"Intel's culture is key to making our diverse global workforce—and our company—successful and productive." Patty Murray, Senior Vice President, Human Resources Craig Barrett meets an Intel Computer Clubhouse member in Mexico. Eager young helpers kick off the Intel Learn program in Israel. Intel employees volunteer at schools around the world. A happy panda greets visitors at China's Wolong Nature Reserve. © K. Feng/GLOBIO.org

Paul S. Otellini

At Intel, we know that agility can provide competitive advantage and help us meet the needs of our customers around the world. Recently, we made a significant change by reorganizing Intel as a platform company, focusing the entire organization on the customer and the market. It is a move that changes the way we do business, a move that will keep us at the forefront of our industry.

We believe it is our obligation to provide our employees with challenging work that encourages them to create and innovate. Creation might take the form of a product that improves people's lives, a process that produces an even cleaner environment in our manufacturing plants or a project that brings one of our employees into a local classroom to inspire a child to become an engineer.

Providing what employees need in order to thrive
We can also apply platform thinking to our employee base. We now have approximately 85,000 employees, spread more widely around the world than ever before. Creating a workplace that provides employees with what they need in order to thrive is a complex challenge. In the same way that our new organization will seek to define what the customer wants and needs before we create it, we will continue to take our employees' pulse regularly to learn what they need and want, like and don't like, in the workplace. (See, for example, the discussion of our corporate-wide Organization Health survey process in this section.) Once we've seen the data, we can proceed with sound, meaningful improvements in what we make available to employees.

In return for the excellent work that our employees do for Intel customers and stockholders, we offer highly competitive compensation and cutting-edge benefits. For example, Intel was one of the first companies to offer a consumer-driven health plan, allowing employees to manage their own healthcare expenses. Our employees have given high marks to this program.

Building a responsible culture one employee at a time
Programs such as the consumer-driven health plan work because employees take responsibility for their own destiny. The theme of responsibility is strong at Intel. We encourage employee responsibility for self: employees "own their own employability." We also encourage employees to take responsibility in their local communities: they volunteer in large numbers in local schools and for local nonprofit organizations. And we encourage responsibility for the human community at large: Intel employees gave in record numbers to help the victims of the Asian tsunami.

Responsibility is also required of the company's leaders. It is our job to identify and promote new leaders to ensure Intel's continued success. Over the past couple of years, I am proud to say that we have graduated more than 1,000 managers from Intel's own leadership training programs.

In the following pages, you'll learn about our employees in greater detail. You will see the kind of workplace we try to nurture, one that encourages smart people to focus on creating products that bring value to the world and to the communities in which they live and work. You'll also read about Intel's role in helping students and teachers learn and grow through our external education programs.

I hope you'll see in these pages a reflection of Intel's unique, hard-driving culture—and understand the dedication and enthusiasm of our employees as they play their part in helping to advance the digital revolution.

Paul S. Otellini President and Chief Operating Officer