Intel broke ground in 2002 when we started sharing our EEO1 form publicly. Once we decided to publish workplace data internally for our employees, it was a natural step to also post it to the world. Today is no different, and we are proud to share our 2015 Mid-Year Inclusion Report.
Over the past decade, we have continued to share our data while we drove various initiatives and programs focused on closing our gaps. Some were successful. Some weren't. The reality is that we are trying to do inside our walls what society is still trying to do outside our walls. Humans come into the workplace filled with life experiences that shape their values and beliefs. While we drove micro-inequities and unconscious bias training, our gaps were not closing fast enough.
In January, our CEO Brian Krzanich stood on stage before the largest gathering of our industry peers and set a bold, new goal that, by 2020, Intel's U.S. workforce would represent the talent available in the positions we hire for at Intel. He went further to say that we would set a new standard for transparency and promote our progress along the way.
Today, we share our Mid-Year Report, which provides a template for sharing significantly more information than is available on the EEO1 form, including:
We are proud to show our progress against not just our U.S. workforce representation goals, but our comprehensive focus on the overall ecosystem.
1. Making Intel a More Diverse Company. To meet our 2020 workforce goal of full representation in our U.S. employee base, we are focused on hiring, retention, and progression of women and underrepresented minorities. I'm happy to say that we're on track to meet overall hiring goals for this year, year one of our five-year commitment.
2. Growing the Pipeline. We have made critical progress in increasing our hiring of underrepresented populations. But even with that, the pool of female, African American, Hispanic, and Native Americans pursuing careers in engineering and computer science must increase, not just for the sake of Intel's hiring needs, but the competitiveness of our nation. Intel has had a longstanding commitment to education, and our efforts now are even more focused on driving collective investments at the high school, community college, and higher education levels to generate a meaningful impact over the next five years.
3. Expanding Diversity through and Suppliers and Startups.
Our team has used the same laser focus that has brought innovation to the world to the issue of diversity and inclusion. And while we have strengthened our focus in our programs, systems, and measurements, the game changer has been the level of accountability driven from the top.
We look forward to continuing to share our progress openly, including what we are learning, what is going well, and what is not. Our industry has a lot of work to do and it can best be done together. What I have been so personally struck by since January is the genuine pride and desire of our employees who are coming together to help improve. People of many backgrounds who are committed to Intel's goal and see the value of working in an environment of full inclusion. Our intention is to do all we can to collaborate and share openly so that what we all desire becomes the reality.
—Rosalind Hudnell, Vice President and Chief Diversity Officer