Intel Investor Relations
Accountability in Action Global Citzenship Report 2002

Additional Resources for:
Accountability in Action
Environment, Health & Safety
Environmental Health & Safety Performance Data Worldwide
Air emissions
Waste
generated &
recycled
Recordable &
days away
injury rates
Energy use
Recordable
case rate
benchmarks
Carbon
equivalents
from energy
& PFCs
Water use
Click title to view graph
To download a PDF file of the data in this report,
click here (PDF 12KB).
For Intel, EHS leadership means working with our materials suppliers to find safer, more environmentally sound processes. It also means partnering with equipment suppliers to design manufacturing tools with built-in safety and environmental features.

Beyond that, EHS leadership means working from a shared set of principles to achieve long-range goals, not adopting a piecemeal, problem/solution-oriented approach. These are our guiding principles: to make our products in a safe, environmentally sensitive manner; to bring social and environmental benefit to our communities, employees, suppliers and stockholders; and to reduce our environmental footprint and prevent injuries. We consider these principles the foundation of good corporate citizenship and long-range business success.

100% injury prevention
A decade ago, our safety level was just average. Today, it is world-class. What happened? First, consider what didn't happen: Intel didn't simply launch a few programs. We knew that we needed to make safety an integral part of our processes. We knew that we needed to transform our company culture. So we set out to foster a pro-safety attitude companywide and around the globe. We embarked on extensive training. We encouraged our managers to lead by example. Intel senior managers perform between 60 and 80 safety audits—"safety self-assessments"—each year.

We even transformed the tools we use. Through a program that we call Design for Environment, Health and Safety, we work to ensure that our tools are ergonomically sound—before we start using them on the factory floor.

In the past, if our employees experienced physical problems with poorly designed tools, the company spent millions of dollars to bring tools up to safe standards. Today, we address those kinds of issues up front. For example, when Intel began shifting to 300-millimeter silicon wafer manufacturing, EHS representatives worked with process tool suppliers to engineer ergonomic problems out of the tools before installation.

Does design make a difference? Without question. In the past four years, Intel has not had to retrofit a single tool. At Intel, safety is now an integral part of our culture, and our 400 EHS employees pursue safety initiatives with unrelenting energy as a matter of course.

Health and safety program priorities

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