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Values, and presence and engagement in Intel communities. The committee also considers individual Intel employee recommendations. IPAC does not contribute to presidential campaigns, past campaign debt or political parties. Intel discloses IPAC contributions made and received in reports filed with the U.S. Federal Election Commission. For filings by the Intel Political Action Committee, click here. The sum of political contributions disbursed from IPAC in 2005 was $176,445. For an itemized list of disbursements for the first half of 2005, click here. For an itemized list of disbursements for the second half of 2005, click here. Intel Corporate Contributions. Intel does not contribute corporate funds to federal candidates or political parties. In the U.S., Intel contributes to local candidates and issues, as permitted by law, and to political action committees of organizations with which we share interests. It is clear from our regular discussions with social-oriented investors that the concept of expanding disclosure in the areas of political contributions and external memberships that have the potential to lobby is increasingly of interest. We will continue to work to collect additional information regarding local U.S. contributions and trade group memberships for future reports. The following table shows the various ways that we engage with our many and diverse stakeholders around the world. Stakeholders Tools and Processes Benefits Employees Wide-ranging mechanisms including Circuit News, Letters to the Editor, Business Update Meetings, Executive Open Forums, Write To Know anonymous Q&A, Open Door process and employee support groups Multiple processes support direct communication up and down the organization and promote an environment of diversity and inclusion. Customers Customer Excellence Program Objective customer feedback drives improvement and empowers employees to have a positive impact on customers. Employees are eligible to receive an additional day of pay twice a year based on customer satisfaction. Suppliers Communities Investors Supplier communications hub Annual Supplier Days Supplier newsletter Supplier Code of Conduct Community Advisory Panels and Perception Surveys Intel Community web site with feedback options Extensive working relationships with educators and educational institutions worldwide Proactive meetings with social-oriented fund managers and analysts Timely interaction with investors and research firms Setting consistent expectations for our suppliers supports positive interactions regarding new priorities. It has also enabled introduction of improved tracking tools for Intel suppliers. Development of our Supplier Code of Conduct has improved interactions with all of our stakeholders. Our community outreach efforts have established a framework for community relations programs worldwide. We have succeeded in aligning tools and evaluation methods with community priorities. This has enabled us to provide local communities with a broad range of resources. Feedback and benchmark data from firms drive improved performance. Detailed, firsthand investor insight on emerging issues promotes timely and effective responses. Intel Corporate Responsibility Report 2005 • Our Business www.intel.com/go/responsibility 54
Stakeholders Tools and Processes Benefits Governments and Policy Makers Nongovernmental Organizations (NGOs) Active engagement in policy and legislative efforts worldwide Intel Government Affairs and Intel Public Affairs work together to build Intel’s credibility and win the trust of policy makers Issues meetings, formal dialogues and projects, and multi-sector efforts Our efforts in policy development foster credible, trustworthy relationships; strengthen regard for Intel as a valued corporate citizen; and create a supportive public policy environment. Our interactions with NGOs promote mutual understanding on critical issues. Discussions in 2005 included supply-chain management, majority vote provisions, community technology solutions and sustainable development. Intel Corporate Responsibility Report 2005 • Our Business www.intel.com/go/responsibility 55
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Let’s Be Clear Intel Corporate Re
Page 3 and 4: The Case for Clarity A new approach
Page 5 and 6: Clear About the Environment Buildin
Page 7 and 8: Global Climate Change At Intel, we
Page 9 and 10: Water A sustainable water resource
Page 11 and 12: Resource Conservation We all have a
Page 13 and 14: Internal Environmental Excellence A
Page 15 and 16: Waste Generated Waste Recycled Soli
Page 17 and 18: SARA Title III Reportable Chemicals
Page 19 and 20: Inspections and Compliance 2005 Col
Page 21 and 22: Stakeholder Editorial As part of ou
Page 23 and 24: Community Education Intel Learn. In
Page 25 and 26: the U.S. Additionally, to promote p
Page 27 and 28: Fitted with 10 to 15 WiFi-capable l
Page 29 and 30: Intel Involved One of our key corpo
Page 31 and 32: Approximately 500 Intel Washington
Page 33 and 34: Intel Technology and Expertise in O
Page 35 and 36: Bringing Internet Access to the Und
Page 37 and 38: Middle East Initiative One large-sc
Page 39 and 40: Disaster Relief With cash contribut
Page 41 and 42: Community Giving We are committed t
Page 43 and 44: Clear About Our Business Intel Valu
Page 45 and 46: As of year-end 2005, the majority o
Page 47 and 48: Intel Sites with More Than 50 Emplo
Page 49 and 50: Assets & Capitalization—Year End
Page 51 and 52: Government and Regulatory Stakehold
Page 53: In response to government initiativ
Page 57 and 58: 2005 Goals 2005 Performance Busines
Page 59 and 60: Goal Summary—2006 and Beyond Envi
Page 61 and 62: Awards and Other Recognition Enviro
Page 63 and 64: Financial Times. Intel was ranked n
Page 65 and 66: productivity. This process involves
Page 67 and 68: The EHS section of the site include
Page 69 and 70: Employees by Region and Turnover At
Page 71 and 72: Compensation and Benefits Rewarding
Page 73 and 74: Workforce Diversity Since our incep
Page 75 and 76: Employee Development Providing our
Page 77 and 78: otations, “stretch” assignments
Page 79 and 80: ties of SIA member companies in the
Page 81 and 82: Work/Life Balance We know that achi
Page 83 and 84: Governance and Ethics For many year
Page 85 and 86: • Recommending program changes to
Page 87 and 88: Resources As part of our effort to
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