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2005 Other Turnover † Reason for Termination Count Voluntary Separation Program 0 Redeployment †† 229 Divestiture 0 Retired 179 † Regular employees only, including those whose jobs were eliminated (who received no comparable offer or who rejected an internal job offer), as well as those whose jobs were eliminated and who left voluntarily or involuntarily. †† Some 236 employees were affected by redeployment during 2005, and 58% (~136) of them found other jobs in the company. Intel Corporate Responsibility Report 2005 • Our Business www.intel.com/go/responsibility 70
Compensation and Benefits Rewarding employees for their personal performance, sharing Intel’s success with employees and encouraging employees to help drive company growth have always been the cornerstones of Intel’s compensation philosophy. In 2005, Intel announced improvements in both employee compensation and healthcare benefits. Beginning in 2006, compensation to employees will be an above-market, cash-based, pay-for-performance incentive program, and use restricted stock units (RSUs) as a supplement to Intel’s ongoing stock option program. This addition of RSUs allows the company to maintain eligibility for stock awards for all employees (known as “broad-based participation”) while maintaining our commitment to stockholders on limiting company dilution. These compensation design changes reinforce Intel’s commitment to attract, hire, motivate and maintain the best workforce. Intel has long been a leader in offering consumer-driven healthcare plans to its employees. These plans place purchasing power and healthcare decision-making in the hands of employees. The plans have shown early signs of helping to control healthcare costs, and those savings are passed on to enrolled employees. We frequently review our health plan supplier pricing and design offerings. For 2006, we introduced supplier changes that will enable better and more transparent pharmacy pricing as well as increased flexibility and in-network access to benefits. For 2007 and beyond, we have a long-term strategy that focuses on employee engagement in health and wellness, disease management, and optimizing our plan design and suppliers. Intel is also involved in several collaborative efforts with other large employers and healthcare companies to drive key initiatives designed to improve healthcare quality and access for our employees, including e-visits and physician and hospital quality initiatives. Our newly formed Digital Health Group works with healthcare providers, purchasers, technology vendors and government decision makers to develop policies that will help accelerate the adoption of healthcare information technology. For more information on working at Intel, visit the Jobs at Intel web site. Intel Compensation and Benefits At a Glance In 2005, the value of Intel’s Employee Cash Bonus Program (ECBP) equaled 17.8 days of pay, or 6.8% of increased compensation for all employees. ECBP was up slightly from 2004, primarily as a result of our improved pre-tax profit margin. In 2005, employees did not receive the extra days of pay from performance on our Customer Excellence Program. The percentage of customers “delighted” remained a few points below the 75% required for the bonus payout. During this same period, the corporate-wide average Employee Bonus (EB) plan multiplier was 3.76, up approximately 31% compared to 2004. Intel Corporate Responsibility Report 2005 • Our Business www.intel.com/go/responsibility 71
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Let’s Be Clear Intel Corporate Re
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The Case for Clarity A new approach
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Clear About the Environment Buildin
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Global Climate Change At Intel, we
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Water A sustainable water resource
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Resource Conservation We all have a
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Internal Environmental Excellence A
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Waste Generated Waste Recycled Soli
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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 and 54: In response to government initiativ
Page 55 and 56: Stakeholders Tools and Processes Be
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: Employees by Region and Turnover At
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
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