.9% was revised in 2021 to better align with industry standards. While this
data represents women and men, we acknowledge that this is not
2021 to 7.1% in 2022—but in absolute numbers, veterans African American 5.0% 4.9% 5.1% fully encompassing of all gender identities. See information about our
increased by more than 190. Our global representation self-identify initiatives related to our LGBT+ employees later in this
Native American 0.8% 0.9% 0.8%
of technical women increased from just above 24% in section. 33% of our Board members self-identified as female. “Other”
Pacific Islander 0.4% 0.4% 0.4% includes unknown, declined, not specified.
2021 to nearly 25% in 2022. In alignment with our RISE
Veterans 7.3% 7.2% 7.1%
2
e define URM to include our Hispanic, African American, and Native
W
American employees.
Two or more3 N/A 2.2% 1.9% 3
” Two or more” ethnicity category includes employees who have
Other N/A 1.8% 2.1% checked two or more ethnicities as part of their self-identifiable
data choices.

2030 Goal: Representation in Senior Leadership
Description. Double the number of women and underrepresented minorities (URMs) in senior leadership roles.4
“Senior leadership” refers to salary grades 10+ and equivalent grades.
Baseline. 1,250 (18.4%) women and 380 (7.4%) URMs in senior leadership roles as of April 30, 2020.5
Progress in 2022. During 2022, we surpassed by almost 150 our milestone goal of reaching 1,500 women in senior
leadership roles, ending the year with 1,646 women in senior leadership roles across the globe. The results in 2022
set us up to continue making progress in women in senior leadership. Women senior leadership representation
increased by 0.3%, from 18.6% in 2021 to 18.9% in 2022. Though we saw an increase of our global women senior
leadership representation, we lost progress on our global executive women representation from 20.7% in 2021
to 18.9% in 2022. We made good progress in our representation of US URM senior leaders, which increased by
approximately 0.3%, from 7.8% in 2021 to over 8% in 2022.
Raising the Bar
Looking Ahead. We are slightly behind pace to achieve our 2030 goals for representation in senior leadership. Our
Intel’s ambitious goals are designed to continue to raise commitment to those long-term goals remains unchanged, but the reality of business conditions and the steps we’re
the bar for ourselves and the industry to deliver greater taking to respond also impact our ability to make visible gains in 2023. Our development programs and opportunity
value through corporate responsibility excellence. We disciplines remain in place. This year, we aim to maintain the gains we’ve made to enable us to be prepared to resume
expect to achieve those goals by strengthening our systems, stronger leadership representation progress as we regain business momentum.
processes, and programs to drive diversity, equity, inclusion,
and accessibility throughout our workforce. To the right are
descriptions of two of our workforce inclusion goals and
progress we made in 2022. Read about our other inclusion
goals in “Accessibility and Disability Inclusion” and 2030 Goal: Women in Technical Positions
“Supplier Diversity and Inclusion.”
Description. Exceed 40% representation of women in technical positions.
Baseline. 24.9% of technical roles held by women globally as of April 30, 2020.5
Progress in 2022. At the end of 2022, 24.7% of technical roles were held by women in technical positions, an increase
4
I n 2023, we updated this goal language to “Achieve 25% from 24.3% at the end of 2021.
representation of women in senior leadership roles” and “Achieve
12% representation of URMs in US senior leadership roles.” With a
Looking Ahead. In 2023, we will continue to focus on increasing representation by establishing new education
focus on percentages rather than absolute numbers, the updated and outreach programs in our Greenfield sites, which is a term used for new manufacturing facilities where there
goal language reflects our commitment to industry best practices has not been an Intel site previously. These programs aim to proactively connect the communities where we are
and helps us to continue to advance our workforce representation.
For transparency, we intend to continue to report progress to goals
investing in local schools to opportunities to work at Intel in technical roles. We have also tied corporate-level
using both percentages and absolute numbers. goals to hire 30% women into our technical, salaried early career6 roles to an Annual Performance Bonus for all
5
e selected the April 30 baseline to align with the completion of our
W employees in 2023.
annual performance review process and promotion cycle.
6
We define early career employees as employees salary grades 2-6.

Pay Equity employees to practice it day to day. Offerings include Inclusive Hiring Practices. We have developed a set of
At Intel, we strive for an inclusive and fully engaged work- Inclusion@Intel, an enterprise-wide portal with bite- best practices and training to help mitigate the influence
force that is reflective of the best and brightest talent sized resources, and a thriving Yammer channel with of unconscious bias in the hiring process. These practices
in our industry. Since 2019, we have achieved gender some 46,000 interactions per month. include posting of formal requisitions for the majority
pay equity globally and we continue to maintain race/ of internal positions, using impartial descriptions of
Our Inclusive Leaders program is designed to equip qualifications for open jobs, providing diverse slates
ethnicity pay equity in the US. We maintain pay equity
managers and employees to play leadership roles in of candidates for hiring managers to engage with, and
by closing the gap in average pay between employees of
growing Intel’s inclusive culture and fostering leadership encouraging managers to assemble diverse interview
different genders or race/ethnicity in the same or similar
skills needed to build diverse and inclusive, high- panels to engage with candidates. In 2022, we also
roles after accounting for legitimate business factors
performance teams. The program grew again in 2022, required inclusive hiring training for our hiring managers
that can explain differences, such as location, time at
with over 200 workshops delivered to 4,400 partic- to help standardize our hiring approach and help managers
grade level, and tenure.
ipants globally. The program curriculum spans from role model inclusive hiring practices.
Intel’s legal and human resources teams work with “Inclusive Leaders Foundations” to “Transform the
third-party experts using established statistical modeling Way you Lead Inclusively.” Approximately 92% of
participants state that this offering deepens skills in
techniques to monitor and advance global pay equity.
leading inclusively, and managers demonstrated a
Linking Compensation
Our comprehensive analysis includes base pay, bonuses,
and stock grants. Individual employees who are identi- 13.5% increase in sharing their learnings to better include to Diversity and Inclusion Goals
fied as having a gap through this analysis are to receive people who are different from themselves. By attending
Since 2008, we have linked a portion of our executive
appropriate adjustments. the Inclusive Leaders program, participants were able
and employee compensation to corporate responsibility
to drive a positive impact in their teams (79%), and
metrics, including those related to diversity and inclusion.
practice inclusive leadership skills (87%). A total of 61
Inclusive Culture The 2022 inclusion goals included women representing
additional facilitators were also trained through the
Inclusion is one of Intel’s core values and it is at the heart 30% of technical, salaried early career hires; increasing
Inclusive Leaders Train-the-Trainer initiative, which will
of our culture. We have taken actions to integrate our by another 10% the representation of Black/African
help us scale the program to provide additional offerings.
inclusion expectations into our policies, performance American employees in senior, director, and executive-
We also trained 140 inclusion mentors in 12 countries;
management systems, leadership expectations, annual level roles in our US workforce (to 3.41%); and advancing
employees can reach out to these mentors for specific
bonus metrics, and employee surveys. toward our goal of $2 billion in annual spending with diverse
help or coaching on inclusion topics.
suppliers. We exceeded our 30% hiring goal for women in
The Intel Code of Conduct and Intel Global Human technical global, salaried early career roles, closing the year
Executive inclusion advocates are senior Intel leaders
Rights Principles set out our commitment to nondiscrim- at an over 30% hiring rate. While we fell short of our goal
across the company who are exemplars of inclusion,
ination and to provide a workplace free of harassment. to reach 3.41% representation of Black/African American
actively working to use their influence to build a more
We have redesigned our employee performance senior, director, and executive-level representation, we
inclusive culture at Intel. In 2022, we doubled the
management system and leadership promotions process made progress, ending the year with 3.33% representation.
number of executive inclusion advocates, to 45, with
to focus on results delivered, as well as how those results Lastly, we spent $2.2 billion with diverse-owned suppliers,
representation across our business units and regions.
are achieved through alignment with Intel's values and exceeding our annual milestone and reaching our 2030
As part of our global Career Connections program, we
commitment to inclusion. goal eight years early. For more information, see our 2023
also trained more than 20 inclusion mentors to whom
employees can reach out to receive specific help or Proxy Statement, “Supplier Diversity and Inclusion” later
Our ongoing efforts to create an inclusive culture have
coaching on inclusion topics. in this section, and the Sustainable section of this report.
several aspects. Recognizing that inclusion is a skill,
we continue to invest in tools and training to allow all

Leadership Councils
and Employee Resource Groups
We offer 38 Employee Resource Groups (ERGs) and eight
Intel Employee Resource Groups
Leadership Councils that connected over 33,000 employ- Our ERGs are part of the engine that drives community and inclusion at Intel. The vast variety of these groups
ees in 2022. Some 25% of our employees are members of reflects how Intel tries to include and empower every employee to embrace a sense of belonging.
ERGs, and approximately 11% of our employees are mem-
bers of more than one ERG. Agnostics, Atheists, and Intel Eastern European Intel Nepalese Group
Allies at Intel Balkanika Group
Intel Pakistani Employee Group
Leadership Councils. Our Leadership Councils
American Veterans at Intel Intel Filipino Employee Network
include more than 1,800 Intel leaders who serve as role Intel Parents Network
models of leadership and champions of the company’s Arabs at Intel Community Intel French Speakers Network
Intel Russian-Speaking
ERG members and initiatives, helping to guide and mentor Asian Cultural Integration Intel Pride (recently renamed from Employee Group
ERG members. Their mission is to promote the progres- Intel Gay, Lesbian, Bisexual, or
Baha’i Intel Network Intel Sikh Employee Group
sion and growth of diverse employees and foster an Transgender Employees)
inclusive culture where all employees can thrive profes- Employees X-Site Together Intel Taiwan Network
Intel Hindu Network
sionally. The Intel Black Leadership Council, Intel Disability Embracing Diversity Community
Intel Vietnamese Group
Leadership Council, Intel Latinx Leadership Council, Intel Intel Armenian Society
Intel India Employee Group
Native American and Pacific Islander Leadership Council, India Veterans at Intel
Intel Iranian Employee Group
Intel Network of Executive Women, Intel Veteran Leadership Intel Bangladesh Association
Network of Intel African Ancestry
Council, Out and Ally Leadership Council, and Senior Intel Jewish Community
Intel Bible-Based Christian Network
NextGen Professionals Network
Women’s Community host sponsorship programs to help Intel Korean Community
Intel Chinese Employee Network
support and advance leaders within their respective Pacific Islanders of Intel
Intel Latinx Network
communities, while driving business results. Leadership Intel Disability and Accessibility
Partners for Inclusion and Equity
Councils’ members are usually at the director or principal Network Intel Muslim Employee Group
Turkish Employee Network at Intel
engineer level or above. A sponsor at the executive or Intel Doctorates Leadership Forum Intel Native American Network
senior vice-president level supports each council. Women at Intel Network
ERGs. Intel‘s ERGs are organized around race, national

origin, gender identity, parenthood, diverse abilities,
education, faith and beliefs, and other common affinities. Intel received the AISES. Top Workplace for Indigenous STEM Professionals
We encourage employees to participate in ERGs beyond HITEC. 50 most influential technology leaders in Spain, Portugal,
their personal affinities to build relationships with a wider following awards Latin America, and Brazil
community and exchange learnings; allies are welcomed and related to our HITEC. 100 Most Influential Hispanics in the Technology Industry
encouraged. ERGs can serve as powerful networks, offering
opportunities for personal and professional development, ERGs in 2022: Religious Freedom & Business Foundation. Corporate Religious Equity,
access to mentors, and volunteer activities that facilitate Diversity and Inclusion (REDI) Index. Ranked #2 Most Religious/Belief
teamwork and build camaraderie. Getting involved with an Inclusive Company
ERG has many benefits to the individual employee—devel- Human Rights Campaign. Corporate Equality Index – 100%
oping a network, gaining leadership skills, learning about oth-
DisabilityIN. Disability Equality Index – 100%
er business groups at Intel, and growing skills and leadership
experience that may not be available in their primary role.

These experiences can lead employees to more op- 76% of employees engaged in ERGs reported that the an increase in favorable responses year over year.
portunities within their current roles, as well as helping groups help them develop at Intel through networking, For the second consecutive year, we deployed our
them progress, grow, and expand their careers in new career development, mentorship, or sponsorship. In Employee Inclusion Survey, which helps us gain a
ways. Employees who volunteer with ERGs develop addition, 65% reported that ERGs provide a sense of deeper understanding of how different employee
new skills and experiences they can apply to business community or support that helps them stay at Intel. populations experience inclusion at Intel, identify
projects, use to role model inclusion and culture, and opportunities for improvement, and better understand
help us reach our RISE goals. Employee Surveys. Through our regular Employee root causes of any systemic issues and how to address
Experience Surveys, employees can voice their per- them. Employees from 52 countries were invited to
Employees who are a member of at least one ERG ceptions of the company and their work experience, participate and over 78,000 responded. We shared
or Leadership Council see a progression rate of 5.3% including their views on our diversity and inclusion results with employees and enabled them to ask ques-
higher than employees who are not members and a performance and culture. In 2022, 93% of responding tions about actions. The table below shows the percent
retention rate of 1% higher. Our ERG events had an employees reported, “I am treated with dignity and favorable (“Strongly Agree” or “Agree” with the state-
average satisfaction score of 94% across 1,102 events respect at work” and “Intel creates and environment ment) as scored by different demographic groups.
in 2022. In our 2022 Employee Inclusion Survey, where people of diverse backgrounds can succeed,”
Employee Inclusion Survey Results (Shown percentage of favorable response)
Global Employees US Employees

Native Black or
Non- American Hawaiian Black or African
Apparent Visible Hispanic Indian or or Pacific African American
Question All Men Women Disability Disability LGBT+ All URM or Latinx Alaska Native Islander American Women
Average experience (across
84% 87% 85% 74% 82% 73% 85% 79% 81% 77% 76% 74% 69%
9 inclusion questions)
There are visible role models
81% 84% 80% 65% 74% 56% 77% 70% 73% 66% 70% 60% 49%
like me at Intel
I can be open about who
I am and still be successful 85% 88% 86% 72% 84% 68% 82% 80% 83% 79% 78% 75% 68%
at Intel
My manager values diverse
talents, beliefs, backgrounds, 91% 92% 91% 86% 87% 85% 89% 88% 88% 87% 87% 84% 88%
and experiences
There is fairness in the
76% 79% 77% 66% 78% 70% 70% 69% 74% 65% 63% 62% 53%
Insights/Rewards process
ERGs help me develop at
Intel, through networking,
76% 77% 82% 74% 79% 68% 77% 80% 81% 64% 76% 80% 80%
career development,
mentorship, or sponsorship
ERGs’ sense of community
or support helps me stay 65% 67% 70% 63% 74% 61% 65% 69% 68% 64% 62% 72% 71%
at Intel

Despite these high-level results, the wide range of certain education and experience profile. The programs
experiences reported by different demographic groups allowed employees from other sectors to start a signifi-
indicates that we can continue to improve the inclusivity cant career in the high-tech industry. Twenty-six
of our culture. We saw year-over-year improvement across students also received scholarships as part of an Intel
all questions for women at a global level, with a 5-point Israel scholarship campaign focused on female and
improvement in perception of fairness in hiring and in- Arabic diversity.
sights/rewards (performance management) and 3-point
improvement in visible role models. Additionally, we saw We also developed an advanced manufacturing
a year-over-year improvement in visible roles models technician maintenance program in collaboration with
reported by Black women (plus 9 points) and LGBT+ Fasttrack to IT, an educational body in Ireland. The
(plus 4 points) compared to 2021. This data will help program includes a focus on women who have interest
guide our continued efforts in driving an inclusive culture. in hands-on problem solving and equipment trouble-
shooting used in manufacturing processes. Following
completion of the program, the graduates are expected
Hiring, Retention, and Progression
to meet Intel’s hiring standards. Thirteen students who
We have developed a set of programs and initiatives
completed a 12-week work placement at Intel were
intended to support inclusive hiring, retention, and pro-
offered and accepted permanent technician jobs. A addition to supporting employees before they consider
gression. Diversity and inclusion start from the moment
second program started in November 2022. leaving Intel, the Warmline provides a robust data set
we identify candidates and try to fill roles with the best
available talent. Inclusive hiring practices include, in part, to help us identify patterns, locate problem areas, and
In the US, we expanded Intel’s Relaunch Your Career
providing a pool of diverse candidates. We have invested address issues proactively and systemically. Some 84%
pilot to an enterprise program focused on assisting
in programs that help us to reach underrepresented of employees who used the Warmline service in 2022
people who have taken a career break of more than one
candidates and give them equal opportunities to have stayed at Intel and 94% would recommend the
year to re-enter the workforce. In 2022, Intel hired 80
compete for jobs. service to others. In 2022, we also continued the
contractors for 16-20 weeks; 87% were converted to full-
integration of our Executive Warmline to better serve
time Intel employees, and about 88% of those identified
Through the Intel Scholars Program, we engage executives with internal transition and navigational
as women in technical roles and/or URMs in the US.
with internal business units, Intel leaders, and eight support. Of the executives who used the Executive
external organizations to support underrepresented We have received multiple recognitions for our efforts Warmline since its launch in 2021, 82% have stayed
students pursuing degrees in STEM fields. The to promote diversity and inclusion. In India, for exam- at Intel.
program includes financial scholarships, exposure ple, Intel received six DivHersity awards in 2022 from
to Intel jobs, mentors, networking, research insights, In 2022, as planned, we expanded Talent Keepers, a
JobsForHer, one of India’s largest career platforms for
and training opportunities. program aimed at engaging mid-level Black and African
women. The awards recognized Intel’s exceptional work
American employees in the US and Costa Rica more
to accelerate female participation and performance in
In Israel, where there is intense competition for talent directly with their managers in career development and
the workforce. Other 2022 recognitions included awards
and a shortage of electrical and software engineers, progression discussions and initiatives. A total of 320
in Vietnam and China for our commitment to promoting
we developed creative solutions to break paradigms pairs of employees and managers have completed the
workplace diversity and inclusion.
in the recruitment process. An upskilling program for program since launch, with participants showing better
training ultra-Orthodox women and a reskilling program Our confidential retention Warmline service provides promotion (+7%) and retention (+1.5%) rates than their
for verification engineers enabled the hiring of almost employees with guidance through challenges in areas counterparts. Managers who completed the program also
60% women employees and the expansion of managers’ such as career progression, belonging/integration, job showed a 6% improvement in their ability to prevent race/
perceptions to help recruit people who do not have a skills alignment, and employee-manager connection. In gender bias from playing out in management practices.

LGBT+ Inclusion
We plan to continue to advance the culture of LGBT+ inclusion In our 2022 Employee Inclusion Survey, LGBT+ employees reported favorable results in some areas, but also indicated
and belonging globally at Intel, with innovative ways to grow opportunities for further growth, such as continued improvement in LGBT+ visible role models. On average, about
visibility of both company and leadership support. In 2022, we 56% of the LGBT+ community indicated they have visible role models at Intel and 56% of employees identifying as
introduced Included Health, a comprehensive care navigation LGBT+/non-cisgender know fewer than five other people within the community. LGBT+ employees who are engaged
platform for the US LGBT+ community aimed at connecting in the Intel Pride ERG are more likely to be out at work, and 66% shared that being part of Intel Pride had positive impact
members with affirming care. Our LGBT+ ERG changed its on their progression.
name to Intel Pride to be more inclusive of all community
identities and allies. We also updated our global ally badges
with black and brown stripes to support our inclusive work-
force and align with pride flags that are flown externally at
many Intel campuses during Pride Month every year. In 2022,
Poland was added to the list of countries that proudly fly the
pride flag. Intel Pride members were thrilled to “be back” and
participate in pride parades around the globe. They increased
engagement by inviting members of the Intel Out and Ally
Leadership Council (OALC), executives, families, and allies to
participate and demonstrate support. To celebrate National
Coming Out Day in 2022, Intel Pride launched the #OutatIntel
Campaign, providing an opportunity for LGBT+ employees
and allies to share their coming out and self-discovery stories.
Together Intel Pride and OALC promoted visibility and focus

on progression of LGBT+ employees and expansion of allyship
through education, mentoring, and advocacy. In 2022, OALC
launched a speaker series that provided a forum for LGBT+
senior leaders to present on topics of their choice. In 2022,
the speaker series reached about 500 employees.
Since 2002, the Human Rights Campaign (HRC) has listed

Intel on its Corporate Equality Index (CEI), awarding Intel
the top score of 100 in 18 of those years. The CEI recognizes
employers that take steps to support greater equality for
LGBT+ workers and their families in the form of policies,
benefits, and practices. Intel Guadalajara also earned 100
points and received HRC Equidae MX Certification, awarded to
companies in Mexico committed to providing LGBT+ inclusion.

Accessibility and Disability Inclusion
We strive to become a global employer of choice for
people with disabilities and those caring for family
members with disabilities. According to the World
Health Organization, 16% of the world’s population 2030 Goal: Accessibility
(over 1.3 billion people) experience a significant
disability, and it is estimated that 70% of disabilities
and Disability Inclusion
are non-apparent.7 Description. Advance accessibility and increase the
percentage of employees who self-identify as having
The Intel Corporate Accessibility Policy outlines our
a disabilityz to 10% of our workforce by 2030.8
commitment to creating a culture of accessibility and
broader impact through our technology. Learn more Baseline. 1.4% of Intel’s US workforce self-identified
about accessibility, innovation, and product develop- as having a disability as of December 2020.
ment at Intel in the “Accessibility Innovation” section Progress in 2022. 4.9% of Intel’s US workforce
of the report. We work to advance accessibility via a self-identified as having a disability as of December
three-pillar strategy focused on our workplace, products, 2022, up from 3.8% in December 2021, a year-over-
and industry. We focus on advancing accessible design year increase of 1.1%.
and innovative technology solutions, physical and digital
Looking Ahead. In 2023, we are continuing to
accessibility in the workplace, integration of accessibility
assess systems, processes, and resources to
best practices in our culture, use of accessible hiring
prioritize a multi-year execution plan, with expansive
and employee practices, and external engagement
programming tied to the entire talent life cycle.
and collaboration. The Intel Disability and Accessibility
Network (IDAN) has a presence at 12 of our sites world- 8
I n 2023, we updated the goal language to “Achieve 10%
wide and is supported by the Intel Disability Leadership representation of employees with a disability in our global
workforce by 2030.”
Council (IDLC). These groups advocate for and work
to advance and retain our disability community, while
amplifying awareness both internally and externally.
The team has also advanced a plan to help support
employees who are caring for a family member.
In 2022, for the sixth year in a row, Intel received

100% on the Disability Equality Index (DEI), and was
named one of the Best Places to Work for People with
Disabilities. The DEI, a joint initiative of Disability:IN and
the American Association of People with Disabilities, is
a comprehensive benchmarking tool that provides an
objective score and roadmap on disability inclusion
policies and practices.
7
World Health Organization and Invisible Disabilities Association.

Social Equity
Intel is working to build a culture of inclusion for all level change. We believe that mitigating bias in systems
employees, and we believe we have shared responsibility to foster an inclusive culture is a business imperative and
to combat the structural inequalities impacting our key to our long-term success, making Intel and each of
Collective Impact to Advance
employees and communities. We further believe that our employees stronger. Equity and Access in Technology
accelerating equity is critical to successfully creating
In 2020, the effects of the pandemic caused
a culture of inclusion and belonging. At Intel, social Advancing Social Equity in Global
unprecedented societal, economic, business, and
equity is an extension of our Global Human Rights Communities through STEM and Technology
technology challenges. Increasing issues of global
Principles, and it means creating a world in which all The Intel Black Leadership Council (IBLC) and Network inequality, the global race reckoning, issues of equitable
people, regardless of their identity or background, have of Intel African Ancestry (NIA) ERGs support goals access to technology, the widening skills and location
equal voice, representation, and access to opportunities. through strategic mentorship and sponsorship initiatives gap for underrepresented talent, and the persistent
for employees, and work to catalyze change in our global barriers some groups face to access traditional pathways
Globally, issues of social justice, human rights, and
communities by driving improvements and access to to technology will continue to challenge our business
equity continue to arise and are critical for business.
STEM and technology for youth. At Intel VISION 2022, growth aspirations, communities, and society. Amid
As corporations have an increased expectation to
IBLC collaborated with Autodesk and Monster Notebook these challenges, many companies doubled down on
respond and demonstrate meaningful action in these
to support the Hidden Genius Project, a national improving diversity, equity, and inclusion within their
spaces, the need for social equity at Intel continues.
nonprofit organization based in Oakland, California, organizations. This was the impetus for the Alliance for
Our approach to social equity supports our business
that trains and mentors Black male youth in technol- Global Inclusion—a one-of-a-kind coalition founded by
growth and talent goals, and focuses on root causes,
ogy creation, entrepreneurship, and leadership skills. Intel and industry peers with a commitment to help
leveraging data to address systemic inequalities and
Through this collaboration, Intel technology and AI build an equitable and just tomorrow.
drive equitable change inside Intel, in our communities,
for Youth training were scaled to a national cohort of
and across broader society. The coalition combines the strengths and resources
community-based organizations, school districts, and
of member global organizations in an effort to bring
individuals, effectively reaching more than 10,000
Social Equity Inside Intel inclusivity and full equity to the workplace. To create
students across the country.
Our support for social equity starts inside the company. societal impact, the Alliance CEOs acknowledged the
In 2020, we established milestone representation NIA Costa Rica, the only chapter of this ERG outside need to expand the pathways and access to STEM
goals to help accelerate US representation of African of the US, mobilizes impact to advance social equity training and careers. This is where economic opportunity,
American employees at senior, director, and executive beyond the US. In December 2022, NIA Costa Rica was market opportunity, and moral opportunity can meet, to
levels by 30% by the end of 2023. Setting interim recognized with a national award for its Skills for Life enable the full participation of all. Our collective society
milestones helps create sustained focus as we further program, which provides access to technology training goal is to increase more inclusive pathways to STEM
integrate equity into our systems and practices to close in Costa Rica’s Limon Province, one of the lowest income careers for under-represented groups by removing
gaps in African American and other inclusive leadership regions in the country. The province is home to a large barriers to ensure equitable opportunities for all. By
representation goals. Since 2020, we have achieved population of Afro-descendent and indigenous people, 2030, our collective commitment is to hire 5%+ from
a 20% increase in representation. In 2022, year-end groups that have been largely underrepresented in higher non-traditional, more inclusive pathways like HBCUs,
progress fell just short of the 10% milestone goal. As education. The STEM training program consists of up other minority-serving institutions, and reskilling pro-
we continue to analyze patterns and trends in our 2022 to 16 months of capacity building, English as a second grams further increase diverse representation in tech.
Employee Inclusion Survey (EIS), we see opportunities language, and internship placement to prepare students For more about the Alliance, See “Building a Diverse
for further work. In 2023 and beyond, we seek to drive for future employment at high-tech companies. Since Technology Industry.”
sustainable, long-term change by improving equitable 2021, the program has positively impacted approximately
outcomes and increasing manager accountability and 160 young people, 65% of whom are underrepresented
acumen through training, development, and systems- minorities and 43% of whom are women.

Building a Diverse Technology Industry
We will continue to support the development of a Investing in Diverse-Owned Start-Ups what advice they would offer to women starting their
more diverse technology industry through investments, Intel Capital, our venture capital organization, has careers. People from all over the world responded
collaborative initiatives, and research projects. We are continued its commitment to invest in technology and shared their advice on social media. AI algorithms
also working to inspire more girls and women and companies led by women and underrepresented sifted through the responses to turn it into key pieces
underrepresented minorities to pursue and succeed minorities, entrepreneurs living with disabilities, US- of actionable advice. The campaign, led by Intel execu-
in technology careers through education initiatives, based entrepreneurs from the LGBT+ community, and tive managers and female engineers, gained more than
financial assistance, and internship opportunities. US military veterans. In 2022, approximately 20% of 10 million exposures worldwide.
Intel Capital's venture stage dollars committed were in
Alliance for Global Inclusion and Inclusion Index start-ups led by diverse leaders. In August 2020, Intel Supporting Black Women in Computer Science
As part of our RISE goals, we are working to drive Capital announced a commitment to double its invest- Through a $1,064,500 funding gift from the Reboot
full inclusion and accessibility across the technology ments in Black founders over the next five years. At the Representation Tech Coalition, including a $160,000
industry by collaborating with others to create an inclu- end of 2022, approximately 6% of our venture dollars addition from the Intel Foundation, the Computer and
sion index with common metrics and collaborative committed were in companies led by Black founders. Information Sciences Department at Spelman College
actions to advance progress. In 2020, we hosted a will implement the Computer Science Challenge, a
series of visioning conversations with representatives Creating Pathways to the Technology Industry multi-faceted program that provides financial support
of nearly 20 chief diversity and inclusion officer teams We invested over $5 million over the past five years in to scholars. “At a time where Black women comprise
across our industry and adjacent ones. The result was historically Black colleges and universities (HBCUs) less than 3 percent of the technology workforce, we
the launch in 2021 of the Alliance for Global Inclusion, to support student research and retention programs recognize the unique role HBCUs like Spelman
a coalition focused on creating a shared set of diversity in preparation for semiconductor careers. We have College play in shaping, supporting, and encouraging
and inclusion metrics. collaborated with top HBCU engineering and computer Black technology graduates for life beyond college,”
science programs at Florida A&M, North Carolina A&T, said Dwana Franklin-Davis, Chief Executive Officer,
Since its launch, the Alliance has tripled in size, from Reboot Representation. “This is our largest grant yet,
Morgan State, Tuskegee, Prairie View A&M, and Howard
five to 15 members, and has made meaningful progress and we are excited to work with the Spelman team
to create advanced research opportunities for students
on creating an Inclusion Index to serve as a benchmark on investing in Black women’s success, nurturing
and faculty in AI, the Internet of Things, and hardware/
for companies to track diversity and inclusion improve- community participation, and broadening access to
software development. Since 1981, Intel has collaborated
ments, provide information on current best practices, computing education.”
with the National GEM Consortium to advance the next
and highlight opportunities to improve outcomes across
generation of STEM professionals. In the last five years,
industries. The Alliance also created teams to drive
Intel has given nearly $4 million to support the GEM
metrics in four critical areas: leadership representation,
Fellowship Program, which aims to increase partici-
inclusive language, inclusive product development,
pation of underrepresented groups in graduate STEM
and STEM readiness in under-resourced communities.
degrees. Going forward, we plan to expand our student
In September 2022, Alliance CEOs met with chief
engagement through hackathons, summer design
people officers and chief diversity and inclusion officers
externships, mentor programs, and other activities
to review and celebrate accomplishments. They also
connecting students with our employees.
shared two additional commitments to contribute to
collective impact: have 100% of CEO staff obtain
Inclusive Leadership Development by 2025 and hire Crowdsourced Career Advice for Women
5%+ employees from nontraditional pathways by 2030. As part of International Women’s Month in 2022, Intel
To support and accelerate our collective impact, we collaborated with the Society of Women Engineers and
added to the traditional diversity, equity and inclusion the Athena Alliance on the #AIforWomen initiative.
maturity model a fifth stage for collective impact. AIforWomen polled career professionals, asking

Supplier Diversity and Inclusion
For nearly a decade, Intel has been committed to and management processes, and in our EPIC award, sectors best practices on how to set up or expand
diversity and inclusion beyond its workforce to which recognizes suppliers that exemplify Intel’s supplier diversity programs and processes. See the
our suppliers globally. We believe a diverse supply standard of excellence. We work to apply these Quick Start Guide.
chain supports greater innovation and value for our expectations and requirements to first-tier1 suppliers,
business while helping to enable Intel’s vision to and we also expect our non-diverse suppliers to report Learn more about Intel’s efforts to create opportunities
create world-changing technology to improve the their own spending with diverse-owned suppliers for diverse-owned businesses around the world to thrive.
life of every person on the planet. and subcontractors.
In 2022, we reached our 2030 RISE goal to increase

annual spending to $2 billion globally. We also achieved
Collaborating to Drive Change Globally 2030 Goal: Supplier Diversity
two 2023 milestone goals focused on spending with
Over the past decade, we have partnered with other and Inclusion
companies, NGOs, and governments to create oppor-
minority-owned suppliers globally and US Black-owned
tunities for diverse suppliers, including hosting supplier Description. Increase global annual spending with
suppliers, and are on track to reach a 2025 milestone
workshops and collaborating on country-level certification diverse suppliers2 by 100% to $2 billion.
focused on women-owned suppliers outside the US.
standards. This work has included close collaboration
Baseline. $1 billion in annual spending with diverse
While we are proud of this achievement, we are not done with NGOs and certifying bodies, such as the Women‘s
suppliers as of January 1, 2020.
yet. We remain committed to staying on track with a Business Enterprise National Council (WBENC),
WeConnect International, and many others around the Progress in 2022. In 2022, we achieved $2.2 billion
solid diverse and inclusive supply chain focus through
globe. In 2022, as in previous years, Intel was recognized annual spending with diverse suppliers. In addition,
2030 and beyond.
as a leader in supply chain diversity and inclusion by we met two milestones we had set for 2023: spend
Inclusion of diverse-owned suppliers is built into several organizations, including WeConnect International, $800 million annually with minority-owned suppliers
our operations and outlined in our Supplier Diversity National LGBT Chamber of Commerce, National Business globally, including $250 million with US Black-owned
Policy. We have integrated requirements for including Inclusion Consortium, and MSD China. In addition, we suppliers, and we are on track to meet a third milestone
diverse suppliers into our supplier bidding, selection, continued to share with companies across industry to spend $500 million annually with women-owned
suppliers outside the US by the end of 2025.3
Looking Ahead. In 2023, we intend to continue to

focus on maintaining our success and collaborating
Intel’s Supplier Diversity with suppliers and industry organizations to improve
and Inclusion program
awareness, training, and opportunities for supplier
in 26 countries and
regions works with NGOs diversity and inclusion.
to identify and certify
potential suppliers.
1
“First-tier suppliers” are companies from which Intel makes
direct purchases.
2
e recognize certified diverse suppliers as businesses that are at
W
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
service-disabled veterans; persons who are lesbian, gay, bisexual, or
transgender; or persons with disabilities. While Intel recognizes these
categories, they may vary in accordance with local law.
3
Correction to progress in 2022 updated on May 17, 2023.

Making Technology Fully Inclusive and Expanding Digital Readiness
We are continuing our efforts to achieve our RISE We have a goal to have all Intel user experience teams lacks the required skills to fill these jobs. According
global challenge to advance inclusion and accessibility practicing inclusive design and research by 2030. To to Accenture,2 closing the digital skills gap could add
for millions of people who do not have the technology track our progress toward that goal, we established up to $11.5 trillion in GDP in 14 G20 countries by 2028.
skills or resources needed to access educational, an annual survey. In 2022, the results of the survey
economic, and community resources in our digital established a baseline of 21% adoption rate of inclu- Intel will continue its efforts to expand digital
economy. In 2022, we scaled several programs and sive practices among user experience designers and readiness by collaborating with 30 governments and
collaborations with customers, governments, and other researchers at Intel. Also in 2022, the Inclusive Design 30,000 institutions worldwide to empower more than
stakeholders in the areas of accessibility innovation, Operations Program launched a pilot to make it easier to 30 million people with AI skills for current and future
inclusive design and online learning, digital skills and recruit people with disabilities for user research. As part jobs by 2030. At year-end 2022, Intel had worked with
readiness, and technology applications to advance of this pilot, user experience teams had over 100 more 27 governments with more than 50 public-private
social equity and human rights. engagements with people who use assistive technology, collaborations, enabled 23,000 institutions, and trained
to improve designs in multiple business units. more than 4 million people.
Accessibility Innovation Addressing the AI-related technical skills gap has
In 2022, we launched an Intel-wide Accessibility
Accessible technology can enable people to acquire become a critical industry and policy focus as jobs
Innovation Campaign to crowdsource accessible and
education, have a career, use government services, make across all sectors increasingly adopt AI. To address this,
assistive technology ideas from employees. The cam-
purchases, pursue hobbies, and much more. Access Intel has rolled out Intel® Digital Readiness Programs
paign aims to drive a sustained culture of embracing
to information and communications technologies is globally in collaboration with government, academia, civil
technology and inclusive design practices to eliminate
defined as a basic human right in the United Nations society, and industry stakeholders. This shared value and
barriers, foster innovation, and empower all people to
Convention on the Rights of Persons with Disabilities. shared responsibility initiative aims to demystify and
reach their full potential. Employees around the globe
submitted nearly 170 ideas. Winning ideas included democratize technology superpowers like AI for broad,
We aim to improve accessibility experiences each
using AI-based software to support personalized diverse, and non-technical audiences—regardless of
year on new key client computing platforms with aug-
audio experiences, enhancements to screen reader location, gender, and ethnicity. Below are summaries of
mented features, capabilities, collaborations, or services
technologies, and new software tools to enhance some of our initiatives aimed at building a technology
designed together with people with disabilities. In 2022,
accessible communication practices. industry that is fully inclusive.
we launched the 13th Gen Intel® Core™ processor family,
which includes new features that enhance PC-to-device
connectivity for one-click device pairing and easier file Technology Skills for Today and Tomorrow
sharing, up to 20% less audio power consumption We are witnessing increased digitalization of everything. Digital Training for Refugees
compared to standard Bluetooth on select models, According to the World Bank, the digital economy is
More than 7 million refugees have crossed the
and faster speeds than Bluetooth.1 We expect that contributing to more than 15% of world gross domestic
border into Poland since the outbreak of the war
these features will include direct compatibility between product (GDP), growing 2.5 times faster than the physical
in Ukraine. To help address the urgent learning
Bluetooth hearing aids and PCs in 2023. Our work has GDP. Digital readiness for all people, focused on
needs of this population, Intel provided over 1,300
resulted in new assistive technologies that use indoor emerging technologies like AI, is becoming more critical
new computers to 150 schools and formed a
navigation, assistive speech, 3-D printing, and AI-driven for countries, industries, and their citizens to remain
collaboration with a nonprofit organization to
machine translation technology to enable face-to-face competitive. The concept of digital readiness encom-
design courses on cross-cultural dialogue,
conversations between people who communicate passes digital skills, trust, and responsible usage of
digital inclusion, and Polish as a foreign
through American Sign Language and those who emerging technologies for broader socio-economic
language. Over 60,000 students and 5,000
speak English. benefits. Globally, there is a gap emerging between
teachers are benefiting from the initiative.
new jobs that require digital skills and a workforce that
1
13th Gen Intel Core Mobile Processor Brief.
2
It’s Learning. Just Not As We Know It.

100 million for semiconductor education and research. Intel and other tech companies and businesses. In March trusted public-private collaborations with government
To address immediate semiconductor manufacturing 2022, Intel also announced a new semiconductor ministries responsible for education, workforce readiness,
technical challenges and workforce shortages, in March manufacturing Quick Start program with Maricopa and digital transformation from geographies such as
2022, we announced a $100 million investment over Community Colleges in Arizona. Quick Start is an Saudi Arabia, Japan, Taiwan, South Korea, Singapore,
the next decade to establish semiconductor manufac- accelerated two-week program that prepares students Israel, India, South Africa, Thailand, and Malaysia.
turing and research collaborations with universities, for a rewarding career as a semiconductor technician Ministries of Education in countries like Moldova, Albania,
community colleges, and technical educators across the with hands-on learning from industry-experienced Intel Bangladesh, and Costa Rica have adopted AI for Youth,
US. We intend to invest $50 million directly into higher employees as instructors. scaling the curriculum nationally through schools. The
education institutions in Ohio, where we are building two Prime Minister of India also announced a public com-
leading-edge chip factories. An additional $50 million Building AI skills worldwide. Intel’s focus on responsible mitment to train 10 million citizens via the AI for Citizens
from Intel will be matched by $50 million from the US AI highlights our commitment to address the AI skills program with Intel. In China, we scaled a digital readiness
National Science Foundation (NSF) in national funding gap around the world. UNESCO highlighted Intel in its program across all 34 provinces with leading academic
opportunities. NSF will release a solicitation for proposals new K-12 AI curricula standards. Smart Africa signed stakeholders like Tsinghua University and East China
from researchers and educators across the nation to a memorandum of understanding for Africa-wide AI Normal University, and in South Korea, we worked with
develop curriculum to improve STEM education at two- skills and government leader capacity building, and the Samsung to provide AI skills training at 10 leading
year colleges and four-year universities, inclusive of Commonwealth of Nations engaged Intel for educating vocational institutes.
minority-serving institutions, and novel research to government leaders on emerging technologies. We also
advance semiconductor design and manufacturing. built innovative collaborations with global workforce read- Advancing opportunities in India. Tech-enabled and
iness organizations like the United Nations Development solar-powered smart classrooms have the potential to
Community college path to employment. Intel and the Program (UNDP), the Khan Academy, and Junior Achieve- modernize education and enhance the quality of class-
Maricopa County Community College District collaborated ment Europe, and shared our program resources and room learning for students in government schools. An
to launch the first Intel-designed AI associate degree knowledge for impact. As an example, iDEA UK created a Intel India project enabled access to smart classrooms
program in 2020. Since then, we have expanded that certificate program based on Intel’s AI for Youth program, to over 7,000 students between grade 3 and 8 at 40
program, now reaching 83 community colleges across benefiting more than 150,000 students. government schools in Karnataka and Telangana (15
37 states. Through collaboration with Dell and the schools). In addition, over 400 teachers were trained
American Association of Community Colleges, we In 2022, we rolled out the second edition of the Intel® AI how to best use the smart classrooms to enhance STEM
expect to further scale the program. Students from Global Impact Festival to celebrate AI innovations with learning in a holistic learning environment.
these programs are already gaining employment at students around the world. The virtual event attracted
more than 41,000 next-generation technologists from A project in rural Bangalore improved education for
80 countries. Participants from 25 countries submitted children in local government schools while helping build
more than 100 winning projects showcasing innovative sustainable livelihoods for marginalized women from
ways to solve various social problems using AI. The underserved communities. Some 80 women received
human impact of the program was highlighted through training in English language proficiency, pedagogy,
stories such as: “From prodigy to professor,” “Microbial curriculum mastery, and personal and professional
pest crop protection,” “Predicting depression,” “Turning leadership to better prepare them to serve as community
learners into leaders,” and “Learning never stops.” teachers in rural government schools. An external impact
assessment survey of the women in the project showed
Intel and the Polish government launched an agriculture- that nearly 70% of the respondents were unemployed
focused AI for Future Workforce program for more than prior to the project and 83% of the respondents who
50 vocational schools. The goal is to help transform the were employed after the project had an average increase
agriculture-driven economy. We also continue to build in income by 176%.

Intel® Future Skills. Using design-thinking methodology school programs. The projects include “Game of Chance,”
and hands-on learning experiences, the Intel Future Skills which visualizes probability, and “Making Waves,” focused
program aims to give students the framework needed on visualizing waves with constructive and destructive
for a lifetime of problem solving and discovery through wave interference to explore a principle that quantum
science, technology, engineering, arts, and math computers employ.
(STEAM) learning. The program’s learning platform
is made up of more than 60+ hours of content, which Global Women in Science (WiSci) STEAM Camps.
challenges students and encourages them to think In collaboration with the United Nations Foundation
differently, fail fast, and develop a growth mindset. Girl Up Initiative and the US Department of State’s
The model combines technical learning with social Office of Global Partnerships, the Intel Foundation
emotional learning to enable students to recognize and the Women in Science (WiSci) program, a unique global
understand the people they are creating for by building effort to bridge the gender gap in STEM fields through
essential empathy and creative problem-solving skills. access to education, mentoring, and leadership training.
We provide this content online at no cost. In addition, In 2022, virtual WiSci Future Skills camps in Southeast
Intel Employee Service Corps (IESC) skill-based Asia and Central America brought together 100 partici-
volunteers continue to dedicate their time facilitating pants from Costa Rica, Indonesia, Malaysia, Panama, Million Girls Moonshot
virtual Intel Future Skills camps and in-person class- and the Philippines. Ileana Valdez’s amazing story is a
powerful example of the lifelong impact that WiSci has Since 2017, the Intel Foundation has invested
room experiences for under-resourced youth. In 2022,
on hundreds of girls. Many previous WiSci participants $4.65 million in grants supporting meaningful
in collaboration with the Winter Paralympic Games, Intel
have gone on to pursue STEM fields in college and STEM experiences for middle school girls and
sponsored three fully accessible sports-themed STEAM
launched successful careers. their families. Building on proven results of those
camps for more than 200 middle school students with
investments and the Intel® She Will Connect
and without disabilities from 100 locations across the
Developing an Inclusive Talent Pipeline. In 2022, Intel initiative, the Intel Foundation is collaborating with
US and Puerto Rico.
collaborated with the Knowledge Is Power Program other foundations and companies on the Million
National Q-12 Education Partnership. To support (KIPP) to help give students in grades K-8 a strong Girls Moonshot (MGM). MGM aims to reach and
the quantum industries of the future, the White House foundation in science. Today, nearly every KIPP school collectively engage 1 million more girls through
Office of Science and Technology Policy and the uses Amplify Science, a robust, hands-on curriculum innovative, high-quality STEM/STEAM capacity
National Science Foundation are spearheading the that invites students to investigate phenomena with across the 50 US states. In year two of the program
National Q-12 Education Partnership between the the purpose of solving authentic problems. KIPP intends (April 2021–August 2022), MGM engaged over
federal government, industry, professional societies, to apply Amplify project learnings for future revisions 250 Intel volunteers, who provided 2,800 hours of
and the education community. The goal is to foster and instructional materials creation. Across the KIPP service—reaching 65,000 after-school and summer
training opportunities to increase the capabilities, network, 15 regions participated in over 20 hours of programs and engaging approximately 1.4 million
diversity, and number of students who are prepared teacher trainings and workshops, resulting in some 90% girls. Since the launch of the movement in 2020,
to engage in the quantum workforce. As a member of participating students agreeing with the statement, MGM has collectively reached more than 75,000
of the partnership, Intel produced the “Adventures “What I am learning in science will be useful later in my after-school and summer programs that educate
in Computing” video series to introduce STEM learners life.” This result gives KIPP confidence that this inten- 3 million youth, including 1.5 million girls. Of those,
to the field of quantum computing through entertaining tional focus will encourage more students choose about 80,000 girls are in programs that are inten-
interviews with Intel women engineers and scientists. STEM careers after high school. sively engaged with MGM in some way, and are
In 2022, we launched the Intel® Future Skills Quantum therefore most likely to have directly benefited from
Computing hands-on learning projects for K-12 after- opportunities to develop an engineering mindset.

Sustainable
Driving to the lowest possible environmental footprint as we grow helps us create efficiencies and
respond 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 can
help others reduce their footprints.

9.6 billion gallons water saved
In 2022, we conserved approximately 9.6 billion gallons of water in our operations and community
collaborations and enabled restoration of 3.0 billion gallons through watershed restoration projects.
These achievements advanced us toward our goal of net positive water. We continued to achieve
net positive water in two countries: the US and India.
93% renewable electricity globally

In 2022, we achieved 100% renewable electricity in the US, European Union, Israel, and Malaysia,
and are approaching 100% in Costa Rica—bringing the global total to 93%. Over the last five years,
we have purchased 33.6 billion kWh of renewable electricity, enough to power more than 3.2 million
US households for one year.1
67% manufacturing waste upcycled

During 2022, circular economy practices were applied to approximately 67% of our manufacturing
waste streams via reuse, recovery, or recycling.
1
Based on average US household energy usage figures published by the US Energy Information Administration.

Sustainable: Our Approach
Through conservation, strong collaborations, and application of technology,
we have long worked to reduce the environmental impact of our operations.
We also collaborate with governments, other companies, our suppliers, and
nonprofits to help others reduce their own environmental impacts. Our
sustainability goals, including our commitment to achieve net-zero greenhouse
gas (GHG) emissions (Scope 1 and 2) by 2040, help answer the call for even
more urgent action to further address climate change.
2030 and 2040 RISE: Sustainable Goals, Initiatives,
In addition to our sustainability goals, our strategy includes creating a collective and Global Challenges
approach to reduce GHG emissions across the semiconductor industry, and
increasing the use of technology to reduce climate change impact. To achieve
Global Challenge:
the objectives of our RISE sustainable chemistry technology industry initiative,
we continue to test and improve our unique methodology to calculate our manu- Achieve carbon-neutral computing to address climate change.
facturing chemical footprint, which we believe will be instrumental in helping us Technology Industry Initiatives:
identify projects to soften that footprint at Intel and within our ecosystem.
Sustainable Manufacturing. Create a collective approach to reducing emissions for the
We recognize that solving the world’s environmental challenges requires broad, semiconductor manufacturing industry and increase the use of technology to reduce climate
collective action—action that starts with individuals. For that reason, we have impact in global manufacturing.
long encouraged our employees' passion for the environment by supporting Sustainable Chemistry. Enable greener and circular chemistry strategies across the
sustainability projects within the company, with customers, and in our local technology industry value chain by transforming chemical footprint methodology.
communities. For example, a global team of Intel volunteers is working with
an Arizona nonprofit to leverage AI to identify invasive grasses and reduce the Product, Operations, and Supply Chain Goals:
risk of wildfires in the Sonoran Desert. To learn more, see “Collaborating for Renewable Electricity. Achieve 100% renewable electricity globally.
Technology Impact” in the Enabling section of this report.
Energy Conservation. Conserve 4 billion kWh of energy cumulatively.
We believe that Intel’s position in the technology ecosystem, our wide range Green Buildings. Build new factories and facilities to US Green Building Council green
of technology, and the passion and expertise of our employees will enable us building standards.
to form critical collaborations, develop new approaches, and make significant
GHG Emissions. Reduce absolute GHG emissions 10% by 2030 and achieve net zero
progress over the next decade and beyond.
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.
Product Energy Efficiency. Increase product energy efficiency 10X for Intel client and server
microprocessors to reduce our Scope 3 emissions. Reduce the carbon footprint of platform
reference designs for future client form factors by 30% or more.
Net Positive Water. Achieve net positive water by conserving 60 billion gallons of water and
funding external water restoration projects.
Zero Waste to Landfill. Achieve zero waste to landfill and implement circular economy strategies
for at least 60% of our manufacturing waste streams in collaboration with our suppliers.
65 Sustainable 2022-23 Corporate Responsibility Report

Environmental Management
Unlike many companies in the electronics industry We also conduct regular environmental, health, and We also engage our main suppliers on sustainability
that outsource their production, we manufacture the safety (EHS) program self-assessments to validate issues to help them reduce their climate and water
majority of our products in our own wafer fabrication EHS compliance at the individual site level. In addition, impacts, reduce waste and identify circular solutions,
facilities. As a result, Intel's direct environmental foot- our senior global EHS professionals partner with legal advance green chemistry and footprinting practices,
print is more significant than those of our “fab-less” counsel to complete periodic internal audits related to and identify collaboration opportunities.
competitors, whose manufacturing footprints sit in their compliance, management systems, and business risk
supply chains. This business model also gives us a unique at various Intel sites. The audits are designed to include To learn more, see “Public Policy and Political
advantage when it comes to integrating sustainable in-depth documentation and records reviews, interviews Accountability” and “Supply Chain Responsibility”
practices within production, as we have direct control with site leadership, and physical inspections related to in the Our Business section of this report.
over manufacturing processes. EHS compliance.
EHS Compliance Reporting Data
Key to our chemical management strategy is a
Governance and Management Year Number of NOVs Fines or Fees
comprehensive review of materials, which starts
The Intel Code of Conduct, Climate Change Policy, 2018 8 $1,600
with a regulatory search of all applicable chemical
Global Water Policy, Energy Policy, and Environmental, 2019 7 $400
regulations and use restrictions. The search includes
Health, and Safety Policy guide our sustainability strate- 2020 9 $7,086
Intel-specific restrictions (which often go beyond reg-
gy and help us set goals. Under these policies, we strive
ulatory requirements), and local and global regulations. 2021 9 $2,100
to consider environmental impact when we select sites,
We then identify the environmental and safety controls 2022 12 $12,850
design buildings, set performance levels for manufactur-
needed to protect personnel and the environment
ing tools, and establish goals for production processes. In 2022, government officials made more than 180 visits (including
during a chemical’s intended use. In 2021, we launched
audits and inspections) to Intel sites across the globe, including over 65
For over a decade, Intel has maintained multi-site, new chemical management software systems aimed at health and safety agency inspections, nearly 35 fire protection agency
third-party-verified International Organization for improving employee access to hazard information and inspections, and more than 80 environmental agency inspections.
Standardization (ISO) 14001 registration to evaluate increasing the efficiency and quality of EHS review of Details on Notices of Violations (NOVs) are provided in the Appendix
the effectiveness of our Environmental Management new chemical introductions—including review of our of this report, and previous NOV data can be accessed on our Report
chemical suppliers’ regulatory obligations. Builder website. Senior management is responsible for reviewing
System. Our Corporate Energy Management System is our NOVs to confirm that root cause corrective actions for identified
designed to follow the ISO 50001 Energy Management concerns are put in place and tracked to completion.
On an annual basis, we report Intel’s emissions, waste
Standard; to date, we have received third-party ISO
transfers off-site, and treatment of reportable chemicals
50001 accreditation for 6 of our manufacturing sites.1
in the countries where Intel operates, and seek to do so
To minimize our emissions of particulate matter (PM)—
in accordance with local and national regulations, such
including PM less than 2.5 microns (PM2.5), volatile
as those set by the US Environmental Protection
organic compounds (VOCs), hazardous air pollutants
Agency (EPA).
(HAPs), nitrogen oxides (NOx), and carbon monoxide
(CO)—we seek to use emissions reduction strategies, To better understand how Intel compares to others in our
including abatement equipment such as rotary concen- industry, we regularly benchmark our environmental
trator thermal oxidizers, wet electrostatic precipitators, performance with semiconductor and other large
wet scrubbers, and ultra-low NOx burners. companies. To build a supportive policy environment
for private sector leadership on climate change, Intel
participates in organizations such as the Center for
1
The number of sites that have received ISO 50001 accreditation Climate and Energy Solutions, the American Council Our Explore Intel website provides stakeholders with information about
was updated May 31, 2023. environmental management and performance at our major global
for an Energy-Efficient Economy, and the Alliance to
facilities, such as the Rio Rancho, New Mexico campus pictured above.
Save Energy.

Smart and Green Building Practices
Linking Compensation For many years, our engineers have incorporated
green design into the new construction and renovation
and Financing to of our facilities, which helps us achieve efficiencies
Environmental Performance in energy consumption, water use, and recycling. We
also collaborate with companies and nonprofits to
Since 2008, we have linked a portion of executive and expand the number of manufacturers implementing
employee compensation to corporate responsibility green building practices. We have achieved LEED®
factors. Our 2022 bonus incorporated environmental- green building certification for more than 18.5 million
related metrics aligned to our 2030 goals, including square feet of space in 53 buildings. Our new Gdansk,
achieving 90% renewable electricity globally, conserving Poland research lab facility, which received LEED®
8.5 billion gallons of water in our operations, and restoring Platinum certification in March 2023, meets the Nearly
2.5 billion gallons of water to local watersheds. We Zero-Energy Building requirements in the European
surpassed each of the targets, conserving 9.6 billion Union and incorporates technology solutions that will
gallons and restoring 3.0 billion gallons of water, and reduce electricity consumption by 32% and water
reaching 93% of renewable electricity globally. In 2023, consumption by 55%. Currently several additional new
environmental metrics include achieving at least 95% Intel buildings and site expansions are going through For more than a decade, we have collaborated with
renewable electricity globally, reducing Scope 1 and 2 the LEED® certification process. As part of our net-zero suppliers and customers to work toward eliminating
GHG emissions by 130,000 metric tons of carbon dioxide GHG announcement, we committed to build our new hazardous substances such as lead and halogenated
equivalent (CO2e), conserving and restoring 12 billion factories to LEED® standards. flame retardants from our products. While legislation
gallons of water, and sending ≤5% of waste to landfill by
does not require the elimination of halogenated
the end of 2023. For more information, see our 2023 Intel also collaborates with a robust ecosystem of
flame retardants in all electronic components, Intel
Proxy Statement. equipment manufacturers and systems integrators to
has played a role in facilitating industry consensus
deliver a new generation of smart building solutions
In 2022, for the third consecutive year, we achieved our around low-halogen practices. We engage with industry
built on interoperable, secure, and scalable Internet of
green revolving credit facility targets for energy and water committees on the development of materials declara-
Things technologies and advanced data analytics—at
conservation. In August 2022, we also announced the tion, test methods, carbon footprint, and eco-design
the network edge. Read more about smart buildings
pricing of our inaugural green bond issuance, totaling standards. Intel leads several global environmental
with Intel® Internet of Things technologies.
$1.25 billion. The net proceeds of the green bond offering regulations influencing and harmonization efforts
are intended to be used to fund eligible projects in six key within multiple industry trade associations. We also
Product Ecology
areas that support Intel’s sustainability goals, including strive to meet the requirements of the European Union’s
green buildings, energy efficiency, circular economy and Intel’s vision is to avoid the use of substances in our Registration, Evaluation, Authorization, and Restriction
waste management, GHG emissions reductions, water products that could harm the environment or human of Chemicals (REACH) regulation and comply with
stewardship, and renewable electricity. The green bond health, and to act responsibly and with caution. Intel applicable product ecology regulations. When hazard-
was part of a $6 billion overall debt public offering, and the product material restrictions are based on consideration ous substances are included within our products, we
proceeds from the remainder of the offering are intended for legal requirements, international treaties and con- take steps to handle them safely from the time they
to be used for general corporate purposes. Additionally, ventions, and specific market requirements. enter our operations until they are properly disposed
we kicked off a pilot to implement an internal price of of or recycled.
carbon to inform project decisions.

Managing electronic waste (e-waste) such as computers, monitors,
and phones is a global concern. Most of our products—including
motherboards, microprocessors, and other components—fall within
the scope of e-waste laws when they are incorporated into a final
product, generally by an original equipment manufacturer (OEM).
As such, we endeavor to work with OEMs, retailers, customers, and
others to identify shared solutions for used electronics. We also take
steps to integrate environmental considerations into the design of
our products to minimize environmental impacts of electronics at
their end of life.
Intel supports the development of green procurement standards

and tools such as EPEAT and other eco-design directives. These
eco-design standards, directives, and tools are designed to help
purchasers in the public and private sectors evaluate, compare, and
e WASTE
select electronic products based on environmental leadership and
corporate social responsibility attributes.
Product Carbon Footprint

The product specific methodologies, standards, and available data
for estimating product carbon footprints (PCFs) vary considerably
by company and geographical location. We believe consistency is
needed and we are helping to lead the industry harmonization of PCF
methods that relate to Intel products, for example, through involve-
ment in efforts with 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 PCF2 of Intel® processors

is designed to follow the guidelines of the ISO 14067 standard
and recommendations from the International Electrotechnical
Commission (IEC) Technical Report TR 62921. We make estimates
available to our direct customers for informational purposes to
enable customers to estimate the contribution of the processor
to the overall impact of their finished product.
2
he embodied PCF includes Scope 1, market-based Scope 2, and the applicable
T
upstream portion of Scope 3 GHG emissions.

Climate and Energy
Climate change is a serious environmental, economic, Intel’s Energy Management System is designed to follow
and social challenge. We focus on reducing our own the international ISO 50001 Energy Management System
climate impact—the emissions resulting from our own standard. Although energy conservation opportunities
operations, our supply chain, and the marketing and use are present across the spectrum of Intel’s manufacturing
of our products. We also work to identify ways that Intel® operations, we have identified strategic investment
technology can help others reduce their climate impacts. opportunities in a number of areas. To reduce energy
Our Climate Change Policy outlines our formal position usage in operations, we are investing in HVAC upgrades
on climate change and our policy advocacy principles. and heat recovery projects. For new factory construction
projects, we are incorporating energy efficiency into
Reducing the Carbon Footprint of Our Operations design and equipment selections. Through occupancy
For over two decades, Intel has set aggressive green- and light-level control LED lighting in both manufacturing
house gas (GHG) reduction goals and invests in GHG and non-manufacturing spaces, we expect up to a 90%
reductions through chemical substitution, GHG abate- reduction in lighting energy use. For more information
ment, energy conservation, process optimization, and on our approach to energy conservation, see our
renewable and alternative electricity. As a result of these white paper.
actions, we have avoided over 80% of our cumulative
Scope 1 and 2 GHG emissions over the last decade. We
collaborate with others in the semiconductor and other Energy Use
manufacturing industries to identify new and innovative
approaches to reduce emissions. For more information,
see “Sustainable Manufacturing” and “Sustainable
Chemistry” initiatives later in this section and “2022
Scope 1 and 2 Greenhouse Gas Inventory by Location”
in the Appendix. 2030 Goal: Energy Conservation
Description. Achieve cumulative electricity savings
Energy Conservation
of 4 billion kWh from 2020 to 2030.
Reducing energy use in our operations is core to Intel’s
Baseline. Progress measured from baseline of
overall climate strategy and our sustainability goals.
Jan. 1, 2020.
Cumulatively we conserved approximately 970 million
kWh of electricity from the 2020 baseline through Progress in 2022. In 2022, we invested in projects
the end of 2022, toward our 4 billion kWh 2030 goal. that enabled us to conserve an additional 160 million
Cumulative cost savings from the 2020 baseline kWh of electricity. We have conserved a cumulative
through 2022 total approximately $70 million. total of approximately 970 million kWh of electricity
since the baseline date.
Our 2022 absolute energy use decreased 7% compared to 2021. In
2022, approximately 82% of our global energy use was electricity. Looking Ahead. In 2023, we continue to invest in
The Dalian, China site was sold subsequent to year-end 2021 as part new and innovative projects aimed at conserving
of the first closing of the divestiture of our NAND Memory business. an additional 150 million kWh of electricity.
Therefore, Dalian is not included in our sustainability goals and metrics
beginning in 2022.

Alignment with TCFD
We value transparency around our carbon footprint and
climate risk and use the framework developed by the Task Force
on Climate-Related Financial Disclosures (TCFD) to inform our
disclosure on climate governance, strategy, risk management,
metrics, and targets. For governance and strategy, we seek to
follow an integrated approach to addressing climate change,
with multiple teams responsible for managing climate-related
activities, initiatives, and policies, including manufacturing and
operations, government and public affairs, supply chain, and
product teams. Senior executives and the Board's Corporate
Governance and Nominating Committee review strategies and
progress toward goals.
We describe our overall risk management processes in our

2023 Proxy Statement, and we describe our climate-related risks
and opportunities in this report; our Climate Change Policy; “Risk
Factors” within of our 2022 Annual Report on Form 10-K; and in
our most recent CDP Climate Change survey, which is available
on our Report Builder website. We employ a variety of climate-
related assessments and scenarios across multiple aspects of
our business. In 2022, subject matter experts from multiple
business groups partnered to further drive the integration of
climate change considerations into our processes for assessing
risks and opportunities and to conduct a climate change scenario
analysis. Additionally, we plan to publish a formal Climate
Transition Action Plan in 2023.
A current mapping of our climate disclosures aligned with

the TCFD and Sustainability Accounting Standards Board
(SASB) framework is included in the Appendix.

Scope 1 + 2 GHG Emissions
2030 and 2040 Goals: Net-Zero Scope 1 and 2 GHG Emissions

Description. Achieve a 10% reduction in our absolute Scope 1 and 2 GHG emissions by 2030 and reach net-zero
Scope 1 and 2 GHG emissions by 2040.
Baseline. Progress measured as percent reduction from our calendar year 2019 emissions. Our combined Scope 1
and Scope 2 GHG emissions in 2019 were 1.61 million metric tons of carbon dioxide equivalent (CO2e). Due to the
divestment of our Dalian, China manufacturing site, Dalian has been removed from our GHG emissions inventory for
the baseline year and all subsequent years.
Progress in 2022. During 2022, our Scope 1 and 2 GHG emissions decreased 4% from the 2019 baseline.
Looking Ahead. In 2023, we will continue to implement a project roadmap to reduce our Scope 1 and 2 GHG emissions.
We expect to reduce approximately 130,000 metric tons of CO2e on an annualized basis through targeted projects
within our operations and use of renewable electricity. We seek to reduce our absolute emissions to reach our net-zero
commitment by 2040, and only purchase carbon offsets or removal credits after feasible reduction options have
Our combined Scope 1 (direct) and Scope 2 (indirect) GHG emissions
decreased 4% on an absolute basis in 2022 from the 2019 baseline. been exhausted.
Due to the divestment of our Dalian, China manufacturing site, Dalian
has been removed from our GHG emissions inventory for all years
shown in this chart. In addition, for our 2019 baseline year and going
forward, we refined the emission factors used in our GHG inventory Scope 1 + 2 GHG Avoided Emissions Over the Last Decade
based on the most recent data available and industry best practices.
See details of our GHG emissions by location in the Appendix.
1
F-GHGs stands for fluorinated greenhouse gases and includes
perfluorocarbons (PFCs) and other fluorinated GHGs used in
Intel’s semiconductor fabrication.
Actual (Reported) Scope 1 + 2 GHG Emissions Avoided Scope 1 & 2 Emissions
For over two decades we have voluntarily reduced our GHG emissions through significant investments and actions. Despite the increase in
complexity of our current manufacturing process technologies, we have avoided 80% of our cumulative Scope 1 and 2 GHG emissions over
the last decade, through these investments and actions. We are working to drive further reductions to reach net-zero GHG emissions (Scope
1 and 2), as well as through collaboration with others in the semiconductor and other manufacturing industries. For more information, see
”Sustainable Manufacturing” later in this section.
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. GHG emissions by location are included in the Appendix. Additional GHG emissions reporting is publicly available in our CDP
In 2022, we celebrated the grand opening of a $3 billion expansion at questionnaire response on our Report Builder website.
Intel’s development factory in Hillsboro, Oregon.

2022 GHG Emissions Reported by Category Sustainable Manufacturing
(metric tons of CO2e) Intel strives to contribute to the global effort toward science-based GHG emissions reductions, in line
Scope Emissions Notes 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
Manufacturing process, on-site fuel
Scope 1 (Direct) Initiative (SBTi) due to a number of factors. First, the absolute contraction approach for setting science-
1,190,900 combustion, refrigerants, on-site fleet/
Emissions
air travel. based GHG targets does not allow companies to account for early action to reduce emissions. By not
Scope 2 (Indirect,
347,600
Market-based method;2 includes accounting for these historical reductions in Scope 1 and 2 emissions, companies that have demonstrated
Electricity) renewable electricity purchases.
leadership in early, voluntary emissions reductions are at a disadvantage compared to companies that
Scope 1 and 2 Total 1,538,500 are now beginning their GHG reduction efforts. While Intel’s long-term net-zero GHG goal is in line with
Scope 3 Total 22,791,000 Indirect/value chain. a 1.5°C emissions reduction scenario required for a science-based target, we are challenged by the near-
Leased Vehicles Employee leased vehicles term reduction requirement without the ability to account for significant historical reductions.
388,000
and Commuting and commuting.
Logistics and Upstream and downstream transport Second, demand for semiconductors is increasing, due in part to the role that technology plays in driving
371,000
Distribution and distribution.3 climate change solutions. Current frameworks do not include consideration of the reduction in GHG
Employee
33,000
Air travel, car rentals, and hotel stays. emissions through the application of technology, or the “handprint”—the environmental benefit that
Business Travel
technology provides.
Represents the 2022 estimate based on
Supply Chain 4,792,000 key suppliers’ 2021 CDP Climate Change In 2022, we continued our work with industry members to evaluate options for setting an SBTi-approved
Questionnaire information.
target, and we will continue this work in 2023.
Extraction, production, and transport of
Capital Goods 364,000
capital goods purchased.
Impacts related to extraction, production,
Fuel and Energy
Related Activities
82,000
and transportation of fuels and energy
purchased, not already included in Scope
“Intel has been a leader in sustainability
1 or 2.4
results for decades. With leadership
Waste Generated Disposal and treatment of waste
in Operations
36,000
generated in our operations. comes responsibility. We’re now raising
Represents the GHG emissions of the
product lifetime (3,867,000 metric tons of the bar and entering an exciting era to
Product Energy CO2e annualized). Includes consideration
Usage
16,591,000
of cloud service provider publicly reported achieve net-zero GHG emissions across
use of renewable electricity in data
centers.5 our operations by 2040. This will require
Processing of
Sold Products
134,000
Processing of intermediate products sold
to downstream manufacturers.
significant innovation and investment,
2
ocation-based method Scope 2 emissions (does not account for any renewable
L
but we are committed to do what it takes
3
electricity attribute purchases) = 3,303,000 metric tons CO2e/year.
pstream portion = 151,000 metric tons; downstream portion =
U
and will work with our industry to achieve
220,000 metric tons. this critical mission.”
4
arket-based method includes renewable purchases. Location-based method
M
emissions (does not account for any renewable electricity attribute purchases) =
244,000 metric tons of CO2e/year.
—Keyvan Esfarjani, Executive Vice President
5
ifetime and annual product energy usage emissions without consideration
L
of customer renewable electricity are 30,076,000 and 6,879,000 metric tons and Chief Global Operations Officer at Intel
CO2e, respectively.

Renewable and Alternative Electricity
To reduce our Scope 1 and 2 GHG emissions, we purchase 2030 Goal: Renewable Electricity
renewable electricity and operate on-site alternative
electricity projects that provide power directly to Intel Description. Achieve 100% renewable electricity across our global operations.
buildings. Over the last five years, Intel‘s renewable
Baseline. During 2020, we had reached 100% renewable electricity in our US and European operations, 50% for our
electricity supply and renewable electricity attribute
Israel operations, and 71% globally.
purchases have totaled more than 33.6 billion kWh,
enough to power more than 3.2 million US households Progress in 2022. We continued our 100% renewable electricity commitment for our US, European Union, Israel, and
for one year.6 Malaysia operations, and are approaching 100% in Costa Rica—bringing the global total to 93% as of the end of 2022.
Looking Ahead. We will continue developing renewable electricity purchases in other locations, primarily Vietnam,
Over the last decade, the number of Intel’s on-site
China, and India, and expect to reach at least 95% renewable electricity globally in 2023.
alternative and renewable electricity installations and
our installed capacity have grown significantly. We now
have more than 110 alternative and renewable electricity
installations with capacity of more than 50,000 kW across Our on-site projects, which include pilots of innovative past decade—by companies, investors, utilities,
22 Intel campuses. These installations use 22 different technology applications, help us displace grid-supplied, and governments—to increase commitments and
technology applications, such as solar hot and cooling carbon-intensive electricity sources and identify future investments in renewable energy supplies and apply
water systems, solar electric photovoltaic-covered installation and technology opportunities for both Intel new technologies.
parking lots, solar window, mini bio-energy, motion and the broader alternative and renewable electricity
power, geothermal energy, and micro wind turbine market. When installed, our projects are often the Renewable Electricity Use
array systems. 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
corporate purchasers of renewable electricity in the US.
In addition to generating on-site and off-site renewable
electricity and purchasing renewable electricity from
our utility suppliers, we purchase green attributes from
multiple 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 to meet US Green Power Partnership (GPP)
program requirements.
Our approach to renewable and alternative electricity We achieved 93% renewable electricity across our global operations
investments has been to reduce our own carbon foot- in 2022. The Dalian, China site was sold subsequent to year-end 2021
as part of the first closing of the divestiture of our NAND Memory
print while encouraging others to take similar actions.
business. Therefore, Dalian is not included in our sustainability goals
We are encouraged by actions we have seen over the and metrics beginning in 2022.
6
ased on average US household energy usage figures published by
B
the US Energy Information Administration.

Product Energy Efficiency
With each new generation of products, we aim to offer
higher performance and improved energy efficiency
compared to previous generations. Improving the
energy efficiency of our products can reduce our
Scope 3 GHG emissions and improve our customers
Scope 2 GHG emissions, as well as reduce overall
energy consumption.
In 2022, Intel launched 13th Generation Intel® Core™

processors for personal computers with hybrid
architecture that has both performance and efficient
cores. Intel’s performance hybrid architecture is
designed to lead to higher performance per watt in
client products, helping us make progress toward our
RISE 10X product efficiency goals.1
During 2022, we made progress in replacing legacy

system sleep and idle states with faster wake Modern
Standby state. Intel had a 100% attach rate of Modern
Standby on notebook PC designs using 13th Generation
Intel Core processors. Intel launched the 13th Gen Intel
Core mobile processors with a 20% increase in energy increase in energy efficiency compared to 12th Gen can utilize to achieve more efficiency gains when
efficiency and 15% Microsoft Windows ADK Browsing Intel Core desktop processors. Energy efficiency refer- running certain workloads or use cases. These features,
power reduction compared to 12th Gen Intel Core enced was calculated by comparing the ratio of SPEC® while not exercised by the SPEC SERT suite, can
mobile processors. Energy efficiency referenced was CPU2017 Integer Rate benchmark and Display On Idle provide real energy savings across a wide variety of
calculated by comparing the ratio of SPEC® CPU2017 power between the top-performing 125W processors. real-world scenarios.
Integer Rate benchmark and Display On Idle power
between the top-performing 15W processors. In 2023, we launched 4th Generation Intel® Xeon® Intel has worked with industry organizations and world-
Scalable processors (code-named “Sapphire Rapids”), wide government agencies to promote and enable better
The transition of desktop PCs to Modern Standby which achieved approximately 29% improvement energy-efficiency standards across the PC industry.
continues to improve year over year. Our multi-year energy efficiency over 3rd Generation Intel Xeon Working with the European Commission and other
cross-industry collaboration to improve desktop energy Scalable processors using top-bin SKUs as measured stakeholders on the upcoming EU Lot 3 Computers
efficiency yielded a key accomplishment. The first by industry benchmark SPEC® SERT.® The efficiency regulation revision, Intel continued to make progress with
computer systems based on Intel’s Single Rail Power gain was largely driven by higher core count, micro- DIGITALEUROPE on finalizing the new benchmark tool
Supply Specification ATX12VO were launched in 2022. architecture improvements, support for DDR5 memory, for a PC active-mode energy-efficiency metric for A-G
ATX12VO (12V only) is designed to enable better power and PCIe Gen 5. labeling recommendations. Intel has also worked with
supply efficiency at low loads to enable a platform with government policy makers to influence the direction of
up to a 30% reduction in typical annualized energy con- 4th Gen Intel Xeon processors also include innovative the new version of computer standards in South Korea.
sumption and greenhouse gas emissions. Intel launched features such as Optimized Power Mode (OPM) and
built-in accelerators for AI, security, etc., that customers
1
13th Gen Intel® Core™ Mobile Processors brief and 13th Gen Intel®
the 13th Gen Intel Core desktop processors with a 60% Core™ Desktop Processors brief.

For server energy efficiency, Intel collaborated by CNIS in the final standard to be acceptable to the and 16,591,000 metric tons of CO2e, respectively. For
with technology industry consortia and European server industry with a minimal market entry risk. Intel more, see the “2022 GHG Emissions Reported by
Standardization Organizations to continue development is collaborating with SPEC and the Information Tech- Category” table earlier in this section.
of new harmonized standards in support of EU Lot 9 nology Industry Council’s The Green Grid to develop
server regulation already in effect. In support of the the next version of the server benchmark tool SPEC® The decrease in annual and lifetime emissions in 2022
EU’s Green Deal, Intel, as a part of the ICT industry, SERT® suite to support modern workloads and expand compared to 2021 is driven by higher use of renewable
advocates leveraging technology and digitalization to the class of servers. electricity in customers’ cloud data centers, higher
meet EU’s climate-neutral goals by 2050. Intel is also cloud to enterprise server shipment mix, and reduced
actively participating in the industry-led EU Carbon Through continuous improvement of downstream shipments for client processors. Methodology refine-
Neutral Data Centre Pact (CNDCP), driving a holistic Scope 3 energy use methodology, Intel has estimated ment for 2022 included expansion of client models and
approach and metrics to help make EU data centers the GHG emissions due to energy consumption by product families. Net lifetime emissions after accounting
carbon neutral by 2030. In China, as part of industry con- Intel processors sold in 2022. The annual and lifetime for renewable electricity are going down as more data
sortia, we continue to work with China National Institute emissions of Intel processors when used in customers’ centers are powered by renewable electricity.
of Standardization (CNIS) to help enable China’s Energy compute applications (i.e., server, desktop, notebook,
and workstation) equate to approximately 3,867,000 For more information, see “Achieving Carbon-Neutral
Efficiency grades and benchmark approaches adopted
Computing” later in this section.
2030 Goal: Product Energy Efficiency

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

Water Stewardship
By responsibly managing our water use, guided by See details about our water footprint and water risk
our Global Water Policy, we aim to meet our business assessment by location in the Appendix. Additional
needs, as well as those of our communities. In 2022, we information is also available in our most recent CDP Water 2030 Goal: Net Positive Water
returned and restored 107%1 (by volume) of our fresh Security report posted on our Report Builder website.
Description. Achieve net positive water by
water withdrawals to our communities through efficient
Water Usage and Conservation conserving 60 billion gallons of water and funding
water management, water reuse, and project funding
water restoration projects that restore more fresh
that enabled water restoration in local watersheds.
water than we consume to our local watersheds. Net
Our water strategy has three main objectives: conserve positive water is defined as water returned through
water used in our operations, collaborate on water water management practices, plus water restored
initiatives with local communities, and create technology to local watersheds, equivalent to >100% of our
solutions to help others reinvent how they use and fresh water consumption.
conserve water. As a part of our 2030 RISE goals, we Baseline. Progress measured from baseline of
aim to achieve net positive water by conserving 60 billion Jan. 1, 2020.
gallons of water (cumulative from 2020) and funding
Progress in 2022. During 2022 we conserved
water projects that will restore more fresh water than
approximately 9.6 billion gallons of water and more
we consume to our local watersheds.
than 26 billion gallons cumulatively from the 2020
We estimate that our water conservation efforts saved Our 2022 absolute fresh water use decreased 23% from 2021. We baseline. In addition, Intel-enabled projects restored
approximately 9.6 billion gallons of water in 2022 and increased our water conservation from 2021 to 2022 by about 4%, and about 3.0 billion gallons of water to our watersheds.
increased it by approximately 36% since the baseline year of 2020, As a result, we reached net positive water in two
new projects completed are estimated to save almost due to significant investments in water conservation projects. We
890 million gallons annually, once operational. Over the countries: the US and India. These achievements
define water withdrawals, or water usage, as total gallons of incoming
last 10 years, our water conservation efforts have saved fresh water used. “Operations” includes all manufacturing and non-
advanced us toward our 2030 goal of net positive
approximately 52 billion gallons of water, enough to manufacturing sites with 2,000 or more employees where Intel has water, resulting in 107%1 (by volume) of fresh water
sustain about 470,000 US homes for one year.2 operational control. The Dalian, China site was sold subsequent to usage that was returned and restored, and significant
year-end 2021 as part of the first closing of the divestiture of our NAND progress toward our goal to conserve 60 billion
Memory business. Therefore, Dalian is not included in our sustainability
During 2022, we continued to fund water restoration gallons of water by 2030.3
goals and metrics beginning in 2022.
projects benefiting the watersheds that we impact Looking Ahead. In 2023 we expect to conserve
and the communities where we operate, including new and restore a total of 12 billion gallons of water in our
Net Positive Water
projects supporting Arizona and Mexico. operations, community collaborations, and watershed
restoration projects.
3
ur 2022 water savings exclude water savings at our former
O
1
Water returned (8.6 BG) + water restored (3.0 BG)/water withdrawal Dalian, China manufacturing site. The Dalian site was sold
(10.9 BG) =107% (small rounding difference). Net positive water % subsequent to year-end 2021 as part of the first closing
represents the total volume of fresh water returned and restored of the divestiture of our NAND Memory business. During
globally. Some locations have returned and restored significantly 2022, we restarted manufacturing operations in Costa Rica,
more than their targets, resulting in a global total greater than 100%. resulting in an increase in fresh water use. Since our net
Net positive water is achieved when each region reaches its specific positive water goal is based on actual water usage, we did
target. Refer to ”2022 Water Inventory by Location and Source” in not achieve net positive in 2022 for Costa Rica. We continue
the Appendix for net positive water progress by region. to look for additional water restoration projects to fund in
2
ased on average US household water usage figures published by
B Costa Rica to achieve net positive water by 2030.
the US Environmental Protection Agency.

Water Conservation and Restoration Kilimo Precision Agriculture Project (Mexico) –
Below are examples of water conservation projects Kilimo and Nuup. Intel’s first water restoration project in
Intel recently implemented as part of our commitment Mexico focuses on the use of technology solutions such
to achieve net positive water: as AI and site-specific data—including satellite imaging,
precipitation measurement, and crop soil moisture—to
In 2022, our Leixlip, Ireland campus implemented a develop tailored irrigation scheduling for a variety of
new nanofiltration water recovery system that captures high-value crops. The project objectives are to improve
water that is rejected during our on-site reverse osmosis agricultural irrigation management and productivity,
process and redirects it for use in other areas of manu- reduce water demand, and protect groundwater and
facturing. When fully implemented, the project is surface water resources in the Lerma Basin of Mexico.
expected to conserve up to 275 million gallons of
water per year. Sunset over fishermen in the Yampa River, part of the Upper Yampa
River restoration project by the Colorado Water Trust.
At our Ronler Acres campus in Oregon, we are working
to optimize the water use of ozone generation equip- Upper Colorado River Flow Enhancement (Colorado,
ment required for certain semiconductor manufacturing benefiting Arizona) – Colorado Water Trust. During
tools. Through the installation of recovery cabinets, the critical times of the year, stream flows in multiple
excess ultra-pure water (UPW) is captured and recycled upper Colorado River tributaries are inadequate to
back to the tools. When fully implemented, the project is support fish and wildlife, sustain water quality, and
expected to conserve approximately 500 million gallons support recreation. This project offers an opportunity
of water per year. to lease and draw water from multiple upstream reser-
Technicians examining vineyard soil as part of the Lerma River voirs and deliver it downstream to benefit the river
The following recent examples of Intel-enabled water
restoration by Kilimo Precision Agriculture. when enhanced flows are needed.
restoration projects contributed to the return and
restoration of 107%4 (by volume) of our fresh water Yampa River Leasing Project (Colorado, benefiting
withdrawals by the end of 2022: Arizona) – Colorado Water Trust. The 250-mile
Yampa River is a major part of the Colorado River
system. Sustained drought and climate change have
altered the timing of snowpack melt, resulting in low
base flows in the Yampa. This project facilitates an
agreement to release water to increase stream flows
and provide ecological benefits to fish, as well as
recreational, hydropower generation, and water
quality and temperature benefits.
Bridge across a Colorado River reservoir, part of the Upper Colorado
River flow enhancement project by Colorado Water Trust.
4
et positive water % represents the total volume of fresh water
N
returned and restored globally. Some locations have returned and
For more information on these and other projects, visit
restored significantly more than their targets, resulting in a global
total greater than 100%. Net positive water is achieved when each our Water Restoration website.
Nanofiltration water system. region reaches its specific target. Refer to “2022 Water Inventory by
Location and Source” in the Appendix for net positive water progress
by region.

Waste and Circular Economy Solutions
Much of the waste we generate results from construc- Circular Solutions for Manufacturing Waste
tion and manufacturing activities. Since the mid-1990s,
we have increased our global recycling rate of non-
Major semiconductor manufacturing-related waste 2030 Goal: Zero Waste1/
streams include lithography-related solvents, metal
hazardous waste from 25% to 87% even while Intel’s plating waste, specialty base cleaners, spent sulfuric Circular Economy
business and production continued to grow. We also acid, ammonium sulfate, and calcium fluoride. Our
decreased our waste generation by 10% between 2021 Description. Achieve zero waste to landfill and
operations also generate plastic, metal, kitchen, and
and 2022, due in part to divestiture of our Dalian facility implement circular economy strategies for at least
general office waste.
at the end of 2021. As part of our RISE goals, we are 60% of our manufacturing waste streams in
committed to achieving zero waste to landfill and We continue to find ways to recover materials and collaboration with our suppliers.
implementing circular economy strategies for our regenerate resources to create circular economy Baseline. During 2020, 5% of our total waste went to
manufacturing waste streams. solutions that reduce costs and environmental impact. landfill, and we had implemented circular economy
In 2022, we upcycled (reused, recovered, or recycled) strategies for 65% of manufacturing waste.
67% of our manufacturing waste, or approximately
Progress in 2022. By the end of 2022, we sent
112,000 tons.
6.4% waste to landfill and implemented circular
We have put significant effort into finding alternate strategies for approximately 67% of our manufac-
strategies for managing our spent solvent wastes, turing waste. Although overall waste generation
resulting in additional environmental benefits. By declined, waste to landfill ticked up slightly in 2022
identifying opportunities to recover, recycle, and fuel due to construction activities. Management of
blend spent solvents that otherwise would have been construction waste will be a key focus area for 2023
incinerated, we were able to avoid over 120,000 metric and beyond. Our 2030 goal of managing at least
tons of GHG emissions in our value chain in 2022. 60% of our manufacturing waste using circular
In addition, we invest in segregating constituents economy strategies will be challenging in future
of our spent solvent waste to enable our waste years, given our projected growth and new waste
vendors to more easily refine the high-value solvent streams, suppliers, and locations.
and reintroduce it into the merchant market as a Looking Ahead. In 2023, we continue to focus on
replacement raw material. opportunities to upcycle waste by working further
on waste segregation practices and collaborating
We also send sulfuric acid waste from our manufacturing with our suppliers to evaluate new technology for
operations to an off-site facility, where it is processed to waste recovery and reuse.
technical grade sulfuric acid. It is then directed back to
our manufacturing operations, where we use it in on-site 1
Intel defines zero waste to landfill as less than 1%.
wastewater treatment systems.

Total Waste Generated and % to Landfill Circular Solutions for Manufacturing Circular Supply Chain
Waste Streams The application of circular economy principles across
the supply chain is a cornerstone of our drive to sus-
tainability leadership. Intel’s supply chain plays a pivotal
role through the implementation of circular economy
solutions for manufacturing waste upcycling, extending
the useful life of equipment and returned products, ma-
terials reclaim, and the use of post-consumer recycled
materials on transportation media. The consolidated
efforts across the supply chain in 2022 resulted in:
In 2022, approximately 67% of Intel's manufacturing waste was • Greater than 77,000 metric tons in total
upcycled (recycled, reused, or recovered). Manufacturing waste waste avoidance.
represented 54% of our total waste in 2022, and included hazardous
Our 2030 waste to landfill definition includes hazardous waste and and non-hazardous waste associated with wafer manufacturing. For
• Over 1,700 metric tons of material sent for precious
non-hazardous solid waste, as well as non-hazardous liquid waste our circular economy solutions strategy, we follow the Ellen McArthur metal reclaim.
and chemical debris. In line with common waste reporting practices, Foundation definition of circular economy and upcycling of waste.
we do not include salts and biosolids from our on-site water reclaim
• A 68% recovery rate on products returned to Intel.
Upcycling is defined as keeping products and materials in use via
facilities in Israel, Oregon, and Arizona. The Dalian, China site was reuse, resale, repurposing, and recycling. It includes recovering and • A global e-waste program supporting 30
sold subsequent to year-end 2021 as part of the first closing of the restoring products, components, and materials through strategies like different countries.
divestiture of our NAND Memory business. Therefore, Dalian is not reuse, repair, remanufacturing, use as feedstock, and recycling. It does
included in our sustainability goals and metrics beginning in 2022. not include fuel blending unless it is done after recovery of a major • The extended life of more than 19,000 computing
constituent of the waste stream. assets into secondary market programs.
• More than 1,000 tools and 755,000 parts harvested
for reuse.
To build on these benefits and drive increased focus
and coordination, we are taking an integrated approach
across our supply chain groups (Materials and Equip-
ment Sourcing, Logistics, and Resale) to building a
common set of circular economy performance metrics.
These efforts support our RISE waste to landfill and
circular economy goals.
In 2022 we upcycled 112,000 tons,

or approximately 67%, of our
manufacturing waste.

Sustainable Packaging
Intel has long worked to design packaging with a focus on
reducing unfavorable material, increasing material efficiency,
optimizing for recovery and recycling, prioritizing recycled
content, and sourcing responsible materials. Working with
suppliers, we developed a reusable precision thermoform
tray for incoming material and for finished goods shipping
to customers and eliminated piece part trays that were
historically sent to landfill. The mass of the thermoform
tray is 50% less than an industry injection molded tray and
made of a more recyclable material (PET). Its closed pocket
eliminates non-recyclable covers that were previously used to
prevent product contamination in typical industry trays. We
worked to include post-consumer recycled material in the
thermoform trays so that nearly half of the tray is non-virgin
material. Since 2009, we conservatively estimate that we
have eliminated over 22,600 metric tons of plastic material
through these initiatives. To drive further progress, we have
set two 2025 sustainable packaging targets: First, over 95%
of the materials used in our new product packaging designs,
by weight, will be recyclable or reusable; as of the end of
2022, we were exceeding this goal, at 96%. Second, 100% of
the virgin wood fiber used in current and new Intel-designed
corrugated fiberboard packaging will be from a certified,
responsibly managed source.

Sustainable Chemistry
Sustainable chemistry seeks to improve the efficiency Chemical Footprint Methodology for Intel operations,
with which natural resources are used to meet human we are also working to integrate the key concepts from
needs for chemical products and services. It encom- the methodology into the chemical supply chain to
passes the design, manufacture, and use of efficient, enable better assessment of full lifecycle impact.
effective, safe, and more environmentally benign
chemical products and processes and stimulates In 2022, we initiated the development of a Supplier
the design and discovery of more benign chemicals, Sustainability Scorecard (S3) that we expect will
production processes, and product stewardship be used to establish environmental sustainability
practices that will provide increased performance expectations within our supply chain, account for the
and value while protecting and enhancing human positive work our supply chain is already doing, and
health and the environment.1 identify possible collaboration opportunities between
suppliers and Intel. We also established baseline
The Chemical Footprint Methodology is a key supplier expectations in water, waste, energy, air, and
component of our RISE Sustainable Chemistry chemical management and reviewed select suppliers’
technology industry initiative. In 2021, we developed performance against those metrics. In 2023, we will pilot
the methodology to quantify our baseline and measure a comprehensive S3 program to help monitor progress
progress against our chemical footprint. In 2022, we over time. This program expands on our existing
tested this methodology across multiple classes of program to perform alternative assessments on our
chemistry and Intel manufacturing technologies. This high-volume chemistries prior to proposing them to
work included an initial version of a chemical footprint
visualization tool to highlight the equipment and pro-
Intel. The S3 program further investigates the hazard
types, toxicological data, and actions suppliers are
Manufacturing Chemical Footprint =
cesses in Intel’s semiconductor manufacturing that taking to propose alternative materials and investigate
use the most chemistry and to compare technologies. alternative technologies.
We are now refining our methodology to account for
increased global chemical regulatory priorities, business
continuity, and other key focus areas. The Chemical
Waste treatment and disposal are key components
of the chemical footprint. By recycling or upcycling
x
Footprint Methodology will help quantify impacts of wastes, less material needs to be disposed of and less
material or technology replacements. Initial case raw material needs to be obtained. In 2022, several
studies have driven robust discussions both internally components of waste streams were identified as
and externally with suppliers. possible sources for upcycling. These case studies
can be used as sources of data to establish the relation-
Our Chemical Footprint Methodology recognizes the ship among waste hierarchy, chemical footprint, and
impact of Intel’s operations, supply chain, and waste total cost of ownership. For more information, see
disposal programs. By accounting for impacts from all “Waste and Circular Economy Solutions” earlier in
three areas, we can have a more well-rounded picture of this section.
the projects that will have the most impact and reduced
total cost of ownership. While working to establish the
1
Source: OECD Sustainable Chemistry.

We also focus on the reduction, elimination, and
substitution of specific chemicals. We have required
full material disclosures from our suppliers for all chem-
icals used in our manufacturing operations for many
years. This knowledge allows us to perform detailed risk
assessments and directly address specific chemistries
and processes to ensure safe use and disposal, and to
proactively address global chemical regulations and
initiate elimination of certain chemicals of concern. In
2021 and 2022, we released two policies in our internal
operations and our supply chain that specify no new
uses of n-methyl pyrrolidone (NMP) and per- and
polyfluoroalkyl substances (PFAS). Innovation in
academia, our supply chain, and at Intel will be needed
to tackle minimization or replacement of these and other
chemistries of concern. To address these concerns for
the PFAS class of chemicals, Intel helped found and
lead the Semiconductor Industry Association PFAS
Consortium, a group of more than 40 semiconductor
manufacturers and suppliers collaborating to address
this challenge. We believe our work with the consortium
is leading the way for investigation, risk assessments,
and alternative assessments for PFAS across multiple
We engage in dialogue within the semiconductor We control exposure to all chemicals and continue to portions of the semiconductor manufacturing ecosys-
industry and other industries as part of external implement efforts to ensure the supply chain is doing tem. We set expectations for our suppliers on our
chemical management initiatives, looking to leverage the same. Intel is an active participant in the Responsible supplier portal, including a recommended list of
best practices and encourage further action on Business Alliance (RBA) Chemical Management Work chemicals to avoid, and work with our manufacturing
establishing footprinting methodologies. We intend Group, which works to increase awareness of safe chem- chemical suppliers to perform alternative assessments.
to continue to collaborate in these areas, seeking ical use and disposal through policies, risk assessments, We are committed to efforts for alternative assessments
best-known methods and working to improve the and training. The RBA has helped CEPN scale initiatives and chemical replacements and invite others to join us in
overall semiconductor ecosystem. to its broader membership, including the adoption of the effort.
a policy on management of an Industry Focus Process
For instance, Intel is an active member of the Chemical List that has been incorporated into the stan-
Clean Electronics Production Network (CEPN), whose dard RBA audit processes for Intel and its supply chain.
mission is to understand, address, and eliminate workers’
exposure to toxic chemicals in the electronics supply
chain. We support CEPN’s principle to work toward
zero exposure of workers to specific priority chemicals.

Achieving Carbon-Neutral Computing
As we continue to take actions to reduce Intel’s own
global manufacturing and supply chain climate footprint
and to advance product energy efficiency, we have also
taken on the global challenge to collaborate with the
technology industry and other stakeholders to achieve
carbon-neutral computing. In addition, Intel announced
plans in 2022 to achieve net-zero greenhouse gas
emissions in its global operations by 2040.
Conceptually, carbon-neutral computing is achieved

when the positive benefits of the ICT sector “hand-
print”—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 efficiency of data centers, and
accelerate handprint solutions to reduce emissions
across high-impact industries such as utilities, oil and
• For the thin and light Premium Intel® Evo™ laptop Intel vPro® Platforms and Sustainability
gas, and manufacturing.
category, we created reference designs that reduced As more and more companies modernize their equip-
the motherboard footprint, included carefully selected ment and operations, e-waste is a growing concern.
Collaborating on Sustainable PC Design
system ingredients ensuring conflict-free minerals, According to the International Waste Electrical and
In 2022, Intel set a goal to achieve a 30% reduction in the and achieved energy-efficiency improvement through Electronic Equipment (WEEE) Forum, e-waste will grow
reference system design carbon footprint by year 2030. heterogeneous power delivery and a high-efficiency to 74 million tons a year by 2030. Less than 20% is prop-
These reference systems are used in collaboration with battery charger. erly recycled. Historically, security concerns led many IT
ODMs and OEMs to further reduce the carbon foot-
• Enhancements for the 13th Gen Intel® Core™ managers to destroy storage drives or devices instead of
print in systems that end users purchase. In 2022, three
HX mobile gaming reference designs included repurposing or reselling them. With this in mind, Intel is
advanced enabling platforms (AEPs), were created to
printed circuit board miniaturization, system power investing in developing tools to help IT managers avoid
be EPEAT Gold-Ready1 by targeting key areas across
optimization, better modularity, and Energy Star 8.0 unnecessary e-waste when assets need to be retired.
the product lifecycle: sustainability in component and
compliance. The system was also designed to reduce Select systems powered by Intel vPro® technology
materials selection during manufacturing, high energy
waste by reusing the system connector, cable, and include an Intel® Remote Platform Erase feature that
efficiency during operation, and modular design to
adapter from previous programs. is designed to securely wipe user data from the entire
enhance repairability. Additional engineering accom-
device, including solid-state drives and BIOS.
plishments include: • For the mini-desktop category, we worked with
iFixit to design and assess the repairability of the 1
The Global Electronics Council manages the EPEAT ecolabel, a free
reference design supporting Intel 13th Gen Core resource for procurement professionals to identify and select more
sustainable products. Gold-Ready indicates that we achieved the
HX-series processors. required plus 75% of optional targets for the items relevant for a
reference design.

Intel® Evo™ Platforms Platform Energy Reduction Accelerating Energy-Efficient Computing. We have
For an OEM to use the Intel Evo logo for laptops, certain Advances in Europe toward active energy management delivered double-digit performance-per-watt efficiency
requirements must be met. These include capability, highlight the importance of considering active energy in our data center CPU products over the past 15 years.
quality, and sustainability metrics, and a careful balance consumption for both mobile and desktop computers. To keep up with the exponential growth in data fueled
of performance and energy utilization. Innovative design Accordingly, Intel is focused on optimization oppor- by AI, 5G, and cloud computing, we designed a number
and high-efficiency components attached to Intel system- tunities. Initial analysis shows strong opportunities for of built-in accelerators in our 4th Gen Intel® Xeon®
on-chips (SOCs) allow Intel Evo laptops to deliver lower energy management for video conferencing, web processors that have improved the performance-per-
embodied energy, longer battery life, and more friendly browsing, software, and some peripherals. Focused watt of data center and network workloads such as
materials. EPEAT and TCO incentives in 2022 and 2023 efforts in the second half 2022 yielded approximately AI, analytics, database, and crypto processing by an
also led to more than 30% of Intel Evo laptops being 500MW (approximately 10%) of power savings on a key average of 2.9 times. Example deployments include
certified by these entities. We aim to increase the browsing workload.2 Further planned optimizations are in optimizations for both public cloud and telecommuni-
percent of systems that achieve EPEAT label and process for platforms based on the 13th Generation Intel cations networks. To make energy savings a click
TCO certification in 2024. Core processor. In addition, with Intel® Dynamic Tuning away, we designed an Optimized Power Mode, which
Technology—which directly improves power efficiency decreases energy consumption by up to 20% with
via built-in AI technology—OEMs can integrate their minimal impact to performance. Our innovations not
Enabling Customers to Achieve
sustainability innovations, thereby allowing further only drive step function performance improvements,
Platform Carbon-Neutral Goals
differentiation. Power savings of up to 20% have already but the generational energy efficiencies enable and
Our flagship product line for sustainable small form-
been achieved for some video conferencing scenarios.2 deliver new business opportunities for all.
factor PCs, Intel® NUC (next unit of computing), is
embarking on a strategic commitment to extend the life Managing Data Center and Network Energy
of the product generation over generation. In early 2023, Reducing the Carbon Impact Consumption. The primary source of emissions in
Intel NUC launched an extended warranty pilot program of Data Centers and the Network the use phase is from electricity used to power data
to extend coverage on an already industry-leading Cloud computing technologies enabled by data centers and networks. One of the ways Intel processors
three-year warranty. In addition, NUC has kicked off a center deployments are the infrastructure powering enable reduction of electricity use is through AI-based
multiphase program focused on empowering customers our increasingly digital world, and continue to play telemetry, which intelligently monitors and controls
to create, repair, or personalize their systems to meet a vital role in the post-COVID-19 economic recovery. electricity in the data center and throughout the net-
their needs through access to genuine replacement Intel CPUs and reference platforms with generational work. Intel Xeon Scalable processors incorporate
parts for their devices. In addition, NUC retail packaging advancements in performance and energy efficiency telemetry capabilities to enable significant energy
is up to 100% recyclable, and 40% of NUC 12 mini-PCs form the backbone of digital infrastructure. Looking savings at scale. New Intel Infrastructure Power
use up to 75% recycled plastics (by weight). into the future, we anticipate similar cooperation and Manager reference software delivers power savings
innovation with our ecosystem peers as key to mitigating while maintaining key telco performance metrics by
the energy, water, and carbon footprints from data dynamically matching CPU power consumption to
center growth and their impact on local economies traffic. Tests based on SK Telecom’s 24-hour traffic
and resources. In parallel, innovation and creativity in profiles delivered power savings of up to 55%. To
harnessing waste heat and gray water reuse provide make it easier for enterprises to intelligently manage
opportunities for sustainable growth. In line with these their infrastructure, we released a new version of our
trends, over the last year, we have fostered a number Intel Data Center Manager, a widely deployed software
of technology and ecosystem initiatives to achieve tool with added power and carbon tracking capabilities.
our carbon-neutral computing vision.
2
Intel internal measurement.

Measurement Best Practices Green Software
Measurements and standardized metrics are founda- The role of software in decarbonization across indus-
tional to driving efficiency and carbon-neutral com- tries and around the world is largely untapped. Last year
puting across the industry. Power usage effectiveness Intel joined the Green Software Foundation to help build
(PUE), a metric that measures the effectiveness of deliv- an ecosystem of standards and best practices centered
ering energy to IT equipment at a facility, has plateaued on software engineering. Highlights of this nascent
over the past decade. While there is still headroom for effort included our sponsorship of a carbon-aware
more PUE improvement, the next decade of efficien- hackathon to accelerate the number of carbon-aware
cy must come from understanding energy use of the applications and use cases in the world and launch of the
equipment itself. Our efforts with industry consortia like State of Green Software survey. Building on these best
The Green Grid and the Open Compute Project (OCP) practices, through the Intel Granulate software-as-a-
support this goal to modernize the PUE. To effectively Cooling pipes at an Intel data center in Hillsboro, Oregon. service offering, Intel is enabling companies to optimize
measure compute energy efficiency, new benchmarks cloud workloads to improve application performance
are required that reflect actual workloads of the cloud and efficiency. Fewer resources are wasted and busi-
today vs. decades-old, single-node, CPU-centric bench- technical specifications and reference designs to scale nesses can downsize their fleet size, saving cost and
marks that cannot represent these emerging cloud use liquid and immersion cooling technologies. This has energy—all while tracking their carbon reduction from
cases and industry trends. At the Intel Innovation 2022 the potential to significantly reduce water and energy Granulate’s optimizations in real time.
event—along with academic and industry leaders like use in data centers. The OCP Circularity working group
MIT, Microsoft, and Alibaba—we invited the ecosystem has published guidelines with the aim of sharing and Expanding the Technology “Handprint”
to collaboratively develop a real-world, system-level educating member companies on circularity principles. Digital solutions hold the potential of reducing global
benchmarking framework for modern workloads running While the supply chain disruptions in recent years are emissions by up to 20%, according to the World
on distributed infrastructure in the SPEC Cloud com- making circularity a business imperative in many sectors, Economic Forum. The energy sector, which is estimated
mittee at SPEC.org. Finally, through our engagement practical implementations of these principles in the data to be responsible for almost 75% of emissions globally, is
with the Semiconductor Climate Consortium and MIT- center sector are rare. A key first stage toward circular poised to benefit from “handprint” technology. Economy
PAIA efforts, Intel is actively contributing to evolving parts is modularity, whereby a common building block wide, the International Energy Agency (IEA) foresees
next-generation silicon and system-level carbon mea- design with verifiable interfaces is used and reused to a major role for this sector, where deep structural
surement tools. manufacture multiple products. In this space, Intel led changes are already underway to meet the IEA Net-
the development and official release of the server DC- Zero emissions scenario of more than 60% renewables
Reduce, Reuse, and Recycle MHS spec with OCP peers, customers, or organizations by 2030.
With Circular Economy Principles last year. With multiple reference designs for various
Intel engaged with industry peers at the OCP on sus- form factors to choose from, we have demonstrated
tainability as a new tenet, gaining significant momentum taking a vision to reality by collaborating with Jabil.
last year. The role of responsible energy and water usage
for cooling has gained increasing focus in data center
operations. With OCP, Intel is enabling breakthroughs
in the cooling ecosystem with materials compatibility

To meet rapidly approaching global, regional, and local Industry Coalition Building
sustainability goals, energy producers and providers Grid digitalization is a new paradigm of adaptive,
are racing to implement energy transition solutions that resilient, secure, and intelligent grid control, enabling
help ease the shift from existing infrastructure to a more operators to manage increasingly bi-directional and
flexible, secure, and intelligent model that can handle dynamic power systems. To address industry challenges,
variability in energy sources and power demand. Intel’s Intel convened an ecosystem of technology leaders,
Energy Center of Excellence has been showcasing early adopter utilities, and innovative organizations
solutions and proofs of concept for smart-grid modern- and created coalitions to advance software-defined
ization with utilities and organizations around the world, technologies and virtualized versions of standard
such as Enedis in France, Southern California Edison and solutions. Two coalition examples are the Virtual
Salt River Project in the US, and Tenaga National Berhad Protection Automation and Control Alliance (vPAC)
in Malaysia. Intel technology including edge analytics and Edge for Smart Secondary Sub-Station Alliance
is foundational to energy services delivery platforms, (E4S). These alliances call for standards that are more
including distributed energy resource management flexible, manageable, and interoperable. Using these
systems (renewable), the EV charging infrastructure, standards, industry participants can build out the
and green data centers. Intel-based software-defined adaptive, intelligent tools and algorithms needed for the
substations, including Virtual Protection Relay and a grid of the future. Intel’s efforts with vPAC include more
Common Substation Platform, help utilities integrate than 10 proof-of-concept projects underway at leading
renewable energy. Solutions are available now from utilities around the globe, including substation points
Dell/VMWare and ABB. Enedis, one of France’s largest of control with AEP Energy and National Grid.
power grid operators, recently announced it was
upgrading 800,000 substations with solutions that Intel has also signed on to the Houston Energy Transition
provide real-time access control across its network Initiative, which aims to jumpstart and scale the emerging
using Intel processors. carbon-reduction sector; attract and support companies
in new energy industries, including wind energy, solar
Integrated energy solutions that enable energy power, and biofuels; and deploy cross-cutting initiatives
consumers to achieve their decarbonization, resiliency, to attract and grow companies in additional energy value
and sustainability goals are seeing new business models chains, including energy-efficiency technologies.
emerge. Intel’s market-ready solution created with
Spirae Wave enables energy service providers to offer The new energy economy is the product of a virtuous
tailored energy-as-a-service packages. Intel FPGAs cycle of recent policy actions, technology innovations,
are used in smart metering gateways and bi-directional and new business models lowering costs for end users.
DC chargers. Through increased digitalization, net-zero Intel plans to continue innovating in the low carbon
transformations can be accelerated by decarbonization energy space for society to reap the handprint benefits
of industrial transportation sectors. of technology.

Enabling
We continue to make progress in engaging with co-travelers and industry collaborators to achieve
the broad, societal impact to which we aspire. We remain committed to creating a better world
through the power of our technology, and our employees’ expertise and passion remain a key driving
force in this process. We also believe that the health of our company and the communities where we
operate depends on an increasingly inclusive community of innovators prepared for the jobs of the
future. Acting on Intel and the Intel Foundation’s vision, “Empowering human potential. Igniting
positive change,” we are challenging ourselves to do even more. Our mission is to empower youth
and communities with the skills and confidence to rise, advance, and excel by bringing people,
collaborations, and technology together.

1,010,000 volunteer hours
Over the years, Intel employees have donated millions of hours of service to schools and nonprofit
organizations. In 2022, our employees and retirees found ways to continue to support local
communities by volunteering close to 1,010,000 hours globally.
$70 million committed to social impact tech

Through the Intel RISE Technology Initiative (IRTI), we have cumulatively committed approximately
$70 million since 2020 to some 335 projects in 33 countries, addressing health and life sciences,
education, economic recovery, social equity and human rights, accessibility, and sustainability.
$793 million in Intel Foundation contributions

Since its founding in 1988, the Intel Foundation has enabled positive social impact for our local
communities and for underserved populations through more than $793 million in funding of
programs and STEM initiatives.

Enabling: Our Approach
Our employees’ expertise, dedication to making
lives better in their communities, and passion for
solving global challenges through application of Intel®
technology are critical to the achievement of our RISE
goals. We have long cultivated a culture aimed at
enabling and strongly encouraging employees to be
involved in their communities, and they have donated
millions of volunteer hours. To continue this tradition of
impact, we aim to donate an additional 10 million hours
of volunteer service between 2020 and 2030, and to
increase the impact of our skills-based volunteering.
To catalyze action and amplify the impact of our

employees‘ service and generosity, Intel and the Intel
Foundation invest in matching programs and innovative
collaborations. In turn, our investments and support
of local communities help us build trust with external
stakeholders and realize our corporate purpose of
enriching lives through technology.
As an innovation leader, Intel is well-positioned to

share its technology expertise and solutions with com-
munities, customers, governments, non-governmental
organizations (NGOs), and educators to help them
reach their own goals and effect broader change. We
aspire to drive collective impact through our Intel RISE
Technology Initiative in collaboration with our customers
and other stakeholders, and to explore innovative ways
to apply technology to solve global challenges.
In an increasingly high-tech world, empowering commu-

nities worldwide with digital readiness is critical to our
future. In three years, we reached 25 countries, more
We’re on track to help 30 million people by 2030
than 13,000 institutions, and 3 million people globally learn skills for current and future jobs by collaborating
through the Intel® Digital Readiness Programs.
with 30 governments and 30,000 institutions,
Our programs empower non-technical audiences and civil society, and industry stakeholders.
next-generation technologists with the skills, trust,
and tools to use artificial intelligence (AI) impactfully.
This global, shared-value initiative to demystify and
democratize AI is growing rapidly.
88 Enabling 2022-23 Corporate Responsibility Report

Employees Changing the World
Intel’s corporate purpose is to create world-changing
technology that improves the life of every person on the
planet. Intel’s goal is to make technology fully inclusive
Sharing Valuable Skills
and expand digital readiness for all and to empower Intel is actively driving STEM training for girls in
all of our employees to take action to advance Intel’s India through various diversity and inclusion programs
RISE strategy and goals. Intel and the Intel Foundation such as BeingWISE, an industry-wide initiative to
invest in programs aimed at creating opportunities for accelerate women’s participation in the workforce.
employees around the world to learn and connect with Programs include building competencies in both
each other, to further integrate corporate responsibility technical skills and workplace interactions. Intel India
and sustainability into their teams’ work objectives, employees worked with Learning Links Foundation
and to share their engineering and other skills with our for this program in collaboration with engineering
communities. Our RISE goals are an integral part of the colleges in Karnataka, and some 3,967 girls have
measurement of our annual performance goals for all participated in the program to date. Also in 2022,
employees, including our Executive Leadership Team. Intel India volunteers supported a hackathon and an
interactive panel session for more than 600 girls.
Intel Involved and Skills-Based Volunteering
In 2022, we continued to empower our employees to 2022 in support of schools and nonprofit organizations
give back through Intel Involved, our global corporate in our communities. The Intel Foundation amplifies the 2022 Volunteerism by the Numbers
employee volunteer program. Since the program’s impact of volunteerism by donating cash to eligible
launch in 1995, our employees have generously donated nonprofits and schools where Intel employees and US Percentage of employees
their skills, technology expertise, and more than 20.6
million hours of service to tackle environmental chal-
retirees donate at least 20 hours of service in a year. In 20.5% who volunteered
2022, the Foundation provided $6.5 million in volunteer
lenges, improve education, and help meet community matching grants. CLOSE TO
needs around the world.
The Intel Employee Service Corps (IESC), Intel’s
1,010,000 Number of hours
Through Intel Involved, we identify and organize service flagship skills-based volunteer program, harnesses Estimated in-kind value of
projects for individuals and teams. Our employees
reported close to 1,010,000 volunteer hours globally in
the passion and expertise of Intel employees to drive $30.6 M volunteer hours1
positive social impact in communities around the world.
Total dollars matched by the
$6.5 M
IESC provides employees with short-term immersive
and collaborative experiences working with govern- Intel Foundation for Intel Involved
ments and non-governmental organizations (NGOs) volunteer hours2
to address local and global challenges, including
$135.3 Million. Total matching disaster relief. When the pandemic impacted our
grants for employee volunteer long-standing, in-person delivery model, we pivoted 1
Based on the 2022 Value of Volunteer Time rate of $29.95 per hour
the program quickly to meet the urgent needs of our published by Independent Sector.
service through Intel Involved communities, implementing a virtual delivery platform 2
olunteer payments made in 2022 are for 2021 hours. Payments are
V
since the program’s inception to enable volunteers to deliver Intel® Future Skills processed once the year closes.
STEAM summer programs for hundreds of middle

in 1995. and high school youth around the world.

2030 Goal: Community Impact
Description. Deliver 10 million volunteer hours to improve our local
communities, including an increase in skills-based volunteerism.
Baseline. Progress measured from baseline of Jan. 1, 2020.
Progress in 2022. During 2022, our employees donated close to 1,010,000

hours of service in our local communities.
Looking Ahead. In 2023, our target is to reach 1 million more volunteer hours
and to continue to expand our skills-based volunteering activities.
Making a Difference in Local Communities

Our employees passionately work to address challenges and
disparities in the communities where they live and work. Here
are a few examples from 2022:
In celebration of Earth Day and in support of Intel’s commitment

to sustainability, more than 800 Intel volunteers across the
US participated in community cleanups with local nonprofits.
Volunteers in Costa Rica also completed a reforestation project,
and in Mexico, employees helped clean up an open space and
supported conservation efforts by covering the exposed ground
with shredded wood and plants.
To encourage more women to consider careers in technology,

volunteers in Vietnam participated in a 12-week mentoring program
aimed at preparing more than 100 students to participate in the
global Technovation Challenge. This challenge, geared toward
encouraging girls to engage with STEM, asks students to look at
their communities and identify ways that technology could be
used to help solve problems.
Volunteers in Israel collaborated with the city of Petach Tikva,

residents, and athletes to design and build an “extended reality”
dome to create an immersive learning experience for students in
the community. The project, which combines virtual and augmented
reality technology, seeks to reinforce social-emotional resilience and
inquiry-driven learning among local youth.

Intel Foundation: Rising to the Future
The Intel Foundation seeks to lift people and commu- donations to support communities and provides Foundation and Corporate Giving
nities around the globe—to reach those we haven’t options for employees to make their donations count 2022 Contributions (in millions)
reached before, to expand STEAM education into new where and when they are needed most to achieve
communities, and empower women, girls, and people long-term impact. Forms of Giving US International Total
of color. Over the past 34 years the Intel Foundation has Corporate Cash $46.9 $12.8 $59.7
given nearly $793 million to communities worldwide. The Foundation continues to collaborate with the STEM
Foundation
Next Opportunity Fund on the Million Girls Moonshot to
The Intel Foundation strives to empower human engage more girls in STEM. To learn more, see “Making Foundation Grants $2.7 $0.5 $3.2
potential and ignite positive change, creating Technology Fully Inclusive and Expanding Digital Donation Matching $16.7 $6.0 $22.7
opportunities that impact the future and advance Readiness” in the Inclusive section of this report. Volunteer Matching $4.0 $3.0 $7.0
gender and racial equity and social justice globally. By
In-Kind Giving $1.3 $0.4 $1.7
empowering youth and communities with the skills
and confidence to advance and excel, the Foundation Total $71.5 $22.7 $94.2
aims to bring people, organizations, and technology Humanitarian Crisis In 2022, charitable giving by Intel and the Intel Foundation totaled
together for a greater good.
and Natural Disaster Relief approximately $94.2 million, compared with $76.0 million in 2021.
The Foundation collaborates with nonprofit, public and

In 2022, the Foundation supported organizations
private organizations, and schools to create and deploy
responding to an increased number of humanitarian
global solutions by contributing thought leadership and
crises and natural disasters, including wildfires, floods,
financial resources to innovative programs that support
winter storms, tornadoes, earthquakes, hurricanes,
underserved populations.
volcanos, and more. Through the Intel Foundation
Humanitarian Crises and Disaster Relief program,
The Foundation’s priorities include:
12 campaigns raised nearly $2.66 million in donations
Amplifying employees’ time and generosity: The and matches to aid recovery across eight countries.
Foundation connects employees' and US retirees’ The Foundation launched an employee donation
passions to philanthropy to take on global challenges campaign in response to the humanitarian crisis in
and meet community needs through matching funds Ukraine, and collaborated with nonprofits to bring
to schools and nonprofit organizations where our employ- mobile communication centers to help refugees As part of our social impact strategy, we work with a broad range of
ees and US retirees volunteer and make donations. reach their loved ones and handle important nonprofit and education organizations, including providing grants and
other in-kind support. For all of our contributions, we maintain control
documentation, and provide on-demand learning
Promoting STEM education: Recognizing the and review processes to track contributions and ensure alignment
centers for displaced youth. with Intel’s values and strategy. Recipients of grants from Intel and
life-changing power of technology and learning, the
the Intel Foundation are required to verify compliance with Intel’s
Foundation champions immersive STEM experiences
It is heartening to see both the generosity of Intel non-discrimination policy. In 2022, examples of funded organizations
to help ensure that the next generation of innovators receiving significant grants in each of our giving categories included:
employees and also the global approach of the Intel
is diverse and inclusive. Higher Ed (University of California at Berkeley, National Science
Foundation. It makes me proud to work here. Foundation), K-12 Education (STEM Next Opportunity Fund, Nirmal
Responding to humanitarian crises and natural Hriday Educational Society), and Community and Civic Organizations
—Intel employee, following the donation of
disasters: When humanitarian crises or natural disasters (Geeks Without Frontiers, Anna Unna Charitable Trust).
$220,000 in employee donations and Foundation
strike, the Foundation may offer matches to employees’
match to provide flood relief in Pakistan
1
Includes organizations focused on addressing community needs,
disaster relief, diversity and inclusion, environmental impact, arts
and culture, and other civic-related activities.

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

Non-native grasses in desert landscapes are a major
contributor to wildfires around the world, resulting in
destruction of land and impacts to wildlife and people.
For several years, an Intel employee has been leading
a team of global volunteers to leverage technology to
address the issue. Working with the McDowell Sonoran
Conservancy in Arizona, drone technology is being used
to capture images of the desert landscape. Volunteers
are building an AI model to analyze the images and
identify precisely where the invasive grasses are.
Conservancy staff and volunteers are then able to
treat and remove the plants, saving hundreds of hours
of time previously spent locating the grasses.
Intel® AI Global Impact Festival 2022

The Intel® AI Global Impact Festival is an annual Digital
Readiness celebration for next-generation technologists
and teachers, as well as academia, ecosystem, and
government agencies to showcase AI innovation and In addition, Intel India and the National e-Governance
impact. With the 2022 theme of “Enriching Lives with Division, Ministry of Electronics and Information
AI Innovation,” we celebrated the success of impactful Technology launched “Youth for Unnati and Vikas
AI innovation by students, teachers, governments, and with AI.” The program aims to enable students with
organizations worldwide at the Intel AI Global Impact AI skills in an inclusive manner through hands-on
Festival 2022. With almost 150 projects from 25 learning and mentorship opportunities.
countries, our second AI Global Impact Festival high-
lighted the value of AI innovation and application to Primary Healthcare for Vulnerable Populations
real-life problems by next-generation technologists. An Intel project helped bring accessible, affordable
healthcare to vulnerable households in the Bengaluru
Responsible AI for Youth 2022 area of Karnataka, India. Health check-ups conducted
In collaboration with the government of India, we across 30 villages screened some 13,000 people for
launched Responsible AI for Youth 2022 as a national conditions such as diabetes and hypertension. As a
AI skills program, aiming to reach a million students result, hundreds are now receiving appropriate medical
in the first year. The program builds AI readiness by treatments. The project also created financial indepen-
empowering young people with an appropriate tech dence for more than 15 local women who were trained
mindset, relevant skills, and access to required tools. as frontline healthcare workers and are now recognized
as champions for healthcare in their communities.

IRTI: Activating Tech as a Force for Good
In 2020, as a response to the COVID-19 pandemic, we Cumulatively to date, Intel has committed approximately reality to create instructor-led, simulation-based
launched our Pandemic Response Technology Initiative $70 million to IRTI initiatives, funding some 335 projects training to train cataract specialists at scale.
(PRTI), a $50 million commitment to support essential in 33 countries across the globe. Intel‘s comprehensive
workers, hard-hit businesses, and students of all ages portfolio is used in many of the projects to solve unique Social Equity and Human Rights: Digital Access for the
with Intel-funded technology projects. Through PRTI, challenges that plague individuals and organizations Next 50%. Intel formed an alliance with other Fortune
Intel collaborated with more than 170 organizations globally. Intel experts drive the success of IRTI projects, 500 companies, NGOs, and academia—including Dell
on over 230 projects in multiple sectors. In 2021, we and we work with organizations to identify issues and pro- Technologies, World Wide Technology, IBM, Softbank,
expanded the scope of the PRTI to include additional vide unique technology solutions to some of the world’s AWS, T-Mobile, and African Mobile Networks—to build
program areas and renamed it the Intel RISE Technology most complex challenges. Some of the most compelling the N50 Project. N50, part of IRTI, aims to bring access
Initiative (IRTI). With IRTI, we are building deeper rela- projects funded by IRTI support diverse communities to affordable digital content, applications, and services
tionships with our customers and other organizations and strengthen our goal to support social equity and to the next 3.9 billion people, providing health, social,
in line with our corporate purpose and goal to create innovation. Below are examples of IRTI projects that and financial benefits to marginalized communities. In
shared value. In the years since, the IRTI has evolved have been executed in the last year. 2022, the effort scaled to 113 collaborating stakeholders
into a broad, purpose-driven platform for action. Among working with 50 initiatives, with six global programs
the many lessons learned over the past years is that Accessibility: Using 3D Printing for Hearing Aids. launched. Through one N50 initiative, Intel and associ-
technology is essential and can be a force for good. Nearly 80% of people with disabling hearing loss1 live ates are supporting the resettlement of young Afghan
in low- and middle-income countries. Intel, 3DP4ME, women in Arizona through scholarships, grant funding,
Through IRTI, Intel has driven substantial impact, and Accenture joined forces to pilot a solution with donated laptops, multi-lingual tutoring, and mentoring.
investing across six focus areas that align with the Intel Syrian refugees in Jordan. 3D printing allows for quick In another N50 project, the Intel Foundation is providing
RISE pillars: accessibility; economic recovery; education; prototyping and easier customization—an essential funding to Geeks Without Frontiers to build 10 solar-
health and life sciences; social equity and human rights; requirement for hearing aids. Initially, a pilot used state- powered communication centers in areas neighboring
and sustainability and climate. of-the-art 3D scanning, CAD design, and AI hosted on Ukraine. The centers aim to alleviate communication
Intel infrastructure to model, print, and fit hearing aids and information challenges for millions of refugees.
for 50 children. The goal is to expand the solution, ulti-
mately providing 12,000 hearing aids to this population. Sustainability and Climate: Environmental Monitoring.
Organizations around the world are on a journey to reduce
Education/Economic Recovery: Online Learning their environmental footprints. Real-time automated
Enables Resiliency After Floods. In June 2021, severe environmental footprint reporting systems can support
flooding closed schools and disrupted transport links in and automate this process. Intel collaborated with Axians
western Germany. Through IRTI, Synaxon, JustAsk!, and to create solutions focused on energy and water con-
Intel provided relief to teachers and schools in Germany, sumption, waste management, and project forecasting
with a focus on remote learning and digital skills. to analyze, plan, and manage environmental impacts
in real time. The “GreenEdge” solution uses Intel’s
Health and Life Sciences: Fighting Cataract Blindness. Edge Gateway, Edge Vision with OpenVINO™ toolkit,
According to the International Agency for the Prevention Intel® NUC, and Intel® Xeon® processors for database
of Blindness, more than 100 million people are blind or analytics, supporting legislative efforts to reduce
visually impaired due to untreated cataracts. Many cases climate impacts and helping organizations achieve
of cataract blindness can be cured through surgery, but their environmental targets.
there is a shortage of providers who can perform these
surgeries, particularly in resource-scarce settings. In
2022, Intel collaborated with HelpMeSee to use virtual 1
Source: WHO: Deafness and Hearing Loss.

Appendix
This section includes:
About This Report
Independent Limited Assurance Statement
RISE Goals Progress
Performance Data Summary
SASB and TCFD Framework Alignment
UN Sustainable Development Goals
Non-GAAP Financial Measures
2022 Water Inventory by Location and Source
2022 Scope 1 and Scope 2 Greenhouse Gas Inventory by Location
2022 Environmental, Health, and Safety Violations
Top 100 Production and Service Suppliers
Acronym Index
Forward Looking Statement

About This Report
We prepared this report in accordance with the Global Reporting Initiative (GRI) This year’s report does not reflect any significant changes in reporting scope
Standards. A GRI Content Index is provided on our Report Builder website. We also compared to our previous report. Principles and policies apply to all officers
use other recognized frameworks to inform the content of this report, including the and employees of Intel and its subsidiaries, unless otherwise noted.
Sustainability Accounting Standards Board Standards, the Task Force on Climate-
Key performance indicators cover our global manufacturing operations,
Related Financial Disclosures framework, the UN Global Compact, and the UN
including our wafer manufacturing and assembly and test facilities. Unless
Sustainable Development Goals.
stated otherwise, 2022 data is considered final based on information received
We continue to integrate sustainability information into our investor communications, by May 1, 2023, and provided that information reproduced or derived from the
and additional information about Intel’s operations and financial statements is available in 2022 Intel Annual Report on Form 10-K speaks as of January 27, 2023, the date
the 2022 Intel Annual Report on Form 10-K. The Our Business section of this report covers we submitted our Form 10-K for filing.
content recommended by the International Integrated Reporting Council for inclusion in
“integrated reports,” and can be downloaded as a standalone document or read as an
Approach to Report Assurance
interactive part of our full 2022-23 Corporate Responsibility Report. The information in this Corporate Responsibility Report is subject to internal
reviews and, for selected content, external reviews. On a regular basis, we vali-
For a high-level overview of Intel’s corporate responsibility, supporting documents and data, date the management systems and processes used to collect the data. We have
past reports, and to customize a report with the sections you choose, visit our Corporate maintained a multi-site ISO 14001 certification for our manufacturing locations
Responsibility and Report Builder websites. A printed summary of the report is available by since 2001, which requires independent third-party audits at many of our sites
request. You can also use our web-based feedback form or the CSR@Intel blog to contact each year. In 2019, we established a company-wide certification to ISO 45001,
our Corporate Responsibility team. an internationally recognized standard for environmental, health, and safety
For best viewing results on a PC or tablet, we recommend using Adobe Acrobat DC or QuickTime. For best management systems, which requires independent third-party audits at our
printing results, use letter-size paper. manufacturing sites. Our Corporate Energy Management System is designed to
follow the ISO 50001 Energy Management Standard; to date, we have received
Report Scope and Profile third-party ISO 50001 accreditation for 6 of our manufacturing sites.1 Our opera-
With the Intel 2022-23 Corporate Responsibility Report, we aim to provide stakeholders tions in Ireland are covered by the European Union Emissions Trading Scheme.
with a balanced view of our corporate responsibility strategy and performance for Intel’s
worldwide operations during fiscal year 2022 (ended December 31, 2022). Our previous For many years, we have obtained third-party verification for our greenhouse gas
report was published in May 2022. (GHG) emissions, renewable electricity, energy, and water metrics. Since 2012,
we have completed third-party assurance for selected indicators contained in
References to “Intel” throughout this report pertain to Intel Corporation. The Intel
our Corporate Responsibility Report. For the 2022-23 Corporate Responsibility
Foundation is a separate entity. The report does not include performance information
Report, we engaged Apex Companies LLC to complete the assurance review.
for Intel’s joint ventures or firms included in the investment portfolio of Intel Capital, Intel’s
Their report is included in this Appendix.
global investment organization, unless specified. Financial data is presented in US dollars.
1
The number of sites that have received ISO 50001 accreditation was updated May 31, 2023.
95 Appendix 2022-23 Corporate Responsibility Report

Independent Limited Assurance Statement
For a PDF copy of this statement, including a summary of data within the scope of assurance for 2022, access the Report Builder website.
INDEPENDENT LIMITED ASSURANCE STATEMENT
To: The Stakeholders of Intel Corporation This limited assurance engagement relies on a risk-based selected sample of sustainability data and the associated limitations
that this entails. This independent statement should not be relied upon to detect all errors, omissions or misstatements that may
exist.
Introduction and Objectives of Work
Responsibilities
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 This preparation and presentation of the Subject Matter in the Report are the sole responsibility of the management of Intel.
the scope of work described below (Subject Matter). Apex was not involved in the drafting of the Subject Matter or of the Reporting Criteria. Our responsibilities were to:
This information and its presentation in Intel’s 2022 Corporate Responsibility Report (‘the Report’) are the sole responsibility of • obtain limited assurance about whether the Subject Matter has been prepared in accordance with the Reporting
the management of Intel. Apex was not involved in the drafting of the Report. Our sole responsibility was to provide Criteria;
independent assurance on the accuracy of the Subject Matter. This is the fifth year in which we have provided assurance over
Intel’s Corporate Responsibility Report. • form an independent conclusion based on the assurance procedures performed and evidence obtained; and
Scope of Work • report our conclusions to the management of Intel.
The scope of our work was limited to assurance over the following environmental, safety, supplier, and diversity data included Assessment Standards
within Intel’s 2022 Corporate Responsibility Report (‘the Report’) for the period of calendar year 2022 (the ‘Subject Matter’): We performed our work in accordance with Apex’s standard procedures and guidelines for external Assurance of Sustainability
Reports and International Standard on Assurance Engagements (ISAE) 3000 Revised, Assurance Engagements Other than
▪ Global Greenhouse Gas Emissions (Scope 1, Scope 2 location-based and market-based, and Scope 3, Category 3 –
Audits or Reviews of Historical Financial Information (effective for assurance reports dated on or after Dec. 15, 2015), issued by
Fuel and Energy-Related Activities) the International Auditing and Assurance Standards Board. GHG emissions were verified in accordance with ISO 14064-3:
▪ Adjustment of CY2018, CY2019, CY2020, and CY2021 Greenhouse Gas Emissions (Scope 1, Scope 2 market-based Second edition 2019-04: Greenhouse gases -- Part 3: Specification with Guidance for the Verification and Validation of
and location-based) Greenhouse Gas Statements. A materiality threshold of ±5 percent was set for the assurance process.
▪ Renewable Energy Percentage Summary of Work Performed
▪ Energy Use As part of our independent assurance, our work included:
▪ Water Withdrawal (fresh water and reclaimed water)
1. Assessing the appropriateness of the Reporting Criteria for the Subject Matter;
▪ Water Conservation
▪ Energy Conservation 2. Conducting interviews with relevant Intel personnel regarding data collection and reporting systems;
▪ Number of Responsible Business Alliance (RBA) Validated Audit Program (VAP) supplier audits conducted 3. Reviewing the data collection and consolidation processes used to compile Subject Matter, including assessing
▪ Priority/Major Findings by Category for RBA VAP supplier audits assumptions made, and the data scope and reporting boundaries;
▪ Recordable Injury and Illness Rate 4. Reviewing documentary evidence provided by Intel;
▪ Cumulative Trauma Disorder (CTD) Cases as Percent of Total Cases 5. Agreeing a selection of the Subject Matter to the corresponding source documentation;
▪ Percent of Underrepresented Minorities in Senior Leadership (Hispanics, African Americans, and Native Americans in
6. Reviewing Intel systems for quantitative data aggregation and analysis; and
U.S. only)
▪ Percent of Women in Senior Leadership (Global) 7. Assessing the disclosure and presentation of the Subject Matter to ensure consistency with assured information.
▪ Global Employee Turnover Rate Conclusion
▪ Volunteer hours
On the basis of our methodology and the activities described above:
▪ Charitable contributions (methodology)
▪ Supplier Diversity Spend • Nothing has come to our attention to indicate that the Subject Matter is not fairly stated in all material respects; and
Our assurance does not extend to any other information included in the Report. • 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.
Reporting Boundaries
A summary of data within the scope of assurance for 2022 is attached.
The following are the boundaries used by Intel for reporting sustainability data:
Statement of Independence, Integrity and Competence
▪ Operational Control Apex is an independent professional services company that specializes in Health, Safety, Social and Environmental
▪ For GHG Emissions - all manufacturing sites and all non-manufacturing sites with air permits management services including assurance with over 30 years history in providing these services.
▪ For Water and Energy - all manufacturing and technology development (TD) sites, non-manufacturing sites where Apex has implemented a Code of Ethics across the business to maintain high ethical standards among staff in their day-to-day
Intel has operational control that have either >= 2,000 employees or < 2,000 employees that consume or generate an business activities.
amount that is material to the global inventory.
No member of the assurance team has a business relationship with Intel, its Directors or Managers beyond that required of this
*Material is defined by Intel as any site ≥ 1% of the global total for that metric/inventory assignment. We have conducted this assurance independently, and there has been no conflict of interest.
Note: Manufacturing sites include wafer fabs, assembly test (ATM), technology development (TD), and mask operations The assurance team has extensive experience in conducting assurance over environmental, social, ethical and health and
Reporting Criteria safety information, systems and processes, has over 20 years combined experience in this field and an excellent understanding
The Subject Matter needs to be read and understood together with the description of the Subject Matter in the Report. The of Apex’s standard methodology for the assurance of greenhouse gas emissions data.
reporting criteria for greenhouse gas (GHG) emissions was the World Resources Institute (WRI)/World Business Council for
Sustainable Development (WBCSD) Greenhouse Gas Protocol Corporate Accounting and Reporting Standard. The reporting
criteria for the safety data was the OSHA and US Bureau of Labor Standards. The reporting criteria for supplier audits was the
RBA Code of Conduct. The reporting criteria for other data is based on company criteria, as described in the CR Report.
Limitations and Exclusions
Mary E. Armstrong-Friberg, Lead Verifier John Rohde, Technical Reviewer
Excluded from the scope of our work is any assurance of information relating to: ESG Program Manager Senior Program Manager
Apex Companies, LLC Apex Companies, LLC
▪ Text or other written statements associated with Intel’s 2022 Report Cleveland, Ohio Lakewood, Colorado
▪ Activities outside the defined assurance period of Calendar Year 2022, with the exception of restated GHG emissions
May 1, 2023
Page 1 of 2
Page 2 of 2

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

Responsible
Employee Health, Safety, and Wellness. Ensure that more than 90% of our employees believe 87% of surveyed employees agreed with our “safety is a value” metrics. 90% of employees
that Intel has a strong safety culture and that 50% participate in our global wellness program. had access to the Intel® Vitality Program, and 38% of those employees participated in
wellness programs.
Supply Chain Human Rights. Scale our supplier responsibility programs to ensure respect for We reached 28% of verified contracted suppliers, and remain on track to reach 100% in 2030.
human rights across 100% of our contracted suppliers and all high-risk-identified suppliers in Additionally, we included 31 lower tier suppliers in our audits in 2022.
the supply chain.1
Inclusive
Workforce Inclusion. We ended 2022 with 1,646 women in senior leadership roles, surpassing our milestone goal of 1,500.
• Double the number of women and underrepresented minorities in senior Women senior leadership representation reached 18.9%, up 0.2% from 18.7% in 2021. 24.7% of technical
leadership roles.2 roles were held by women in technical positions, an increase from 24.3% at the end of 2021. Though we
saw an increase of our global women senior leadership representation, we lost progress on our global
• Exceed 40% representation of women in technical positions.
executive women representation from 20.7% in 2021 to 18.9% in 2022. We made good progress in our
• Advance accessibility and increase the percentage of employees who self-identify representation of US URM senior leaders, which increased 14.9% from 444 in 2021 to 510 in 2022.
as having a disability to 10% of our workforce.3 4.9% of Intel’s US workforce self-identified as having a disability as of December 2022, up from 3.8% in
December 2021, a year-over-year increase of 1.1%.
Supplier Diversity. Increase global annual spending with diverse suppliers4 by 100% to reach In 2022, we achieved $2.2 billion annual spending with diverse suppliers. In addition, we met two
$2 billion in annual spending by 2030. milestones to spend $800 million annually with minority-owned suppliers globally by the end of 2023,
including $250 million with US Black-owned suppliers, and we are on track to meet a third milestone to
spend $500 million annually with women-owned suppliers outside the US by the end of 2025.*
Sustainable
Climate and Energy. In 2022, we used 93% renewable electricity globally and completed projects that conserved
• Achieve 100% renewable electricity. ~160 million kWh of electricity. We have conserved a cumulative total of ~970 million kWh of electricity
• Conserve 4 billion kWh of electricity. since the baseline date. We have achieved LEED® green building certification for more than 18.5 million
square feet of space in 53 buildings, including our new Gdansk, Poland research lab facility, which
• Build new factories and facilities to US Green Building Council green received LEED® Platinum certification.
building standards.
• Achieve a 10% reduction in our absolute Scope 1 and 2 GHG emissions. Our absolute Scope 1 and 2 greenhouse gas (GHG) emissions decreased 4% from our
• Increase product energy efficiency 10X for Intel client and server microprocessors 2019 baseline.
to reduce our Scope 3 emissions.
We are on track and ahead on our goals to increase product energy efficiency 10X for client
New goals set in 2022:
and server microprocessors, respectively, by 2030.
• Achieve net-zero Scope 1 and 2 GHG emissions by 2040.
• Reduce the carbon footprint of platform reference designs for future client form
factors by 30% or more by 2030.
• Reduce Scope 3 GHG supply chain emissions by 30% from what they would
be in the absence of action.
* Correction to progress in 2022 updated on May 17, 2023.

2030 RISE Goals Progress, continued
2030 Goal Progress in 2022

Sustainable
Net Positive Water. Achieve net positive water by conserving 60 billion gallons of water and During 2022, we conserved 9.6 billion gallons of water and conserved 26 billion gallons cumulatively
funding external water restoration projects. from the 2020 baseline. Intel-funded projects restored 3.0 billion gallons of water during 2022 and 6.5
billion gallons cumulatively from the 2020 baseline, to our watersheds. This resulted in returning and
restoring 107%6 (by volume) of our fresh water withdrawals.
Zero Waste5/Circular Economy. Achieve zero waste to landfill and implement circular We sent 6.4% waste to landfill and upcycled 67% of our manufacturing waste through circular economy
economy strategies for at least 60% of our manufacturing waste streams, in collaboration with solutions in collaboration with our suppliers.
our suppliers.
Enabling
Community Impact. Deliver 10 million volunteer hours to improve our local communities, During 2022, our employees and retirees donated close to 1,010,000 hours of service in our local
including an increase in skills-based volunteerism. communities.
1
Contracted suppliers are subject to formal agreements with Intel based on the products and services provided and spends (approximately 1,500 at the beginning of 2021). In 2023, this goal language was updated to
reflect Intel’s continued commitment to human rights for all high-risk identified suppliers—not solely those noted as tier 1 and tier 2—in our supply chain.
2
I n 2023, we updated this goal language to “Achieve 25% representation of women in senior leadership roles” and “Achieve 12% representation of URMs in US senior leadership roles.” With a focus on percentages rather
than absolute numbers, the updated goal language reflects our commitment to industry best practices and helps ensure that we continue to advance our workforce representation. For transparency, we will continue to
report progress to goals using both percentages and absolute numbers.
3
In 2023, we updated the goal language to “Achieve 10% representation of employees with a disability in our global workforce by 2030.”
4
e recognize diverse suppliers as businesses that are 51% owned and operated by at least one of the following: women; minorities as defined by the country or region where the business was established; veterans/
W
service-disabled veterans; persons who are lesbian, gay, bisexual, or transgender; or persons who are disabled. While Intel recognizes these categories, they may vary by country in accordance with local law.
5
Intel defines zero waste as less than 1% sent to landfill.
6
et positive water % represents the total volume of fresh water returned and restored globally. Some locations have returned and restored significantly more than their targets, resulting in a global total greater than 100%.
N
Net positive water is achieved when each region reaches its specific target. Refer to 2022 Water Inventory by Location and Source in the Appendix for net positive water progress by region.

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 Inclusion Index. Drive full inclusion and accessibility across the Sustainable manufacturing. Create a collective approach to
minerals1 to cover all minerals used in semiconductor technology industry by creating and implementing an inclusive reducing emissions for the semiconductor manufacturing
manufacturing and apply the learnings to lead our industry leader certification program and a Global Inclusion Index with industry and increase the use of technology to reduce climate
in creating new sourcing standards. common metrics to advance progress. impact in global manufacturing.
In 2021, we sent our first expanded minerals survey for In 2021, we launched the Alliance for Global Inclusion, a coalition Our goal to achieve net-zero Scope 1 and 2 GHG emissions
aluminum, copper, nickel, and silver to suppliers contributing focused on creating an inclusion index and working to collectively by 2040 is based on a climate science approach to reach
these materials in our Intel-manufactured microprocessors. In advance progress in four critical areas: leadership representation, net zero 10 years earlier than 2050, but due to our (and our
2022, lead and zinc were added to our survey as we continued inclusive language, inclusive product development, and STEM industry’s) early emissions reductions and demand growth for
this important step of mapping our supply chains for our readiness in under-resourced communities. Since its formal launch semiconductors, it remains challenging to gain formal approval
highest priority minerals. Although sourcing of these minerals in 2021, the Alliance has tripled in size, from five to 15 members, and for a target under the existing methodology of the Science-
is not yet widely reported, we received a response from 83% of has made meaningful progress on creating an Inclusion Index to Based Targets Initiative (SBTi). In 2022, we continued to
relevant suppliers. Additionally, we continue to collaborate with serve as a benchmark for companies to track diversity and inclusion work with industry stakeholders to assess the potential for
industry associations to ensure standards are in place to enable improvements, provide information on current best practices, and the development of a sector-specific approach to setting
our ultimate goal of responsible sourcing for all the minerals highlight opportunities to improve outcomes across industries. In science-based GHG emissions-reduction targets for the
in our supply chain. We will continue to identify the highest 2022, the CEOs of the Alliance members shared two additional semiconductor manufacturing industry. The goal is to expand
priority minerals in pursuit of our RISE goals. commitments to contribute to the collective impact: 100% of the number of companies in our sector that set approved SBTi
Responsible mobility. Collaborate with our industry CEO staff are to obtain inclusive leadership development training targets.
and ecosystem organizations to advance the adoption of by 2025 and 5%+ employees are to be hired from nontraditional Sustainable chemistry. Enable greener and circular chemistry
technology-neutral safety standards to reduce traffic accidents pathways by 2030. strategies across the technology industry value chain by
globally. Inclusive pipeline. Expand the inclusive pipeline of talent for our transforming chemical footprint methodology. Lead the way in
Intel’s Mobileye business is a global leader in driving industry through innovative global education initiatives and STEM Green Chemistry with our Chemical Footprint methodology to
assistance and self-driving solutions. The company’s programs for girls and underrepresented groups. lower Intel’s impact and provide a lower total cost of ownership.
product portfolio employs a broad set of technologies, Building a diverse and inclusive workforce and industry requires Launch a cross-industry R&D initiative to identify greener
covering computer vision and machine learning-based continued collective investments and innovative approaches to chemicals with lower global warming potential and to develop
sensing, data analysis, for advanced driver assistance increasing the diversity of the talent pipeline and expanding access new abatement equipment.
systems and automated vehicles. Mobileye’s Responsibility- to the education resources needed to pursue careers in our field. In In 2022, Intel continued efforts to refine the chemical footprint
Sensitive Safety (RSS) has become a leading model for 2022, we continued a number of programs and collaborations with methodology for use in evaluation of the chemical supply
global automated vehicle safety frameworks. Numerous customers, governments, and other stakeholders to bridge the chain. Based on initial learnings from data visualization and
standards bodies are beginning to include RSS in standards gender gap in STEM fields, including Intel Foundation investments comparison case studies across chemicals and technologies,
development activities and regulators and policymakers are in the Million Girls Moonshot, which aims to collectively engage further refinement of the methodology is needed to better
looking at RSS as a tool for defining what it means for an 1 million girls through innovative, high-quality STEM/STEAM account for global chemical regulatory priorities, business
automated vehicle to drive “safely.”Icl capacity across the US. We also delivered $1 million in grants continuity, and other factors. This improved chemical footprint
to six historically Black colleges or universities (HBCUs), and methodology will help define sustainable chemistry priorities for
renewed our $250,000 investment in Georgia Tech’s Center for 2023 and beyond. Intel also initiated a framework for a Supplier
Engineering Education and Diversity program, which provides Sustainability Scorecard that will be used to collaborate with our
STEM pathways for women and underrepresented minorities. supply chain to monitor existing supplier sustainability programs
and encourage further progress and account for footprint
reductions through alternative material/technologies. u
1
Conflict minerals, as defined by the US Securities and Exchange
Commission (SEC), is a broad term that means tin, tantalum,
tungsten, and gold (3TG), regardless of whether these minerals
finance conflict in the Democratic Republic of the Congo (DRC)
or adjoining countries. sive

2030 Global Challenges
We have identified three ambitious global challenges where we believe we can best leverage our manufacturing expertise, unique position within the technology ecosystem, and
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 details on our approach and progress.
Responsible Inclusive Sustainable

Revolutionize how technology will improve health Make technology fully inclusive and expand Achieve carbon neutral computing to address
and safety digital readiness climate change
We will apply our expertise, resources, and technology to We will advance inclusion and accessibility for millions of people While we continue to reduce our own global manufacturing
enable others to harness the power of technology to improve who currently do not have the technology skills or resources climate footprint, we will also take actions with others to
health, safety, and wellness—including in the needed to equitably access educational, economic, and community collectively expand the technology “handprint”—transforming
areas of healthcare and life sciences, manufacturing, resources in our increasingly digital economy. product energy use and design and applying technology to
and transportation. reduce computing-related climate impacts across the rest of the
We aim to improve accessibility experiences each year on new key
global economy.
In 2022, we progressed on our global challenge to apply client computing platforms with augmented features, capabilities,
technology to advance healthcare and safety on multiple collaborations, or services designed together with people with In 2022, we announced our intent to achieve a 30% reduction in
fronts. Included were a joint research project aimed at disabilities. In 2022, we launched the 13th Gen Intel® Core™ the reference system design carbon footprint by the year 2030.
improving brain tumor detection, a collaboration aimed at processor family, which includes new features that enhance In data center, we designed our 4th Gen Intel Xeon processors
enabling organizations combating modern slavery to share PC-to-device connectivity for one-click device pairing. In 2023, to improve the performance per watt of select data center and
sensitive data with enhanced privacy protections, and a these features will include direct compatibility between Bluetooth network loads an average of 2.9 times. In 2022, Intel joined the
collaboration that resulted in the development of a portable hearing aids and the PC. By 2030, we aim to have all Intel user Green Software Foundation and expanded our “handprint”
network-in-a-box base station for emergency responders experience teams practicing inclusive design and research. In 2022, through Intel’s Energy Center of Excellence.
working in remote regions in Taiwan. we established a baseline of 21% adoption rate of inclusive practices
among user experience designers and researchers at Intel. Finally,
we are committed to expanding digital readiness by 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 2022, Intel had collaborated
with 27 country governments with more than 50 public-private
collaborations, enabled 23,000 institutions, and trained more than
4 million people.
Enabling

Performance Data Summary
Report Section 2022 2021 2020 2019 2018
Our Business and Financial Results
Net revenue (dollars in billions) $63.1 $79.0 $77.9 $72.0 $70.8
Net income (dollars in billions) $8.0 $19.9 $20.9 $21.0 $21.1
Provision for taxes (dollars in billions) –$0.2 $1.8 $4.2 $3.0 $2.3
Research and development spending (dollars in billions) $17.5 $15.2 $13.6 $13.4 $13.5
Capital investments (dollars in billions) $24.8 $18.7 $14.3 $16.2 $15.2
Employees at year end (in thousands) 131.9 121.1 110.6 110.8 107.4
Safety – recordable rate1/days away case rate1 0.90/0.22 0.93/0.20 0.75/0.16 0.69/0.14 0.72/0.14
Environmental Sustainability
Greenhouse gas emissions (million metric tons of CO2 equivalent)2 1.54 1.54 1.36 1.61 1.60
Renewable electricity purchased (% of global electricity use) 93% 80% 82% 71% 71%
Energy use (billion kWh—includes electricity, gas, and diesel) 10.9 11.6 10.6 9.6 8.3
Total water withdrawn (billions of gallons)3 10.9 14.3 13.8 12.6 12.0
Net positive water4 (water returned + restored) progress 107% 99% 90% 90% 86%
Total waste generated (thousand short tons)/% to landfill 311/6% 344/5% 414/5% 387/3% 205/7%
Supply Chain Responsibility
On-site supplier audits (third-party and Intel-led audits) 270 157 126 207 221
Diversity and Inclusion

Percentage of women in our global workforce 28% 28% 28% 28% 27%
Percentage of women on our Board (%)5 33% 30% 30% 20% 20%
Social Impact
Employee and retiree volunteer hours (in millions)/volunteerism rate 1.0/20% 0.85/20% 0.91/20% 1.2/39% 1.5/64%
Worldwide charitable giving (dollars in millions) 6

$94.2 $76.0 $80.4 $75.1 $84.2
1
Rate based on 100 employees working full time for one year; data is as of March 2023.
2
Including Scope 1 and Scope 2 market-based method.
3
We define water withdrawals, or water usage, as total incoming fresh water used.
4
et positive water % represents the total volume of fresh water returned and restored globally. Some locations have returned and restored significantly more than their target, resulting in a global total greater
N
than 100%. Net positive water is achieved when each region reaches their specific target. Refer to 2022 Water Inventory by Location and Source in the Appendix for net positive water progress by region.
5
Note that if all of the director nominees are elected at our 2023 Annual Stockholder Meeting, 33% of our directors will have self-identified as women.
6
Includes total giving (cash and in-kind) from Intel Corporation and the Intel Foundation.

SASB and TCFD Framework Alignment
Based on feedback gathered during our integrated investor outreach activities, we have aligned our disclosure with two additional frameworks: the Sustainability Accounting
Standards Board Standards (SASB) and the Task Force on Climate-related Financial Disclosures (TCFD). Below is a mapping of how our latest disclosure aligns with these
frameworks.
SASB. SASB has developed voluntary industry-specific disclosure standards for sustainability issues in order to facilitate communication by companies to investors of
decision-useful information. Below, we have outlined how our existing disclosure aligns with the recommended metrics for the SASB Technology and Communications
Sector – Semiconductor Standard. The SASB Standards became a resource of the IFRS Foundation as of August 1, 2022, upon the consolidation of the Value Reporting
Foundation (which housed the SASB Standards and the Integrated Reporting Framework) into the IFRS Foundation.
Topic Accounting Metrics Code Intel Metric or Qualitative Disclosure Disclosure Location1
Greenhouse Gas (1) Gross global Scope 1 emissions and TC-SC- (1) 1.19 million metric tons CO2e 2022-23 Corporate Responsibility Report,
Emissions (2) amount of total emissions from perfluorinated 110a.1 (2) 481,000 metric tons CO2e p 71
compounds CDP Climate Change Survey
Greenhouse Gas Discussion of long-term and short-term strategy TC-SC-110a.2 We discuss our strategy and long history of goal setting and 2022-23 Corporate Responsibility Report,
Emissions or plan to manage Scope 1 emissions, emissions reductions. We have also avoided 80% of our cumulative Scope 1 p 71
reduction targets, and an analysis of performance and 2 GHG over the last decade. 2022 Intel Annual Report on Form 10-K,
against those targets p 15
2023 Proxy Statement, p 22
CDP Climate Change Survey
Energy (1) Total energy consumed, (2) percentage grid TC-SC-130a.1 (1) 39.1 million gigajoules electricity consumed (2) 82% grid 2022-23 Corporate Responsibility Report,
Management in electricity, and (3) percentage renewable electricity (3) 93% renewable electricity globally. p 69 and p 73
Manufacturing
Water (1) Total water withdrawn and (2) total water TC-SC-140a.1 (1) 41.4 million m³ withdrawn (2) 10.0 million m³ consumed. 2022-23 Corporate Responsibility Report,
Management consumed, percentage of each in regions with See Appendix for detail on water metrics by location, including p 76, p 107-108
High or Extremely High Baseline Water Stress information on baseline waster stress by location. 2022 Intel Annual Report on Form 10-K,
p 17, 18
2023 Proxy Statement, p 52
Waste (1) Amount of hazardous waste from TC-SC-150a.1 (1) 117,000 metric tons (2) 85% recycled. 2022-23 Corporate Responsibility Report,
Management manufacturing, (2) percentage recycled p 78-79
Report Data File on Report Builder webstie
Employee Health Description of efforts to assess, monitor, and TC-SC-320a.1 We disclose our strategy for employee health, safety, and 2022-23 Corporate Responsibility Report,
& Safety reduce exposure of employees to human wellness, including our company-wide certification to ISO 45001. p 38
health hazards
1
The “Intel Metric or Qualitative Disclosure” column references the specific disclosure(s) included in the 2022-23 Corporate Responsibility Report and therefore may vary from the breadth and context of disclosure(s)
included in the 2022 Intel Annual Report on Form 10-K and 2023 Proxy Statement, if applicable.

SASB and TCFD Framework Alignment, continued
Topic Accounting Metrics Code Intel Metric or Qualitative Disclosure Disclosure Location1
Employee Health Total amount of monetary losses as a result of legal TC-SC- While we do not disclose this information, we do report on 2022-23 Corporate Responsibility Report,
& Safety proceedings associated with employee health and 320a.2 Environmental, Health, and Safety Violations and subsequent p 38-40
safety violations corrective actions.
Recruiting & Percentage of employees that are: (1) foreign TC-SC-330a.1 We do not disclose the first metric as we do not believe a single 2022-23 Corporate Responsibility Report,
Managing a Global nationals and (2) located offshore percentage of foreign nationals is a useful metric for our business p 19-21, p 24, and p 32-34
& Skilled given our global business model, but we do disclose a breakdown 2022 Intel Annual Report on Form 10-K, p
Workforce of our workforce by region (47% of employees in the US and 53% 16, p 19
outside of the US). We disclose additional human capital metrics
2023 Proxy Statement, p 23, 132
that we believe are more effective for assessing this aspect of
our performance, including diversity and inclusion, employee
engagement, training and development, and responsible supply
chain metrics.
Product Lifecycle Percentage of products by revenue that contain TC-SC-410a.1 While we do disclose information on our strategy and approach 2022-23 Corporate Responsibility Report,
Management IEC 62474 declarable substances to product ecology and supplier requirements for declarable p 13, p 33, and p 67
substances, we do not believe a single percentage of revenue Material Declaration Data Sheet (MDDS)
is an effective metric for evaluating risk and performance in database website
this area.
Product Lifecycle Processor energy efficiency at a system-level for: TC-SC-410a.2 We do not disclose single percentages for these product 2022-23 Corporate Responsibility Report,
Management (1) servers, (2) desktops, and (3) laptops categories, given the wide range of products we produce in each p 13-16 and p 74-75
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.
Materials Sourcing Description of the management of risks associated TC-SC-440a.1 We provide disclosure on our management approach to 2022-23 Corporate Responsibility Report,
with the use of critical materials responsible minerals sourcing. With respect to rare earth p 32-34 and p 42-43
elements, Intel has thoroughly reviewed product and supply SEC Conflict Minerals Filing
chain impacts and determined that although certain regional
Intel Statement on Rare Earth
supplies may fluctuate, Intel has sufficient existing supply,
alternative sourcing, and/or low risk material availability within our
manufacturing and supply chain. Intel has confirmed that access
to rare earth mineral supplies represents a low risk to impact
production or delivery of goods.
IP Protection Total amount of monetary losses as a result of legal TC-SC-520a.1 Information on legal proceedings is disclosed in our Annual 2022 Intel Annual Report on Form 10-K, p
& Competitive proceedings associated with anti-competitive Report on Form 10-K and in our Quarterly Reports on Form 10-Q, 43, p 63-64, p 93, p 112
Behavior behavior regulations available on our Investor Relations website. Investor Relations website
1
The “Intel Metric or Qualitative Disclosure” column references the specific disclosure(s) included in the 2022-23 Corporate Responsibility Report and therefore may vary from the breadth and context of disclosure(s)
included in the 2022 Intel Annual Report on Form 10-K and 2023 Proxy Statement, if applicable.

SASB and TCFD Framework Alignment, continued
TCFD. TCFD has developed a voluntary framework for use by companies to provide information to investors, lenders, insurers, and other stakeholders on
climate-related financial risk disclosure. Below, we have outlined how our existing reporting aligns with the recommended disclosure. We will continue to
evaluate opportunities to evolve our disclosure moving forward based on discussions with our investors and stakeholders.
Disclosure Area TCFD Recommended Disclosure Intel Metric or Qualitative Disclosure Disclosure Location
Governance Disclose the organization’s Responsibility for oversight of corporate social responsibility issues, including climate 2022-23 Corporate Responsibility
governance around climate-related change, has been included in the Corporate Governance and Nominating Committee Charter since Report, p 9, and p 23-24
risks and opportunities. 2003. 2023 Proxy Statement, p 22, p 42, p
Intel follows an integrated approach to addressing climate change with multiple teams responsible for 44, and p 48
managing climate-related activities, initiatives, and policies, including manufacturing and operations, CDP Climate Change Survey
government and public affairs, supply chain, and product teams. Strategies, progress toward goals, and
regulatory developments are reviewed with senior executives from these teams on a regular basis.
Strategy Disclosure of the actual and potential We describe our climate-related risks and opportunities in our Corporate Responsibility Report (in 2022-23 Corporate Responsibility
impacts of climate-related risks and the “Our Business” and “Climate and Energy” sections), the Intel Climate Change Policy Statement, Report, p 69
opportunities on the organization’s and the risk-factors section of our Annual Report on Form 10-K. We focus on reducing our own direct 2023 Proxy Statement, p 42
businesses, strategy, and financial climate “footprint”—the emissions resulting from our own operations, our supply chain, and the and p 48
planning where such information is marketing and use of our products. We also focus on increasing our “handprint”—the ways in which
2022 Intel Annual Report on Form
material. Intel® technologies help others reduce their footprints. In addition, we collaborate with others to drive
10-K, p 59 and p 62
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 Intel Climate Change Policy
actions, we have avoided 80% of our cumulative Scope 1 and 2 GHG emissions over the last decade. CDP Climate Change Survey
In 2022, subject matter experts from multiple business groups collaborated to further drive the
integration of climate change considerations into our processes for assessing risks and opportunities
and to conduct a climate change scenario analysis. Additionally, we plan to publish a formal Climate
Transition Action Plan in 2023.
Risk Disclose how the organization Our overall approach to risk management is described in our Proxy Statement and our risk factors are 2022-23 Corporate Responsibility
Management identifies, assesses, and manages described in our Annual Report on Form 10-K. Additional detail on our proactive efforts to reduce our Report, p 23, p 27, and p 69
climate-related risks. climate change impacts is included in our Corporate Responsibility Report, primarily in the Climate 2022 Intel Annual Report on Form
and Energy section as well as our CDP Climate Change report. This includes detail regarding our 10-K, p 17
investments in renewable electricity, energy conservation, and product energy efficiency. For example,
2023 Proxy Statement, p 22, p 88
in 2022, we continued our 100% renewable electricity commitment for our US, Europe, Israel and
Malaysia, and are approaching 100% in Costa Rica, bringing the global total to 93% globally. We also Intel Climate Change Policy
conserved ~160 million kWh of electricity in 2022. We also describe our proactive engagements with CDP Climate Change Survey
policymakers on climate and energy issues in our Corporate Responsibility Report and the Intel Climate
Change Policy. We proactively engage with our stakeholders to understand impacts of both potential
regulatory requirements and also changing expectations of stakeholders, including our investors,
customers, and local communities.
Metrics Disclosure of the metrics and Our public climate-related metrics, goals and targets, as well as our Scope 1, 2, and 3 GHG emissions 2022-23 Corporate Responsibility
and Targets targets used to assess and manage data are included in our annual Corporate Responsibility Report and also reported through the CDP Report, p 69-73
relevant climate-related risks and Climate Change report. CDP Climate Change Survey
opportunities where such information
is material.

UN Sustainable Development Goals
The UN Sustainable Development Goals (SDGs) are aimed at stimulating action in areas of critical importance for humanity and the planet. We believe that the achievement
of the SDGs will be critical to creating a life of dignity and opportunity for all, and we believe technology will play a key role in achieving the SDGs. We use the goals below to
inform the ongoing development of our strategies, initiatives, and long-term priorities, including our RISE Strategy and goals. We believe that information communications
technology (ICT) can play an enabling role in the implementation of all of the SDGs. Intel, Nethope, and the UN Foundation developed an SDG ICT Playbook that outlines
technology trends, opportunities, and innovative case studies that global leaders can reference as they develop their strategies and actions to address the SDGs.
Responsible Sustainable
SDG 6: Ensure access to water and sanitation for all
SDG 3: Ensure healthy lives and promote well-being for all at all ages
SDG 7: Ensure access to affordable, reliable, sustainable, and modern energy for all
SDG 8: Promote inclusive and sustainable economic growth, employment, and decent
work for all SDG 9: Build resilient infrastructure, promote inclusive and sustainable
industrialization, and foster innovation
SDG 12: Ensure sustainable consumption and production patterns
SDG 12: Ensure sustainable consumption and production patterns
Through our employee health, safety, and wellness goals and our supplier SDG 13: Take urgent action to combat climate change and its impacts
health and safety requirements, we promote good health and well-being. We have made significant investments and set aggressive goals to reduce
Our efforts are designed to protect vulnerable workers throughout the the environmental footprint of our global operations, including goals and
global supply chain, and include setting clear supplier expectations and policies on climate change and water stewardship. Our sustainability goals
investing in assessments, audits, and capability-building programs. We include achieving net positive water by 2030, zero waste to landfill by 2030,
collectively address issues through our leadership in the Responsible and net-zero GHG emissions for scope 1 and 2 by 2040. We will continue
Business Alliance, including industry initiatives on key issues such as to invest in sustainability projects, actions, and investments to reduce our
advancing responsible minerals sourcing, addressing human rights risks environmental footprint. We also collaborate with governments, leading
such as forced and bonded labor, and improving transparency on the companies, and nonprofits on innovative environmental projects, and
environmental impacts in the global electronics supply chain. proactively invest in our technology “handprint” to empower others to
use Intel technology to reduce their environmental footprints and support
Inclusive sustainable consumption and production.
SDG 4: Ensure inclusive and quality education for all and promote lifelong learning
SDG 5: Achieve gender equality and empower women and girls
SDG 8: Promote inclusive and sustainable economic growth, employment, and decent Enabling
work for all
We advance the SDGs above also through the application of our technology and the
SDG 10: Reduce inequality within and among countries
expertise and passion of our employees. Through the Intel RISE Technology Initiative, we
To shape the future of technology, we believe we must be representative of
are funding technology projects to drive social and environmental impact in collaboration
that future. Since 2019, we have achieved gender pay equity globally and we
with our customers. We also encourage our employees to share their experience, talents,
continue to maintain racial/ethnic pay equity in the US. We also met our com-
and passions in communities around the world, and provide volunteer opportunities to
mitment to reach more than $1 billion in annual spending with first-tier and
help address local and global problems. The Intel Foundation acts as a catalyst for change
lower tier certified diverse suppliers1, and collaborate with others to encour-
by amplifying the investments of Intel employees across a broad spectrum of personal
age more women and underrepresented minorities to enter and
philanthropy and volunteerism and by working with NGOs, nonprofits, and governments
succeed in technology careers. We provide our expertise and both financial
on innovative programs that support underserved and disenfranchised populations.
and in-kind support to help communities, governments, NGOs, and
educators achieve their goals.
1
We recognize certified diverse suppliers as businesses that are at least 51% owned, operated, and controlled by any of the following categories: women; minorities as recognized by the country 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 in
accordance with local law.

Non-GAAP Financial Measures
Following are the reconciliations of our most comparable US GAAP measures to our non-GAAP measures presented:
Years Ended (In Millions, Except per Share Amounts) Dec. 31, 2022 Dec. 25, 2021 Dec. 26, 2020
Net Revenue $63,054 $79,024 $77,867
NAND Memory Business – (4,306) (4,967)
Non-GAAP Operating Income $63,054 $74,718 $72,900
Gross Margin Percentage 42.6% 55.4% 56.0%

Acquisition-related adjustments 2.1% 1.6% 1.6%
Share-based compensation 1.0% 0.4% 0.4%
Patent settlement 0.3% – –
Intel® Optane™ technology inventory impairment
NAND Memory Business
Non-GAAP Gross Margin Percentage 47.3% 58.1% 59.8%
Earnings per Share – Diluted1 $1.94 $4.86 $4.94

Acquisition-related adjustments 0.37 0.36 0.33
Share-based compensation 0.76 0.50 0.44
Patent settlement 0.05 – –
Intel Optane technology inventory impairment 0.18 – –
Restructuring and other charges – 0.64 0.05
(Gains) losses on equity investments, net (1.04) (0.67) (0.45)
(Gains) losses from divestiture (0.28) – –
NAND memory Business – (0.33) (0.22)
Tax Reform (0.20) – –
Income tax effects (0.06) (0.06) (0.03)
Non-GAAP Earnings per Share – Diluted $1.84 $5.30 $5.06
1
For the year ended December 31, 2022, the impact of non-controlling interest to our non-GAAP adjustments is insignificant and thus is not included in our reconciliation of non-GAAP measures.

2022 Water Inventory by Location and Source
The following table details our water use, discharge, consumption, conservation, and restoration by source and destination for Intel sites around the world. Our fresh water
withdrawals totaled 10.9 billion gallons (41.4 gigaliters) in 2022. Approximately 78% of the water used at our sites was sent back to municipal treatment operations, where it
was treated so that it could be used for other purposes or to recharge surface or groundwater sources. For additional information, see the Sustainable section of this report.
To prepare our global water inventory, we follow established internal procedures for collecting, reviewing, and reporting water data. Internal data collection and reporting
practices are outlined within corporate standards and guidance documents developed by Intel. After a corporate-wide inventory was prepared, it was reviewed 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
Discharge Destination
Third-Party Water Withdrawals2 (On-site water
Water Consumption
(% returned + restored)
(Purchased water sources) sources)
Water Discharged
(Watershed projects)
Total Fresh Water
Water Conserved
Water Restored
Water Progress
(Of municipality)
Water Source
Water Sources
Water Sources
Withdrawals
Withdrawals
Surface Water
Net Positive
Ground Water
Total Water
from Surface
(On-site well)
from Ground
(All sources)
(All sources)
Fresh Water
Fresh Water
(Rainwater)
Reclaimed
Sea Water
(return)3
Sources
Source
Source
Water
River
Location1 Basin
Chengdu 921 – – – – – 921 921 373 549 – Surface Surface Yangtze

China 0 45%
Shanghai – Surface,
97 – – 0.4 – 98 98 86 12 0.4 Surface Yangtze
Zizhu5 Ground
Costa
San Jose – 414 – – 0.01 22 436 436 113 323 0.1 184 68% Ground Surface San Juan
Rica
Bangalore:
India 4 – – – – – 4 4 – 4 4
Airport Rd4 N/A (Zero
410 346% Surface
Bangalore: discharge) Cauvery
95 – – – 20 – 115 115 – 115 73
Sarjapur4
Ireland Leixlip 8,556 – – – – – 8,556 8,556 7,538 1,018 2,605 0 88% Surface Surface Shannon
Haifa4
22 89 – – – 22 111 52 59 11
Sea Sea
Petach (Primary); (Primary); Mediterranean
Israel 6 24 – – – 6 29 21 9 2 0 66% Surface Third-Party Sea (Coastal
Tikva 4
& Ground Reuse aquifer)
Qiryat Gat4 800 3,200 – – – 800 4,000 2,651 1,349 5,686 (Secondary) (Secondary)
Kulim 1,090 – – – – – 1,090 1,090 919 171 205

Malaysia 100 84% Surface Surface Muda
Penang 673 – – – 0.2 – 673 673 457 216 24
Mexico Guadalajara 4 – 59 – – – – 59 59 44 15 24 0 75% Ground Ground Lerma-Santiago

Poland Gdansk – 16 – – – – 16 16 12 4 2 0 75% Ground Sea Wisla
¹ We follow established internal procedures and thresholds to determine which sites are included in the inventory.
²Third-party water withdrawals represent water purchased from the local municipality.
³ Third-party water discharges/returns represent water sent to the local municipality for reuse or surface/groundwater recharge.
⁴ Sites located in area experiencing extremely high water stress, based on WRI’s Aqueduct Water Risk Atlas (2022).
5
Site located in area experiencing high water stress, based on WRI’s Aqueduct Water Risk Atlas (2022).

2022 Water Inventory by Location and Source, continued
Reported in Megaliters per Year
Water Withdrawals by Source (Total water usage) – Megaliters per Year
Water Withdrawals
Discharge Destination
Third-Party Water Withdrawals2 (On-site water
Water Consumption
(% returned + restored)
(Purchased water sources) sources)
Water Discharged
(Watershed projects)
Total Fresh Water
Water Conserved
Water Restored
Water Progress
(Of municipality)
Water Source
Water Sources
Water Sources
Withdrawals
Withdrawals
Surface Water
Net Positive
Ground Water
Total Water
from Surface
(On-site well)
from Ground
(All sources)
(All sources)
Fresh Water
Fresh Water
(Rainwater)
Reclaimed
Sea Water
(return)3
Sources
Source
Source
Water
River
Location1 Basin
Arizona:
2,058 – – – – 2,058 2,058 1,045 1,014 451
Chandler 4 Surface, Ground; Colorado/
Arizona: Ground Third Party Salt/Verde
11,185 – 1,037 – – 11,185 12,223 10,662 1,561 12,570
Ocotillo 4
California:
Bowers - 216 – – – – – 216 216 146 71 24
Santa Clara
California: Surface
343 – – – – – 343 343 69 274 – Surface Santa Clara
Folsom 4 to Sea
California:
Mission – 371 – – 47 – – 371 419 278 140 –
Santa Clara
United
New Mexico: 10,824 119%
States – 246 – – – 2,636 2,883 2,883 2,545 338 1,979 Ground Surface Río Bravo
Rio Rancho 4
Oregon:
1,133 – – – – – 1,133 1,133 857 276 184
Aloha
Oregon:
Hawthorn 119 – – – – – 119 119 89 30 52
Farm Surface Surface Columbia
Oregon:
317 – – – – – 317 317 238 79 –
Jones Farm
Oregon:
9,313 – – – – – 9,313 9,313 7,355 1,958 12,505
Ronler Acres
Texas:
65 – – – – – 65 65 49 16 – Surface Surface Colorado
Austin
Ho Chi Minh
Vietnam 529 – – – – – 529 529 157 372 113 0 30% Surface Surface Dong Nai
City
Total 38,650 3,312 1,085 20 2,658 41,329 45,726 35,755 9,971 36,514 11,518 107%
¹ We follow established internal procedures and thresholds to determine which sites are included in the inventory.
²Third-party water withdrawals represent water purchased from the local municipality.
³ Third-party water discharges/returns represent water sent to the local municipality for reuse or surface/groundwater recharge.
⁴ Sites located in area experiencing extremely high water stress, based on WRI’s Aqueduct Water Risk Atlas (2022).
5
Site located in area experiencing high water stress, based on WRI’s Aqueduct Water Risk Atlas (2022).

2022 Scope 1 and Scope 2 Greenhouse Gas Inventory by Location
In support of our commitment to transparency, the following table details our 2022 Scope 1 and Scope 2 GHG emissions (metric tons of carbon dioxide equivalent, CO2e)
for Intel sites around the world, broken out by scope and emissions category. Our emissions calculations are based on the World Resources Institute/ World Business Council for
Sustainable Development’s The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard, and internal criteria defined by Intel management. Our
corporate-wide Scope 1 and Scope 2 data were assured by Apex Companies LLC (see the “Independent Limited Assurance Statement” in this Appendix).
Scope 1 GHG Emissions

Scope 2
(metric tons CO2e) Total Scope 1 &2
Location 1
GHG Emissions
Fluorinated Combustion/ Heat Transfer GHG3 Emissions % Renewable (metric Tons CO2e)
N20 Other2 Total Scope 1
GHGs Fuels Fluids (metric tons CO2e) Electricity
Chengdu 0 154 6,906 0 2,426 9,486 144,121 0 153,607
China
Shanghai - Zizhu 0 636 0 0 0 636 20,136 0 20,772
Costa Rica San Jose 0 246 1,089 0 284 1,619 26 99% 1,645
Bangalore, Airport Rd 0 133 0 0 276 409 5,581 0 5,990
India
Bangalore, Sarjapur 0 11,656 0 0 202 11,858 16,405 0 28,263
Ireland Leixlip 57,387 51,126 0 46,382 4,613 159,508 0 100% 159,508
Haifa 0 0 0 0 3,486 3,486 0 100% 3,486
Israel Petach Tikva 0 1 0 0 2,424 2,425 0 100% 2,425
Qiryat Gat 112,631 28,024 0 17,761 3,665 162,081 0 100% 162,081
Kulim 0 246 14,840 0 87 15,173 0 100% 15,173
Malaysia
Penang 0 149 15,131 0 433 15,713 0 100% 15,713
Mexico Guadalajara 0 37 0 0 0 37 8,288 0 8,325
Poland Gdansk 0 339 0 0 0 339 0 100% 339
Arizona: Chandler 12,256 11,673 5,240 0 647 29,816 0 100% 29,816

Arizona: Ocotillo 147,464 86,617 22,769 28,792 6,164 291,806 0 100% 291,806
California: Bowers – Santa Clara 0 3,933 0 0 63 3,996 0 100% 3,996
California: Folsom 0 4,986 0 0 37 5,023 0 100% 5,023
California: Mission Santa Clara 0 18,187 0 0 4,052 22,239 0 100% 22,239
United States New Mexico: Rio Rancho 22,527 19,340 3,173 5,776 195 51,011 0 100% 51,011
Oregon: Aloha 3,872 10,012 6,769 2,029 134 22,816 0 100% 22,816
Oregon: Hawthorn Farm 0 1,553 0 0 0 1,553 0 100% 1,553
Oregon: Jones Farm 0 2,013 0 0 0 2,013 0 100% 2,013
Oregon: Ronler Acres 124,569 98,913 41,881 78,556 6,230 350,149 0 100% 350,149
Texas: Austin 0 31 0 0 0 31 0 100% 31
Vietnam Ho Chi Minh City 0 177 26,802 0 683 27,662 153,001 0 180,663
Total 480,706 350,182 144,600 179,296 36,101 1,190,885 347,558 93% 1,538,443
1
We follow established internal procedures and thresholds to determine which sites are included in the inventory. 3
Market-based methodology.
2
“Other” category includes GHG emissions from volatile organic compounds (VOCs), leased assets, air shuttle, refrigerant leaks, and onsite vehicle use.

2022 Environmental, Health, and Safety Violations
Each year we share information about regulatory visits to Intel sites across the globe and Notices of Violation (NOVs) received over the course of the year. In 2022, government
officials made 182 visits (including audits and inspections) to Intel sites across the globe, including 67 health and safety agency inspections, 34 fire protection agency inspections,
and 81 environmental agency inspections. Details on NOVs and our subsequent corrective actions are provided in the table below:
Location Violation Fine Intel’s Corrective Action

Santa Clara, Site maintains an ionizing radiation license: State agency was not informed of two licensed $0 Site has removed the two items from the state license.
California items that were removed from the site within 30 days of removal.
Ronler Acres, Acid waste neutralization compliance pH went below limit due to a problem with $4,100 A full review of pH monitoring systems and alarms was performed and
Oregon the tank pH probe. corrective action implemented.
Leixlip, Ireland The EPA conducted an onsite compliance walk of temporary construction ground water $0 The areas were assessed, and material management deficiencies
management system and issued a site visit report noting items of concern relating to the fulfilled. Report was issued to EPA.
control of materials and wastes in the water treatment compound.
Leixlip, Ireland The site observed a hydrocarbon sheen and confirmed contaminated groundwater samples $0 Site noted requirement from EPA for timely reporting of events—
from their onsite treatment systems. The elevated samples were reported to EPA. The independent of root cause identification.
Noncompliance issued by EPA due to late reporting of event.
Jones Farm, The Hillsboro Fire Department (HFD) performed an inspection and identified deficiencies. $0 The Intel site fire protection program owner dispositioned the
Oregon deficiencies through the HFD. Follow-up walks were performed with
the HFD to verify closure of each finding.
Santa Clara, Site detected a deviation from a new permit condition related to chlorine emissions abatement. $8,000 Site corrected the programming issue immediately. BAAQMD
California Notification was sent to Bay Area Air Quality Management District (BAAQMD). An NOV was inspector confirmed that the site returned to compliance.
issued for the deviation.
San Jose, The San Jose Fire Department (SJFD) performed the annual hazardous materials inspection, $0 Intel implemented corrective actions and submitted a
California including a site walk that focused on chemical storage and hazardous materials inventory. The response to the SJFD, providing the documentation that
inspector identified four items that needed corrective action or follow-up. the inspector requested.
Ronler Acres, The Hillsboro Fire Department (HFD) performed inspections of the Intel Ronler Acres facility $0 Site performed site-wide audits on process pipe labelling and storage
Oregon and identified deficiencies related to legibility of piping labels and faded NFPA 704 diamond tank diamond signs and replaced illegible or faded labelling and
signs on above-ground tanks. diamond signs.
Santa Clara, Bay Area Air Quality Management District (BAAQMD) conducted a visit to the site and $750 Internal control process was reviewed, and action implemented to
California identified a different start date to a site demolition project. An NOV was issued. prevent recurrence.
Rio Rancho, New Mexico Environment Department Hazardous Waste Bureau conducted a site inspection $0 Corrections were made, internal procedures updated, and a formal
New Mexico focused on waste collection areas. Inconsistencies were found related to hazardous waste response was sent to the agency.
labeling.
Fort Collins, The Poudre Fire Authority (PFA) performed the required annual fire inspection $0 The deficiencies were corrected immediately after the inspection.
Colorado of the site and identified several deficiencies in an NOV report. Closure documentation was provided to PFA.
Ocotillo, Arizona In December 2021, Maricopa County Air Quality Department (MCAQD) performed $0 Internal controls were implemented to prevent a recurrence.
the annual Title V air permit compliance inspection. In March 2022, Intel was issued
an opportunity to correct related to fire pump maintenance and H2S annual compliance
demonstration.
Lachish, Israel EPA Sea and Shore Department was notified of a brine line permit condition violation related to $0 Changes were made to accounted personnel that appear on the permit
changes in accounted personnel that appear on the permit. EPA issued a NOV. and notifications sent immediately. Internal procedures were reviewed
and updated to prevent a recurrence.

Top 100 Production and Service Suppliers
These companies represented approximately 68% of Intel’s total supply chain spends in 2022.
Advanced Semiconductor Engineering EBARA Corporation JSR Corporation Samsung Electro-Mechanics Co., Ltd.
Advantest America Inc Edwards Ltd JX Nippon Mining & Metals Corporation Samsung Semiconductor, Inc.
AEM Singapore Pte. Ltd. Elitegroup Computer Systems Co., LTD. KellyOCG SCREEN Semiconductor Solutions Co., Ltd.
AGC, Inc. Entegris, Inc. Keysight Technologies, Inc. Shin-Etsu Chemical Co., Ltd.
Air Liquide Exyte AG Kingston Technology Corporation Shinko Electric Industries Co. LTD.
Air Products and Chemicals, Inc. Fabrinet Kintetsu World Express Shunsin Technology Holdings Limited
Amkor Technology, Inc. Flex Ltd. KLA Corporation Siliconware Precision Industries Co., Ltd.
Applied Materials Inc. FormFactor, Inc. Kokusai Electric Corporation Siltronic AG
Asia Union Electronic Chemical Corp. FUJIFILM Electronic Materials Lam Research Corporation SIRVA Worldwide, Inc.
ASM International N.V. GCON, Inc. Lasertec Corporation SK hynix Inc.
ASML Gemtek Technology Co., Ltd. Linde plc Skanska USA Building Inc.
AT & S Austria Technologie & Systemtechnik AG Georg Fischer AG Marvell Technology, Inc. SUMCO Corporation
Avantor, Inc. GLOBALFOUNDRIES Merck KGaA Darmstadt, Germany Sundt Construction, Inc.
BE Semiconductor Industries N.V. GlobalWafers Co., LTD. Microsoft Corporation Super Micro Computer, Inc.
Cadence Design Systems, Inc. Hensel Phelps Mitac Holdings Corporation Synopsys, Inc.
Compass Group PLC Hewlett Packard Enterprise Company Mitsubishi Gas Chemical Company Inc. Taiwan Semiconductor Manufacturing Company Ltd
Courier Network Inc. Hitachi High-Tech Corporation Moses Lake Industries (TAMA Chemicals) Technoprobe S.p.A.
Cymer Hoffman Construction Murata Machinery, Ltd. Thermo Fisher Scientific Inc.
Daifuku Co., LTD Honeywell Electronic Materials Nanya Technology Corporation Tokyo Electron Limited
DB Schenker HP Inc Nikon Corporation Tokyo Ohka Kogyo Co., LTD
Dell Technologies, Inc. IBIDEN Co., LTD. Nippon Express Co., Ltd. Unimicron Technology Corporation
Deloitte Touche Tohmatsu Limited Infosys Limited Nordson Corporation United Microelectronics Corp
Dentsu Group, Inc. Jacobs Engineering Group, Inc. Pegatron Corporation UPPRO Ltd.
Deutsche Post DHL Group JE Dunn Construction Powertech Technology Inc. UST Holdings Ltd.
DSV A/S JLL Rinchem Company Inc. VMLY&R

Acronym Index
3TG: Tin, tantalum, tungsten, and gold CO: Carbon monoxide ERG: Employee Resource Group
CO2: Carbon dioxide EPRM: European Partnership for Responsible Minerals

A
CO2e: Carbon dioxide equivalent EPS: Earnings per share
AEP: Advanced enabling platforms
CPA: Center for Political Accountability ESG: Environmental, social, and governance
ADAS: Advanced driver-assistance system
CPO: Chief people officer EU: European Union
AI: Artificial intelligence
CPU: Central processing unit
AISES: American Indian Science and Engineering F
Society CRT: Cobalt response template
F-GHG: Fluorinated greenhouse gas
AMIE: Advancing Minorities’ Interest in Engineering C-SCRM: Cyber supply chain risk management
FPGA: Field-programmable gate array
ANSI: American National Standards Institute CSR: Corporate social responsibility
G
ASIC: Application-specific integrated circuit CTD: Cumulative trauma disorder
GAAP: Generally Accepted Accounting Principles
C D GDP: Gross domestic product
CAHRA: Conflict-affected and high-risk area DARPA: Defense Advanced Research Projects Agency
GHG: Greenhouse gas
CAD: Computer-aided design DEI: Diversity, equity, and inclusion or Disability
GPP: Green Power Partnership
Equality Index
CDIO: Chief diversity inclusion officer
GPU: Graphics processing unit
DRC: Democratic Republic of the Congo
CDP: A not-for-profit charity that runs the global
GRI: Global Reporting Initiative
disclosure system for investors, companies, cities,
states and regions to manage their environmental
E
H
impact ECOC: Ethics and Compliance Oversight Committee
HAP: Hazardous air pollutant
CEED: Center for Engineering Education and Diversity EEO: Equal Employment Opportunity
HBCU: Historically Black college or university
CEC: California Energy Commission EHS: Environmental, health, and safety
HR: Human Resources
CEI: Corporate Equality Index EIS: Employee Inclusion Survey
HRC: Human Rights Campaign
CEO: Chief Executive Officer EPA: Environmental Protection Agency
HRIA: Human rights impact assessment
CEPN: Clean Electronics Production Network EPEAT: Electronic Product Environmental
Assessment Tool HVAC: Heating, ventilation, and air conditioning
CGN Committee: Corporate Governance and
Nominating Committee EPIC: Excellence, Partnership, Inclusion,
and Continuous Improvement
CNDCP: Carbon Neutral Data Centre Pact
CNIS: China National Institute of Standardization

I M P
IBLC: Intel Black Leadership Council MaaS: Mobility-as-a-Service PAIA: Product Attribute to Impact Algorithm Consor-
tium
ICT: Information and communications technology MGM: Million Girls Moonshot
PBT: Polybutylene Terephthalate
IDAN: Intel Disability and Accessibility Network MRC: Management Review Committee
PC: Personal computer
IDLC: Intel Disability Leadership Council N
PCF: Product carbon footprints
IDM: Integrated device manufacturer NGO: Non-governmental organization
PFC: Perfluorocarbon
IEEE: Institute of Electrical and Electronics Engineers NIC: Network interface controller
PLT: Pandemic Leadership Team
IEC: Inclusive Engineering Consortium NIST: National Institute of Standards and Technology
PM: Particulate matter
IEC: International Electrotechnical Commission NOV: Notice of violation
PPA: Public-Private Alliance for Responsible
IESC: Intel Employee Service Corps NOx: Nitrogen oxides Minerals Trade
IFPCL: Industry Focus Process Chemical List NSF: National Science Foundation PRTI: Pandemic Response Technology Initiative
IFS: Intel Foundry Services NUC: Next Unit of Computing PUE: Power usage effectiveness
ILO: International Labor Organization
O R
I/O: Input/output
OALC: Out and Ally Leadership Council RAI: Responsible Artificial Intelligence
IP: Intellectual property
OCP: Open Compute Project R&D: Research and development
IPAC: Intel Political Action Committee
ODM: Original design manufacturer RBA: Responsible Business Alliance
IPO: Initial Public Offering
OECD: Organisation for Economic Co-operation and REACH: European Union’s Registration, Evaluation,
IRTI: Intel RISE Technology Initiative Development Authorization, and Restriction of Chemicals
ISO: International Organization for Standardization OEM: Original equipment manufacturer RISE: Responsible, inclusive, sustainable, and enabling
iTSCi: International Tin Supply Chain Initiative OTC: Opportunity to correct RLI: Responsible Labor Initiative
L OSHA: Occupational Safety and Health Administration RMAP: Responsible Minerals Assurance Process
LED: A light-emitting diode RMI: Responsible Minerals Initiative
LEED: Leadership in Energy and Environmental Design RSS: Responsibility-Sensitive Safety
LGBT+: Lesbian, gay, bisexual, and transgender/ RSU: Restricted stock unit
transsexual +

S U
S3a: Supplier Sustainability Scorecard UN: United Nations
SAQ: Self-Assessment Questionnaire UNDP: United Nations Development Program
SASB: Sustainability Accounting Standards Board UNESCO: United Nations Educational, Scientific
and Cultural Organization
SBTI: Science-Based Targets Initiative
UPW: Ultra-pure water
SDA: Sectoral decarbonization approach
URM: Underrepresented minority
SDL: Security Development Lifecycle
SEC: US Securities and Exchange Commission V

SDG: Sustainable development goals VAP: Validated Assessment Program
SDSs: Safety data sheets VOC: Volatile organic compound
SKU: Stock keeping unit W

SoC: System-on-a-Chip WAI: Women in AI
SPARC: Supplier Program to Accelerate Responsibility WBENC: Women Business Enterprise National Council
and Commitment
WEEE: Waste Electrical and Electronic Equipment
SPEC: Standard Performance Evaluation Corporation
WiSci: Women in Science
SPEC SERT: Server Efficiency Rating Tool
SRC: Supplier Report Card
STEAM: Science, technology, engineering, arts,

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

Forward-Looking Statement
This 2022-23 Corporate Responsibility Report earnings releases. Forward-looking statements are
contains statements that are aspirational or reflective based on expectations as of the date of this report,
of our views, forecasts, and opinions regarding unless an earlier date is indicated, as well as standards
our future performance that constitute “forward- for measuring progress that are still developing, internal
looking statements” within the meaning of the Private controls and diligence processes that continue to evolve,
Securities Litigation Reform Act of 1995. Forward- current legal and regulatory requirements, third-party
looking statements in this Report include statements data or affirmations or representations, and assump-
regarding our goals, metrics, aspirations, targets, tions that are subject to change, including in light of
strategy, and expectations with respect to corporate current or historic goals or assumptions, and available
responsibility matters, including sustainability, human data. Statements derived from our 2022 Annual Report
rights, supply chain management, human capital on Form 10-K speak as of January 26, 2023. Intel
management, policy and procurement, philanthropy, disclaims any duty to update any statement made in
data privacy, and information and product security, as this report except to the extent required by law. This
well as other business risks and opportunities. These report contains non-GAAP financial measures relating
statements inherently involve risks and uncertainties to our performance. You can find the reconciliation of
that are difficult to predict, often beyond our control, these measures to the most directly comparable GAAP
and inherently uncertain, and actual results, including financial measures in this Appendix, and further explana-
our goals, could differ materially from those predicted in tion of these adjustments in the “Non-GAAP Financial
such statements, including as a result of geopolitical or Measures” within “Management’s Discussion and
macroeconomic events, energy prices, technological Analysis” in the 2022 Intel Annual Report on Form 10-K.
advances or innovations, developing climate conditions, Website references and hyperlinks throughout this
legislative or regulatory changes, engagements with report are provided for convenience only, and the
stakeholders, and other unforeseen conditions or content on the referenced websites is not incorporated
events. Forward-looking statements are not guarantees by reference into this report, nor does it constitute a part
or promises that any such goals, metrics, aspirations, of this report. We assume no liability for any third-party
targets, strategy or expectations will be met or retained content contained on the referenced websites.
in their current form. Risk factors that could cause
actual results to differ are set forth in the “Risk Factors”
section of the 2022 Intel Annual Report on Form 10-K,
as updated by our Quarterly Report on Form 10-Q for
the quarter ended April 1, 2023. These risk factors are
subject to update by our future filings and submissions
with the US Securities and Exchange Commission and

www.intel.com
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2022-23 Corporate

2 Table of Contents 2022-23 Corporate Responsibility Report

3 Introduction 2022-23 Corporate Responsibility Report

4 Introduction 2022-23 Corporate Responsibility Report

Creating a Next-Generation Launching Our Most Sustainable

5 Introduction 2022-23 Corporate Responsibility Report

6 Introduction 2022-23 Corporate Responsibility Report

“We are thrilled to see funding for the CHIPS Act

—Pat Gelsinger, Intel CEO

7 Introduction 2022-23 Corporate Responsibility Report

Internal factory network. Our global, internal factory

8 Introduction 2022-23 Corporate Responsibility Report

We review our ESG strategy annually with the Intel Board

Corporate Responsibility and Our

9 Introduction 2022-23 Corporate Responsibility Report

10 Introduction 2022-23 Corporate Responsibility Report

This year’s highlights

The CHIPS and Science Act

11 Our Business 2022-23 Corporate Responsibility Report

12 Our Business 2022-23 Corporate Responsibility Report

Accelerated Computing Systems

13 Our Business 2022-23 Corporate Responsibility Report

14 Our Business 2022-23 Corporate Responsibility Report

15 Our Business 2022-23 Corporate Responsibility Report

2021 2022 2021 2022 2021 2022

16 Our Business 2022-23 Corporate Responsibility Report

the 2022 Intel Annual Report on Form 10-K.

17 Our Business 2022-23 Corporate Responsibility Report

We invest significant resources to develop the talent

18 Our Business 2022-23 Corporate Responsibility Report

19 Our Business 2022-23 Corporate Responsibility Report

20 Our Business 2022-23 Corporate Responsibility Report

21 Our Business 2022-23 Corporate Responsibility Report

Act. Our RISE portal provides employees with

Transform. For each of the key areas of RISE,

22 Our Business 2022-23 Corporate Responsibility Report

Intel Product Content

23 Our Business 2022-23 Corporate Responsibility Report

24 Our Business 2022-23 Corporate Responsibility Report

25 Our Business 2022-23 Corporate Responsibility Report

2022 Contributions Intel Political Action Committee. Our goal is to not

26 Our Business 2022-23 Corporate Responsibility Report

27 Our Business 2022-23 Corporate Responsibility Report

28 Our Business 2022-23 Corporate Responsibility Report

Throughout the year we meet with external stakeholders

29 Our Business 2022-23 Corporate Responsibility Report

30 Our Business 2022-23 Corporate Responsibility Report

31 Our Business 2022-23 Corporate Responsibility Report

32 Our Business 2022-23 Corporate Responsibility Report

33 Our Business 2022-23 Corporate Responsibility Report

34 Our Business 2022-23 Corporate Responsibility Report

—Keyvan Esfarjani, Executive Vice President

35 Our Business 2022-23 Corporate Responsibility Report

This year’s highlights

>$26 million in fees remediated

36 2022-23 Corporate Responsibility Report

Technology Industry Initiatives:

Responsible Minerals. Expand our efforts beyond

Responsible Mobility. Collaborate with our industry

Operational and Supply Chain Goals: