OUR CAPITAL
We deploy various forms of capital to execute our
transformation strategy in a way that seeks to reflect our
corporate values, delight our customers, and create value for our
stockholders.
Our commitment to corporate responsibility creates value for
Intel and our stockholders by helping us mitigate risks, reduce
costs, build brand value, and identify new market opportunities.
We set ambitious goals for our company and make strategic
investments to advance progress in the areas of environmental
sustainability, supply chain responsibility, diversity and inclusion,
and social impact that benefit the environment and society.
We empower and invest in attracting and retaining talented
employees who enable the development of solutions and
enhance our intellectual and manufactured capital. Our effective
utilization of natural resources and focus on corporate
responsibility result in trusted relationships that support the
growth of our business. Through these activities, we strive to
develop the world’s best semiconductors, deliver great customer
experiences, efficiently manage our supply chain, improve the
communities in which we operate, and, ultimately, generate
financial capital that is reinvested in our business and returned
to stockholders.
DRIVERS STRATEGY VALUE
Cash flow and capital allocation strategy
Leverage financial capital to invest in the business, acquire and integrate strategic investments, and provide returns to stockholders in the forms of dividends and share repurchases.
We strategically invest financial capital to create value for our stockholders. Over the last five years, we:
- - Generated $113 billion cash from operating activities
- - Generated $59 billion in free cash flow1
- - Returned $55 billion to stockholders.
Research and development (R&D) and IP rights
Invest significantly in R&D to ensure our process and product technologies compete successfully as we pursue our strategy to make the world’s best semiconductors and realize new datacentric opportunities.
We develop IP for our platforms to enable nextgeneration products, create synergies across our businesses, provide a higher return as we expand into new markets, and establish and support our brands.
Capital assets and strategic supply chain investments
Invest timely and at a level sufficient to meet customer demand for current technologies and prepare for future technologies.
Our world-wide manufacturing scope and scale enable innovations to provide our customers and consumers with a broad range of leading-edge products in high volume.
Employees and culture
Develop the talent needed to keep the company at the forefront of innovation and create a diverse, inclusive, and safe workplace.
We attract and retain talented and engaged employees who can deliver their workplace best every day and who create the intellectual capital we rely on to develop and advance our technologies and manufacturing.
Supply chain responsibility and positive social impact
Build trusted relationships for both Intel and our stakeholders, including local communities, governments, suppliers, customers, and employees.
We collaborate on programs to empower underserved communities through education and technology, and on initiatives to advance accountability and capabilities across our global supply chain, including advancing respect for human rights.
Resource efficiency
Continually strive to reduce our environmental footprint through efficient and responsible use of natural resources and materials used to create our products.
Our proactive efforts help us mitigate climate and water risk, achieve efficiencies, lower costs, and position us to respond to the needs and expectations of our stakeholders.
1 See “Non-GAAP Financial Measures” within Other Key Information.
FUNDAMENTALS OF OUR BUSINESS Our Capital 10
FINANCIAL CAPITAL
Our financial capital allocation strategy focuses on building stockholder value. We do this by first investing in ourselves and
growing our capabilities. We then look to supplement and strengthen our capabilities through acquisitions and strategic
investments. And finally, we provide the return realized by these investments to our stockholders.
CASH FROM OPERATING ACTIVITIES
$10.1 $7.3 $9.6 $11.8 $15.2
$10.3 $11.7
$12.2 $10.3
$14.3 $20.4
Capital Investment Free Cash Flow1
$19.0
$21.8 $22.1
$29.4
2014 2015 2016 2017 2018
OUR FINANCIAL CAPITAL ALLOCATION DECISIONS ARE DRIVEN BY THREE PRIORITIES
INVEST IN THE BUSINESS
Our first priority is to invest in R&D and capital spending to strengthen our competitive position. We shifted our R&D focus as we transformed to a datacentric company, while efficiently maintaining our investment at
approximately 20% of revenue. Our
capital investment in logic (silicon wafer
manufacturing of our platform products)
and memory both increased in 2018 as
we looked to improve supply of
platform products and continued to
ramp production capacity in our
memory fab (Fab 68). We obtained
customer prepayments of over
$1.6 billion in 2018 and $1.1 billion in
2017, which helped to offset our
investment in memory.
ACQUIRE AND INTEGRATE
Our second financial capital allocation
priority is to invest in companies around
the world that will complement our
strategic objectives and stimulate
growth of data-centric opportunities.
We look for acquisitions that further
leverage and strengthen our capital and
R&D investments. In 2018, we
completed various small acquisitions,
while leveraging Altera and Movidius to
partner with customers and expand the
markets we serve. Mobileye achieved
record revenue, various design wins, and
announced the ability to retrofit existing
vehicles to deliver full autonomy. Intel
Capital investments also support our
strategic objectives.
RETURN CASH TO STOCKHOLDERS
Our third financial capital allocation
priority is to return cash to stockholders.
We achieve this through our dividend
and share repurchase programs. During
2018, we paid $5.5 billion in dividends
and increased our quarterly cash
dividends by 10% from 2017. We also
repurchased $10.7 billion in shares, up
from 2017, and have reduced the level
of diluted shares outstanding over time.
Dividends Per
Share
7%
CAGR
Diluted Shares
Outstanding
(in Millions)
2018 $1.20 4,701
2017 $1.0775 4,835
2016 $1.04 4,875
R&D AND CAPITAL INVESTMENTS
$21.6 $19.5 $22.3 $24.8
$28.7
R&D Logic Memory
2014 2015 2016 2017 2018
ACQUISITIONS
$15.5 $14.5
$0.2
8
$0.9 $0.9
8 12
3 5
# of Acquisitions Total Spend
2014 2015 2016 2017 2018
CASH TO STOCKHOLDERS
$10.8
$3.0 $2.6 $3.6
$10.7
$4.4
$4.6 $4.9 $5.1
$5.5
Buyback Dividend
2014 2015 2016 2017 2018
1 See “Non-GAAP Financial Measures” within Other Key Information.
FUNDAMENTALS OF OUR BUSINESS Our Capital 11
INTELLECTUAL CAPITAL
RESEARCH AND DEVELOPMENT
Every year we make a significant investment in R&D, as it is a critical factor in achieving our strategic objectives to make the world’s
best semiconductors, lead the AI and autonomous revolution, and provide leading end-to-end platform solutions. Successful R&D
efforts can lead to new products and technologies, or improvements to existing ones, which we seek to protect through our IP
rights. We may augment our R&D initiatives by investing in or acquiring companies or entering into R&D agreements with other
companies, as well as by directly purchasing or licensing technology.
We have increased our investments in R&D in each of the last five years and intensified our focus on key priorities in product
technology while exiting non-core businesses, such as our divestiture of Wind River Systems, Inc. (Wind River) during 2018.
PRODUCT TECHNOLOGY
We are focusing our R&D activities on six areas of engineering to advance our product capabilities. Our goal is to improve user
experiences and value at the pace of Moore’s Law through advances in performance, power, cost, connectivity, security features,
form factor, and other features with each new generation of products.
Process technology. While development of next-generation manufacturing processes
remains a critical and fundamental area of research, we are also pursuing innovations
in packaging technology to enable new approaches to chip design. In 2018, we
announced a new 3D packaging technology called “Foveros” that allows for stacking
of logic chips, enabling products where input/output (I/O), static random-access
memory (SRAM), and power delivery circuits can be fabricated in a base die and highperformance logic “chiplets” can be stacked on top. Together with our Embedded
Multi-die Interconnect Bridge (EMIB) technology, advanced packaging allows for new
hybrid chip designs that can “mix and match” different technology IP blocks, which
may be manufactured on different process nodes, into a single system-in-package,
enabling new design flexibility and new device form factors. “Foveros” 3D packaging technology
Architecture. We are designing products for four major computing architectures—scalar (CPU products), vector (GPU products),
matrix (AI accelerator products), and spatial (FPGA products)—as we move toward a model of providing multiple “xPU” compute
platforms for a more diverse era of computing. In 2018, we announced “Sunny Cove,” our next-generation CPU microarchitecture,
with architectural extensions designed for special-purpose computing tasks such as AI and cryptography, among other features.
We are also continuing development on our first discrete GPU.
Memory. With our Intel® 3D NAND and Intel® Optane™ technologies, we are developing products to disrupt the memory and
storage hierarchy. We are shipping our Intel® Optane™ DC Persistent Memory, which combines memory-like performance with the
larger capacity and persistence of storage, bringing more data closer to the CPU to help improve processing of big data sets like
those used in AI and large databases. Our QLC 3D NAND technology allows users to move more data from hard disks to SSDs,
giving them faster access to their data.
Interconnect. We have a broad portfolio of interconnect solutions, ranging from silicon to the data center to wireless. Our silicon
photonics technology integrates lasers into silicon to create high-speed optical connections that can help remove networking
bottlenecks in the data center. We are driving the 5G transition by offering products that communications service providers use to
transform their networks for 5G, as well as through development of 5G modems.
Security technologies. We have made significant investments in security technologies, and built-in security features are integrated
into our design process and roadmap. In the first half of 2018, we created the Intel Product Assurance and Security Group to serve
as a center for security research across our products and businesses, not only to address the security issues of today, but also to
monitor the evolving threat landscape and seek to continuously improve our product security in the years ahead.
Software. Software plays a critical role in unlocking the performance potential of our hardware products. Our vision is to unify our
software abstractions across all of our xPU platforms. We are developing a project called OneAPI to simplify programming for
developers across our CPU, GPU, FPGA, AI and other accelerator products, providing a unified portfolio of developer tools for
mapping software to the hardware that can best accelerate the code.
IP RIGHTS
We own and develop significant IP and related IP rights around the world that relate to our products, services, R&D, and other
activities and assets. Our IP portfolio includes patents, copyrights, trade secrets, trademarks, maskwork, and other rights. We
actively seek to protect our global IP rights and to deter unauthorized use of our IP and other assets. For a detailed discussion of
our IP rights, see “Intellectual Property Rights and Licensing” within Other Key Information.
FUNDAMENTALS OF OUR BUSINESS Our Capital 12
MANUFACTURED CAPITAL
We are an integrated device manufacturer (IDM). Unlike many other semiconductor companies, we primarily design and
manufacture our products in our own manufacturing facilities. We see our in-house manufacturing as one of our most critical
forms of capital and an important advantage.
MANUFACTURING PROCESS TECHNOLOGY
We continue to develop new generations of manufacturing process technology as we seek to realize the benefits from Moore’s
Law, a law of economics predicted by Intel’s co-founder Gordon Moore more than 50 years ago. Realizing Moore’s Law results in
economic benefits as we are able to either reduce a chip’s cost as we shrink its size or increase functionality and performance of a
chip while maintaining the same cost with higher density. This makes possible the innovation of new products with higher
performance while balancing power efficiency, cost, and size to meet customers’ needs.
As of the end of 2018, our platform products were manufactured on 300mm wafers, with the majority manufactured using our
14nm process node, and we are currently ramping our next-generation 10nm process node. We have lengthened our utilization of
our 14nm process to meet an annual cadence of product introductions while developing 10nm process technology. Over the
course of our 14nm process generation, we have achieved significant product performance improvement. We expect the same
trend of utilizing a process node for multiple waves of products to continue as we ramp 10nm.
With our 10nm process technology, we are striving for an aggressive density improvement target, beyond the density scaling we
delivered with 14nm. We have experienced challenges associated with 10nm development and implementation, and announced
in 2018 that volume production on our 10nm products would be delayed from the second half of 2018 into 2019. We have made
good progress on improving 10nm yields in 2018, and we continue to expect volume client systems on retail shelves for the 2019
holiday season, with data center products to follow in 2020.
FACTORY NETWORK AND SUPPLY CHAIN
The map marks our manufacturing
facilities and their primary functions,
as well as the countries where we have
a significant R&D or sales and
marketing presence.
Approximately half of our wafer
manufacturing is conducted within the
U.S. We incur factory start-up costs as
we ramp our facilities for new process
technologies. We continued to ramp
the 10nm process node in our Oregon
and Israel locations and to expand our
memory fab, Fab 68. Memory
investments represented
approximately 20% of total capital
spending for 2018.
Our manufacturing facilities are primarily used for silicon wafer manufacturing of our platform and memory products. These
facilities are built following a “copy exactly” methodology, whereby new process technologies are transferred identically from a
central development fab to each manufacturing facility. This enables fast ramp of the operation as well as better quality control.
These wafer fabs operate in a network of manufacturing facilities integrated as one factory to provide the most flexible supply
capacity, allowing us to better analyze our production costs and adapt to changes in capacity needs.
We use a multi-source strategy for our memory business to enable a robust and flexible supply chain. Throughout 2018, we
increased the memory capacity in Fab 68, where we ramped 3D NAND production. In addition, we have a supplemental supply
agreement with Micron Technology, Inc. (Micron), as well as capacity from our joint venture, IM Flash Technologies, LLC (IMFT)
factory in Lehi, Utah. In January 2019, Micron called our interest in IMFT. The IMFT agreement provides for supply for up to one
year after the close of the transaction.
We use third-party foundries to manufacture wafers for certain components and leverage subcontractors to augment capacity to
perform assembly and test in addition to our in-house manufacturing, primarily for chipsets and adjacent products.
FUNDAMENTALS OF OUR BUSINESS Our Capital 13
HUMAN CAPITAL
Given the highly technical nature of our business, our success depends on our ability
to attract and retain talented and skilled employees to create the technology of the
future and delight our customers. Our global workforce of 107,400 is highly
educated, with approximately 85% of our people working in technical roles. We
invest in creating a diverse, inclusive, and safe work environment where our
employees can deliver their workplace best every day. This environment fosters a
rich and powerful culture that allows us to make a profound impact on the world.
All employees are responsible for upholding the Intel Values, Intel Code of Conduct,
and Intel Global Human Rights Principles, which form the foundation of our policies
and practices. We also place value on providing a wide range of opportunities to
support the ongoing career development of employees. For over a decade, we have
tracked and publicly reported on key human capital metrics, including workforce
demographics, diversity and inclusion data, turnover, and training data.
“In 2018, we met our U.S. diversity and
inclusion goal—two years ahead of
schedule. We are proud of our
progress but not satisfied. We view
diversity and inclusion as a business
imperative that drives innovation and
future growth. Every voice matters.”
—Barbara Whye, Intel’s Chief
Diversity and Inclusion Officer and
Vice President of Human Resources
DIVERSITY AND INCLUSION
Building an inclusive workforce, industry, and ecosystem is critical to helping
us drive our business forward. We committed $300 million to advance
diversity and inclusion in our workforce and in the technology industry, and
met our goal to achieve full representation of women and underrepresented
minorities in our U.S. workforce in 2018—two years ahead of schedule. We
have a long-standing commitment to inclusive workplace policies. For
example, to help ensure employee concerns are openly and transparently
resolved, Intel does not seek arbitration of sexual harassment and other
employment claims.
GROWTH AND DEVELOPMENT
We invest significant resources to develop the talent needed to keep the
company at the forefront of innovation and make Intel an employer of choice. We
deliver training annually and provide rotational assignment opportunities. During
2017 and 2018, we trained our managers in inclusive management practices.
Over the past five years, our undesired voluntary turnover rate has been below
5%.
COMMUNICATION AND ENGAGEMENT
Our success depends on employees understanding how their work contributes to
the company’s overall strategy. We use a variety of channels to facilitate open and
direct communication, including open forums with executives; quarterly
Organizational Health Polls; and engagement through more than 30 different
employee resource groups, including the Women at Intel Network, the Network of
Intel African American Employees, the Intel Latino Network, and others.
COMPENSATION AND BENEFITS
We strive to provide pay, benefits, and services that help meet the varying needs
of our employees. Our generous total rewards package includes marketcompetitive pay, broad-based stock grants and bonuses, a popular Employee
Stock Purchase Plan, healthcare and retirement benefits, paid time off, flexible
work schedules, sabbaticals, fertility assistance, and on-site services. For more
than a decade, we’ve performed an annual compensation analysis in the U.S. to
ensure pay equity by gender and race/ethnicity. In 2018, we began globalizing our
analytics and recently announced that we’ve achieved gender pay equity globally.
HEALTH, SAFETY, AND WELLNESS
Our ultimate goal is to achieve zero serious injuries through continued investment
in and focus on our core safety programs and injury-reduction initiatives. We
provide access to a variety of innovative, flexible, and convenient employee health
and wellness programs, including on-site health centers.
Asia Pacific
United States
Latin America and Canada
Europe, Middle East, Africa
2018
Employees
by Region
20%
3%
29%
48%
FUNDAMENTALS OF OUR BUSINESS Our Capital 14
SOCIAL AND RELATIONSHIP CAPITAL
We are committed to operating with transparency, and through open and direct communication, we work to develop trusted
relationships with all stakeholders, including employees, customers, suppliers, governments, and communities. We also empower
our employees to give back to the communities where we operate and engage them in corporate responsibility and sustainability
initiatives. Our commitment to stakeholder collaboration and investments in social impact initiatives, including support of the
United Nations Sustainable Development Goals, has resulted in our reputation as a leading corporate citizen, which has created
value for Intel in terms of social license to operate and a positive operating environment. Each year, we receive third-party
recognitions for our corporate responsibility leadership and ethical business practices. In 2018, recognitions included the Fortune
2018 Change the World List, Ethisphere’s World’s Most Ethical Companies, and Forbes/Just Capital’s America’s Most “Just”
Companies.
ECONOMIC IMPACT
The health of our company and local economies depend on continued investments in
innovation. We provide high-skill, high-paying jobs at Intel sites around the world and also
impact economies through our R&D ecosystem spending, sourcing activities, consumer
spending by our employees, and tax revenue. Many of these are manufacturing and R&D
jobs located in our own domestic and international factories. In addition, we make sizable
capital investments and provide leadership in public-private partnerships to spur
economic growth and innovation.
SOCIAL IMPACT
We are at the forefront of new technologies—such as AI, autonomous driving, and 5G
wireless broadband—that are increasingly being used to empower individuals, companies,
and governments around the world to solve major societal challenges. Simultaneously, we
are empowering people through education and advancing social impact initiatives, helping
us build trust with key external stakeholders and support the interests of our employees.
Through the Intel® She Will Connect program, we have collaborated with global and local
partners to empower millions of women and girls through technology skills training. Our
employees actively share their expertise and skills through technology-related volunteer
initiatives, and over the past 10 years have contributed more than 10 million hours of
service in the communities where we operate. In celebration of our 50th anniversary, we
set a goal to have 50,000 employees donate 1 million volunteer hours during 2018. We
exceeded the goal with more than 68,000 employees contributing approximately
1.5 million hours.
SUPPLY CHAIN RESPONSIBILITY
Actively managing our supply chain creates business value for Intel and our customers by
helping us reduce risks, improve product quality, achieve environmental and social goals,
and raise the overall performance of our suppliers. Over the past five years, we have
completed more than 500 supplier audits using the Responsible Business Alliance Code of
Conduct standard and have expanded training and capacity-building programs with our
suppliers. We actively collaborate with others and lead industry initiatives on key issues
such as advancing responsible minerals sourcing, addressing risks of forced and bonded
labor, and improving transparency around climate and water impacts in the global
electronics supply chain. We also continue to work toward our goal of reaching $1 billion
in annual spending with diverse-owned suppliers by 2020, and are investing in programs
to create new career pathways into the technology industry.
FUNDAMENTALS OF OUR BUSINESS Our Capital 15
NATURAL CAPITAL
Driving to the lowest environmental footprint possible helps us achieve efficiency, lower costs, and respond to the needs of our
customers and community stakeholders. We invest in conservation projects and set company-wide environmental targets,
seeking to drive reductions in greenhouse gas emissions, energy use, water use, and waste generation. We focus on building
energy efficiency into our products to help our customers lower their own emissions and energy costs. We also collaborate with
policymakers and other stakeholders to identify opportunities to apply technology to environmental challenges such as climate
change and water conservation.
CLIMATE AND ENERGY
We focus on reducing our own direct climate “footprint” and over the past two decades have
reduced our direct emissions and electricity generated emissions. We also continue to be one
of the largest voluntary corporate purchasers of green power. Since 2012, we have invested
more than $200 million in energy conservation projects in our global operations, resulting in
cumulative savings of more than 4 billion kilowatt hours and cost savings of approximately
$500 million through the end of 2018. We also focus on increasing our “handprint”—the
ways in which Intel technologies can help others reduce their footprints, and collaborate on
shaping public policy responses to climate change, both at the international level and in the
countries and regions where we operate.
GREENER BUILDINGS
Our engineers have long incorporated green design standards and concepts into the new
construction and renovation of our facilities. We continue to be on track to meet our goal to
design all new buildings to a minimum Leadership in Energy and Environmental Design
(LEED) Gold certification, and to date have achieved LEED certification for more than
17 million square feet, or approximately 26% of our total operational space. The Internet of
Things is also expanding opportunities in the area of green buildings, including smart
building energy management systems. Working with ecosystem partners, we are advancing
solutions in this area, as well as incorporating these technologies into our own green building
strategies. For example, one of our newest buildings, an office building in Bangalore, India
that received LEED Platinum certification, is equipped with more than 9,000 sensors and has
50% lower energy demand compared to most traditional office buildings in the area.
WASTE MANAGEMENT AND RECYCLING
In each of the past five years, we have recycled more than 84% of the non-hazardous waste
generated in our global operations and continue to work toward our 2020 goals of recycling
90% of our non-hazardous waste and sending zero hazardous waste to landfills. Our aim is to
continue to invest in reducing the amount of waste we generate while increasing the amount
recycled.
WATER STEWARDSHIP
Water is essential to the semiconductor manufacturing process. We use ultrapure water to
remove impurities from our silicon wafers, and we use industrial and reclaimed water to run
our manufacturing facility systems. Over the last two decades, our sustainable water
management efforts and partnerships have enabled us to conserve billions of gallons of
water and we return approximately 80% of our water back to our communities. In 2018, we
continued to make progress toward our goal to restore 100% of our global water use by
2025 through funding collaborative community-based projects that will restore water in
amounts equivalent to what our business consumes.
SUPPLIER ENVIRONMENTAL IMPACT
We also partner with our suppliers to manage their environmental impact, which in turn
reduces our own environmental impact, lowers supply chain risk, and can decrease costs. In
2018, we again attained a Leadership “A” rating on Supplier Engagement from CDP (which
evaluates global companies on their environmental disclosure) for our work to encourage our
suppliers to increase the level of transparency on their climate and water footprints.
FUNDAMENTALS OF OUR BUSINESS Our Capital 16
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