ATTENDING THE ANNUAL STOCKHOLDERS’ MEETING

How to Vote

Please act as soon as possible to vote your shares, even if you plan to attend the annual meeting online. If you are a beneficial stockholder, your broker will NOT be able to vote your shares with respect to the election of directors and most of the other matters presented during the meeting unless you have given your broker specific instructions to do so. We strongly encourage you to vote. You may vote via the Internet, by telephone, or, if you have received a printed version of these proxy materials, by mail. For more information, see “Additional Meeting Information” on page 117.

Vote

		ONLINE at www.proxyvote.com. You may also attend vote, and submit questions during the annual meeting viaonline, including to vote and/or submit questions, at www.virtualshareholdermeeting.com/Intel21.
		BY PHONE by calling the Internet athttps://intel.onlineshareholdermeeting.com.applicable number. While our Annual Stockholders’ Meeting is only oneFor stockholders of record: (800) 690-6903 For beneficial stockholders: (800) 454-8683
		BY MAIL if you have received a printed version of these proxy materials.

Attend the Meeting

Logistics

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Stockholders of record may attend the forumsannual meeting online, including to vote, view the list of list of stockholders as of March 19, 2021 and/or submit questions, at www.virtualshareholdermeeting.com/Intel21.

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If you are a beneficial stockholder and your voting instruction form or Notice of Internet Availability of Proxy Materials indicates that you may vote those shares through the www.proxyvote.com website, then you may access, participate in, our year-round engagementand vote at the annual meeting with the 16-digit access code indicated on that voting instruction form or Notice of Internet Availability. Otherwise, beneficial stockholders it is an important one. As physical attendanceshould contact their bank, broker or other nominee (preferably at meetings has dwindled, web participation has grown significantly,least 5 days before the annual meeting) and has provenobtain a “legal proxy” in order to be substantially more popular and effectiveable to attend, participate in or vote at enabling stockholder participation, while saving the company’s and investors’ time and money and reducing our environmental impact. Our virtual Annual Stockholders’ Meeting also enables non-stockholders to view ourannual meeting. As in past years, stockholders can submit questions ahead of or during the meeting through the designated websites. We continue to work with industry groups and our stockholders to enhance our virtual Annual Stockholders’ Meeting and welcome your suggestions on how we can continue to make it more effective and efficient. OUR NEXT 50 YEARS The rest of the Board and I are extremely proud of this company, all it has accomplished in the last 50 years, and how we are positioned for the future. It has been a remarkable progression from our early beginnings as a start-up in memory to our leadership in personal computing and now to our evolution to a data-centric company generating annual revenue of more than $70 billion. As we look ahead to our next 50 years, there will be significant opportunities to apply Intel’s technology and the passion and expertise of our talented people to help solve the world’s greatest challenges in a smart, connected, and data-centric world. On behalf of your Board of Directors, thank you for your continued investment in Intel. We appreciate the opportunity to serve Intel on your behalf. Sincerely, ANDY D. BRYANT Chairman of the Board INTEL CORPORATION 2200 Mission College Blvd. Santa Clara, CA 95054-1549 (408) 765-8080  INTEL CORPORATION NOTICE OF 2019 ANNUAL STOCKHOLDERS’ MEETING ARTIFICIAL INTELLIGENCE 5G NETWORKS AUTONOMOUS DRIVING DATA-RICH WORLD DATE TIME RECORD DATE THURSDAY, MAY 16, 2019 8:30 A.M. PACIFIC TIME MARCH 18, 2019   § HOW TO VOTE Please act as soon as possible to vote your shares, even if you plan to attend the annual meeting online. If you are a beneficial stockholder, your broker will NOT be able to vote your shares with respect to the election of directors and most of the other matters presented during the meeting unless you have given your broker specific instructions to do so. We strongly encourage you to vote. You may vote via the Internet, by telephone, or, if you have received a printed version of these proxy materials, by mail. For more information, see “Additional Meeting Information” on page 106 of this proxy statement.                  ONLINE Vote online atwww.proxyvote.com. You may also attend the annual meeting online, including to vote and/or submit questions, at https://intel.onlineshareholdermeeting.com. BY PHONE Vote by phone by calling the applicable number. For stockholders of record: (800) 690-6903 For beneficial stockholders: (800) 454-8683 BY MAIL If you have received a printed version of these proxy materials, you may vote by mail. ATTEND THE MEETING LOGISTICS • Attend the annual meeting online, including to vote and/or submit questions, athttps://intel.onlineshareholdermeeting.com. The annual meeting will begin at approximately 8:30 a.m. Pacific Time, with log-in beginning at 8:15 a.m., on Thursday, May 16, 2019.13, 2021.

Asking Questions

	ASKING QUESTIONS§ •   You may submit questions for the meeting in advance atwww.proxyvote.com. § You may submit live questions during the meeting at www.virtualshareholdermeeting.com/Intel21.   • You may submit live questions during the meeting athttps://intel.onlineshareholdermeeting.com. If You Cannot Attend, Following The Meeting: Scan this code to your phone to receive all of the meeting details. IF YOU CANNOT ATTEND, FOLLOWING THE MEETING:§   A replay of our annual meeting webcast will be available at our Investor Relations website at www.intc.com and remain for at least one year.   • A replay of our annual meeting webcast will be available at our Investor Relations website athttps://www.intel.com for at least one year. §A list of answers to investors’ questions received before and during the annual meeting will be available at the same website. MANAGEMENT PROPOSALS VOTING     RECOMMENDATION     OF THE BOARD 1.  Election of the 10 directors named in this proxy statement FOR EACH DIRECTOR NOMINEE 2.  Ratification of selection of Ernst & Young LLP as our independent registered public accounting firm for 2019 FOR 3.  Advisory vote to approve executive compensation of our listed officers FOR 4.  Approval of amendment and restatement of the 2006 Equity Incentive Plan FOR STOCKHOLDER PROPOSALS   5.  Stockholder proposal on whether to allow stockholders to act by written consent, if properly presented Management Proposals Voting Recommendation of the Board   1. Election of the nine director nominees named in this proxy statement FOR EACH DIRECTOR NOMINEE   2. Ratification of selection of Ernst & Young LLP as our independent registered public accounting firm for 2021 FOR   3. Advisory vote to approve executive compensation of our listed officers FOR Stockholder Proposals   4. Stockholder proposal on whether to allow stockholders to act by written consent, if properly presented at the meeting AGAINST   5. Stockholder proposal requesting a report on median pay gaps across race and gender, if properly presented at the meeting AGAINST   6. Stockholder proposal requesting a report on whether written policies or unwritten norms at the company reinforce racism in company culture, if properly presented at the meeting    AGAINST 6.  Stockholder proposal requesting a report on the risks associated with emerging public policies addressing the gender pay gap, if properly presented AGAINST 7.  Stockholder proposal requesting an annual advisory vote on political contributions, if properly presented AGAINST IMPORTANT NOTICE REGARDING THE INTERNET AVAILABILITY OF PROXY MATERIALS FOR THE ANNUAL MEETING TO BE HELD MAY 16, 2019: THE NOTICE OF 2019 ANNUAL STOCKHOLDERS’ MEETING AND PROXY STATEMENT AND THE 2018 ANNUAL REPORT ON FORM 10-K ARE AVAILABLE ATWWW.INTC.COM/ANNUALS.CFM IMPORTANT NOTICE REGARDING THE INTERNET AVAILABILITY OF PROXY MATERIALS FOR THE ANNUAL MEETING TO BE HELD MAY 13, 2021: THE NOTICE OF 2021 ANNUAL STOCKHOLDERS’ MEETING AND PROXY STATEMENT AND THE 2020 ANNUAL REPORT ON FORM 10-K ARE AVAILABLE AT WWW.INTC.COM    TABLE OF CONTENTS 4    Letter from Your Chairman          INDEX OF FREQUENTLY REQUESTED INFORMATION 8    Proxy Statement Highlights†           BOARD OF DIRECTORS MATTERS                   16    Proposal 1: Election of Directors          55      Auditor Fees 22    Director Skills, Experience, and Background          52      Beneficial Ownership Table 25    Board Diversity and Refreshment          25      Board Evaluations      CORPORATE GOVERNANCE MATTERS          26      Board Leadership 26    Board Leadership Structure          93      Burn Rate 32    Board Responsibilities and Committees          89      CEO Pay Ratio 36    Investor Engagement          61      CEO Transition 39    Our Capital†          77      Claw-Back Policies 46    Director Compensation          51      Code of Conduct 52    Security Ownership of Certain Beneficial Owners and Management          34      Compensation Consultant      AUDIT COMMITTEE MATTERS          31      Corp. Gov. Guidelines 54    Proposal 2: Ratification of Selection of Independent Auditor          38      Corporate Responsibility 56    Report of the Audit Committee          32      Director Attendance      LISTED OFFICER COMPENSATION MATTERS          29      Director Independence 58    Proposal 3: Advisory Vote to Approve Executive Compensation          17      Director Biographies 59    Compensation Discussion and Analysis          24      Director Skills Matrix 63    2018 Compensation of Our Listed Officers          25      Director Tenure 73    Intel’s Compensation Framework          60      Financial Performance 78    Report of the Compensation Committee          42      Human Capital 79    Summary Compensation Table          31      ISG Framework 82    Grants of Plan-Based Awards          26      Lead Director Duties 83    Stock Option Exercises and Stock Vested          59      Listed Officers for 2018 84    Outstanding Equity Awards          61      Pay-for-Performance 85    Pension Benefits          74      Peer Group 86    Non-Qualified Compensation          76      Perks 87    Other Potential Post-Employment Payments          67      Realizable Pay      ADDITIONAL COMPENSATION MATTERS          50      Related Party Transactions 89    CEO Pay Ratio          27      Risk Oversight 90    Proposal 4: Amendment and Restatement of the 2006 Equity Incentive Plan          77      Stock Ownership Guidelines      STOCKHOLDER PROPOSALS          12      Strategy Update 99    Proposal 5: Written Consent          32      Succession Planning 101    Proposal 6: Gender Pay Equality          77      Tax Deductibility 103    Proposal 7: Advisory Vote on Political Contributions                ADDITIONAL MEETING INFORMATION           106    Online Meeting           106    Meeting Admission           106    Vote Before or During the Meeting                OTHER MATTERS              †  Information in Proxy Statement Highlights—A Year in Review (page 10), Proxy Statement Highlights—Business Overview (page 11), and Our Capital (pages 39-45) is reproduced from our Annual Report on Form 10-K and speaks as of February 1, 2019, the date we filed our Form 10-K. 109    Section 16(a) Reporting Compliance      109    2020 Stockholder Proposals or Nominations      111    Communicating with Us      A-1    Appendix A: Non-GAAP Financial Measures      B-1    Appendix B: Amended and Restated 2006 Equity Incentive Plan                     2019 PROXY STATEMENT       Table of Contents
6		INTRODUCTION TO OUR BUSINESS WE ARE A WORLD LEADER in the design and manufacturingIntel Corporation Notice of essential products and technologies that power the cloud and an increasingly smart, connected world. OUR VISION is if it is smart and connected, it is best with Intel. OUR COMMITMENT to corporate responsibility and Sustainability leadership is deeply integrated throughout our business. We are a world leader in the design and manufacturing of essential technologies that power the cloud and an networking, data storage, and communications solutions to increasingly smart, connected world. We offer computing, a broad set of customers spanning multiple industries. In1968, Intel was incorporated in California (reincorporated in Delaware in 1989), in what became known as Silicon Valley, and our technology has been at the heart of computing breakthroughs ever since. We're now in the midst of a corporate transformation as we grow beyond our traditional PC and server businesses into data-rich markets addressing the explosive demands to process, analyze, store, and transfer data. The transformation is well underway, with our data-centric businesses representing an increasing share of our overall revenue. Our vision is to build a smart and connected world that runs on Intel(R) solutions. This vision is supported by our commitment to corporate responsibility, our relentless pursuit of Moore's Law, and the talent of our amazing employees. Don't be encumbered by history. Go off and do something wonderful. Bob Noyce, Intel Co-Founder Proxy Statement Highlights 2019 PROXY STATEMENT  OVERVIEW OF THE BOARD For the 20192021 Annual Stockholders’ Meeting  our Board recommends the following 10 director nominees listed below. Our Board considers numerous factors when assessing the qualifications for each Board nominee, such as alignment with the Company’s future strategic direction; independence; understanding of and experience in manufacturing, technology, finance, and marketing; international experience; mix of ages; and gender and ethnic diversity. In this regard, our Board is committed to actively seeking women and minority director candidates for consideration.|  2021 PROXY STATEMENT		Independent Directors, 8 of 10                                                                     ANEEL BHUSRI Age: 53Director Since: 2014 Committees: CGN*, EC* LEAD DIRECTOR REED E. HUNDT Age: 71Director Since: 2001 Committees: AC, CC, EC OMAR ISHRAK Age: 63Director Since: 2017 Committees: CC*, FC RISA LAVIZZO-MOUREY Age: 64Director Since: 2018 Committees: CGN                                                                     TSU-JAE KING LIU Age: 55Director Since: 2016 Committees: AC, FC GREGORY D. SMITH Age: 52Director Since: 2017 Committees: AC*, FC ANDREW WILSON Age: 44Director Since: 2017 Committees: CC, FC* FRANK D. YEARY Age: 55Director Since: 2009 Committees: AC, CGN* Non-Independent Directors, 2 of 10                                   “We celebrated our 50th anniversary with record financial results and achievement of our diversity and inclusion milestones.” —Andy D. Bryant, Chairman ROBERT (“BOB”) H. SWAN Age: 58Director Since: 2019 Committees: EC CEO ANDY D. BRYANT Age: 68Director Since: 2011 Committees: EC CHAIRMAN AC  Audit Committee CC  Compensation Committee CGN  Corporate Governance & Nominating Committee EC  Executive Committee FC   Finance Committee *  Committee Chair/Co-Chair 5.1 YRS average tenure of director nominees 20% of director nominees are women 40% of director nominees are ethnically diverse 2019 PROXY STATEMENT       Proxy Statement Highlights 9  A YEAR IN REVIEW Five years ago, we set out a strategy to transform from aPC-centric to a data-centric company. Our 2018 results serve as a strong proof point that our strategy is working and our transformation is well underway. We achieved record revenue and earnings per share (EPS), driven by strong business performance, continued operating leverage, and a lower tax rate. Revenue from our data-centric businesses collectively increased by double digits. OurPC-centric business grew above our expectations and continued to be a source of profit, cash flow, scale, and intellectual property (IP). While we have had delays in implementing our 10 nanometer (nm) manufacturing process technology, we have continued to innovate in our 14nm products, introducing leadership products that deliver more value to our customers. We’ve expanded beyond PC and server businesses with significant growth in adjacent products, and gained share in an expanded $300 billion total addressable market (TAM)1. Our employees are executing to our strategy by developing compelling technology and delivering innovative products to our customers, enabling strong financial growth. “The investments in technology and talent we have made in our transformation to a data-centric company position Intel to serve a broader set of customers in an expanded market for silicon.” — Bob Swan, Intel Chief Executive Officer                                     REVENUE     OPERATING INCOME     DILUTED EPS                                         $70.8B            $23.3B       $24.5B       $4.48       $4.58   GAAP     GAAP     non-GAAP2     GAAP     non-GAAP2 Revenue up $8.1B or 13% from 2017; data-centric up 18% andPC-centric up 9%     Operating income up $5.3B or 29% from 2017       Operating income up $4.9B or 25% from 2017       Diluted EPS up $2.49 or 126% from 2017     Diluted EPS up $1.11 or 32% from 2017 Strong growth with record revenue across the business.     Top-line growth and continued operating margin leverage while investing in key opportunities such as artificial intelligence (AI) and autonomous driving.       Demand for high-performance products, adjacency growth, disciplined spending focus, and lower tax rate from Tax Reform3.         GOAL     GOAL     GOAL Achieve at least low double-digit growth of data-centric businesses and limit PC-centric business decline to low single digits.       Grow non-GAAP operating income faster than revenue.     Grow non-GAAP diluted EPS faster than non-GAAP operating income. RESULT     ACHIEVED       RESULT     ACHIEVED       RESULT     ACHIEVED   Exceeded our goal on both fronts with 18% data-centric businesses growth and 9%PC-centric business growth. Total revenue was approximately $6.0 billion higher than our expectation at the beginning of 2018.     On anon-GAAP basis, operating income grew faster than revenue two years in a row. From 2017 to 2018,non-GAAP operating income grew 25%, compared to 13% revenue growth.     On anon-GAAP basis, diluted EPS grew faster than operating income two years in a row. From 2017 to 2018,non-GAAP diluted EPS grew 32%, compared to 25%non-GAAP operating income growth. PC-CENTRIC $B DATA-CENTRIC $B $26.5 $28.8$33.8$59.4 $62.8$70.82016 2017 2018$13.1$1GAAP $B NON-GAAP $B 8.1$16.7 $23.3$19.7$24.52016 2017 2018$2.12 $1.99$4.48GAAP NON-GAAP$2.72$3.46$4.582016 2017 2018$32.9 $34.0 $37.0 1 Source: Intel calculated 2022 TAM derived from industry analyst reports. 2 See“Non-GAAP Financial Measures” in Appendix A. 3 Tax Reform refers to the U.S. Tax Cuts and Jobs Act enacted in December 2017. 10 Proxy Statement Highlights         2019 PROXY STATEMENT  Table of Contents 3   BUSINESS OVERVIEWLetter from Your Chairman 6 Notice of 2021 Annual Stockholders’ Meeting 8 Proxy Statement Highlights† Board of Directors Matters 16 Proposal 1: Election of Directors 23 Director Skills, Experience, and Background 26 Board Diversity and Refreshment Corporate Governance Matters 28 Board Leadership Structure 34 Board Responsibilities and Committees 40 Investor Engagement 44 Our Capital† 53 Director Compensation 58 Security Ownership of Certain Beneficial Owners and Management Audit Committee Matters 60 Proposal 2: Ratification of Selection of Independent Auditor 62 Report of the Audit Committee Listed Officer Compensation Matters 64 Proposal 3: Advisory Vote to Approve Executive Compensation 65 Compensation Discussion and Analysis 65 Executive Summary 75 2020 Compensation of Our Listed Officers 84 Update on 2019 Strategic Growth Equity Awards 86 Other Aspects of our Executive Compensation Programs 91 Report of the Compensation Committee 92 Summary Compensation Table 96 Grants of Plan-Based Awards 98 Stock Option Exercises and Stock Vested 99 Outstanding Equity Awards 100 Pension Benefits 101 Non-Qualified Compensation 102 Other Potential Post-Employment Payments Additional Compensation Matters 106 CEO Pay Ratio Stockholder Proposals 108 Proposal 4: Written Consent 111 Proposal 5: Gender/Racial Pay Equality 114 Proposal 6: Anti-Racism in Company Culture Additional Meeting Information 117 Online Meeting 117 Meeting Admission 118 Vote Before or During the Meeting Other Matters 120 2022 Stockholder Proposals or Nominations 121 Communicating with Us A-1 Appendix A: Non-GAAP Financial Measures   Index Of Frequently   Requested Information 61 Auditor Fees 58 Beneficial Ownership Table 27 Board Evaluations 28 Board Leadership 106 CEO Pay Ratio 15 CEO Transition 90 Claw-Back Policies 57 Code of Conduct 36 Compensation Consultant 33 Corp. Gov. Guidelines 43 Corporate Responsibility / ESG 34 Director Attendance 31 Director Independence 17 Director Biographies 25 Director Skills Matrix 26 Director Tenure 9 Financial Performance 49 Human Capital 33 ISG Framework 65 Listed Officers for 2020 73 Pay-for-Performance 87 Peer Group 89 Perks 56 Related Party Transactions 29 Risk Oversight 89 Stock Ownership Guidelines 11 Strategy Update 34 Succession Planning   † Information in Proxy Statement Highlights—Introduction to Our Business (page 8), A Year in Review (page 9), Business Overview (page 10), Our Strategy (page 11), and Our Capital (pages 12, 44-52) is reproduced from our 2020 Annual Report on Form 10-K and speaks as of January 22, 2021, the date we filed our Form 10-K.   2021 PROXY STATEMENT  |  Table of Contents 7 DATA-CENTRIC BUSINESSES EXPAND WITH NEW OPPORTUNITIES Intel put the Silicon in Silicon Valley, and today our technology remains at the core of the most exciting, life-changing innovations on the planet We are an industry leader, creating world-changing technology that enables global progress and enriches lives. We stand at the brink of several technology inflections—AI, 5G network transformation, and the rise of the intelligent edge1—that together will shape the future of technology. Silicon and software drive these inflections, and Intel is at the heart of it all with data emerging as a transformational force in this era where an explosion of devices permeates all our interactions. That data must be moved, stored, and processed faster and more securely than ever before. We are unleashing the potential of data to unlock value for people, business, and society on a global scale. With a clear, shared purpose, we are inspired to create, innovate, and push the boundaries of technology. Our commitment to corporate responsibility and to creating an inclusive environment for our amazing people supports of belonging, Intel can be more innovative, agile, and competitive.   Our data-centric businesses have grown significantly over the last two years. To extend the momentum of this growth, we continue to offer innovative new products that provide higher performance and better value for our customers. We expect that our leadership products such as the second generation Intel® Xeon® Scalable processors and Intel® Stratix®10 SX FPGA will further advance our opportunity in AI and help our customers process and analyze the flood of data implicit in big bets.		PC-CENTRIC BUSINESS THRIVES 1 Intel’s definition is included in “Key Terms” within the Financial Statements and Supplemental Details in our Annual Report on Form 10-K. Our focus on product segmentation, innovation, and performance in PCs continued. To extend product leadership and deliver more value to customers, we launched our 9th generation Intel® Core™ i9 processors, which target the growing gaming market segment.                                  Intel xeon platinum insideIntelaiIntel core i9 9th gen   BIG BETS MAKE PROGRESS   8 Proxy Statement Highlights: Introduction to Business  |  2021 PROXY STATEMENT   BOB SWAN OUR NEW CEO Memory autonomous 5g Our big bets are memory, autonomous driving, and 5G, and we have made progress on all fronts to expand and compete in the data-centric world. We are shipping Intel® Optane™ DC persistent memory for data centers. We also announced our first 5G new radio (NR) multi-mode modem for 2019 and our plan to commercialize Mobility-as-a-Service (MaaS) with autonomous vehicles through a joint venture starting 2019. On January 30, 2019, our Board of Directors appointed Bob Swan as our Chief Executive Officer, the seventh CEO in Intel’s 50-year history. Mr. Swan joined Intel as our Chief Financial Officer in October 2016. WE ARE PROUD OF OUR HERITAGE   Fifty years ago, Robert Noyce and Gordon Moore founded Intel. In honor of our golden anniversary, we are embracing Noyce’s inspiring challenge, “Don’t be encumbered by history. Go off and do something wonderful.” We celebrated our heritage and the wonderful things we are doing to create a bright future for Intel and the world. Two years ahead of schedule, we announced that we have achieved our goal of a U.S. workforce that reflects the diversity of the available skilled labor market.   2019 PROXY STATEMENT       Proxy Statement Highlights 11  OUR STRATEGY We are in the midst of one of the most significant transformations in our corporate history. Over the last five years, we’ve made key investments and decisions to enter data-rich markets and deploy our IP and manufacturing technologies to redefine and expand our target market. We have evolved from aPC-centric company with a server business, to a data-centric company with an expanding portfolio of technology solutions that address customer needs across platform, storage, connectivity, and software. This transformation is evidenced by our 2018 revenue, of which roughly half was earned from data-centric businesses, and the expansion of our TAM, which we last estimated at more than $300 billion1. Customer experiences cloud & data center accelerant customer expresses make the worlds best semiconductors lead the ai & autonomous revolution be the leading end to end platform provider for the new data world relentless focus on operational excellence & efficiency continue to hire, develop, and retain the best, most diverse, and inclusive talent technologies connectivity thinks & devices Our customers are looking for solutions that can process, analyze, store, and transfer data—turning it into actionable insights, amazing experiences, and competitive advantages. The Intel® architecture platform provides the foundation for new solutions that take advantage of this growth of data. MAKE THE WORLD’S BEST SEMICONDUCTORS We make significant investments and innovations in our silicon manufacturing technologies and platforms. Our proprietary technologies make it possible to integrate products and platforms that address evolving customer needs and expand the markets we serve. Our innovation strategy includes investments in advanced manufacturing processes and packaging, architecture, interconnects, and embedded security features, as part of our efforts to be the leading end-to-end platform provider. LEAD THE AI AND AUTONOMOUS REVOLUTION We are positioned to be a driving force of the AI and autonomous revolution. By striving to build the world’s best AI platform, our strategy is to meet the needs of our most innovative customers, to advance and accelerate the AI industry’s open software stacks, to deliver the best AI products, and to seed and drive the AI ecosystem. Mobileye’s EyeQ* family of SoCs is already the automobile industry’s leading solution for advanced driver assistance systems, and Mobileye is building on that leadership. BE THE LEADINGEND-TO-END PLATFORM PROVIDER FOR THE NEW DATA WORLD Growth in processing power and breakthroughs in connectivity, storage, memory, and algorithms have led to a new era of data-centric computing. We have an unparalleled product portfolio that spans the entire data-centric market and we are inventing new solutions in the highest growth areas by investing across six engineering pillars: advanced manufacturing processes and packaging; new architectures to speed up specialized tasks like AI and graphics; super-fast memory; interconnects; embedded security features; and common software to unify and simplify programming for developers across our compute roadmap. RELENTLESS FOCUS ON OPERATIONAL EXCELLENCE AND EFFICIENCY Underlying our transformation to a data-centric company is a relentless focus on operational excellence and efficiency. This focus includes the elimination of lower growth investments and activities, and the simplification and automation of routine processes and activities. Operational excellence helps us fund the expansion of our TAM through big-bet investments such as memory, 5G technology, and autonomous driving. CONTINUE TO HIRE, DEVELOP, AND RETAIN THE BEST, MOST DIVERSE AND INCLUSIVE TALENT At the core of our organization are highly skilled, diverse, and talented people capable of accelerating, as one team, in everything we do. Our rich and powerful culture sets a solid foundation based upon 50 years of invention; product leadership; purposeful leadership in corporate governance practices; and partnership with suppliers, customers, regulators, and local communities in the development and deployment of sustainable business practices. We are proud of our past and inspired by our employees who are rising to the challenge to transform our methods, focus, and values in a way that helps each person achieve their personal best in delighting our customers with compelling products, winning in dynamic and competitive markets, and making a positive impact on our communities. 1 Source: Intel calculated 2022 TAM derived from industry analyst reports and internal estimates. 12 Proxy Statement Highlights         2019 PROXY STATEMENT  OUR CAPITAL  A Year in Review† In line with the International Integrated Reporting Framework’s six capitals concept, we have outlined how we deploy capital to execute our transformation strategy in ways that reflect our corporate values, delight our customers, and create value for our stockholders. Our six capitals are summarized here, with more detail in the “Corporate Governance; Our Capital” section of this proxy statement, and further description in our 2018 Annual Report on Form 10-K.   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 achieved record revenue of $77.9 billion, with 49% from our data-centric businesses, amid the effects of the COVID-19 pandemic. The dynamic of work and learn from home resulted in strong demand for notebook PCs, while demand for desktop PCs weakened. Demand in the DCG cloud service providers market segment grew, while enterprise and government declined on macroeconomic weakness. We shipped a higher volume of 10nm products than we had anticipated at the beginning of the year. The increased mix of 10nm, combined with a higher portion of revenue from lower margin adjacent businesses, offset higher platform revenue and drove a decline in gross margin of 3 percentage points. We invested $13.6 billion in R&D, reduced our spending to 25.3% of revenue, and signed an agreement to divest our NAND memory business. We made capital investments of $14.3 billion, and generated $35.4 billion cash from operations and $21.1 billion of free cash flow. We also returned $19.8 billion to stockholders, including $5.6 billion in dividends and $14.2 billion in buybacks. “We achieved record revenue for the fifth consecutive year and maintained a strong balance sheet and liquidity position. Our results amid the challenges of a global pandemic and an uncertain economy reflect the importance of our technology and the resilience of our employees around the world.” —George Davis Chief Financial Officer   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.  Revenue   Operating Income Diluted EPS Cash Flows ∎ PC-centric $B ∎ Data-centric $B ∎ GAAP $B             ∎ Non-GAAP $B ∎ GAAP             ∎ Non-GAAP ∎ Operating Cash Flow $B ∎ Free Cash Flow1 $B   Natural financial intellectual manufactured human social and relationship capital inputs value creation $77.9B GAAP $23.7B GAAP $25.3B non-GAAP1 $4.94 GAAP $5.30 non-GAAP1 $35.4B GAAP $21.1B non-GAAP1 Revenue up 8% from 2019; Data-centric up 9% and PC-centric up 8% Operating income up $1.6B or 7% from 2019; 2020 operating margin at 30% Operating income up $1.5B or 6% from 2019; 2020 operating margin at 32% Diluted EPS up $0.23 or 5% from 2019 Diluted EPS up $0.43 or 9% from 2019 Operating cash flow up $2.2B or 7%; operating cash flow to net income at 169% Free cash flow up $4.2B or 25%; free cash flow to non-GAAP net income at 94%   Strong demand in notebook PCs and DCG cloud and communications market segments, and NAND pricing recovery, partially offset by weakened demand in desktop PCs and lower platform2 ASPs Higher gross margin dollars driven by higher platform unit sales, NAND pricing recovery, and improved NAND unit cost, partially offset by higher platform unit cost with increased 10nm product mix, and lower platform ASPs Higher gross margin dollars, lower shares outstanding, and equity investment gains, partially offset by higher effective tax rate Working capital changes driven by accounts receivable, inventory and income taxes offset by other assets and liabilities; free cash flow up due to higher operating cash flow and lower capital spending Goal (2019 - 2021)3 Goal (2019 - 2021)3 Goal (2019 - 2021)3 Goal (2019 - 2021)3 Low single-digit growth over the next three years to $76B-$78B; data-centric businesses high single-digit growth and PC-centric business approximately flat to slightly down Keep non-GAAP operating margin roughly flat at approximately 32% over the next three years Grow non-GAAP diluted EPS in line with revenue over the next three years Achieve free cash flow of approximately 80% of non-GAAP net income by 2021 Progress Progress Progress Progress Revenue grew 8% from 2019 to 2020, to $77.9B Non-GAAP operating margin was 32% in 2020 Non-GAAP diluted EPS grew 9% from 2019 to 2020; revenue grew 8% over the same period Free cash flow in 2020 was 94% of non-GAAP net income † This section is reproduced from our 2020 Annual Report on Form 10-K and speaks as of January 22, 2021. 1 See “Non-GAAP Financial Measures” within MD&A in our 2020 Annual Report on Form 10-K. 2 See “Our Products” within MD&A in our 2020 Annual Report on Form 10-K . 3 2019-2021 goals were announced during the May 2019 Investor Meeting. 2021 PROXY STATEMENT  |   Proxy Statement Highlights: A Year in Review 9  Business Overview† COVID-19 Response The COVID-19 pandemic has changed the lives of our employees, our customers, and our community. We are proud of how our team has responded, showing resilience, innovating in real time, and demonstrating the tremendous value of our worldwide manufacturing network to customers and partners around the world. Additionally, we launched our Pandemic Response Technology Initiative, which supports essential workers, hard-hit businesses, and students of all ages with Intel-funded projects led by employees along with our global customers and partners. We have learned vital lessons about the critical role technology can play, and has played, in so many areas during the pandemic—from healthcare and telehealth, to remote learning, to innovative technology solutions to help businesses safely reopen. Most importantly, as a company, we have learned to operate with more empathy, agility, and velocity. We look at our products not for what we know they can do, but for what they might be able to do in a changed world.  Data-Centric Businesses Expand with New Opportunities PC-Centric Business Innovates  Data-centric portfolio for 5G network infrastructure We introduced a broad, data-centric portfolio for 5G network infrastructure, including the Intel® Atom® P5900, our first Intel® architecture-based 10nm SoC for wireless base stations; a next-generation structured ASIC for 5G network acceleration; new 2nd Gen Intel® Xeon® Scalable processors; and the Intel® Ethernet 700 Series Network Adapter with hardware-enhanced Precision Time Protocol, the first 5G network-optimized Ethernet NIC.                        11th Gen Intel® Core™ processors We launched our new processor family for laptops, 11th Gen Intel Core processors with Intel® Iris® Xe graphics leveraging our new 10nm SuperFin process technology. The 11th Gen Intel Core processors optimize power efficiency with leading performance and responsiveness while running at significantly higher frequencies versus prior generations. Ice Lake server processors We are now shipping the 10nm-based 3rd Gen Intel Xeon Scalable processors (previously referred to as Ice Lake), which include several architectural, process technology, and platform innovations for performance, security, and operational efficiency. Moovit acquisition We acquired Moovit for $915 million to accelerate Mobileye’s MaaS offering. Moovit is known for its urban mobility application and brings Mobileye closer to achieving our plan to become a complete mobility provider, including robotaxi services. Planned divestiture of NAND memory business We signed an agreement with SK hynix Inc. (SK hynix), to divest our NAND memory business, including our NAND memory fabrication facility in Dalian, China and certain related equipment and tangible assets (Fab Assets), our NAND SSD business (NAND SSD Business), and our NAND memory technology and manufacturing business (NAND OpCo Business). Intel® Evo™ platforms We introduced the Intel Evo platform brand for designs based on 11th Gen Intel Core processors with IntelIris Xe graphics. Devices with the Intel Evo platform brand are verified, measured, and tested and key experience indicators as part of the next edition of our laptop innovation program, Project Athena. xPU era with oneAPI and discrete GPUs We launched discrete GPUs, including the Intel® Iris® Xe MAX GPU for laptops and the first discrete Intel® Server GPU. These are milestone additions to our expanding portfolio of xPUs. We also announced the Gold release of Intel® oneAPI Toolkits, supporting Intel CPUs, GPUs, and FPGAs, which are now available for local installation and for Intel® DevCloud. We are expanding the Intel DevCloud to support the new Intel Iris Xe GPU hardware, including Intel Iris Xe MAX GPU for public access and Intel Iris Xe-HP for select developers. 7nm-based CPU products We announced in July that our 7nm-based CPU product timing would be delayed and that the primary driver was the yield of our 7nm manufacturing process. We will continue to invest in our future process technology roadmap and advanced packaging technologies to differentiate our products, provide manufacturing optionality and deliver a predictable cadence of leadership products to our customers.  2030 RISE Strategy and Corporate Responsibility Goals We created our RISE strategy and established our 2030 corporate responsibility goals (2030 goals), through which we aim to leverage our leadership position in the global technology ecosystem to create a more responsible, inclusive, and sustainable world, enabled through our technology and the expertise and passion of our employees. Our RISE strategy and 2030 goals are deeply rooted in our corporate purpose and aligned with our business strategy to enable us to create value for our customers, investors, employees, and other stakeholders over the next decade and beyond. † This section is reproduced from our 2020 Annual Report on Form 10-K and speaks as of January 22, 2021. 10 Proxy Statement Highlights: Business Overview  |  2021 PROXY STATEMENT  Our Strategy† Our strategy is to play a larger role in our customers’ success by delivering a predictable cadence of leadership products. The world is changing and driving the need for exponentially more computing. First we experienced the PC era, followed by the mobile and cloud era. We are now entering the era of distributed intelligence, where computing is pervasive and so many things in our lives—our homes, our cars, our hospitals, and our cities—now function like computers. In this world of distributed intelligence, our three fastest growing opportunities are AI, 5G network transformation, and the intelligent and autonomous edge. We have a history of transforming to capitalize on market shifts, and we are in the midst of another significant transformation to position ourselves and our customers for growth. With our focus on execution and re-energized culture as a force multiplier, we are transforming from a CPU to a multi-architecture xPU company, from silicon to platforms, and from a traditional IDM to a new, modern IDM. Our priorities are to strengthen our core, extend our reach, and redefine our position in the industry. Our capital provides a foundation to invest in our growth and to supplement and strengthen our capabilities. We are thoughtfully deploying capital and focusing our investment in differentiated technologies where we can play a bigger role in the success of our customers and deliver attractive returns to our stockholders. Our Priorities Improve Execution to Strengthen Our Core We have made changes that help position us to sharpen our operational excellence and process technology. We have streamlined our product roadmaps, evolved our technical organization to drive greater transparency and accountability, and exited businesses to enable focus on our core strategy. Extend Our Reach to Accelerate Our Growth Diverse product portfolio to capitalize on the fastest growing opportunities. The proliferation of data analytics, edge computing, and AI is driving a diverse and expanding range of computing applications from edge to cloud. In response, we are innovating to deliver products including a mix of scalar, vector, matrix, and spatial architectures deployed in CPUs, GPUs, accelerators, and FPGAs—unified by an open, industry-standard programming model, oneAPI, to simplify application development. Redefine Our Position in the Industry Solve our customers’ problems through solutions and platforms. We are expanding beyond the CPU to better solve our customers’ problems, and not just deliver parts of the solution. With our xPU portfolio, platform vision, IDM capabilities, and scale, we are able to help our customers tackle their own opportunities. We announced the Intel Evo platform brand powered by 11th Gen Intel Core processors with Intel Iris Xe graphics, representing laptop designs supported by Intel’s Project Athena innovation program. In addition, we acquired Moovit to accelerate Mobileye’s transformation to a full-stack MaaS provider that can provide hardware, software, sensors, integration, and large-scale services. We are actively evaluating opportunities in software, services, and solutions, in AI, network transformation, and intelligent edge. † This section is reproduced in part from our 2020 Annual Report on Form 10-K and speaks as of January 22, 2021. 2021 PROXY STATEMENT  |  Proxy Statement Highlights: Our Strategy 11  Our Capital† We deploy various forms of capital to execute our strategy in a way that seeks to reflect our corporate values, help our customers succeed, and create value for our stakeholders. Capital Strategy Value Financial Leverage financial capital to invest in ourselves and grow our capabilities, supplement and strengthen our capabilities through acquisitions and strategic investments, and provide returns to stockholders. We strategically invest financial capital to create long-term value and provide returns to our stockholders in the form of dividends and buybacks. Intellectual Invest significantly in R&D and IP to enable us to deliver a predictable cadence of leadership products that move, store, and process data at scale, and extend our reach to accelerate our growth. We develop IP to enable next-generation products, create synergies across our businesses, expand into new markets, and establish and support our brands. Manufacturing Invest timely and at a level sufficient to meet customer demand for current technologies and prepare for future technologies as we evolve our IDM model. Our manufacturing scope and scale enable us to provide our customers and consumers with a broad range of leading-edge products. Human Continue to build a diverse, inclusive, and safe work environment to attract, develop, and retain the talent needed to remain at the forefront of innovation. Our talented employees enable the development of solutions and enhance the intellectual and manufacturing capital critical to helping our customers win the technology inflections of the future. Social and Relationship Build trusted relationships for both Intel and our stakeholders, including employees, suppliers, customers, local communities, and governments. We collaborate with stakeholders on programs to empower underserved communities through education and technology, and on initiatives to advance accountability and capabilities across our global supply chain, including accountability for the respect of human rights. Natural 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 impacts, achieve efficiencies, and lower costs, and position us to respond to the expectations of our stakeholders. Value We Create Each of our six forms of capital plays a critical role in our long-term value creation. We consider numerous indicators in determining the success of our capital deployment in creating value. Highlights of value created in 2020 are as follows: † This section is reproduced from our 2020 Annual Report on Form 10-K and speaks as of January 22, 2021. 2  See “Non-GAAP Financial Measures” within Appendix A. 12 Proxy Statement Highlights: Our Capital  |  2021 PROXY STATEMENT  Overview of the Board For the 2021 Annual Stockholders’ Meeting, our Board recommends the following nine director nominees listed below. Our Board considers numerous factors when assessing the qualifications for each Board nominee, such as skills and experience relevant and integral to our future strategic direction; independence; understanding of and experience in manufacturing, technology, finance, and marketing; senior leadership experience; international experience; mix of ages; and gender, racial, geographic, and ethnic diversity. In this regard, our Board is committed to actively seeking women and minority director candidates for consideration. Independent Director Nominees Omar Ishrak Age: 65 Director Since: 2017 Independent Chairman James J. Goetz Age: 55 Director Since: 2019 Alyssa Henry Age: 50 Director Since: 2020 Risa Lavizzo-Mourey Age: 66 Director Since: 2018 Tsu-Jae King Liu Age: 57 Director Since: 2016 Gregory D. Smith Age: 54 Director Since: 2017 Dion J. Weisler Age: 53 Director Since: 2020 Frank D. Yeary Age: 57 Director Since: 2009 Non-Independent Director Nominee Patrick P. Gelsinger Age: 60 Director Since: 2021 Chief Executive Officer 33% of Director Nominees are Women 33% of Director Nominees are Ethnically Diverse 3.4 YRS Average Tenure of Director Nominees 2021 PROXY STATEMENT  |  Proxy Statement Highlights: Overview of the Board 13  Board Responsiveness to Investors in 2020 Our relationship with our stockholders is an important part of our company’s success and we have a long tradition of engaging with our stockholders and obtaining their perspectives. Following a disappointing “say on pay” vote in 2020, which received approximately 49.7% support, we undertook extensive engagement efforts to better understand the reasons for how our investors voted, as well as to obtain their views on other key corporate governance and disclosure matters, and to determine how best to respond. Who we met with            50.4% 39.5% 29.7% of shares contacted for engagement of shares engaged with overall of shares engaged by Chairman of the Board An integrated outreach team IndependentChairman (selectmeetings) + CorporateSecretaryOffice + Human Resources Office + CorporateResponsibility Office + InvestorRelations         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; and - 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 data-centric opportunities. We develop IP for our platforms to enable next-generation 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” in Appendix A. 2019 PROXY STATEMENT       Proxy Statement Highlights 13   INVESTOR ENGAGEMENT We have a robust investor engagement program. Our integrated outreach team, led by our Investor Relations group, Corporate Responsibility office, and the Corporate Secretary’s office, engages proactively with our stockholders, monitors developments in corporate governance and social responsibility, and, in consultation with our Board, thoughtfully adopts and applies developing practices in a manner that best supports our business and our culture. As discussed further under “Investor Engagement” on page 36, we actively engage with our stockholders in a number of forums on a year-round basis and integrate the information we learn through these activities into our governance calendar, as reflected below. SUMMER Review annual meeting results, determine any next step actions, and prioritize post-annual meeting investor engagement focus areas Hold post-annual meeting investor meetings and report to the Board and Corporate Governance and Nominating Committee FALL WINTER Incorporate input from investor meetings into annual meeting planning and enhance governance practices and disclosures when warranted Conduct pre-annual meeting investor meetings to answer questions and obtain investor feedback on proxy matters SPRING ANNUAL STOCKHOLDERS' MEETING INVESTOR ENGAGEMENT DIALOGUE Below is a summary of the feedback we received through our 2018 investor engagement program and how we responded. BOARD LEADERSHIP We heard that our current structure (separate chairman and CEO) works well We responded by maintaining our current structure through our recent leadership transition BOARD DIVERSITY We heard that our board diversity disclosures could be improved We responded by breaking out separately the board's gender and ethnic diversity in this proxy statement ESG DISCLOSURES We heard that our Environmental, Social, and Governance (ESG) disclosures are best-in-class but could be enhanced in key areas We responded by working to align human capital and climate risk disclosures with external reporting frameworks EXECUTIVE COMPENSATION We heard that our long-term financial performance should factor more significantly into payouts We responded by adding a three-year EPS performance metric to our performance-based restricted stock units EQUITY PLANS We heard that our equity plans should be approved on a less frequent basis We responded by moving from a biennial to a triennial approval cycle starting after this year SPECIAL MEETINGS We heard that our current threshold for calling a special We responded by lowering the stock ownership threshold from 25% to 15% meeting of stockholders may be too high 14 Proxy Statement Highlights         2019 PROXY STATEMENT   EXECUTIVE COMPENSATION HIGHLIGHTS PAY-FOR-PERFORMANCE COMMITMENT Intel has a long-standing commitment topay-for-performance. We compensate executive officers through arrangements that are designed to hold those officers accountable for business results and reward them for consistently strong corporate performance and creation of value for our stockholders. Our executive compensation programs are periodically reviewed and, when appropriate, adjusted to ensure that they continue to support Intel’s business goals and promote both current-year and long-term profitable growth of the company. There were no significant changes to the structure of our executive compensation programs for 2018. The majority of cash compensation for our executive officers, as a group, may be earned under our annual incentive cash plan with the annual payouts based on measures of relative financial performance, absolute financial performance, company performance relative to operational goals, and individual performance. Equity awards—consisting in 2018 of variable performance-based outperformance restricted stock units (OSUs) and restricted stock units (RSUs)—align compensation with the long-term interests of Intel’s stockholders by focusing our executive officers on both absolute and relative total stockholder return (TSR). For 2018, 80% of the annual equity award value granted to executive officers was comprised of OSUs. In setting executive officer compensation, the Compensation Committee considers various factors including the individual performance reviews of our executive officers, scope of the executive officer’s role and responsibilities, and the compensation levels in a “peer group.” For 2018, the peer group consisted of 15 technology companies and 10 other large companies. Total compensation for each executive officer varies with both individual performance and Intel’s performance in achieving financial andnon-financial objectives. Each executive officer’s compensation is designed to reward his or her contribution to Intel’s results. CEO TARGET PERFORMANCE AND INCENTIVE PAY MIX         The following chart1 illustrates that approximately 93% of the 2018 total direct compensation granted by the Compensation Committee to our CEO Bob Swan in his position as interim CEO and Executive Vice President, Chief Financial Officer consisted of compensation elements that vary the level of payout based on company and individual performance, and therefore are considered “at risk.” 1  Does not include Mr. Swan’s (i) $1,000,000 third installment of his 2016 sign-on award, (ii) $1,500,000 cash bonus award for 2018 performance as interim CEO, (iii) “Change in Pension Value and Non-Qualified Deferred Compensation Earnings,” and (iv) “All Other Compensation” as reported in the Summary Compensation Table on page 79. 80% 93% at riskWhat we discussed         Our business   Our ESG practices >35 Strategy execution Cultural transformation Financial performance COVID-19 response    Executive pay 7% 13% Equity awards base salary non-equity incentive compensationprograms    Board composition    Human capital management    Environmental & social issues Separate investor meetings throughout the year     2019 PROXY STATEMENT     Proxy Statement Highlights 15 How we responded Board composition See page 26  PROXY STATEMENT INTEL CORPORATION 2200 Mission College Blvd. Santa Clara, CA 95054-1549 Added new directors with experience aligned with our strategic transformation   Our Board Executive compensation See page 65 Increased Annual Cash Bonus Plan rigor; beginning 2021, financial metrics in the Annual Cash Bonus Plan will be revenue and net income, with payouts based on pre-established threshold/target/max levels Provided enhanced disclosure of Directors solicits your proxyour One Intel operational goals in the Annual Cash Bonus Plan, as well as the Compensation Committee’s rationale for maintaining our PSUs’ relative TSR metric based on the S&P 500 IT Index Provided an update on how the 2019 Annual Stockholders’ Meeting (and any postponement or adjournment of the meeting) for the matters set forth in “Annual Meeting Proposals and Voting Recommendations.” We made this proxy statement available to stockholders beginning on April 3, 2019.  PROPOSAL 1 ELECTION OF DIRECTORS Upon the recommendation of our Corporate Governance and Nominating Committee, our Board has nominated the 10 individuals listed below to serve as directors. Our nominees include eight independent directors, as defined in the rules for companies traded on the Nasdaq Global Select Market* (Nasdaq), and two Intel officers: Robert H. Swan, who became our Chief Executive Officer in January 2019, and Andy D. Bryant, who currently serves as Chairman of the Board and previously served as our Executive Vice President and Chief Administrative Officer. Mr. Bryant became Chairman of the Board at the 2012 Annual Stockholders’ Meeting, and Aneel Bhusri became the independent Lead Director of the Board in May 2017. Each director’s term runs from the date of his or her election until our next annual stockholders’ meeting and until his or her successor (if any) is elected or appointed. If any director nominee is unable or unwilling to serve as a nominee at the time of the annual meeting, the individuals named as proxies may vote for a substitute nominee chosen by the present Board to fill the vacancy. Alternatively, the Board may reduce the size of the Board, or the proxies may vote just for the remaining nominees, leaving a vacancy that the Board may fill at a later date. However, we have no reason to believe that any of the nominees will be unwilling or unable to serve if elected as a director. Our Bylaws require that a director nominee will be elected only if he or she receives a majority of the votes cast with respect to his or her election in an uncontested election (that is, the number of votes cast “for” that nominee exceeds the number of votes cast “against” that nominee). You can vote to “abstain,” but that vote will not have an effect in determining the election results. For more information, see “Additional Meeting Information, Voting Before or During the Meeting” below. Each of our director nominees currently serves on the Board. If a nominee who currently serves as a director is not re-elected, Delaware law provides that the director would continue to serve on the Board as a “holdover director.” Under our Bylaws and the Board of Directors Guidelines on Significant Corporate Governance Issues (Corporate Governance Guidelines), each director submits an advance, contingent, irrevocable resignation that the Board may accept if stockholders do not re-elect that director. In that situation, our Corporate Governance and Nominating Committee would make a recommendation to the Board about whether to accept or reject the resignation, or whether to take other action instead. Within 90 days from the date that the election results were certified, the Board would act on the Corporate Governance and Nominating Committee’s recommendation and publicly disclose its decision and the rationale behind it.Strategic Growth Equity Awards are tracking   Environmental and social See page 79 Incorporated specific carbon emissions, water use, and workforce D&I goals into bonus program Where to Find More Information See “Investor Engagement” on page 40 and “Investor Engagement and the 2020 ‘Say on Pay’ Vote” on page 70 14 Proxy Statement Highlights: Board Responsiveness to Investors in 2020  |  2021 PROXY STATEMENT  Executive Compensation Summary RECOMMENDATION OF THE BOARD Intel’s executive compensation programs are designed to incentivize the implementation of our growth strategy. There are three key drivers of our executive compensation programs: a competitive pay positioning strategy, a heavy emphasis on incentive-driven pay, and goals that are appropriately aligned with our business strategy (in terms of both selection and attainability). Our executive compensation programs focus on different performance metrics for the different performance periods to balance the incentives. Our executive compensation programs continue to be tied to the company’s financial and operational performance, support our commitment to good compensation governance, and provide market-based opportunities to attract, retain, and motivate our executives in an intensely competitive market for qualified talent. Overview of Listed Officer Total Direct Compensation for 2020 The Board recommends that you vote “FOR” the election of each of the following nominees.       Pay Element Purpose Performance   Period   Performance Metrics 2020 Decisions / Results Base Salary Designed to be market-competitive and attract and retain talent Annual   — §  No changes to listed officers’ base salary in 2020 Annual Cash Bonus Incentivize achievement of Intel’s near-term financial and operational objectives, consistent with Intel’s longer-term goals Annual   §  YoY net income growth (1/3) §  Relative net income growth vs. tech peers (1/3) §  One Intel operational goals (1/3) §  No changes to annual incentive cash target opportunities §  Financial performance accounted for 66% of bonus potential—up from 50% in prior years §  Payout of 100.7% of target vs. 104-114% for 2019 Quarterly Cash Bonus Company-wide program that rewards quarterly profitability based on Intel’s net income relative to company compensation costs Quarter   §  Net income relative to company compensation costs §  No changes to quarterly cash bonus program §  Annual payout of 23.2 extra days of compensation vs. 24.6 in 2019 Restricted Stock Units Facilitates stock ownership, executive retention, and stockholder alignment Three   years with   quarterly   vesting   §  Stock price appreciation §  Represents 20% of target long-term incentive award opportunity §  No increase in target value from 2019 other than in connection with promotions Performance Stock Units Designed to reward long-term profitability and long-term performance relative to peers; to create and alignment with stockholders; and to facilitate executive retention Three   years   §  Relative TSR vs. S&P 500 IT Index (50%) §  Cumulative EPS growth compared to a target established at the beginning of the three-year performance period (50%) §  Represents 80% of target long-term incentive award opportunity §  No increase in target value from 2019 other than in connection with promotions §  No change in performance metrics or payout opportunity (0-200% of target) from 2019 §  For max payout, TSR must exceed index by 25+ percentage points §  EPS target set to be challenging; factors in planned share buybacks 16 Proposal 1: Election of Directors         2019 PROXY STATEMENT 2021 CEO Transition In early 2021, the Board of Directors implemented a leadership transition, appointing Mr. Gelsinger as CEO effective February 15, 2021, at which time he also joined the Board. The Board determined that this was the right time to change company leadership in order to draw on Mr. Gelsinger’s deep technology and engineering expertise during this critical period of transformation at Intel, and to further enhance the company’s ability to attract top-tier engineering talent. Mr. Gelsinger is a former long-term Intel executive and a highly respected technology industry veteran with a distinguished track record of innovation and talent development. He spent the past eight years successfully leading VMware, Inc., another large technology company, where annual revenues nearly tripled and stock price and market capitalization reached all-time highs during his tenure. For more information regarding compensation decisions related to Intel’s CEO Transition, please see the “Compensation Discussion & Analysis” on page 65.   2021 PROXY STATEMENT  |  Proxy Statement Highlights: Executive Compensation Summary 15  Proxy Statement Intel Corporation 2200 Mission College Blvd. Santa Clara, CA 95054-1549 Our Board of Directors solicits your proxy for the 2021 Annual Stockholders’ Meeting (and any postponement or adjournment of the meeting) for the matters set forth in the “Notice of 2021 Annual Stockholders’ Meeting.” We made this proxy statement available to stockholders beginning on March 30, 2021.  Proposal 1 Election of Directors Upon the recommendation of our Corporate Governance and Nominating Committee, our Board has nominated the nine individuals listed below to serve as directors. Our nominees include eight independent directors, as defined in the rules for companies traded on the Nasdaq Global Select Market* (Nasdaq), and one Intel officer: Patrick P. Gelsinger, who became our Chief Executive Officer in February 2021. Dr. Omar Ishrak has served as the independent Chairman of the Board since January 2020. Each of our director nominees currently serves on the Board and was elected to a one-year term at the 2020 Annual Stockholders’ Meeting, except for Dion J. Weisler, who was appointed to the Board in June 2020, and Mr. Gelsinger, who was appointed to the Board in February 2021. Andy D. Bryant and Reed E. Hundt retired from the Board in May 2020. Andrew Wilson is not standing for re-election at the 2021 Annual Stockholders’ Meeting. Each director’s term runs from the date of their election until our next annual stockholders’ meeting and until their successor (if any) is elected or appointed. If any director nominee is unable or unwilling to serve as a nominee at the time of the annual meeting, the individuals named as proxies may vote for a substitute nominee chosen by the present Board to fill the vacancy. Alternatively, the Board may reduce the size of the Board, or the proxies may vote just for the remaining nominees, leaving a vacancy that the Board may fill at a later date. However, we have no reason to believe that any of the nominees will be unwilling or unable to serve if elected as a director. Our Amended and Restated Bylaws (Bylaws) provides that a director nominee is elected only if they receive a majority of the votes cast with respect to their election in an uncontested election (that is, the number of votes cast “for” that nominee exceeds the number of votes cast “against” that nominee). You can vote to “abstain,” but that vote will not have an effect in determining the election results. For more information, see “Additional Meeting Information; Voting Before or During the Meeting” on page 118. If a nominee who currently serves as a director is not re-elected, Delaware law provides that the director would continue to serve on the Board as a “holdover director.” Under our Bylaws and the Amended and Restated Board of Directors Guidelines on Significant Corporate Governance Issues (Corporate Governance Guidelines), each director must submit an advance, contingent, irrevocable resignation that the Board may accept if stockholders do not re-elect that director. In that situation, our Corporate Governance and Nominating Committee would make a recommendation to the Board about whether to accept or reject the resignation, or whether to take other action instead. Within 90 days from the date of the certified election results, the Board would act on the Corporate Governance and Nominating Committee’s recommendation and publicly disclose its decision and the rationale behind it. For each of the nine director nominees standing for election, the following pages set forth certain biographical information, including a description of their principal occupation, business experience, and the primary qualifications, attributes and skills (represented by the icons below) that the Corporate Governance and Nominating Committee considered in recommending them as director nominees, as well as the Board committees on which each director nominee will serve as of the 2021 Annual Stockholders’ Meeting. Recommendation of the Board The Board recommends that you vote “FOR” the election of each of the following nominees. Senior Leadership Experience Global/ International Experience Industry and IT/ Technical Experience Financial Expertise Human Capital Experience Operating and Manufacturing Experience Sales, Marketing and Brand Management Emerging Technologies and Business Models Business Development and M&A Experience Cybersecurity/ Information Security Government, Legal, and Regulatory Public Company Board 16 Proposal 1: Election of Directors  |  2021 PROXY STATEMENT ANEEL BHUSRI Other Current Public Boards: VMware, Inc. Skills & Expertise:   LEAD DIRECTOR Patrick P. Gelsinger CEO Age: 60        Director Since: 2021 AGE: 53 DIRECTOR SINCE: 2014 OTHER CURRENT PUBLIC BOARDS: Workday, Inc. COMMITTEES: Corporate Governance and Nominating(Co-Chair), Executive(Chair) EXPERIENCE Aneel Bhusri has been CEO at Workday, Inc., a provider of enterprise cloud applications for human resources and finance headquartered in Pleasanton, California, since May 2014. Mr. Bhusri has served as a director of Workday from 2005 to the present, as President from January 2007 to September 2009, as Co-CEO from September 2009 to May 2014, and as Chairman from January 2012 to May 2014. He was also a partner at Greylock Partners, a venture capital firm, from 1999 to 2015, and currently serves as an advisory partner. Before co-founding Workday in 2005, Mr. Bhusri worked for PeopleSoft from 1993 to 1999, holding a number of leadership positions, including Senior Vice President responsible for product strategy, business development, and marketing, and served as vice chairman of the board from 1999 to 2004. He served on the board of directors of Pure Storage, Inc. from 2010 to 2018. Mr. Bhusri received an MBA from Stanford University and holds bachelor’s degrees in electrical engineering and economics from Brown University. He is a Crown Fellow at the Aspen Institute. SKILLS & EXPERTISE Mr. Bhusri brings to the Board senior leadership, cloud computing expertise, human capital, and business development experience from his experience as CEO and chairman of an enterprise cloud applications company, his prior work in product, marketing, and business development of another human resources application company, and his role as partner of several venture capital firms. Mr. Bhusri’s more than 20 years of experience in enterprise software innovation and cloud computing brings depth to the Board in areas that are important to Intel’s business and in today’s connected world, including the identification and development of emerging technologies.   ANDY D. BRYANT Patrick P. Gelsinger has been a director and CEO of Intel since February 2021. Mr. Gelsinger joined Intel from VMware, Inc., a provider of cloud computing and virtualization software and services, where he served as CEO from September 2012 to February 2021. Prior to joining VMware, Mr. Gelsinger served as President and Chief Operating Officer, EMC Information Infrastructure Products at EMC Corp., a data storage, information security and cloud computing company, from September 2009 to August 2012. Mr. Gelsinger’s career began at Intel, where he spent 30 years before joining EMC Corp. During his initial tenure at Intel, Mr. Gelsinger served in a number of roles, including Senior Vice President and Co-General Manager of the Digital Enterprise Group from 2005 to September 2009, Senior Vice President, Chief Technology Officer from 2002 to 2005 and leader of Desktop Products Group prior to that. Mr. Gelsinger also serves as a member of the board of directors of VMware, Inc. Qualifications: As a seasoned industry veteran with over 40 years of experience in semiconductor, software, and cloud computing and data storage industries and in his role as our new CEO, Mr. Gelsinger brings significant senior leadership, global, industry, human capital, sales, operating, business development and M&A, and public company board experience to the Board. Mr. Gelsinger has gained extensive operating and manufacturing, sales, emerging technologies, M&A, and information security experience from serving in a variety of senior management roles, including CEO and COO, at leading multinational software, information security and computing companies. Having started his career at Intel, he has over 30 years of direct knowledge and experience in Intel’s culture, business development, strategy, and growth. Mr. Gelsinger also brings human capital and technical experience from his various senior leadership roles. Other Current Public Boards: Palo Alto Networks Committees: Corporate Governance and Nominating, and M&A* Skills & Expertise:   CHAIRMAN AGE: 68 DIRECTOR SINCE: 2011 OTHER CURRENT PUBLIC BOARDS: Columbia Sportswear Company COMMITTEES: Executive EXPERIENCE Andy D. Bryant has been Chairman of the Board of Directors of Intel since May 2012. Mr. Bryant served as Vice Chairman of the Board of Directors of Intel from July 2011 to May 2012. Mr. Bryant joined Intel in 1981, became Chief Financial Officer (CFO) in February 1994, and was promoted to Senior Vice President in January 1999. In December 1999, he was promoted to Executive Vice President and his role expanded to Chief Financial and Enterprise Services Officer. In October 2007, Mr. Bryant was named Chief Administrative Officer (CAO), a position he held until January 2012. In 2009, Mr. Bryant’s responsibilities expanded to include the Technology and Manufacturing Group. He served on the board of directors of McKesson Corporation from 2008 to 2018. Mr. Bryant currently serves on the board of directors of Columbia Sportswear Company. SKILLS & EXPERTISE Mr. Bryant brings senior leadership, financial, strategic, and global expertise to the Board from his former service as CFO and CAO of Intel. Mr. Bryant has budgeting, accounting controls, and forecasting experience and expertise from his work in Intel Finance, as CFO and as CAO. In his role leading the Technology and Manufacturing Group, Mr. Bryant was responsible for manufacturing, human resources, information technology, and finance, and gained experience in emerging technologies and business models. Mr. Bryant has regularly attended Intel Board meetings for more than 18 years in his capacity as CFO and CAO, and has direct experience as a board member through his service on other public company boards. After evaluating the Board’s Corporate Governance Guidelines regarding retirement of corporate officers and our Bylaw provision limiting the tenure of our Board Chairman, the Board determined to waive those provisions and re-nominate Mr. Bryant because it believes that Mr. Bryant continues to be best positioned to support the independent directors through his service as a key member of the Board with strong leadership skills and financial experience. The Board believes that Mr. Bryant’s contributions since becoming Chairman in 2012 and his expertise and experience continue to provide important leadership continuity, particularly to help support our new CEO during a time of substantial business transformation. Mr. Bryant has informed the Board that, if he is re-elected to the Board at the 2019 Annual Stockholders’ Meeting, he would not expect to stand for re-election again at the 2020 Annual Stockholders’ Meeting.   2019 PROXY STATEMENT       Proposal 1: Election of Directors 17 REED E. HUNDTJames J. Goetz Age: 55        Director Since: 2019 AGE: 71 DIRECTOR SINCE: 2001 COMMITTEES: Audit, Compensation, Executive EXPERIENCE Reed E. Hundt has been a Principal of REH Advisors, LLC, a strategic advice firm in Washington, D.C., since 2009; CEO of the Coalition for Green Capital, a non-profit organization based in Washington, D.C., that designs, develops, and implements green banks at the state, federal, and international level, since 2010; and CEO of Making Every Vote Count, a non-profit dedicated to electoral reform, since 2018. From 1998 to 2009, Mr. Hundt was an independent advisor to McKinsey & Company, Inc., a worldwide management consulting firm in Washington, D.C., and Principal of Charles Ross Partners, LLC, a private investor and advisory service in Washington, D.C. Mr. Hundt served as Chairman of the U.S. Federal Communications Commission (FCC) from 1993 to 1997. From 1982 to 1993, Mr. Hundt was a partner with Latham & Watkins LLP, an international law firm. Mr. Hundt currently provides advisory services to Covington & Burling LLP, an international law firm. SKILLS & EXPERTISE As an advisor to and an investor in telecommunications companies and other businesses on a worldwide basis, Mr. Hundt brings to the Boardsignificant global experience in communications technology and the telecommunications industry. Mr. Hundt also has significant government experience from his service as Chairman of the FCC, where he helped negotiate the World Trade Organization Telecommunications Agreement, which opened markets in 69 countries to competition and reduced barriers to international investment. Mr. Hundt’s legal experience enables him to provide perspective and oversight on legal and compliance matters, and his board service with numerous other companies, including Inteliquent, Inc., Ligado Networks LLC, SmartSky Networks, LLC, and The Climate Reality Project, where he is on the audit committee, provides cross-board experience and financial expertise. As Chairman and CEO of Making Every Vote Count, Mr. Hundt brings senior leadership experience to the Board. His work with a number of ventures involved in sustainable energy and the environment, including as founder and CEO of Coalition for Green Capital, an incubator of local clean energy finance organizations called green banks, provides him with a unique leadership perspective in developing new business models and overseeing Intel’s environmental and sustainability initiatives.   OMAR ISHRAK James J. Goetz has served as a partner of Sequoia Capital, a venture capital firm, since June 2004. Prior to joining Sequoia, Mr. Goetz co-founded VitalSigns Software, a software design, development, and strategy company, where he assembled and led the team that pioneered end-user performance management. Prior to VitalSigns, he was Vice President of Network Management for Bay Networks. Mr. Goetz previously served on the boards of directors of Barracuda Networks Inc., a data security and storage company from 2009 to 2017; Nimble Storage Inc., a data storage company, from 2007 to 2017; Jive Software Inc., a provider of social business software, from 2007 to 2015; and Ruckus Wireless Inc., a manufacturer of wireless (Wi-Fi) networking equipment, from 2012 to 2015, among others. Mr. Goetz holds a bachelor of science (BS) degree in electrical engineering from the University of Cincinnati and a master of science degree in electrical engineering from Stanford University. Mr. Goetz currently serves on the boards of several privately held companies. Mr. Goetz also serves as a member of the board of directors of Palo Alto Networks Inc., a network security solution company. Qualifications: Mr. Goetz brings to the Board senior leadership, industry and information technology (IT), emerging technologies, business development, and cybersecurity experience from his experience as a partner of a venture capital firm, where he focuses on cloud, mobile, and enterprise technology investments, as well as providing guidance and counsel to a wide variety of internet and technology companies, and his prior work in networks, data security and storage, software, and manufacturing through various senior roles and other board experiences. Mr. Goetz’s experience with internet and technology companies brings depth to the Board in areas that are important to Intel’s business as it moves from a CPU to a multi-architecture xPU company, from silicon to platforms, and from a traditional IDM to a new, modern IDM.   * Effective after the conclusion of Intel’s 2021 Annual Stockholders’ Meeting, provided he/she is re-elected to the Board by stockholders at the meeting. For more information on committee changes, please see “Board Responsibilities and Committees” on page 34.   AGE: 63 DIRECTOR SINCE: 2017 OTHER CURRENT PUBLIC BOARDS: Medtronic plc COMMITTEES: Compensation(Chair), Finance EXPERIENCE Dr. Omar Ishrak has been Chairman and CEO of Medtronic plc, a global medical technology company, since 2011. Prior to joining Medtronic, Dr. Ishrak served as President and CEO of GE Healthcare Systems, a comprehensive provider of medical imaging and diagnostic technology and a division of GE Healthcare, from 2009 to 2011. Dr. Ishrak was President and CEO of GE Healthcare Clinical Systems from 2005 to 2008 and President and CEO of GE Healthcare Ultrasound. Dr. Ishrak is a member of the Board of Trustees of the Asia Society, a leading educational organization dedicated to promoting mutual understanding and strengthening partnerships among peoples, leaders, and institutions of Asia and the U.S. in a global context. Dr. Ishrak received his bachelor of science degree and PhD in Electrical Engineering from the University of London, King’s College. SKILLS & EXPERTISE Dr. Ishrak brings senior leadership, strategic, and global expertise to the Board from his current position as CEO and his long history of success as a global executive in the medical technology industry. From his role at Medtronic, Dr. Ishrak has extensive experience identifying and developing emerging technologies and has overseen a number of strategic acquisitions, enabling him to bring business development and mergers and acquisitions (M&A) experience to the Board. Dr. Ishrak also provides technical, human capital, and brand marketing expertise from his role as a leader of a global medical technology company.   18 Proposal 1: Election of Directors         2019 PROXY STATEMENT 2021 PROXY STATEMENT  |  Proposal 1: Election of Directors 17 RISA LAVIZZO-MOUREY Other Current Public Boards: Unity Software Inc. Committees: Audit and Finance, Compensation, and M&A* Skills & Expertise:   AGE: Alyssa Henry Age: 50        Director Since: 2020 64 DIRECTOR SINCE: 2018 OTHER CURRENT PUBLIC BOARDS: General Electric Company and Hess Corporation COMMITTEES: Corporate Governance and Nominating EXPERIENCE Dr. Risa Lavizzo-Mourey has been the Robert Wood Johnson Foundation PIK Professor of Population Health and Health Equity at the University of Pennsylvania in Philadelphia, Pennsylvania, since 2018. Dr. Lavizzo-Mourey was President and Chief Executive Officer of the Robert Wood Johnson Foundation, the nation’s largest healthcare-focused philanthropic organization, based in Princeton, New Jersey, from 2003 to 2017, and Senior Vice President of that organization from 2001 to 2003. She previously held various appointments at the University of Pennsylvania Medical School, including Sylvan Eisman Professor of Medicine and Health Care Systems from 1995 to 2001, Director of the Institute on Aging from 1994 to 2002, and Chief of Geriatric Medicine from 1986 to 1992. Dr. Lavizzo-Mourey also held several government positions, including Deputy Administrator of the Agency for Health Care Research and Quality from 1992 to 1994, Co-Chair of the White House Health Care Reform Task Force from 1993 to 1994, and membership on a number of federal advisory committees. She received her MD from Harvard Medical School and MBA from the Wharton School of Business of the University of Pennsylvania. Dr. Lavizzo-Mourey serves on the board of directors of General Electric Company and Hess Corporation. She is also a member of the National Academy of Medicine, American Academy of Arts and Sciences, and The American Philosophical Society. SKILLS & EXPERTISE Dr. Lavizzo-Mourey brings senior leadership, strategy, and human capital and talent development expertise to the Boardfrom her leadership of the largest public health philanthropy in the U.S. for almost 15 years and, before that, serving for 15 years as a distinguished professor and administrator at the University of Pennsylvania. She also brings to the Board government experience from her various government appointments. Dr. Lavizzo-Mourey’s board service with other public companies also provides cross-board experience.   TSU-JAE KING LIU Alyssa Henry has served as Seller Lead for Square, Inc., a provider of software, hardware and financial services for small businesses and individuals, since 2014. She oversees global engineering, product management, design, sales, marketing, partnerships and support for Square’s seller-facing software and financial services products. Prior to Square, she served in various positions with Amazon.com, Inc. from 2006 to 2014, including as Vice President of Amazon Web Services Storage Services, where she led services including Amazon S3, Amazon EBS, and Amazon Lambda; and as Amazon’s director of software development for ordering, with responsibility for Amazon’s ordering workflow software and databases. Before Amazon, Ms. Henry spent 12 years at Microsoft Corporation working on databases and data access technologies in a variety of engineering, program management and product unit management roles. Ms. Henry started her career as a developer in the financial services industry. Ms. Henry holds a BS degree in applied science with a specialization in computing from the University of California, Los Angeles. She serves as a member of the board of directors of Unity Software Inc., a video game software development company. Qualifications: Ms. Henry brings senior leadership, industry and IT, emerging technologies and business models, and information security expertise to the Board from her executive experience at a mobile payment process company, including overseeing its expansion into other technology services for small businesses, and by her leadership of the software development segment of a multinational technology company that focuses on e-commerce, cloud computing, digital streaming, and artificial intelligence. Ms. Henry’s more than 25 years of experience in software engineering and development of database and storage technologies is particularly useful to the Board as Intel moves from a PC-centric to data-centric company. Other Current Public Boards: None Committees: Compensation, and Corporate Governance and Nominating* Skills & Expertise:   AGE: 55 DIRECTOR SINCE: 2016 COMMITTEES: Audit, Finance   EXPERIENCE Dr. Tsu-Jae King Liu has served as Dean and Roy W. Carlson Professor of Engineering in the College of Engineering at the University of California, Berkeley (UC Berkeley) since 2018. She previously held a distinguished professorship endowed by Taiwan Semiconductor Manufacturing Company, Ltd. (TSMC) in the Department of Electrical Engineering and Computer Sciences at UC Berkeley from July 2014 to July 2018. Dr. Liu has also served as Vice Provost, Academic and Space Planning, and Senior International Officer at UC Berkeley from October 2016 to June 2018. Dr. Liu has over 20 years of experience in higher education in a range of faculty and administrative roles, including Associate Dean for Academic Planning and Development, College of Engineering in 2016, Chair of the Department of Electrical Engineering and Computer Sciences from July 2014 to June 2016, and Associate Dean for Research in the College of Engineering from 2008 to 2012. Her achievements in teaching and research have been recognized by a number of awards, most recently by her induction into the Silicon Valley Engineering Hall of Fame. Dr. Liu was Co-founder and President of Progressant Technologies, a start-up company that developed negative differential resistance transistor technology, from May 2000 to October 2004. She served on the board of the Center for Advancing Women in Technology from October 2014 to May 2016. Dr. Liu received her bachelor of science, master’s degree, and PhD in Electrical Engineering from Stanford University. SKILLS & EXPERTISE As a scholar and educator in the field of nanometer-scale logic and memory devices, including advanced materials, process technology, and devices for energy-efficient electronics, Dr. Liu brings to the Board industry and technical experience directly related to Intel’s semiconductor device research and development, and manufacturing. As a co-founder of Progressant Technologies, which was later acquired by Synopsys, Inc., and while serving on technical advisory boards for multiple start-up companies, Dr. Liu gained business development experience. Her inventions and contributions to the fin-shaped field-effect transistor design, dubbed “FinFET,” have given Dr. Liu extensive experience in emerging technologies. She also brings global and international experience to the Board with her work on establishing strategic international partnerships and agreements for UC Berkeley.   2019 PROXY STATEMENT       Proposal 1: Election of Directors 19 Omar Ishrak INDEPENDENTCHAIRMAN GREGORY D. SMITHAge: 65        Director Since: 2017 AGE: 52 DIRECTOR SINCE: 2017 COMMITTEES: Audit(Chair), Finance EXPERIENCE Gregory D. Smith has been CFO since 2012 and Executive Vice President, Enterprise Performance and Strategy since 2017 at The Boeing Company (Boeing), the world’s largest aerospace company. In his roles at Boeing, Mr. Smith is responsible for the company’s overall financial and strategic management, including the company’s financial reporting, long-range business planning, and program management. Additionally, he oversees Business Operations, Controller, Corporate Development, Strategy, Treasury, and other corporate functions and enterprise projects with the overall goal of accelerating innovation and driving market-based affordability efforts across the company. He also leads Boeing Capital Corporation, the company’s global financing arm. Mr. Smith’s portfolio also includes executing the company’s three business unit strategy with the launch of Boeing Global Services in July 2017, the One Boeing integration of the company’s organizations and initiatives, and assisting the chairman and CEO in setting enterprise goals and developing the senior leadership team. Mr. Smith previously served at Boeing as CFO, Executive Vice President, Corporate Development and Strategy from February 2015 to June 2017; Executive Vice President, CFO from February 2012 to February 2015; Vice President of Finance and Corporate Controller from February 2010 to February 2012; and Vice President of Financial Planning and Analysis from June 2008 to February 2010. Prior to that, he served for four years as Vice President of Global Investor Relations at Raytheon Company. SKILLS & EXPERTISE Mr. Smith brings to the Board senior leadership, financial, strategic, operational, human capital, and global expertisefrom his experience as Executive Vice President, Enterprise Performance and Strategy of the world’s largest aerospace company. He has experience with budgeting, accounting controls, internal audit, financial forecasting, strategic financial planning and analysis, capital commitment planning, competitive analysis and benchmarking, investor relations, and mergers and acquisitions from his work as Boeing’s CFO. Mr. Smith also brings substantial international and business development experience to the Board from his enterprise performance and strategy role at Boeing. Mr. Smith’s portfolio also includes Boeing HorizonX, the venture capital arm of Boeing that focuses on identifying start-ups developing emerging technologies and launching disruptive markets and businesses. He has continuing experience in dealing with foreign governments, including on issues related to market access and the regulation of business and investment. Mr. Smith also brings operational experience to the Board, having held a number of leadership roles at Boeing in supply chain, factory operations, and program management.   ROBERT (“BOB”) H. SWAN Dr. Omar Ishrak was Executive Chairman of Medtronic plc, a global medical technology company until his retirement in December 2020. Dr. Ishrak served as Chairman and CEO of Medtronic from 2011 to April 2020. Prior to joining Medtronic, Dr. Ishrak served as President and CEO of GE Healthcare Systems, a comprehensive provider of medical imaging and diagnostic technology and a division of GE Healthcare, from 2009 to 2011. Dr. Ishrak was President and CEO of GE Healthcare Clinical Systems from 2005 to 2008 and President and CEO of GE Healthcare Ultrasound and BMD from 1995 to 2004. Dr. Ishrak is a member of the Board of Trustees of the Asia Society, a leading educational organization dedicated to promoting mutual understanding and strengthening partnerships among peoples, leaders, and institutions of Asia and the United States (U.S.) in a global context. Dr. Ishrak received his BS and PhD in electrical engineering from the University of London, King’s College. Qualifications: Dr. Ishrak brings senior leadership, operating and manufacturing, and international expertise to the Board from his position as Chairman and CEO of Medtronic and his long history of success as a global executive in the medical technology industry. From his role at Medtronic, Dr. Ishrak has extensive experience identifying and developing emerging technologies and has overseen a number of strategic acquisitions, enabling him to bring business development and mergers and acquisitions (M&A) experience to the Board. Dr. Ishrak held various product development and engineering positions at Philips Ultrasound. Dr. Ishrak also provides technical, human capital, and brand marketing expertise from his role as a leader of a global medical technology company.   * Effective after the conclusion of Intel’s 2021 Annual Stockholders’ Meeting, provided he/she is re-elected to the Board by stockholders at the meeting. For more information on committee changes, please see “Board Responsibilities and Committees” on page 34.   CEO AGE: 58 DIRECTOR SINCE: 2019 OTHER CURRENT PUBLIC BOARDS: eBay Inc. COMMITTEES: Executive 18 Proposal 1: Election of Directors  |  2021 PROXY STATEMENT   EXPERIENCE Robert H. Swan has been a director and CEO of Intel since January 2019. Mr. Swan served as the interim CEO and Executive Vice President, CFO of Intel from June 2018 to January 2019, and previously served as Executive Vice President, CFO since joining Intel in October 2016. In his capacity as CFO, he oversaw Intel’s global finance organization—including finance, accounting and reporting, tax, treasury, internal audit, and investor relations—IT, Intel Capital, and the Corporate Strategy Office. Prior to joining Intel, Mr. Swan served as an Operating Partner at General Atlantic LLC, a private equity firm, from September 2015 to September 2016. He served as Senior Vice President, Finance and CFO of eBay Inc., a multinational e-commerce company, from March 2006 to July 2015. Previously, Mr. Swan served as Executive Vice President, CFO of Electronic Data Systems Corporation, Executive Vice President, CFO of TRW Inc., as well as CFO, Chief Operating Officer, and CEO of Webvan Group, Inc. Mr. Swan began his career in 1985 at General Electric, serving for 15 years in numerous senior finance roles. Mr. Swan also serves as a member of the board of directors of eBay Inc. and previously served on the board of directors of Applied Materials, Inc. from 2009 to 2016. SKILLS & EXPERTISE As our CEO and former CFO, Mr. Swan brings significant senior leadership, global experience, financial and human capital experience, business development and M&A experience to the Board from his position as former CFO of Intel’s global finance organization. Mr. Swan has gained extensive financial and mergers and acquisitions (M&A) experience from serving as CFO for several international companies with complex business environments, including the nine years he spent at eBay where he oversaw the eBay-PayPal split. As CEO and former CFO of Intel, he has direct knowledge and experience in business development, strategy, and growth. Mr. Swan also brings human capital expertise from his various senior leadership roles where he worked to attract and retain top talent.   20 Proposal 1: Election of Directors         2019 PROXY STATEMENT ANDREW WILSON Other Current Public Boards: General Electric Company and Merck & Co. Committees: Compensation and Corporate Governance and Nominating (Chair) Skills & Expertise:   AGE: Risa Lavizzo-Mourey Age: 66        Director Since: 2018 44 DIRECTOR SINCE: 2017 OTHER CURRENT PUBLIC BOARDS: Electronic Arts Inc. COMMITTEES: Compensation, Finance (Chair) EXPERIENCE Andrew Wilson is the CEO of Electronic Arts Inc. (EA), a global leader in digital interactive entertainment. He joined EA in May 2000. He has served as the CEO and a director of EA since September 2013. During his tenure as CEO, EA has launched groundbreaking new games and services, reached record player engagement levels across its global franchises, and transformed into one of the world’s leading digital entertainment companies. Prior to his appointment as CEO, Mr. Wilson held several leadership positions at EA, including Executive Vice President of EA SPORTS and Origin where he oversaw all aspects of the EA SPORTS business and development, as well as EA’s digital PC service from 2011 to 2013. Mr. Wilson serves as chairman of the board for the World Surf League. He is also a member of the United Nations HeForShe IMPACT 10x10x10, a group of 10 global CEOs, 10 heads of state and 10 university presidents committed to being change agents to advance gender equality. SKILLS & EXPERTISE Mr. Wilson brings senior leadership, international, human capital, and emerging technologies and business models experience to the Board from his position as CEO of a global digital entertainment company. In addition, Mr. Wilson’s 17-plus years of experience in a variety of leadership positions at EA provides the Board significant sales, marketing and brand management experience, and industry and technical experience.   FRANK D. YEARY Dr. Risa Lavizzo-Mourey retired in January 2021 after serving as the Robert Wood Johnson Foundation PIK Professor of Population Health and Health Equity at the University of Pennsylvania in Philadelphia, Pennsylvania, since 2018. Dr. Lavizzo-Mourey was President and CEO of the Robert Wood Johnson Foundation, the nation’s largest healthcare-focused philanthropic organization, based in Princeton, New Jersey, from 2003 to 2017, and Senior Vice President of that organization from 2001 to 2003. She previously held various appointments at the University of Pennsylvania Medical School, including Sylvan Eisman Professor of Medicine and Health Care Systems from 1995 to 2001, Director of the Institute on Aging from 1994 to 2002, and Chief of Geriatric Medicine from 1986 to 1992. Dr. Lavizzo-Mourey has also held several government positions, including Deputy Administrator of the Agency for Health Care Research and Quality from 1992 to 1994, Co-Chair of the White House Health Care Reform Task Force from 1993 to 1994, and member of a number of federal advisory committees. She received her MD from Harvard Medical School and MBA from the Wharton School of Business of the University of Pennsylvania. Dr. Lavizzo-Mourey serves on the board of directors of General Electric Company and Merck & Co., and served on the board of directors for Hess Corporation from 2004 to May 2020. She is also a member of the National Academy of Medicine, American Academy of Arts and Sciences, and the American Philosophical Society. Qualifications: Dr. Lavizzo-Mourey brings senior leadership, strategy, and human capital and talent development expertise to the Board from her leadership of the largest public health philanthropy in the U.S. for almost 15 years and, before that, serving for 15 years as a distinguished professor and administrator at the University of Pennsylvania. She also brings to the Board government experience from her various government appointments. Dr. Lavizzo-Mourey’s board service with other public companies also provides extensive public company board experience. Other Current Public Boards: None Committee: Audit and Finance* Skills & Expertise:   AGE: 55 Tsu-Jae King Liu Age: 57        Director Since: 2016 Dr. Tsu-Jae King Liu has served as Dean and Roy W. Carlson Professor of Engineering in the College of Engineering at the University of California, Berkeley (UC Berkeley) since 2018. She previously held a distinguished professorship endowed by Taiwan Semiconductor Manufacturing Company, Ltd. (TSMC) in the Department of Electrical Engineering and Computer Sciences at UC Berkeley from July 2014 to July 2018. Dr. Liu has also served as Vice Provost, Academic and Space Planning, and Senior International Officer at UC Berkeley from October 2016 to June 2018. Dr. Liu has over 20 years of experience in higher education in a range of faculty and administrative roles, including Associate Dean for Academic Planning and Development, College of Engineering in 2016, Chair of the Department of Electrical Engineering and Computer Sciences from July 2014 to June 2016, and Associate Dean for Research in the College of Engineering from 2008 to 2012. Her achievements in teaching and research have been recognized by a number of awards and honors, including induction into the Silicon Valley Engineering Hall of Fame. Dr. Liu was Co-founder and President of Progressant Technologies, a start-up company that developed negative differential resistance transistor technology, from May 2000 to October 2004. She served on the board of the Center for Advancing Women in Technology from October 2014 to May 2016. Dr. Liu earned her BS, master of science (MS) and PhD degrees, all in electrical engineering from Stanford University. Qualifications: As a scholar and educator in the field of semiconductor logic and memory devices, who conducts research on advanced materials, process technology and solid-state devices for energy-efficient electronics, Dr. Liu brings to the Board industry and technical experience directly related to Intel’s semiconductor device research and development, and manufacturing. As a Co-founder of Progressant Technologies, which was later acquired by Synopsys, Inc., and while serving on technical advisory boards for multiple start-up companies, Dr. Liu gained business development experience. Her inventions and contributions to the fin-shaped field-effect transistor design, dubbed “FinFET,” have given Dr. Liu extensive experience in emerging technologies. She also brings global and international experience to the Board with her work on establishing strategic international partnerships and agreements for UC Berkeley.   DIRECTOR SINCE: 2009 * Effective after the conclusion of Intel’s 2021 Annual Stockholders’ Meeting, provided he/she is re-elected to the Board by stockholders at the meeting. For more information on committee changes, please see “Board Responsibilities and Committees” on page 34. 2021 PROXY STATEMENT  |  Proposal 1: Election of Directors 19 Other Current Public Boards: None Committee: Audit and Finance (Chair)* Skills & Expertise:   OTHER CURRENT PUBLIC BOARDS: PayPal Holdings, Inc. Gregory D. Smith Age: 54        Director Since: 2017 Gregory D. Smith has been CFO since 2012 and Executive Vice President, Enterprise Operations since 2020 at The Boeing Company (Boeing), the world’s largest aerospace company. Mr. Smith leads Boeing’s Enterprise Operations, Finance and Strategy organization. In this expanded role, Mr. Smith manages the company’s overall financial activities, and drives operational excellence by overseeing the company’s manufacturing, operations, supply chain, quality, and program management functions. Mr. Smith is also responsible for the delivery of enterprise services across the company and oversees the company’s strengthened focus on sustainability. Additionally, Mr. Smith maintains oversight of the company’s financial performance, reporting, long-range business planning, treasury, and controller organizations, as well as investor relations. Mr. Smith also has executive responsibility for Boeing’s global financing arm, and he oversees the company’s corporate audit function, which reports directly to the board of directors. Mr. Smith previously served at Boeing as interim CEO, and CFO from December 2019 to January 2020; Executive Vice President, Corporate Development and Strategy from February 2015 to June 2017; Executive Vice President, CFO from February 2012 to February 2015; Vice President of Finance and Corporate Controller from February 2010 to February 2012; and Vice President of Financial Planning and Analysis from June 2008 to February 2010. Prior to that, he served for four years as Vice President of Global Investor Relations at Raytheon Company. Qualifications: Mr. Smith brings to the Board senior leadership, financial, strategic, operational, human capital, and global expertise from his experience as Executive Vice President, Enterprise Performance and Strategy of the world’s largest aerospace company. He has experience with budgeting, accounting controls, internal audit, financial forecasting, strategic financial planning and analysis, capital commitment planning, competitive analysis and benchmarking, investor relations, and M&A from his work as Boeing’s CFO. Mr. Smith also brings substantial international and business development experience to the Board from his enterprise performance and strategy role at Boeing. Mr. Smith’s portfolio also includes Boeing HorizonX, the venture capital arm of Boeing that identifies and invests in start-ups that are developing emerging technologies and businesses in markets such as cybersecurity, AI and machine learning, and autonomous systems among others. He has continuing experience in dealing with foreign governments, including on issues related to market access and the regulation of business and investment. Mr. Smith also brings operational experience to the Board, having held a number of leadership roles at Boeing in supply chain, factory operations, and program management.   COMMITTEES: Audit, Corporate Governance and Nominating (Co-Chair) * Effective after the conclusion of Intel’s 2021 Annual Stockholders’ Meeting, provided he/she is re-elected to the Board by stockholders at the meeting. For more information on committee changes, please see “Board Responsibilities and Committees” on page 34.   EXPERIENCE 20 Proposal 1: Election of Directors  |  2021 PROXY STATEMENT Other Current Public Boards: Thermo Fisher Scientific Inc. and BHP Group Committees: Compensation (Chair) and M&A* Skills & Expertise:   Frank D. Yeary has been Managing Member of Darwin Capital Advisors LLC, a private investment firm based in San Francisco, California, since October 2018, and previously served as Principal at the firm from 2012 to 2018. Mr. Yeary served as Executive Chairman of CamberView Partners, LLC, an advisory firm in San Francisco, California providing corporate governance and stockholder engagement advice to public companies, from 2012 to 2018. From 2008 to 2012, Mr. Yeary was Vice Chancellor of UC Berkeley, where he oversaw changes to the university’s financial and operating strategy. Prior to 2008, Mr. Yeary spent nearly 25 years in the finance industry, most recently as Managing Director, Global Head of Mergers and Acquisitions, and a member of the Management Committee at Citigroup Investment Banking. Within the past five years, Mr. Yeary has served as a member of the board of directors of eBay. Mr. Yeary is a member of the board of directors of PayPal Holdings, Dion J. Weisler Age: 53        Director Since: 2020 Dion J. Weisler served as the President and CEO of HP, Inc., a computer, printer and related supplies technology company, from November 2015 until October 2019. Previously, he served at HP as Executive Vice President of the Printing and Personal Systems Group from June 2013 to November 2015 and as Senior Vice President and Managing Director, Printing and Personal Systems, Asia Pacific and Japan from January 2012 to June 2013. Prior to joining HP, he served at Lenovo Group Ltd., a technology company, from 2007 to 2011, including as Vice President and Chief Operating Officer of the Product and Mobile Internet Digital Home Groups from January 2008 to December 2011, and as Vice President and General Manager, South East Asia from 2007 to 2008. His prior experience also included management positions with Telstra Corporation Limited, a telecommunications company, and Acer Incorporated, a hardware and electronics company. Mr. Weisler holds a bachelor’s degree in applied science—computing (BASc) from Monash University in Australia. Mr. Weisler serves as a member of the board of directors of Thermo Fisher Scientific Inc. and BHP Group. Mr. Weisler served as a member of the board of directors of HP from 2015 to 2020. Qualifications: Mr. Weisler brings to the Board senior leadership, global and international, industry and information technology (IT), operating and manufacturing, emerging technologies, and cybersecurity experience from his more than 25 years of experience in the IT industry. From his role as the Chief Executive Officer of one of the world’s largest technology companies, Mr. Weisler also has financial expertise and extensive experience managing human capital and executing a business development and M&A strategy. Mr. Weisler also brings valuable board-level experience from his years of service on the boards of multinational companies like HP, Thermo Fisher Scientific and the BHP Group.   SKILLS & EXPERTISE * Effective after the conclusion of Intel’s 2021 Annual Stockholders’ Meeting, provided he/she is re-elected to the Board by stockholders at the meeting. For more information on committee changes, please see “Board Responsibilities and Committees” on page 34. 2021 PROXY STATEMENT  |  Proposal 1: Election of Directors 21 Other Current Public Boards: PayPal Holdings, Inc. Committees: Audit and Finance, Corporate Governance and Nominating, and M&A (chair)* Skills & Expertise:   Mr. Yeary’s extensive career in investment banking and finance brings to the Board financial strategy and global M&A expertise, including expertise in financial reporting and experience in assessing the efficacy of mergers and acquisitions with international companies on a global scale, and experience attracting and retaining strong senior leaders. Mr. Yeary’s role as Vice Chancellor and as CAO of a large public research university provides strategic and financial expertise and his service on the board of PayPal and his past service as a member of the board of eBay provides the Board with insight into best practices in corporate governance and stockholder engagement. In addition, as co-founder of Level Money, Mr. Yeary has first-hand experience identifying and developing business models.   Frank D. Yeary    2019 PROXY STATEMENT       Proposal 1: Election of Directors 21 DIRECTOR SKILLS, EXPERIENCE, AND BACKGROUNDAge: 57        Director Since: 2009 Intel Frank D. Yeary has been Principal of Darwin Capital Advisors LLC, a private investment firm based in Phoenix, Arizona, since 2012. Mr. Yeary served as Co-founder and Executive Chairman of CamberView Partners, LLC, an advisory firm in San Francisco, California providing corporate governance and stockholder engagement advice to public companies, from 2012 to 2018. From 2008 to 2012, Mr. Yeary was Vice Chancellor of UC Berkeley, where he oversaw changes to the university’s financial and operating strategy. Prior to 2008, Mr. Yeary spent nearly 25 years in the finance industry, most recently as Managing Director, Global Head of Mergers and Acquisitions, and a member of the Management Committee at Citigroup Investment Banking. Mr. Yeary is a member of the board of directors of PayPal Holdings, Inc. and a number of private companies. Qualifications: Mr. Yeary’s career in investment banking brings to the Boardfinancial strategy and global M&A expertise, including expertise in financial reporting and experience in assessing the efficacy of M&A on a global scale, and experience attracting and retaining strong senior leaders. At Darwin Capital Advisors, Mr. Yeary has evaluated, invested in and served as a board member for numerous venture stage companies, giving him first-hand experience identifying and developing business models. Mr. Yeary’s experience as Co-founder and Executive Chairman of CamberView Partners and his service on the board of PayPal provides insight into matters relating to corporate governance, stockholder engagement, and board best practices. As Vice Chancellor of a large public research university, Mr. Yeary gained extensive strategic, operational, and financial expertise. * Effective after the conclusion of Intel’s 2021 Annual Stockholders’ Meeting, provided he/she is a large technology company engaged in research, manufacturing, and marketing on a global scale. We operate in highly competitive markets characterized by rapidly evolving technologies and exposurere-elected to business cycles. As we discuss below under “Board Committees and Charters,” the Corporate Governance and Nominating Committee is responsible for assessing with the Board by stockholders at the appropriate skills, experience,meeting. For more information on committee changes, please see “Board Responsibilities and background that we seek in Board members in the contextCommittees” on page 34. 22 Proposal 1: Election of our business and the existing composition of the Board. This assessment includes numerous factors, such as independence; understanding of and experience in manufacturing, technology, finance, and marketing; international experience; mix of ages; and gender and ethnic diversity. The Board then determines whether a nominee’s background, experience, personal characteristics, and skills will advance the Board’s goal of creating and sustaining a Board with a diversity of perspectives and viewpoints that can support and oversee the company’s complex activities. Our Board is committed to actively seeking women and minority director candidates for consideration. As set forth in our Corporate Governance Guidelines, the committee and the Board periodically review and assess the effectiveness of their practices used in considering potential director candidates.Directors  |  2021 PROXY STATEMENT Director Skills, Experience, and Background Intel is a large technology company engaged in research, manufacturing, and marketing on a global scale. We operate in highly competitive markets characterized by rapidly evolving technologies and exposure to business cycles. As we discuss below under “Board Responsibilities and Committees,” the Corporate Governance and Nominating Committee is responsible for assessing with the Board the appropriate skills, experience, and background that we seek in Board members in the context of our business and the existing composition of the Board. This assessment includes numerous diverse factors, such as independence; understanding of and experience in manufacturing, technology, finance, and marketing; senior leadership experience; international experience; mix of ages; and gender, racial, geographic and ethnic diversity. The Board then determines whether a nominee’s background, experience, personal characteristics, and skills will advance the Board’s goal of creating and sustaining a Board with a diversity of perspectives and viewpoints that can support and oversee the company’s complex activities. Our Board is committed to actively seeking women and minority director candidates for consideration. As set forth in our Corporate Governance Guidelines, the Corporate Governance and Nominating Committee, and the Board periodically review and assess the effectiveness of these practices for considering potential director candidates. Listed below are the skills and experience that we consider important for our directors in light of our current business and structure. The directors’ biographies note each director’s relevant experience, qualifications, and skills relative to this list. SENIOR LEADERSHIP EXPERIENCESenior Leadership Experience Directors who have served in senior leadership positions are important to us because they have the experience and perspective to analyze, shape, and oversee the execution of important operational and policy issues. These directors’ insights and guidance, and their ability to assess and respond to situations encountered in serving on our Board, may be enhanced by leadership experience at businesses or organizations that operated on a global scale, faced significant competition, or involved technology or other rapidly evolving business models. GLOBAL/INTERNATIONAL EXPERIENCEGlobal/International Experience We are a global organization with research and development,R&D, manufacturing, assembly, and test facilities, and sales and other offices in many countries. In addition, the majority of our revenue comes from sales outside the U.S. Because of these factors, directors with global experience can provide valuable business and cultural perspective regarding many important aspects of our business. INDUSTRY ANDIndustry and IT/TECHNICAL EXPERIENCETechnical Experience Because we design and manufacture technology, hardware, and software, that powers the cloud, education or experience in relevant technology is useful for understanding our R&D efforts, competing technologies, the products and processes we develop, our manufacturing and assembly and test operations, and the market segments in which we compete. FINANCIAL EXPERTISEFinancial Expertise Knowledge of financial markets, financing and funding operations, and accounting and financial reporting processes is also important. This experience assists our directors in understanding, advising on, and overseeing Intel’s capital structure, financing, and investing activities, as well as our financial reporting and internal controls. HUMAN CAPITAL EXPERIENCEHuman Capital Experience Because the market for senior technology leaders is extremely competitive, experience attracting and retaining top talent, particularly in high-demand areas such as cloud computing, AI, graphics processing units, virtual reality, and autonomous driving, can be an important skill for the Board to have.possess. In addition, evolving our culture is critical to delivering on our growth strategy and for continuing to attract and retain top talent, so directors with experience overseeing and helping to shape an organization’s culture are a valuable asset to the Board. OPERATING AND MANUFACTURING EXPERIENCEOperating and Manufacturing Experience Because we are a leader in the design and manufacturing of advanced integrated digital technology platforms, understanding of and experience with manufacturing and other operational processes is a valuable asset to the Board. SALES, MARKETING, AND BRAND MANAGEMENT EXPERIENCESales, Marketing, and Brand Management Experience Directors with sales, marketing, and brand management experience can provide expertise and guidance as we seek to grow sales and enhance our brand. EMERGING TECHNOLOGIES AND BUSINESS MODELS EXPERIENCEEmerging Technologies and Business Models Experience Emerging technologies and business models can rapidly disrupt even the most well-thought-out strategy, particularly for technology companies. Directors who havewith experience identifying and developing emerging technologies and business models can be valuable assets to the Board.   22 Proposal 1: Election of Directors         2019 PROXY STATEMENT 2021 PROXY STATEMENT  |  Proposal 1: Election of Directors 23 BUSINESS DEVELOPMENT ANDBusiness Development and M&A EXPERIENCEExperience Directors with a background in business development and M&A provide insight into developing and implementing strategies for growing our business. Useful experience in this area includes skills in assessing “make” vs. “buy” decisions, analyzing the “fit” of a proposed acquisition with a company’s strategy, valuing transactions, and assessing management’s plans for integration with existing operations. GOVERNMENT, LEGAL, AND REGULATORY EXPERIENCECybersecurity/Information Security Directors who have experience managing cybersecurity and information security risks or who understand the cybersecurity threat landscape can provide valuable knowledge and guidance to the Board in its oversight of the company’s cybersecurity risks. Government, Legal, and Regulatory Experience Directors who have served in government positions provide experience and insights that help us work constructively with governments around the world and address significant public policy issues, particularly as they relate to Intel’s operations and to public support for science, technology, engineering, and mathematics education. Directors with a background in law can assist the Board in fulfilling its oversight responsibilities regarding Intel’s legal and regulatory compliance and its engagement with regulatory authorities. PUBLIC COMPANY BOARD EXPERIENCEPublic Company Board Experience Directors with public company board experience understand the dynamics and operation of a corporate board, the relationship of a public company board to the CEO and other senior management personnel, the legal and regulatory landscape in which public companies must operate, the importance of particular agenda and oversight issues, and how to oversee an ever-changing mix of strategic, operational, and compliance-related matters. BACKGROUNDBackground Representation ofMembers representing a mix of ages, gender, ethnic, geographic, cultural, orgenders, races, ethnicities, geographies, cultures, and other perspectives expand the Board’s understanding of the needs and viewpoints of our customers, partners, employees, governments, stockholders, and other stakeholders worldwide. 24 Proposal 1: Election of Directors  |  2021 PROXY STATEMENT   Board Matrix Listed below are the skills and experience that we consider important for our director nominees in light of our current business strategy and structure. The directors’ biographies note each director’s relevant experience, qualifications, and skills relative to this list.   2019 PROXY STATEMENT       Proposal 1: Election of Directors 23 BOARD MATRIX2021 PROXY STATEMENT  |  Proposal 1: Election of Directors 25 Director Tenure   Listed below areThe Board generally believes that a mix of long- and short-tenured directors promotes an appropriate balance of views and insights and allows the skillsBoard as a whole to benefit from the historical and experienceinstitutional knowledge that we consider importantlonger-tenured directors possess and the fresh perspectives contributed by newer directors. Our Corporate Governance Guidelines provide that, as an alternative to term limits, the Board seeks to maintain an average tenure of 10 years or less for our director nominees in light of our current business strategy and structure. The directors’ biographies note each director’s relevant experience, qualifications, and skills relative to this list.the independent directors as a group.   If each independent director nominee is elected to the Board, matrix skills & expertise experience bhusri Bryant hundt ishrak lavizzo-mourey liu smith swan Wilson yeary senior leadership global/international industry and it/technical financial expertise human capital operating and manufacturing sales, marketing, and brand management emerging technologies and business models business development and M&A government, legal, and regulatory public company board background tenure/age/genderafter the 2021 Annual Stockholders’ Meeting, our independent directors will have served an average of 3.9 years on the board age gender race/ethnicity/nationality African American/black Asian/south Asian white/Caucasian Hispanic/Latino native American born outside of the u.s. tenure age gender ethnic diversity 5.1 yrsBoard. Overall, our Board, including both independent and employee directors, will have an average tenure of director nominees 58 yrs average age3.4 years. We believe that this mix of director nominees 20%tenure on the Board represents a diversified “portfolio” of director nomineesnew perspectives and deep institutional knowledge. Board Diversity and Refreshment Our Board is committed to building a Board with diverse experiences and backgrounds. In 2014, the Board formally adopted its commitment to actively seek women and minority candidates for the pool from which board candidates are women 40%chosen. In connection with our Board refreshment process, the Governance Committee seeks input from Intel’s head or acting head of director nominees are ethnicallyGlobal Diversity and Inclusion. Representation of gender, race, ethnic, geographic, cultural, or other diverse 0-4 years 5-9 years 10+ years <54 years 54-64 years 65+ years women men peopleperspectives expands the Board’s understanding of color Caucasianthe needs and viewpoints of our customers, partners, employees, governments, and other stakeholders worldwide. As part of our ongoing commitment to creating a balanced Board with diverse viewpoints and deep industry expertise, we regularly add new directors to infuse new ideas and fresh perspectives in the boardroom.   24 Proposal 1: Election of Directors         2019 PROXY STATEMENT INDEPENDENT DIRECTOR TENURE The Board believes that a mix of long- and short-tenured directors promotes an appropriate balance of views and insights and allows the Board as a whole to benefit from the historical and institutional knowledge that longer-tenured directors possess and the fresh perspectives contributed by newer directors. Our Corporate Governance Guidelines provide that, as an alternative to term limits, the Board seeks to maintain an average tenure of 10 years or less for the independent directors as a group. If each independent director nominee is elected to the Board, after the 2019 Annual Stockholders’ Meeting, our independent directors will have served an average of 5.3 years on the Board, and six out of eight of our independent directors will have been on the Board for less than that period of time. Overall, our Board, including both independent and employee directors, will have an average tenure of 5.1 years. We believe that this mix of tenure on the Board represents a diversified “portfolio” of new perspectives and deep institutional knowledge. TENURE 1 2 5 5.3 YRS average tenure of independent director nominees 0-4 Years 5-9 Years 10+ Years BOARD DIVERSITY AND REFRESHMENT Our Board is committed to actively seeking women and minority director candidates for consideration. Representation of gender, ethnic, geographic, cultural, or other diverse perspectives expands the Board’s understanding of the needs and viewpoints of our customers, partners, employees, governments, and other stakeholders worldwide. As part of our ongoing commitment to creating a balanced Board with diverse viewpoints and deep industry expertise, we regularly add new directors to infuse new ideas and fresh perspectives in the boardroom. Our directors reflect diverse perspectives, including a complementary mix of skills, experience, and backgrounds that we believe are paramount to our ability to represent your interests as stockholders. In the last three years, five new independent directors have been elected or appointed to the Board. If each director nominee is elected to the Board, after the 2019 Annual Stockholders’ Meeting, the majority of the Board would be gender, ethnically, and nationality diverse. BOARD DIVERSITY 4 6 60% of director nominees are gender, ethnically and nationality diverse Diverse Directors Non-Diverse Directors Our directors reflect diverse perspectives, including a complementary mix of skills, experience, and backgrounds that we believe are paramount to our ability to represent your interests as stockholders. In the last five years, eight new independent directors have been elected or appointed to the Board, three of whom have been women. If each director nominee is elected to the Board, after the 2021 Annual Stockholders’ Meeting, the majority of the Board would be diverse based on directors’ gender, race, ethnicity, and/or nationality. Intel is committed to focusing on Board diversity more broadly through engagement with key partners. In 2018, Intel joined the Thirty Percent Coalition (Coalition), which focuses on strategies to increase female representation on corporate boards. ForIn 2019, the coalition hasCoalition added a specific focus on women of color. ThroughIn 2020, the Governance Committee engaged with two search firms with ties to diverse organizations in order to source more diverse candidate pools. In addition, through our partnerships, we aim to not only increase the available talent for our Board, but to also support increased female board representation across our industry. BOARD EVALUATIONS26 We are committed to providing transparency to our Board and committee evaluation process. The ChairmanProposal 1: Election of the Board or the independent Lead Director leads the Board’s self-evaluation process, which requires each director to complete a comprehensive evaluation of the performance of both the Board as a whole and, to the extent applicable, the committees on which the director serves. The results of the directors’ evaluations, supplemented with third-party data, provide the Chairman or the independent Lead Director with valuable insight regarding areas where the Board believes it functions effectively and, more importantly, areas where the Board believes it can improve. Based on the input generated by its own members, our Board can adapt and evolve to meet new opportunities as they arise and to continue its critical work in safeguarding the interests of our stakeholders through effective corporate governance. For example, input generated by Board members in recent years has focused, among other things, on the composition of our Board, which has encouraged and informed our recent Board refreshment efforts.Directors  |  2021 PROXY STATEMENT   2019 PROXY STATEMENT       Proposal 1: Election of Directors 25  CORPORATE GOVERNANCE BOARD LEADERSHIP STRUCTURE Chairman Our Board is focused on achieving the right mix of skills, experience, and perspectives to support Intel’s future strategic direction, including its transformation from a CPU to a multi-architecture xPU company, from silicon to platforms, and from a traditional IDM to a new, modern IDM. For example, we have recently prioritized industry knowledge and experience in our director recruitment efforts, as reflected by the recent additions of Mr. Goetz, Ms. Henry, and Mr. Weisler to our Board. In addition, recognizing the importance of the Board: Andy D. Bryant Chief Executive Officer: Robert (“Bob”) H. Swan Independent Lead Director: Aneel Bhusri Board Leadership Structure. We separate the roles of Board Chairman and CEO to aidBoard’s role in the Board’s oversight of management. This policy is embodied in the Board’s published Corporate Governance Guidelines, and has been in effect since the company began operations. Andy D. Bryant has served as Board Chairman since May 2012. Mr. Bryant has never served as CEO of Intel. The independent directors selected Mr. Bryant to serve as Chairman because they determined that Mr. Bryant’s extensive experience at Intel and familiarity with Intel’s operations and management structure, as well as the Board’s confidence in Mr. Bryant’s guidance and ability to support the Board in fulfilling its oversight responsibilities, uniquely positioned Mr. Bryant to fulfill the Chairman’s responsibilities. Chairman Responsibilities. Although Mr. Bryant is an executive of Intel, he and our CEO, Robert (“Bob”) H. Swan, each report directly to the Board and have different responsibilities. Mr. Swan, as Intel’s CEO, develops, reports to the Board on and oversees implementation of our business strategy, and is responsible for leading the company and managing its operations. As Chairman, Mr. Bryant serves as the liaison between the Board and management. Working with the Board’s independent Lead Director and with our CEO, Mr. Bryant helps to develop the Board’s meeting agendas and leads Board meetings so that they are both productive and efficient. His responsibilities include ensuring that the Board receives timely information about important aspects of and developments affecting the company, serving as a resource for and advisor to senior management, and supporting the Board oversight of the company’s risk management, compliance, and other governance functions. The independent directors unanimously elected to waive the director retirement provisions in our Corporate Governance Guidelines to extend Mr. Bryant’s service as a corporate officer and director beyond age 65, and to waive the provision of our Bylaws that limits the tenure of the Chairman to no more than two three-year terms, extending Mr. Bryant’s term for one more year as Chairman through the 2020 Annual Stockholders’ Meeting. In light of Mr. Bryant’s contributions to the Board and his extensive expertise and experience, the independent directors believe that he provides important leadership continuityoverseeing human capital risks as Intel undergoes our CEO transition (as described in “Compensation Discussion and Analysis; Executive Summary; CEO Transition”a cultural transformation, over the past few years we have also added directors with human capital management experience, including most recently Mr. Weisler. Board Evaluations We are committed to providing transparency about our Board and committee evaluation process. Our Chairman of the Board leads the Board’s self-evaluation process. Each director completes a comprehensive questionnaire evaluating the performance of the Board as a whole, the committees on which the director serves, the director’s own performance, and the performance of each of the director’s peers on the Board. The directors’ responses are aggregated and anonymized to encourage the directors to respond candidly and to maintain the confidentiality of their responses. The Chairman summarizes the directors’ responses about the performance of the Board as a whole and the committees and shares his findings with the Board. The annual evaluation process provides the Board with valuable insight regarding areas where the Board believes it functions effectively and, more importantly, areas where the Board believes it can improve. For example, input generated by Board members in recent years has focused, among other things, on industry experience, which has encouraged and informed our recent Board refreshment efforts. 2021 PROXY STATEMENT  |  Proposal 1: Election of this proxy statement) and that he will help support our new CEO during a time of substantial business transformation.Mr. Bryant has informed the Board that, if he is re-elected to the Board at the 2019 Annual Stockholders’ Meeting, he would not expect to stand for re-election again at the 2020 Annual Stockholders’ Meeting.Directors Lead Director Responsibilities. Following his unanimous election by the independent directors, Aneel Bhusri has served as independent Lead Director since May 2017. The duties27  Corporate Governance Board Leadership Structure Chairman of the Board: Omar Ishrak Chief Executive Officer: Patrick P. Gelsinger Board Leadership Structure. We separate the roles of Board Chairman and CEO to aid in the Board’s oversight of management. This policy is embodied in the Board’s published Corporate Governance Guidelines, and has been in effect since the company began operations. At times, the Chairman has been a former executive of the company and has served as a full-time executive officer, as was the case with Mr. Bryant, who served as Executive Chairman until January 2020. At other times, an independent director has served as non-executive Chairman, as is the case with our current Chairman of the Board, Dr. Ishrak. The Board believes that there are advantages to having an independent chairman, including by helping to facilitate relations between the Board, the CEO, and other senior management, assist the Board in reaching consensus on particular strategies and policies, and foster robust evaluation processes; and by efficiently allocating oversight responsibilities between the independent directors and management. Chairman Responsibilities. Our CEO has primary responsibility for the operational leadership and strategic direction of Intel, while our Chairman facilitates our Board’s oversight of management, promotes communication between management and our Board, engages with stockholders, and leads our Board’s consideration of key governance matters. As non-executive Chairman, Dr. Ishrak’s responsibilities of the independent Lead Director, as provided in our Bylaws and the Board’s Charter of the Lead Director, include:   § serving as Chairman of the Board atpresiding over all meetings of the Board of Directors when the Chairman is not present;Board;   § serving as Chairmandeveloping the schedule and agenda for Board meetings in consultation with the CEO, Corporate Secretary, and other members of the Executive Committee and as Chairman or Co-Chairman of the Corporate Governance and Nominating Committee of the Board of Directors;Board;   § developing the agendas for and serving as Chairman of the executive sessions of the Board’s independent directors and, if different, the Board’s non-employee directors; advising the Chairman as toassessing the quality, quantity, and timeliness of the information submitted by the company’s management that is necessary or appropriate for the non-employee directors to effectively and responsibly perform their duties;   § assisting the Board of Directors, the Board’s Corporate Governance and Nominating Committee, and the officers of the company in implementing and complying with the Board’s Corporate Governance Guidelines; approving the information, agenda, and meeting schedules for Board and Board committee meetings; calling and presiding atover meetings of the independent directors;   § approving the retention of advisors and consultants who report directly to the Board; 26 Corporate Governance         2019 PROXY STATEMENT recommending toworking with the Corporate Governance and Nominating Committee and to the Chairmanevaluate potential director candidates, determine the membership of the various Board Committees,committees, and select committee chairs; § managing the Board’s process for annual director self-assessment and evaluation of the Board and its committees; § evaluating the performance of the CEO and overseeing CEO succession planning; § serving as wellprincipal liaison between the Board and the CEO; § presiding over all meetings of stockholders; and § serving as the selection of committee chairs; and serving as aBoard’s liaison for consultation and direct communication with stockholders. The independent directors periodically assess the Board’s leadership structure and will continue to evaluate and implement the leadership structure that they conclude most effectively supports the Board in fulfilling its responsibilities. 28 Corporate Governance  |  2021 PROXY STATEMENT The Board’s Role in Risk Oversight at Intel An important function of the Board in fulfilling its responsibilities. THE BOARD’S ROLE IN RISK OVERSIGHT AT INTEL One of the Board’s important functions is oversight of risk management at Intel. Risk is inherent in business, and the Board’s oversight, assessment, and decisions regarding risks occur in the context of and in conjunction with the other activities of the Board and its committees. Defining Risk. The Board and management consider “risk” to be the possibility that an undesired event could occur that might adversely affect the achievement of our objectives. Risks vary in many ways, including the ability of the company to anticipate and understand the risk, the types of adverse impacts that could result if the undesired event occurs, the likelihood that an undesired event and a particular adverse impact would occur, and the ability of the company to control the risk and the potential adverse impacts. Examples of the types of risks faced by Intel include:   § macro-economic risks, such as inflation, deflation, reductions in economic growth, or recession;   § political risks, such as restrictions on access to markets, confiscatoryincreased taxation, or expropriation of assets;   § event risks, such as natural disasters, public health crises, or cybersecurity incidents; and   § business-specific risks related to strategy and competition, product demand, global operations, products and manufacturing, cybersecurity and privacy, intellectual property protection and theft, litigation and regulatory compliance, corporate responsibility and sustainability (including climate risk), human capital risks, and corporate governance risks. Not all risks can be dealt with in the same way. Some risks may be readily perceived and controllable, while other risks are unknown; some risks can be avoided or mitigated by particular behavior, and some risks are unavoidable as a practical matter. In some cases, a decision may be made that a higher degree of risk may be acceptable because of a greater perceived potential for reward. Intel seeks to align its voluntary risk-taking with company strategy, and Intel understands that its projects and processes may enhance the company’s business interests by encouraging innovation and appropriate levels of risk-taking.   2021 PROXY STATEMENT  |  Corporate Governance 29 Risk Assessment Responsibilities and Processes The Board The full Board has primary responsibility for risk oversight. The Board executes its oversight duties through: §  Assigning specific oversight duties to the Board committees §  Periodic briefing and informational sessions by management on: §  The types of risks the company faces §  Enterprise risk management: risk identification, mitigation, and control For most enterprise risk management issues, such as cybersecurity risks, the Board receives regular and detailed reports from management or the appropriate Board committee regarding its review of the issues. In some cases, such as risks regarding new technology and product acceptance, risk oversight is addressed as part of the full Board’s regular oversight of strategic planning. Committees as of March 9, 2020 Audit Oversees issues related to financial reporting, internal controls, audit functions, and major financial, product security, and cybersecurity risk exposures, and management’s annual enterprise risk management assessment Compensation Oversees management of risks related to the company’s compensation programs, including our conclusion that our compensation policies and practices do not create risks that are reasonably likely to have a material adverse effect on the company, and risks related to human capital management Corporate Governance and Nominating Oversees issues related to risks arising from the company’s environmental, social and governance practices as well as corporate responsibility and sustainability initiatives and performance Finance Oversees issues related to financial risk management, including the company’s risk tolerance in cash- management investments     Management 2019 PROXY STATEMENT       Corporate Governance 27 RISK ASSESSMENT RESPONSIBILITIES AND PROCESSESManagement is primarily responsible for: §  Identifying risk and risk controls related to significant business activities   THE BOARD §  Mapping the risks to company strategy §  Developing programs and recommendations to determine the sufficiency of risk identification, the balance of potential risk to potential reward, and the appropriate manner in which to manage risk The full Board has primary responsibility for risk oversight. The Board executes its oversight duties through: •  Assigning specific oversight duties to the Board committees •  Periodic briefing and informational sessions by management on: –  The types of risks the company faces –  Enterprise risk management: risk identification, mitigation, and control For most enterprise risk management issues, such as cybersecurity risks, the Board receives regular and detailed reports from management or the appropriate Board committee regarding its review of issues. In some cases, such as risks regarding new technology and product acceptance, risk oversight is addressed as part of the full Board’s regular oversight of strategic planning. COMMITTEES AUDIT FINANCE COMPENSATION Oversee issues related to financial reporting, financial risk, assessment, internal controls, audit functions, and major operational risk issues Oversees issues related to the company's risk tolerancein cash-management investments Oversees issues related to risk in the company's compensation programs, including our conclusion that our compensation policies and practices do not create risks that are reasonably likely to have a material adverse effect on the company   MANAGEMENT Management is primarily responsible for: •  Identifying risk and risk controls related to significant business activities •  Mapping the risks to company strategy •  Developing programs and recommendations to determine the sufficiency of risk identification, the balance of potential risk to potential reward, and the appropriate manner in which to manage risk With respect to the risk assessment of the company’s compensation programs, management is primarily responsible for:   § •  Reviewing all significant compensation programs, focusing on programs with variable payouts •  Assessing the company’s executive and broad-based compensation and benefits programs to determine whether the programs’ provisions and operation create undesired or unintentional material risk. The risk assessment process: –  Includes a review of compensation program policies and practices, risk identification and control procedures, the balance of risk to reward, and the significance and risks posed by compensation programs on the company’s overall strategy –  Takes into account compensation terms and practices that aid in controlling risk, including the compensation mix, payment periods, claw-back provisions, and stock ownership guidelines   § Assessing the company’s executive and broad-based compensation and benefits programs to determine whether the programs’ provisions and operation create undesired or unintentional material risk. The risk assessment process: § Includes a review of compensation program policies and practices, risk identification and control procedures, the balance of risk to reward, and the significance and risks posed by compensation programs on the company’s overall strategy § Takes into account compensation terms and practices that aid in controlling risk, including the compensation mix, payment periods, claw-back provisions, and stock ownership guidelines 30 Corporate Governance  |  2021 PROXY STATEMENT   28 Corporate Governance          2019 PROXY STATEMENT DIRECTOR INDEPENDENCE AND TRANSACTIONS CONSIDERED IN INDEPENDENCE DETERMINATIONS Director Independence. The Board has determined that each of the following non-employee directors qualifies as “independent” in accordance with the published listing requirements of Nasdaq: Mr. Bhusri, Mr. Hundt, Dr. Ishrak, Dr. Lavizzo-Mourey, Dr. Liu, Mr. Smith, Mr. Wilson, and Mr. Yeary. Because Mr. Swan and Mr. Bryant are employed by Intel, they do not qualify as independent. David Pottruck and David Yoffie, who served as directors until the 2018 Annual Stockholders’ Meeting, were each determined to be independent during the time they served on the Board. Ambassador Charlene Barshefsky, who served as a director until the 2018 Annual Stockholders’ Meeting, was determined to be independent until December 31, 2017. Mr. Krzanich, who served as director until June 20, 2018, did not qualify as independent because he was Director Independence and Transactions Considered in Independence Determinations Director Independence. The Board has determined that each of the following non-employee directors qualifies as “independent” in accordance with the published listing requirements of Nasdaq: Mr. Goetz, Ms. Henry, Dr. Ishrak, Dr. Lavizzo-Mourey, Dr. Liu, Mr. Smith, Mr. Weisler, Mr. Wilson (who is not standing for re-election), and Mr. Yeary. Because Mr. Gelsinger is employed by Intel, he does not qualify as independent. Messrs. Bryant and Swan, who served as directors until May 2020 and February 2021, respectively, did not qualify as independent because of their employment by Intel. The Nasdaq rules have objective tests and a subjective test for determining who is an “independent director.” Under the objective tests, a director cannot be considered independent if:   § The director is, or at any time during the past three years was, an employee of the company;   § The director or a family member of the director accepted any compensation from the company in excess of $120,000 during any period of 12 consecutive months within the three years preceding the independence determination (subject to certain exclusions, including, among other things, compensation for Board or Board committee service);   § A family member of the director is, or at any time during the past three years was, an executive officer of the company;   § The director or a family member of the director is a partner in, a controlling stockholder of, or an executive officer of an entity to which the company made, or from which the company received, payments in the current or any of the past three fiscal years that exceeded 5% of the recipient’s consolidated gross revenue for that year, or $200,000, whichever was greater (subject to certain exclusions);   § The director or a family member of the director is employed as an executive officer of an entity for which at any time during the past three years any of the executive officers of the company served on the compensation committee of such other entity; or   § The director or a family member of the director is a current partner of the company’s outside auditor, or at any time during the past three years was a partner or employee of the company’s outside auditor, and who worked on the company’s audit. The subjective test states that an independent director must be a person who lacks a relationship that, in the opinion of the Board, would interfere with the exercise of independent judgment in carrying out the responsibilities of a director. The Board has not established categorical standards or guidelines to make these subjective determinations, but considers all relevant facts and circumstances. In addition to the Board-level standards for director independence, the directors who serve on the Audit Committee each satisfy standards established by the U.S. Securities and Exchange Commission (SEC), as no member of the Audit Committee accepts directly or indirectly any consulting, advisory, or other compensatory fee from the company other than their director compensation, or otherwise has an affiliate relationship with the company. Similarly, the members of the Compensation Committee each qualify as independent under the Nasdaq standards. Under these standards, the Board considered that none of the members of the Compensation Committee accept directly or indirectly any consulting, advisory, or other compensatory fee from the company other than their director compensation, and that none have any affiliate relationships with the company or other relationships that would impair the director’s judgment as a member of the Compensation Committee. Transactions Considered in Independence Determinations. In making its subjective determination that each non-employee director is independent, the Board reviewed and discussed additional information provided by the directors and the company with regard to each director’s business and personal activities as they may relate to Intel and Intel’s management and considered transactions that occurred since the beginning of 2016 between Intel and entities associated with the independent directors or members of their immediate families. The Board considered the transactions in the context of the Nasdaq objective standards, the special standards established by the SEC and Nasdaq for members of audit and compensation committees, and the special SEC and U.S. Internal Revenue Service (IRS) standards for compensation committee members. Based on this review, as required by the Nasdaq rules, the Board made a subjective determination that, based on the nature of the directors’ relationships with the entity and/or the amount involved, no relationships exist that, in the opinion of the Board, impair the directors’ independence. The Board’s independence determinations took into account the following transactions: Business Relationships. Each of our non-employee directors or one of his or her immediate family members is, or was during the previous three fiscal years, a non-management director, trustee, advisor, or executive or served in a similar position at another entity that did business with Intel at some time during those years. The business relationships were ordinary course dealings as a supplier or purchaser of goods or services; licensing or research arrangements; facility, engineering, and equipment fees; or 2019 PROXY STATEMENT       Corporate Governance 29 commercial paper or similar financing arrangements in which Intel or an affiliate participated as a creditor. Payments to or from each of these entities constituted less than the greater of $200,000 or 1% of each of Intel’s and the recipient’s annual revenue, respectively, in each of the past three years, except as discussed below. The subjective test states that an independent director must be a person who lacks a relationship that, in the opinion of the Board, would interfere with the exercise of independent judgment in carrying out the responsibilities of a director. The Board has not established categorical standards or guidelines to make these subjective determinations, but considers all relevant facts and circumstances. In addition to the Board-level standards for director independence, the directors who serve on the Audit Committee each satisfy standards established by the U.S. Securities and Exchange Commission (SEC) and Nasdaq, as no member of the Audit Committee accepts directly or indirectly any consulting, advisory, or other compensatory fee from the company other than their director compensation, or otherwise has an affiliate relationship with the company. Similarly, the members of the Compensation Committee each qualify as independent under SEC and Nasdaq standards. Under these standards, the Board considered that none of the members of the Compensation Committee accept directly or indirectly any consulting, advisory, or other compensatory fee from the company other than their director compensation, and that none have any affiliate relationships with the company or other relationships that would impair the director’s judgment as a member of the Compensation Committee. Transactions Considered in Independence Determinations. In making its subjective determination that each non-employee director is independent, the Board reviewed and discussed additional information provided by the directors and the company with regard to each director’s business and personal activities as they may relate to Intel and Intel’s management and considered transactions that occurred since the beginning of 2018 between Intel and entities associated with the independent directors or members of their immediate families. The Board considered the transactions in the context of the Nasdaq objective standards and the special standards established by the SEC and Nasdaq for members of audit and compensation committees. Based on this review, as required by the Nasdaq rules, the Board made a subjective determination that, based on the nature of the directors’ relationships with the entity and/or the amount involved, no relationships exist that, in the opinion of the Board, impair the directors’ independence. The Board’s independence determinations took into account the following transactions: Business Relationships. Each of our non-employee directors (or one of his or her immediate family members) is, or was during the previous three fiscal years, a non-management director, trustee, advisor, or executive or served in a similar position at another entity that did business with Intel at some time during those years. The business relationships were ordinary course dealings as a supplier or purchaser of goods or services; licensing or research arrangements; facility, engineering, and equipment fees; or commercial paper or similar financing arrangements in which Intel or an affiliate participated as a creditor. Payments to or from   Mr. Bhusri is CEO and director of Workday, Inc. (Workday), a company with which Intel engages in ordinary course business transactions. The Board carefully reviewed the nature of Intel’s transactions with Workday, which primarily related to human resource management solutions contract and software subscription services, and Mr. Bhusri’s position as CEO and executive director at Workday. The fees paid to Workday represented less than 2.5% of Workday’s annual revenue in each of the past three years, and represented less than 0.06% of Intel’s revenue in each year. After considering these fees, the Board (with Mr. Bhusri recused) unanimously determined that Intel’s business transactions with Workday do not impair Mr. Bhusri’s independence.   Until December 2016, Mr. Bhusri was a member of the board of directors of Cloudera, Inc., (Cloudera) a company with which Intel holds over 5% ownership interest and engages in ordinary course business transactions. The Board carefully reviewed the nature of Intel’s transactions with Cloudera, which primarily related to subscription licenses and software support services, and Mr. Bhusri’s position as a non-management director at Cloudera. The fees paid to Cloudera represented less than 3.6% of Cloudera’s annual revenue in 2016, and represented less than 0.02% of Intel’s revenue. After considering these fees, the Board (with Mr. Bhusri recused) unanimously determined that Intel’s business transactions with Cloudera do not impair Mr. Bhusri’s independence. 2021 PROXY STATEMENT  |  Corporate Governance 31 each of these entities constituted less than the greater of $200,000 or 1% of each of Intel’s and the recipient’s annual revenue, respectively, in each of the past three years; there were no exceptions for the above-referenced time period. Charitable Contributions. Dr. Lavizzo-Mourey, Dr. Liu, or one of their immediate family members is serving, or has each served during the previous three fiscal years, as an executive, professor, or other employee for one or more colleges or universities or as a director, executive, or employee of a charitable entity that received matching or other charitable contributions from Intel during those years. Charitable contributions to each of these entities (including matching and discretionary contributions by Intel and the Intel Foundation) constituted less than the greater of $120,000 or 1% of the recipient’s annual revenues in each of the past three years, as discussed below.   § Dr. Liu is Dean and Roy W. Carlson Professor of Engineering in the College of Engineering at UC Berkeley. The Intel Foundation contributed less than $65,100$59,500 in each of the past three years to match Intel employee charitable contributions to UC Berkeley, amounting to less than 0.003% of UC Berkeley’s consolidated annual revenue for each of the past three years.   § Dr. Lavizzo-Mourey is retired in January 2021 after serving as the Robert Wood Johnson Foundation PIK Professor of Population Health and Health Equity at the University of Pennsylvania. The Intel Foundation contributed less than $28,000$14,300 in each of the past three years to match Intel employee charitable contributions to the University of Pennsylvania, amounting to less than 0.003%0.0001% of the University of Pennsylvania’s consolidated annual revenue for each of the past three years.   § Dr. Lavizzo-Mourey is a member of the Board of Regents of the Smithsonian Institution. The Intel Foundation contributed less than $3,300$9,400 in each of the past three years to match Intel employee charitable contributions to the Smithsonian Institution, amounting to less than 0.002%0.01% of the Smithsonian Institution’s consolidated annual revenue for each of the past three years.years, and in 2019, Intel entered into a sponsorship agreement with the Smithsonian Institution, amounting to less than 0.78% of the Smithsonian Institution’s consolidated annual revenue for 2019. 32 Corporate Governance  |  2021 PROXY STATEMENT   30 Corporate Governance          2019 PROXY STATEMENT CORPORATE GOVERNANCE GUIDELINES Corporate Governance Guidelines Intel has long maintained a set of Corporate Governance Guidelines. The Corporate Governance and Nominating Committee reviews the guidelines periodically and recommends amendments to the Board as appropriate. The Board oversees administration and interpretation of, and compliance with, the guidelines and may amend, waive, suspend, or repeal any of the guidelines at any time, with or without public notice subject to legal requirements, as it determines necessary or appropriate in the exercise of the Board’s judgment in its role as fiduciary. These guidelines, which investors may find on our website atwww.intel.com/governance, along with our other corporate governance practices, compare favorably under the Investor Stewardship Group’s (ISG) Corporate Governance Framework for U.S. Listed Companies, as shown in the table below. ISG Principle Intel Practice Principle 1 Boards are accountable to stockholders §  All directors are elected annually     ISG PRINCIPLE INTEL PRACTICE Principle 1 Boards are accountable to stockholders •  All directors are elected annually •  Majority voting in uncontested director elections •  Proxy access with market terms (3% for three years, up to 20% of the Board) •  Annual Chairman’s letter in proxy statement that describes the Board’s activities over the past year Principle 2 Stockholders should be entitled to voting rights in proportion to their economic interest •  No dual-class share structure •  Each stockholder is entitled to one vote per share Principle 3 Boards should be responsive to stockholders and be proactive in order to understand their perspectives •  Management met with investors owning 35% of shares outstanding in 2018 •  Engagement topics included Board leadership structure; Board diversity; issues concerning environmental, social, and governance (ESG) matters; executive compensation; and stockholder-called special meetings • §  Majority voting in uncontested director elections §  Proxy access with market terms (3% for three years, up to 20% of the Board) §  Annual Chairman’s letter in proxy statement that describes the Board’s activities over the past year Principle 2 Stockholders should be entitled to voting rights in proportion to their economic interest §  No dual-class share structure §   Each stockholder is entitled to one vote per share Principle 3 Boards should be responsive to stockholders and be proactive in order to understand their perspectives §  Chairman met with investors owning almost 30% of shares outstanding in 2020 §  Engagement topics included strategy, culture and human capital management; issues concerning ESG matters; executive compensation; and stockholder proposals §  The Board has made a number of changes in response to investor feedback, including: •  enhancing the integration of ESG disclosure into our Form 10-K and proxy statement; •  working on aligning human capital and climate risk disclosures with external frameworks; •  adding three-year EPS as a performance metric for performance-based RSUs; and •  proactively lowering the stockholder special meeting threshold to 15% from 25% Principle 4 Boards should have a strong, independent leadership structure •  Executive Chairman, separate from CEO •  Strong independent Lead Director with clearly defined duties that are disclosed to stockholders •  Board considers appropriateness of its leadership structure at least annually •  Independent committee chairs •  Independent directors meet in executive session at least three times per year Principle 5 Boards should adopt structures and practices that enhance their effectiveness •  80% of the Board is independent •  40% of the Board is ethnically diverse, 20% of the Board is gender diverse, and we have a policy of seeking out women and minority candidates, as well as candidates with diverse backgrounds, experiences, and skills, as part of each Board search •  Annual Board and individual director self-evaluations •  Active Board refreshment, with 70% refreshment in last five years, and seek to cap average director tenure at 10 years •  Limits on outside boards, with no director permitted to serve on more than four public company boards (including Intel) •  No restrictions on directors’ access to management or employees •  No independent director is expected to stand for re-election after age 72 without prior Board approval Principle 6 Boards should develop management incentive structures that are aligned with the long-term strategy of the company •  Executive compensation program received over 94% support in 2018 •  Compensation Committee annually reviews and approves incentive program design, goals, and objectives for alignment with compensation and business strategies •  Annual and long-term incentive programs are designed to reward financial and operational performance that furthers short- and long-term strategic objectives 2019 PROXY STATEMENT       Corporate Governance 31 DIRECTOR ATTENDANCE The Board held six regularly scheduled meetings and 11 special meetings in 2018. As shown in the Board Committee chart below, standing committees of the Board collectively held a total of 31 meetings during 2018, with each committee holding a number of regularly scheduledchanges in response to investor feedback, including: §  adding additional industry experience to the Board; §  enhancing further the integration of ESG disclosure into our Form 10-K, proxy statement, and Corporate Responsibility Report; §  working on aligning human capital and climate risk disclosures with external frameworks; §  adding three-year EPS as a performance metric for performance-based RSUs; and §  proactively lowering the stockholder special meetings. We expect each directormeeting threshold to attend every meeting15% from 25% Principle 4 Boards should have a strong, independent leadership structure §  Independent Chairman, separate from CEO §   Board considers appropriateness of its leadership structure at least annually §   Independent committee chairs §   Independent directors meet in executive session at least three times per year Principle 5 Boards should adopt structures and practices that enhance their effectiveness §  89% of the director nominees are independent §   33% of the director nominees are ethnically diverse, 33% of the director nominees are gender diverse, and we have a policy of seeking out women and minority candidates, as well as candidates with diverse backgrounds, experiences, and skills, as part of each Board search §   Annual Board and committee self-evaluations, as well as self- and peer-assessments §   Active Board refreshment, with eight new directors joining since 2017, and seek to cap average director tenure at 10 years §   Limits on outside boards, with no director permitted to serve on more than four public company boards (including Intel) §   No restrictions on directors’ access to management or employees §   No independent director is expected to stand for re-election after age 75 without prior Board approval Principle 6 Boards should develop management incentive structures that are aligned with the committees on which he or she serves. Each director attended at least 75%long-term strategy of the meetings of the Boardcompany §  Compensation Committee annually reviews and each committee on which he or she served in 2018 (held during the period in which the director served). The Board’s policy isapproves incentive program design, goals, and objectives for alignment with compensation and business strategies §  Annual and long-term incentive programs are designed to reward financial and operational performance that directors should endeavor to attend the annual stockholders’ meeting,furthers short- and all of the then-incumbent directors, other than Mr. Wilson, attended the 2018 Annual Stockholders’ Meeting. BOARD RESPONSIBILITIES AND COMMITTEESlong-term strategic objectives 2021 PROXY STATEMENT  |  Corporate Governance 33 Director Attendance The Board held six regularly scheduled meetings and ten special meetings in 2020. As shown in the Board Committee chart below, standing committees of the Board collectively held a total of 44 meetings during 2020, with each committee holding a number of regularly scheduled and special meetings. We expect each director to attend every meeting of the Board and the committees on which he or she serves. Each director attended at least 75% of the meetings of the Board and each committee on which he or she served in 2020 (held during the period in which the director served), and on average directors attended 96% of Board and committee meetings. The Board’s policy is that directors should endeavor to attend the annual stockholders’ meeting, and eight out of 10 of the then-incumbent directors attended the 2020 Annual Stockholders’ Meeting. Board Responsibilities and Committees Board Responsibilities.The Board oversees, counsels, and directs management in the long-term interests of the company and our stockholders. The Board’s responsibilities include:   § overseeing the conduct of our business and the assessment of our business and other enterprise risks to evaluate whether the business is being properly managed;   § planning for CEO succession and monitoring management’s succession planning for other senior executives;   § reviewing and approving our major financial objectives, strategy, operating plans, and other significant actions;   § selecting the CEO, evaluating CEO performance, and determining the compensation of the CEO and other executive officers; and   § overseeing our processes for maintaining the integrity of our financial statements and other public disclosures, and our compliance with law and ethics. The Board and its committees met throughout the year on a set schedule, held special meetings, and acted by written consent from time to time as appropriate. The Board and its committees met throughout the year on a set schedule, held special meetings, and acted by written consent from time to time as necessary. At each regular Board meeting, time is reserved for the independent directors to meet in executive session without the Chairman and CEO present. Officers regularly attend Board meetings to present information on our business and strategy, and Board members have worldwide access to our employees outside of Board meetings. Board members are encouraged to make site visits on a worldwide basis to meet with local management; to attend Intel industry, analyst, and other major events; and to accept invitations to attend and speak at internal Intel meetings. In 2020, due to COVID-19 restrictions, the majority of activities were conducted virtually. The Board’s Role in Succession Planning. The Board’s Role in Succession Planning.As reflected in our Corporate Governance Guidelines, the Board’s primary responsibilities include planning for CEO succession and monitoring management’s succession planning for other senior executives. The Board’s goal is to have a long-term and continuing program for effective senior leadership development and succession. For more information regarding our Leadership Transformation decisions, please see “Compensation Discussion and Analysis; Executive Summary; Leadership Transformation” on page 66. Board Committees. The Board assigns responsibilities and delegates authority to its committees, and the committees regularly report on their activities and actions to the full Board. For 2020, the Board had five standing committees: Audit, Compensation, Corporate Governance and Nominating, Executive, and Finance. Each committee could engage outside experts, advisors, and counsel to assist the committee in its work. Each committee has a written charter approved by the Board. We post each charter in the Corporate Governance section of our website at www.intc.com/board-and-governance. 34 Corporate Governance  Guidelines, the Board’s primary responsibilities include planning for CEO succession and monitoring and advising on management’s succession planning for other senior executives. The Board’s goal is to have a long-term and continuing program for effective senior leadership development and succession. The Board also has contingency plans in place for emergencies such as the departure, death, or disability|  2021 PROXY STATEMENT The following table identifies the current committee members as of March 9, 2021. As discussed above, the Board has determined that each member of the Audit, Compensation, and Corporate Governance and Nominating Committees is an independent director in accordance with Nasdaq standards.                                               Board Committee Members as of March 9, 2021   Name         Audit         Compensation     Corporate Governance and     Nominating         Executive         Finance     Patrick P. Gelsinger ☐ James J. Goetz ☐ ☐ Alyssa Henry ☐ ☐ Omar Ishrak* ☐ ☐ § Risa Lavizzo-Mourey ☐ § ☐ Tsu-Jae King Liu ☐ § Gregory D. Smith § ☐ ☐ Dion J. Weisler ☐ ☐ Andrew Wilson § ☐ Frank D. Yeary ☐ ☐ ☐ Number of Committee Meetings Held in 2020 15 10 12 1 6 * Chairman of the CEO or other executive officers. In connection with the CEO transition process that commenced in 2018, the Board formed a special committee, chaired by an independent director, which met more than 20 times during 2018 and 2019 as part of its oversight and leadership of the process to identify the candidate with the appropriate skills, vision, and experience to lead Intel into the future. Board Committees. The Board assigns responsibilities and delegates authority to its committees, and the committees regularly report on their activities and actions to the full Board. The Board has five standing committees: Audit, Compensation, Corporate Governance and Nominating, Executive, and Finance. Each committee can engage outside experts, advisors, and counsel to assist the committee in its work. Each committee, and the Lead Director, has a written charter approved by the Board. We post each charter in the Corporate Governance section of our website atwww.intc.com/committees-charters. § 32 Corporate Governance          2019 PROXY STATEMENT Committee Chair ☐ The following table identifies the current committee members. As discussed above, the Board has determined that each member of the Audit, Compensation, and Corporate Governance and Nominating Committees is an independent director in accordance with Nasdaq standards. Name    Audit    Compensation    Corporate Governance and Nominating    Executive    Finance Aneel Bhusri1              Co-Chair    Chair      Andy D. Bryant2                   ●      Reed E. Hundt    ●    ●         ●      Omar Ishrak         Chair              ● Risa Lavizzo-Mourey3              ●           Tsu-Jae King Liu    ●                   ● Gregory D. Smith    Chair                   ● Robert (“Bob”) H. Swan                   ●      Andrew Wilson         ●              Chair Frank D. Yeary    ●         Co-Chair           Number of Committee Meetings Held in 2018    12    10    6    2    1 1 Lead Director.Member 2 Audit Committee Membership as of March 9, 2021: Gregory D. Smith (Chair), Alyssa Henry, Tsu-Jae King Liu, and Frank D. Yeary Chairman of the Board. 3 It is expected that at the conclusion of the 2019 Annual Stockholders’ Meeting, Dr. Lavizzo-Mourey will join the Compensation Committee. AUDIT COMMITTEE   § Assists the Board in its general oversight of our financial reporting, financial risk assessment, internal controls, and audit functions.   § Appoints and retains our independent registered public accounting firm, managing its compensation, and overseeing its work.   § Reviews and discusses with management our company’s major financial, product security, and cybersecurity risk exposures and the steps management has taken to monitor and control such exposures.exposures; and our annual enterprise risk management assessment.   § Receives periodic reports from the Global Director of Ethics and Legal Compliance, no less than annually, on the operation and effectiveness of the company’sour corporate compliance program.   § Oversees compliance with our company’s Code of Conduct. During the past year, the Audit Committee’s oversight focused on, among other things, key financial reporting matters, critical accounting estimates, ethical and legal compliance, and enterprise risk management, including cybersecurity and product security. The Board has determined that Mr. Yeary and Mr. Smith each qualifies as an “audit committee financial expert” under SEC rules and that each Audit Committee member is sufficiently proficient in reading and understanding the company’s financial statements to serve on the Audit Committee. The responsibilities and activities of the Audit Committee are described in detail in “Report of the Audit Committee” in this proxy statement and the Audit Committee’s charter. COMPENSATION COMMITTEE During the past year, the Audit Committee’s oversight focused on, among other things, key financial reporting and disclosure matters, critical accounting estimates, ethical and legal compliance, and enterprise risk management, including cybersecurity and product security. The Board has determined that Mr. Yeary and Mr. Smith each qualify as an “audit committee financial expert” under SEC rules and that each Audit Committee member is sufficiently proficient in reading and understanding the company’s financial statements to serve on the Audit Committee. The responsibilities and activities of the Audit Committee are described in detail in “Report of the Audit Committee” in this proxy statement and the Audit Committee’s charter. Compensation Committee Membership as of March 9, 2021: Andrew Wilson (Chair), Alyssa Henry, Omar Ishrak, Risa Lavizzo-Mourey, and Dion J. Weisler   § Reviews, recommends, and determinesapproves salaries, performance-based incentives,bonuses, and other matters related to the compensation of our executive officers.   § Reviews and approves the performance measures and goals for our executive officers.   § Reviews and grants equity awards to our executive officers.   § Reviews and determines other compensation policies, handles many compensation-related matters, and makes recommendations to the Board and to management on employee compensation and benefit plans.   § Administers Intel’s equity incentive plans.   2021 PROXY STATEMENT  |  Corporate Governance 35 § Reviews Intel’s programs and practices related to executive workforce diversity and the administration of executive compensation programs in a non-discriminatory manner.   §   2019 PROXY STATEMENT       Corporate Governance 33 DuringOversees the past year,company’s strategies, initiatives, and programs with respect to the Compensation Committee’s oversight focused on, among other things, compensation program strategy and design, CEO transition pay, human capital management, leadershipcompany’s culture; talent recruitment, development and retention; employee engagement, diversity, and inclusion; and management development and succession planning for the impact of recent tax law changes on our pay practices. The Compensation Committee is responsible for determining compensation for Intel executives (including ourcompany’s CEO and our Chairman of the Board), while the Corporate Governance and Nominating Committee recommends to the full Board the compensation for non-employee directors. The Compensation Committee can designate one or more of its members to perform duties on its behalf, subject to reporting to or ratification by the Compensation Committee, and can delegate to other Board members, or an officer or officers of the company, the authority to review and grant stock-based compensation for employees who are not executive officers. The Compensation Committee engaged Pay Governance as its independent executive compensation consultant in June 2018. Prior to that, it had retained Farient Advisors LLC (Farient). The consultant provides input, analysis, and advice about Intel’s executive compensation philosophy, peer groups, pay positioning (by pay component and in total) relative to peer companies, compensation design, equity usage and allocation, and risk assessment under Intel’s compensation programs. The consultant reports directly to the Compensation Committee and interacts with management at the committee’s direction. Neither Farient nor Pay Governance performed work for Intel in 2018 except under its respective engagement by the Compensation Committee. The Compensation Committee made assessments of its compensation consultants under factors set forth in the SEC rules and concluded that each of Farient and Pay Governance was independent, and that the firms’ work in 2018 for the Compensation Committee did not raise any conflicts of interest.selected senior leaders. The CEO makes recommendations to the Compensation Committee on the base salary, annual incentive cash targets, and equity awards for all executive officers other than himself and the Chairman of the Board. These recommendations are based on his assessment of each executive officer’s performance during the year and his review of compensation surveys, competitive market data, and criticality of each role. For more information on the responsibilities and activities of the Compensation Committee, including the processes for determining executive compensation, see “Compensation Discussion and Analysis,” “Report of the Compensation Committee,” and “Executive Compensation” in this proxy statement, and the Compensation Committee’s charter (available atwww.intc.com/committees-charters During the past year, the Compensation Committee’s oversight focused on, among other things, compensation program strategy and design, human capital management and COVID-19 pandemic response, succession planning, and leadership development. The Compensation Committee is responsible for determining compensation for Intel executives (including our CEO), while the Corporate Governance and Nominating Committee recommends to the full Board the compensation for non-employee directors. The Compensation Committee can designate one or more of its members to perform duties on its behalf, subject to reporting to or ratification by the Compensation Committee, and can delegate to other Board members, or an officer or officers of the company, the authority to review and grant stock-based compensation for employees who are not executive officers. The Compensation Committee has engaged Compensia as its independent executive compensation consultant. The consultant provides input, analysis, and advice about Intel’s executive compensation philosophy, peer groups, pay positioning (by pay component and in total) relative to peer companies, compensation design, equity usage and allocation, and risk assessment under Intel’s compensation programs. The consultant reports directly to the Compensation Committee and interacts with management at the committee’s direction. Compensia did not perform work for Intel in 2020 except under its engagement by the Compensation Committee. The Compensation Committee assessed its consultant under factors set forth in the SEC’s rules and concluded that Compensia was independent, and that the firm’s work in 2020 for the Compensation Committee did not raise any conflicts of interest. The CEO makes recommendations to the Compensation Committee on the base salary, annual incentive cash targets, and equity awards for all executive officers other than himself. These recommendations are based on his assessment of each executive officer’s performance during the year and his review of, among other things, compensation surveys, competitive market data, and criticality of each role. For more information on the responsibilities and activities of the Compensation Committee, including the processes for determining executive compensation, see “Compensation Discussion and Analysis,” “Report of the Compensation Committee,” and “Executive Compensation” in this proxy statement, and the Compensation Committee’s charter (available at www.intc.com/board-and-governance/governance-documents). Throughout the COVID-19 pandemic, the Compensation Committee received regular updates from management on the company’s pandemic response as we continued to deliver for customers and play an important role in the unanticipated volume of “work from home.” The Compensation Committee closely monitored the company’s efforts to protect the health and well-being of its 110,000 employees around the world and the communities in which the company operates. Corporate Governance and Nominating Committee Membership as of March 9, 2021: Dr. Risa Lavizzo-Mourey (Chair), James Goetz, Dr. Omar Ishrak, and Frank D. Yeary). CORPORATE GOVERNANCE AND NOMINATING COMMITTEE   § Identifies, evaluates, and recruits individuals to become Board members.   § Reviews matters of corporate governance, and corporate responsibility and sustainability performance, such as environmental, sustainability, climate risk, human capital, political contributions, and stakeholder issues, and periodically reports on these matters to the Board.   § AnnuallyPeriodically reviews and assesses the effectiveness of the Board’s Corporate Governance Guidelines, recommends to the Board proposed revisions to the Guidelines and committee charters, and reviews the poison pill policy.   § Makes recommendations to the Board regarding the size and composition of the Board and its committees.   § Reviews stockholder proposals and recommends actions on such proposals.   § Advises the Board on compensation for our non-employee directors.   § ReviewsPeriodically reviews and assesses our stockholder engagement process, and reviews and reports stockholder feedback to the Board and works with the Board and management to address. During the past year, the Corporate Governance and Nominating Committee’s oversight focused on, among other things, Board composition and disclosure, director recruitment, Intel’s Corporate Responsibility Report and trends (including environmental sustainability, climate risk, human capital, human rights issues, and political accountability), and investor outreach and feedback. The Corporate Governance and Nominating Committee also establishes procedures for Board nominations and recommends 36 Corporate Governance  and Nominating Committee’s oversight focused on, among other things, board composition and disclosure, director recruitment, corporate political contributions, Intel’s Corporate Responsibility Report and trends (including climate change, human capital and workplace, and human rights issues), and investor outreach and feedback. The Corporate Governance and Nominating Committee also establishes procedures for Board nominations and recommends candidates for election to the Board. Consideration of new Board candidates typically involves a series of internal discussions, review of candidate information, and interviews with selected candidates. Board members typically suggest candidates for nomination to the Board. In addition to candidates identified by Board members, the committee considers candidates proposed by stockholders and evaluates them using the same criteria. A stockholder who wishes to suggest a candidate for the committee’s consideration should send the candidate’s name and qualifications to our Corporate Secretary. The Corporate Secretary’s contact information can be found in this proxy statement under the heading “Other Matters; Communicating with Us.” During 2018, the Board retained and paid fees to a third-party search firm to assist the Corporate Governance and Nominating Committee in the processes of identifying and evaluating potential Board candidates, consistent with the committee’s criteria.|  2021 PROXY STATEMENT   34 Corporate Governance          2019 PROXY STATEMENT In screening director candidates, regardless of whether they are identified by current Board members, stockholders, or third-party search firms, the committee considers the diversity of skills, experience, and background of the Board as a whole and, based on that analysis, determines whether it would strengthen the Board to add a director with a certain type of background, experience, personal characteristics, or skills. In particular, the committee considers factors such as independence; understanding of and experience in manufacturing, technology, finance, and marketing; senior leadership experience; international experience; mix of ages; and gender and ethnic diversity, which includes its commitment to actively seek women and minority candidates for the pool from which board candidates are chosen. In connection with this process, the committee also seeks input from Intel’s head of Global Diversity and Inclusion. EXECUTIVE COMMITTEE candidates for election to the Board. Consideration of new Board candidates typically involves a series of internal discussions, review of candidate information, and interviews with selected candidates. Board members typically suggest candidates for nomination to the Board and the Corporate Governance and Nominating Committee also retains third-party search firms to identify candidates. In addition to candidates identified by Board members, the committee considers candidates proposed by stockholders and evaluates them using the same criteria. A stockholder who wishes to suggest a candidate for the committee’s consideration should send the candidate’s name and qualifications to our Corporate Secretary. The Corporate Secretary’s contact information can be found in this proxy statement under the heading “Other Matters; Communicating with Us.” During 2020, the Board retained and paid fees to a third-party search firms to assist the Corporate Governance and Nominating Committee in the processes of identifying and evaluating potential Board candidates, consistent with the committee’s criteria. The Corporate Governance and Nominating Committee specifically requested that the search firms work with organizations focused on sourcing candidates of different races, ethnicities, genders, and sexual orientations. Our new director nominee, Dion J. Weisler was initially recommended to the Corporate Governance and Nominating Committee by a current director. In screening director candidates, regardless of whether they are identified by current Board members, stockholders, or third-party search firms, the committee considers the diversity of skills, experience, and background of the Board as a whole and, based on that analysis, determines whether it would strengthen the Board to add a director with a certain type of background, experience, personal characteristics, or skills. For additional information regarding what factors the committee considers in evaluating director candidates, see “Director Skills, Experience, and Background” above on page 23. Executive Committee Membership as of March 9, 2021: Omar Ishrak (Chair), Patrick P. Gelsinger, Gregory D. Smith and Frank D. Yeary   § Exercises the authority of the Board between Board meetings, except as limited by applicable law. FINANCE COMMITTEE Finance Committee Membership as of March 9, 2021: Tsu-Jae King Liu (Chair), James Goetz, Gregory D. Smith, Dion J. Weisler and Andrew Wilson   § AdvisesAssist the Board onin its oversight of global treasury activities; derivatives transactions; financial risk management; off-balance sheet arrangements; mergers, acquisitions, divestitures and strategic investments; capital structure decisions, including the issuance and management of debtcapital allocation strategy; financing requirements; capital expenditures; dividends; stock repurchase authorizations; investor relations activities; insurance and equity securities, banking arrangements, including the investment of corporate cash,self-insurance programs; and managementretirement plans. § Annually reviews and approves on behalf of the corporate debt structure.company and its subsidiaries the company’s decisions to enter into swaps that are exempt from mandatory exchange execution and clearing pursuant to the Commodity Exchange Act “end-user” and “treasury affiliate” exceptions. Overview of Committee Changes for 2021 In order to further enhance the Board’s efficiency and productivity, and to provide for more focused oversight of the Company’s activities in areas that are critical to the Company’s strategic priorities, on March 10, 2021, the Board restructured its committees. Specifically, the Board eliminated the Executive Committee, combined the Finance and Audit Committees into the Audit & Finance Committee, and created a new M&A Committee. In addition, three new advisory committees were created – the Technology Advisory Committee, the Government Affairs Advisory Committee, and the Architecture Advisory Committee, which will include Board members and outside experts to provide a stronger “outside-in” perspective to the Board and management in key strategic areas. The description of the membership and responsibilities of the Audit & Finance Committee and the M&A Committee are discussed below. No changes were made to either the responsibilities or composition of the Compensation Committee or the Corporate Governance and Nominating Committee. Audit and Finance Committee Membership as of March 10, 2021: Gregory D. Smith (Chair), Alyssa Henry, Tsu-Jae King Liu, and Frank D. Yeary   § Assists the Board in its general oversight of our financial reporting, internal controls, and audit functions. § Appoints and retains our independent registered public accounting firm, managing its compensation, and overseeing its work. § Reviews and approves financediscusses with management our major financial, product security, and other cash-management transactions.cybersecurity risk exposures and the steps management has taken to monitor and control such exposures; and our annual enterprise risk management assessment. § Receives periodic reports from the Global Director of Ethics and Legal Compliance, no less than annually, on the operation and effectiveness of our corporate compliance program.   2021 PROXY STATEMENT  |  Corporate Governance 37 2019 PROXY STATEMENT       Corporate Governance 35 § Oversees compliance with our Code of Conduct. § Assists the Board in its oversight of global treasury activities; derivatives transactions; financial risk management; off-balance sheet arrangements; capital structure and capital allocation strategy; financing requirements; capital expenditures; dividends; stock repurchase authorizations; investor relations activities; insurance and self-insurance programs; and retirement plans. § Annually reviews and approves on behalf of the company and its subsidiaries the company’s decisions to enter into swaps that are exempt from mandatory exchange execution and clearing pursuant to the Commodity Exchange Act “end-user” and “treasury affiliate” exceptions. M&A Committee Membership as of March 10, 2021: Frank D. Yeary (Chair), James Goetz, Alyssa Henry, and Dion J. Weisler § Reviews and provides guidance to management and the Board with respect to our equity investments, acquisitions, and divestiture strategies. § Reviews with management when and as the committee deems appropriate the material terms of any proposed equity investment, acquisition, divestiture, and other transactions including, but not limited to, joint ventures and strategic alliances (individually, a Transaction), including how such Transaction fits with our strategic plans, and the Transaction strategy, timing, important milestones, financing, key risks and opportunities and integration plan and recommends Transactions to the Board as the committee deems appropriate. § In connection with such reviews, the committee has the authority to review, assess, and approve any Transaction involving the company or any of its affiliates up to a specified dollar limit and in accordance with any other applicable parameters established by the Board. § Reviews and discusses with management any Transaction which requires approval of the full Board. § At least annually, reviews and evaluates the strategic, financial performance, execution, and integration of our completed Transactions, including relative to information presented by management in connection with the approval of such Transaction and our strategic objectives. § Maintains familiarity with the status of our Transaction pipeline as a whole and periodically reviews with management the ecosystem for Transactions generally. § At management’s request, provides support and guidance with respect to the presentation of Transactions to the Board. § Keeps apprised of potential unique or extraordinary strategic alternatives and advises the Board as appropriate. § Provides to the full Board on a regular basis a report on the committee’s activities. 38 Corporate Governance  |  2021 PROXY STATEMENT The following table identifies the expected current committee members following the annual stockholders’ meeting on May 13, 2021. The Board has determined that each member of the Audit and Finance, and M&A Committees is an independent director in accordance with Nasdaq standards. Board Committee Members Effective as of May 13, 2021† Name     Audit and     Finance     Compensation     INVESTOR ENGAGEMENTCorporate Governance and Our relationship with our    Nominating     Mergers &     Acquisitions     Patrick P. Gelsinger James J. Goetz ☐ ☐ Alyssa Henry ☐ ☐ ☐ Omar Ishrak* ☐ ☐ Risa Lavizzo-Mourey ☐ § Tsu-Jae King Liu ☐ Gregory D. Smith § Dion J. Weisler § ☐ Frank D. Yeary ☐ ☐ § * Chairman of the Board § Committee Chair ☐ Member † Effective after the conclusion of Intel’s 2021 Annual Stockholders’ Meeting, provided he is re-elected to the Board by stockholders is an important partat the meeting, Mr. Weisler will be chair of our company’s success and we have a long tradition of engaging with our stockholders and obtaining their perspectives. During 2018, our integrated outreach team led by ourthe Compensation Committee. 2021 PROXY STATEMENT  |  Corporate Governance 39  Investor Relations group, Corporate Responsibility office, and the Corporate Secretary’sEngagement Stockholder Engagement Our relationship with our stockholders is an important part of our company’s success and we have a long tradition of engaging with our stockholders and obtaining their perspectives. During 2020, we continued our extensive outreach efforts, and our integrated outreach team led by our Investor Relations group, Corporate Responsibility office, Human Resources office, and Corporate Secretary office, met to discuss a wide variety of issues with investors representing an aggregate of at least 50% of our outstanding shares. We believe that our approach to engaging openly with our investors on topics such as financial issues with investors representing an aggregate of almost 40% of our outstanding shares and our Board Chairman engaged with investors representing an aggregate of almost 30% of our outstanding shares. We believe that our approach to engaging openly with our investors on topics such as strategy, corporate governance, executive compensation, and corporate responsibility drives increased corporate accountability, improves decision making, and ultimately creates long-term value. We are committed to:   § Accountability. Drive and support leading corporate governance and board practices to ensurepromote oversight, accountability, and good decision making.   § Transparency. Maintain high levels of transparency on a range of financial, governance, and corporate responsibility issues to build trust and sustain two-way dialogue that supports our business success.   �� § Engagement. Proactively engage with stockholders and stakeholder groups in dialogue on a range of topics to identify emerging trends and issues to inform our thinking and approach. In addition to our regular integrated outreach team engagements, we hold a series of meetings every year with many of our institutional stockholders and with socially responsible investor groups. We pursue multiple avenues for stockholder engagement, including in-person and teleconference meetings with our stockholders, participating at various conferences, and issuing periodic reports on our activities. Through these activities, we discuss and receive input, provide additional information, and address questions on our corporate strategy, executive compensation programs, corporate governance, and other topics of interest to our stockholders, such as our corporate responsibility activities discussed above. In addition to our regular integrated outreach team engagements, we hold a series of meetings every year with many of our institutional stockholders focused on environmental, social, and governance performance and disclosure. We pursue multiple avenues for stockholder engagement, including video and teleconference meetings with our stockholders, participating at various conferences, and issuing periodic reports on our activities. Through these activities, we discuss and receive input, provide additional information, and address questions on our corporate strategy, executive compensation programs, corporate governance, and other topics of interest to our stockholders, such as our corporate responsibility activities discussed below. These engagement efforts with our stockholders allow us to better understand our stockholders’ priorities and perspectives, and provide us with useful input concerning our corporate strategy and our compensation and corporate governance practices. We actively engage with our stockholders on a year-round basis and integrate the information we learn through these activities into our governance calendar, as reflected below. INVESTOR ENGAGEMENT CYCLE The feedback we receive from stockholders and stakeholder groups through these activities is communicated to the Corporate Governance and Nominating Committee and the Compensation Committee on a regular basis throughout the year, and to our full Board once a year. After careful review, our Corporate Governance and Nominating Committee recommends to the Board whether enhancements to our company’s policies and practices are required to meet stockholder expectations relating to new issues or emerging trends. 40 Investor Engagement  |  2021 PROXY STATEMENT Who We Met With 50.4% 39.5% 29.7% of shares contacted for engagement of shares engaged with overall of shares engaged by Chairman of the Board Below is a summary of the feedback we received through our 2020 investor engagement program and how we responded. What We Heard From Investors Our Perspective / How We Responded Board composition: would like to see more disclosure around our priorities for future director recruitment and would like to see more relevant industry experience on our board §  Over the past year, we continued our Board refreshment process by adding three new independent directors to the Board (Ms. Henry and Messrs. Goetz and Weisler), each of whom brings valuable industry and other experience aligned with our strategic transformation §   In 2014, we formally adopted the Rooney Rule (including diverse candidates in the pool as part of each Board search) to promote diversity and remain committed to maintaining gender, ethnic, geographic, cultural, and other diverse perspectives on our Board §  In 2018, Intel joined the Thirty Percent Coalition (Coalition), which focuses on strategies to increase female representation on corporate boards, and since 2019, includes a specific focus on women of color §   We provide substantial disclosure around the composition of our current Board and the skill sets we consider important for our directors to have as well as our process for identifying and evaluating potential director candidates §  In 2020, we have added more information to our proxy statement about our priorities for future director recruitment, which includes ESG oversight experience and diversity (see “Board Diversity and Refreshment” on page 26) ESG disclosure and governance: continue to view our ESG disclosures as best-in-class, but would like to see more disclosure around how our board oversees ESG, including with respect to human capital management and culture §  We have worked, and are continuing to work, to integrate our ESG and SEC reporting and align our ESG disclosures with external frameworks such as SASB and TCFD §  In 2003, we established formal board-level oversight responsibility for corporate responsibility. Our independent Corporate Governance and Nominating Committee is primarily responsible for these matters, with additional environmental, social and governance matters reviewed by other committees (e.g. the Compensation Committee is responsible for oversight of human capital issues and the Audit Committee is responsible for oversight of our corporate ethics and compliance program) §   In 2020, we added more information to our proxy statement about our Board processes for overseeing ESG (see “Corporate Responsibility/ESG” on a regular basis throughout the year,page 43) and to our full Board once a year. After careful review,Corporate Responsibility Report about the connection between our ESG program and our strategy and value creation Specific ESG topics: would like to learn more about our new 2030 RISE goals and see more information about how we manage climate and water risks; human capital, pay equity and inclusion; and technology-related ethics and human rights issues §  We are working to evaluate emerging issues related to technology and developing appropriate management and oversight processes §  Based on investor feedback, this year we added more information to our Annual Report on Form 10-K and in this proxy statement (see “Corporate Responsibility/ESG” on page 43) on our new 2030 RISE strategy and goals, including our climate change strategy and human capital management topics such as diversity, inclusion, and social equity. We will also provide more information in our Corporate GovernanceResponsibility Report to be published later in 2021 on our goals and Nominating Committee recommendsprogress made in the first year since adoption as well as our approach to the Board whether enhancements to our company’s policies and practices are required to meet stockholder expectations relating to new issues or emerging trends. Below is a summary of the feedback we received through our 2018 investor engagement program and how we responded. WHAT WE HEARD FROM INVESTORS HOW WE RESPONDED Board leadership structure Current structure (executive chairman and independent lead director) works well •  Determined to maintain current structure •  Extended Mr. Bryant’s term to provide leadership continuity during CEO transitionhuman rights Board diversity   Would like to see more disclosure around board diversity •  Separately broke out gender and ethnic diversity of our board members in this proxy statement Environmental, Social, and Governance (ESG) matters View our ESG disclosure as best-in-class, but we should consider enhancements in key focus areas for 2019: human capital and climate change risk •  Enhanced integration of ESG disclosure into our Form 10-K and proxy statement •  Continued working on aligning human capital and climate risk disclosures with external frameworks Executive compensation Would like to see a long-term financial performance metric in our compensation program •  Added three-year EPS as a performance metric (along with total stockholder return (TSR)) for performance-based RSUs Equity plans Prefer a less frequent stockholder approval cycle for our plans •  Determined to submit equity plans to a stockholder vote triennially instead of biennially starting after this year Stockholder special meetings Current ownership threshold for calling a meeting may be too high in light of recent trends •  Proactively lowered threshold from 25% to 15%   36 Corporate Governance         2019 PROXY STATEMENT 2021 PROXY STATEMENT  |  Investor Engagement 41 What We Heard From Investors Our Perspective / How We Responded COMMUNICATIONS FROM STOCKHOLDERS TO DIRECTORSESG and pay: would like to see more disclosure around how we integrate ESG into our compensation programs §  We are committed to corporate responsibility and sustainability and, as part of that commitment, since 2008 we have linked a portion of employee and executive pay to corporate responsibility factors The Board recommends that stockholders initiate communications with the Board, the Chairman, or any Board committee by writing §   In 2020, we added more information to our Corporate Secretary. You can findproxy statement about this linkage, including explaining how these goals factor into compensation decisions and identifying the address in the “Other Matters” section of this proxy statement. This process assists the Board in reviewing and responding to stockholder communications. The Board has instructedESG goals we use for our Corporate Secretary to review correspondence directed to the Board and, at the Corporate Secretary’s discretion, to forward items that she deems to be appropriate for the Board’s consideration.executives (see “Annual Incentive Cash Compensation” on page 77)   §  For 2020, we incorporated specific carbon emissions and water use goals, as well as workforce diversity and inclusion goals related to our hiring practices, into our annual bonus program (see “Annual Incentive Cash Compensation” on page 77) For a discussion of additional feedback we received on our executive compensation program, see “Investor Engagement and the 2020 ‘Say on Pay’ Vote” on page 70 Communications from Stockholders to Directors The Board recommends that stockholders initiate communications with the Board, the Chairman, or any Board committee by writing to our Corporate Secretary. You can find the address in the “Other Matters” section of this proxy statement. This process assists the Board in reviewing and responding to stockholder communications. The Board has instructed our Corporate Secretary to review correspondence directed to the Board and, at the Corporate Secretary’s discretion, to forward items that she deems to be appropriate for the Board’s consideration.   42 Investor Engagement  |  2021 PROXY STATEMENT 2019 PROXY STATEMENT       Corporate Governance 37  CORPORATE RESPONSIBILITY Corporate Responsibility / ESG   Our commitment to corporate responsibility and sustainability—built on a strong foundation of transparency, governance, and ethics—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. Through our technology, we enable more people to harness the power of data to help address society’s most complex issues—from climate change and energy efficiency, to economic empowerment and human rights. We established formal board-level We established formal Board-level oversight responsibility for corporate responsibility in 2003 and, since 2008, have linked a portion of employee and executive pay to corporate responsibility factors. In 2020, we achieved an important milestone in our journey when we reviewed our performance under our 2020 corporate responsibility goals and launched new goals and aspirations for the next decade. We created our RISE strategy and established our 2030 corporate responsibility goals (2030 goals), through which we aim to leverage our leadership position in the global technology ecosystem to create a more responsible, inclusive, and sustainable world, enabled through our technology and the expertise and passion of our employees. Our RISE strategy and 2030 goals are deeply rooted in our corporate purpose and aligned with our business strategy to enable us to create value for our customers, investors, employees, and other stakeholders over the next decade and beyond. Details on the results of our 2020 corporate responsibility goals and more information on our new 2030 goals are included in our Corporate Responsibility Report.1 A foundational element of our approach to corporate responsibility is our commitment to transparency, and we regularly evaluate the effectiveness of our reporting on our ESG reporting based on review of external reporting frameworks and direct feedback from our stockholders and other stakeholders. For more information on how our focus on corporate responsibility creates value for Intel and our stockholders, see the ”Our Capital” section on page 44 and in our 2020 Annual Report on Form 10-K, as well as our most recent Corporate Responsibility Report.1 1 The contents of our approach to corporate responsibility is our commitment to transparency. For moreCorporate Responsibility Report are referenced for general information on how our focus on corporate responsibility creates value for Intelonly and our stockholders, see the “Our Capital” section ofare not incorporated by reference in this proxy statement and our most recentstatement. 2021 PROXY STATEMENT  |   Corporate Responsibility Report./ ESG 38 Corporate Responsibility         2019 PROXY STATEMENT 43  OUR CAPITAL In line with the International Integrated Reporting Council’s six capitals concept, we have outlined how we deploy capital to execute our transformation strategy in ways that reflect our corporate values, delight our customers, and create value for our stockholders.   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 $B            Our Capital† In line with the International Integrated Reporting Council’s six capitals concept, we have outlined how we deploy various forms of capital to execute our strategy in a way that seeks to reflect our corporate values, help our customers succeed, and create value for our stakeholders.        Financial Capital Our financial capital allocation strategy focuses on building stockholder value. We have returned 95% of free cash flow to investors over the past five years. Cash from Operating Activities $B Our Financial Capital Allocation Decisions Are Driven by Three Priorities      Invest in the Business    Acquire and Integrate    Return Cash to Stockholders Our first allocation priority is to invest in R&D and capital spending to strengthen our competitive position. We are efficiently maintaining our R&D investment as a percentage of revenue and continue to make significant capital investments, increasing our 14nm and 10nm wafer capacity. We also invested in 7nm and future process development. In addition to our own manufacturing capacity, we continue to use third-party foundries to expand the ways we can support our customers.   Our second 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 leverage and strengthen our capital and R&D investments. In 2020, we completed various acquisitions to expand our product offerings and the markets we serve. Those acquisitions included Moovit, which accelerates our MaaS offering and brings Mobileye closer to achieving our plan to become a complete mobility provider, including robotaxi services. We take action when investments do not meet our criteria, and in 2020 we divested the majority of our Home Gateway Platform division and signed an agreement to divest our NAND memory business.   Our third allocation priority is to return cash to stockholders. We achieve this through our dividend and share repurchase programs. In March, we suspended stock repurchases in light of the COVID-19 pandemic and in August we entered into $10.0 billion in ASR agreements in response to our belief that our stock was trading below its intrinsic valuation at that time. In Q1 2021, we intend to complete the remaining $2.4 billion of our $20.0 billion planned repurchases announced in October 2019. During 2020, we paid $5.6 billion in dividends and repurchased $14.2 billion in shares. Our approach has reduced diluted shares outstanding over time.     Dividends Per Share         Diluted Shares Outstanding (In Millions)                      2020    $1.32         5%  CAGR    4,232   2019    $1.26         4,473     2018    $1.20         4,701                  $20.4 $10.3 $10.1 2014 $19.0 $11.7 $7.3 2015 2016 $21.8 $12.2 $9.6 $22.1 $10.3 $11.8 2017 $29.4 $14.3 $15.2 2018 Capital Investment Free Cash Flow1 † OUR FINANCIAL CAPITAL ALLOCATION DECISIONS ARE DRIVEN BY THREE PRIORITIES INVEST IN THE BUSINESSThis section is reproduced from our 2020 Annual Report on Form 10-K and speaks as of January 22, 2021. 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 data-centric 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 $B   $21.6 $19.5 $22.3 $24.8 $28.7 2014 2015 2016 2017 2018 R&D Logic Memory                      ACQUISITIONS                     8 8 $15.5 $14.5 12 3 5 $0.9 $0.9 $0.2 2014 2015 2016 2017 2018 # of Acquisitions Total Spend $B       CASH TO STOCKHOLDERS $B       $4.4 $10.8 $4.6 $4.9 $5.1 $5.5 $3.0 $2.6 $5.1 $3.6 $5.5 $10.7 2014 2015 2016 2017 2018 Buyback Dividend 1  See “Non-GAAP Financial Measures” in Appendix A.   44 Our Capital  |  2021 PROXY STATEMENT   2019 PROXY STATEMENT       Our Capital 39   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 high-performance 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. Stacked Chiplets Base Chiplet base Chiplet "Foveros" 3D packaging technology Architecture. We are designing products for four major computing architectures—scalar (CPU products), vector (graphics processing unit (GPU) products), matrix (AI accelerator products), and spatial (field-programmable gate array (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 solid-state drives (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” in our 2018 Annual Report on Form 10-K. 40 Our Capital          2019 PROXY STATEMENT R&D and Capital Investments $B Acquisitions Cash to Stockholders $B Intellectual Capital Research and Development R&D investment is critical for enabling us to deliver a predictable cadence of leadership products and extend our reach to accelerate our growth. 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 acquiring or investing in companies, entering into R&D agreements, and directly purchasing or licensing technology. Areas Key to Product Leadership Every year we make significant investments in R&D and we have intensified our focus on areas key to product leadership. Our objective is to improve user experiences and value through advances in performance, power, cost, connectivity, security, form factor, and other features with each new generation of products. We are also focused on reducing our design complexity, re-using IP, and increasing ecosystem collaboration to improve our efficiency, including a significant reduction of design rules for future process nodes. Process and packaging. We are creating a new wave of compute engines that mix and match different process technologies and then connect them with high-performance, low-power packaging technologies like EMIB1 and Foveros1, the industry’s first implementation of stacked processing components. This disaggregated design approach allows us to manufacture different components of a chip on different processes, giving us the flexibility to use the process that best serves our customers. §    We launched our Intel Core processors with Intel® Hybrid Technology, also referred to as Lakefield, which use Foveros 3D stacking technology to achieve a dramatic reduction in package area. §    We introduced our 10nm SuperFin Technology, a redefinition of the FinFET with new SuperMIM capacitors. It enables the largest single intranode enhancement in our history. We are planning further 10nm intranode enhancements. xPU architecture. The future is a diverse mix of scalar, vector, matrix, and spatial architectures deployed in CPU, GPU, accelerator, and FPGA sockets, enabled by a scalable software stack and integrated into systems by advanced packaging technology. We are building processors that span four major computing architectures, moving toward an era of heterogeneous computing: §    CPU. We started shipping our 11th Gen Intel Core processors, with our next-generation Willow Cove CPU microarchitecture, which includes redesigned caching hierarchy and security enhancements, among other features. These processors also include the next generation of Intel Iris Xe graphics architecture with upgraded 3D performance and media engine capabilities. §    GPU. We launched the Intel Iris Xe MAX GPU for laptops and the first discrete Intel Server GPU. We also powered on our next-generation GPU for client, referred to as DG2. 1   MANUFACTURED CAPITAL We are an integrated device manufacturer (IDM). Unlike many other semiconductor companies, we primarily designIntel’s definition is included in “Key Terms” within the Financial Statements and manufacture our productsSupplemental Details in our own manufacturing facilities. We see our in-house manufacturing as one of our most critical forms of capital and an important advantage.2020 Annual Report on Form 10-K. 2021 PROXY STATEMENT  |   Our Capital 45 §    Accelerator. Habana Gaudi accelerators are at the forefront of AI solutions for data centers. Amazon Web Services announced that Habana Gaudi will be used to power future Amazon Elastic Compute Cloud instances. §    FPGA. We announced Intel® Stratix® 10 NX and IntelStratix 10 AX FPGAs, extending our Intel Stratix 10 FPGA family. Memory. With our Intel® OptaneTM technology, we are developing products to disrupt the memory and storage hierarchy. §    The Intel Optane DC persistent memory 200 series is available with 3rd Gen Intel Xeon Scalable platforms and will be supported with the Ice Lake server processor. The series is targeted at many workloads, including in-memory AI and analytics, databases, and virtual machine per container density. Interconnect. We deliver leading technologies that scale across all interconnect layers, spanning on-die, on-package, data center, and long-distance networks. §    We have a broad portfolio of data center connectivity products, including Intel® Ethernet, Intel® Silicon Photonics Optical Transceivers, and Intel® TofinoTMP4-programmable Ethernet switch ASICs. §    The new 11th Gen Intel Core processors introduced integrated ThunderboltTM 4 and USB4. Thunderbolt 4, the next-generation universal cable connectivity solution, delivers increased minimum performance, expanded capabilities, and USB4 specification compliance. Thunderbolt 4 enables docks with up to four Thunderbolt ports and universal cables up to 2 meters in length. Security. We continue to deliver innovation to the market across foundational security, workload protection, and software reliability. We are working with customers and partners to build a more trusted foundation in a data-centric world. §    The new 11th Gen Intel Core processors include both TME and Intel®Control-flow Enforcement Technology (Intel® CET) security capabilities. TME provides the capability to encrypt the entirety of the physical memory of a system, while Intel CET delivers CPU-level security capabilities to help protect against common malware attack methods that have been a challenge to mitigate with software alone. §    We announced Intel® Trust Domain Extensions (Intel® TDX), which enhance control of data security and IP protection for the cloud tenant while helping maintain the cloud service provider’s role of managing resources and cloud-platform integrity. Software. Software unleashes the potential of our hardware platforms across all workloads, domains, and architectures. §    We released the oneAPI open industry specification and launched the Gold release of Intel’s oneAPI toolkits in support of our xPU roadmap. Our oneAPI toolkits enable developers to build cross-architecture applications using a single-code base across xPUs that take advantage of unique hardware features and lower software and maintenance cost. Developers can choose the best architecture for the problem they are solving without needing to rewrite software for different architectures and platforms. §    The OpenVINO toolkit brings the full power of our xPU roadmap to the Internet of Things, client, and data center businesses. This complementary production-level toolkit focuses on helping developers deliver high-performance deep learning inference and computer vision across CPU, GPU, and FPGA products. 46 Our Capital  |  2021 PROXY STATEMENT IP Rights We own and develop significant IP and related IP rights around the world that support our products, services, R&D, and other activities and assets. Our IP portfolio includes patents, copyrights, trade secrets, trademarks, mask work, 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 in our 2020 Annual Report on Form 10-K.   MANUFACTURING PROCESS TECHNOLOGY “In addition to pledging funds, Intel gave COVID-19 scientists and researchers free access to our vast worldwide intellectual property portfolio this year in the hope and belief that making this intellectual property freely available to them will save lives. We will continue to develop new generations of manufacturing process technology asinvent—and protect—our intellectual property, but we seekoffered it freely 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 ablethose working 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 delayedprotect people from the second half of 2018 into 2019. We 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. Oregon 10nm, 22nm Arizona 14nm, 22nm New Mexico 32nm, 45nm Ireland 14nm Israel 10 nm, 22mn Chengdu Malaysia Vietnam Dalian Memory Fab Intel Worldwide Headquarters Santa Clare, California Wafer Fabs Assembly and Test Intel Presence 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. 2019 PROXY STATEMENT       Our Capital 41   HUMAN CAPITALpandemic.”   —Steve Rodgers Executive Vice President and General Counsel   Given the highly technical nature of our business, our success depends on Manufacturing Capital We are transforming from a traditional IDM to a modern IDM by investing to lead advances in silicon technology, leaning into our expertise and manufacturing scale, while evolving to engage with the ecosystem and leveraging our disaggregated design capabilities. Unlike many other semiconductor companies, we primarily design and manufacture our products in our own manufacturing facilities and we will continue to integrate engineering and manufacturing to provide new products with significant cost advantage. At the same time, our architectural shift to die disaggregation allows us to mix and match architectures, IP, process nodes, and silicon that creates increasing flexibility for our products. In developing new generations of manufacturing process technology, we seek to realize the benefits from Moore’s Law, a law of economics predicted by our co-founder Gordon Moore more than 50 years ago. Realizing Moore’s Law can create 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. Our ability to optimize and apply our manufacturing expertise to deliver more advanced, differentiated products has been foundational to our success and is a continued focus of our investments. “The IDM model has been foundational to Intel’s success as a global leader in semiconductor manufacturing by enabling product optimization, improved economics, and supply assurance. We are committed to be the supplier of choice for achieving best-in-class performance and to deliver world-changing products on a predictable cadence for our customers.” —Keyvan Esfarjani Senior Vice President and General Manager of Manufacturing and Operations We shipped higher volumes of 10nm products in 2020 than we had anticipated at the beginning of the year. We also launched our 11th Gen Intel Core processors with new 10nm SuperFin Technology. We announced in July 2020 that our 7nm-based CPU product timing would be delayed and that the primary driver was the yield of our 7nm manufacturing process. We will continue to invest in our future process technology roadmap and advanced packaging technologies to differentiate our products, provide manufacturing optionality and deliver a predictable cadence of leadership products 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%. 20% 3% 48% 29% United States Asia Pacific Europe, Middle East, Africa Latin America and Canada 2018 Employees by region 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 market-competitive 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.   42 Our Capital          2019 PROXY STATEMENT 2021 PROXY STATEMENT  |   Our Capital 47   SOCIAL AND RELATIONSHIP CAPITAL“Our goal is to enable leadership products for Intel by delivering predictable process and packaging technology innovation.” We are committed to operating —Ann Kelleher Senior Vice President and General Manager of Technology Development Network and Supply Chain Our global supply chain supports internal partners across architecture, product design, technology development, manufacturing and operations, sales and marketing, and business units, with the goal of enabling product and process leadership, industry-leading total cost of ownership, and uninterrupted supply for our customers. Our supply chain ecosystem comprises thousands of suppliers globally. Our worldwide site expansion projects remained on track despite disruptions from the COVID-19 pandemic. In addition to our own manufacturing capacity, we continue to use third-party foundries to expand the ways in which we can support our customers. These third-party solutions complement our manufacturing and provide additional flexibility. Our world-class safety standards and supply chain operations, including our robust risk management and crisis response model, have to date allowed our worldwide factory and supply chain network to continue to operate safely and with mostly on-time deliveries despite the pandemic. “As Intel pursues an expanded data-centric market, our collaboration with transparency,our wide-ranging supplier ecosystem is deeper, more vibrant, and through open and direct communication, we work to develop trusted relationshipsfarther reaching than ever. Together 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 interestsfocused on enabling technology advancements to deliver uninterrupted supply of leadership products to 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.   NATURAL CAPITALcustomers.” Driving to the lowest environmental footprint possible helps us achieve efficiency, lower costs, —Dr. Randhir Thakur Senior Vice President 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 ENERGYChief Supply Chain Officer 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   2019 PROXY STATEMENT       Our Capital 43 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 (formerly, the Carbon Disclosure Project, 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. The majority of our logic wafer manufacturing is conducted in the U.S. We have 10 manufacturing sites—six are wafer fabrication, three are assembly/test facilities, and our Costa Rica site added in 2020 is a test-only site. The following map shows our present factory sites and the countries where we have a significant R&D and/or sales presence. In response to COVID-19, we quickly made operational changes and adopted measures to enable a continued safe environment for our employees and operation of our manufacturing sites. Our manufacturing facilities are primarily used for silicon wafer manufacturing, assembling, and testing of our platform and memory products. We 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. Our new process technologies are transferred identically from a central development fab to each manufacturing facility. After transfer, the network of factories and the development fab collaborate to continue driving operational improvements. This enables fast ramp of the operation, fast learning, and better quality control.   44 Our Capital          2019 PROXY STATEMENT Our NAND memory fabrication facility in Dalian, China is included in the transaction entered into with SK hynix to divest our NAND memory business, and is part of the NAND assets held for sale as of December 26, 2020. Our Intel Optane memory business is expressly excluded from this transaction. The next generations of Intel Optane technology and SSDs are being developed in New Mexico following the sale of our non-controlling interest in IMFT to Micron Technology, Inc. (Micron) in 2019. We will continue to purchase product manufactured by Micron under our supply agreement, which includes the next generation of Intel® 3D XPointTM technology.   48 Our Capital  |  2021 PROXY STATEMENT STOCKHOLDER RETURN Through attentionHuman Capital Culture is critically important to Intel’s success. We are re-energizing our culture to deliver on our corporate purpose and to attract, develop, and retain top talent needed to build transformative products and services that help our customers succeed in an increasingly data-driven world. We invest in our highly-skilled global workforce of 110,600 people by seeking to create a diverse, inclusive, and safe work environment where our employees can learn, innovate, and deliver their workplace best every day. Our values—fearless, inclusion, customer-obsessed, one Intel, truth and transparency, and quality—guide how we make decisions, treat each other, and serve our customers. All employees are responsible for upholding these values, the Intel Code of Conduct, and Intel’s Global Human Rights Principles, which form the foundation of our policies and practices and ethical business culture. “People with diverse perspectives, experiences, and input are critical to constant improvement,Intel’s innovation, playing important roles in key projects and programs across the company. An essential element of our growth strategy is to build a culture that empowers and inspires employees to collaborate and create, as we strive for our capital to work together in a manner consistent with our focus on long-term value creation. Long-term total stockholder return provides one measure of value creation, though we also consider other indicators of success for our deployment of capital, such as diversity advancement for our human capital. The stock performance graph and table that follow comparebecome the cumulative TSR on Intel’s common stock with the cumulative total return of the Dow Jones U.S. Technology Index*, the Standard & Poor’s 100 Stock Index (S&P 100 Index*), the Standard & Poor’s 500 Stock Index (S&P 500 Index*), the Standard & Poor’s 500 IT Stock Index (S&P 500 IT Index*), and the PHLX Semiconductor Sector Index (SOX Index*)1 for the five years ended December 29, 2018. The cumulative returns shownmost inclusive workplace on the graph are based on Intel’s fiscal year. Comparison of Five-Year Cumulative Return for Intel, the Dow Jones U.S. Technology Index, S&P 100 Index, S&P 500 Index, S&P 500 IT Index, and SOX Indexplanet.”   —Sandra Rivera $300 $250 $200 $150 $100 2013 2014 2015 2016 2017 2018 Intel Corporation Dow Jones U.S. Technology Index S&P 100 Index S&P 500 Index S&P 500 IT Index SOX IndexExecutive Vice President and Chief People Officer   Years Ended    Dec 28, 2013      Dec 27, 2014      Dec 26, 2015      Dec 31, 2016      Dec 30, 2017      Dec 29, 2018   Intel Corporation    $ 100      $ 151      $ 145      $ 156      $ 204      $ 211   Dow Jones U.S. Technology Index    $ 100      $ 123      $ 126      $ 143      $ 196      $ 193   S&P 100 Index    $ 100      $ 114      $ 117      $ 129      $ 157      $ 150   S&P 500 Index    $ 100      $ 116      $ 117      $ 130      $ 158      $ 150   S&P 500 IT Index    $ 100      $ 123      $ 128      $ 145      $ 201      $ 199   SOX Index    $ 100      $ 133      $ 131      $ 179      $ 252      $ 235   Inclusion Diversity and inclusion are core to Intel’s values and instrumental in driving innovation and delivering stronger business growth. We achieved our 2020 goal of full representation in our U.S. workforce two years ahead of schedule, the result of an integrated strategy focused on hiring, retention, and progression. We are proud of what we have accomplished to advance diversity and inclusion, but we recognize we still have work to do, including beyond the walls of Intel. Our RISE strategy and 2030 goals set our global ambitions for the next decade, including doubling the number of women in senior leadership; exceeding 40% female representation in technical roles, including engineering positions and other roles with technical job requirements; increasing the percentage of employees who self-identify as having a disability to 10%; and ensuring accountability for embedding inclusive leadership practices across our business. Our goals also include doubling the number of underrepresented minorities in U.S. senior leadership. To drive accountability, we continue to link a portion of our executive and employee compensation to diversity and inclusion metrics.   1 The graph and table assume that $100 was invested on the last day of trading for the fiscal year ended December 28, 2013 in Intel’s common stock, the Dow Jones U.S. Technology Index, S&P 100 Index, S&P 500 Index, S&P 500 IT Index, and SOX Index, and that all dividends were reinvested. The Dow Jones U.S. Technology Index was presented as a comparison in the 2017Form 10-K stock performance graph as a peer index. We have added three indices that we consider more representative than the Dow Jones U.S. Technology Index: the S&P 100 Index, which includes a more diversified group of companies across major industrial sectors; the S&P 500 IT Index, which represents large capitalization IT industry performance; and the SOX Index, which more precisely represents overall semiconductor industry performance. Today’s greatest challenges require a shared commitment to a plan and meaningful action. That is why we have committed our scale, expertise, and reach through our comprehensive RISE strategy to work with customers and other stakeholders to accelerate the adoption of inclusive business practices across industries. We are creating and implementing a Global Inclusion Index and convening a coalition of companies to focus on unified goals and metrics that will be shared through the index. This collective effort will allow the industry to more clearly identify actions needed to advance progress. We will also continue to collaborate on initiatives that expand the diverse pipeline of talent for our industry, advance social equity, make technology fully inclusive, and expand digital readiness for millions of people around the world. Compensation and Benefits We strive to provide pay, benefits, and services that help meet the varying needs of our employees. Our total rewards package includes market-competitive pay, broad-based stock grants and bonuses, an employee stock purchase plan, healthcare and retirement benefits, paid time off and family leave, parent reintegration, fertility assistance, flexible work schedules, sabbaticals, and on-site services. Since 2019, we have achieved gender pay equity globally and we continued to maintain race/ethnicity pay equity in the U.S. We achieve pay equity by closing the gap in average pay between employees of different genders or race/ethnicity in the same or similar roles after accounting for legitimate business factors that can explain differences, such as location, time at grade level, and tenure. We also advanced transparency in our pay and representation data by publicly releasing our EEO-1 survey pay data in 2019. Although the U.S. Equal Employment Opportunity Commission subsequently decided it would not continue to require reporting of pay information3, we felt it was important to continue collecting the data and to disclose it publicly in 2020. We believe that our holistic approach toward pay equity, representation, and creating an inclusive culture enables us to cultivate a workplace that helps employees develop and progress in their careers at all levels. 1 Senior leadership refers to salary grades 10+ and equivalent grades. While we present male and female, we acknowledge this is not fully encompassing of all gender identities. 2 2019 PROXY STATEMENT       Our Capital 45  DIRECTOR COMPENSATION The general policy of the Boardterm underrepresented minority (URM) is that compensation for non-employee directors should be a mix of cashused to describe diverse populations, including African American, Hispanic, and equity, with the majority of compensation providedNative American employees in the form of equity. The Corporate Governance and Nominating Committee, consisting solely of independent directors, has the primary responsibility for reviewing director compensation and considering any changes in how we compensate our non-employee directors. The Board reviews the committee’s recommendations and determines the amount of director compensation. Intel’s Legal department, our Corporate Secretary, and the Compensation and Benefits Group in the Human Resources department support the committee in recommending director compensation and creating director compensation programs. In addition, the committee can engage outside advisors, experts, and others to assist the committee. The director peer group is the same as the peer group considered by the Compensation Committee in setting executive compensation for 2018 and consisted of 15 technology companies and 10 companies in the S&P 100 Index, as described in detail below under “Compensation Discussion and Analysis; External Competitive Considerations for 2018.” The committee targets cash and equity compensation at the median of the director peer group. For 2018, annual compensation for non-employee directors consisted of the following elements: Board Fees Cash retainer1 $90,000 Variable performance-based restricted stock units, which we refer to as “outperformance” restricted stock units (OSUs) Targeted value of approximately $110,000 Restricted stock units (RSUs) Targeted value of approximately $110,000 Committee Fees1 Audit Committee chair $30,000 Compensation Committee chair $20,000 Corporate Governance and Nominating Committee chair $20,000 Executive Committee chair $10,000 Finance Committee chair $15,000 Non-chair Audit Committee member $15,000 Non-chair Compensation Committee member $10,000 Lead Director Fee1 Additional cash retainer $40,000 1 Paid on a quarterly basis.U.S. 3 The Corporate Governance and Nominating Committee reviews director compensationUpdated since the 2020 Annual Report on an annual basis, considering factors such as workload and market data. Intel does not pay its management directors for Board service in addition to their regular employee compensation. After his appointment as Chairman of the Board, Mr. Bryant has continued to participate in the compensation programs that apply to other executive officers, and his compensation is determined by the Board’s Compensation Committee.Form 10-K was filed. 2021 PROXY STATEMENT  |   Our Capital 49 To aid and support employees during COVID-19, we are investing more than $100 million in additional benefits, including special recognition for employees working on site. We also put in place a telecommuting reimbursement program to help employees required to work from home improve their workspaces, and increased flexibility in our leave programs to support employees caring for children and others. Growth and Development We invest significant resources to develop the talent needed to remain at the forefront of innovation and make Intel an employer of choice. We offer extensive training programs and provide rotational assignment opportunities. We implemented a new performance management system to support our culture evolution and to increase focus on continuous learning and development. Through our regular Employee Experience Surveys, employees can voice their perceptions of the company and their work experience, including learning and development opportunities. Our undesired turnover rate was 4% in 2020. Health, Safety, and Wellness Our commitment in Intel’s Environmental, Health, and Safety Policy is to provide a safe and injury-free workplace. We continually invest in programs designed to improve physical, mental, and social well-being. We provide access to a variety of innovative, flexible, and convenient health and wellness programs, including on-site health centers, which were increasingly critical this year for our essential workers who have worked on site since the start of the COVID-19 pandemic. Throughout our response to COVID-19, our priority has remained protecting the health and safety of our employees. Intel’s Pandemic Leadership Team—which has been in place for 15 years—regularly reviews and adapts our policies based on evolving research and guidance related to the virus. In support of our 2030 goals, we will continue to build our strong safety culture and drive global expansion of our corporate wellness program through continued employee education and engagement activities.     Social and Relationship Capital 46 Director Compensation         2019 PROXY STATEMENT We are committed to engaging in corporate responsibility and sustainability initiatives that support our communities and help us develop trusted relationships with our stakeholders. Proactive engagement with our stakeholders and investments in social impact initiatives, including those aligned with the United Nations Sustainable Development Goals, advance our position as a leading corporate citizen and create shared value for Intel, our global supply chain, and our communities. Economic and social. The health of our business and local economies depends on continued investments in innovation. We provide high-skill, high-paying jobs around the world. Many of these are manufacturing and R&D jobs located in our own domestic and international factories. We also benefit economies through our R&D ecosystem spending, sourcing activities, consumer spending by our employees, and tax payments. We make sizable capital investments and provide leadership in public-private partnerships to spur economic growth and innovation. We stand at the forefront of new technologies that are increasingly being used to empower individuals, companies, and governments around the world to solve major societal challenges. We also aim to empower people through education and advance social initiatives to create career pathways into the technology industry. This has included our global Intel AI for Youth program, scaled in partnership with governments and institutions to empower youth with digital readiness and AI skills, as well as our multi-year partnerships with historically black colleges and universities in the U.S. aimed at increasing the number of African Americans who pursue electrical engineering, computer engineering, and computer science fields. Our employees and retirees actively share their expertise through volunteer initiatives in the communities where we operate. These efforts contributed more than 10 million hours of service over the past decade, and our new goals include a commitment to volunteer an additional 10 million hours by 2030. In 2020, we volunteered 910 thousand hours. COVID-19 presented challenges for in-person volunteering, resulting in lower reported volunteer hours compared to prior years. However, we saw an outpouring of support from employees for virtual volunteering, donations, and innovative technology projects to support our communities. In April, we announced the Pandemic Response Technology Initiative, a commitment of $50 million to combat COVID-19. Our focus is to leverage our technology, expertise, resources, and our global ecosystem, to accelerate access to technology that can combat the current pandemic and get ahead of future pandemics through scientific discovery, enable remote learning for students, and aid in economic recovery. To date, we have partnered with many organizations on numerous projects across sectors, including technology, healthcare, education, industrial, retail, transportation, and academia. Human rights commitment. We are committed to maintaining and improving processes to avoid human rights violations related to our operations, supply chain, and products. We have established an integrated approach to managing human rights across our business, including board-level oversight and the involvement of senior-level Management Review Committees. We also meet throughout the year with external stakeholders and experts on human rights to continue to inform and evolve our human rights policies and oversight processes. While we do not always know nor can we control what products our customers create or the applications end users may develop, we do not tolerate our products being used to violate human rights. Where we become aware of a concern that Intel products are being used by a business partner in connection with abuses of human rights, we restrict or cease business with the third party until we have high confidence that Intel’s products are not being used to violate human rights. As a result, in 2020 we restricted certain sales based on our Human Rights Principles that would have otherwise been considered lawful.   50 Our Capital  |  2021 PROXY STATEMENT Supply Chain Responsibility We actively manage our supply chain to help reduce risk, improve product quality, achieve environmental and social goals, and improve overall performance and value creation for Intel, our customers, and our suppliers. To drive responsible and sustainable practices throughout our supply chain, we have robust programs to educate and engage suppliers that support our global manufacturing operations. We actively collaborate with other companies and lead industry initiatives on key issues such as improving transparency around climate and water impacts in the global electronics supply chain and, as part of our RISE strategy, we will advance collaboration across our industry on responsible minerals sourcing. Over the past decade, we have directly engaged with our suppliers to verify compliance and build capacity to address risks of forced and bonded labor and other human rights issues. We perform supplier audits and identify critical direct suppliers to engage through capability-building programs, which help suppliers build sustainability acumen and verify compliance with the Responsible Business Alliance and our Code of Conduct. The suppliers covered by these audits represent 78% of cash payments made to managed suppliers. We also engage with indirect suppliers through our programs on forced and bonded labor, responsible minerals, and supplier diversity. Although COVID-19 presented travel and safety challenges in 2020 that impacted our ability to complete as many in-person supplier audits as in the previous year, we continued to engage with our suppliers and communicate our expectations and requirements. To achieve our 2030 goals, we will significantly expand the number of suppliers covered by our engagement activities to deepen accountability for human rights. Our commitment to diversity and inclusion also extends to our suppliers. We believe a diverse supply chain supports greater innovation and value for our business. We achieved our 2020 goal to reach $1 billion in annual spending with diverse-owned suppliers and our new 2030 goals include doubling this figure over the next decade. Beginning in 2021, we will not retain or use outside law firms in the U.S. that are average or below average on diversity for their equity partners. We are applying a similar rule to firms used by our tax department, including non-legal firms. Natural Capital Driving to the lowest environmental footprint possible helps create efficiencies, lower costs, and respond to the needs of our stakeholders. We invest in conservation projects and set company-wide environmental targets to drive reductions in greenhouse gas emissions, energy use, water use, and waste generation. We build energy efficiency into our products to help our customers lower their own emissions and energy costs, and we collaborate with policymakers and other stakeholders to use technology to address environmental challenges. We achieved our 2020 greenhouse gas goal, reducing our emissions 39% on a per unit basis from 2010 levels. Through our 2030 goals we will continue to drive to higher levels of operational efficiency, including a further 10% reduction in our carbon emissions on an absolute basis even as we continue to grow. Our 2030 strategy and goals also focus on improving product energy efficiency and increasing our “handprint”—the ways in which Intel technologies can help others reduce their footprints, including Internet of Things solutions that enable intelligence in machines, buildings, supply chains, and factories, and make electrical grids smarter, safer, and more efficient. Climate and Energy We focus on reducing our own climate impact, and over the past two decades have reduced our direct emissions and indirect emissions associated with energy consumption. We achieved our 2020 energy goal, saving more than 4.5 billion kWh since 2012 by investing in energy conservation projects in our global operations. In 2020, we conserved more than 155 million kWh of energy in support of our new 2030 goal to conserve an additional 4 billion kWh of energy over the next 10 years. In addition to conserving energy, we invest in green power and on-site alternative energy projects that provide power directly to our buildings. We continue to link a portion of our executive and employee compensation to corporate responsibility metrics. In 2020, these included a climate-related metric to use 75% renewable energy globally during the year, which supports our 2030 goal to achieve 100% renewable energy use across our global manufacturing operations. In 2020, we signed on to RE100, a global coalition of businesses committed to 100% renewable electricity use. We are committed to transparency around our carbon footprint and climate risk and use the framework developed by the TCFD to inform our disclosure on climate governance, strategy, risk management, and metrics and targets. For governance and strategy, we follow an integrated approach to address climate change, with multiple teams responsible for managing climate-related activities, initiatives, and policies. Strategies and progress toward goals are reviewed with senior executives and the Intel Board of Directors’ Corporate Governance and Nominating Committee. We describe our overall risk management processes in our Proxy Statement, and describe our climate-related risks and opportunities in our annual Corporate Responsibility Report, the Intel Climate Change Policy, and “Risk Factors” within our 2020 Annual Report on Form 10-K. In addition to what is included in our Annual Report on Form 10-K, results of our 2020 goals and information on our 2030 goals, are included in our Corporate Responsibility Report. Our Corporate Responsibility Report includes a mapping of our disclosure to the TCFD, the Sustainability Accounting Standards Board framework, and our CDP Climate Change Survey, all available on our website.1 1 The contents of our website and our Corporate Responsibility Report, Climate Change Policy, and CDP Climate Change Survey are referenced for general information only and are not incorporated by reference in this Proxy Statement. 2021 PROXY STATEMENT  |   Our Capital 51 Water Stewardship Water is essential to the semiconductor manufacturing process. We use ultrapure water to remove impurities from our silicon wafers, and we use fresh and reclaimed water to run our manufacturing facility systems. Over the past decade, our sustainable water management efforts and partnerships have enabled us to conserve billions of gallons of water, and through our 2030 goals we have committed to conserve an additional 60 billion gallons in this decade. As part of this commitment, we plan to achieve net positive water use globally. In 2020, we linked a portion of our executive and employee compensation to our target to conserve more than 5 billion gallons of water in our operations and fund new water restoration projects in collaboration with environmental and community partners that restore more than 1 billion gallons of water during the year to local watersheds. Circular Economy and Waste Management We have long been committed to waste management, recycling, and circular economy strategies that enable the recovery and productive re-use of waste streams. We achieved our 2020 waste management goals, reaching a 93% recycle rate for our non-hazardous waste and sending zero hazardous waste to landfills.1 Our 2030 goals include a target of zero total waste to landfill, as well as implementation of circular economy strategies for 60% of our manufacturing waste streams in partnership with our suppliers. This can include reuse of waste streams directly in our own operations or enabling reuse of our waste streams by other industries. 1 We define zero hazardous waste to landfill as 1% or less. 52 Our Capital  |  2021 PROXY STATEMENT DIRECTOR COMPENSATION FOR FISCAL YEAR 2018 Director Compensation The general policy of the Board is that compensation for non-employee directors should be a mix of cash and equity, with the majority of compensation provided in the form of equity. The Corporate Governance and Nominating Committee, consisting solely of independent directors, has the primary responsibility for reviewing director compensation and considering any changes in how we compensate our non-employee directors. The Board annually reviews the committee’s recommendations and determines the amount of director compensation. Intel’s Legal department, our Corporate Secretary, and the Human Resources department support the committee in recommending director compensation and creating director compensation programs. In addition, the committee engages outside advisors, experts, and others to assist the committee. The director peer group is the same as the peer group considered by the Compensation Committee in setting executive compensation for 2020 and consisted of 15 technology companies, as described in detail below under “Compensation Discussion and Analysis; External Competitive Considerations for 2020.” The committee targets cash and equity compensation at the median of the director peer group. For 2020 the Board made no changes to the annual compensation for non-employee directors from 2019, except for the addition of an independent chairman fee, which was determined, with the advice of Compensia, the independent compensation consultant, based on the Board’s assessment of competitive market data of our peer group. The 2020 annual compensation for non-employee directors consisted of the following elements: The following table details the compensationBoard Fees Cash retainer1     $90,000 Restricted stock units (RSUs)     Targeted value of Intel’s non-employee directorsapproximately $220,000 Committee Fees1 Audit Committee chair     $35,000 Compensation Committee chair     $25,000 Corporate Governance and Nominating Committee chair     $20,000 Executive Committee chair     $10,000 Finance Committee chair     $15,000 Non-chair Audit Committee member     $15,000 Non-chair Compensation Committee member     $10,000 Independent Chairman Fee2 Additional cash retainer     $175,000 Lead Director Fee2 Additional cash retainer     $40,000 1 Paid in quarterly installments. 2 Paid in quarterly installments, which was paid on a pro-rated basis to Dr. Ishrak during his time as Lead Director for January 2020, and independent Chairman for the 2018 fiscal year. DIRECTOR COMPENSATION FOR FISCAL YEAR 2018 TABLE Name    Fees Earned or Paid in Cash ($)    Stock Awards1 ($)    Change in Pension Value and Non-Qualified Deferred Compensation Earnings ($)    All Other Compensation2 ($)    Total ($) Charlene Barshefsky3      52,500        —        —        —        52,500   Aneel Bhusri4      —        369,300        —        —        369,300   Reed E. Hundt      115,000        221,000        —        5,000        341,000   Omar Ishrak      110,000        221,000        —        —        331,000   Risa Lavizzo-Mourey5      —        182,500        —        5,000        187,500   Tsu-Jae King Liu      105,000        221,000        —        5,000        331,000   David S. Pottruck3      55,000        221,000        —        5,000        281,000   Gregory D. Smith      131,250        221,000        —        2,000        354,250   Andrew Wilson      101,250        221,000        —        —        322,250   Frank D. Yeary6      125,000        221,000        —        —        346,000   David B. Yoffie3,7      95,000        221,000        47,000        5,000        368,000   1 Consists of OSUs and RSUs valued at grant date fair values (computed in accordance with the Financial Accounting Standards Board Accounting Standards Codification (ASC) Topic 718). Grant date fair value of RSUs is calculated assuming a risk-free rate of return of 1.6% and a dividend yield of 2.4%. Grant date fair value of OSUs is calculated assuming volatility of 22.4%, risk-free rate of return of 2.3%, and a dividend yield of 2.5%. For additional information, see “Director Compensation; Equity Awards” below. Assumptions apply to all stock awards with the exception of those granted to Dr. Lavizzo-Mourey, who received awards in May 2018. She received prorated fees and stock awards to reflect a partial year of service. Those stock awards have the same vesting schedule as the annual awards granted to the other non-employee directors for 2018.remainder of 2020. 2 The Intel Foundation made matching charitable contributions on behalf of Mr. Hundt ($5,000), Dr. Lavizzo-Mourey ($5,000), Dr. Liu ($5,000), Mr. Pottruck ($5,000), Mr. Smith ($2,000), and Dr. Yoffie ($5,000). Directors’ charitable contributions to schools and universities that meet the guidelines of Intel’s employee charitable matching gift program are eligible for matching funds. The Corporate Governance and Nominating Committee reviews director compensation on an annual basis, considering factors such as workload and market data. Intel does not pay its management directors for Board service in addition to their regular employee compensation. For 2020, Messrs. Bryant and Swan served as our employee directors and did not receive any compensation for their services as members of our Board of Directors. 2021 PROXY STATEMENT  |  Director Compensation 53 3 Because Mr. Pottruck and Dr. Yoffie retired from the Board in May 2018, all RSUs and OSUs granted to them in 2018 were canceled upon their retirement in accordance with their terms. Ambassador Barshefsky also retired from the Board in May 2018 and was not granted RSUs or OSUs in 2018. Director Compensation for Fiscal Year 2020 The following table details the compensation of Intel’s non-employee directors for the 2020 fiscal year. Director Compensation for Fiscal Year 2020 Table Name     Fees Earned     or Paid in Cash ($) Stock     Awards1     ($) All Other     Compensation2     ($)     Total     ($)         James J. Goetz3   —       343,500       —       343,500             Alyssa Henry4   22,500       305,200       —       327,700             Reed Hundt5   50,000       —       —       50,000             Omar Ishrak   305,000       209,500       —       514,500             Risa Lavizzo-Mourey6   —       311,300       10,000       321,300             Tsu-Jae King Liu   120,000       209,500       10,000       339,500             Gregory D. Smith   125,000       209,500       10,000       344,500             Dion J. Weisler7   50,000       165,100       —       215,100             Andrew Wilson   115,000       209,500       —       324,500             Frank D. Yeary8   120,000       209,500       5,000       334,500     4 Includes 3,150 RSUs granted to Mr. Bhusri in 2018 in lieu of his annual cash retainer for 2017. Mr. Bhusri’s annual cash retainer, Lead Director fee, and committee chair/co-chair fees for 2018 were paid in the form of RSUs granted in 2019. 5 Stock awards granted to Dr. Lavizzo-Mourey consist of OSUs and RSUs valued at grant date fair values (computed in accordance with ASC Topic 718). Grant date fair value of RSUs is calculated assuming a risk-free rate of return of 2.4% and a dividend yield of 2.3%. Grant date fair value of OSUs is calculated assuming volatility of 23.8%, risk-free rate of return of 2.6%, and a dividend yield of 2.3%. Dr. Lavizzo-Mourey’s annual cash retainer for 2018 was paid in the form of RSUs granted in 2019. 1 With respect to all directors except Mr. Hundt and Mr. Weisler, includes May 14, 2020, Annual Equity Award of 3,721 RSUs with a grant date fair value computed in accordance with the Financial Accounting Standards Board Accounting Standards Codification (ASC) Topic 718) and assuming a risk-free rate of return of 0.12% and a dividend yield of 2.29%. For additional information, see “RSUs in Lieu of Fees” and “Annual Equity Awards” below. 2 The Intel Foundation made matching charitable contributions on behalf of Dr. Lavizzo-Mourey ($10,000), Dr. Liu ($10,000), Mr. Smith ($10,000), and Mr. Yeary ($5,000). Directors’ charitable contributions to schools and universities that meet the guidelines of Intel’s employee charitable matching gift program are eligible for matching funds. 3 Mr. Goetz (i) joined the Board on November 13, 2019, and was granted 2,080 RSUs on January 30, 2020, with the grant date fair value computed in accordance with ASC Topic 718 and assuming a risk-free rate of return of 1.6% and a dividend yield rate of 2.0% and (ii) elected RSUs in lieu of his 2020 cash fees, and these RSUs were granted in January 2021. 4 Ms. Henry (i) joined the Board on January 15, 2020, and was granted 1,486 RSUs on January 30, 2020, with the grant date fair value computed in accordance with ASC Topic 718 and assuming a risk-free rate of return of 1.6% and a dividend yield rate of 2.0% and (ii) effective Q2 2020, elected RSUs in lieu of her 2020 cash fees, and these RSUs were granted in January 2021. 5 Mr. Hundt retired from the Board in May 2020. 6 Dr. Lavizzo-Mourey(i) was granted 1,580 RSUs on January 30, 2020 in lieu of her annual cash retainer for 2019, with the grant date fair value computed in accordance with ASC Topic 718 and assuming a risk-free rate of return of 1.6% and a dividend yield of 2.0% and (ii) elected RSUs in lieu of her 2020 cash fees, and these RSUs were granted in January 2021. 7 Mr. Weisler (i) joined the Board on June 15, 2020, and was granted 3,534 RSUs on July 30, 2020, with the grant date fair value computed in accordance with ASC Topic 718 and assuming a risk-free rate of return of 0.1% and a dividend yield rate of 2.8% and (ii) effective Q4 2020, elected RSUs in lieu of his 2020 cash fees, and these RSUs were granted in January 2021. 8  Mr. Yeary participated in the Cash Deferral Election, under which he elected to defer his 2020 annual cash compensation until his retirement from the Board. 7 Dr. Yoffie was the only director covered by the Board’s retirement program, which ended in 1998. Dr. Yoffie was vested with the nine years he had served RSUs in Lieu of Fees. Under the “RSUs in Lieu of Cash Election” program, non-employee directors can elect to receive 100% of their cash compensation in the form of RSUs (but not less than 100%). RSUs elected in lieu of payments in cash generally vest on the one-year anniversary of the grant date. Annual Equity Awards. Each non-employee director received annual grants of RSUs with a target value on the grant date of approximately $220,000.The fair value of an RSU for accounting purposes is discounted for present value of dividends that are not paid on RSUs prior to vesting. The grant date and vesting of the RSUs align with the intended service on the Board, from election at the annual stockholders’ meeting to the date that is the earlier of the one-year anniversary of the grant date or the date of the next annual stockholders’ meeting. All RSU shares are payable upon retirement from the Board if a director is 72 years old or has at least seven years of service on the Board through that date. He will receive an annual benefit equal to the annual retainer fee in effect at the time of payment, to be paid beginning upon his departure from the Board. Payments will continue for nine years, or until his death, whichever is earlier. The amounts in the “Change in Pension Value and Non-Qualified Deferred Compensation Earnings” column in the Director Compensation for Fiscal Year 2018 table represent the net actuarial change in pension value accrued under this program. Assumptions used in determining these changes include an interest rate of 4.4%, current age, the RP2014 Mortality Tables, and an annual benefit amount of $90,000. RSUs in Lieu of Fees. Under the “RSUs in Lieu of Cash Election” program, non-employee directors can elect to receive 100% of their cash compensation in the form of RSUs (but not less than 100%). RSUs elected in lieu of payments in cash generally have the same vesting terms as the annual RSU grant to directors. This election is made year by year, and must be made in the tax year before the compensation will be earned. Under this program, in January 2018, Mr. Bhusri was granted 3,150 RSUs in lieu of cash earned from January 1, 2017 to December 31, 2017. Annual Equity Awards. Each non-employee director received annual grants of OSUs and RSUs with a combined target value on the grant date of approximately $220,000, with the exception of Dr. Lavizzo-Mourey, whose awards were each granted with a prorated combined market value on the grant date of approximately $183,300. The grant date fair value reported in the “Stock Awards” column in the Director Compensation for Fiscal Year 2018 table above differs from these amounts because of changes in 2019 PROXY STATEMENT       Director Compensation 47 the fair value of these awards between the date they were approved and the date they were granted. In addition, the fair value of an RSU for accounting purposes is discounted for present value of dividends that are not paid on RSUs prior to vesting. Outperformance restricted stock units (OSUs) are variable performance-based restricted stock units. On January 30, 2018, Intel granted OSUs with a target amount of 2,102 shares to each non-employee director, with the exception of Dr. Lavizzo-Mourey, who was elected to the Board in March 2018. Dr. Lavizzo-Mourey was granted OSUs with a target amount of 1,422 shares on May 1, 2018. The grant date fair value of each director OSU grant was $106,600, with the exception of OSU grants to Dr. Lavizzo-Mourey, which had a grant date fair value of $93,400. Director OSUs granted in 2018 (including to Dr. Lavizzo-Mourey) vest in full on the 37-month anniversary of February 1, 2018 if the director is still serving at that time. In the event that a director both retires from the Board (at a time when he or she is either age 72 or older or has at least seven years of service on the Board) before the vesting date, and was re-elected to the Board at the next annual stockholders’ meeting following the grant of the OSUs, he or she will be able to retain the unvested awards; otherwise, if a director ceases to be a director before the next annual stockholders’ meeting, he or she will forfeit the unvested awards. The number of shares of Intel common stock that a director receives from this grant will range from 0% to 200% of the target amount, subject to the same performance payout conditions that are applicable to OSUs granted to our listed officers, as discussed below under “Compensation Discussion and Analysis; OSU Awards.” Directors will not receive dividend equivalents on unvested RSUs. Deferred Compensation Program. This program allows non-employee directors to defer their cash and equity compensation. Under the cash deferral program, directors may defer up to 100% of their cash compensation and receive an investment return on the deferred funds as if the funds were invested in Intel common stock. Participants receive credit for reinvestment of dividends under this cash deferral program. Plan participants must elect irrevocably to receive the deferred funds either in a lump sum or in equal annual installments over five or 10 years, and to begin receiving distributions either at retirement or at a future date not less than 24 months from the election date. This deferred cash compensation is an unsecured obligation for Intel. 54 Director Compensation  |  2021 PROXY STATEMENT The equity deferral program allows directors to defer the settlement of their vested equity awards until termination of service. Directors do not receive dividends on deferred RSUs and OSUs, except the terms of OSUs granted prior to 2017 generally provide that directors receive dividend equivalents on the final shares earned and vested, payable upon vesting in the form of additional shares. If a director elected to defer his or her OSUs granted prior to 2017, the settlement of these dividend equivalent shares will also be deferred along with the vested OSU shares, but further dividends are not earned or payable on any shares during the deferral period between vesting and settlement. Outstanding Equity Awards for Directors The following table provides information on the outstanding equity awards held at fiscal year-end 2020 by the non-employee directors who served during fiscal 2020, with OSUs shown at their target amount unless otherwise specified. Market value is determined by multiplying the number of shares by the closing price of Intel common stock on Nasdaq on the last trading day of the fiscal year unless otherwise specified. Outstanding Equity Awards for Directors at Fiscal Year-End 2020 Table   STOCK UNITS   Name   Unvested RSUs1,4 (#) Market Value of Unvested RSUs2 ($) Unvested OSUs1,3 (#) Market Value of Unvested OSUs2,3 ($)         James J. Goetz   3,721       175,147       —       —             Alyssa Henry   3,721       175,147       —       —             Reed Hundt   —       —       2,102       98,941             Omar Ishrak   4,531       213,274       2,102       98,941             Risa Lavizzo-Mourey   12,040       566,723       1,422       66,934             Tsu-Jae King Liu   4,531       213,274       2,102       98,941             Gregory D. Smith   10,411       490,046       2,102       98,941             Dion J. Weisler   3,534       166,345       —       —             Andrew Wilson   10,411       490,046       2,102       98,941             Frank D. Yeary   8,790       413,745       2,102       98,941     1 Vested but deferred awards are excluded from this column. Awards in this column may vest and become payable upon the director’s retirement from the Board, depending on the director’s age or length of service. 2 The market value of vested but deferred awards is excluded from this column. 3 This column reflects target number of OSUs granted in 2018. On February 28, 2021, all outstanding unvested OSUs settled and resulted in no payout to any directors. 4 Restricted stock units (RSUs) generallyAnnual RSUs vest in equal annual installments over a three-year period from the grant date. On January 30, 2018, Intel granted each non-employee director 2,431 RSUs, with the exception of Dr. Lavizzo-Mourey, who was granted 1,778 shares100% on May 1, 2018. All director RSUs granted in 2018 (including to Dr. Lavizzo-Mourey) vest in equal annual installments over a three-year period beginning January 30, 2018. The grant date fair value of each director RSU grant was $114,400, with the exception of the RSU grant to Dr. Lavizzo-Mourey, which had a grant date fair value of $89,100. All RSU shares are payable upon retirement from the Board if a director is 72 years old or has at least seven years of service on the Board, provided that he or she was re-elected to the Board at the next annual stockholders’ meeting following the grant of the RSUs. Directors do not receive dividend equivalents on unvested RSUs. 2019 Changes. Beginning in 2019, the Board changed the annual equity grants to non-employee directors to align with the market and eliminated the grant of OSUs while maintaining the total target value of the equity grants (approximately $220,000). Pay Governance assisted the Corporate Governance and Nominating Committee’s review of the directors’ 2019 compensation and provided benchmarking data in support of the changes made by the Board. Annual equity grants are now in the form of 100% RSUs, and the grant and vesting of the RSUs align with the intended service on the Board, from election at the annual stockholders’ meeting to the date that is the earlier of the one-year anniversary of the grant date or the date immediately prior toof the next annual stockholders’ meeting. Upon retirement followingmeeting; RSUs in lieu of cash fees vest 100% on the one-year anniversary of the grant date, the director will be able to retain the unvested awards. Directors will not receive dividend equivalents on unvested RSUs.date. Deferred Compensation Program. This program allows non-employee directors to defer their cash and equity compensation. Under the cash deferral program, directors may defer up to 100% of their cash compensation and receive an investment return on the deferred funds as if the funds were invested in Intel common stock. Participants receive credit for reinvestment of dividends under this cash deferral program. Plan participants must elect irrevocably to receive the deferred funds either in a lump sum or in equal annual installments over five or 10 years, and to begin receiving distributions either at retirement or at a future date not less than 24 months from the election date. This deferred cash compensation is an unsecured obligation for Intel. Non-Employee Director Stock Ownership Guidelines. Intel’s stock ownership guidelines state that each non-employee director must acquire and hold at least five times (5x) the annual cash retainer amount within five years of joining the Board. Unvested OSUs and unvested RSUs do not count toward this requirement. Deferred OSUs and RSUs count toward this requirement once they vest. As of December 26, 2020, each non-employee director nominee had met these ownership guidelines or still had time to do so. Equipment. Intel provides each non-employee director a laptop computer for personal use and offers each director the use of other equipment employing Intel® technology. Travel Expenses. Intel does not pay meeting fees. We reimburse our directors for their travel and related expenses in connection with attending Board meetings and Board-related activities, such as Intel site visits and sponsored events, as well as continuing education programs. The equity deferral program allows directors to defer the settlement of their vested RSUs and OSUs until termination of service. Directors can elect to defer only RSUs, only OSUs, or both, but the election must be all-or-nothing with respect to the type of equity award, applying to all RSUs, all OSUs, or all equity awards granted during the year, as applicable. Directors do not receive dividends on deferred RSUs and OSUs except the terms of OSUs granted prior to 2017 generally provide that directors receive dividend equivalents on the final shares earned and vested, payable upon vesting in the form of additional shares. If a director elected to defer his or her OSUs granted prior to 2017, the settlement of these dividend equivalent shares will also be deferred along with the vested OSU shares, but further dividends are not earned or payable on any shares during the deferral period between vesting and settlement.   48 Director Compensation         2019 PROXY STATEMENT 2021 PROXY STATEMENT  |  Director Compensation 55 OUTSTANDING EQUITY AWARDS FOR DIRECTORS The following table provides information on the outstanding equity awards held at fiscal year-end 2018 by the non-employee directors who served during fiscal 2018, with OSUs shown at their target amount. Market value is determined by multiplying the number of shares by the closing price of Intel common stock on Nasdaq on the last trading day of the fiscal year. OUTSTANDING EQUITY AWARDS FOR DIRECTORS AT FISCAL YEAR-END 2018 TABLE      STOCK UNITS Name    Unvested RSUs1 (#)    Market Value of Unvested RSUs2 ($)    Unvested OSUs1,3 (#)    Market Value of Unvested OSUs2,3 ($) Charlene Barshefsky4      —        —        5,155        255,900   Aneel Bhusri      11,422        534,000        7,257        354,200   Reed E. Hundt      5,644        263,900        7,257        354,200   Omar Ishrak      4,120        192,600        4,799        224,400   Risa Lavizzo-Mourey      1,778        83,100        1,422        66,500   Tsu-Jae King Liu      4,942        231,000        5,990        286,700   David S. Pottruck4      —        —        5,155        255,900   Gregory D. Smith      1,556        72,700        —        —   Andrew Wilson      3,629        169,700        3,634        169,900   Frank D. Yeary      5,644        263,900        7,257        354,200   David B. Yoffie4      —        —        5,155        255,900   1 Vested but deferred awards are excluded from this column. Awards in this column may vest and become payable, or may be retained by the director, upon the director’s retirement from the Board, depending on the director’s age or length of service. 2 The market value of vested but deferred awards is excluded from this column. 3 On February 25, 2019, 14,852 shares vested with respect to the 2016 OSU grant with an actual value of $53.24 per share of Intel common stock on the payout date (directors other than Dr. Ishrak, Dr. Lavizzo-Mourey, Mr. Smith, and Mr. Wilson received payouts of the 2016 OSU grant). 4 Ambassador Barshefsky, Mr. Pottruck, and Mr. Yoffie left the Board in May 2018. RSUs and OSUs granted to them prior to 2018 became vested under applicable retirement vesting terms, but the OSUs included in this table, with the exception of the OSUs granted in 2016 that settled in February 2019, have not yet been settled and remain outstanding, as the applicable performance periods for calculating the final OSU payouts have not yet ended. Non-Employee Director Stock Ownership Guidelines.Intel’s stock ownership guidelines state that each non-employee director must acquire and hold at least 15,000 shares of Intel common stock within five years of joining the Board. After each succeeding five years of Board service, they must own an additional 5,000 shares (for example, 20,000 shares after 10 years of service). Unvested OSUs and unvested RSUs do not count toward this requirement. Deferred OSUs and RSUs count toward this requirement once they vest. As of December 29, 2018, each non-employee director nominee had met these ownership guidelines or still had time to do so. Equipment.Intel provides each non-employee director a laptop computer for personal use and offers each director the use of other equipment employing Intel® technology. Travel Expenses.Intel does not pay meeting fees. We reimburse our directors for their travel and related expenses in connection with attending Board meetings and Board-related activities, such as Intel site visits and sponsored events, as well as continuing education programs.  Certain Relationships and Related Transactions   2019 PROXY STATEMENT       Director Compensation 49  CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS The Board’s Audit Committee is responsible for review, approval, or ratification of “related-person transactions” involving Intel or its subsidiaries and related persons. Under SEC rules, a related person is a director, executive officer, nominee for director since the beginning of the previous fiscal year, or a greater than 5% beneficial owner of the company at the time of the applicable transaction, and their immediate family members. Intel has adopted written policies and procedures that apply to any transaction or series of transactions in which the company or a subsidiary is a participant, the amount involved exceeds $120,000, and a related person has a direct or indirect material interest. The Audit Committee has determined that, barring additional facts or circumstances, a related person does not have a direct or indirect material interest in the following categories of transactions:   § any transaction with another company for which a related person’s only relationship is as an employee (other than an executive officer), director, or beneficial owner of less than 10% of that company’s shares, if the amount involved does not exceed the greater of $1 million or 2% of that company’s total annual revenue;   § any charitable contribution, grant, or endowment by Intel or the Intel Foundation to a charitable organization, foundation, or university for which a related person’s only relationship is as an employee (other than an executive officer) or a director, if the amount involved does not exceed the lesser of $1 million or 2% of the charitable organization’s total annual receipts, or any matching contribution, grant, or endowment by the Intel Foundation;   § compensation to executive officers determined by the Compensation Committee;   § compensation to directors determined by the Board;   § transactions in which all security holders receive proportional benefits; and   § banking-related services involving a bank depository of funds, transfer agent, registrar, trustee under a trust indenture, or similar service. Intel personnel in the Legal and Finance departments review transactions involving related persons that are not included in one of the preceding categories. If they determine that a related person could have a significant interest in such a transaction, the transaction is forwarded to the Audit Committee for review. The Audit Committee determines whether the related person has a material interest in a transaction and may approve, ratify, rescind, or take other action with respect to the transaction in its discretion. The Audit Committee reviews all material facts related to the transaction and takes into account, among other factors it deems appropriate, whether the transaction is on terms no more favorable than terms generally available to an unaffiliated third party under the same or similar circumstances; the extent of the related person’s interest in the transaction; and, if applicable, the availability of other sources of comparable products or services. Since the beginning of 2018, Intel personnel in the Legal and Finance departments review transactions involving related persons that are not included in one of the preceding categories. If they determine that a related person could have a significant interest in such a transaction, the transaction is forwarded to the Audit Committee for review. The Audit Committee determines whether the related person has a material interest in a transaction and may approve, ratify, rescind, or take other action with respect to the transaction in its discretion. The Audit Committee reviews all material facts related to the transaction and takes into account, among other factors it deems appropriate, whether the transaction is on terms no more favorable than terms generally available to an unaffiliated third party under the same or similar circumstances; the extent of the related person’s interest in the transaction; and, if applicable, the availability of other sources of comparable products or services. Since the beginning of 2020, there were no related-person transactions under the relevant standards.   56 Certain Relationships and Related Transactions  |  2021 PROXY STATEMENT   50 Certain Relationships and Related Transactions         2019 PROXY STATEMENT  CODE OF CONDUCT Our Code of Conduct applies to our directors with respect to their Intel-related activities, as well as to our executive officers and all other employees. We expect our directors, executives, and other employees to avoid any activity that is or has the appearance of being a conflict of interest with Intel. This includes not engaging in activities that compete with or are adverse to Intel, or that interfere with the proper performance of duties or responsibilities to Intel, and not using confidential company information, company assets, or their position at Intel for personal gain in violation of our policy. Directors and executive officers must inform us of any situation that may be perceived as a conflict of interest with Intel, and the Board oversees the resolution of any potential conflicts. The Board oversees resolution of any conflict or apparent conflict involving a director or executive officer, and may enlist the Legal Department to determine whether a conflict exists, and if so, how to resolve it. Any waivers of these conflict rules with regard to a director or an executive officer require the prior approval of the Board. Our Code of Conduct is our code-of-ethics document. Our Code of Conduct is posted on our website atwww.intel.com. We intend Our Code of Conduct applies to our non-employee directors with respect to their Intel-related activities, as well as to our executive officers and all other employees. We expect our directors, executives, and other employees to avoid any activity that is or has the appearance of being a conflict of interest with Intel. This includes not engaging in activities that compete with or are adverse to Intel, or that interfere with the proper performance of duties or responsibilities to Intel, and not using confidential company information, company assets, or their position at Intel for personal gain in violation of our policy. Directors and executive officers must inform us of any situation that may be perceived as a conflict of interest with Intel, and the Board oversees the resolution of any potential conflicts. The Board oversees resolution of any conflict or apparent conflict involving a director or executive officer, and may enlist the Legal Department to determine whether a conflict exists, and if so, how to resolve it. Any waivers of these conflict rules with regard to a director or an executive officer require the prior approval of the Board. Our Code of Conduct is our code-of-ethics document. Our Code of Conduct is posted on our website at www.intel.com. We will disclose future amendments to certain portions of the Code of Conduct or waivers of such provisions granted to executive officers and directors on our website within four business days following the date of such amendment or waiver.     2021 PROXY STATEMENT  |  Code of Conduct 57 2019 PROXY STATEMENT       Code of Conduct 51  SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENTSecurity Ownership of Certain Beneficial Owners and Management The following table presents the beneficial ownership of our common stock by beneficial owners of more than 5% of our common stock, each of our directors and listed officers, and all of our directors and executive officers as a group. This information is as of March 1, 2021, except as otherwise indicated in the notes to the table. Amounts reported under “Number of Shares of Common Stock Beneficially Owned as of March 1, 2021” include the number of shares subject to RSUs and stock options that become exercisable or vest within 60 days of such date (which are shown in the columns to the right). Our listed officers are the four current executive officers and two former executive officers identified below in the “Compensation Discussion and Analysis” section of this proxy statement. Except as otherwise indicated and subject to applicable community property laws, each owner has sole voting and investment power with respect to the securities listed. Stockholder Number of Shares of Common Stock Beneficially Owned as of March 1, 2021 Percent of     Class     Number of Shares Subject to Options Exercisable as of March 1, 2021 or Which Become Exercisable Within 60 Days of This Date Number of RSUs That Vest Within 60 Days of March 1, 2021         The Vanguard Group, Inc.   339,140,220 1    8.33 %                         BlackRock, Inc.   309,411,663 2    7.60 %                 Directors and Listed Officers                                 Robert H. Swan   432,406 3         **       —   —                 Steven R. Rodgers   109,284        **       —   5,897                 Venkata S. M. Renduchintala   103,763 4         **       —   —                 Gregory M. Bryant   103,687 5         **       —   7,674                 George S. Davis   98,996 6         **       —   19,225                 Navin Shenoy   79,254        **       —   7,556                 Patrick P. Gelsinger   1,480 7         **       —   —                 James J. Goetz   174,800        **       —   —                 Frank D. Yeary   58,711 8         **       —   3,721                 Alyssa Henry   16,886        **       —   —                 Tsu-Jae King Liu   14,203        **       —   —                 Omar Ishrak   11,478        **       —   —                 Gregory D. Smith   11,453 9         **       —   —                 Andrew Wilson   9,520 10         **       —   —                 Risa Lavizzo-Mourey   9,504 11         **       —   —                 Dion J. Weisler   —        **       —   —                     —        **       —               All directors and executive officers as a group (14 individuals)   699,256 12         **       —   44,073           ** Less than 1% 1 As of December 31, 2020, based on information set forth in a Schedule 13G/A filed with the SEC on February 8, 2021 by The following table presentsVanguard Group (“Vanguard”). Vanguard’s business address is 100 Vanguard Blvd., Malvern, PA 19355. Represents (i) 320,900,358 shares for which Vanguard has sole dispositive power, (ii) 18,239,862 shares for which Vanguard has shared dispositive power, (iii) no shares for which Vanguard has sole voting power, and (iv) 6,712,904 shares for which Vanguard has shared voting power. 2 As of December 31, 2020, based on information set forth in a Schedule 13G/A filed with the beneficial ownershipSEC on January 29, 2021 by BlackRock, Inc. (“BlackRock”). BlackRock’s business address is 55 East 52nd St., New York, NY 10055. Represents (i) 309,411,663 shares for which BlackRock has sole dispositive power, (ii) no shares for which BlackRock has shared dispositive power, (iii) 265,951,484 shares for which BlackRock has sole voting power, and (iv) no shares for which BlackRock has shared voting power. 3 Includes 3,364 shares held in family trust for which Mr. Swan shares voting and investment power. Mr. Swan’s last date of our common stock by beneficial owners of more than 5% of our common stock, each of our directors and listed officers, and all of our directors and executive officers as a group. This information is as of March 3, 2019, except as otherwise indicated in the notes to the table. Amounts reported under “Number of Shares of Common Stock Beneficially Owned as of March 3, 2019” includeemployment was on February 15, 2021. 4 Represents Dr. Renduchintala’s holdings, including the number of shares subject to RSUs and stock options that become exercisablebecame exerciseable or vestvested within 60 days, as of such date (which are shown in the columns to the right). Our listed officers are the five current and former executive officers identified below in the “Compensation Discussion and Analysis” section of this proxy statement. Except as otherwise indicated and subject to applicable community property laws, each owner has sole voting and investment power with respect to the securities listed. Stockholder    Number of Shares of Common Stock Beneficially Owned as of March 3, 2019    Percent of Class    Number of Shares Subject to Options Exercisable as of March 3, 2019 or Which Become Exercisable Within 60 Days of This Date    Number of RSUs That Vest Within 60 Days of March 3, 2019 The Vanguard Group, Inc.      364,198,708 (1)        7.97                             BlackRock, Inc.      301,601,975 (2)        6.60                             Directors and Listed Officers                                             Andy D. Bryant, Chairman of the Board      459,767 (3)        **                    —        13,928           Brian M. Krzanich, Former Chief Executive Officer      253,590 (4)        **        —        —           Robert H. Swan, Chief Executive Officer (Prior Interim CEO and Executive Vice President, CFO)      158,549 (5)        **        —        12,345           Venkata Renduchintala, Group President, Technology, Systems Architecture & Client Group, and Chief Engineering Officer      123,565        **        —        8,721           Steven R. Rodgers, Executive Vice President and General Counsel      92,025        **        —        18,715           Navin Shenoy, Executive Vice President and General Manager, Data Center Group      76,718        **        —        26,291           Frank D. Yeary, Director      73,631 (6)        **        —        2,613           Reed E. Hundt, Director      57,013        **        —        2,613           Aneel Bhusri, Director      27,121 (7)        **        —        —           Tsu-Jae King Liu, Director      5,408        **        —        —           Omar Ishrak, Director      2,935        **        —        —           Gregory D. Smith, Director      2,910 (8)        **        —        —           Andrew Wilson, Director      2,009 (9)        **        —        —           Risa Lavizzo-Mourey, Director      593        **        —        —           All directors and executive officers as a group (14 individuals)      1,096,112 (10)        **        —        90,918           ** Less than 1% 1 As of December 31, 2018, based on information set forth in a Schedule 13G filed with the SEC on February 13, 2019 by The Vanguard Group (Vanguard). Vanguard’s business address is 100 Vanguard Blvd., Malvern, PA 19355. Represents (i) 357,948,017 shares for which Vanguard has sole dispositive power, (ii) 6,250,691 shares for which Vanguard has shared dispositive power, (iii) 5,322,821 shares for which Vanguard has sole voting power, and (iv) 1,037,619 shares for which Vanguard has shared voting power. 2 As of December 31, 2018, based on information set forth in a Schedule 13G/A filed with the SEC on February 4, 2019 by BlackRock, Inc. (BlackRock). BlackRock’s business address is 55 East 52nd St., New York, NY 10055. Represents (i) 301,601,975 shares for which BlackRock has sole dispositive power, (ii) no shares for which BlackRock has shared dispositive power, (iii) 257,074,836 shares for which BlackRock has sole voting power, and (iv) no shares for which BlackRock has shared voting power. 3 Includes 1,148 shares held jointly with Mr. Bryant’s spouse for which Mr. Bryant shares voting and investment power. 4 Represents Mr. Krzanich’s holdings, including the number of shares subject to RSUs and stock options that became exercisable or vested within 60 days, as of June 20, 2018,August 3, 2020, his last date of employment. 5 Includes 3,364 shares held in family trust for which Mr. Swan shares voting and investment power. 58 Security Ownership of Certain Beneficial Owners and Management  |  2021 PROXY STATEMENT 6 Includes 52,548 shares held in family trust for which Mr. Yeary 5 Includes 35 shares held jointly with Mr. Bryant’s children for which Mr. Bryant shares voting and investment power. 6 52 Security Ownership of Certain Beneficial Owners and Management         2019 PROXY STATEMENT Includes 1,540 shares held in family trust for which Mr. Davis shares voting and investment power. 7 Mr. Gelsinger was appointed CEO effective February 15, 2021. 8 7 Includes 19,999 deferred but vested RSUs held by Mr. Bhusri.Includes 47,998 shares held in family trust for which Mr. Yeary shares voting and investment power and 6,182 deferred but vested RSUs held by Mr. Yeary. 9 Includes 410 shares held in a revocable trust by Mr. Smith’s spouse. Also includes 6,690 deferred but vested RSUs held by Mr. Smith. 10 Includes 6,690 deferred but vested RSUs held by Mr. Wilson. 11 Includes 6,146 deferred but vested RSUs held by Dr. Lavizzo-Mourey. 12 Excludes Dr. Renduchintala who ceased to be an executive officer on August 3, 2020, and Mr. Swan who ceased to be an executive officer on February 15, 2021. 8 Includes 410 shares held in a revocable trust by Mr. Smith’s spouse. Also includes 811 deferred but vested RSUs held by Mr. Smith. 9 Includes 811 deferred but vested RSUs held by Mr. Wilson. 10 Excludes Mr. Krzanich as he ceased to be an executive officer as of June 20, 2018. Includes Mr. Todd Underwood, who was an executive officer as of March 3, 2019.   2021 PROXY STATEMENT  |  Security Ownership of Certain Beneficial Owners and Management 59 2019 PROXY STATEMENT       Security Ownership of Certain Beneficial Owners and Management 53  PROPOSALProposal 2 Ratification of Selection of Independent Registered Public Accounting Firm The Audit Committee evaluates the selection of independent auditors each year and has selected Ernst & Young LLP (Ernst & Young) as our independent registered public accounting firm for the current year. Ernst & Young has served in this role since Intel was incorporated in 1968. Representatives of Ernst & Young attended all meetings of the Audit Committee in 2020 except those meetings subject to attorney-client privilege. Independence of Ernst & Young. The Audit Committee concluded that many factors contribute to the continued support of Ernst & Young’s independence, such as the oversight by the Public Company Accounting Oversight Board (PCAOB) through the establishment of audit, quality, ethics, and independence standards in addition to conducting audit inspections; the mandating of reports on internal control over financial reporting; PCAOB requirements for audit partner rotation; and limitations imposed by regulation and by the Audit Committee on non-audit services provided by Ernst & Young. The Audit Committee has established, and monitors, limits on the amount of non-audit services that Intel may obtain from Ernst & Young. Under the auditor independence rules, Ernst & Young reviews its independence each year and delivers to the Audit Committee a letter addressing matters prescribed under those rules. Regular Rotation of Primary Engagement Partner. In accordance with applicable rules on partner rotation, Ernst & Young’s primary engagement partner for our audit was changed in 2020, while Ernst & Young’s concurring/reviewing partner for our audit was most recently changed in 2019. The Audit Committee is involved in considering the selection of Ernst & Young’s primary engagement partner when there is a rotation. Pre-Approval Policies. The Audit Committee pre-approves and reviews audit and non-audit services performed by Ernst & Young, as well as the fees charged by Ernst & Young for such services. In its pre-approval and review of non-audit service fees, the Audit Committee considers, among other factors, the possible effect of the performance of such services on the auditors’ independence. Factors Considered in Deciding to Re-Engage Ernst & Young. The Audit Committee considers a number of factors in deciding whether to re-engage Ernst & Young as the independent registered public accounting firm, including the length of time the firm has served in this role and an assessment of the firm’s professional qualifications and resources. In this regard, the Audit Committee considered that Intel requires global, standardized, and well-coordinated services, not only for audit purposes, but for other non-audit services items, such as valuation support, IT consulting, and payroll services. Many of these services are provided to Intel by other multinational audit and accounting firms. A change in our independent auditor would require us to replace one or more of the multinational service providers that perform non-audit RATIFICATION OF SELECTION OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM The Audit Committee evaluates the selection of independent auditors each year and has selected Ernst & Young LLP (Ernst & Young) as our independent registered public accounting firm for the current year. Ernst & Young has served in this role since Intel was incorporated in 1968. Representatives of Ernst & Young attended all meetings of the Audit Committee in 2018 except those meetings specifically related to litigation and subject to attorney-client privilege. Independence of Ernst & Young.The Audit Committee concluded that many factors contribute to the continued support of Ernst & Young’s independence, such as the oversight of the Public Company Accounting Oversight Board (PCAOB) through the establishment of audit, quality, ethics, and independence standards in addition to conducting audit inspections; the mandating of reports on internal control over financial reporting; PCAOB requirements for audit partner rotation; and limitations imposed by regulation and by the Audit Committee on non-audit services provided by Ernst & Young. The Audit Committee has established, and monitors, limits on the amount of non-audit services that Intel may obtain from Ernst & Young. Under the auditor independence rules, Ernst & Young reviews its independence each year and delivers to the Audit Committee a letter addressing matters prescribed under those rules. Regular Rotation of Primary Engagement Partner.In accordance with applicable rules on partner rotation, Ernst & Young’s primary engagement partner for our audit was changed in 2015, while Ernst & Young’s concurring/reviewing partner for our audit was most recently changed in 2019. The Audit Committee is involved in considering the selection of Ernst & Young’s primary engagement partner when there is a rotation. Pre-Approval Policies.The Audit Committee pre-approves and reviews audit and non-audit services performed by Ernst & Young as well as the fees charged by Ernst & Young for such services. In its pre-approval and review of non-audit service fees, the Audit Committee considers, among other factors, the possible effect of the performance of such services on the auditors’ independence. Factors Considered in Deciding to Re-Engage Ernst & Young.The Audit Committee considers a number of factors in deciding whether to re-engage Ernst & Young as the independent registered public accounting firm, including the length of time the firm has served in this role and an assessment of the firm’s professional qualifications and resources. In this regard, the Audit Committee considered that Intel requires global, standardized, and well-coordinated services, not only for audit purposes, but for other non-audit services items, including statutory audits and various regulatory certification items, such as valuation support, IT consulting, and payroll services. Many of these services are provided to Intel by other multinational audit and accounting firms. A change in our independent auditor would require us to replace one or more of the multinational service providers that perform non-audit services for Intel and could significantly disrupt our business due to loss of cumulative knowledge in the service providers’ areas of expertise. Why We Are Asking Stockholders to Ratify Our Selection of Ernst & Young.As a matter of good corporate governance, the Board submits the selection of the independent audit firm to our stockholders for ratification. If the selection of Ernst & Young is not ratified by a majority of the shares of common stock present or represented during the annual meeting and entitled to vote on the matter, the Audit Committee will review its future selection of an independent registered public accounting firm in light of that vote result. Even if the selection is ratified, the Audit Committee in its discretion may appoint a different registered public accounting firm at any time during the year if the committee determines that such change would be appropriate. Ernst & Young Expected to Attend Annual Meeting.We expect that a representative of Ernst & Young will attend the annual meeting, and the representative will have an opportunity to make a statement if he or she so chooses. The representative will also be available to respond to appropriate questions from stockholders. For additional information concerning the Audit Committee and its activities with Ernst & Young, see “Corporate Governance” and “Report of the Audit Committee” in this proxy statement.   60 Proposal 2: Ratification of Selection of Independent Registered Public Accounting Firm  |  2021 PROXY STATEMENT   54 Proposal 2: Ratification of Selection of Independent Registered Public Accounting Firm         2019 PROXY STATEMENT ERNST & YOUNG LLP’S FEES FOR 2018 AND 2017 Ernst & Young LLP’s Fees for 2020 and 2019 The following table shows the fees billed by Ernst & Young for audit and other services provided for fiscal years 2020 and 2019. All figures are net of value-added tax and other similar taxes assessed by non-U.S. The following table shows the fees billed by Ernst & Young for audit and other services provided for fiscal years 2018 and 2017. All figures are net of value-added tax and other similar taxes assessed by non-U.S. jurisdictions on the amount billed by Ernst & Young. All of the services reflected in the following fee table were approved in conformity with the Audit Committee’s pre-approval process, as described in the “Report of the Audit Committee” in this proxy statement.       2020 ($)    2019 ($)     Audit Fees      18,564,000      16,524,000     Audit-Related Fees      638,000      1,028,000     Tax Fees      682,000      955,000     All Other Fees      2,085,000      90,000     Total        21,969,000      18,597,000 Audit Fees. Represent fees for professional services provided in connection with the audit of our financial statements and internal control over financial reporting, the review of our quarterly financial statements, registration statements, and audit services provided in connection with other statutory or regulatory filings. Audit-Related Fees. Relates to the performance of the audit or review of our financial statements, and are not included in the fees reported in the table above under “Audit Fees.” The services for the fees disclosed under this category primarily include audits of Intel employee benefit plans. Tax Fees. Relates to services provided for tax compliance and planning. All Other Fees. Relates to professional fees not included in the categories above. For 2020, all other fees primarily included advisory services fees for working capital optimization. Recommendation of the services reflected in the following fee table were approved in conformity with the Audit Committee’s pre-approval process, as described in the “Report of the Audit Committee” in this proxy statement.Board         2018 Fees ($)    2017 Fees ($) Audit Services      16,470,000        26,059,000   Audit-Related Services      1,016,000        1,031,000   Tax Services      1,798,000        1,944,000   All Other Services      90,000        90,000   Total      19,374,000        29,124,000   Audit Services. This category includes Ernst & Young’s audit of our annual financial statements and internal control over financial reporting, review of financial statements included in our Form 10-Q quarterly reports, and services that are typically provided by the independent registered public accounting firm in connection with statutory and regulatory filings or engagements for those fiscal years. This category also includes statutory audits required by non-U.S. jurisdictions; consultation and advice on new accounting pronouncements, and technical advice on various accounting matters related to the consolidated financial statements or statutory financial statements that are required to be filed by non-U.S. jurisdictions; comfort letters; and consents issued in connection with SEC filings or private placement documents. Audit-Related Services.This category consists of assurance and related services provided by Ernst & Young that are reasonably related to the performance of the audit or review of our financial statements, and are not included in the fees reported in the table above under “Audit Services.” The services for the fees disclosed under this category primarily include audits of Intel employee benefit plans. Tax Services.This category consists of tax services provided with respect to tax consulting, tax compliance, tax audit assistance, tax planning, expatriate tax services, and transfer pricing. All Other Services.This category consists of any permitted services provided by Ernst & Young that are not included in the category descriptions defined above under “Audit Services,” “Audit-Related Services,” or “Tax Services” and includes other regulatory requirements such as Conflict Minerals reporting. RECOMMENDATION OF THE BOARD The Board of Directors recommends that you vote “FOR” the ratification of the selection of Ernst & Young as our independent registered public accounting firm for 2019. 2019 PROXY STATEMENT       Proposal 2: Ratification of Selection of Independent Registered Public Accounting Firm 55  REPORT OF THE AUDIT COMMITTEE During 2018, four non-management directors comprised the Audit Committee. The Board determined that each member of the Audit Committee is independent under the Nasdaq listing standards. The Audit Committee operates under a written charter adopted by the Board. As described more fully in its charter, the purpose of the Audit Committee is to assist the Board in its general oversight of Intel’s financial reporting, internal controls, and audit functions. Management Responsibilities.Management is responsible for the preparation, presentation, and integrity of Intel’s financial statements; accounting and financial reporting principles; internal controls; and procedures designed to reasonably assure compliance with accounting standards, applicable laws and regulations, and the company’s ethical standards. Intel has a full-time Internal Audit department that reports to the Audit Committee and to management. This department is responsible for objectively reviewing and evaluating the adequacy, effectiveness, and quality of Intel’s system of internal controls related to, for example, the reliability and integrity of Intel’s financial information and the safeguarding of Intel’s assets. Independent Auditor Responsibilities.Ernst & Young LLP, Intel’s independent registered public accounting firm, is responsible for performing an independent audit of Intel’s consolidated financial statements in accordance with generally accepted auditing standards and expressing an opinion on the effectiveness of Intel’s internal control over financial reporting. In accordance with applicable law, the Audit Committee has ultimate authority and responsibility for selecting, compensating, evaluating, and, when appropriate, replacing Intel’s independent audit firm, and evaluates its independence. The Audit Committee has the authority to engage its own outside advisors, including experts in particular areas of accounting, as it determines appropriate, apart from counsel or advisors hired by management. Committee Responsibilities.Audit Committee members are not professional accountants or auditors, and their functions are not intended to duplicate or to certify the activities of management and the independent audit firm; nor can the Audit Committee certify that the independent audit firm is “independent” under applicable rules. The Audit Committee serves a Board-level oversight role in which it provides advice, counsel, and direction to management and to the auditors on the basis of the information it receives, discussions with management and the auditors, and the experience of the Audit Committee members in business, financial, and accounting matters. Committee Oversight of Financial Reporting.The Audit Committee’s agenda for the year includes reviewing Intel’s financial statements, internal control over financial reporting, and audit and other matters. The Audit Committee meets each quarter with Ernst & Young, Intel’s Chief Audit Executive, and management to review Intel’s interim financial results before the publication of Intel’s quarterly earnings news releases. Management’s and the independent audit firm’s presentations to, and discussions with, the Audit Committee cover various topics and events that may have significant financial impact or are the subject of discussions between management and the independent audit firm. The Audit Committee reviews and discusses with management and the Chief Audit Executive Intel’s major financial risk exposures and the steps that management has taken to monitor and control such exposures. In accordance with applicable law, the Audit Committee is responsible for establishing procedures for the receipt, retention, and treatment of complaints received by Intel regarding accounting, internal accounting controls, or auditing matters, including confidential, anonymous submissions by Intel’s employees, received through established procedures, of any concerns regarding questionable accounting or auditing matters. Committee Oversight of Internal Auditor and Independent Audit Firm.Among other matters, the Audit Committee monitors the activities and performance of Intel’s internal auditors and independent registered public accounting firm, including the audit scope, external audit fees, auditor independence matters, and the extent to which the independent audit firm can be retained to perform non-audit services. In accordance with Audit Committee policy and legal requirements, the Audit Committee pre-approves all services to be provided by Ernst & Young. Pre-approval includes audit services, audit-related services, tax services, and other services. In some cases, the full Audit Committee provides pre-approval for as long as a year related to a particular category of service, or a particular defined scope of work subject to a specific budget. In other cases, the Audit Committee has delegated authority to its chair to pre-approve additional services, and the chair then communicates such pre-approvals to the full Audit Committee. The Audit Committee is responsible for overseeing the fee negotiations associated with the retention of our independent audit firm. The Audit Committee believes that the continued retention of Ernst & Young as our independent auditregistered public accounting firm is in the best interests of our stockholders. Committee Oversight of Internal Control Over Financial Reporting.The Audit Committee has reviewed and discussed with management, our management’s assessment of and report on the effectiveness of Intel’s internal control over financial reporting as of December 29, 2018, which it made based on criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework). The Audit Committee also has reviewed and discussed with Ernst & Young its review and report on Intel’s internal control over financial reporting. Intel published these reports in its Annual Report on Form 10-K for thefiscal year ended December 29, 2018, which Intel filed with the SEC on February 1, 2019.2021.     56 Report of the Audit Committee         2019 PROXY STATEMENT 2021 PROXY STATEMENT  |  Proposal 2: Ratification of Selection of Independent Registered Public Accounting Firm 61 Required Committee Discussions and Communications.The Audit Committee has reviewed and discussed the audited financial statements for fiscal year 2018 with management and Ernst & Young, and management represented to Report of the Audit Committee that Intel’s audited financial statements were prepared in accordance with U.S. generally accepted accounting principles (GAAP). In addition, During 2020, only non-management directors comprised the Audit Committee. The Board determined that each member of the Audit Committee is independent under the Nasdaq listing standards. The Audit Committee operates under a written charter adopted by the Board. As described more fully in its charter, the purpose of the Audit Committee is to assist the Board in its general oversight of Intel’s accounting and financial reporting processes, audits of the financial statements, internal control and audit functions, and compliance with legal and regulatory requirements and ethical standards adopted by the company. Management Responsibilities. Management is responsible for the preparation, presentation, and integrity of Intel’s financial statements; accounting and financial reporting principles; internal controls; and procedures designed to reasonably assure compliance with accounting standards, applicable laws and regulations, and the company’s ethical standards. Intel has a full-time Internal Audit department that reports to the Audit Committee and to management. This department is responsible for objectively reviewing and evaluating the adequacy, effectiveness, and quality of Intel’s system of internal controls related to, for example, the reliability and integrity of Intel’s financial information and the safeguarding of Intel’s assets. Independent Auditor Responsibilities. Ernst & Young LLP, Intel’s independent registered public accounting firm, is responsible for performing an independent audit of Intel’s consolidated financial statements in accordance with generally accepted auditing standards and expressing an opinion on the effectiveness of Intel’s internal control over financial reporting. In accordance with applicable law, the Audit Committee has ultimate authority and responsibility for selecting, compensating, evaluating, and, when appropriate, replacing Intel’s independent audit firm, and evaluates its independence. The Audit Committee has the authority to engage its own outside advisors, including experts in particular areas of accounting, as it determines appropriate, apart from counsel or advisors hired by management. Committee Responsibilities. Audit Committee members are not professional accountants or auditors, and their functions are not intended to duplicate or to certify the activities of management and the independent audit firm; nor can the Audit Committee certify that the independent audit firm is “independent” under applicable rules. The Audit Committee serves a Board-level oversight role in which it helps establish the appropriate “tone at the top” and provides advice, counsel, and direction to management and to the auditors on the basis of the information it receives, discussions with management and the auditors, and the experience of the Audit Committee members in business, financial, and accounting matters. Committee Oversight of Financial Reporting. The Audit Committee’s agenda for the year includes reviewing Intel’s financial statements, internal control over financial reporting, and audit and other matters. The Audit Committee meets each quarter with Ernst & Young, Intel’s Chief Audit Executive, and management to review Intel’s interim financial results (including the use of any non-GAAP measures) before the publication of Intel’s quarterly earnings releases. Management’s and the independent audit firm’s presentations to, and discussions with, the Audit Committee cover various topics and events that may have significant financial impact or are the subject of discussions between management and the independent audit firm (including, for example, implementation of new accounting standards). The Audit Committee reviews and discusses with management and the Chief Audit Executive Intel’s major financial risk exposures and the steps that management has taken to monitor and control such exposures. In accordance with applicable law, the Audit Committee is responsible for establishing procedures for the receipt, retention, and treatment of complaints received by Intel regarding accounting, internal accounting controls, or auditing matters, including confidential, anonymous submissions by Intel’s employees, received through established procedures, of any concerns regarding questionable accounting or auditing matters. Committee Oversight of Internal Auditor and Independent Audit Firm. Among other matters, the Audit Committee monitors the activities and performance of Intel’s internal auditors and independent registered public accounting firm, including the audit scope, external audit fees, auditor independence matters, and the extent to which the independent audit firm can be retained to perform non-audit services. In accordance with Audit Committee policy and legal requirements, the Audit Committee pre-approves all services to be provided by Ernst & Young, including audit services, audit-related services, tax services, and other services. In some cases, the full Audit Committee provides pre-approval for as long as a year related to a particular category of service, or a particular defined scope of work subject to a specific budget. In other cases, the Audit Committee has delegated authority to its chair to pre-approve additional services, and the chair then communicates such pre-approvals to the full Audit Committee. The Audit Committee is responsible for overseeing the fee negotiations associated with the retention of our independent audit firm. The Audit Committee believes that the continued retention of Ernst & Young as our independent audit firm is in the best interests of our stockholders. Committee Oversight of Internal Control Over Financial Reporting. The Audit Committee has reviewed and discussed with management, our management’s assessment of and report on the effectiveness of Intel’s internal control over financial reporting as of December 26, 2020, which it made based on criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework). The Audit Committee also has reviewed 62 Report of the Audit Committee  |  2021 PROXY STATEMENT and discussed with Ernst & Young its review and report on Intel’s internal control over financial reporting. Intel published these reports in its 2020 Annual Report on Form 10-K for the year ended December 26, 2020, which Intel filed with the SEC on January 21, 2021. Required Committee Discussions and Communications. The Audit Committee has reviewed and discussed the audited financial statements for fiscal year 2020 with management and Ernst & Young, and management represented to the Audit Committee that Intel’s audited financial statements were prepared in accordance with U.S. generally accepted accounting principles (GAAP). In addition, the Audit Committee has discussed with Ernst & Young, and Ernst & Young represented that its presentations to the Audit Committee included, the matters required to be discussed with the independent registered public accounting firm by applicable PCAOB rules. This review included a discussion with management and Ernst & Young of the quality, not merely the acceptability, of Intel’s accounting principles, the reasonableness of significant estimates and judgments, and the clarity of disclosure in Intel’s financial statements, including the disclosures related to critical accounting estimates and critical audit matters. Ernst & Young has provided the Audit Committee with the written disclosures and the letter required by the PCAOB regarding the independent accountant’s communications with the Audit Committee concerning independence, and the Audit Committee has discussed with the independent audit firm and management that firm’s independence. Recommendation. In reliance on these reviews and discussions, and the reports of Ernst & Young, the Audit Committee has recommended to the Board, and the Board has approved, the inclusion of the audited financial statements in Intel’s 2020 Annual Report on Form 10-K for the year ended December 26, 2020. Audit Committee, as of March 9, 2021 Greg D. Smith, Chairman Alyssa Henry Tsu-Jae King Liu Frank D. Yeary 2021 PROXY STATEMENT  |  Report of the Audit Committee included, the matters required to be discussed with the independent registered public accounting firm by applicable PCAOB rules regarding “Communication with Audit Committees.” This review included a discussion with management of the quality, not merely the acceptability, of Intel’s accounting principles, the reasonableness of significant estimates and judgments, and the clarity of disclosure in Intel’s financial statements, including the disclosures related to critical accounting estimates. Intel’s independent audit firm has provided the Audit Committee with the written disclosures and the letter required by the PCAOB regarding the independent accountant’s communications with the Audit Committee concerning independence, and the Audit Committee has discussed with the independent audit firm and management that firm’s independence. Recommendation.In reliance on these reviews and discussions, and the reports of Ernst & Young, the Audit Committee has recommended to the Board, and the Board has approved, the inclusion of the audited financial statements in Intel’s Annual Report on Form 10-K for the year ended December 29, 2018. Audit Committee Greg Smith, Chairman Frank D. Yeary Reed E. Hundt Tsu-Jae King Liu 2019 PROXY STATEMENT       Report of the Audit Committee 57  PROPOSAL 3 ADVISORY VOTE TO APPROVE EXECUTIVE COMPENSATION OF OUR LISTED OFFICERS We are asking stockholders to approve, on an advisory basis, the compensation of Intel’s listed officers disclosed in “Compensation Discussion and Analysis,” the Summary Compensation Table, and the related compensation tables, notes, and narrative in this proxy statement. As a matter of good corporate governance, in 2009 Intel voluntarily began to provide stockholders with an advisory “say on pay” vote on executive compensation. Beginning in 2011, Section 14A of the Securities Exchange Act of 1934, as amended, made this practice mandatory for U.S. public companies. In addition, at Intel’s 2017 Annual Stockholders’ Meeting, a majority of our stockholders voted in favor of holding an advisory vote to approve the executive compensation of our listed officers every year. The Board considered these voting results and decided to adopt (and maintain) a policy providing for an annual advisory stockholder vote to approve our executive compensation. We are therefore holding this year’s advisory vote in accordance with that policy and pursuant to U.S. securities laws and regulations. Intel’s compensation programs are designed to support its business goals and promote short- and long-term profitable growth of the company. Intel’s equity plans are intended to align compensation with the long-term interests of our stockholders. We urge stockholders to read the “Compensation Discussion and Analysis” section of this proxy statement, which describes in more detail how our executive compensation policies and procedures operate and are designed to achieve our compensation objectives. We also encourage you to review the Summary Compensation Table and other related compensation tables and narratives, which provide detailed information on the compensation of our listed officers. The Board and the Compensation Committee believe that the policies and procedures described and explained in the “Compensation Discussion and Analysis” are effective in achieving our goals and that the compensation of our listed officers reported in this proxy statement has supported and contributed to the company’s recent and long-term success. Although this advisory vote to approve the executive compensation of our listed officers is non-binding, the Compensation Committee will carefully assess the voting results. The “Compensation Discussion and Analysis” in this proxy statement discusses our stockholder engagement efforts over the past year and reflects our commitment to consult directly with stockholders to better understand any significant views expressed in the context of matters voted upon at our annual stockholders’ meetings. Unless the Board modifies its policy on the frequency of holding “say on pay” advisory votes, the next “say on pay” advisory vote will occur at the 2020 Annual Stockholders’ Meeting. RECOMMENDATION OF THE BOARD The Board of Directors recommends that you vote “FOR” approval of the executive compensation of Intel’s listed officers on an advisory basis. 58 Proposal 3: Advisory Vote to Approve Executive Compensation of Our Listed Officers         2019 PROXY STATEMENT 63  COMPENSATION DISCUSSION AND ANALYSISProposal 3 Advisory Vote to Approve Executive Compensation of Our Listed Officers We are asking stockholders to approve, on an advisory basis, the compensation of Intel’s listed officers disclosed in “Compensation Discussion and Analysis,” the Summary Compensation Table, and the related compensation tables, notes, and narrative in this proxy statement. As a matter of good corporate governance, in 2009 Intel voluntarily began to provide stockholders with an advisory “say on pay” vote on executive compensation. Beginning in 2011, Section 14A of the Securities Exchange Act of 1934, as amended, made this practice mandatory for U.S. public companies. In addition, at Intel’s 2017 Annual Stockholders’ Meeting, a majority of our stockholders voted in favor of holding an advisory vote to approve the executive compensation of our listed officers every year. The Board considered these voting results and decided to adopt (and maintain) a policy providing for an annual advisory stockholder vote to approve our executive compensation. We are therefore holding this year’s advisory vote in accordance with that policy and pursuant to U.S. securities laws and regulations. Intel’s compensation programs are designed to support its business goals and promote short- and long-term profitable growth of the company. Intel’s equity plans are intended to align compensation with the long-term interests of our stockholders. We urge stockholders to read the “Compensation Discussion and Analysis” section of this proxy statement, which describes in more detail how our executive compensation policies and procedures operate and are designed to achieve our compensation objectives. We also encourage you to review the Summary Compensation Table and other related compensation tables and narratives, which provide detailed information on the compensation of our listed officers. The Board and the Compensation Committee believe that the policies and procedures described and explained in the “Compensation Discussion and Analysis” reflect our competitive pay positioning strategy, emphasis on incentive-driven pay, and use of goals aligned with our business strategy, and that the compensation of our listed officers reported in this proxy statement is appropriately tied to the company’s financial and operational performance, supports our commitment to good compensation governance, and provides market-based opportunities to attract, retain, and motivate our executive officers in an intensely competitive market for qualified talent. Although this advisory vote to approve the executive compensation of our listed officers is non-binding, the Compensation Committee will carefully assess the voting results. The “Compensation Discussion and Analysis” in this proxy statement discusses our stockholder engagement efforts over the past year, including how we sought to understand and respond to last year’s say-on-pay vote results, and reflects our commitment to consult directly with stockholders to better understand any significant views expressed in the context of matters voted upon at our annual stockholders’ meetings. Unless the Board modifies its policy on the frequency of holding “say on pay” advisory votes, the next “say on pay” advisory vote will occur at the 2022 Annual Stockholders’ Meeting.   2018 LISTED OFFICERS   Robert (“Bob”) H. Swan Recommendation of the Board The Board of Directors recommends that you vote “FOR” approval of the executive compensation of Intel’s listed officers on an advisory basis. Chief Executive Officer (effective January 30, 2019) (Interim Chief Executive Officer and Executive Vice President, Chief Financial Officer) 64 Proposal 3: Advisory Vote to Approve Executive Compensation of Our Listed Officers  |  2021 PROXY STATEMENT  Compensation Discussion and Analysis 2020 LISTED OFFICERS Robert H. Swan Former Chief Executive Officer, effective February 15, 2021 George S. Davis Executive Vice President Chief Financial Officer Navin Shenoy Executive Vice President General Manager, Data Platforms Group   Steven R. Rodgers Executive Vice President General Counsel Gregory M. Bryant Executive Vice President General Manager, Client Computing Group   Dr. Venkata S.M. (“Murthy”) Renduchintala Former Executive Vice President Group President, Technology, Systems Architecture and Client Group, and Chief Engineering Officer, effective August 3, 2020 This section of the proxy statement explains how the Compensation Committee of the Board of Directors oversees our executive compensation programs and discusses the compensation earned by Intel’s listed officers, as presented in the tables below under “Executive Compensation.” This Compensation Discussion and Analysis is composed of four sections:   Navin Shenoy§ Executive Vice President General Manager, Data Center GroupSummary—Key elements of compensation for our listed officers, including a discussion of our leadership transformation and compensation decisions for our new CEO in 2021, 2020 “say on pay” result, and robust investor engagement;   Brian M. Krzanich§ Former Chief Executive Officer2020 Compensation of Our Listed Officers—Details on our executive compensation programs and the individual compensation of our listed officers;   §Update on 2019 Strategic Growth Equity Awards—Details on how the Strategic Growth Equity Awards granted in 2019 are tracking; and §Other Aspects of Our Executive Compensation Programs—A discussion of our compensation framework, our use of peer group data, and other policies and practices related to our executive compensation programs. Detailed compensation tables that quantify and further explain our listed officers’ compensation follow this Compensation Discussion and Analysis. This section ofExecutive Summary In 2020, the proxy statement explains how the Compensation Committee of the Board of Directors overseescompany continued to progress on its multi-year strategic transformation to (i) strengthen our executive compensation programsCPU franchise, while evolving into a multi-architecture xPU company, (ii) move from silicon focused to platform focused solutions, including silicon, software, and discusses the compensation earned by Intel’s listed officers, as presented in the tables below under “Executive Compensation.”services, and (iii) contemporize our integrated device manufacturer (IDM) model, to capitalize on key technology inflections and extend our reach into fast-growing markets. This Compensation Discussion and Analysis is composed of four sections: Executive Summary—Highlights of compensation for our listed officers; Investor Engagement and the 2018 “Say on Pay” Vote—A discussion of the 2018 “say on pay” results; 2018 Compensation of Our Listed Officers—Details on our executive compensation programs and the individual compensation of our listed officers; and Other Aspects of Our Executive Compensation Programs—A discussion of our compensation framework, our use of peer group data, and other policies and processes related to our executive compensation programs. The roles of our 2018 listed officers have changed since the beginning of 2018. On June 20, 2018, Brian M. Krzanich resigned as Chief Executive Officer (CEO) of Intel and a member of the Board of Directors. Our Board of Directors on the same day appointed Chief Financial Officer (CFO) Robert H. Swan interim CEO. In May 2018, Steven R. Rodgers was appointed an executive officer of Intel. On January 30, 2019, our Board of Directors appointed Mr. Swan Intel’s CEO. Detailed compensation tables that quantify and further explain our listed officers’ compensation followAgainst this Compensation Discussion and Analysis. EXECUTIVE SUMMARY 2018backdrop, 2020 was a year of challenges transition, and ultimately great financial success for Intel, as demonstrated by the achievement of our revenue growth, operating income growth, and EPS growth goalsopportunities for the year. During the second half of 2018, we begancompany: § Despite the complexity created by the COVID-19 pandemic, the company capitalized on the market dynamics created by a work-from-home environment to deliver a leadership transition with the promotion of Mr. Swan to the interim CEO role, and he and our leadership team continued our strategic transformation. Mr. Swan led Intel through a successful year in 2018, and on January 30, 2019 was appointed our permanent CEO and a member of record revenue. § The company—in assessing the imperative for Intel to improve process technology execution and accelerate progress on our transformation—took action to reorient the company’s technology organization beginning in mid-2020, and the Board implemented a Chief Executive Officer (CEO) transition in early 2021, hiring Patrick P. Gelsinger. As Intel’s new CEO, Mr. Gelsinger brings unique insights on the company’s technology evolution, as well as an excellent track record of both performance and talent development. § The Board and management remained focused on the cultural transformation necessary to position the company for long-term growth, both by closely monitoring the health and well-being of our highly-skilled global workforce of over 110,000 people during the pandemic and continuing to promote a culture that seeks to advance diversity and inclusion across our global workforce. Looking ahead, the Board is confident that under Mr. Gelsinger’s leadership, Intel is well-positioned to execute on our strategy, build on our record of Directors.product leadership, and capitalize on the significant opportunities ahead to create long-term stockholder value.       2019 2021 PROXY STATEMENT   |  Compensation Discussion and Analysis   59 65 This Executive Summary discusses three aspects of our executive compensation programs for 2020 and 2021, underpinning Intel’s strategic transformation: § The considerations informing Mr. Gelsinger’s new hire compensation as our new CEO, effective February 15, 2021. § The company’s broad stockholder engagement during the past year and actions taken by the Compensation Committee in response to the feedback received—including changes made to the Executive Annual Performance Bonus Plan (Annual Cash Bonus Plan) for plan year 2021 and enhancements made in our proxy statement disclosure. § The compensation paid to the Listed Officers for 2020. Leadership Transformation Over the past year, Intel transformed its technology leadership team and implemented a CEO transition to reposition the company for growth. Technology Leadership Transition In mid-2020, the company made important changes to our technology organization and executive team in order to accelerate product leadership and improve focus and accountability in process technology execution. The company separated the Technology, Systems Architecture, and Client Group (TSCG) into five teams, whose leaders report directly to Intel’s CEO: Technology Development; Manufacturing and Operations; Design Engineering; Architecture, Software and Graphics; and Supply Chain. In connection with this change, the company determined that Dr. Venkata Renduchintala’s role as Group President, TSCG would be eliminated, effective August 3, 2020. See pages 89 and 103 for details of Dr. Renduchintala’s separation agreement. Intel named Dr. Ann Kelleher to lead the Technology Development Group and Keyvan Esfarjani to lead the Manufacturing and Operations Group, both of whom bring to their new roles consistent track records of success as long-time leaders at Intel. The company continued to add highly experienced engineering and executive talent to accelerate Intel’s transformation. In addition to the hiring of Mr. Gelsinger as Intel’s CEO, announced in January (as discussed in the following section), the company added three technology leaders in early 2021: § Sunil Shenoy rejoined Intel to lead the Design Engineering Group. Mr. Shenoy returns to the company as a 33-year Intel veteran and proven engineering leader who has deep experience in microprocessor and system-on-chips design and research and development. § Guido Appenzeller became Chief Technology Officer of the Data Platforms Group. Previously, Mr. Appenzeller served as the Chief Product Officer of Yubico, and as the Chief Technology Officer, Cloud & Networking at VMware. § Glenn Hinton rejoined Intel as Senior Fellow. Mr. Hinton returns to the company as a 34-year Intel veteran, and holds more than 90 patents from eight different CPU designs. 2021 CEO Transition Patrick P. Gelsinger In early 2021, the Board of Directors implemented a leadership transition, appointing Mr. Gelsinger as CEO effective February 15, 2021, at which time he also joined the Board. The Board determined that this was the right time to change company leadership in order to draw on Mr. Gelsinger’s deep technology and engineering expertise during this critical period of transformation at Intel, and to further enhance the company’s ability to attract top-tier engineering talent. Mr. Gelsinger is a former long-term Intel executive and a highly respected technology industry veteran with a distinguished track record of innovation and talent development. He spent the past eight years successfully leading VMware, Inc., another large technology company, where annual revenues nearly tripled and stock price and market capitalization reached all-time highs during his tenure. According to Glassdoor,1 Mr. Gelsinger was ranked #1 CEO in the world in 2019 and received a CEO approval rating of 99%. Mr. Gelsinger previously spent 30 years in key technology leadership roles at Intel, including serving as Senior Vice President and Co-General Manager of Intel’s Digital Enterprise Group from 2005 to September 2009, serving as Intel’s first-ever Chief Technology Officer from 2002 to 2005, and leading Intel’s Desktop Products Group prior to that. Mr. Gelsinger led the company in developing several key technologies in the industry, including Wi-Fi and USB. He was the architect of the original 80486 processor, led 14 different microprocessor programs, and played key roles in the Core and Xeon families, leading to Intel’s dominance as a supplier of the microprocessor. Mr. Gelsinger holds eight patents in the areas of VLSI design, computer architecture, and communications. 1 Source: see www.glassdoor.com/Award/Top-CEOs-LST_KQ0,8.htm 66 Compensation Discussion and Analysis  |  2021 PROXY STATEMENT LISTED OFFICER PAY OVERVIEWIn designing Mr. Gelsinger’s compensation package, the Compensation Committee, advised by its independent compensation consultant, sought to deliver market-competitive compensation commensurate with Mr. Gelsinger’s capabilities and experience and reflective of the considerable challenge of leading Intel’s transformation. Specifically, in determining the size and structure of his one-time new hire equity awards, the Compensation Committee considered the following factors:   § The value of Mr. Gelsinger’s compensation with his prior employer that would be forfeited if he returned to Intel, which was estimated to be approximately $50 million based on available information at the time of Mr. Gelsinger’s hiring. Intel’s executive compensation programs § The magnitude of the transformation being undertaken by the company and the need to provide sufficient upside opportunity to a leader with the technological and engineering experience required to successfully execute it. § The importance of creating immediate alignment with Intel’s stockholders. § The fiercely competitive market for a talented, experienced technology executive capable of leading Intel, including the compensation levels evaluated by the Compensation Committee during its prior CEO search process two years ago. § Mr. Gelsinger’s unique skill set and background as a successful public technology company CEO with in-depth knowledge and engineering experience at Intel, having played a central role in developing leading-edge technologies at the company during his prior 30 year tenure. Based on these considerations, the Compensation Committee determined to offer Mr. Gelsinger one-time new-hire equity awards at a magnitude that would provide sufficient incentive for him to depart his prior position and assume responsibility as CEO at Intel. The Compensation Committee authorized granting Mr. Gelsinger one-time new hire equity awards with a target value of approximately $110 million, with almost 75% of the award’s target value requiring significant stock price appreciation in order for the awards to be earned. In structuring the awards, the Compensation Committee made long-term stockholder value creation the clear focal point of Mr. Gelsinger’s new-hire compensation. Key aspects of these awards are designed to complementoutlined in the chart below and implement our growth strategy. The table below shows our pay elements anddiscussed in more detail in the purposes they serve:subsequent table. CEO New Hire Equity Awards   Over 94% of total compensation package is equity-based to create immediate alignment with stockholders Of the ~$60M non make-whole portion, $20M vests only if Intel’s stock price triples 73% of target value requires substantial value creation to be realized The Compensation Committee considered that Mr. Gelsinger would not receive an annual equity award for 2021, which was targeted at $15.5M for Intel’s CEO in 2019 ~$50M of $11OM target value provided as make-whole for compensation forfeited from prior employer 2021 PROXY STATEMENT  |  Compensation Discussion and Analysis 67 Mr. Gelsinger’s compensation package is predominately performance-based with performance conditions requiring significant increases in Intel’s stock price. The Compensation Committee determined that it was appropriate to condition the ability to earn such awards primarily upon Intel’s stock price performance based on the following considerations: PURPOSE§   PAY ELEMENTThe company’s experience in recent years demonstrating that strong financial performance did not necessarily translate to stock price appreciation for our stockholders ruled out conditioning a portion of the equity awards on financial performance goals. § Conditioning vesting of awards directly on Intel’s stock price performance, together with three- and five-year service requirements, directly ties compensation to creating and maintaining long-term stockholder value. Specific terms of Mr. Gelsinger’s one-time new hire equity awards are as follows: Award Type + Target Award Value Material Vesting Terms Award Purpose and Design Considerations Make-   Whole   Relative TSR PSUs $20 Million §  Three-year relative TSR award that vests based on our TSR performance relative to the median TSR of the S&P 500 IT Index §  The awards vest at target (100%) for TSR at the median of the Index §  Payout at 0% if Intel’s TSR is 25 percentage points below the Index; payout at 200% of target if Intel’s TSR is 25 percentage points above the Index §  Maximum payout is 200% of target §  Measures three-year performance against the highly relevant and challenging S&P 500 IT Index companies, the same component applicable to a portion of the annual PSUs awarded to other Intel executives §  For historical perspective, median three-year TSR in the S&P 500 IT Index through year-end 2018, 2019, and 2020, respectively, was 57.6%, 108.0%, and 115.6% §  Strong execution and value creation is required for a target payout, which is an ambitious target given that the 2018 Outperformance Stock Units that vested based on Intel’s relative TSR for the 2018 to 2021 performance period paid out at 0% §  Also replaces in part the value of unvested equity awards Mr. Gelsinger forfeited upon his departure from his prior employer Strategic Growth Equity Award Performance Stock Units $20 Million §  Five-year performance period §  Vesting based on stock price appreciation: §  Threshold: 50% vests for 30% stock price growth §  Target: 100% vests for 50% stock growth §  Maximum: 200% vests for 100% stock price growth §  Stock price goals must be maintained for 30 consecutive trading days. In addition, awards are capped at target payout if the threshold goal is not maintained for the 30 consecutive trading days at the end of the five-year performance period §  50% of vested shares distributed upon satisfying three-year continued service condition and remaining vested shares distributed upon satisfying five-year continued service condition §  Incentivizes long-term stock price appreciation, with the ambitious goal of doubling the value of the company (corresponding with a $203 billion increase in market cap) in order to achieve maximum value of the award, while encouraging retention with the service-based vesting schedule §  Serves to align Mr. Gelsinger’s compensation package with the other Intel executives who in 2019 received Strategic Growth Equity Award PSUs by tying vesting to similarly rigorous requirements for stock price appreciation; the similar awards granted in 2019 have completed two years of the five-year performance period with zero vesting to date 68 Compensation Discussion and Analysis  |  2021 PROXY STATEMENT Award Type + Target Award Value Material Vesting Terms Award Purpose and Design Considerations Make-   Whole   Strategic Growth Equity Award Performance Stock Options $20 Million §  Options time vest annually over four years and expire after 10 years §  Requires 30% stock price appreciation for 30 consecutive trading days during the five-year performance period to become exercisable. Canceled if this condition is not met §  Further emphasizes the importance of long-term stockholder value creation; options are exercisable only if our market cap increases by $61 billion, while encouraging retention with a service-based vesting schedule §  Serves to align Mr. Gelsinger’s compensation package with the other Intel executives who in 2019 received Strategic Growth Equity Award stock options with similarly rigorous requirements for stock price appreciation; the similar awards granted in 2019 have completed two years of the five-year performance period with zero options being exercisable to date Outperformance PSUs $20 Million §  Requires 200% stock price appreciation during the five-year performance period. Stock price must be maintained for 30 consecutive trading days §  0% of the award vests if Intel’s stock increases by less than 200%. No additional payout if the price increases by more than 200% §  Rewards and provides additional upside tied solely to exceptional long-term stock price performance – effectively a tripling of Intel’s stock price                 BASE PAY         SHORT-TERM CASH INCENTIVES    RSUs (ANNUAL AND QUARTERLY)$20 Million       LONG-TERM EQUITY AWARDS    § (PSU AND RSU)  Quarterly time vesting over three years       BENEFITS    §  Provides a retentive, service-based equity component in line with other Intel executives §  Replaces in part the value of unvested equity awards Mr. Gelsinger forfeited upon his departure from his prior employer §  Creates immediate alignment with stockholders         Motivating and rewarding performance that builds value for stockholdersMatching RSUs $10 Million   §  If Mr. Gelsinger made an investment of $10 million in Intel stock within his first 30 days of employment using his own funds, he would receive a matching RSU award §  In February 2021, Mr. Gelsinger elected to purchase the maximum $10 million in Intel stock related to this award §  Matching RSUs vest quarterly over three years and the investment shares must be retained for at least three years   ● §  Encourages Mr. Gelsinger to make a personal investment in Intel stock, providing immediate alignment with employees and stockholders and reaffirming an ownership mentality §  Also replaces in part the value of unvested equity awards Mr. Gelsinger forfeited upon his departure from his prior employer §  Contains a service-based vesting requirement and has retentive value    ● These one-time, new hire equity awards were made under a new 2021 Inducement Plan adopted by the Board of Directors on February 11, 2021, which has substantially similar terms as our 2006 Equity Incentive Plan including a clawback provision. Mr. Gelsinger also received a cash hiring bonus of $1,750,000 payable within 30 days following his employment start date, subject to repayment on a pro-rated basis if, during the 12 months following his start date, he resigns without good reason (as defined in his offer letter) or his employment is terminated for any reason other than for death or disability.       Providing total compensation designed to attract and retain the best talent in the industry   ● 2021 PROXY STATEMENT  |  Compensation Discussion and Analysis   ● 69 Mr. Gelsinger’s base salary of $1,250,000 and annual cash bonus target of 275% of base salary (or $3,437,500) are both equal to those of his predecessor, which the Compensation Committee determined were market competitive and recognized Mr. Gelsinger’s expertise and leadership experience. Beginning in 2022, the Compensation Committee expects that Mr. Gelsinger will receive annual equity awards in line with competitive peer practices. In the event Mr. Gelsinger’s employment is terminated by Intel without cause or he voluntarily resigns for good reason, and he signs and does not revoke a release of claims in favor of Intel, Mr. Gelsinger will receive a severance payment equal to the sum of (i) 18 months of his then-base salary and (ii) 1.5 times his then-target bonus, payable over a period of 18 months in accordance with Intel’s regular payroll practices. In addition, in the event his employment is terminated by Intel without cause, including by reason of his death or disability, or he voluntarily resigns for good reason, in either case within the initial two-year period following his employment start date, and he signs and does not revoke a release of claims in favor of Intel, he will vest as to an additional 18 months in the (x) time-vesting RSUs and (y) any performance-vesting equity awards that have vested as of such date and remain subject solely to time-vesting conditions. Robert H. Swan Mr. Swan remained our CEO until February 15, 2021. In connection with his termination of employment without cause when he was retirement eligible under our equity program, Mr. Swan received or is eligible to receive certain benefits under his existing arrangements. He did not receive or become entitled to any additional payments or benefits in connection with his termination of employment, other than pursuant to his existing arrangements. Under his existing arrangements and our equity program, Mr. Swan received accelerated vesting of his interim CEO RSUs and PSUs, his annual PSUs, and his cash incentive-related PSUs. For most of these PSU awards, Mr. Swan remains eligible to receive a payout based on actual performance of the applicable performance goals at the end of the applicable performance periods. Of the $38,449,529 disclosed value of the equity awards that are vesting in connection with Mr. Swan’s termination of employment without cause, awards valued at $29,264,068 as of his termination date are subject to further performance requirements and may not be earned at all. Mr. Swan forfeited awards with a target value of $54,767,260 as of his termination date. See page 105 for more details. Investor Engagement and the 2020 “Say on Pay” Vote    ●    ● In 2020, we received approximately 49.7% support for our “say on pay” proposal. The Compensation Committee and full Board took the outcome of this vote seriously and were highly focused on gathering and responding to our stockholders’ feedback regarding Intel’s executive compensation programs. Members of our Board and management team conducted broad stockholder outreach in the second half of 2020 and early 2021—in addition to engagements held during the weeks leading up to our 2020 Annual Stockholders’ Meeting. In overseeing Intel’s engagement efforts, the Compensation Committee aimed to understand further our stockholders’ concerns around compensation, with the goal of incorporating key feedback themes into our executive compensation programs. In total, we contacted stockholders representing 50.4% of our outstanding common stock and held telephonic or video meetings with stockholders representing 39.5% of our outstanding common stock. Our engagement team included representatives from our Investor Relations group, Corporate Responsibility office, Human Resources office, and Corporate Secretary office. Dr. Ishrak, our Independent Chairman of the Board and a member of the Compensation Committee, participated in meetings with investors representing 29.7% of our outstanding common stock. While the primary focus of engagement was to gain stockholders’ perspectives on Intel’s executive compensation programs, we also discussed topics including diversity, strategy, human capital, and our approach to environmental and social issues. In evaluating potential changes to our executive compensation programs’ structure and disclosure, the Compensation Committee closely examined common themes from stockholder feedback over multiple meetings. The table below summarizes the input received from our stockholders and how our Compensation Committee has addressed these matters.       Maintaining competitive compensation and benefits to support our executives, allowing them to maximize attention and optimize time in pursuit of building stockholder value70   ● Compensation Discussion and Analysis  |  2021 PROXY STATEMENT     What We Heard From Stockholders   ●Our Perspective / How We Responded   Operational Goal   Disclosure: Some stockholders asked for further disclosure of the Operational Goals in our Annual Cash Bonus Plan and Intel’s performance against the goals—while acknowledging the potential competitive sensitivity of certain targets. §  We are providing enhanced disclosure of our One Intel operational goals, including a description of the goals, their link to our business strategy, how we performed relative to the goals and overall scores. §   Disclosure of details for certain goals (such as products that have not been qualified for production or release, cost, manufacturing targets and dates, and product release dates) would cause us meaningful competitive harm, but we have provided as much disclosure as we believe is feasible to convey the key nature of the goals set, their rigor, and our achievements against them. §   See page 79 for additional detail on our performance relative to the Operational Goals, which now account for one-third of the target opportunity under our Annual Cash Bonus Plan.   Annual Cash Bonus   Plan Financial   Metrics: Some stockholders raised concerns about the rigor of the financial metrics in our Annual Cash Bonus Plan, which historically have been based on absolute net income growth performance and relative net income growth performance, but stockholders were not prescriptive about metrics the Compensation Committee should select. §  Beginning for 2021, we are adding more rigor by replacing the financial metrics for the Annual Cash Bonus Plan with revenue and net income; each will be measured against threshold, target, and maximum goals. §   The Compensation Committee believes that including a revenue metric will help to further drive execution on Intel’s growth strategy, and better aligns our annual bonus program with Intel’s Tech 16 peers. §  In addition, the Committee believes that shifting to an absolute net income target will better enable the Compensation Committee to select a challenging profitability target based on Intel’s go forward operating plan and the macroeconomic environment, rather than being measured relative to the prior year’s performance.   Relative TSR Index   and Target Payout   Requirements in   PSUs: Some stockholders commented that they generally prefer relative TSR metrics that require above peer median performance for target payouts. However, the majority of stockholders expressed strong support for continuing to measure Intel’s performance against the S&P 500 IT Index, which has significantly outperformed the S&P 500 (the TSR benchmark most commonly used by our peers), as well as our PSUs’ requirement for target payout (TSR within 1% of the index). §  While the Compensation Committee evaluated shifting our TSR index to the broader S&P 500 (in line with peer practice) and setting the target to above median, the Compensation Committee decided to maintain our current S&P 500 IT Index, concluding that the S&P 500 IT Index is a more challenging, relevant benchmark for Intel’s business. §  As shown in the following table, in recent years, 3-year TSR performance of the S&P 500 IT Index has consistently and meaningfully exceeded performance of the broader S&P 500: §   In evaluating the relative TSR metric for our PSUs, the Compensation Committee also noted that nearly all of our Tech 16 peers with a relative TSR metric require performance at the median of the S&P 500 for target payouts—the same relative performance level, but against a less challenging benchmark. §   As such, the Compensation Committee determined to maintain our PSUs’ relative TSR metric based on the S&P 500 IT Index and the existing payout curve.       Incentivizing executives to drive business performance over both the short and long term   2021 PROXY STATEMENT  |  Compensation Discussion and Analysis   ● 71 ●     What We Heard From Stockholders Our Perspective / How We Responded   Update on 2019   Strategic Growth   Equity Awards: In late 2020, some stockholders requested that the company disclose how these awards are tracking to assist them in assessing the rigor of the awards’ stock price appreciation requirements. §Our former CEO, upon Intel’s leadership transition in February 2021, forfeited the Strategic Growth Equity Awards that he had previously been granted. §Through year-end 2020, nearly two years into the awards’ five-year performance period, $0 has been realized. §Further, substantial stock price appreciation, maintained for least 30 trading days, is required in the remaining three years and one month for the awards to be earned1: §Requires 47% increase for Performance Stock Units to vest at target §Requires 27% increase for Performance Stock Options to be exercisable and half of Performance Stock Units to vest §Additional disclosure on these awards can be found on page 84. 1  Based on $49.82 closing stock price on December 31, 2020.     Paying fairly For a discussion of additional feedback we received on our ESG practices and equitably irrespective of gender and race    other matters, ● ● ● ● see “Investor Engagement ” on page 40 Listed Officer Pay Overview There are three key drivers of our executive compensation programs: a competitive pay positioning strategy, a heavy emphasis on incentive-driven pay, and goals that are appropriately aligned with our business strategy (in terms of both selection and attainability). Our executive compensation programs focus on different performance metrics for the different performance periods to balance the incentives. Our executive compensation programs continue to be tied to the company’s financial and operational performance, support our commitment to good compensation governance, and provide market-based opportunities to attract, retain, and motivate our executives in an intensely competitive market for qualified talent. BUSINESS PERFORMANCE AND PAY The following table lists the pay elements of our 2020 programs and the purpose they serve:   2018 was another record year for Intel and shows we have made progress on our strategy to transform from a PC-centric company to a data-centric company. We achieved record revenue and earnings per share (EPS) in 2018, driven by strong business performance, continued operating leverage, and a lower tax rate. Revenue from our data-centric businesses collectively increased by double digits. Our PC-centric business grew above our expectations and continued to be a source of profit, cash flow, scale, and intellectual property (IP). While we have had delays in implementing our 10 nanometer (nm) manufacturing process technology, we have continued to innovate in our 14nm products, introducing leadership products that deliver more value to our customers. We’ve expanded beyond PC and server businesses with significant growth in adjacent products, and gained share in an expanded $300 billion TAM1. Our employees are executing to our strategy by developing compelling technology and delivering innovative products to our customers, enabling strong financial growth.     REVENUE +13%   Pay Element         Purpose Performance Period Performance Metric Fixed Pay Base Salary Designed to be market-competitive and attract and retain talent Annual — Results shown below are our reported GAAP results except as noted.       2018    2017    Change Revenue    $70.8 billion    $62.8 billion    13% Gross Margin    61.7%    62.3%    down 0.6 pts Operating Income    $23.3 billion    $18.1 billion    29% Adjusted Net Income2    $20.8 billion    $15.0 billion    38% Earnings Per Share    $4.48    $1.99    126% 2018 VS. 2017 In 2018, revenue was a record high of $70.8 billion, up $8.1 billion, or 13%, from 2017. The increase in revenue was primarily driven by strong performance across our data-centric businesses, which collectively grew 18% year over year and made up nearly half of our total revenue in 2018. Our recently acquired Mobileye business had revenue of $698 million. Our PC-centric business grew 9%, above our expectations, due to PC TAM1 growth and demand for our leadership products. The increase in 2018 revenue was partially offset by the loss of revenue from businesses that were divested, specifically $534 million from the divestiture of the At Risk Pay Annual Cash Bonus Incentivize achievement of Intel’s near-term financial and operational objectives, consistent with Intel’s longer-term goals Annual §Year-Over-Year Net Income Growth (1/3)   §Relative Net Income Growth vs. Tech 15 peers (1/3) §One Intel Operational goals (1/3) 1 Source: Intel calculated 2022 Total Addressable Market (TAM) and PC TAM derived from industry analyst reports.Quarterly Cash Bonus Company-wide program that rewards quarterly profitability based on Intel’s net income relative to company compensation costs Quarter §5% of Quarterly Net Income divided by Intel’s worldwide cost of a day’s pay 2 See “Non-GAAP Financial Measures” in Appendix A.Restricted Stock Units Facilitates stock ownership, executive retention, and stockholder alignment Three-Year Period with Quarterly Vesting §Stock Price Appreciation Performance Stock Units Designed to reward long-term profitability and long-term performance relative to peers; to create and alignment with stockholders; and to facilitate executive retention Three-Year Period § Relative TSR vs, S&P 500 IT Index (50%) § Cumulative EPS Growth compared to a target established at the beginning of the three-year performance period (50%)   60   72 Compensation Discussion and Analysis       2019|  2021 PROXY STATEMENT     Intel Security Group (ISecG)Business Performance and approximately $165 millionPay 2020 We achieved record revenue for the fifth consecutive year, and our results amid the challenges of a global pandemic and an uncertain economy reflect the importance of our technology and the resilience of our employees around the world. In 2020, we achieved record revenue of $77.9 billion with 49% from the divestiture of Wind River. Operating income andour data-centric businesses. Our strong financial performance resulted in a 5% increase year-over-year in our GAAP diluted EPS were both upwhich was $4.94 per share. We shipped a higher volume of 10nm products than we had anticipated at the beginning of the year. The higher 10nm mix, combined with a higher portion of revenue from 2017. lower margin adjacent businesses, offset higher platform revenue and drove a decline in gross margin percentage of three percent. We also returned $19.8 billion to stockholders, including $5.6 billion in dividends and $14.2 billion in stock buybacks. 2020 vs. 2019 Results shown below are our reported GAAP results:               2020                    2019                    Change               Revenue    $77.9 billion    $72.0 billion    up 8%       Gross margin    56.0%    58.6%    down 2.5 ppt       Operating income    $23.7 billion    $22.0 billion    up 7%       Net income    $20.9 billion    $21.0 billion    down 1%       Earnings per share—diluted    $4.94    $4.71    up 5% For key highlights of the results of our operations, see “A”Proxy Statement Highlights; A Year in Review” within the Proxy Statement Highlights. We adjusted net income to exclude the one-time charge related to Tax Reform for purposes of incentive compensation, as we believe it facilitates a better evaluation of our current operating performance against prior periods and our peers.on page 9. Incentive Program Results PAY-FOR-PERFORMANCE Our executive compensation programs are structured to provide strong pay-for-performance alignment and reflectincorporate a balance of different metrics to measure our strong 2018 performance: Theperformance over different performance periods (short-term versus long-term), as evidenced by recent payouts. We performed at target when measured against net income and operational results over the short-term annual incentive cash payoutperformance period under the executive officers’ 2014 Annual PerformanceCash Bonus Plan, (Executive Incentive Cash Plan), based on the financialbut our relative TSR underperformed and operational performance for 2018, resulted in a corporate average payout of 107% of the annual incentive cash target for most of the listed officers and 118% of target for Mr. Shenoy, who oversees the Data Center Group (DCG) and is subject to the DCG business unit goals. The quarterly incentive cash payout under the company-wide quarterly cash incentive program, based on Intel’s 2018 quarterly profitability, resulted in 26.8 days of compensation for each of our executive officers in 2018. Under the 2015 program granting performance-based restricted stock units (referred to as “OSUs” or “outperformance stock units” and beginning in 2019, referred to as “PSUs” or “performance stock units”), which was based on the company’s three-year TSR relative to the median three-year TSR of our 15-company technology peer group, the 2015 OSU grants resulted in a 2018 payout of 113.5% of target and, together with dividend equivalents accrued on the shares that were earned over the 37-month vesting period, were settled at 121.9% of target. Intel’s three-year TSR was 46.6%, whereas the median three-year TSR of our 15-company technology peer group was 43.2%. Pay Governance determined that there was a strong alignment between our CEOs’ three-year realizable pay and our TSR relative to peers as indicated in the chart below. Specifically, for the 2016-2018 period, our CEOs’ three-year realizable pay was at the 44th percentile oftrailed our peer group and ourwhen measured over three-year TSR (+14% annualized) wasperformance periods. Notably, only 67.5% of the target Outperformance Stock Units (OSUs) granted in 2017 were earned at the 51st percentile. CEO TARGET PERFORMANCE AND INCENTIVE PAY MIX1 CEO REALIZABLE PAY RANK VS. 3-YEAR ANNUALIZED TSR PERFORMANCE RANK (AS OF 12/31/18) 100% Below median pay & above median performance 75% RANK Intel PERCENTILE 50% TSR 3-YEAR 25% Above median pay & below median performance 0% 0% 25% 50% 75% 100% 3-YEAR REALIZABLE PAY PERCENTILE RANK 7% 13% Equity Awards 93% Base Salary at risk pay Non-Equity Incentive 80% Compensation 1  Does not include Mr. Swan’s (i) $1,000,000 third installment of his 2016 sign-on award, (ii) $1,500,000 cash bonus award for 2018 performance as interim CEO, (iii) “Change in Pension Value and Non-Qualified Deferred Compensation Earnings,” and (iv) “All Other Compensation” as reported in the Summary Compensation Table on page 79. CEO TRANSITION In June 2018, Mr. Krzanich resigned from the company as CEOend of their performance period in 2020, and as a membernone of the Board. The Board then appointed Mr. Swan, our CFOOSUs granted in 2018 were earned at the time, as interim CEO and CFO. In January 2019,end of their performance period in 2021—emphasizing the Board appointed Mr. Swan as our CEO and appointed Todd M. Underwood as our interim CFO. The following is a summarysignificant rigor of the compensation decisions in connection with the CEO transition. Mr. KrzanichS&P 500 IT Index peer group. In connection with his resignation, Mr. Krzanich did not receive any severance benefits and forfeited a total of 58,372 RSUs (18,281 of these RSUs were from his 2017 grant and 40,091 of these RSUs were from his 2018 grant), and the Compensation Committee determined that Mr. Krzanich would receive no annual incentive cash payout for 2018 under the Executive Incentive Cash Plan. Mr. Krzanich was retirement eligible (since May 2009) at the time of his resignation under the pre-existing terms of our equity plan and applicable equity grant agreements and, as a result, vesting of certain of Mr. Krzanich’s outstanding equity awards, which consisted of 87,430 RSUs and 668,274 OSU shares, accelerated pursuant to the pre-existing terms and conditions of our   Pay Element 2020 Results Performance Summary 2020 Annual Cash Bonus    2019100.7% The final payout of 100.7% of target reflects (i) performance achieved at 99% for the year-on-year net income goal, (ii) performance achieved at 91% for the relative net income goal, and (iii) performance achieved at 111% for the One Intel operational goals (resulting from a 91% achievement on the One Intel operational goals combined with the additional 20% based on achievement of ESG goals). 2020 Quarterly Cash Bonus Total 23.2 days Payout reflected as days of eligible pay. Based on the company’s 2020 quarterly profitability, our listed officers received the same amount of days payout as all Intel employees. Outperformance Stock Units Granted in 2017 (vested 2/28/2020) 67.5% Payout at 67.5% of target. Intel’s three-year TSR was 77.3%, which was 8.1 percentage points below the median of the S&P 500 IT Index. Outperformance Stock Units Granted in 2018 (vested 2/28/2021) 0% Payout at 0% of target. Intel’s three-year TSR was 8.2%, which was 89 percentage points below the median of the S&P 500 IT Index. 2021 PROXY STATEMENT   |  Compensation Discussion and Analysis   61 73 equity plan2021 Compensation Program Changes Following extensive stockholder engagement as described above, the Compensation Committee approved several key changes to our 2021 compensation programs to strengthen our pay-for-performance linkage, provide better alignment with technology peer industry practices, and his grant agreements. For his OSU shares, Mr. Krzanich remained eligiblecontinue our leadership in ESG issues. § Annual Cash Bonus Plan Design: The Compensation Committee made several changes to the design of our Annual Cash Bonus Plan to introduce greater rigor and variability into bonus payouts while supporting better business outcomes: § For 2021, the two financial metrics will be absolute net income and absolute revenue measured against threshold, target, and maximum goals. The Compensation Committee establishes goals that it believes are challenging but attainable. § For 2021, the threshold performance level for each financial metric has been set for our listed officers at 90% of target with maximum at 115% of target. Every point below target will reduce payouts by 10x and every point above target will increase them by 6.6x. The financial targets and our performance against these targets will be disclosed in the 2022 Proxy Statement. § Consistent with the changes we made commencing in 2020, One Intel operational goals will continue to comprise one-third of the target opportunity under our Annual Cash Bonus Plan for 2021, although the specific One Intel operational goals for each year are established to reflect our most critical business priorities, and One Intel operational goals will continue to include ESG metrics encompassing environmental and diversity and inclusion goals. § Peer Group: For 2021, the Compensation Committee added Advanced Micro Devices, Inc. to our peer group due to its strategic and competitive relevance to the company. Intel’s Executive Compensation Best Practices Intel has long employed a number of practices that reflect the company’s commitment to receive a payoutgood compensation governance: What We Do What We Don’t Do We award performance-based compensation that uses a variety of performance measures and performance periods No change in control compensation arrangements or excise tax gross-ups We have a substantial majority of executive pay at risk, based on a mix of absolute and relative financial and stock price performance metrics No perquisite-related tax gross-ups for executive officers (except for company-wide benefits such as relocation and housing costs) We have robust stock ownership guidelines for all executive officers No hedging or pledging of Intel stock by executives or directors We have claw-back policies that apply to our Annual Cash Bonus Plan and equity incentive plans and can be triggered by either a financial restatement or certain detrimental conduct No special retirement plans exclusively for executive officers We conduct an annual “say on pay” vote and a triennial vote on our 2006 Equity Incentive Plan No liberal share recycling under the equity incentive plans We impose limits on maximum incentive award payouts No repricing or exchange of underwater stock options without stockholder approval We incorporate relevant ESG metrics in our executive compensation programs No excessive executive perquisites Our strong governance practices extend beyond our executive compensation programs. With respect to our company-wide compensation and human capital management practices, we focus on actual performancecontinuing to build an inclusive culture and advancing pay equity. See page 49 for details of the applicable performance goals at the endour human capital management practice, and see page 36 for details of the respective performance period. Payout may range from 0% to 200% of the target amount. Mr. Swan Interim CEOour Compensation.Mr. Swan was appointed interim CEO in June 2018. In connection with his appointment and to bring his compensation in line with his position, in August 2018, the committee granted Mr. Swan a special equity award with a target aggregate value of approximately $3,270,000, allocated approximately 50% in the form of time-based RSUs and 50% in the form of OSUs. The RSUs vest quarterly over a three-year period from the grant date, and the OSUs vest in February 2021 based on Intel’s relative TSR performance from June 20, 2018 to February 1, 2021, the performance period for the OSUs. This equity award includes special provisions in the event of Mr. Swan’s termination of employment by the company without cause or by him for good reason. In January 2019, the committee also determined to award Mr. Swan an additional $1,500,000 cash bonus in recognition of his leadership and performance in 2018. In connection with his continued role as interim CEO through January 29, 2019, the committee approved in January 2019 the grant of an additional special equity award with a target aggregate value of approximately $1,200,000, allocated approximately 50% in the form of time-based RSUs and 50% in the form of performance stock units (PSUs). The RSUs vest quarterly over a three-year period from the grant date, and the PSUs vest in January 2022 based on Intel’s EPS and relative TSR performance Committee’s oversight during the three-year performance period. This equity award includes special provisions in the event of Mr. Swan’s termination of employment by the company without cause or by him for good reason. The cash bonus of $1,500,000 awarded for 2018 performance and equity award granted in 2018 and 2019COVID-19 pandemic. We also were intended to normalize his compensation opportunity with compensation that would have been provided to a sitting CEO. CEO Compensation. In January 2019, the Board appointed Mr. Swan as our CEO effective as of January 30, 2019, and adjusted his annual compensation opportunity to be competitive with compensation opportunities of the CEOs in our peer group. His base salary increased to $1,250,000, and he will be eligible forperform an annual incentive cash bonus with a target amount of $3,437,500 under the Executive Incentive Cash Plan and a quarterly incentive cash bonus under Intel’s broad-based quarterly bonus program. He received a grant of annual equity awards with a target aggregate grant date value of approximately $15,500,000, composed of approximately 80% PSUs and 20% time-based RSUs, by value. The PSUs will vest in January 2022 based on Intel’s earnings per share and relative TSR performance during the three-year performance period, and the RSUs will vest quarterly over a three-year period from the grant date. In addition to the annual equity grant described above, Mr. Swan was granted certain strategic growth equity awards in connection with his appointment as CEO that are all at-risk pay. These included performance-based stock units (Promotional PSUs) with a target amount of 450,000 shares, which will be earned based on the appreciation of Intel’s closing stock price over a five-year period following the grant date. The maximum number of Intel shares that may be earned under such Promotional PSUs is 900,000 shares. In addition, Mr. Swan was granted a performance-based stock option to purchase 1,800,000 Intel shares, which will vest annually over a four-year period from the grant date. The option will become exercisable only if, during the five-year period following the grant date, Intel’s closing stock price trades at 30% or more above the closing stock price on the grant date for 30 consecutive trading days. If this performance vesting term is not achieved by the fifth anniversary of the grant date, the option will expire and be canceled. He received an additional grant of performance-based stock units with a target grant date value of approximately $13,000,000 (Cash Incentive-Related PSUs). On each of the second and third anniversaries of the grant date, subject to Mr. Swan’s continued employment with Intel through the applicable date, 50% of the target number of such Cash Incentive-Related PSUs will vest, subject to an adjustment up or down of up to 25% of the target shares based on Intel’s average corporate plan multiplier under the Executive Incentive Cash Plan over the two- or three-year vesting period, as applicable. However, the payout for these PSUs will be zero if the average corporate plan multiplier is below 50%. If Mr. Swan’s employment is terminated by the company without cause or by him for good reason, all of the then-unvested Cash Incentive-Related PSUs will vest. 2019 Special Performance-Based Equity Awards In March 2019, the committee approved special performance-based equity awards to Dr. Renduchintala and Mr. Shenoy. They each received a grant of performance-based restricted stock units (Performance PSUs) for a target amount of 150,000 shares and performance-based stock options to purchase 600,000 shares (Performance Options). The terms of these awards are substantially similar to the terms of Mr. Swan’s Promotional PSUs and performance-based stock options detailed above. These special performance-based equity awards serve to both align the incentive opportunitiesreview of our key leaderscompensation programs to assess whether the programs’ provisions and Mr. Swan to further promote stockholders’ long-term interests and retain the executives during this period of transformation. The Board and our CEO are focused on keeping the leadership team in place, highly engaged and motivated, and continuing Intel’s significant achievements and success. The Board and our CEO recognize the current highly competitive market for strong leadership talentoperation create undesired or unintentional material risk.   62   74 Compensation Discussion and Analysis       2019|  2021 PROXY STATEMENT     2020 Compensation of Our Listed Officers Pay Philosophy and endeavor to retain top talent to further contribute to stockholder value creation. The Performance PSUs will be earned based on the appreciationElements of Intel’s closing stock price over the same five-year period as Mr. Swan’s Promotional PSUs. The maximum number of Intel shares that may be earned under such Performance PSUs is 300,000 for each of Dr. Renduchintala and Mr. Shenoy. The Performance Options will vest annually over a substantially similar four-year period as Mr. Swan’s performance-based stock option. The Performance Options will become exercisable only if, during the same five-year period as Mr. Swan’s option, Intel’s closing stock price trades at 30% or more above the closing stock price on the date Mr. Swan’s options were granted for 30 consecutive trading days. If this performance vesting term is not achieved by the same fifth anniversary as Mr. Swan’s option, the Performance Options will expire and be canceled. The Performance PSUs and Performance Options are at-risk pay.Compensation 2019 COMPENSATION PROGRAM CHANGES The Compensation Committee approved changes to our executive compensation programs for 2019 in late 2018 and early 2019 in response to stockholder feedback, to strengthen our pay-for-performance linkage, and provide better alignment with technology industry practices. Peer Group. Our 2018 compensation peer group consisted of technology and S&P 100 companies. The new 2019 peer group has been modified to focus exclusively on technology companies, as we primarily compete for talent with other technology companies. PSU Performance Metric. EPS has been added as a second performance metric to our PSU program in addition to relative TSR as measured against the median three-year TSR of the S&P 500 IT index. The addition of EPS as a metric directly ties the PSUs to Intel’s financial performance, creates greater line of sight for our executives, diversifies the incentive metrics to create balanced motivation, and reinforces long-term alignment with stockholders. PSU Retirement Provision. Beginning in 2019, the retirement provision for PSUs, which previously provided for full acceleration of vesting upon retirement, have been revised to provide for pro-rated vesting at retirement for new employees. For existing employees, a minimum of one year of service during the PSU performance period is required for full vesting; otherwise pro-rated vesting applies. These changes provide better alignment with technology peer practices and increased retention of key talent. Executive Incentive Cash Plan Death, Disability, and Retirement Provisions. Beginning in 2019, provisions related to death, disability, and retirement were established under the Executive Incentive Cash Plan that mirror the provisions under the broad-based annual incentive cash program, except the committee retains discretion in each instance to reduce the payment amount. These changes provide better alignment with technology peer practices. INVESTOR ENGAGEMENT AND THE 2018 “SAY ON PAY” VOTE In 2018, we received over 94% support for our “say on pay” vote, similar to the prior year. We have a robust year-round stockholder engagement program, which is discussed above in detail in the “Investor Engagement” section of this proxy statement. In the first quarter of each year (including in 2018), our outreach occurs prior to the distribution of our annual proxy statement materials and is focused on executive compensation, stockholder proxy statement proposals, and corporate governance topics. Based on such discussions with stockholders, we believe that stockholders’ “say on pay” support in 2018 was primarily the result of our efforts to hold executive officers accountable for business results and reward them for consistently strong corporate performance and creation of value for our stockholders. The Board believes that our 2018 “say on pay” results and the positive input received through our engagement efforts are an affirmation of the structural soundness of our executive compensation programs. During the last several months of 2018, and prior to the date of this proxy statement in 2019, we pursued multiple avenues for additional investor engagement, including in-person and teleconference meetings with our stockholders. There were no significant changes to the structure of our executive compensation programs for 2018 (consistent with our strong 2018 “say on pay” results), but in response to our stockholder feedback, we made some changes to our programs for 2019 as described above. 2018 COMPENSATION OF OUR LISTED OFFICERS PERFORMANCE AND INCENTIVE PAY FOR 2018 The principal elements of our pay-for-performance philosophy include a competitive pay positioning strategy, a heavy emphasis on incentive-driven pay, and goals that are appropriately aligned with our business strategy (in terms of both selection and attainability), as evidenced by the following program components. The competition for executive talent in the technology sector is significant. While the technology talent market has been very competitive for a number of years, our transformation to a data-centric company has resulted in new sources of competition for talent. In addition to continuing to compete for talent against other successful, established technology companies, we increasingly compete with a wide range of smaller, high-growth companies focused on emerging technologies. The   §   2019 PROXY STATEMENT       Compensation Discussion The competition for executive talent in the technology sector is fierce. While the technology talent market has been very competitive for a number of years, our transformation to a data-centric company has resulted in new sources of competition for talent. In addition to continuing to compete for talent against other successful, established technology companies, we increasingly face an even more competitive landscape as some of our largest customers have begun using their own silicon designs and Analysis 63 a wide range of smaller, high-growth companies focused on emerging technologies continue to emerge. The Compensation Committee believes that a competitive target total direct compensation targetopportunity is critical to attract, retain, and reward the executive talent crucial to driving value for stockholders. To that end, total compensation is designed to be competitive with a peer group of companies all vying for the top technical talent in the world. Adjustments to each individual’s pay position take into account our desire to compensate our executive officers based upon performance, criticality of role, and experience, while fairly balancing internal and external pay equity considerations among executive roles.   Total direct compensation opportunities are designed so that the substantial majority of executive pay is variable or “at risk,” based primarily on specific financial metrics or stock price performance over the long term. § Total direct compensation opportunities are designed so that the substantial majority of executive pay is variable or “at risk,” based primarily on specific financial metrics or stock price performance over the long term.   To further align our executive officers’ interests with those of our stockholders, the committee has structured compensation so that the proportion of variable cash and equity-based pay increases with higher levels of responsibility. § To further align our executive officers’ interests with those of our stockholders, the Compensation Committee has structured compensation so that the proportion of variable cash and equity-based pay increases with higher levels of responsibility.   § By using financial and stock price measures such as net income growth, cumulative EPS growth, and TSR, our incentive plans provide a clear and quantifiable link to operational performance and the creation of long-term stockholder value. By using financial and stock price measures such as net income growth and TSR, our incentive plans provide a clear and quantifiable link to the creation of long-term stockholder value. To further link the long-term interests of management and stockholders, Intel has established stock ownership guidelines that specify a number of shares that executive officers must accumulate and hold. ELEMENTS OF COMPENSATION The following highlights the elements of ourOur executive compensation programs: Equity.The majority of compensation for Intel’s listed officers, approximately two-thirds, is delivered in the form of stock-based compensation, designed to create long-term alignment with our stockholders. This is primarily in the form of OSUs that vest based on Intel’s TSR as measured against the S&P 500 IT Index over a three-year period, driving a focus on delivering a superior return for stockholders. The remainder is in the form of time-based RSUs, which are effective at facilitating stock ownership and retention. Additionally, listed officers are subject to robust stock ownership requirements that further reinforce alignment with stockholders over the long term. Cash.The next largest portion of a listed officer’s compensation is the annual incentive cash payout under the Executive Incentive Cash Plan, which is based on a combination of annual company-wide financial goals, company and business unit performance relative to operational goals, and individual performance. The alignment of annual financial and operational goals incentivizes the achievement of results that should ultimately drive stockholder value creation, and further enhances the link between pay and performance for our listed officers and other executives. The remaining components of our listed officers’ total direct compensation consists of a competitiveelements include base salary, annual cash bonus, quarterly cash bonus, and quarterly incentive cash payout under the company-wide quarterly incentive cash program, which is based on company-wide financial performance.equity awards consisting of RSUs and PSUs. Details of each of these pay elements are provided below in “2020 Cash Compensation” and “2020 Equity Incentives.” Benefits.In addition to the elements of total direct compensation (salary, quarterly and annual incentive cash payments, and long-term stock-based compensation), we We also provide a competitive benefits package that includes health care, retirement benefits, financial planning, life insurance, and other programs that are designed to allow our executives to maximize time and attention on activities designed to increase stockholder value. We believe that the sum of these components provides highly motivational incentives that link the pay of our executive officers to the performance of our company and enables Intel to attract and retain the very best talent in a highly competitive market. CEO COMPENSATION MIXCompensation Mix and Alignment of Principal Elements of Pay-for-Performance Our executive compensation programs are periodically refined so that they support Intel’s business goals and promote both near- and long-term profitable growth. As illustrated below, approximately 94% of the target total direct compensation for our CEO in 2020 was “at risk,” consisting of approximately 77% equity and 17% incentive cash. Only 6% of his target compensation, in the form of base salary, was fixed, ensuring a strong link between his target total direct compensation and business results. CEO Target Performance and Incentive Pay1     Our executive compensation programs are periodically refined so that they support Intel’s business goals and promote both near- and long-term profitable growth of the company. As illustrated here, approximately 93% of targeted total direct compensation for Mr. Swan, our then-interim CEO, in 2018 was “at risk,” consisting of approximately 80% equity and 13% incentive cash. Only 7% of his compensation, in the form of base salary, was fixed, ensuring a strong link between his targeted total direct compensation and business results. CEO TARGET PERFORMANCE AND INCENTIVE PAY MIX1   13% Equity Awards 93% Base Salary at risk pay Non-Equity Incentive 80% Compensation 7% 1 Does not include (i) the $1,000,000 third installment of his 2016 sign-on award, (ii) the $1,500,000 cash bonus award for 2018 performance as interim CEO, (iii) “Change in Pension Value and Non-Qualified Deferred Compensation Earnings,” and (iv)or “All Other Compensation” as reported in the 2020 Summary Compensation Table on page 79.92.   64   2021 PROXY STATEMENT  |  Compensation Discussion and Analysis     2019 PROXY STATEMENT   75 LISTED OFFICERS’ 2018 ACTUAL TOTAL DIRECT COMPENSATION MIX Listed Officers’ 2020 Actual Total Direct Compensation Mix The majority of executive compensation for our listed officers is delivered through programs that link pay realized by executives with financial, operational, and operational results, and with TSR.TSR results. Variable cash compensation payouts under our Executive IncentiveAnnual Cash Bonus Plan were based on measures of absolute and relative financial performance, company performance relative to operational goals, and individual performance. The bar chart below shows the components of 20182020 annual total direct compensation for each listed officer, as a percentage of the total.their annual total direct compensation. For most of our listed officers, this is composed of: base salary; actual quarterly and annual incentive cash payments; and annual RSUs and target OSUsPSUs granted induring the year. TOTAL DIRECT COMPENSATION CHART—LISTED OFFICERS %2020 Total Direct Compensation 0 20 40 60 80 100 6% 16% 23% 55% 5% 13% 40% 42% 8% 27% 14% 51% 8% 20% 15% 57% 5% 20% 75%Robert H. Swan1 Steven R. Rodgers Venkata Renduchintala Navin Shenoy Brian M. Krzanich2Chart In January of each year, as part of the Compensation Committee’s regular annual compensation planning, the Compensation Committee conducts a robust review of external market data, individual and company performance, and management recommendations and makes adjustments to compensation accordingly. 2020 Cash Compensation The Compensation Committee’s decisions related to base salary and annual incentive cash are focused on ensuring pay is aligned to the market and reflective of company and individual performance. Some of the Committee’s considerations include the executive’s pay relative to the market, internal pay equity, an assessment of the executive’s performance across our key measures of results, culture, and learning, criticality of role, and experience. For 2020, there was no change for any of the listed officers’ base salary and annual incentive cash target amounts from the prior year. Base Salary The table below shows the ending annualized base salary for our listed officers for 2020, as compared with 2019. For 2020, the Compensation Committee determined to keep our listed officers’ base salaries constant relative to 2019 levels. Name 2020 Base Salary ($) 2019 Base Salary ($)     Robert H. Swan   1,250,000         1,250,000           George S. Davis   900,000         900,000           Navin Shenoy   850,000         850,000           Steven R. Rodgers   833,000         833,000           Gregory M. Bryant   686,800         686,800           Venkata S.M. Renduchintala   1,056,800         1,056,800       76 Compensation Discussion and Analysis  |  2021 PROXY STATEMENT The Compensation Committee determines the CEO’s base salary in executive session after its review and discussion with the Board of our CEO’s performance and taking into account competitive market data provided by its independent compensation consultant. For the other listed officers, our CEO makes recommendations to the Compensation Committee regarding any base salary adjustments for his direct reports and other executive officers, which are based on our CEO’s evaluation of individual performance as well as a review of competitive market data. For 2021, the Compensation Committee determined to make the following increases to our listed officers’ base salaries based on its assessment of competitive market data: Name     2021 Base Salary         ($)      George S. Davis 925,000 Navin Shenoy 875,000 Steven R. Rodgers 850,000 Gregory M. Bryant 750,000 Annual Incentive Cash RSUs OSUsCompensation Based on prior year’s stockholder feedback, the Compensation Committee changed the weighting of the three performance metrics under the Annual Cash Bonus Plan for 2020 to: year-over-year net income growth (1/3), relative net income growth (1/3), and “One Intel” operational goals (1/3). Previously, the two financial metrics together represented only 50% of the target opportunity and operational goals, which were business-group specific, represented the remaining 50% of target opportunity. We also incorporated additional environmental goals as part of the ESG metrics that can increase payouts if achieved. The achievement of pre-established ESG goals can affect the One Intel score by up to 20 percentage points, thereby potentially increasing total payout by up to 7%. Intel is recognized as a leader in ESG issues, and since 2008, we have integrated our commitment to corporate responsibility and sustainability leadership into our compensation program in addition to our business operations. The table below shows the ending annual incentive cash target amount for our listed officers under the Annual Cash Bonus Plan for 2020, as compared with 2019. Name     2020 Annual         Incentive Cash         Target Amount ($)         2019 Annual         Incentive Cash         Target Amount ($)         % Change         2020 vs. 2019           Robert H. Swan 3,437,500 3,437,500 —%       George S. Davis 1,485,000 1,485,000 —%       Navin Shenoy 1,402,500 1,402,500 —%       Steven R. Rodgers 1,499,400 1,499,400 —%       Gregory M. Bryant 1,133,100 1,133,200 —%       Venkata S.M. Renduchintala 2,465,900 2,465,900 —% Incentive targets under the Annual Cash Bonus Plan were established at the start of 2020, and no adjustments were made due to the COVID-19 pandemic. At the end of the performance period, the Compensation Committee had the discretion to increase payouts to our listed officers by up to 20% based on individual performance and reduce payouts to any extent it determined appropriate in its discretion. 2020 Annual Cash Bonus Plan Formula Intel     Performance     Payout % =      Intel Net       Income   Growth   +  Intel vs.   Tech 15       Net Income       Growth   +      One Intel       Goals*   Targeted at 100%* 1⁄3 1⁄3 1⁄3 * Operational goals + ESG goals. 2021 PROXY STATEMENT  |  Compensation Discussion and Analysis 77 Net Income Performance. Net Income demonstrates our ability to grow the business profitably, is a primary driver of stockholder value, and can be directly impacted by all our employees, managers, and senior leadership. Absolute Year-Over-Year Net Income Growth Relative Net Income Growth vs Tech 15 Peers §  Requires that Intel achieve net income higher than the prior year to achieve above target performance §  When we grow our net income each year, the goal is raised for subsequent years: the better we perform, the more challenging the goals become the next year §  Requires that Intel grow net income faster than technology peer companies to achieve above target performance—reflecting the company’s ability to scale profits in comparison to the broader technology market The absolute net income metric is a year-over-year measure. It is measured by taking the 2020 GAAP net income and dividing it by the 2019 GAAP net income to determine the 2020 results. The relative net income metric is measured by taking Intel’s 2020 GAAP net income growth and dividing it by the average GAAP net income growth of our 15-company technology peer group. One Intel Goals—Operational and ESG Performance. For 2020, there were five One Intel operational goal categories, as well as two ESG metrics. The One Intel operational goals apply across all business groups to promote a “One Intel” mindset and fall into five categories: financial commitments, product execution, manufacturing leadership, big bets, and culture. Within each of the five key categories, there were another three to five specific and objective measures. To drive accountability for progress on our culture evolution and human capital management goals, we have continued to link a portion of our executive and employee compensation to employee engagement and customer experience. For 2020, the ESG metrics included environmental goals related to carbon emissions and water use, and diversity and inclusion goals related to our hiring practices. Competitive Concerns Certain One Intel operational goals represent highly confidential information. The company transacts business in the highly competitive semiconductor industry, and disclosure of the continued forward-looking targets and product-specific operational goals could cause irreparable competitive harm to the company, particularly as many of our product and technology goals are based on milestones that are part of a multi-year R&D effort, by providing competitors insight into the internal goals related to the company’s products and business initiatives. Disclosure would allow competitors to more effectively glean specific strategies and adjust their own operational objectives or take other measures, such as modifying the timing of competing product launches or commercialization strategies, or instituting particular sales or marketing programs, in each case, which could hinder, delay, or frustrate the achievement of the company’s strategic operational objectives. We do not disclose the specifics of operational goals that involve products that have not been qualified for production or release, cost, manufacturing targets and dates, and product release dates. Consequently, in the table below, we have strived to provide stockholders with greater visibility into the One Intel operational goals where practical, while balancing the competitive concerns noted above. Stockholders we have engaged with through our 2020 outreach meetings have provided feedback that they understand and support this balanced approach. Scoring Methodology The One Intel operational goals consist of specific, quantifiable objectives, which together comprise a “balanced scorecard” framework for measuring our operational performance. The goals represent key deliverables or milestones that position the company to successfully execute our long-term strategic objectives. A scoring factor ranging from 0x to 1.25x can be earned for each goal, with a score of 1.0x indicating on-target completion of our goals. A score of 0.5 may be awarded for partial completion, whereas a score of 1.25x indicates exceptional achievement. Each of the objectives is intended to be rigorous to incentivize our executive officers to achieve results that drive our long-term strategic objectives. Additionally, circumstances can change rapidly throughout the year, so results below target can still represent very meaningful progress towards our long-term strategic goals. At the conclusion of the fiscal year, scores are tabulated based on performance and presented to the Compensation Committee for final review and approval. 78 Compensation Discussion and Analysis  |  2021 PROXY STATEMENT The following table summarizes our One Intel operational goals, the rationale for the goals, our 2020 achievement, and the aggregate points scored. Financial results shown below are our reported GAAP results except as noted.         One Intel Goal Category   Link to Business Strategy & Performance   Achievement   Score / Points   Possible     1. Deliver Financial Commitments. Goals based on 2020 revenue, adjusted gross margin1, and adjusted spending1 metrics:       Pursuing our growth strategy in a way that grows both the top and bottom line, resulting in significant and sustainable results for our stockholders The use of gross margin and spending metrics provides additional, operationally focused, metrics related to our bottom line and diversifies the EPS and net income metrics used in other areas of our compensation programs       Actual 2020 results were as follows1:   §   Revenue: $77.9B   §   Adjusted gross margin: 58%   §   Adjusted spending: $19.5B   6.3 / 15       Threshold       Target       Max     Revenue       $73B       $75B       $76B     Adjusted gross margin       59%     60%     61%   Adjusted spending       £$19.1B     £$18.9B     £$18.8B         2. Product Execution. Goals related to key milestones for 2020 and future products, and design excellence   Supports challenging product execution goals that promote delivery of a predictable cadence of leadership products, which underpins our long-term strategy   Solid performance across product goals and design excellence goals   24.4 / 25       3. Manufacturing Leadership. Goals related to current and future manufacturing processes, including in areas such as output, yield, performance, and cost   Hitting aggressive goals essential to regaining process leadership and realizing the benefits of our IDM model   Strong performance on output and cost goals; however, we announced in July 2020 that our 7nm-based CPU timing would be delayed and that the primary driver was the yield of our 7nm manufacturing process   20.8 / 25       4. Big Bets. Business and product goals in areas such as AI, networking/5G, and the intelligent edge   Accelerating growth in our big bets to play a greater role in our customers’ success   Made strong progress and met or exceeded goals for design wins and product deployments across several businesses   23.8 / 20       5. Cultural Transformation. Goals related to quantitative improvements in the areas of employee engagement and customer experience   Continuing to enhance our culture and focus on our customers to help accelerate Intel’s strategic transformation   Exceeded our employee engagement goal and met our customer experience goal   16.3 / 15       Environmental. Goals related to increasing our global renewable energy use and water conservation and restoration, in support of our 2030 goals   Reducing our environmental footprint, as measured by progress on our 2030 climate, energy, and water goals, helps us mitigate risk, achieve efficiencies, lower costs, and enables us to meet the expectations of our stockholders, customers, and other stakeholders   Achieved all goals   10 / 10       Diversity & Inclusion. Goals related to global inclusive hiring practices, including manager training, in support of our 2030 workforce inclusion goals   Building a diverse, inclusive, and safe work environment, as we work towards our 2030 inclusion goals, allows us to attract, develop, and retain the talent needed to remain at the forefront of innovation   Achieved all goals   10 / 10   1  ExcludesFor 2020, Gross Margin and Spending both exclude charges related to amortization of acquisition-related intangibles from their comparable GAAP measures. For more information, see the reconciliation of these non-GAAP financial measures to the comparable GAAP financial measure in Appendix A of this proxy statement. 2021 PROXY STATEMENT  |  Compensation Discussion and Analysis 79 Summary of 2020 Actual Results In 2020, Intel delivered solid financial performance in a challenging environment and made meaningful progress towards our long-term strategic goals. Absolute Net Income Performance: We generated Net Income of $20,899 million in 2020 which when compared to our 2019 Net Income of $21,048 million resulted in a score of 99%. Relative Net Income: Our growth rate of 99% was lower than the market growth factor of 109% achieved by our Tech 15 peers, resulting in a score of 91%. One Intel Operational Goals: The aggregate score for the One Intel operational goals was 91%, which combined with the satisfaction of the ESG goals related to our environmental impact and diversity and inclusion initiatives, resulted in a total score of 111% with the additional 20 percentage points from our ESG performance. Individual Adjustments. The Compensation Committee determined to award Mr. Bryant a 10%increase to his annual cash bonus payout for 2020 to reflect his on-going leadership and execution on behalf of the company. The Client Computing Group continued to perform in a strong market as a result of a strong roadmap and leadership execution. None of the other listed officers received a discretionary adjustment. Final Payout: The scores above resulted in a total payout of 100.7% of target for the 2020 performance period, compared to a corporate average payout of 104.3% of target for the 2019 performance period. Final 2020 Annual Incentive Cash Payout Based on a total payout of 100.7% for 2020 under the Annual Cash Bonus Plan, the following table sets forth the annual incentive cash payments for each listed officer for 2020 and 2019, reflecting the year-over-year changes. Name     2020 Annual Incentive Cash Payment ($) 2019 Annual Incentive Cash Payment ($) % Change 2020 vs. 2019       Robert H. Swan       3,460,400 3,436,600     1%       George S. Davis1       1,494,900 1,162,000   29%       Navin Shenoy       1,411,900 1,453,900   (3)%       Steven R. Rodgers       1,509,400 1,564,400   (4)%       Gregory M. Bryant2       1,254,000 1,149,200     9%       Venkata S.M. Renduchintala       — 2,572,700     n/a 1 The amount for Mr. Swan’s third installmentDavis in 2019 reflects a pro-ration of 2016 sign-on bonus and $1.5 millionhis annual incentive cash bonus payment for 2018 performancepayout as interim CEO.he joined Intel in April 2019. 2  The amount for Mr. Krzanich resigned in June 2018.Bryant also reflects the discretionary 10% increase to his annual incentive cash payout. OTHER ELEMENTS OF PAY FOR 2018 Our listed officers’ compensation for 2018 reflects a number of event-driven compensation arrangements. For Mr. Swan, a portion of his 2018 compensation was comprised of the third installment of his new-hire sign-on cash awards originally awarded in part to offset compensation forgone when he separated from his prior employer to join Intel in 2016. Additionally, Mr. Swan’s 2018 compensation includes a cash bonus award in recognition of his leadership and performance in 2018. Mr. Rodgers’ 2018 compensation includes a special equity award to reflect his increased responsibilities in 2018 overseeing Human Resources and China.   80   2019 PROXY STATEMENT     Compensation Discussion and Analysis  |  2021 PROXY STATEMENT   65 2018 INCENTIVE COMPENSATION PAYOUTS INCENTIVE CASH COMPENSATION The corporate average payout percentage under the annual incentive cash plan for 2018 was 107% of the annual incentive cash target, compared to 116% in 2017. For 2018 and 2017, the Compensation Committee decided to use net income, as adjusted for the one-time tax impacts from the recognition of provisional estimates associated with the December 22, 2017 enactment of the U.S. Tax Cuts and Jobs Act (Tax Reform), for purposes of facilitating a better comparison of our 2018 and 2017 operating performance to that of prior years. Intel’s adjusted net income was up from the previous year, and was supported by strong performance under the operational measures. The link between our financial performance and the listed officers’ annual incentive cash payouts under the Executive IncentiveAnnual Cash Bonus Plan is illustrated in the following chart, which shows how the average annual incentive cash paymentspayouts have varied based oncompared to Intel’s net income and for 2018 and 2017 adjusted net income, results. For 2018, average annual incentive cash payments declined, primarily due to Mr. Krzanich not receiving any 2018 annual incentive cash payment.over the past nine years. NET INCOME PERFORMANCE VS. INCENTIVE CASH PAYNet Income Performance   $20,759 $20,000 $5 $16,000 $4 $15,045 $12,942 $12,000 $11,704 $11,420 $3 $2.53 $11,005 $2.30 $10,316 $9,620 $2.15 $2.27 $1.86 $1.67 $8,000 $1.56 $2 $1.45 $4,000 $1 $0 $0.0 2011 2012 2013 2014 2015 2016 20171 20181 Net Income in Millions Listed officer average annual incentive cash payout in millions   1  Adjusted net income was used for 2018 and 2017. 2 2020 average annual incentive cash payout was decreased by Dr. Renduchintala’s payout of $0 as a result of his departure from the company on August 3, 2020. If Dr. Renduchintala’s payout was excluded, the 2020 average annual incentive cash payout would have been $1.83 million. The chart above also shows our GAAP net income results for each year, except with respect to fiscal 2018 and 2017 results, which are adjusted net income and exclude the one-time tax impacts from Tax Reform.Reform, for purposes of better comparison of our 2018 and 2017 operating performance to that of prior years. See the reconciliation of this non-GAAP financial measure to the comparable GAAP financial measure in Appendix A of this proxy statement. INCENTIVE EQUITY COMPENSATION For the January 2015 through January 2018 performance period, OSUs vested at 113.5%, reflecting that Intel’s TSR was 3.4 percentage points above the peer group median TSR over the performance period. The total payout, including dividend equivalents accrued on earned shares, was 121.9% of target. These payouts are reported in the Stock Option Exercises and Stock Vested in Fiscal Year 2018 table on page 83. 66 Compensation Discussion and Analysis          2019 PROXY STATEMENT ALIGNMENT OF PRINCIPAL ELEMENTS OF PAY-FOR-PERFORMANCE In 2018, the Compensation Committee requested that Pay Governance, the Compensation Committee’s independent consultant, assess the alignment between our CEOs’ compensation outcomes and long-term performance for our stockholders. Pay Governance used a “realizable” pay-for-performance alignment model and used the 2018 peer group that was in effect at the time. This realizable pay model used Mr. Krzanich’s 2016 and 2017 pay, and Mr. Swan’s 2018 pay, over the most recently disclosed three-year period (2016-2018). Realizable pay reflects the actual operating and stock price performance for the companies, using future estimates of performance share payouts. Thus, Pay Governance believes that realizable pay is a better metric for evaluating stockholder alignment than using the pay opportunity values that are shown in the Summary Compensation Table and other tables set forth later in the proxy statement. The peer group assessment for comparability requires the use of the most recent proxy statements available. Pay Governance defines “realizable pay” and “performance” as follows: PAY COMPONENT REALIZABLE PAY AND PERFORMANCE Base salary Actual paid in most recent three-year period disclosed Annual Bonus Actual paid in most recent three-year period disclosed Performance Shares Value of all shares granted and earned during most recent three-year period disclosed; if not yet earned, use estimated payouts disclosed in proxy, otherwise assume target; valued at 12/31/18 (stock price of $46.93 for Intel) Stock Options/Stock Appreciation Rights Gains (intrinsic value) on all options granted during most recent three-year period disclosed; valued at 12/31/18 Restricted Stock/RSUs Value of all shares granted during most recent three-year period disclosed; valued at 12/31/18 Performance Three-year TSR as of 12/31/18 As indicated by the chart below, Pay Governance determined that there was a strong alignment between our CEOs’ three-year realizable pay and our company’s TSR relative to peers. Specifically, for the 2016-2018 period, our CEOs’ three-year realizable pay was at the 44th percentile of our peer group and our three-year TSR (>14% annualized) was at the 51st percentile. Overall, Pay Governance concluded that our executive compensation program facilitates and demonstrates alignment between pay and performance compared to our peers. The Compensation Committee developed the performance-based structure of our new CEO’s pay program to optimize the alignment of future realizable pay with performance. CEO REALIZABLE PAY RANK VS. 3-YEAR ANNUALIZED TSR PERFORMANCE RANK (AS OF 12/31/18) 100% Below median pay & above median performance 75% RANK Intel PERCENTILE 50% TSR YEAR 3 - 25% Above median pay & below median performance 0% 0% 25% 50% 75% 100% 3-YEAR REALIZABLE PAY PERCENTILE RANK 2019 PROXY STATEMENT       Compensation Discussion and Analysis 67 INTEL’S EXECUTIVE COMPENSATION BEST PRACTICES Intel has long employed a number of practices that reflect the company’s executive compensation philosophy: WHAT WE DO WHAT WE DON’T DO •  We have performance-based compensation that uses a variety of performance measures and performance periods •  We have a substantial majority of executive pay at risk, based on a mix of absolute and relative financial and stock price performance metrics •  We have robust stock ownership guidelines for all executive officers •  We have a claw-back policy that applies to our annual incentive cash plan and equity incentive plan •  We conduct an annual say-on-pay vote and a triennial vote on our equity compensation plan •  We impose limits on maximum incentive payouts •  No change in control compensation arrangements or excise tax gross-ups •  No tax gross-ups for executive officers (except for business expenses such as relocation and housing costs) •  No hedging or pledging of Intel stock by executives or directors •  No special retirement plans exclusively for executive officers •  No liberal share recycling under the equity incentive plan •  No repricing or exchange of underwater options without stockholder approval Our strong governance practices extend beyond our executive compensation program. With respect to our company-wide compensation and human capital management practices, we focus on an inclusive culture and fair pay. We also perform an annual compensation review to assess whether the programs’ provisions and operation create undesired or unintentional material risk. 2018 CASH COMPENSATION In January of each year, as part of the Compensation Committee’s regular annual compensation planning, the committee conducts a robust review of external market data, individual and company performance, and management recommendations and makes adjustments to compensation accordingly. In connection with that review, the committee made the following cash compensation changes for 2018, for each listed officer, as well as the target and actual annual incentive cash payments for 2018. In recognition of their individual achievements in 2018 and their strong leadership during the CEO transition, the Compensation Committee determined to apply a 20% individual performance-based adjustment to the annual incentive cash performance results for each of our listed officers other than Mr. Krzanich. These changes are summarized in the tables that follow. Mr. Swan.The committee decided to increase Mr. Swan’s base salary by 6% to $898,450 and to increase Mr. Swan’s annual incentive cash target by 8% to $1,617,000 in January 2018 in connection with his role as CFO of Intel. The committee determined that this adjustment was appropriate because of the critical role that Mr. Swan plays in developing and implementing Intel’s business strategy and helping to drive the company’s financial performance. Mr. Swan did not receive a subsequent increase in his base salary to reflect his role as interim CEO. Mr. Swan’s actual annual incentive cash payment for 2018 was $2,075,400 as a result of strong corporate financial performance and a 20% individual performance-based adjustment. Mr. Swan also received an additional cash bonus payout of $1,500,000 in recognition of his outstanding leadership and performance during his tenure as interim CEO in 2018 while also serving as our CFO. Mr. Swan also received a cash payout of $1,000,000 in 2018, the third installment of his sign-on award, made to him in part to offset compensation forgone when he separated from his prior employer to join Intel in 2016. Mr. Rodgers.In May 2018, Mr. Rodgers was appointed an executive officer. At the time of his promotion, Mr. Rodgers’ base salary was $800,000 and his annual incentive cash target was $1,440,000. His actual annual incentive cash payment for 2018 was $1,848,000 as a result of strong corporate financial performance and a 20% individual performance-based adjustment. Dr. Renduchintala.The committee increased Dr. Renduchintala’s base salary by 6% to $1,008,378 and increased his annual incentive cash target by 6% to $2,353,000 in January 2018. Dr. Renduchintala’s actual annual incentive cash payment for 2018 was $3,019,600, up 17%, as a result of strong corporate financial performance and a 20% individual performance-based adjustment. Mr. Shenoy.The committee increased Mr. Shenoy’s base salary by 6% to $792,750 and his annual incentive target was increased by 6% to $1,308,000 in January 2018. Mr. Shenoy’s actual incentive cash payment for 2018 was $1,857,400, reflecting the growth in our DCG business, strong corporate financial performance, and a 20% individual performance-based adjustment. 68 Compensation Discussion and Analysis          2019 PROXY STATEMENT Mr. Krzanich.The committee increased Mr. Krzanich’s base salary by 5% to $1,450,000 and increased his annual incentive cash target by 7% to $3,837,000 in January 2018. The committee determined that these adjustments were appropriate in light of Mr. Krzanich’s exceptional individual performance throughout 2017 and after a review of relevant market data. In connection with Mr. Krzanich’s resignation, the committee determined that he would not receive an annual incentive cash payment under the ExecutiveQuarterly Incentive Cash Plan for 2018. BASE SALARY The table below shows the ending annualized base salary for our listed officers for 2018, as compared with 2017, with the exception of Mr. Rodgers, who was not a listed officer in 2017. Name    2018 Base Salary ($)    2017 Base Salary ($)    % Change 2018 vs. 2017 Robert H. Swan      898,450        850,000        6%   Steven R. Rodgers      800,000        n/a        n/a   Venkata Renduchintala      1,008,378        954,000        6%   Navin Shenoy      792,750        750,000        6%   Brian M. Krzanich      1,450,000        1,380,000        5%   ANNUAL INCENTIVE CASH The table below shows the ending target annual incentive for our listed officers under our Executive Incentive Cash Plan in 2018, as compared with 2017, with the exception of Mr. Rodgers, who was not a listed officer in 2017. Name    2018 Annual Incentive Cash Target Amount ($)    2017 Annual Incentive Cash Target Amount ($)    % Change 2018 vs. 2017 Robert H. Swan      1,617,000        1,500,200        8%   Steven R. Rodgers      1,440,000        n/a        n/a   Venkata Renduchintala      2,353,000        2,226,100        6%   Navin Shenoy      1,308,000        1,237,500        6%   Brian M. Krzanich      3,837,000        3,600,100        7%   After the end of the year, the incentive cash target amount is multiplied by the annual incentive cash payout percentage, which is based on a weighted average of three corporate performance components: an absolute financial component (25% weighting), a relative financial component (25% weighting), and an operational performance component (50% weighting). The Compensation Committee assigned a 50% weighting to operational performance because it views operational excellence and technological leadership as ultimately driving superior financial performance. 2019 PROXY STATEMENT       Compensation Discussion and Analysis 69 The table below details each component, describes the factors affecting 2018 payouts, and illustrates the calculation of the annual incentive cash payout for 2018. COMPONENT MEASURES PURPOSE 2018 CALCULATION COMPARISON TO 2017  2018 RESULTS  Absolute Financial Performance (25% Weighting) Reflects year-over-year growth of Intel’s net income or adjusted net income Rewards executive officers for sustained performance 2018 adjusted net income (in millions) divided by 2017 adjusted net income (in millions) $20,759/ = $15,045 Intel’s 2018 adjusted net income was 38% higher than in 2017, resulting in a score of 138% for this component, whereas Intel’s 2017 adjusted net income was 46% higher than the prior year 138% Relative Financial Performance (25% Weighting) Reflects Intel’s year-over-year net income or adjusted net income growth compared with the net income or adjusted net income growth of technology peer companies Rewards executive officers for how well Intel’s year-over-year net income or adjusted net income growth performs compared with the broader technology market 2018 Intel adjusted net income growth divided by 2018 peer group average adjusted net income growth 138%/ = 128% 2018 relative adjusted net income growth was a decrease compared with the 2017 relative score of 122% 108% Operational Performance (50% Weighting) Reflects specific operational goals that the committee approves for each business unit Rewards executive officers for achieving meaningful measures of performance based on performance in key areas by driving focus and accountability at each of the 10 business unit levels Corporate-level and administrative group employees, including each of our listed officers other than Mr. Shenoy, are paid based on average of 10 business units’ scores, subject to any adjustment for performance against corporate-level diversity and inclusion goal (focused on hiring and retaining diverse talent—not achieved) Mr. Shenoy’s payout is based on results of Data Center Group, which he led in 2018 2018 average corporate score on operational goals was lower than the 2017 average corporate score of 97% 2018 DCG score on operational goals increased compared with the 2017 DCG operational score of 83% Corporate Average: 91% DCG: 113% Payout Results Corporate Average Payout (as a percentage of target): (138% x 25%) + (108% x 25%) + (91% x 50%) = 107% Data Center Group Payout (as a percentage of target): (138% x 25%) + (108% x 25%) + (113% x 50%) = 118% In applying the net income tests for both the absolute and relative financial components, the Compensation Committee may adjust Intel’s net income based on criteria determined by the committee, as described in the plan. For 2018 and 2017, the committee excluded tax impacts of the Tax Reform to peer companies from their net income results. 70 Compensation Discussion and Analysis          2019 PROXY STATEMENT Over the past five years, corporate average operational goals have scored between 91% and 122%, with an average result of 103%, reflecting strong accomplishments in the Data Center Group, Programmable Solutions Group, Client Computing Group, and Internet of Things Group. The following table details the annual incentive cash payments for each listed officer for 2018 and 2017 (except for Mr. Rodgers, who was not a listed officer in 2017), reflecting the year-over-year changes. Name    2018 Annual Incentive Cash Payment ($)    2017 Annual Incentive Cash Payment ($)    % Change 2018 vs. 2017 Robert H. Swan1      2,075,400        2,080,200        —   Steven R. Rodgers      1,848,000        n/a        n/a   Venkata Renduchintala      3,019,600        2,574,800        17%   Navin Shenoy      1,857,400        1,132,000        64%   Brian M. Krzanich2      —        4,992,200        n/a   1 Mr. Swan’s year-over-year change slightly decreased because the payout percentage was less in 2018 and he was one of the few listed officers to receive a 20% individual performance-based adjustment in 2017, which resulted in his 2017 annual incentive cash payment being proportionately higher than those of the other listed officers. 2. Mr. Krzanich resigned in June 2018, and the Compensation Committee determined that he would not receive an annual incentive cash payment under the Executive Incentive Cash Plan for 2018. QUARTERLY INCENTIVE CASH PAYMENTS The listed officers also participate in our company-wide quarterly incentive cash program, which delivers cash compensation to employees based on Intel’s profitability. Pursuant to the program, 5% of Intel’s quarterly net income is divided by the cost to the company to pay all of its employees for one day. Payouts are communicated as extra days of cash compensation, with executives receiving the same number of days of pay as the company’s other employees. 5% of Quarterly     Net Income     ÷   Cost of a Day’s Pay      =   Quarterly     Bonus Payout     In 2018,2020, quarterly incentive cash payments represented approximately 1% of the listed officers’ total direct compensation. Payouts are communicated as extra days of cash compensation, with executives typically receiving the same number of days of pay as the company’s other employees. Payments earned in 20182020 represented 26.823.2 days days of compensation for each of our listed officers, updown from 20.324.6 days in 2017. 2018 ANNUAL EQUITY AWARDS In January of2019. An adjusted net income measure was used each year, the Compensation Committee conducts a robust review of external market data, individual and company performance, expected future contributions, and management recommendations, and makes annual equity grants accordingly. The committee made the following equity grantsquarter for each listed officer in 2018, a summary of which is shown in the table on page 72. Mr. Swan. Mr. Swan was granted an annual equity award with an approved target grant date value of approximately $8,000,000 in January 2018. The award was split such that 80%purposes of the grant value wasquarterly incentive cash payouts in 2020, which excluded gains and losses resulting from ongoing mark-to-market adjustments of marketable equity securities under the formupdated accounting standard for financial instruments. See the reconciliation of OSUs and 20% was in the form of RSUs. In connection with his appointment as interim CEO, in August 2018, he also was granted a special equity award with a target grant date value of approximately $3,270,000 allocated approximately 50% in the form of RSUs and 50% in the form of OSUs.this non-GAAP Mr. Rodgers.Mr. Rodgers was granted an annual equity award with an approved target grant date value of approximately $8,000,000 in January 2018, which was prior to his designation as an executive officer of the company. The award was split such that 80% of the grant value was in the form of OSUs and 20% was in the form of RSUs. In January 2018, he was also granted a special equity award with a target grant date value of approximately $4,000,000 in RSUs to reflect his increased responsibilities overseeing Human Resources and China. Dr. Renduchintala.Dr. Renduchintala was granted an annual equity award with an approved target grant date value of approximately $8,000,000 in January 2018, a 21% increase over the previous year. The target award amount was aligned financial measure to the market for his role and was split such that 80%comparable GAAP financial measure in Appendix A of the grant value was in the form of OSUs and 20% was in the form of RSUs. Mr. Shenoy.Mr. Shenoy was granted an annual equity award with an approved target grant date value of approximately $7,560,000 in January 2018. The award was split such that 80% of the grant value was in the form of OSUs and 20% was in the form of RSUs. Mr. Krzanich. Mr. Krzanich was granted an annual equity award with an approved target grant date value of approximately $15,550,000 in January 2018, a 15% increase over the previous year. The committee determined to increase his annual equity award in recognition of Mr. Krzanich’s individual performance in 2017 and to bring his target total direct compensation fully in line with the market median range for his role. The target annual equity award was split such that 80% of the grant value was in the form of OSUs and 20% was in the form of RSUs. In connection with his resignation in June 2018, Mr. Krzanich forfeited a total of 58,372 RSUs (40,091 of these RSUs were from his January 2018 RSU grant), but because he was retirement eligible under the terms of our equity plan and applicable grant agreements, the vesting of 22,909 RSUs accelerated from his January 2018 grant and he remained eligible to receive a payout of his 2018 OSU grant based on actual achievement of the applicable performance goals at the end of the performance period.this proxy statement.       2019 2021 PROXY STATEMENT   |  Compensation Discussion and Analysis   71 81 2020 Equity Incentives The Compensation Committee’s decisions related to annual equity incentive awards are largely based on an executive’s potential and sustained performance, as well as succession planning, business need and criticality, internal parity, consideration of a competitive market analysis, and our CEO’s recommendations (for executives that report to him and other officers). The table below1 shows the annual equity award values approved by the committeeCompensation Committee for our listed officers in 2018,2020, based on its annual review of these factors, as compared with annual equity award values approved for the listed officers in 2017. As discussed previously, in 2018,2019. In 2020, the annual equity awards granted to the listed officers were composed of approximately 80% OSUsPSUs and 20% RSUs by approved target award amount. Amounts reported in the Summary Compensation Table and the Grants of Plan-Based Awards in Fiscal Year 2018 table on pages 79 and 82 differ marginally from these values due primarily to changes in the fair value of the awards between the date the committee approved awards and the date they were actually granted. In addition, the fair value of an RSU for accounting purposes is discounted for the present value of dividends that are not paid on RSUs prior to vesting.value.   Name    2018 Approved Value of Annual Equity Awards ($)    2017 Approved Value of Annual Equity Awards ($)    % Change 2018 vs. 2017 Robert H. Swan      8,000,000        6,500,000        23%   Steven R. Rodgers1      8,000,000        n/a        n/a   Venkata Renduchintala      8,000,000        6,600,000        21%   Navin Shenoy2      7,560,000        5,545,600        36%   Brian M. Krzanich      15,550,000        13,500,000        15%   Name         2020 Approved Value     of Annual Equity Awards ($)     2019 Approved Value     of Annual Equity Awards ($) %     Change 2020     vs. 2019       Robert H. Swan         15,500,000         15,500,000       —%       George S. Davis         6,500,000         N/A N/A       Navin Shenoy         8,200,000         8,200,000       —%       Steven R. Rodgers         6,400,000         6,400,000       —%       Gregory M. Bryant2         7,000,000         5,500,000       27%       Venkata S.M. Renduchintala3         8,000,000         8,000,000       —%   1  Mr. Rodgers’ 2017 annual equity award is not includedThe amounts reported in the 2020 Summary Compensation Table and the Grants of Plan-Based Awards in Fiscal Year 2020 table above as he wason pages 92 and 96 differ marginally from these values due primarily to (i) changes in the fair value of the awards between the date the Compensation Committee approved awards and the date they were actually granted, and (ii) the conversion method we apply when granting awards compared to that used for valuing them under applicable accounting standards and SEC rules (utilizing a 30 day trailing average stock price rather than a closing stock price on the grant date). In addition, the fair value of an RSU award for financial reporting purposes is discounted for the present value of dividends that are not a listed officerpaid on RSUs prior to 2018. Also,vesting. Listed officers do not get the table excludes Mr. Rodgers’ 2018 special equity awards.benefit of this discount when their awards are converted into shares at grant. 2 This table excludes Mr. Shenoy’s 2017 retention award, but includes Mr. Shenoy’s 2017 promotional award.Bryant was promoted to Executive Vice President in late 2019, and the 2020 Approved Value of Annual Equity Awards column reflects the increased value of his equity awards as an Executive Vice President. 3 Dr. Renduchintala departed the company on August 3, 2020. OSU AWARDSAnnual PSU Awards OSUsPSUs are variable performance-based RSUs under which the number of shares of Intel common stock earned is based on Intel’s relative TSRour achievement measured against specified performance metrics over a three-year period. For the 2018 OSU grant, the committee decided to retain the design for the 2017 OSU award. Intel’sSince 2019, our PSU awards have been equally weighted on two performance metrics: TSR performance during the 36-month period starting from the grant date will be measured against the S&P 500 IT Index and cumulative EPS growth. The payout opportunity for the executives is 0% to 200% of the target number of PSUs granted. Relative TSR     Performance     (50%)      + Cumulative EPS     Growth     (50%)     =   PSU     Payout     For our listed officers, PSUs comprise approximately 80% of their annual equity awards and are intended to serve as the primary driver of long-term performance and to incentivize their focus on execution of our business priorities. Over the long-term, we are only able to grow our EPS and deliver superior stockholder returns to the extent that we continue to execute and bring new leadership products to market. Relative TSR performance measures Intel’s three-year TSR against the median TSR of the S&P 500 IT Index. The Compensation Committee determined to measure performance against this index rather than our 15-company peer group to prevent one or two companies from having an out-sized effect, while also ensuring that performance continues to be measured against a technology-based peer group. The S&P 500 IT Index is a demanding benchmark that has consistently outperformed the broader S&P 500 Index over multiple time horizons, as shown in the table below.   3-Year Cumulative TSR Through  Year-End           2018             2019             2020             S&P 500 IT Index 57.6% 108.0% 115.6%       S&P 500 Index 30.4% 53.2% 48.9%       Outperformance Factor 1.89x 2.03x 2.38x 82 Compensation Discussion and Analysis  |  2021 PROXY STATEMENT We measure TSR based on stock price appreciation plus any dividends payable during the performance period. The TSR payout percentage is determined as set forth in the following table: TSR Payout Percentage TSR vs S&P 500 IT Index Threshold 0% 25 percentage points below Index Target 100% Equal to Index Maximum 200% 25 percentage points above Index For every percentage point Intel over-or underperforms the Index, the number of shares that are earned and vest is increased/decreased by 4 percentage points EPS was added as a second metric in 2019 to directly tie the PSUs to Intel’s financial performance, create greater line of sight for our executives, and diversify the incentive metrics to create balanced motivation. Cumulative EPS growth is measured based on a three-year cumulative EPS growth rate compared to a target established by the Compensation Committee at the time the PSUs are granted, measured from the fiscal year of the grant date. YR 1 EPS + YR 2 EPS + YR 3  EPS  -     1          =   3-year EPS     Growth     Rate     YR 0 EPS1 + YR 1 EPS = YR 2 EPS 1 “YR 0 EPS” is EPS for fiscal year prior to award date. The target EPS growth rate is set to be challenging and is based on a combination of our internal projections and external market expectations. For the PSUs granted in 2020, every percentage point the three-year EPS cumulative growth rate is below the EPS growth target, the EPS payout percentage will decrease 12.7 ppts from target. For every percentage point the growth rate exceeds the EPS growth target, the EPS payout percentage will increase by 23.3 ppts, not to exceed 200%. We do not disclose the three-year cumulative EPS target goal due to competitive concerns, but plan to disclose it when the 2020 PSU awards vest in 2023. Any forecasted share repurchase programs are taken into account when setting the EPS growth rate. In addition, the Compensation Committee has the discretion to adjust the EPS performance result for any unplanned, unusual, or extraordinary events, including buybacks significantly above or below the forecasts. Performance is measured over the 36 months following the grant date, and OSUs convert into shares in the 37th month (usually, in February). For more information on how OSUs are earned, see the narrative following the Grants of Plan-Based Awards in Fiscal Year 2018 table in “Executive Compensation.” In 2019, the committee made changes to the OSU award design. First, the name of the awards was changed from OSUs to performance stock units or PSUs. Second, in addition to the relative TSR performance measure, EPS was added such that the payout is equally weighted between the two performance measures. Third, performance is measured over 36 months beginning with the first day of the fiscal year of the grant date, and the PSUs convert into shares of Intel common stock in the 37th month after grant, subject to certification by the committee’s certificationCompensation Committee of the performance results (usually, in January). For more information on how the PSUs are earned, see the narrative following the Grants of Plan-Based Awards in Fiscal Year 2020 table in “Executive Compensation” on page 97. Payout of 2017 and 2018 Outperformance Stock Unit Awards and Outstanding PSU Awards Cycles RSU AWARDS2017 OSU Award. The OSUs granted in January 2017 with a January 2017 through January 2020 performance period were earned at 67.5% of the target number of shares granted. Our three-year TSR was 77.3%, which was 8.1 percentage points below the median TSR of the S&P 500 IT Index peer group over the performance period. The total payout upon vesting was 67.5% of target. The table below shows the target number of OSUs approved by the Compensation Committee in 2017 for our listed officers as well as the payouts under the 2017 OSUs in February 2020. These payouts also are reported in the Stock Option Exercises and Stock Vested in Fiscal Year 2020 table on page 98. Name     Target OSUs Granted OSUs Earned (67.5% of target)     Robert H. Swan         134,785           90,915             George S. Davis1         —           —             Navin Shenoy         123,222           83,115             Steven R. Rodgers         114,049           76,928             Gregory M. Bryant         81,722           55,122             Venkata S.M. Renduchintala2         136,859           92,314         1 Mr. Davis did not receive 2017 OSU awards as he was not employed with Intel at the time of grant. 2 Dr. Renduchintala departed the company on August 3, 2020, and these OSUs were earned in February 2020. 2021 PROXY STATEMENT  |  Compensation Discussion and Analysis 83 2018 OSU Award. The OSUs granted in 2018 vested in February 2021 and did not result in any payout with all units being forfeited. Vesting was dependent on Intel’s TSR as compared to that of the S&P 500 IT Index. Intel’s TSR was 8.2% over the performance period, which was 89.4 percentage points below that of the Index. Consequently, this resulted in a 0% payout. Outstanding PSU Awards. There are three PSU awards cycles currently outstanding: Grant Year Performance Period Performance Metric Vesting Date 2019 Fiscal Year 2019 through Fiscal Year 2021 Relative TSR and Cumulative EPS Growth January 31, 2022 2020 Fiscal Year 2020 through Fiscal Year 2022 Relative TSR and Cumulative EPS Growth January 31, 2023 2021 Fiscal Year 2021 through Fiscal Year 2023 Relative TSR and Cumulative EPS Growth January 31, 2024 Annual RSU Awards Currently targeted at 20% of annual long-term incentive award opportunities for our executive officers, RSUs generally make up a limited portion of the compensation opportunities for our executive officers. These awards are intended to support our efforts to provide competitive compensation packages to retain executive officers and to reward them for absolute long-term stock price appreciation while providing some protection to the recipient even if the stock price declines. RSUs also serve to balance the performance-based nature of OSUs,PSUs, facilitate stock ownership, and provide a significant incentive to stay with the company. As with RSUs granted in 2017, awards granted to the listed officers in 2018 will vest in substantially equal quarterly increments over three years from the grant date. Quarterly vesting of RSUs helps offset the risks inherent in the all-or-nothing37-month cliff vesting of the OSUs.PSUs, particularly since our 80/20 allocation between performance-based and time-based awards for executive officers is among the highest in our peer group. Update on 2019 Strategic Growth Equity Awards In early 2019, in connection with Intel’s leadership transition and business transformation, one-time grants of Strategic Growth Equity Awards were made to then-incoming CEO Bob Swan and certain key members of the Company’s senior leadership team—to further incentivize long-term stockholder value creation. As discussed in more detail on pages 103-105, Mr. Swan and Dr. Renduchintala forfeited these awards in their entirety upon their termination of employment. The awards, which consist of an approximately equal mix by target value of performance-based restricted stock units (Performance Units) and performance-based stock options (Performance Options), required substantial stock price appreciation in order to vest and be earned. The stock price goals and associated vesting levels for the Performance Units are provided in the table below; to achieve a target payout, Intel’s market value must increase by 50%, creating $110B in stockholder value.     Performance Requirement Stock Price1 Market Cap Increase from date of grant Vesting Level         Threshold 30% stock price growth   $63.35         $  66B         50 %               Target 50% stock price growth   $73.10         $110B         100 %               Maximum 100% stock price growth   $97.46         $220B         200 %       1 Stock price growth goals must be sustained for at least 30 consecutive trading days for any awards to be earned, and stock price growth performance between 30% and 100% are interpolated. 84 Compensation Discussion and Analysis  |  2021 PROXY STATEMENT The Performance Options require 30% stock price appreciation to be exercisable. Both the Performance Units and Performance Options have a five-year performance period (i.e., stock price hurdles must be met within five years of the performance period commencing on February 1, 2019 for awards to vest or become exercisable). In addition, the Performance Options vest annually over four years and are exercisable only if the stock price hurdle is achieved before the end of the five-year performance period. Any exercisable Performance Options must be exercised within 10 years. Because Intel’s stock price has yet to achieve the threshold goal required—for both the Performance Units and Performance Options—none of our executive officers have earned any value from the Strategic Growth Equity Awards to date The Compensation Committee believes that the awards closely align our executives’ interests with those of our stockholders, and that the lack of any payout to date demonstrates the rigor of the awards’ performance requirements. In addition, because the awards use a five-year performance period, the Committee believes that the awards continue to provide Intel’s leadership team with significant incentive to execute against our strategic priorities and drive meaningful stock price appreciation. As of December 31, 2020, three years and one month remain on the performance period for these awards. Intel’s stock price was $49.82 as of that date, requiring 27% appreciation over the remaining three-year period to achieve the threshold level of performance for the Performance Units and for the Performance Options to become exercisable. A high level of execution against our strategic priorities will be required for Intel to create value for stockholders and for these awards to be earned.   72   2021 PROXY STATEMENT  |  Compensation Discussion and Analysis     2019 PROXY STATEMENT   85 OTHER ASPECTS OF OUR EXECUTIVE COMPENSATION PROGRAMSOther Aspects of Our Executive Compensation Programs INTEL’S COMPENSATION FRAMEWORKIntel’s Compensation Framework The Compensation Committee determines the compensation for our executive officers. It also designs executive officer compensation programs and reviews and determines all components of each executive officer’s compensation. As discussed above under “Corporate Governance; Compensation Committee,” Pay GovernanceCompensia has served as the committee’sCompensation Committee’s independent advisor since June 2018. Prior to that, Farient was the committee’s independent advisor.consultant. During 2018, the consultants’2020, Compensia’s work with the committeeCompensation Committee included advice and recommendations on:   total compensation philosophy; § total compensation philosophy;   program design, including program goals, components, and metrics; § program design, including program goals, components, and metrics;   compensation trends in the technology sector and in the general marketplace for senior executives; § compensation trends in the technology sector and in the general marketplace for senior executives;   regulatory trends; § regulatory trends;   compensation of the CEO and the other executive officers; and § compensation of the CEO and the other executive officers; and   § investor engagement efforts. investor engagement efforts. The committeeCompensation Committee also consults with management and Intel’s Compensation and Benefits Group regarding executive and non-executive employee compensation plans and programs, including administration of our equity incentive plans. Executive officers do not propose or seek approval for their own compensation. TheOur CEO makes a recommendation to the committeeCompensation Committee on the base salary, annual incentive cash targets, and equity awards for each executive officer other than himself, and the Chairman of the Board, based on his assessment of each executive officer’s performance during the year and the CEO’s review of compensation data gathered from peer group data and executive compensation surveys. TheOur CEO documents each executive officer’s performance during the year, detailing accomplishments, areas of strength, and areas for development. He then bases his evaluation on his knowledge of the executive officer’s performance, a self-assessment completed by the executive officer, and input from employees who report directly to the executive officer. Intel’s Chief Human ResourcesPeople Officer and the Compensation and Benefits Group assist theour CEO in developing the executive officers’ performance reviews and reviewing market compensation data to determine the compensation recommendations. Annual performance reviews of theour CEO and of the Chairman are developed by the non-employee directors acting as a committee of the whole Board. For theour CEO’s review, formal input is received from the non-employee directors the Chairman, and senior management. TheOur CEO also submits a self-assessment focused on pre-established objectives agreed upon with the Board. The non-employee directors meet as a group in executive sessions to prepare the review, which is completed and presented to theour CEO. The Compensation Committee uses this evaluation to determine theour CEO’s base salary, annual incentive cash target, and equity awards. Performance reviews for theour CEO and our other executive officers consider these and other relevant topics that may vary depending on the role of the individual officer:   • §   Strategic Capability. How well does the executive officer identify and develop relevant business strategies and plans?   • §   Execution. How well does the executive officer execute strategies and plans?   • §   Leadership Capability. How well does the executive officer lead and develop the organization and people? EXTERNAL COMPETITIVE CONSIDERATIONS FOR 2018 § Cultural Attributes. How well does the executive officer demonstrate strong cultural attributes? External Competitive Considerations for 2020 To assist the Compensation Committee in its review of executive compensation in early 2018, Farient,2020, Compensia, in conjunction with Intel’s Compensation and Benefits Group, provided compensation data compiled from executive compensation surveys, as well as data gathered from annual reports and proxy statements from companies that the committee selected as a peer group for executive compensation analysis purposes. The historical compensation data was adjusted to arrive at current-year estimates for the peer group. The committeeCompensation Committee used this data to compare the compensation of our listed officers to that of the peer group. The peer group for 2018 included our 15-company technologyindividuals holding comparable positions at the companies in the peer group and 10 S&P 100 companies outside the technology industry. When the peer group was created in 2007, the committee chose companies from the S&P 100 that resembled Intel inmake informed decisions.   86   2019 PROXY STATEMENT       Compensation Discussion and Analysis 73 various respects, such as those that made significant investments in R&D and/or had substantial manufacturing and global operations. The committee also selected companies with three-year averages for revenue that approximated Intel’s. The peer group includes companies with which Intel competes for employees and the companies that Intel uses for measuring relative financial performance for annual incentive cash payments. For 2018, we have made changes to the technology peer group and the S&P 100 companies outside the technology industry. We removed Texas Instruments Incorporated and we added Broadcom, Inc. to our technology peer group. We removed DowDupont Inc. and United Parcel Service, Inc., and added The Boeing Company and Honeywell International Inc. to our S&P 100 companies peer group. The table below shows information for our 2018 technology peer group and peers selected from the S&P 100: Company    Reported Fiscal Year    Revenue ($ in billions)    Net Income (Loss) ($ in billions)    Market Capitalization on March 1, 2019 ($ in billions) Intel 2018      12/29/2018        70.8        21.1        239.69   Intel 2018 Percentile               59%        89%        67%   Technology Peer Group   Alphabet Inc.      12/31/2018        136.8        30.7        796.07   Amazon.com Inc.      12/31/2018        232.9        10.1        821.16   Apple Inc.      9/30/2018        265.6        59.5        825.03   Applied Materials, Inc.      10/29/2018        17.2        3.3        36.61   Broadcom, Inc.      11/4/2018        20.8        12.6        108.04   Cisco Systems, Inc.      7/29/2018        49.3        0.1        226.31   Facebook Inc.      12/31/2018        55.8        22.1        463.15   Hewlett Packard Enterprise Co      10/31/2018        30.9        1.9        22.55   HP Inc.      10/31/2018        58.5        5.3        30.06   International Business Machines Corporation      12/31/2018        79.6        8.7        123.87   Micron Technology Inc.      8/31/2018        30.3        14.1        46.61   Microsoft Corporation      6/30/2018        110.4        16.6        863.35   Oracle Corporation      5/31/2018        39.8        3.8        188.45   Qualcomm Incorporated      9/24/2018        22.7        (4.9 )       65.60   TSMC Limited      12/31/2018        33.7        11.5        203.26   S&P 100 Peer Group   AT&T Inc.      12/31/2018        170.8        20.0        224.51   The Boeing Company      12/31/2018        101.1        10.5        248.94   General Electric Company      12/31/2018        121.6        (22.4 )       89.40   Honeywell International, Inc.      12/31/2018        41.8        6.8        113.53   Johnson & Johnson      12/31/2018        81.6        15.3        368.45   Merck & Co., Inc.      12/31/2018        42.3        6.2        210.76   Pfizer Inc.      12/31/2018        53.6        11.1        251.49   Schlumberger Limited      12/31/2018        32.8        2.2        62.63   United Technologies Corporation      12/31/2018        66.5        5.3        108.38   Verizon Communications Inc.      12/31/2018        130.9        16.0        235.36   74 Compensation Discussion and Analysis       2019|  2021 PROXY STATEMENT     ForPeer Group Beginning in 2019, the committee reviewed the peer group methodologyused for benchmarking compensation and as the comparator group for the Annual Cash Bonus Plan was modified to focus exclusively on technology companies, as we primarily compete for talent with other technology companies. Historically, the Compensation Committee has also considered data compiled from a selection of technology and S&P 100 companies. Our 2020 compensation peer group consisted of 15 technology companies, which we collectively refer to as the Tech 15. The Compensation Committee selected our peers based on size, strategic relevance, using a variety of factors, including market capitalization, revenue, business relevance,scope and talent movement,comparability, and decided to moveR&D investment. The Compensation Committee switched to a pure technology peer group. The peer group being used for 2019 compensation decisions includes mostbecause of their greater relevance, the 15fact that pay practices at technology companies above withdiffer from those of non-technology companies, and because our talent pool movement is primarily within the following changes: Removed TSMC Limited (because it is a non-U.S. headquartered company) and Micron Technology Inc. and Hewlett Packard Enterprise Co (because both scored low on the list of criteria used by the committee for benchmarking executive compensation); and Added Netflix, Inc., NVIDIA Corporation, and Texas Instruments Incorporated (because they all scored high on the criteria list). technology industry. These changes were made based on the committee’s determination that there has been an increase in the number of technology companies with which we compete for talent, and that we should benchmark our executive compensation against a pure technology peer group. Thisconsiderations also required us to broaden the market capitalization and revenue factors originally setpreviously set. The table below shows information for 2017. As a result of these changes, Texas Instruments Incorporated was added backour 2020 technology peer group: Company Reported Fiscal Year Revenue ($ in billions) Net Income (Loss) ($ in billions)       Intel 2020   12/26/2020       77.9   20.9       Intel 2020 Percentile         64 %   71 % Technology Peer Group         Alphabet Inc.   12/31/2020       182.5   40.3       Amazon.com Inc.   12/31/2020       386.0   21.3       Apple Inc.   9/26/2020       274.5   57.4       Applied Materials, Inc.   10/25/2020       17.2   3.6       Broadcom, Inc.   11/1/2020       23.9   3.0       Cisco Systems, Inc.   7/25/2020       49.3   11.2       Dell Technologies, Inc.   1/31/2020       92.1   5.5       Facebook Inc.   12/31/2020       86.0   29.1       HP Inc.   10/31/2020       56.6   2.8       International Business Machines Corporation   12/31/2020       74.0   5.6       Microsoft Corporation   6/30/2020       143.0   44.3       NVIDIA Corporation   1/31/2021       16.7   4.3       Oracle Corporation   5/31/2020       39.0   10.1       Qualcomm Incorporated   9/27/2020       23.5   5.2       Texas Instruments Incorporated   12/31/2020       14.5   5.6 For 2021, the Compensation Committee made one change to the peer group for 2019.executive compensation benchmarking, adding Advanced Micro Devices, Inc. (AMD) due to its market growth in 2020 and stockholder feedback. In addition, AMD has direct relevance to our strategy and talent competition. POST-EMPLOYMENT COMPENSATION ARRANGEMENTS Post-Employment Compensation Arrangements Intel does not provide change in control payments or benefits to executive officers, and generally provides limited post-employment compensation arrangements to executive officers. To attract and retain the best talent in the technology sector, we have provided for time-limited,certain post-employment separation benefits to twocertain listed officers in their offer letters, as described more fully below under “Other Agreements”and certain listed officers have been granted equity awards with acceleration rights in this proxy statement. These benefits have now expired.the event of an involuntary termination of employment. Generally Available The limited post-employment compensation arrangements made generally available to our executives,executive officers, including the listed officers, consist of:   a 401(k) savings plan; § a 401(k) savings plan;   a discretionary company-funded retirement contribution plan, and a company-funded pension plan, each of which is intended to be tax-qualified; § a discontinued discretionary company-funded retirement contribution plan, and a company-funded pension plan, each of which is intended to be tax-qualified;   a non-tax-qualified supplemental deferred compensation plan for certain highly compensated employees; and § a non-tax-qualified supplemental deferred compensation plan for certain highly compensated employees;   § retirement, death, and disability acceleration provisions for equity awards; and § retirement and death provisions under the Annual Cash Bonus Plan. 2021 PROXY STATEMENT  |  Compensation Discussion and Analysis 87 retirement, death, and disability acceleration provisions for equity awards. Retirement Benefits.Starting January 1, 2011, the company-funded pension plan was closed to new hires. Effective January 1, 2015, future benefit accruals were frozen for all employees at or above a specific grade level, including all listed officers.officers, and frozen for all employees effective January 1, 2020. The Compensation Committee allows the listed officers to participate in post-employment compensation plans to encourage the officers to save for retirement and to assist the company in retaining the listed officers. The terms governing the retirement or deferred compensation benefits under these plans for the listed officers are the same as those available to other eligible employees in the U.S. Intel does not makemakes matching contributions up to 5% based on the amount of employee contributions under any of these plans. Instead, Intel’s contribution consists of a discretionary cash contribution determined annually by the committee for listed officers, and by the CEO for other employees. These contribution percentages have historically been the same for listed officers and other employees but are made to different plans depending on employee grade level and start date. For 2018, Intel’s discretionary contribution (including allocable forfeitures) for eligible U.S. employees, including listed officers, in the applicable plan equaled 5% of eligible salary (which included annual and quarterly incentive cash payments as applicable).401(k) savings plan. To the extent that the amount of the matching contribution is limited by the Internal Revenue Code of 1986 as amended (the tax code), Intel credits the additional match amount to the non-qualifiednon-tax-qualified supplemental deferred compensation plan. Since January 1, 2015, plan assets contributed for U.S. participants and discretionary employer contributions have been participant-directed. Equity Awards.Our equity awards have the following post-employment provisions: Unvested OSUs are canceled upon termination of employment for any reason other than retirement, death, or disability. OSUs are fully vested upon retirement under the Rule of 75, when the holder’s age and years of service equal at least 75, or reaching the age of 60. OSUs are not settled into shares of Intel stock until after the end of the performance period, even if the holder qualifies for early vesting. RSUs are subject to retirement vesting under the rule of Age 60 or the Rule of 75, but not both. Upon retirement under the rule of Age 60, the holder receives one additional year of vesting for every five years of service. Upon retirement under the Rule of 75, the holder receives one additional year of vesting. Additional years of vesting means that any RSUs scheduled to vest within   §   Unvested PSUs are canceled upon termination of employment for any reason other than retirement, death, or disability. In the event of retirement under the Rule of 75 (when the holder’s age and years of service equal at least 75) or reaching age of 60 for grandfathered employees, the number of PSU eligible for accelerated vesting will be prorated by the number of months employed during the 36-month performance period if the retirement occurs within the first calendar year of the grant date; if retirement occurs after the first calendar year, then the PSUs are fully vested. In the event of retirement under the Rule of 75 or reaching age of 60 with five years of service for new employees as of 2019 PROXY STATEMENT       Compensation Discussion and Analysis 75or employees who did not receive OSUs in 2018 (i.e., non-grandfathered), the number of PSUs eligible for accelerated vesting will be prorated by the number of months employed during the 36-month performance period. PSUs are not settled into shares of Intel stock until after the end of the performance period, even if the holder qualifies for early vesting.   § Unvested OSUs are canceled upon termination of employment for any reason other than retirement, death, or disability. OSUs are fully vested upon retirement under the Rule of 75 or reaching the age of 60. OSUs are not settled into shares of Intel stock until after the end of the performance period, even if the holder qualifies for early vesting. § RSUs are subject to retirement vesting under the rule of Age 60 or the Rule of 75, but not both. Upon retirement under the rule of Age 60, the holder receives one additional year of vesting for every five years of service. Upon retirement under the Rule of 75, the holder receives one additional year of vesting. Additional years of vesting means that any RSUs scheduled to vest within the number of years from the retirement date determined under the rule of Age 60 or Rule of 75 will be vested on the holder’s retirement date.   § Upon disability or death, all unvested PSUs, OSUs, and RSUs become 100% vested. Upon disability or death, all unvested OSUs and RSUs become 100% vested. For details onAnnual Cash Bonus Plan. The Annual Cash Bonus Plan have the 2019 changes tofollowing post-employment provisions, unless the PSU retirement provisions, see “Compensation Discussion and Analysis; Executive Summary; 2019 Compensation Program Changes” on page 63 of this proxy statement. PERSONAL BENEFITSCommittee determines otherwise:   § In the event a participant retires in accordance with the company’s U.S. retirement eligibility rules, the participant will be eligible for a prorated portion of the annual cash bonus, based on the number of months of employment during the year and payable at the times other participants under the plan receive payout of their annual cash bonus. § In the event of a participant’s death, the participant’s spouse, children, or estate will be eligible to receive the annual cash bonus the participant would have otherwise received if the participant had remained employed for the full performance period, payable at the times other participants under the plan receive payout of their annual cash bonus. Specific Arrangements The following listed officers have been granted equity awards with acceleration rights in the event of an involuntary termination of employment or have time-limited, post-employment separation benefits: § Mr. Swan’s RSUs and PSUs granted in August 2018 and January 2019 for his interim CEO service provided that in the event his employment was terminated by the company without cause or he resigned for good reason, the vesting of the RSUs would be accelerated, and Mr. Swan would be eligible to retain the unvested PSUs. These awards accelerated in connection with Mr. Swan’s termination of employment on February 15, 2021. Details of his post-employment equity treatment are on page 105. § Mr. Swan’s January 2019 Cash Incentive-Related PSUs provided that in the event his employment was terminated by the company without cause or he resigned for good reason, Mr. Swan would retain the unvested Cash Incentive-Related PSUs if he executed an effective release of claims in favor of Intel. These awards accelerated in connection with Mr. Swan’s termination of employment on February 15, 2021. Details of his post-employment equity treatment are on page 105. 88 Compensation Discussion and Analysis  |  2021 PROXY STATEMENT § Mr. Davis’ offer letter provided that in the event his employment is terminated by the company without cause or he resigns for good reason within the approximately three-year period after April 3, 2019, Mr. Davis will be entitled to receive any unpaid portion of his hiring bonus as well as a severance payment, the value of which declines from $10,000,000 by 1/12th each quarter over such three-year period, subject to his execution of an effective release of claims in favor of Intel. In connection with Dr. Renduchintala’s involuntary termination of employment on August 3, 2020, the company entered into a Separation Agreement and General Release of Claims with him. Pursuant to this agreement, Dr. Renduchintala provided a customary release of claims in favor of Intel, reconfirmed his obligations under existing agreements pertaining to confidentiality and intellectual property ownership, and committed to non-disparagement and cooperation provisions, and he received a separation payment of $1,800,000 as well as cash payments for outplacement and healthcare supplemental benefits. Dr. Renduchintala forfeited all his outstanding equity awards that were not vested at the time of his termination of employment. Personal Benefits/Perquisites Intel provides perquisites to executive officers when the Compensation Committee determines that such arrangements are appropriate and consistent with Intel’s business objectives. In 2018, Intel offered the listed officers certain financial planning services, health evaluations, and certain transportation costs. In addition,connection with Mr. Swan’s appointment as our CEO in 2018,2019, the Compensation Committee approved Mr. Swan’s use of a company-owned or engaged private aircraft for personal use up to a maximum of $200,000 per calendar year. In addition, our Board of Directors determined to maintain the personal security for Mr. Krzanich and certain other listed officers in response to specific Intel-related incidents and threats against those officers and, in some cases, members of their families. Following a law enforcement investigation of threats of violence and stalking of Mr. Rodgers in retaliation for performing his duties to the company in late 2016, and upon advice of an independent security contractor, and prior to Mr. Rodgers becoming an executive officer, the company determined it was in its interest to request that Mr. Rodgers move to a more secure residence under an arrangement that is cost neutral to Mr. Rodgers in comparison to his previous residence. As a result, Mr. Rodgers is receiving a housing benefit represented by the difference between cost to Intel of a residence that it owns and leases to Mr. Rodgers, less rent paid by Mr. Rodgers. We do not consider these additional security measures to be a personal benefit for our listed officers, but rather appropriate expenses for the benefit of Intel that arise out of our executives’ employment responsibilities and that are necessary to their job performance as well as their safety and the safety of their families. In determining to authorize these arrangements and expenses, the Board and committeeCompensation Committee followed a robust process, including reviewing and discussing analyses and recommendations from a leading security firm and law enforcement agencies. The Board and committeeCompensation Committee have taken specific steps to ensure that such measures are appropriately tailored, including providing enhanced security for certain individuals in response to specific incidents and threats; not providing enhanced security for all executive officers generally; and ensuring that the Board, comprised solely of independent directors, authorizes continuation of each arrangement (with no executive officer participating in the decision to approve enhanced security measures for himself or herself). In 2016, theThe Board and committee institutedCompensation Committee have a process for periodic oversight of the nature and cost of security measures and will discontinue, adjust, or enhance security arrangementsarrangement for our officers as appropriate. In connection with hiring Mr. Davis to join Intel in 2019, the Compensation Committee approved providing relocation assistance benefits consistent with company-wide policy for relocation costs. In connection with hiring Dr. Renduchintala to join Intel in 2016, the committeeCompensation Committee approved providing relocation assistance and certain travel benefits, reflective of the competitive market for executives in the technology industry. Finally, Mr. Shenoy received tax equalization benefits in 2017 in connection with his expatriate assignment at our Hong Kong facility; these tax benefits are customarily provided to our employees on international assignments. Other than the perquisites listed above, Intel does not provide perquisites to its executive officers. OTHER AGREEMENTS Pursuant to his offer letter, Dr. Renduchintala was eligible to receive a sign-on cash award and an equity award in part to offset the value he lost by leaving his prior employer. In addition, Dr. Renduchintala was eligible to receive a supplemental bonus in the event that his annual incentive cash payment was less than $2,100,000 for 2016-2018 due to the company’s performance. Given that his annual bonus has paid out higher, no such supplemental bonus was payable in 2016, 2017, or 2018. Likewise, Dr. Renduchintala is eligible for an annual equity grant with a grant date value of at least $6,000,000; as in 2016 and 2017, Dr. Renduchintala received an annual equity grant with a target grant date value of more than $6,000,000 in 2018. Under his offer letter, Dr. Renduchintala was eligible for our standard relocation benefits in connection with his move to the San Francisco Bay Area, as well as certain commuting and travel benefits, including a car and driver for commuting purposes, to optimize his time. Finally,reflective of the competitive market at that time for executives in the event that his employment was terminated bytechnology industry. The listed officers are allowed reimbursement of corporate travel card and personal travel agency fees. Other than the personal benefits and perquisites listed above, Intel within the first three years of employment fordid not provide any reason other than cause (as definedpersonal benefits or perquisites to our listed officers in the offer letter), Dr. Renduchintala would have been eligible for a severance payment, the value of which would have declined in quarterly increments over the three-year period, subject to his execution and delivery of an effective release of claims in favor of Intel. His eligibility for these severance payments has expired.2020. Pursuant to his 2016 offer letter, Mr. Swan was provided certain benefits in part to offset the value he lost by leaving his prior employer, consisting of a sign-on cash award in the aggregate amount of $5,500,000 payable in three installments from 2016 through 2018, and a new-hire RSU with a grant value of $9,500,000. In the event that his employment had been terminated by Intel within the first two years of employment for any reason other than cause (as defined in the offer letter), Mr. Swan would have been eligible to receive the then-unpaid portion of his sign-on award, subject to his execution and delivery of an effective release of claims in favor of Intel. His eligibility for these severance payments has expired. In connection with his appointment as CEO in January 2019, the company entered into an offer letter with Mr. Swan. Details of the terms of his compensation are provided in “Compensation Discussion and Analysis; Executive Summary; CEO Transition” on page 61 of this proxy statement.Other Agreements Pursuant to a 10-year lease agreement, Mr. Rodgers leases from Intel a residence that it owns for which Mr. Rodgers pays $4,805 a month for rent to Intel. The residence has a fair rental value of $26,500, with a lease differential amount of $21,695 per month. 76 Compensation Discussion and Analysis          2019 PROXY STATEMENT Under the lease agreement, Mr. Rodgers may purchase the residence during the term of the lease for its fair market value or may purchase the residence at Intel’s cost at the end of the lease. For more details regarding this lease arrangement, see footnote 5 on page 95. LISTED OFFICER STOCK OWNERSHIP GUIDELINESExecutive Officer Stock Ownership Guidelines Purpose Because the Compensation Committee believes in linking the interests of management and stockholders, the Board has set stock ownership guidelines for Intel’s executive officers. These guidelines specify the number of shares that Intel’s executive officers must accumulate and hold within five years of appointment or promotion. Ownership Definition Unvested OSUsOSUs/PSUs and RSUs and unexercised stock options do not count toward satisfying these ownership guidelines. 2021 PROXY STATEMENT  |  Compensation Discussion and Analysis 89 Measurement of Stock Ownership Compliance1 The following is a summary of our robust stock ownership guidelines. Intel’s executive officers must accumulate and hold shares of Intel common stock based on a multiple of base salary within five years of their appointment as an executive officer or promotion. There are internal target thresholds for those executive officers who are on track but have not as of yet met their stock ownership requirements. Compliance with the stock ownership requirements is measured, and presented to the Board of Directors, at least four times a year, using the average stock price of the 30 days prior to and including the measurement date (Measurement Price), which is the same method used to convert RSUs granted to our listed officers. As of December 29, 2018,26, 2020, each of Intel’sour listed officers had either satisfiedmet in advance of the deadline for these ownership guidelines or still had time to do so. The following table lists the specific ownership requirements for our listed officers (other than Dr. Renduchintala who was neither an employee nor an executive officer of the listed officers.company as of December 26, 2020), their status in meeting the guidelines, and their deadlines to meet the current requirements.   TitleListed Officer Minimum Number    Multiple of Base Salary                  Requirement             Shares        Status                 Deadline         CEO     250,000 Robert H. Swan 10x Met Feb 2024   Executive ChairmanGeorge S. Davis 5x On track April 2024     150,000 Gregory M. Bryant 5x Met September 2024   CFOSteven R. Rodgers 5x Met January 2022     125,000   Executive Vice PresidentNavin Shenoy 5x 100,000 Met May 2022 INTEL POLICIES REGARDING DERIVATIVES OR “SHORT SALES” 1 If the listed officer meets his or her stock ownership requirement at any measurement point, the individual is deemed to satisfy the guideline regardless of any subsequent stock price declines so long as the individual continues to hold at least a number of shares equal to the individual’s guidelines based on the Measurement Price for that measurement date. Intel Policies Regarding Hedging, Derivatives, “Short Sales”, or Pledging Intel prohibits directors, listed officers, executives, and all other senior employees from investing in any derivative securities of Intel common stock and engaging in short sales or other short-position transactions in Intel stock, transactions in publicly traded options and other derivatives based on the value of Intel common stock.stock, or any hedging and monetization transactions that serve to insulate or mitigate against a potential change in Intel’s stock price, including through the use of financial instruments such as prepaid forwards, equity swaps, collars, and exchange funds. This policy does not restrict ownership of, or transactions related to, company-granted awards, such as PSUs, OSUs, RSUs, employee stock options, and publicly traded convertibleother securities issued by Intel. Holding Intel stock in a margin account and pledging Intel stock as collateral for a loan is prohibited for directors, executive officers and other senior executives. INTEL POLICIES REGARDING CLAW-BACKSIntel Policies Regarding Clawbacks Both Intel’s ExecutiveAnnual Cash Bonus Plan, under which annual incentive cash payments are made, and Intel’s 2006 Equity Incentive Plan,equity plans, under which annual incentive equity awards are made, include provisions for seeking the return (claw-back)(clawback) from executive officers of incentive cash payments and stock sale proceeds in the event that those amounts had been inflated due to financial results that later had to be restated. In addition, the 2006 Equity Incentive Plan providesequity plans provide that, before seeking recovery, the Compensation Committee must first determine that the applicable executive officer engaged in conduct contributing to the reason for the restatement. TAX DEDUCTIBILITY Prior to December 22, 2017, when the Tax Reform was signed into law, Section 162(m) of the Internal Revenue Code generally disallowed a tax deduction to publicly held companies for compensation that did not qualify as performance-based that was paid to certain executive officers in excess of $1 million per officer in any year. To maintain flexibility and promote simplicity in administration, compensation arrangements with our listed officers—such as OSUs, RSUs, and annual and quarterly incentive cash payments—were not required to satisfy the conditions of Section 162(m) required for such arrangements to be considered “qualified performance-based” compensation, and therefore may not be deductible. Under the Tax Reform, the tax deduction disallowance rules under section 162(m) changed beginning in 2018, so that compensation earned by our listed officers in excess of $1 million in any year generally will not be deductible.   90   2019 PROXY STATEMENT     Compensation Discussion and Analysis  |  2021 PROXY STATEMENT   77  REPORT OF THE COMPENSATION COMMITTEE  Report of the Compensation Committee   The Compensation Committee, which is composed solely of independent directors of the Board of Directors, assists the Board in fulfilling its responsibilities with regard to compensation matters, and is responsible under its charter for determining the compensation of Intel’s executive officers. The Compensation Committee has reviewed and discussed the “Compensation Discussion and Analysis” section of this proxy statement with management, including our Chief Executive Officer, Robert H. Swan, and our interim Chief Financial Officer, Todd M. Underwood.management. Based on this review and discussion, the Compensation Committee recommended to the Board of Directors that the “Compensation Discussion and Analysis” section be included in Intel’s 20182020 Annual Report on Form 10-K (incorporated by reference) and in this proxy statement. Compensation Committee, as of March 9, 2021 Omar Ishrak, Chairman Reed E. Hundt Andrew M. Wilson, Chairman* Alyssa H. Henry Omar Ishrak Risa Lavizzo-Mourey Dion J. Weisler*   * Mr. Wilson will not be standing for re-election at the 2021 Annual Stockholders’ Meeting, and following the conclusion of the meeting Mr. Weisler will be the chair of the Compensation Committee.   78   2021 PROXY STATEMENT  |  Report of the Compensation Committee     2019 PROXY STATEMENT   91   EXECUTIVE COMPENSATION  Executive Compensation   The following table lists the annual compensation for fiscal years 2018, 2017,2020, 2019, and 20162018 of our former CEO (who commenced service as CEO as of January 30, 2019 and served as interim CEO and Executive Vice President, CFO during 2018)2018 and early 2019), our CFO (who commenced service as CFO as of April 3, 2019), our other three most highly compensated executive officers in 2018 (referred to as our listed officers). The table includes our former CEO,2020, and one other individual who was not serving as an executive officer as of the end of 2018.2020 (referred to as our listed officers). 2018 SUMMARY COMPENSATION TABLE2020 Summary Compensation Table   Name and Principal Position   Year   Salary ($)   Bonus ($)   Stock Awards ($)   Non-Equity Incentive Plan Compensation ($)   Change in Pension Value and Non-Qualified Deferred Compensation Earnings ($)   All Other Compensation ($)   Total ($) Robert H. Swan1,3 Chief Executive Officer (Prior Interim CEO and Executive Vice President, CFO)     2018       898,000       2,500,000       10,898,200       2,240,000       —       170,500       16,706,700       2017       850,000       1,750,000       6,296,300       2,193,800       —       24,600       11,114,700       2016       194,800       2,750,000       8,947,200       313,900       —       7,000       12,212,900   Steven R. Rodgers2,3 Executive Vice President and General Counsel     2018       800,000       —       12,126,800       1,994,300       —       1,290,800       16,211,900   Venkata Renduchintala Group President, Technology, Systems Architecture and Client Group, and Chief Engineering Officer     2018       1,008,000       —       7,878,300       3,225,000       —       1,020,900       13,132,200       2017       954,000       2,700,000       6,393,100       2,718,000       —       1,053,500       13,818,600         2016           900,000       2,700,000       13,500,600       2,228,400       —       1,118,700       20,447,700   Navin Shenoy2,3 Executive Vice President and General Manager, Data Center Group     2018       793,000       —       7,445,000       1,998,200       —       129,100       10,365,300         2017           658,300       2,000,000       11,206,300       1,221,100       —       204,200       15,289,900   Brian M. Krzanich4 Former Chief Executive Officer     2018       694,000       —       15,313,300       57,200       42,000       1,943,800       18,050,300       2017       1,380,000       —       13,076,900       5,210,000       17,000       1,860,800       21,544,700       2016       1,250,000       —       11,710,600       3,699,200       3,000       2,416,200       19,079,000   Name and Principal Position        Year   Salary ($)   Bonus ($)   Stock Awards ($)   Option Awards ($)   Non-Equity Incentive Plan Compensation ($)   Change in Pension Value and Non-Qualified Deferred Compensation Earnings ($)   All Other Compensation ($)   Total ($)                   Robert H. Swan1 Former Chief Executive Officer             2020       1,250,000     —           16,902,000     —           3,696,700     —              540,800     22,389,500             2019       1,227,300     —           44,622,600     17,100,000     3,682,100     —              303,100     66,935,100                   2018       898,000     2,500,000     10,898,200     —           2,240,000     —              170,500     16,706,700                   George S. Davis2 Executive Vice President Chief Financial Officer             2020       900,000     1,000,000     7,088,100     —           1,632,500     —              157,400     10,778,000             2019       668,200     2,000,000     18,195,900     6,798,000     1,274,000     —              283,000     29,219,100                                                                                                   Navin Shenoy Executive Vice President General Manager, Data Platforms Group             2020       850,000     —           8,941,700     —           1,541,800     16,000            164,500     11,514,000             2019       850,000     —           15,388,700     6,780,000     1,591,100     —              171,300     24,781,100                   2018       793,000     —           7,445,000     —           1,998,200     —              129,100     10,365,300                   Steven R. Rodgers Executive Vice President and General Counsel             2020       833,000     —           6,979,000     —           1,640,900     47,000            860,300     10,360,200             2019       833,000     —           6,122,000     —           1,703,300     54,000         1,076,300     9,788,600                   2018       800,000     —           12,126,800     —           1,994,300     —           1,290,800     16,211,900                   Gregory M. Bryant3 Executive Vice President General Manager, Client Computing Group             2020       686,800     —           7,633,400     —           1,359,000     6,000              65,400     9,750,600             2019       635,900     —           9,127,800     2,542,500     1,249,100     18,000            198,300     13,771,600                                                                                                                       Venkata S.M. Renduchintala4 Former Executive Vice President Group President, Technology, Systems Architecture and Client Group, and Chief Engineering Officer             2020       620,900     —           8,723,600     —                95,800     —           2,637,600     12,077,900             2019       1,056,800     —           15,197,400     6,780,000     2,768,400     —           1,082,800     26,885,400                 2018             1,008,000       —           7,878,300     —           3,225,000     —           1,020,900     13,132,200                                                                                                                                                                   1  Mr. Swan servedceased being CEO and an executive officer of the company as CFO during 2018 and also served as interim CEO following Mr. Krzanich’s resignation in June 2018.of February 15, 2021. Mr. Swan was appointed CEOretirement-eligible under our equity program at the time of his termination of employment without cause. 2 Mr. Davis joined Intel as CFO in JanuaryApril 2019. 2 In 2018, Mr. Rodgers had a loss in pension value of $(21,000). Mr. Shenoy’s pension value did not change. 3 Mr. RodgersBryant was not a listed officer prior to 2018. Mr. Shenoy was not a listed officer prior to 2017. Mr. Swan joined Intel in October 2016.2019. 4  Mr. Krzanich ceased being an executive officer ofDr. Renduchintala departed the company and resigned in June 2018. He was retirement-eligible at the time of his resignation.on August 3, 2020. Bonus.Mr. SwanDavis received a $1,000,000 bonus as the lastsecond installment of his sign-on cash award made in part to offset cash compensation forgone when he separated from his prior employer to join Intel in 2016. The Compensation Committee determined to award Mr. Swan a $1,500,000 cash bonus award in recognition ofaccordance with his strong leadership and performance during his tenure as interim CEO while also serving as Intel’s CFO. The Compensation Committee determined that Mr. Krzanich would not receive a 2018 annual incentive cash payout under the Executive Incentive Cash Plan. Mr. Krzanich received a quarterly incentive cash payout in the first quarter of 2018 when he was CEO under our company-wide quarterly incentive cash program.offer letter. Equity Awards.Under SEC rules, the values reported in the “Stock Awards” column of the Summary Compensation Table reflect the aggregate grant date fair value, computed in accordance with Financial Accounting Standards Board Accounting Standards Codification Topic 718 (FASB ASC Topic 718), of grants of stock awards to each of the listed officers in the years shown.officers. 92 Executive Compensation  |  2021 PROXY STATEMENT The grant date fair values of OSUsthe TSR component of the PSUs, Performance Units, and Performance Options are provided to us by Radford, an Aon Hewitt Consulting company,determined using the Monte Carlo simulation valuation method. We calculate the grant date fair value of an RSU by taking the average of the high and low trading prices of Intel common stock on the grant date and reducing it by the present value of dividends expected to be paid on Intel common stock before the RSU vests, because we do not pay or accrue dividends or dividend-equivalent amounts on unvested RSUs. The grant date fair value of the EPS growth component of the PSUs is determined using the same methodology as for RSUs and applied to the respective target number of PSUs granted. 2019 PROXY STATEMENT       Executive Compensation 79 The following table includes the assumptions used to calculate the aggregate grant date fair value of awards reported for each of 2018, 2017,2019, and 20162020, on a grant-date by grant-date basis.        Assumptions Grant Date    Volatility    Expected Life (Years)    Risk-Free Interest Rate    Dividend Yield 1/25/2016      23%        n/a        1.0 %       3.5 %  7/27/2016      n/a        n/a        0.7 %       3.0 %  10/25/2016      n/a        n/a        0.8 %       3.0 %  2/1/2017      23%        n/a        1.4 %       2.9 %  8/1/2017      22%        n/a        1.4 %       3.0 %  12/15/2017      n/a        n/a        1.6 %       2.5 %  1/30/2018      22%        n/a        2.0 %       2.4 %  8/15/2018      23%        n/a        2.6 %       2.5 %      Assumptions Grant Date Award Type1,2 Volatility Expected Life (Years)3 Risk-Free Interest Rate Dividend Yield 1/30/2018      RSU   N/A   3.0       1.6%         2.4%       1/30/2018      OSU-TSR   22.4 %   3.0       2.3%         2.5%       8/15/2018      RSU   N/A   3.0       2.6%         2.5%       8/15/2018      OSU-TSR   23.2 %   3.0       2.6%         2.5%       1/30/2019      RSU   N/A   3.0       2.5%         2.7%       1/30/2019      PSU-TSR   25.3 %   3.0       2.5%         2.7%       1/30/2019      PSU-EPS   N/A   3.0       2.5%         2.7%       2/1/2019      PO   25.5 %   N/A       2.7%         2.6%       2/1/2019      PU   25.0 %   5.0       2.5%         2.6%       2/1/2019      CIR PSU   N/A   3.0       2.5%         2.7%       3/13/2019      PO   24.8 %   N/A       2.6%         2.3%       3/13/2019      PU   25.2 %   5.0       2.4%         2.3%       4/3/2019      RSU   N/A   3.0       2.4%         2.3%       4/3/2019      PO   24.5 %   N/A       2.5%         2.3%       4/3/2019      PU   25.4 %   5.0       2.3%         2.3%       4/9/2019      PO   24.5 %   N/A       2.5%         2.3%       4/9/2019      PU   25.3 %   5.0       2.3%         2.3%       4/9/2019      PSU-TSR   25.3 %   3.0       2.5%         2.7%       4/9/2019      PSU-EPS   N/A   3.0       2.5%         2.7%       10/30/2019      RSU   N/A   3.0       1.7%         2.2%       1/30/2020      PSU-EPS   N/A   3.0       1.4%         2.0%       1/30/2020      PSU-TSR   27.8 %   3.0       1.4%         2.0%       1/30/2020      RSU   N/A   3.0       1.5%         2.0%       1 The Award types are as follows: Annual RSU—restricted stock units; Annual PSU-TSR—the relative TSR component of the PSUs; Annual PSU-EPS—the EPS growth component of the PSUs; PO—Performance Options; PU—Performance Units; and CIR PSU—Cash Incentive-Related PSUs. 2 The Monte Carlo simulation valuation for the PSU-TSR Awards assumed a stock price volatility for the S&P 500 IT Index and a correlation coefficient between Intel and the S&P 500 IT Index over the Volatility Period, as follows: Grant Date         Volatility Period                  Volatility                 Correlation Coefficient          1/30/2018         3.0                 15.4%                   0.6569         8/15/2018         2.5                 14.9%                   0.6852         1/30/2019         2.9                 17.7%                   0.6931         4/9/2019         3.0                 15.4%                   0.6569         1/30/2020         2.9                 18.8%                   0.6762         3 For PSUs and RSUs, this reflects the three year vesting period from the grant date. For PUs, the expected life is based on the performance period running from the grant date through February 1, 2024, and therefore is slightly less than five years for PUs granted after February 1, 2019. For POs, no single assumption is used and the expected life calculated in Monte Carlo simulations is assumed based on the midpoint between the later of the vesting period or the time until the stock hurdle is achieved under each simulation, and the ten year term of the option. 2021 PROXY STATEMENT  |  Executive Compensation 93 The table below sets forth the grant date fair value for the performance-related EPS growth component of the annual PSUs granted in 2020, determined in accordance with FASB ASC Topic 718 principles (i) based on the probable outcome at target of the performance-related component as of the grant date, (ii) based upon achieving the maximum level of performance under the performance-related component in 2020, and (iii) based on the grant date fair value. Name Award Type Target Outcome of Performance- Related Component Grant Date Fair Value ($) Maximum Outcome of Performance- Related Component Grant Date Fair Value ($)1 Target Outcome of Performance- Related Component Grant Date Number of Shares (#) Maximum Outcome of Performance- Related Component Grant Date Number of Shares (#)           Robert H. Swan   Annual PSU-EPS     6,287,700   12,575,300   100,458   200,916           George S. Davis Annual PSU-EPS   2,636,800   5,273,600   42,128   84,256           Navin Shenoy Annual PSU-EPS   3,326,300   6,652,700   53,145   106,290           Steven R. Rodgers Annual PSU-EPS   2,596,200   5,192,300   41,479   82,958           Gregory M. Bryant Annual PSU-EPS   2,839,600   5,679,200   45,368   90,736           Venkata S.M. Renduchintala2 Annual PSU-EPS   3,245,200   6,490,500   51,849   103,698 1 The number of shares in the table above represent the target and the maximum number of shares that each listed officer could receive based on assumptions as of the grant date. However, the value ultimately received by the executives is dependent upon Intel’s stock price at the time of payout (as well as the satisfaction of the performance conditions). 2 Dr. Renduchintala departed the company on August 3, 2020. Non-Equity Incentive Plan Compensation.The amounts in the “Non-Equity“Non-Equity Incentive Plan Compensation” column of the Summary Compensation Table include annual incentive cash payments made under the annual incentive cash planAnnual Cash Bonus Plan and the quarterly incentive cash payments.program. The allocation of payments was as follows:   Name    Year    Annual Incentive Cash Payments1 ($)    Quarterly Incentive Cash Payments ($)    Total Incentive Cash Payments ($) Year Annual Incentive Cash Payments1 ($) Quarterly Incentive Cash Payments ($) Total Incentive Cash Payments ($)   Robert H. Swan      2018        2,075,400        164,600        2,240,000     2020   3,460,400   236,300   3,696,700      2017        2,080,200        113,600        2,193,800          2016        284,200        29,700        313,900     2019   3,436,600   245,500   3,682,100 Steven R. Rodgers      2018        1,848,000        146,300        1,994,300   Venkata Renduchintala      2018        3,019,600        205,400        3,225,000       2018   2,075,400   164,600   2,240,000   George S. Davis   2020   1,494,900   137,600   1,632,500        2017        2,574,800        143,200        2,718,000     2019   1,162,000   112,000   1,274,000      2016        2,128,000        100,400        2,228,400     Navin Shenoy      2018        1,857,400        140,800        1,998,200     2020   1,411,900   129,900   1,541,800      2017        1,132,000        89,100        1,221,100     Brian M. Krzanich      2018        —        57,200        57,200        2017        4,992,200        217,800        5,210,000     2019   1,453,900   137,200   1,591,100      2016        3,546,700        152,500        3,699,200       2018   1,857,400   140,800   1,998,200   Steven R. Rodgers   2020   1,509,400   131,500   1,640,900     2019   1,564,400   138,900   1,703,300     2018   1,848,000   146,300   1,994,300   Gregory M. Bryant   2020   1,254,000   105,000   1,359,000     2019   1,149,200   99,900   1,249,100   Venkata S.M. Renduchintala   2020   —   95,800   95,800     2019   2,572,700   195,700   2,768,400     2018   3,019,600   205,400   3,225,000   1  Payments include amounts, attributableif any, adjusted up to the positive 20% for individual performance adjustments.performance. For more information about the 20182020 adjustments, see the discussion in “Compensation Discussion and Analysis; 20182020 Compensation of our Listed Officers; 20182020 Cash Compensation” on page 6876 of this proxy statement. Change in Pension Value and Non-Qualified Deferred Compensation Earnings.Amounts reported represent the actuarial change of the benefit that the listed officers (other than Mr. Swan, Mr. Davis, and Dr. Renduchintala) have in the tax-qualified pension plan arrangement, whichand, for certain individuals, the supplemental benefit under the plan that offsets certain amounts under the non-qualified pension plan benefit. deferred compensation plan. Year-to-year differences in the present value of the accumulated benefit arise mainly from changes in the interest rate used to calculate present value and the participant’s age approaching 65. The listed officers (other than Mr. Krzanich) 94 Executive Compensation  |  2021 PROXY STATEMENT generally had an overall decreaseincrease in 20182020 compared to 20172019 because the interest rate used to calculate present value increaseddecreased from approximately 3.7%3.3% for 20172019 to 4.4%2.5% for 2018.2020. Mr. Krzanich’s present value of the accumulated benefit increased due to his retirement in June 2018.Swan, Mr. SwanDavis, and Dr. Renduchintala are not eligible for pension benefits, as they were hired after January 1, 2011. Mr.Messrs. Shenoy and Bryant are participants in the tax-qualified pension plan but elected not to participate in the non-qualifiedsupplemental benefit. Mr. Rodgers participates in the tax-qualified pension plan arrangement.and the supplemental benefit. For more information about the pension plan benefits, see below under “Pension Benefits for Fiscal Year 2020.” 80 Executive Compensation         2019 PROXY STATEMENT All Other Compensation.Compensation for 2020.The amounts in the “All Other Compensation” column of the Summary Compensation Table include tax-qualified discretionary company contributions credited under the retirement contribution component of the 401(k) savings plan and matching company contributions to the plan, discretionary company contributions credited under the retirement contribution component of the non-qualified deferred compensation plan and matching company contributions to the plan, tax gross-ups, and payments for perquisites, as detailed in the table below. Perquisites for 20182020 include financial planning, eligibility for health evaluations, company-provided transportation (including commutingcommuting), security, housing, relocation and relocation services), residential security and housingtravel costs, and company-matched charitable contributions.   Name   Year   Retirement Plan Contributions1 ($)   Deferred Compensation Plan Contributions2 ($)   Tax Gross- Ups3 ($)   Financial Planning and Physicals ($)   Company- Provided Transportation4 ($)   Residential Security4 ($)   Housing5 ($)   Other6 ($) Year Retirement Plan Contributions1 ($) Deferred Compensation Plan Contributions2 ($) Tax Gross- Ups3 ($) Financial Planning and Physicals ($) Company- Provided Transportation4 ($) Housing5 ($) Relocation6 ($) Other7 ($)   Robert H. Swan     2018       13,800       143,100       —       13,600       —       —       —       —     2020   14,300   232,700   —       8,600   200,000   —       —       85,200     2017       —       —       —       23,600       —       —       —       1,000         2016       —       —       —       7,000       —       —       —       —   Steven R. Rodgers     2018       13,800       102,500       —       23,500       —       1,400       228,000       —   Venkata Renduchintala     2018       13,800       175,300       —       10,900       52,800       1,400       —       —       2017       13,500       147,500       700       6,000       44,800       66,700       —       51,900   George S. Davis   2020   14,300   —   46,000   18,000   —       —       53,500   25,600     2016       —       —       32,800       7,000       56,400       77,700       —       —     Navin Shenoy     2018       13,800       89,300       —       26,000       —       —       —       —     2020   14,300   107,900   —       26,000   —       —       —       16,300     2017       13,500       54,300       123,200       11,400       —       800       —       1,000     Brian M. Krzanich     2018       13,800       280,500       —       12,000       243,300       1,400       —       924,000   Steven R. Rodgers   2020   14,300   112,600   260,400   24,100   —       310,700   —       138,200     2017       13,500       243,300       —       25,800       394,700       29,300       —       —     Gregory M. Bryant   2020   14,300   —   —       26,000   —       —       —       25,100     2016       13,300       221,300       —       25,700       22,200       275,200       —       —     Venkata S.M. Renduchintala   2020   14,300   —   —       16,100   44,300   —       —       2,562,900   1 Amounts included in the Retirement Plan Contributions column become payable only upon the earliest to occur of retirement, termination of employment, disability, or death (receipt may be deferred following retirement or termination of employment but no later than reaching age 70 1/2). 2 Amounts included in the Deferred Compensation Plan Contributions column will be paid to the listed officers after a fixed period of years or upon termination of employment, in accordance with irrevocable elections made in the calendar year before the calendar year in which that compensation is deferred. 3 Amounts representto Mr. Davis represents equalization payments to Dr. Renduchintala (in 2017 and 2016) and Mr. Shenoy (in 2017) to offset taxes imposed on theirhis relocation benefits, consistent with company-wide policy for relocation costs and expatriate assignments.costs. Amounts to Mr. Rodgers represents equalization payments to offset taxes imposed on his housing benefits described below. 4 For company-provided aircraft, the amount reported for Mr. Swan represents the cost per flight hour of the aircraft less amounts reimbursed by the listed officer. For other company-provided transportation costs, and residential security costs, the amount reported for Dr. Renduchintala represents the cost to Intel or, with respect to arrangements that are utilized both in business and non-business contexts, an allocation of the cost to Intel of such arrangements. 5 Following a law enforcement investigation of threats of violence and stalking of Mr. Rodgers and his family in retaliation for performing his duties to the company, and upon advice of an independent security contractor, the company determined it was in its interest to request that Mr. Rodgers move to a more secure residence under an arrangement that is cost neutral to Mr. Rodgers in comparison to his previous residence. As a result, the amounts for Mr. Rodgers represents the cost to Intel of a residence that it owns and leases to Mr. Rodgers, less rent paid by Mr. Rodgers. Under the agreement, Mr. Rodgers may purchase the residence during the term of the lease for its fair market value or may purchase the residence at Intel’s cost at the end of the lease. This option preserves Mr. Rodgers’ opportunity to purchase his primary residence, which he otherwise would have foregone by moving to an Intel-owned residence at the company’s request. 6 Amounts represent payments to Mr. Krzanich, whichDavis for relocation benefits received upon joining Intel in 2019, consistent with company-wide policy for relocation costs. 7 Amounts represent payments to Mr. Swan ($600 ), Mr. Davis ($600), Mr. Rodgers ($800), Dr. Renduchintala ($600) for corporate travel cards; payments to Mr. Shenoy ($300) and Mr. Bryant ($100) for personal travel agency fees; payments to Mr. Shenoy ($10,000) for health and welfare services, consistent with company-wide policy; payments to Mr. Davis ($15,000 ) for legal fees in connection with his offer letter; payments to Mr. Swan ($83,600) and Mr. Rodgers ($5,000) for residential security; and payments made by the Intel Foundation for matching charitable contributions on behalf of Mr. Swan ($1,000), Mr. Davis ($10,000 ), Mr. Shenoy ($6,000), and Mr. Bryant ($25,000), in line with the guidelines of Intel’s employee charitable matching gift program and donation campaigns. Amounts for Dr. Renduchintala also include $399,800 for continued personal security arrangements through November 2018 as a result of ongoing threats post-employment and the following benefits under broad-based programs: $228,700 forcash payments representing separation payments ($1,800,000), accrued but unused vacation ($162,600), accrued but unused sabbatical leave; $223,100($101,600), outplacement ($22,500), healthcare supplemental ($21,200), and holiday pay ($8,100). In addition, while we do not consider personal security measures to be a personal benefit for accruedour listed officer, but unused vacation; $66,500instead appropriate expenses for prorated Quarterly Incentive Cash Payment; $5,600the benefit of Intel that arise out of our executive’s employment responsibilities and that are necessary to his job performance and to ensure the safety of the covered executive and his family, amounts represent payments for accrued but unused holiday pay;personal security arrangements for Mr. Rodgers ($132,400) and $300Dr. Renduchintala ($446,300). In determining to authorize these non-standard arrangements and expenses, the Board and Compensation Committee have evaluated the need to respond to specific Intel-related incidents and threats, and have reviewed recommendations from a leading security firm and law enforcement agencies. As with security provided when our officers attend public events and business travel-related security that is provided when appropriate, Intel monitors these arrangements and adjusts them as circumstances warrant. In addition, the Board and committee have an annual process for his 30th year anniversary gift.oversight of the nature and cost of security measures and will discontinue, adjust, or enhance security as appropriate. The “All Other Compensation” column of the Summary Compensation Table includes, in addition to the amounts above, personal security arrangements for Mr. Rodgers in the amount of $921,600, for Dr. Renduchintala in the amount of $766,700, and for Mr. Krzanich in the amount of $468,800. We do not consider these security measures to be a personal benefit for our listed officers, but instead appropriate expenses for the benefit of Intel that arise out of our executives’ employment responsibilities and that are necessary to their job performance and to ensure the safety of the covered executives and their families. In determining to authorize these non-standard arrangements and expenses, the Board and Compensation Committee have evaluated the need to respond to specific Intel-related incidents and threats, and have reviewed recommendations from a leading security firm and law enforcement agencies. As with security provided when our officers attend public events and business travel-related security that is provided when appropriate, Intel monitors these arrangements and adjusts them as circumstances warrant. In addition, the Board and committee instituted an annual process for oversight of the nature and cost of security measures and will discontinue, adjust, or enhance security as appropriate.       2019 2021 PROXY STATEMENT  |  Executive Compensation     Executive Compensation 81 95 GRANTS OF PLAN-BASED AWARDS IN FISCAL YEAR 2018Grants of Plan-Based Awards in Fiscal Year 2020 The following table presents equity awards granted under the 2006 Equity Incentive Plan and awards granted under our annual incentive cash planAnnual Cash Bonus Plan and quarterly incentive cash payments in 2018.2020. Under SEC rules, the values reported in the “Grant Date Fair Value of Stock Awards” column reflect the grant date fair value of grants of stock awards determined under accounting standards applied by Intel, as discussed above. GRANTS OF PLAN-BASED AWARDS IN FISCAL YEAR 2018 TABLEGrants of Plan-based Awards in Fiscal Year 2020 Table                   Estimated Future Payouts Under Non-Equity Incentive Plans   Estimated Future Payouts Under Equity Incentive Plans1   All Other Stock Awards: Number of Shares of Stock or Units (#)   Grant Date Fair Value of Stock Awards ($)3 Name   Grant Date   Approval Date   Award Type   Target ($)2   Maximum ($)   Target (#)   Maximum (#) Robert H. Swan4     1/30/2018       1/16/2018     OSU                     122,255       244,510               6,199,600       1/30/2018       1/16/2018     RSU                                     35,358       1,678,700       8/15/2018       8/2/2018     OSU                     38,166       76,332               1,526,600       8/15/2018       8/2/2018     RSU                                     32,778       1,493,300       1/30/2018       1/16/2018     Annual Cash     1,617,000       10,000,000                                         1/30/2018       1/16/2018     Quarterly Cash     164,600                                           Steven R. Rodgers5     1/30/2018       1/16/2018     OSU                     122,255       244,510               6,199,600       1/30/2018       1/16/2018     RSU                                     35,358       1,678,700       1/30/2018       1/16/2018     RSU                                     88,395       4,248,500       1/30/2018       1/16/2018     Annual Cash     1,440,000       10,000,000                                         1/30/2018       1/16/2018     Quarterly Cash     146,300                                           Venkata Renduchintala     1/30/2018       1/16/2018     OSU                     122,255       244,510               6,199,600       1/30/2018       1/16/2018     RSU                                     35,358       1,678,700       1/30/2018       1/16/2018     Annual Cash     2,353,000       10,000,000                                         1/30/2018       1/16/2018     Quarterly Cash     205,400                                           Navin Shenoy     1/30/2018       1/16/2018     OSU                     115,531       231,062               5,858,600       1/30/2018       1/16/2018     RSU                                     33,414       1,586,400       1/30/2018       1/16/2018     Annual Cash     1,308,000       10,000,000                                         1/30/2018       1/16/2018     Quarterly Cash     140,800                                           Brian M. Krzanich     1/30/2018       1/16/2018     OSU                     237,632       475,264               12,050,300       1/30/2018   ��   1/16/2018     RSU                                     68,727       3,263,000       1/30/2018       1/16/2018     Annual Cash     3,837,000       10,000,000                                         1/30/2018       1/16/2018     Quarterly Cash     57,200                                                             Estimated Future Payouts Under Non- Equity Incentive Plans     Estimated Future Payouts Under Equity Incentive Plans2   All Other Stock Awards: Number of Shares of Stock or Units (#)   Grant Date Fair Value of Stock Awards ($)3 Name   Grant Date   Approval Date   Award Type1       Target     ($)3       Maximum     ($)       Target     (#)       Maximum     (#)                     Robert H. Swan     1/30/2020       1/15/2020     Annual PSU-EPS                                100,458   200,916           6,287,700                         1/30/2020       1/15/2020     Annual PSU-TSR                               100,458   200,916           7,419,800                         1/30/2020       1/15/2020     Annual RSU                                           50,229     3,194,500                         1/30/2020       1/30/2020     Annual Cash     3,437,500     10,312,500                                                           1/30/2020       1/30/2020     Quarterly Cash     236,300                                                                 George S. Davis     1/30/2020       1/14/2020     Annual PSU-EPS                                 42,128     84,256           2,636,800                         1/30/2020       1/14/2020     Annual PSU-TSR                                 42,128     84,256           3,111,600                         1/30/2020       1/14/2020     Annual RSU                                           21,064     1,339,700                         1/30/2020       1/30/2020     Annual Cash     1,485,000     4,455,000                                                           1/30/2020       1/30/2020     Quarterly Cash     137,600                                                                 Navin Shenoy     1/30/2020       1/14/2020     Annual PSU-EPS                                 53,145   106,290           3,326,300                         1/30/2020       1/14/2020     Annual PSU-TSR                                 53,146   106,292           3,925,400                         1/30/2020       1/14/2020     Annual RSU                                           26,573     1,690,000                         1/30/2020       1/30/2020     Annual Cash     1,402,500       4,207,500                                                             1/30/2020       1/30/2020     Quarterly Cash     129,900                                                                   Steven R. Rodgers     1/30/2020       1/14/2020     Annual PSU-EPS                                 41,479     82,958           2,596,200     1/30/2020       1/14/2020     Annual PSU-TSR                                 41,480     82,960           3,063,700                         1/30/2020       1/14/2020     Annual RSU                                           20,740     1,319,100                         1/30/2020       1/30/2020     Annual Cash     1,499,400       4,498,200                                                             1/30/2020       1/30/2020     Quarterly Cash     131,500                                                                 Gregory M. Bryant     1/30/2020       1/14/2020     Annual PSU-EPS                                 45,368     90,736           2,839,600     1/30/2020       1/14/2020     Annual PSU-TSR                                 45,369     90,738           3,351,000                         1/30/2020       1/14/2020     Annual RSU                                           22,685     1,442,800                         1/30/2020       1/30/2020     Annual Cash     1,133,100       3,399,300                                                             1/30/2020       1/30/2020     Quarterly Cash     105,000                                                                 Venkata S.M. Renduchintala     1/30/2020       1/14/2020     Annual PSU-EPS                                 51,849   103,698           3,245,200     1/30/2020       1/14/2020     Annual PSU-TSR                                 51,850   103,700           3,829,600                         1/30/2020       1/14/2020     Annual RSU                                           25,925     1,648,800                         1/30/2020       1/30/2020     Annual Cash     2,465,900       7,397,700                                                             1/30/2020       1/30/2020     Quarterly Cash     95,800                                                   1 The Award types are as follows: Annual RSU—annually granted RSUs; Annual PSU-EPS—annually granted PSUs with an EPS performance condition; Annual PSU—TSR- annually granted PSUs with a relative TSR performance condition PSUs; Annual Cash—annual incentive cash opportunity under Annual Cash Bonus Plan; and Quarterly Cash—quarterly incentive cash opportunity under quarterly incentive cash program. 2 The “Estimated Future Payouts Under Equity Incentive Plans” columns represent the target and maximum number of shares that could be received by each listed officer, under OSUs.however, the value ultimately received by the executives is dependent upon Intel’s stock price at the time of payout (as well as satisfaction of the performance conditions). There is no threshold number for Annual PSUs (PSU-EPS and PSU-TSR) granted in 2020. 96 Executive Compensation  |  2021 PROXY STATEMENT 23 Amounts reported as “Target” in the “Annual Cash” rows are the listed officer’s annual incentive cash target, and the amounts reported as “Target” in the “Quarterly Cash” rows are the listed officer’s 20182020 aggregate quarterly incentive cash payment. Actual 20182020 annual incentive cash payments are reported in the table under the heading “Non-Equity“Non-Equity Incentive Plan Compensation” in the Summary Compensation Table. 3 The grant date fair value (computed There is no threshold amount for the Annual Cash or Quarterly Cash Awards granted in accordance with FASB ASC Topic 718) is generally the amount that Intel would expense in its financial statements over the award’s service period, but does not include a reduction for forfeitures. This does not represent the actual value that may be realized by a listed officer upon vesting of the award. 4 Equity awards granted on August 15, 2018 to Mr. Swan were to bring his compensation in line with his new position as interim CEO. 5 For Mr. Rodgers, includes a special RSU grant of 88,395 shares to reflect his increased responsibilities in 2018.2020. Annual Incentive Cash Plan.For more details regarding our Executive Incentive Cash Plan, see “Compensation Discussion and Analysis; 2018 Compensation of Our Listed Officers; 2018 Cash Compensation; Annual Incentive Cash” on page 69 of this proxy statement. OSUPSU Awards.OSUs PSUs granted to the listed officers in 20182020 have a three-year performance period, frommeasured over the 36 months beginning with the first day of the fiscal year of the grant date, and a 37-month vesting schedule, meaning thatvest on January 31, 2023, subject to certification by the Compensation Committee of the performance metrics are measured over the first 36 months, and the corresponding number of shares will vest in the 37th month. results. The number of shares of Intel common stock to be received at vesting will range 82 Executive Compensation         2019 PROXY STATEMENT from 0% to 200% of the target amount, based on the relative TSR of Intel common stock measured against the median TSR of the S&P 500 IT Index over a three-year period.period and three-year cumulative EPS growth rate compared to a target established by the Compensation Committee at the time the PSUs are granted. For OSUsPSUs granted to listed officers in 2018,2020, the payout percentage ratesor multiplier at which OSUs convert into shares are as follows: if Intel’s TSR is within 1% of the peer group’s TSR, OSUs convert into shares at target; if Intel under-performs the S&P 500 IT Index, the percentage at which the OSUsPSUs convert into shares will be reduced from 100% at a rate of 4-to-1 (a 4-percentage-point reduction in units for each percentage point of under-performance); if Intel’s TSR is more than 25 percentage points belowbased on the TSRresults of the S&P 500 IT Index, no shares will be issued and the OSUs will be forfeited; and if Intel outperforms the S&P 500 IT Index, the percentage at which the OSUs convert into shares will be increased from 100%, at a rate of 4-to-1 (a 4-percentage-point increase in units for each percentage point of over-performance), with a maximum percentage of 200%. TSR is a measure of stock price appreciation plus any dividends paid during the performance period. following two metrics added together. § Relative TSR—50% of the target number of shares: if Intel’s TSR is within 1% of the peer group’s TSR, PSUs convert into shares at target number for this metric; if Intel underperforms the S&P 500 IT Index, the percentage at which the PSUs convert into shares for this metric will be reduced from 100% at a rate of 4-to-1 (a 4-percentage-point reduction in units for each percentage point of under-performance); if Intel’s TSR is more than 25 percentage points below the TSR of the S&P 500 IT Index, no shares will be issued for this metric; and if Intel outperforms the S&P 500 IT Index, the percentage at which the PSUs convert into shares for this metric will be increased from 100%, at a rate of 4-to-1 (a 4-percentage-point increase in units for each percentage point of over-performance), with a maximum percentage of 200%. TSR is a measure of stock price appreciation plus any dividends paid during the performance period. § Cumulative EPS Growth—50% of the target number of shares: if Intel’s cumulative EPS growth rate for the three-year performance period is 100% of the target EPS growth rate established by the Compensation Committee at the time of PSU grant, then the PSUs convert into shares at target number for this metric. For every percentage point the three-year EPS cumulative growth rate is below the EPS growth target it will pay out 12.7% less than target for this metric. For every percentage point the growth rate exceeds the EPS growth target, the payout for this metric will increase 23.3% not to exceed 200%. In 2018,2020, annual equity awards granted to the listed officers were composed of 80% OSUsPSUs and 20% RSUs. The special equity award granted to Mr. Swan in August 2018 in connection with his interim CEO role was composedRSUs of 50% OSUs and 50% RSUs.the approved target value. Annual RSU Awards.RSUs granted to the listed officers in 20182020 vest in substantially equalon a quarterly incrementsbasis over the three years following the grant date, except the special RSUs awarded to Mr. Rodgers, which vest in substantially equal quarterly increments over two years following the grant date. Annual Cash Bonus Plan. For more details regarding our Annual Cash Bonus Plan, see “Compensation Discussion and Analysis; 2020 Compensation of Our Listed Officers; 2020 Cash Compensation; Annual Incentive Cash Compensation” on page 77. Quarterly Incentive Cash Program. For more details regarding our quarterly incentive cash program, see “Compensation Discussion and Analysis; 2020 Compensation of Our Listed Officers; 2020 Cash Compensation; Quarterly Incentive Cash Compensation” on page 81. 2021 PROXY STATEMENT  |  Executive Compensation 97 STOCK OPTION EXERCISES AND STOCK VESTED IN FISCAL YEAR 2018Stock Option Exercises and Stock Vested in Fiscal Year 2020 The following table provides information on listed officers’ stock option exercises and vesting of RSUs and OSUs during fiscal year 2018.2020.      OPTION AWARDS    STOCK AWARDS    OPTION AWARDS    STOCK AWARDS Name    Grant Type    Number of Shares Acquired on Exercise (#)    Value Realized on Exercise ($)    Number of Shares Acquired on Vesting (#)    Value Realized on Vesting ($)    Total Value Realized on Exercise and Vesting ($)        Grant Type        Number of     Shares     Acquired on     Exercise     (#)        Value     Realized on     Exercise     ($)        Number of     Shares     Acquired on     Vesting     (#)        Value     Realized on     Vesting     ($)        Total Value     Realized on     Exercise and     Vesting     ($)       Robert H. Swan    Option      —        —        —        —        —      Option    —        —                 —                    —                    —        RSU      —        —        113,447        5,113,000        5,113,000        OSU      —        —        —        —        —      RSU    —        —          64,060        3,485,800        3,485,800          OSU    —        —          90,915        5,124,900        5,124,900       Total           —        —        113,447        5,113,000        5,113,000             —        —        154,975        8,610,700        8,610,700       George S. Davis    Option    —        —                 —                    —                    —          RSU    —        —          67,294        3,754,900        3,754,900          OSU    —        —                 —                    —                    —       Total           —        —          67,294        3,754,900        3,754,900       Navin Shenoy    Option    —        —                 —                    —                    —          RSU    —        —          32,697        1,786,000        1,786,000          OSU    —        —          83,115        4,685,200        4,685,200       Total           —        —        115,812        6,471,200        6,471,200       Steven R. Rodgers    Option      —        —        —        —        —      Option    —        —                 —                    —                    —        RSU      —        —        79,010        3,834,300        3,834,300        OSU      —        —        47,632        2,241,000        2,241,000      RSU    —        —          39,449        2,283,900        2,283,900     Total           —        —        126,642        6,075,300        6,075,300   Venkata Renduchintala    Option      —        —        —        —        —        RSU      —        —        137,843        6,665,600        6,665,600      OSU    —        —          76,928        4,336,400        4,336,400        OSU      —        —        —        —        —     Total           —        —        137,843        6,665,600        6,665,600             —        —        116,377        6,620,300        6,620,300     Navin Shenoy    Option      —        —        —        —        —     Gregory M. Bryant    Option    —        —                 —                    —                    —          RSU    —        —          38,725        2,212,700        2,212,700          OSU    —        —          55,122        3,107,200        3,107,200                 —        —          93,847        5,319,900        5,319,900       Venkata S.M. Renduchintala    Option    —        —                 —                    —                    —     RSU    —        —          24,526        1,428,900        1,428,900          RSU      —        —        105,391        5,210,900        5,210,900      OSU    —        —          92,314        5,203,700        5,203,700        OSU      —        —        17,788        836,900        836,900     Total           —        —        123,179        6,047,800        6,047,800             —        —        116,840        6,632,600        6,632,600     Brian M. Krzanich    Option      —        —        —        —        —      RSU      —        —        141,189        6,625,000        6,625,000      OSU      —        —        147,674        6,947,700        6,947,700   Total           —        —        288,863        13,572,700        13,572,700   2015–20182017–2020 OSU Payout.In 2018,2020, the three-year performance period ended for OSUs granted in 2015, and the committee certified the performance results.2017. Intel’s TSR was 46.6%77.3%, abovewhich was 8.1 percentage points below the technologymedian TSR of the S&P 500 IT Index peer group (as described inof 85.4% over the 2015 Proxy Statement) TSR of 43.2% by 3.4 percentage points.performance period. The 20152017 OSUs paid out at 100% plusless 4 percentage points for every percentage point that Intel’s TSR was abovebelow the median peer group TSR, not to exceed 200%.TSR. Therefore, the OSUs were converted into earned unitsshares equal to 113.5% of target and, together with dividend equivalents accrued on the shares that were earned over the 37-month vesting period, were settled at 121.9%67.5% of target and are included in the table above.   98   2019 Executive Compensation  |  2021 PROXY STATEMENT     Executive Compensation 83 OUTSTANDING EQUITY AWARDS AT FISCAL YEAR-END 2018Outstanding Equity Awards at Fiscal Year-End 2020 The following table provides information regarding outstanding equity awards held by the listed officers as of December 29, 2018.26, 2020. Unless otherwise specified, RSUs vest quarterly over the first three years from the grant date. Marketmarket value for stock awards (OSUs(OSUs/PSUs, RSUs, and RSUs)Options) is determined by multiplying the number of shares by the closing price of Intel common stock on Nasdaq on the last trading day of the fiscal year. The listed officers did not hold any stock options as of December 29, 2018.year (December 24, 2020).     STOCK OPTION AWARDS   STOCK AWARDS   STOCK OPTION AWARDS   STOCK AWARDS Name   Grant Date   Number of Securities Underlying Unexercised Options Exercisable (#)   Number of Securities Underlying Unexercised Options Unexercisable (#)   Option Exercise Price ($)   Option Expiration Date   Market Value of Unexercised Options ($)   Grant Date   Number of Shares or Units of Stock That Have Not Vested (#)   Market Value of Shares or Units of Stock That Have Not Vested ($)   Equity Incentive Plan Awards: Number of Unearned Shares, Units, or Other Rights That Have Not Vested1 (#)   Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units, or Other Rights That Have Not Vested ($)     Grant Date   Number of Securities Underlying Unexercised Options Exercisable (#)   Number of Securities Underlying Unexercised Options Unexercisable and Unearned (#)5   Option Exercise Price ($)   Option Expiration Date   Market Value of Unexercised Options ($)   Grant Date   Award1   Number of Shares or Units of Stock That Have Not Vested (#)   Market Value of Shares or Units of Stock That Have Not Vested ($)   Equity Incentive Plan Awards: Number of Unearned Shares, Units, or Other Rights That Have Not Vested1 (#)   Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units, or Other Rights That Have Not Vested ($)   Robert H. Swan2                         —                           —                               —       10/25/2016       90,140       4,214,000                     —       —                             2/1/2017       14,671       685,900       134,785       6,301,200                             1/30/2018       26,519       1,239,800       122,255       5,715,400                             8/15/2018       30,046       1,404,700       38,166       1,784,300         Robert H. Swan3, 4     2/1/2019           1,800,000   48.73   2/1/2029   84,726,000   1/30/2018     RSU/OSU       2,947     138,700     122,255     5,754,500                                             8/15/2018     RSU/OSU       8,194     385,700     38,166     1,796,500                                             1/30/2019     RSU/PSU       5,241     246,700     12,579     592,100                                             1/30/2019     RSU/PSU       27,079     1,274,600     259,957     12,236,200                                               2/1/2019     CIR PSU       —         —         272,441     12,823,800                                               2/1/2019     PU       —         —         450,000     21,181,500                                             1/30/2020     RSU/PSU       37,672     1,773,200     200,916     9,457,100       Total         —       —               —           161,376       7,544,400       295,206       13,800,900           —   1,800,000               84,726,000                 81,133     3,818,900     1,356,314     63,841,700       George S. Davis     4/3/2019              600,000   55.44     4/3/2029   28,242,000     4/3/2019     PU             —         150,000     7,060,500                                               4/3/2019     RSU       93,041     4,379,400     —         —                                                 1/30/2020     RSU/PSU       15,798     743,600     84,256     3,965,900       Total         —      600,000               28,242,000                 108,839     5,123,000     234,256     11,026,400       Navin Shenoy3     3/13/2019              600,000   54.11   3/13/2029   28,242,000   1/30/2018     RSU/OSU       2,785     131,100     115,531     5,438,000                                             1/30/2019     RSU/PSU       14,326     674,300     137,526     6,473,300                                             3/13/2019     PU       —         —         150,000     7,060,500                                             1/30/2020     RSU/PSU       19,930     938,100     106,291     5,003,100       Total         —      600,000               28,242,000                 37,041     1,743,500     509,348     23,974,900       Steven R. Rodgers3         —       —               —       1/25/2016       4,433       207,200       49,922       2,657,500                                         1/30/2018     RSU/OSU       2,947     138,700     122,255     5,754,500                           2/1/2017       12,413       580,300       114,049       5,331,800                             1/30/2018       81,766       3,822,600       122,255       5,715,400                                               1/30/2019     RSU/PSU       11,181     526,300     107,338     5,052,400                                             1/30/2020     RSU/PSU       15,555     732,200     82,959     3,904,900       Total         —       —               —           98,612       4,610,100       286,226       13,704,700           —   —                            —                   29,683     1,397,200     312,552     14,711,800 Venkata Renduchintala         —       —               —       1/25/2016       29,272       1,368,500       75,348       4,011,100                             2/1/2017       14,896       696,400       136,859       6,398,200                             1/30/2018       26,519       1,239,800       122,255       5,715,400         Gregory M. Bryant3     3/13/2019              225,000   54.11   3/13/2029   10,590,800   1/30/2018     RSU/OSU       1,621     76,300     67,240     3,165,000                                             1/30/2019     RSU/PSU       9,609     452,300     92,243     4,341,900                                             3/13/2019     PU       —         —         56,250     2,647,700                                             10/30/2019     RSU       12,781     601,600     —         —                                                 1/30/2020     RSU/PSU       17,014     800,800     90,737     4,271,000       Total         —       —               —           70,687       3,304,700       334,462       16,124,700           —      225,000               10,590,800                 41,025     1,931,000     306,470     14,425,600 Navin Shenoy3         —       —               —       1/25/2016       2,510       117,300       28,257       1,504,200                             7/27/2016       3,576       167,200       —       —                             2/1/2017       10,021       468,500       92,069       4,304,200                             8/1/2017       3,384       158,200       31,153       1,456,400                             12/15/2017       67,846       3,171,800       —       —                             1/30/2018       25,061       1,171,600       115,531       5,401,100         Venkata S.M. Renduchintala2                                                                                                                                                     Total         —       —               —           112,398       5,254,600       267,010       12,665,900           —   —                            —                   —         —         —         —     Brian M. Krzanich4         —       —               —       1/25/2016       —       —       150,704       8,022,700                             2/1/2017       —       —       279,938       13,087,100                             1/30/2018       —       —       237,632       11,109,300   Total         —       —               —           —       —       668,274       32,219,100     1 RSUs, OSUs, granted in 2016 are shown at their actual conversion amount as of February 25, 2019. OSUs granted in 2017PSUs, Performance Units (PU), and 2018Cash Incentive-Related PSUs (CIR PSU) are shown at their target amount. Unless otherwise noted and in each case, subject to continued employment through the applicable vest dates: § The actual conversion of OSUs into Intel shares following the conclusion of the vestingRSUs vest quarterly over a three-year period (37 months followingfrom the grant date) will rangedate. § The OSUs have a three-year performance period from 0% to 200% of that target amount. The actual conversion will depend uponthe grant date and vested based on Intel’s TSR performance versusrelative to the S&P 500 IT Index TSR benchmark overon the applicable37th month anniversary of the grant date or February 28, 2021. § The PSUs have a three-year performance period and infrom the casestart of the OSUs grantedfiscal year of the grant date and will vest based based on Intel’s TSR performance relative to Mr. Swan on August 15, 2018,the S&P 500 IT Index (50%) and Intel’s cumulative EPS growth against an EPS growth target over the three-year performance period from June 20, 2018 to(50%) at the end of the 37th month anniversary of the start of the performance period. § The Performance Units will vest based on certain stock price hurdles over a five-year period and 50% of any vested PSUs will be settled on February 1, 2021. Listed officers also2022 and the remaining vested PSUs will receive dividend equivalentsbe settled on the final shares earned and vested for OSUs granted prior to 2017, whichFebruary 1, 2024. 2021 PROXY STATEMENT  |  Executive Compensation 99 § The Cash Incentive-Related PSUs will pay out upon vesting inbased on the formachievement of additional shares.financial and operational goals over a two- and three-year period and 50% vested on January 30, 2021 and 50% vest on January 30, 2022. See page 105 for details of Mr. Swan’s post-employment equity treatment. 2 Mr. Swan’s October 25, 2016 RSU award vests annually over three years.Dr. Renduchintala departed the company on August 3, 2020. 3 These RSUs vest quarterly over a two-year period.On February 28, 2021, the 2018 OSU awards resulted in no payout to Mr.Swan, Mr. Shenoy, Mr. Rodgers, and Mr. Bryant. 4  For Mr. Krzanich resignedSwan’s August 15, 2018 OSU award, the performance period was from June 20, 2018 through February 1, 2021, and vested on February 28, 2021 with no payout. 5 The Options vest in four equal installments, with the company in June 2018. Atfirst vesting commencing on the time of his resignation, he was retirement eligible under the pre-existing terms of our equity plan and his equity grant agreements. Certain of his RSUs and OSUs vested under our retirement eligibility provisions, which included 87,430 RSUs and 668,274 OSU shares (for which Mr. Krzanich remained eligible to receive a payout based on actual performancefirst anniversary of the applicable performance goals atgrant date, the endsecond vesting on February 1, 2021, the third vesting on February 1, 2022, and the last vesting on February 1, 2023, and becomes exercisable only upon the satisfaction of the performance period). In connection with his resignation, Mr. Krzanich forfeited a total of 58,372 RSUs (18,281 of these RSUs were from his 2017 grant and 40,091 of these RSUs were from his 2018 grant).threshold stock price hurdle by February 1, 2024. 84 Executive Compensation         2019 PROXY STATEMENT PENSION BENEFITS FOR FISCAL YEAR 2018Pension Benefits for Fiscal Year 2020 The following table shows the estimated present value of accumulated pension benefits for the listed officers.   Name Plan Name Number of Years of Credited Service (#) Present Value of Accumulated Benefit1 ($) Robert H. Swan Pension Plan n/a     Robert H. Swan     Pension Plan     n/a —   Steven R. RodgersGeorge S. Davis     Pension Plan     n/a   Pension Plan—     n/a     133,000 Navin Shenoy     Pension Plan     n/a 16,000       Venkata RenduchintalaSteven R. Rodgers     Pension Plan     n/a   Pension Plan234,000     n/a     — Gregory M. Bryant     Pension Plan     n/a 24,000       Navin ShenoyVenkata S.M. Renduchintala Pension Plan n/a   — Brian M. Krzanich Pension Plan n/a 167,000   1 Until distribution, these benefits are also reflected in the listed officer’s balance reported in the Non-Qualified Deferred Compensation table (other than Mr. Rodgers and Mr. Krzanich).table. The amounts of these tax-qualified pension plan arrangements are not tied to years of credited service. Upon termination, the amount that the listed officer receives under the non-qualified deferred compensation plan will be reduced by the amount received under the tax-qualified pension plan arrangement. Mr. Swan, Mr. Davis, and Dr. Renduchintala are not eligible for pension benefits as they were hired after January 1, 2011. The U.S. Intel Minimum Pension Plan is a tax-qualified defined benefit plan with two components. The first component provides participants with retirement income that is determined by a pension formula based on final average compensation, Social Security-covered compensation, and length of service upon separation not to exceed 35 years. It provides pension benefits only if the annuitized value of a participant’s account balance in Intel’s tax-qualified retirement contribution plan is less than the pension plan benefit, in which case the pension plan funds a net benefit that makes up the difference. As of December 29, 2018, Mr.26, 2020, Messrs. Shenoy, Rodgers, and Mr. Krzanich’sBryant’s amounts included in the table above were associated with this component. Effective January 1, 2015, compensation earned and service accruals were frozen as of December 31, 2014 in the U.S. Intel Minimum Pension Plan for all employees at or above a specific grade level, including all listed officers. The second component is an arrangement under which pension benefits offset amounts that otherwise would be paid under the non-qualified deferred compensation plan described below. Employees who were participants in the non-qualified deferred compensation plan as of December 31, 2003 were able to consent to a one-time change to the non-qualified deferred compensation plan’s benefit formula. This change reduces the employee’s distribution amount from the non-qualified deferred compensation plan by the lump sum value of the employee’s tax-qualified pension plan arrangement at the time of distribution. Each participant’s pension plan arrangement was established as a fixed single life annuity amount based on assumed retirement at age 65. The annual amount of this annuity is $13,500 for Mr. Rodgers and $11,700 for Mr. Krzanich. Mr. Swan, Mr. Davis, and Dr. Renduchintala were not eligible to participate in these arrangements, and Mr.Messrs. Shenoy and Bryant elected not to participate. Each participant’s benefit was set based on a number of elements, including his or her non-qualified deferred compensation plan balance as of December 31, 2003, IRS pension rules that consider age and other factors, and limits that Intel sets for equitable administration. The benefit under this portion of the plan is frozen, and accordingly, year-to-year differences in the present value of the accumulated benefit arise mostly from changes in the interest rate used to calculate present value and the participant’s age becoming closer to age 65. We calculated the present value assuming that the listed officers will remain in service until age 65, using the interest rate and other assumptions used by Intel for financial statement accounting, as reflected in Note 1917 to the financial statements in our 2020 Annual Report on Form 10-K for the year ended December 29, 2018.26, 2020. An officer who terminates service before age 65 can elect to receive his or her benefits at any time following termination of employment, but not later than age 65. If such officer works past age 65, then his or her benefits must start upon termination.termination of employment. Distributions before age 55 may be subject to a 10% federal penalty tax.   100   2019 Executive Compensation  |  2021 PROXY STATEMENT     Executive Compensation 85 NON-QUALIFIED DEFERRED COMPENSATION FOR FISCAL YEAR 2018Non-Qualified Deferred Compensation for Fiscal Year 2020 The following table shows the non-qualified deferred compensation activity for each listed officer during fiscal year 2018.2020.   Name    Executive Contributions in Last Fiscal Year1 ($)    Intel Contributions in Last Fiscal Year2 ($)    Aggregate Earnings (Losses) in Last Fiscal Year3 ($)    Aggregate Withdrawals/ Distributions In Last Fiscal Year4 ($)    Aggregate Balance at Last Fiscal Year-End5 ($) Executive Contributions in Last Fiscal Year1($) Intel Contributions in Last Fiscal Year2($) Aggregate Earnings (Losses) in Last Fiscal Year3($) Aggregate Balance at Last Fiscal Year-End4($)   Robert H. Swan      2,009,400        143,100        (148,500 )       —        2,294,300     3,077,500   232,700   1,634,800   10,384,200   George S. Davis   —   —   —   —   Navin Shenoy   999,900   107,900   1,607,000   8,362,300   Steven R. Rodgers      587,000        102,500        (138,200 )       —        2,358,000     1,032,100   112,600   538,700   6,049,900 Venkata Renduchintala      —        175,300        2,900        —        150,300   Navin Shenoy      645,300        89,300        (327,000 )       —        3,063,200   Brian M. Krzanich      1,248,100        280,500        (209,700 )       (121,400 )       5,114,200     Gregory M. Bryant   —   —   95,300   832,800   Venkata S.M. Renduchintala   319,360   —   49,600   1,045,900   1 Amounts included in the Summary Compensation Table in the “Salary” and “Non-Equity“Non-Equity Incentive Plan Compensation” columns for 2018.2020. 2 These amounts, which accrued during fiscal year 20182020 and were credited to the participants’ accounts in 2019,2021, are included in the Summary Compensation Table in the “All Other Compensation” column for 2018.2020. 3 These amounts are not included in the Summary Compensation Table because plan earnings were not preferential or above market. 4 Withdrawal and distribution amounts are not included in the Summary Compensation Table because these are payouts of prior years’ earnings and contributions. 5 These amounts are as of December 31, 20182020 and do not take into account the amounts in the “Intel Contributions in Last Fiscal Year” column in the table above that were accrued during fiscal year 20182020 but were credited to the participants’ accounts in 2019.2021. The following amounts are included in the fiscal year-end balance and previously were reported as compensation to the listed officers in the Summary Compensation Table for 20062016 through 20182020 (except for Mr. Swan, who was not a listed officer prior to 2016; Mr. Rodgers, who was not a listed officer prior to 2018; Dr. Renduchintala, who was not a listed officer prior to 2016; Mr. Shenoy, who was not a listed officer prior to 2017; and Mr. KrzanichRodgers, who was not a listed officer in 2019 or prior to 2012)2018; and Messrs. Davis and Bryant, who were not listed officers prior to 2019): Mr. Swan, $383,100;$4,867,500; Mr. Shenoy, $2,814,300; Mr. Rodgers, $597,700;$2,588,000; Mr. Bryant, $61,300; and Dr. Renduchintala, $147,600; Mr. Shenoy, $606,800; and Mr. Krzanich, $1,912,600.$627,800. Intel will distribute the balances reported in the Non-Qualified Deferred Compensation table (plus any future contributions or earnings) to the listed officers in the manner that the officers have chosen under the plan’s terms. Some balances reported in the table above include the offset amount that the employee would receive under the tax-qualified pension plan arrangement; the actual amount distributed under this plan will be reduced by the benefit under the pension plan arrangement. See the Pension Benefits table for these amounts. The following table summarizes the total contributions made by the participant and Intel, including gains, losses, and distributions attributable to such contributions, that were previously reported (or that would have been reported had the participant been a listed officer for all years) in the Summary Compensation Table over the life of the plan. The amounts in the table are as of December 31, 20182020 and do not take into account any amounts that were accrued during fiscal year 20182020 but were credited to the participants’ accounts in 2019.2021.   Name    Aggregate Executive Deferrals over Life of Plan ($)    Aggregate Intel Contributions over Life of Plan ($) Aggregate Executive Deferrals over Life of Plan ($) Aggregate Intel Contributions over Life of Plan ($)   Robert H. Swan      2,294,300        —     9,985,000   399,200   George S. Davis   —   —   Navin Shenoy   7,561,700   800,600   Steven R. Rodgers      1,793,000        565,000     5,003,900   1,046,000 Venkata Renduchintala      —        150,300   Navin Shenoy      2,725,800        337,400   Brian M. Krzanich      3,367,200        1,747,000     Gregory M. Bryant   149,600   683,200   Venkata S.M. Renduchintala   691,800   354,100 Intel ceased making company contributions to the non-qualified compensation plan beginning in fiscal year 2020 and instead makes matching contributions. Matching contributions are 100% vested. Intel’s non-qualified deferred compensation plan for 2019 and earlier allows certain highly compensated employees, including listed officers, to defer up to 60% of their salary and up to 75% of their annual incentive cash payment. Gains on equity compensation are not eligible for deferral. Intel’s contributions to the employee’s account represent the portion of Intel’s retirement contribution on eligible compensation (consisting of base salary and annual and quarterly incentive cash payments) earned in excess of the tax code covered compensation limit of $275,000$285,000 in 2018.2020. Intel’s contributions are subject to the same vesting provisions as the retirement contribution plan. After two years of service, Intel’s contributions vest in 20% annual increments until the participant is 100% vested after six years of service. Intel’s contributions also vest in full upon death, disability, or reaching the age of 60, regardless of years of service. All listed officers, other thanexcept for Dr. Renduchintala, and Mr. Swan, are fully vested in the value of Intel’s contributions, as they have each completed more than six years of service. Mr. Swan andservice or reached the age of 60. Upon his departure in August 2020, Dr. Renduchintala will become fullybecame 60% vested in anyIntel’s contributions. Mr. Davis is not eligible for Intel’s contributions, as he joined Intel contributions by 2020 and 2021, respectively.in April 2019.   86 Executive Compensation     2019 PROXY STATEMENT   2021 PROXY STATEMENT  |  Executive Compensation 101 EMPLOYMENT CONTRACTS AND CHANGE IN CONTROL ARRANGEMENTSEmployment Contracts and Change in Control Arrangements All of Intel’s listed officers are employed at will, and, other than Dr. Renduchintala and Mr.Messrs. Swan and Davis, without employment agreements or offer letters (subject only to the effect of local labor laws), and we do not maintain any payment arrangements that would be triggered by a “change in control” of Intel. Intel entered into offer letters with each of Dr. Renduchintala and Mr. Swan, which provide forDavis has time-limited severance benefits in the event of a termination of employment without cause by Intel within a specified number of years of their joining Intel; these benefits have expired.or his resignation for good reason. In January 2019, Intel entered into an offer letter withaddition, Mr. Swan has equity awards that will accelerate vesting in connectionthe event of a termination of employment without cause by Intel or his resignation for good reason. See “Post-Employment Compensation Arrangements” under the Compensation Discussion and Analysis on page 87 for the details of these arrangements with his appointment as CEO.Messrs. Davis and Swan. OTHER POTENTIAL POST-EMPLOYMENT PAYMENTSOther Potential Post-Employment Payments SEC rules require companies to report the amounts of benefits that are triggered by termination of employment. These amounts are reported in the following tables under the heading “Payment/Benefit.” As noted above, we do not maintain arrangements for listed officers that are triggered by a change in control. The table below reports the value of payments and benefits available to each of the listed officers upon the following specified events: voluntary separation or retirement, involuntary termination, or death or disability, assuming that the triggering events occurred on December 29, 2018,26, 2020, based on the price per share of Intel common stock on the last trading day of the fiscal year ($46.7547.07 on December 28, 2018). None of the listed officers other than Mr. Krzanich was retirement eligible as of 2018 fiscal year-end. For Mr. Krzanich,24, 2020), except for Dr. Renduchintala, for whom the table below sets forth the actual payments and estimated benefitsreports what he received in connection with his departure from the company on August 3, 2020. In addition to being subject to company-wide equity retirement provisions, Mr. Swan has accelerated vesting provisions in certain equity awards in the event of a termination of employment without cause by Intel or his resignation on June 20, 2018, asfor good reason. Mr. Davis is the only listed officer with a resultseverance payment provided in his offer letter in the event of him being retirement eligible underan involuntary termination of employment (termination without cause by Intel or for good reason by the pre-existing terms of the applicable plans and grant agreements.executive). Amounts actually received if any of the listed officers cease to be employed will vary based on factors such as the timing during the year of any such event, the company’s stock price, the listed officer’s age, performance under the terms of applicable performance-based awards, and any changes to our benefit arrangements and policies. We report what Mr. Swan received in connection with his termination of employment without cause as of February 15, 2021 below in “Treatment of Mr. Swan’s Equity Awards Upon Termination of Employment.” 102 Executive Compensation  |  2021 PROXY STATEMENT Amounts shown do not include (i) benefits earned during the term of the listed officer’s employment that are available to all benefit-eligible salaried employees, (ii) the value of vested equity awards that the listed officer is entitled to regardless of whether employment is terminated, and (iii) the value of vested deferred compensation and retirement benefits that are also reported in the tables above.   Name   Payment/Benefit1    Voluntary Separation or Retirement ($)    Involuntary Termination ($)    Death or Disability ($) Payment/Benefit1 Voluntary Separation or Retirement Involuntary Termination Death or Disability     Robert H. Swan2   Valuation of RSU Vesting Acceleration      —        1,404,700        7,544,400   Valuation of RSUs Vesting Acceleration $ — $ 632,400 $ 3,818,900   Valuation of OSUs      —        1,784,300        13,800,900         Other      —        —        —   Valuation of PSUs/OSUs Vesting Acceleration   21,693,300   24,081,900   51,017,900   Total      —        3,189,000        21,345,300       Steven R. Rodgers   Valuation of RSU Vesting Acceleration      —        —        4,610,100     Valuation of OSUs      —        —        13,704,700   Valuation of CIR PSUs Vesting Acceleration   —   12,823,800   12,823,800   Other      —        —        —         Total      —        —        18,314,800   Other   —   —   — Venkata Renduchintala   Valuation of RSU Vesting Acceleration      —        —        3,304,700       Total   21,693,300   37,538,100   67,660,600     George S. Davis3 Valuation of RSUs Vesting Acceleration   —   —   5,123,000     Valuation of PSUs/OSUs Vesting Acceleration   —   —   11,026,400     Other   —   6,000,000   —   Valuation of OSUs      —        —        16,124,700         Other      —        —        —   Total   —   6,000,000   16,149,400   Total      —        —        19,429,400       Navin Shenoy   Valuation of RSU Vesting Acceleration      —        —        5,254,600   Valuation of RSUs Vesting Acceleration   —   —   1,743,500   Valuation of OSUs      —        —        12,665,900         Other      —        —        —   Valuation of PSUs/OSUs Vesting Acceleration   —   —   23,974,900   Total      —        —        17,920,500       Brian M. Krzanich3   Valuation of RSU Vesting Acceleration      4,087,400               Valuation of OSUs      32,219,100             Other   —   —   —   Other      399,800                   Total      36,706,300             Total   —   —   25,718,400     Steven R. Rodgers4 Valuation of RSUs Vesting Acceleration   1,397,200   1,397,200   1,397,200     Valuation of PSUs/OSUs Vesting Acceleration   14,711,800   14,711,800   14,711,800     Other           Total   16,109,000   16,109,000   16,109,000     Gregory M. Bryant5 Valuation of RSUs Vesting Acceleration   1,931,000   1,931,000   1,931,000     Valuation of PSUs/OSUs Vesting Acceleration   11,777,900   11,777,900   14,425,600     Other           Total   13,708,900   13,708,900   16,356,600     Venkata S.M. Renduchintala6 Valuation of RSUs Vesting Acceleration   —   —   — Valuation of PSUs/OSUs Vesting Acceleration   —   —   —     Other   —   1,843,700   —     Total   —   1,843,700   —   1 The outstanding PSUs and OSUs are valued at target amount and the actual shares will not be known until the time of the applicable payout date after the end of the applicable performance period based on actual performance results. Payout may range from 0% to 200% of the target amount. 2019 PROXY STATEMENT       Executive Compensation 87 2 Mr. Swan’s August 2018 specialand January 2019 equity awards for his interim CEO role and the February 2019 Cash Incentive-Related PSU award provide for accelerated vesting in the event of his termination of employment by the company without cause or his resignation for good reason. Mr. Swan is retirement eligible under Rule of Age 60 under our equity program. See table below for the details regarding Mr.Swan’s equity treatment in connection with his termination of employment without cause on February 15, 2021. 3  Mr. Krzanich resigned from IntelDavis’ offer letter provides for severance payments in June 2018. Amounts above reflect what he actually received uponthe event of his termination of employment by the company without cause or his resignation unless otherwise noted. In connection withfor good reason. He would receive any unpaid portion of his resignation, Mr. Krzanich forfeitedhiring bonus as well as a total of 58,372 RSUs (withseverance payment, the estimated value of $2,728,900 as of December 29, 2018). Certain of which declines from $10,000,000 by 1/12th each quarter over a three-year period from his start date. 4 Mr. Krzanich’s RSUs vested upon his resignation based on his meetingRogers is retirement eligible under the Rule of 75 under our equity program. This means he will receive accelerated vesting of his equity awards in the event of his voluntary retirement eligibility requirements applicable to such RSUs,or an involuntary termination as he is retirement eligible. 5 Mr. Bryant is retirement eligible under the Rule of 75 under our equity program. This means he will receive accelerated vesting of his equity awards in the event of his voluntary retirement or an involuntary termination as he is retirement eligible. 6 Dr. Renduchintala did not have any shares that were eligible for acceleration when he departed the company on August 3, 2020. In connection with Dr. Renduchintala’s involuntary termination of employment with the company and in accordance with the pre-existing termsa Separation Agreement and General Release of those awards (described in further detail below). While Mr. Krzanich’s OSUs vested in full upon his resignationClaims, pursuant to which he provided a customary release in favor of Intel, reconfirmed his obligations under existing agreements pertaining to confidentiality and intellectual property ownership, and committed to non-disparagement and cooperation provisions, he received a separation cash payment of $1,800,000 as well as cash payments for outplacement ($22,500), and healthcare supplemental benefits ($21,200). Dr. Renduchintala forfeited all his outstanding equity awards that were not vested at the pre-existing termstime of those awards, those his termination of employment, including restricted stock units, performance stock units, and Strategic Growth Equity Awards (consisting of Performance Units and Performance Options). 2021 PROXY STATEMENT  |  Executive Compensation 103 EQUITY AWARD TERMINATION PROVISIONS. § Unvested PSUs/OSUs remain subject toare canceled upon termination of employment for any reason other than retirement, death, or disability. In the event of retirement under the Rule of 75 (when the holder’s age and years of service equal at least 75) or reaching the age of 60 for grandfathered employees, the number of PSUs eligible for accelerated vesting will be prorated by the number of months employed during the 36 month performance conditionsperiod if the retirement occurs within the first calendar year of the grant date; if retirement occurs after the first calendar year, then the PSUs/OSUs are fully vested. In the event of retirement under the Rule of 75 or reaching the age of 60 with five years of services for non-grandfathered employees, the number of PSUs eligible for accelerated vesting will be prorated by the number of months employed during the 36-month performance period. OSUs and PSUs are settled into shares will not be issued under Mr. Krzanich’s OSUs untilof Intel stock based on actual performance results after the end of the applicable performance periods. OSU shares will be issued based on actual achievement of the performance conditions. The total amount of accelerated OSU awards for Mr. Krzanich shown in the table above is based on the price per share of Intel common stock on the last trading day of the fiscal year ($46.75 on December 28, 2018), with the value of the OSUs based on their target amount. Below is a summary of the OSUs granted to Mr. Krzanich that received accelerated vesting. For the 2016 OSU grant, the actual value on February 25, 2019, the payout date, was $8,022,700 based on the price per share of Intel common stock on the payout date ($53.24). For the 2017 and 2018 OSU grants, the actual value of the OSUs will not be known until the time of the applicable payout date after the end of the applicable performance period based on actual performance results. Payout may range from 0% to 200% of the target amount.period.         2016 OSU Grant    2017 OSU Grant    2018 OSU Grant Accelerated Value    $        8,022,700    $        13,087,100    $        11,109,300 Number of Shares    150,704 (Actual)    279,938 (Target)    237,632 (Target) § RSUs are subject to retirement vesting under the rule of Age 60 or the Rule of 75, but not both. Upon retirement under the rule of Age 60, the holder receives one additional year of vesting for every five years of service. Upon retirement under the Rule of 75, the holder receives one additional year of vesting. Additional years of vesting means that any RSUs scheduled to vest within the number of years from the retirement date determined under the rule of Age 60 or Rule of 75 will be vested on the holder’s retirement date.   § Amounts under the Other row represent $399,800 for continued personal security arrangements following his resignation as a result of ongoing threats post-employment.Upon disability or death, all unvested PSUs, OSUs, and RSUs become 100% vested. 2018 EQUITY AWARD PROVISIONS 104 Executive Compensation  |  2021 PROXY STATEMENT Treatment Of Mr. Swan’s Equity Awards Upon Termination of Employment Unvested OSUs are canceled uponOf the $38,449,529 disclosed that is vesting in connection with Mr. Swan’s termination of employment for any reason other than retirement, death, or disability. OSUs are fully vested upon retirement under the Rule of 75, when the holder’s age and years of service equalwithout cause, awards valued at least 75, or reaching the age of 60. OSUs are not settled into shares of Intel stock until after the end$29,264,068 as of the performance period, even if the holder qualifies for early vesting. RSUstermination date are subject to further performance requirements and may not be earned at all. Mr. Swan forfeited awards with a target value of $54,767,260 as of his termination date. He did not receive or become entitled to any additional payments or benefits in connection with his termination of employment, other than pursuant to his existing arrangements. Under his existing arrangements and our equity program, Mr. Swan received accelerated vesting. The treatment of Mr. Swan’s equity awards summarized below was under his existing agreements and/or retirement vesting under the rule of Age 60 or the Rule of 75, but not both. Upon retirement under the rule of Age 60, the holder receives one additional year of vesting for every five years of service. Upon retirement under the Rule of 75, the holder receives one additional year of vesting. Additional years of vesting means that any RSUs scheduledterms applicable to vest within the number of years from the retirement date determined under the rule of Age 60 or Rule of 75 will be vested on the holder’s retirement date. Upon disability or death, all unvested OSUs and RSUs become 100% vested.employees. For details on the 2019 changes to the PSU retirement provisions, see “Compensation Discussion and Analysis; Executive Summary; 2019 Compensation Program Changes” on page 63 of this proxy statement.   88 Executive Compensation     2019 PROXY STATEMENT   Award Type Treatment Value at Termination Date1 Ultimate Potential Value $54.8M forfeited (target value) Strategic Growth Equity Awards All awards were forfeited $51,358,500 None Annual RSUs All unvested awards were forfeited $3,408,760 None 100% pursuant to existing arrangements 76% of $38.4M disclosed value is subject to further performance requirements Annual PSUs Consistent with vesting terms applicable to all retirement-age employees under Intel’s equity program, upon termination of employment, the time-based requirements of the PSU awards were deemed to have been met, and performance requirements will be measured at the end of respective performance periods in 2022 and 2023 $28,486,560; based on target number of PSUs and PSUs remain subject to performance conditions The ultimate number of PSUs that will be settled and the value of the awards, if any, will be determined at the end of the performance period. The number of units that settle and the value could be less or more than the amounts disclosed in this table depending on Intel’s performance. If threshold performance requirements are not achieved, these PSUs will be forfeited and no amount will be earned. Cash Incentive-Related PSUs Accelerated per terms of existing award agreement with Mr. Swan $8,419,820 Remaining unvested PSUs will accelerate and be payable after 6 months delay and after signing and not revoking a release of claims. Promotion RSUs for interim CEO service Under existing award agreement with Mr. Swan, RSUs accelerated $765,640 RSUs vested and settled immediately. Promotion PSUs for interim CEO service Under existing award agreement with Mr. Swan, upon termination of employment, the time-based requirements of the PSU award were deemed to have been met, and performance requirements will be measured at the end of the performance period in 2022 $777,508; based on target number of PSUs and PSUs remain subject to performance conditions for PSUs The ultimate number of PSUs that will be settled and the value of the PSU award, if any, will be determined at the end of the performance period. The number of units that settle and the value could be less or more than the amounts disclosed in this table depending on Intel’s performance. If threshold performance requirements are not achieved, these PSUs will be forfeited and no amount will be earned. 1 Valued using the closing Intel stock price on February 12, 2021 ($61.81) as the market was closed on Mr. Swan’s termination date of February 15, 2021. 2021 PROXY STATEMENT  |  Executive Compensation 105  CEO PAY RATIO  CEO Pay Ratio   In accordance with SEC rules, we are providing the ratio of the annual total compensation of our CEO to the annual total compensation of our median employee. The 20182020 annual total compensation of our CEO,then-CEO Mr. Swan is $16,706,700 (which was calculated based on his reported compensation as best reflecting annual compensation for service as interim CEO),$22,389,500, the 20182020 annual total compensation of our median compensated employee is $106,900,$103,300, and the ratio of these amounts is 156217 to 1. This pay ratio is a reasonable estimate calculated in a manner consistent with SEC rules based on our human resources system of record and the methodology described below. Because the SEC rules for identifying the median compensated employee and calculating the pay ratio based on that employee’s annual total compensation allow companies to adopt a variety of methodologies, to apply certain exclusions, and to make reasonable estimates and assumptions that reflect their compensation practices, the pay ratio reported by other companies may not be comparable to the pay ratio reported above, as other companies may have different employment and compensation practices, different types of workforce,workforces and operate in different countries and may utilize different methodologies, exclusions, estimates, and assumptions in calculating their own pay ratios. We are a global company with more than 55% of our employees located outside the U.S. and significant manufacturing operations. As a result, our employee population is different than that of other companies. As permitted under the SEC rules, we are using the same median employee identified for purposes of our 2018last year’s CEO pay ratio, as we believe the changes to our employee population and compensation have not significantly impacted our ratio, includingratio. Our median employee works in the U.S. as a result of the acquisition described below.full-time talent advisor, which is a non-technology position. For purposes of identifying our median compensated employee last year, we used our global employee population as of October 2, 2017, identified based on our human resources system of record, but excluded the approximately 820 employees of Mobileye B.V., a subsidiary acquired in 2017. We used total direct compensation as our consistently applied compensation measure. In this context, total direct compensation means the applicable annual base salary determined as of October 2, 2017,December 28, 2019, the annual incentive cash target amount or commission target amount payable for service in 2017,2019 , and the approved value of the annual equity awards granted during 2017,2019 , which we annualized for all permanent employees who did not work for the entire year. To identify our median compensated employee last year, we then calculated the total direct compensation for our global employee population and excluded employees at the median who had anomalous compensation characteristics. Approximately 77% As of fiscal year-end, we had 110,600 worldwide employees, and approximately 79% of our U.S. employees’ total direct compensation exceeds our median employee’s total direct compensation. Our median employee works in the U.S. as a full-time sales operations analyst, which is a non-technology position. As of fiscal year-end, we had 107,400 worldwide employees, and the chart to the right shows the breakdown of our employees by region. 3% 20% United States 2018 Asia Pacific EMPLOYEES 48% BY REGION Europe, Middle East, Africa 29% Latin America and Canada 2019 PROXY STATEMENT       CEO Pay Ratio 89  PROPOSAL 4 APPROVAL OF AMENDMENT AND RESTATEMENT OF THE 2006 EQUITY INCENTIVE PLAN The Board of Directors is requesting that stockholders vote in favor of amending and restating the 2006 Equity Incentive Plan (2006 EIP), which would extend the 2006 EIP for an additional three years, among other changes described below. Since the 2006 EIP was first adopted in 2006, it has been our practice to present it to stockholders for re-approval as often as every two years, which allows stockholders to regularly and frequently review our use of equity compensation and to vote upon the continued use of the 2006 EIP. This year, we are requesting an extension of three years, which is a more common duration, but still allows for frequent stockholder review. If this Proposal is approved, the term of the 2006 EIP will extend to 2023; if not approved, the 2006 EIP will terminate in 2020. The 2006 EIP is the sole active plan for granting equity awards to eligible employees and non-employee directors. The Board believes that our 2006 EIP is in the best interest of stockholders and Intel, as equity awards granted under the plan help to attract, motivate, and retain talented employees and non-employee directors; align employee and stockholder interests; link employee compensation to company performance; and maintain a culture based on employee stock ownership. Intel has a long-standing practice of granting equity awards not only to its executives and directors, but also broadly among its employees. As of December 29, 2018, Intel had 107,400 employees, all of whom are eligible to receive awards under the 2006 EIP, and of which approximately 87% received an equity award in 2018. The 2006 EIP authorizes us to grant four types of equity awards: stock options, stock appreciation rights (SARs), restricted stock, and restricted stock units (RSUs). In practice, we have used the 2006 EIP to grant time-based RSUs, performance-based RSUs (which we called “OSUs” in the past, but will call “PSUs” going forward; all further references to performance-based restricted stock units in this proposal will use the term “PSUs”), and stock options. Please note that the following summary of major features of the amended and restated 2006 EIP is qualified in its entirety by reference to the actual text of the amended and restated 2006 EIP, which is included asAppendix B to this proxy statement. KEY CHANGES TO THE 2006 EIP We are requesting that stockholders approve the amended and restated 2006 EIP, which includes approval of the following: Extension of the Expiration Date of the 2006 Equity Incentive Plan to June 30, 2023. The 2006 EIP is currently scheduled to expire on June 30, 2020, and we are requesting an extension of the expiration of the plan to June 30, 2023. This extension is different than our past practice of a biennial renewal cycle. We are changing to a triennial renewal cycle after considering stockholder feedback and our own benchmarking, which showed a triennial cycle is more common in our industry. A triennial cycle provides our stockholders with the ability to evaluate and vote on the continuation of our plan on a frequent basis, while aligning Intel with the more common practice among similar public companies. Addition of 80 Million Shares to Fund the 2006 Equity Incentive Plan through June 2023.The Board requests the addition of 80 million shares to the 2006 EIP. These 80 million shares represent 1.8% of our outstanding shares of common stock as of December 29, 2018. We carefully manage share usage under the 2006 EIP—over the last three fiscal years, our annual gross burn rate has averaged 0.96%. In 2018, we granted equity awards covering 36.4 million shares. If approved, we expect this additional share request would allow us to maintain our regular equity compensation programs without interruption to the end of the extended 2006 EIP’s three-year term in June 2023. Modification of the limit on Outside Director Awards.The 2006 EIP currently provides that non-employee members of the Board may be granted each year awards under the 2006 EIP covering up to 100,000 shares. The proposed amended and restated 2006 EIP would replace this limit with an overall limit on compensation, both equity and cash-based, that may be provided to any one non-employee director in any year. Under the amended and restated 2006 EIP, the aggregate dollar value of compensation (both equity and cash-based) that may be granted under the 2006 EIP or otherwise during any fiscal year to any one non-employee director may not exceed $1,250,000, with the value of equity-based compensation for this purpose determined using the grant date fair value of the award. Under our current non-employee director compensation program, each director is eligible to receive annual compensation valued at no less than $310,000 each year, with additional remuneration for committee, committee chair, and lead director service. Modification of other individual annual award limits. The 2006 EIP currently limits the number of shares that may be subject to awards granted to an individual participant in any calendar year to no more than three million shares subject to stock options or SARs and no more than two million shares subject to awards of restricted stock or RSUs. The proposed amended and restated 2006 EIP would increase each of these limits to four million shares per calendar year to provide the Compensation Committee and Board with additional flexibility in appropriately sizing equity awards. 90 Proposal 4: Approval of Amendment and Restatement of the 2006 Equity Incentive Plan          2019 PROXY STATEMENT Certain Administrative Modifications Relating to the U.S. Tax Cuts and Jobs Act.In addition to the above, the amended and restated 2006 EIP eliminates language that is no longer applicable as a result of the repeal of the “performance-based compensation” exemption to Section 162(m) of the Code, such as language making a distinction between performance criteria and adjustments thereto that were applicable to awards designed to comply with the performance-based compensation exemption under Section 162(m) of the Code and other performance criteria and adjustments that could be applied to awards granted under the 2004 Plan outside the scope of Section 162(m) of the Code. SHARE RESERVATION The following table summarizes the number of shares that would be authorized for issuance after December 29, 2018 under our 2006 EIP, if this Proposal is approved. Please note the 2006 EIP and the 2006 Employee Stock Purchase Plan are Intel’s only active equity plans. There are not any outstanding equity awards granted and administered by Intel under any other equity plan, except awards under equity plans assumed by Intel in a merger or acquisition of another company. 2006 EIP SHARE RESERVATION       Millions Outstanding awards as of December 29, 20181106   92.2 Outstanding Options/SARs2CEO Pay Ratio  |  2021 PROXY STATEMENT   3.3 Outstanding RSUs and PSUs 88.9 Additional shares issuable if PSUs vest at maximum payout levels3 11.0 Shares available for new grants as of December 29, 20184 174.1 Total number of shares issuable after December 29, 2018 (outstanding awards plus potential new grants) 277.3 Additional shares requested under this Proposal5 80.0 Total shares authorized for issuance after December 29, 2018 (if this Proposal is approved) 357.3   1 Excludes 7.7M shares issuable, originally granted under plans we assumed in connection with acquisitions. This number also assumes that PSUs outstanding as of December 29, 2018 will convert at 100% of their target amounts upon vesting. PSUs are granted at a target share amount, and can convert into Intel shares anywhere from 0% to 200% of that target amount upon vesting, depending on Intel’s total stockholder return performance relative to a comparison group of companies. For more information on PSUs, see “Executive Compensation; Grants of Plan-Based Awards in Fiscal Year 2018.” 2 The weighted average exercise price is $24.46. The weighted average remaining term is one year. 3 This is the additional number of shares that would be issued if PSUs outstanding as of December 29, 2018 convert at 200% of their target amounts upon vesting. 4 Assumes PSUs outstanding as of December 29, 2018 vest at maximum payout levels. 5 If this Proposal is approved, an estimated 254.1 million shares would be available for new grants under the 2006 EIP. That number is an estimate because the shares available may increase due to cancellations and expirations and decrease due to new grants between December 29, 2018 and the effective date of the 2006 EIP amendment and restatement.    Equity Compensation Plan Information   2019 PROXY STATEMENT          Proposal 4: Approval of Amendment and Restatement of the 2006 Equity Incentive Plan 91 IMPORTANT GOVERNANCE FEATURES AND PRACTICES The amended and restated 2006 EIP and our equity compensation programs are designed to reflect leading corporate governance practices: FEATURE/PRACTICE DESCRIPTION No Liberal Share Recycling Shares used to pay the exercise price or withholding taxes for an outstanding award, unissued shares resulting from the net settlement of outstanding SARs, and shares purchased by Intel in the open market using the proceeds of option exercises do not become available for issuance as future awards. No Evergreen Provision The 2006 EIP does not contain an “evergreen” feature that automatically replenishes the shares available for future grants under the plan. No Automatic Grants The 2006 EIP does not provide for automatic grants to any participant. No Tax Gross-Ups The 2006 EIP does not provide for any tax gross-ups. No Discounted Options or SARs Stock options and SARs may not be granted with exercise prices lower than the market value of the underlying shares on the grant date. No Repricing without Stockholder Approval Other than in connection with a change in Intel’s capitalization, the purchase price of a stock option or SAR may not be reduced without stockholder approval, and underwater options and SARs may not be exchanged, or canceled and re-granted, for awards with a lower exercise price or for cash without stockholder approval. No Reload Grants Reload grants, or the granting of stock options conditioned upon delivery of shares to satisfy the exercise price and/or tax withholding obligation under another employee stock option, are not permitted. Claw-Back If the Compensation Committee determines that a participant committed an act of misconduct specified in the 2006 EIP, his or her unvested RSUs (including PSUs) and restricted stock will be canceled and none of his or her options and SARs will be exercisable. If the participant is an executive officer and the Compensation Committee determines that the act of misconduct contributed to a financial restatement, the participant may also be required to repay to Intel certain proceeds from his or her sales of Intel shares. See “Claw-Back Provision for Executive Officers” below. Individual Limits on Awards The 2006 EIP limits the number of shares underlying awards that may be granted to a participant in a calendar year. There are further limits on the number that may be granted to a non-employee director. Minimum Performance Period Any performance-based RSU or restricted stock award must be based on performance over a period of one year or longer. Our PSUs have a performance period of three years, which we believe promotes the creation of long-term value. Our senior-level employees receive a majority of their equity compensation, by grant date fair value, in PSUs. Three-Year Plan Term This amendment and restatement would extend the plan term by three years, which supports our philosophy of frequent stockholder review of the plan, but at a frequency more in line with industry practice. This requires us to regularly and frequently present the 2006 EIP to stockholders for re-approval and extension. Independent Administration The 2006 EIP is administered by the Compensation Committee, which is composed entirely of “independent directors” within the meaning of Nasdaq independence requirements, “non-employee directors” as defined in Rule 16b-3 under the Exchange Act.   92 Proposal 4: Approval of Amendment and Restatement of the 2006 Equity Incentive Plan          2019 PROXY STATEMENT BACKGROUND ON EQUITY COMPENSATION AT INTEL Intel granted equity awards to approximately 87% of its employees in 2018 and generally grants awards to more than 80% of employees in any one year. While we typically grant equity awards on a pre-established quarterly schedule, we grant most of our awards in the second quarter of each year as part of our company-wide employee performance evaluation. EQUITY AWARD GRANTS IN 2018 UNDER THE 2006 EIP Category    Number of Shares Subject to Awards Granted (in millions)    % of Total 2018 Grants Non-Employee Directors      0.1        0.3 %  Listed Officers      1.1        3.0 %  All Other Participating Employees      35.2        96.7 %  Total      36.4        100.0 %  The Compensation Committee generally limits grants to our listed officers to no more than 5% of the total equity awards granted in any one year. Over the past three fiscal years, on average only 3% of all equity awards were granted to our listed officers. From 2015 through 2018, we have granted equity awards under the 2006 EIP exclusively in the form of RSUs and PSUs. The employees in our broad-based equity award program receive RSUs. Our senior-level employees and non-employee directors receive PSUs in addition to RSUs, with our senior-level employees generally receiving a majority of their equity awards, by grant date fair value, in the form of PSUs. The payout of PSUs is subject to a performance-based formula. They are granted at a target share amount, and the number of shares a participant ultimately receives, depending on Intel’s performance, can range from 0% to 200% of the target. Prior to 2019, the PSU payout depended on Intel’s TSR relative to the average TSR of a comparison group of companies over a three-year performance period. For PSUs granted in 2019, the payout depends on two equally weighted performance components. One component is the same TSR formula of past PSUs and the other component is based on Intel’s EPS growth over a three-year performance period. For more information on PSUs, see page 63 for a description of our current executive compensation programs. We believe RSUs and PSUs are an effective means to align the interests of employees and stockholders, and PSUs provide our senior leadership with at-risk compensation that rewards for performance. The number of shares issued under awards may be lower or, in the case of PSUs, higher than the nominal number of shares stated in the awards, but in no case may the limits set forth in the 2006 EIP be exceeded. NET BURN RATE, GROSS BURN RATE, AND OVERHANG We review a number of metrics to assess the cumulative impact of our equity compensation program, particularly the following: Net Burn Rate. Our net burn rate is equal to our total equity awards granted less cancellations, divided by total shares of common stock outstanding at the end of the year. Net burn rate shows how rapidly the shares reserved for our 2006 EIP are being depleted, while reflecting that canceled awards are returned to the plan. Carefully monitoring our net burn rate helps us limit long-term stockholder dilution from our equity compensation program. Intel’s long-term goal is to limit the average net burn rate under our 2006 EIP to less than 2%. Over the past three fiscal years, annual net burn rate averaged 0.74% (0.64% in 2018). Gross Burn Rate. Gross burn rate is another measure of share utilization that differs from net burn rate by not taking into account award cancellations. It is equal to our total equity awards granted divided by total shares of common stock outstanding at the end of the year. Over the last three fiscal years, our annual gross burn rate has averaged 0.96% (0.81% in 2018). Overhang. Overhang measures potential stockholder dilution and is equal to the number of shares subject to our outstanding equity awards, plus the number of shares available to be granted, divided by total shares of common stock outstanding at the end of the year. Over the past three fiscal years, our overhang has averaged 6.9% (6.3% in 2018). If the 80 million shares requested in this Proposal are added to the number of shares available at the end of 2018, then our overhang in 2018, based on the same calculation, would be 8.1%. 2019 PROXY STATEMENT       Proposal 4: Approval of Amendment and Restatement of the 2006 Equity Incentive Plan 93 2006 EIP KEY METRICS FOR THE PAST THREE FISCAL YEARS       2018 (%)    2017 (%)    2016 (%)    Average (%) Net Burn Rate      0.64        0.70        0.87        0.74   Gross Burn Rate      0.81        0.97        1.12        0.96   Overhang      6.3        7.0        7.3        6.9   Percentage of Equity Awards Granted to Listed Officers      3.0        2.9        3.0        3.0   EQUITY COMPENSATION PLAN INFORMATION The following table summarizes informationInformation as of December 29, 201826, 2020 regarding equity compensation plans approved and not approved by stockholders is summarized in the following table (shares of common stock in millions).:   Plan Category    (A) Number of Shares to Be Issued Upon Exercise of Outstanding Options and Rights1    (B) Weighted Average Exercise Price of Outstanding Options ($)2    (C) Number of Shares Remaining Available for Future Issuance under Equity Incentive Plans (Excluding Shares Reflected in Column A)3 (A) Number of Shares to Be Issued Upon Exercise of Outstanding Options and Rights1 (B) Weighted Average Exercise Price of Outstanding Options ($)2 (C) Number of Shares Remaining Available for Future Issuance under Equity Incentive Plans (Excluding Shares Reflected in Column A)3 Equity Compensation Plans Approved by Stockholders      110.9        27.11        310.7   Equity Compensation Plans Not Approved by Stockholders4      —        —        —   Equity Incentive Plans Approved by Stockholders   105.8       50.12       429.4     Equity Incentive Plans Not Approved by Stockholders4   6.5       29.19       —     Total      110.9        27.11        310.7     112.3       42.40       429.4       1  Includes 100.995 million shares granted under the 2006 EIPEquity Incentive Plan that are issuable upon RSUs and PSUsPSUs/OSUs vesting, including a maximum of 11.012 million additional shares that could be issued for outstanding PSUs.PSUs/OSUs. The remaining balance consists of outstanding stock option grants. 2  The weighted average exercise price does not take into account the shares issuable upon vesting of outstanding RSUs and PSUs, which have no exercise price. The weighted average remaining term of the outstanding stock options is 3.38.98 years. 3  Includes 136.6249 million shares authorized for issuance under the 2006 Employee Stock Purchase Plan and 174.1181 million shares authorized under the 2006 EIP,Equity Incentive Plan, assuming shares will be issued at the maximum vesting amount for outstanding PSUs.PSUs/OSUs. If it is assumed that shares will be issued at the target vesting amount for outstanding PSUs,PSUs/OSUs, an additional 11.012 million shares would be included in the shares available for future issuance under the 2006 EIP,Equity Incentive Plan, for a total of 185.1193 million shares. This 185.1193 million share numbershares is the number reported in Note 2018 to the financial statements in our 2020 Annual Report on Form 10-K for the year ended December 29, 2018.26, 2020. 4  7.7Seven million shares are issuable under outstanding options and RSUs that were originally granted under plans that we assumed in connection with acquisitions. The weighted-average exercise price of the assumed outstanding options is $28.42. No shares are available for future grants under these assumed plans.   94 Proposal 4: Approval of Amendment and Restatement of the 2006 Equity Incentive Plan     2019 PROXY STATEMENT   2021 PROXY STATEMENT  |  Equity Compensation Plan Information 107 KEY TERMS OF THE AMENDED AND RESTATED 2006 EQUITY INCENTIVE PLAN The following is a summary of the key provisions of the amended and restated 2006 EIP, which is subject to stockholder approval of this Proposal. Some of these provisions are described in greater detail below, and the summary and descriptions are qualified by reference to the terms of the amended and restated 2006 EIP, which is set forth asAppendix B to this proxy statement. Plan Term: May 17, 2006 to June 30, 2023 Eligible Participants: All of our full-time and part-time employees (107,400 individuals, as of December 29, 2018), where legally eligible to participate, and our non-employee directors (eight individuals, as of December 29, 2018). Shares Authorized: 357.3 million shares may be issued following December 29, 2018, pursuant to either new grants after that date or awards outstanding as of that date, subject to adjustment only to reflect stock splits and similar changes in Intel’s capitalization. Award Types (available to all eligible participants, including non-employee directors): (1)   RSUs (2)   Restricted stock (3)   Stock options (4)   SARs Individual Award Limitations: The 2006 EIP limits the number of shares subject to awards granted to an individual participant in any calendar year to: (1)   No more than four million shares subject to stock options or SARs to an individual participant during any calendar year. (2)   No more than four million shares subject to restricted stock or RSU grants to an individual participant during any calendar year. These limits are subject to adjustment to reflect stock splits and similar changes in Intel’s capitalization and are greater than the number of stock options or RSUs that we have granted to any individual in the past. Other Award Limitations: The aggregate dollar value of equity-based awards and cash compensation granted to a non-employee director under the 2006 EIP or otherwise during any fiscal year may not exceed $1,250,000. For purposes of valuing any equity-based compensation, the amount will be determined using the grant date fair value of the award. Vesting: No stock option may be exercised less than one year from the grant date (except upon the death, disability, or retirement of the participant). For RSUs and restricted stock, no vesting condition that is based on performance criteria and level of achievement versus such criteria shall be based on performance over a period of less than one year. NON-EMPLOYEE DIRECTOR AWARDS Each non-employee director may be granted awards for a number of shares, as determined by the Board, but the grant date fair value of the awards, when combined with the director’s annual cash compensation, cannot exceed $1,250,000 in any fiscal year. See page 46 for a description of our current non-employee director compensation program. VESTING OF RESTRICTED STOCK AND RSUS The Compensation Committee (or, for non-employee director awards, the Board) may make the grant, issuance, retention, or vesting of restricted stock and RSUs contingent upon, among other conditions, continued employment with Intel, the passage of time, or such performance criteria and the level of achievement against such criteria as it deems appropriate. VESTING AND EXERCISE OF STOCK OPTIONS AND SARS The exercise price of stock options granted under the 2006 EIP may not be less than the market value (the average of the high and low market price) of our common stock on the grant date. The stock option term may not be longer than seven years in the case of stock options vesting in full in less than five years, and may not be longer than 10 years in the case of stock options vesting in full in five or more years. The Compensation Committee (or, for non-employee director awards, the Board) will determine when each   2019 PROXY STATEMENT       Proposal 4: Approval of Amendment and Restatement of the 2006 Equity Incentive Plan 95 stock option becomes exercisable, including the establishment of performance-vesting criteria, if any, provided that no stock option may be exercised less than one year from the grant date (except upon the death, disability, or retirement of the participant). Similar terms and limitations apply to SARs. PERFORMANCE-VESTING CRITERIA For awards with performance-vesting criteria, the Compensation Committee may, but need not, select one or more of the following factors for such performance-vesting criteria, each of which may be adjusted as provided in the 2006 EIP: (a) cash flow, (b) earnings per share, (c) earnings before one or more of interest, taxes, depreciation, and amortization, (d) return on equity, (e) total stockholder return, (f) share price performance, (g) return on capital, (h) return on assets or net assets, (i) revenue, (j) income or net income, (k) operating income or net operating income, (l) operating profit or net operating profit, (m) gross margin, operating margin or profit margin, (n) return on operating revenue, (o) return on invested capital, (p) market segment share, (q) product release schedules, (r) new product innovation, (s) product cost reduction through advanced technology, (t) brand recognition/acceptance, (u) product ship targets, or (v) customer satisfaction. These factors may be applied either individually, alternatively, or in any combination, to either the company as a whole or to a business unit or subsidiary, either individually, alternatively, or in any combination, and measured either annually or cumulatively over a period of years, on an absolute basis, or relative to a pre-established target, to previous years’ results, or to a designated comparison group, on a U.S. GAAP or non-GAAP basis. DIVIDENDS Unless specified by the Compensation Committee, the shares issuable under an award may not be adjusted to reflect cash dividends or other rights that may be paid or issued to stockholders prior to the issuance of those shares. The committee may specify that dividends or dividend equivalent amounts will be credited and/or payable with respect to the shares subject to an award, unless the award is a stock option or SAR. Furthermore, to the extent dividends or dividend equivalents are credited or payable in connection with an award, the dividends and dividend equivalents must be subject to the same restrictions and risk of forfeiture as the underlying award and may not be paid until the underlying award vests. TRANSFERABILITY Awards granted under the 2006 EIP are transferable only by will or the laws of descent and distribution, or to the extent otherwise determined by the Compensation Committee. The committee has sole discretion to permit the transfer of an award. ADMINISTRATION The Compensation Committee, which is made up entirely of independent directors, administers the 2006 EIP. The 2006 EIP grants broad authority to the plan administrator to do all things necessary or desirable, in its sole discretion, in connection with the administration of the 2006 EIP. The committee will select the employees who receive awards; determine the number of shares covered thereby; and, subject to the terms and limitations expressly set forth in the 2006 EIP, establish the terms, conditions, and other provisions of the grants. The committee may interpret the 2006 EIP and establish, amend, and rescind any rules related to the 2006 EIP, and make remedial changes to the terms of an outstanding award to comply with applicable laws, regulations, and listing requirements and to avoid unintended consequences resulting from unexpected events. The Compensation Committee may delegate to a committee of one or more officers the ability to grant awards and take other actions with respect to participants (other than such officers themselves) who are not directors or executive officers, provided that the Compensation Committee specifies limits on the number of awards that may be granted. The Compensation Committee has delegated authority to a committee consisting of the CEO and the Senior Vice President of Human Resources to grant awards to non-executive employees within limits and a budget pre-approved by the Compensation Committee. The Compensation Committee has also delegated administrative and ministerial functions under the 2006 EIP to the Senior Vice President of Human Resources. CLAW-BACK PROVISION FOR EXECUTIVE OFFICERS For any participant who is determined by the Board to be an “executive officer,” if the Compensation Committee determines that the participant engaged in an act of embezzlement, fraud, or breach of fiduciary duty during the participant’s employment that contributed to an obligation to restate Intel’s financial statements, the participant may be required to repay option proceeds and/or restricted stock proceeds resulting from any sale or other disposition of shares effected during the 12-month period following the first public issuance or filing with the SEC of the financial statements required to be restated. The term “option proceeds” means, with respect to any sale or other disposition of shares issued or issuable upon exercise of a stock option or SAR, an amount determined appropriate by the committee to reflect the effect of the restatement, up to the amount equal to the number of shares sold or disposed of, multiplied by the difference between the market value per share of Intel’s common stock at the time of such sale or disposition and the exercise price. The term “restricted stock proceeds” means, with respect to any sale or other disposition of shares issued or issuable upon vesting of restricted stock or an RSU, an amount determined appropriate by the committee to reflect the effect of the restatement, up to the amount equal to the market value per share of Intel’s common stock at the time of such sale or other disposition, multiplied by the number of shares or units sold or disposed of. 96 Proposal 4: Approval of Amendment and Restatement of the 2006 Equity Incentive Plan          2019 PROXY STATEMENT AMENDMENTS REQUIRING STOCKHOLDER APPROVAL The Board may terminate, amend, or suspend the 2006 EIP, provided that stockholder approval is required for any amendment (except those described in “Adjustments” below) that would: increase the number of shares that may be issued under the 2006 EIP; extend the term of the 2006 EIP; change the class of persons eligible to participate in the 2006 EIP; grant stock options at less than the market value; reduce the price of an outstanding stock option or SAR; reprice, repurchase, or exchange underwater stock options or SARs; or otherwise implement any amendment required to be approved by stockholders under the Nasdaq rules. ADJUSTMENTS In the event of a stock dividend, recapitalization, stock split, combination of shares, extraordinary dividend of cash or assets, reorganization, or exchange of our common stock, or any similar equity restructuring transaction (as that term is used in FASB ASC Topic 718) affecting our common stock, the Compensation Committee will equitably adjust: the number and kind of shares available for grant under the 2006 EIP; the number and kind of shares subject to the various limitations set forth in the 2006 EIP and subject to outstanding awards under the 2006 EIP; and the exercise or settlement price of outstanding stock options and of other awards. The impact of a merger or other reorganization of Intel on outstanding awards under the 2006 EIP will be specified in the agreement related to the merger or reorganization, subject to the limitations and restrictions set forth in the 2006 EIP. Such agreement may provide for, among other things, assumption of outstanding awards, accelerated vesting or accelerated expiration of outstanding awards, or settlement of outstanding awards in cash. U.S. FEDERAL INCOME TAX CONSEQUENCES The U.S. federal income tax rules applicable to awards under the 2006 EIP under the tax code are summarized below. This summary omits the tax laws of any municipality, state, or foreign country in which a participant resides. Generally, taxes are not due when a restricted stock or RSU award is initially granted, but the award becomes taxable when it is no longer subject to a “substantial risk of forfeiture” (generally, when it becomes vested or transferable), in the case of restricted stock, or when shares are issued in connection with vesting, in the case of an RSU. Income tax is calculated on the value of the stock at ordinary rates at that time, and then at capital gain rates when the shares are sold. However, no later than 30 days after a participant receives an award of restricted stock, pursuant to Section 83(b) of the tax code, the participant may elect to recognize taxable ordinary income in an amount equal to the fair market value of the stock at the time of receipt. Provided that the election is made in a timely manner, the participant will not recognize any additional income when the award is no longer transferable or subject to a “substantial risk of forfeiture.” Stock option grants under the 2006 EIP may be intended to qualify as incentive stock options under Section 422 of the tax code or may be non-qualified stock options governed by Section 83 of the tax code. Generally, federal income tax is not due from a participant upon the grant of a stock option, and a deduction is not taken by the company. Under current tax laws, if a participant exercises a non-qualified stock option, he or she will have taxable income equal to the difference between the market price of the common stock on the exercise date and the stock option grant price. We are generally entitled to a corresponding deduction on our income tax return, subject to the deduction limitation imposed by Section 162(m) of the Code. A participant will not have any taxable income upon exercising an incentive stock option after the applicable holding periods have been satisfied (except that the alternative minimum tax may apply), and we will not receive a deduction when an incentive stock option is exercised. The treatment of a disposition of shares acquired through the exercise of a stock option depends on how long the shares were held by the participant and whether the shares were acquired by exercising an incentive stock option or a non-qualified stock option. We may be entitled to a deduction in the case of a disposition of shares acquired under an incentive stock option before the applicable holding periods have been satisfied. 2019 PROXY STATEMENT       Proposal 4: Approval of Amendment and Restatement of the 2006 Equity Incentive Plan 97 Section 409A of the tax code provides additional tax rules governing non-qualified deferred compensation. Generally, Section 409A will not apply to awards granted under the 2006 EIP, but may apply in some cases to RSUs, performance units, and performance shares. For such awards subject to Section 409A, certain officers of the company may experience a delay of up to six months in the settlement of the awards in shares of company stock. NEW PLAN BENEFITS; MARKET VALUE OF SECURITIES The Compensation Committee has the discretion to grant awards under the 2006 EIP, and the committee has not determined future awards or who might receive them. Accordingly, the benefits that will be granted or paid under the amended and restated 2006 EIP cannot currently be determined. As of March 18, 2019, the closing price of a share of Intel common stock was $54.10. PRIOR STOCK OPTION GRANTS UNDER THE 2006 EIP Pursuant to SEC rules, the following table sets forth the number of shares subject to stock options granted under the 2006 EIP from May 17, 2006 (when the 2006 EIP was initially approved by stockholders) through December 29, 2018. Name and Position Number of Shares Underlying Stock Options Granted1 Robert H. Swan, Chief Executive Officer (Prior Interim CEO and Executive Vice President, CFO) Stockholder Proposals        — Steven R. Rodgers Executive Vice President and General Counsel        136,367 Venkata Renduchintala, Group President, Technology, Systems Architecture and Client Group, and Chief Engineering Officer — Navin Shenoy, Executive Vice President and General Manager, Data Center Group 157,629 Brian M Krzanich, Former Chief Executive Officer 1,440,717 All current executive officers as a group2 1,979,170 All current non-employee directors as a group — All employees as a group (excluding current executive officers) 200,001,111   1 These share numbers do not include shares underlying options that were granted but were subsequently canceled or expired unexercised. 2 Represents executive officers as of March 3, 2019, which excludes Brian M. Krzanich and includes Todd M. Underwood. 98 Proposal 4: Approval of Amendment and Restatement of the 2006 Equity Incentive Plan          2019 PROXY STATEMENT  STOCKHOLDER PROPOSALS The following stockholder proposals will be votedProposal 4: Stockholder Proposal on at the 2019 Annual Stockholders’ Meeting if properly presentedWhether to Allow Stockholders to Act by or on behalf of the stockholder proponent. PROPOSAL 5: STOCKHOLDER PROPOSAL ON WHETHER TO ALLOW STOCKHOLDERS TO ACT BY WRITTEN CONSENTWritten Consent The following stockholder proposal will be voted on at the 20192020 Annual Stockholders’ Meeting if properly presented by or on behalf of the stockholder proponent. John Chevedden, 2215 Nelson Ave., No. 205, Redondo Beach, CA 90278, is the owner of no fewer than 100 shares of Intel common stock and proposes the following resolution: Proposal 5—4—Shareholder Right to Act by Written Consent Shareholders request that our board of directors undertaketake such steps as may be necessary to permit written consent by shareholders entitled to cast the minimum number of votes that would be necessary to authorize the action at a meeting at which all shareholders entitled to vote thereon were present and voting. This written consent is to be consistent with applicable law and consistent with giving shareholders the fullest power to act by written consent consistent with applicable law. This includes shareholder ability to initiate any validappropriate topic for written consent. This proposal topic won majority shareholder support at 13 major companies in a single year. This included 67%95%-support at both Allstatea Dover Corporation shareholder meeting and Sprint. Hundreds of major companies enable88%-support at an AT&T shareholder action by written consent.meeting. This proposal topic also won impressive 42%-supportmore than 41% support at our 2020 shareholder meeting. This 41% support may have represented a near majority vote from the Intel 2016 annual meeting. Plus this 42%-vote mightshares that have been still higher (above 50%) if all shareholders had access to independent proxy voting advice. Intel management even put their hand on the scale by publishing flashy graphics against the proposal that still won 41% support. And since the publication of the 2020 Intel annual meeting proxy written consent has become more important due to the near extinction of in-person shareholder meetings. This proposal is important at Intel because Intel shareholders do not have the full rightdiminishes our current ability to call a special shareholder meeting thatbecause a special shareholder meeting can now be a tightly controlled online meeting. With the near universal use of tightly controlled online annual shareholder meetings, which can be only 10-minutes of boilerplate, shareholders are severely restricted in engaging with management and making their views known because all challenging questions and comments directed to management can be screened out. And management is available under state law.free to have straw men speak out in lockstep support of management. It is especially importantFor instance Goodyear management hit the mute button right in the middle of a formal shareholder proposal presentation at its 2020 shareholder meeting to open up a new avenuebar constructive criticism. Plus AT&T management would not even allow the proponents of communication withshareholder proposals to read their proposals by telephone at the Board of Directors, such as written consent, after the Board shut down the long-established in-person2020 AT&T online annual meeting avenue of communications with shareholders without even allowing shareholders to vote on suchduring the pandemic. Please see: AT&T investors denied a downsizing of shareholder rights. We now have a virtualdial-in as annual meeting which meansgoes online https://whbl.com/2020/04/17/att-investors-denied-a-dial-in-as-annual-meeting-goes-online/1007928/ Imagine the control AT&T management could have over an online special shareholder meeting. Online meetings also give management a blank check to make false statements. For instance management at scores of 2020 online annual meetings falsely stated that virtually anythere were no more shareholder question can be avoided. Any questionquestions. Shareholders were powerless to point out that istheir questions were not screened out can be given a vague answer with no shareholder opportunityanswered. Please see: Schwartz-Ziv, Miriam, How Shifting from In-Person to seek clarification.Virtual Shareholder Meetings Affects Shareholders’ Voice (August 16, 2020). Available at SSRN: https://ssrn.com/abstract=3674998 or http://dx.doi.org/10.2139/ssrn.3674998 A Board of Directors that does notNow more than ever shareholders need to attendhave the option to take action outside of a real annualshareholder meeting can be inclined to think that management walks on water but this is not borne out, for instance: Intel CEO Brian Krzanich resigned aftersince tightly controlled online shareholder meetings are a relationship with employee. Mr. Krzanich also raised eyebrows by selling $39 million in Intel shares in November 2017 after Intel learned of potential security flaws in its chips and before this was disclosed publicly. Criticism and litigation over allegations of microchip security flaws that could expose users to hackers. August 2018 $1.4 Billion penalty over antitrust allegations related to manufacturer rebates. September 2017 Alleged neglect of fiduciary duty for employee 401(k) retirement plans. June 2017 Additional $10 Billion in stock buybacks. Stock buybacks can be a sign of short-termism for executives—sometimes boosting share price without boosting the underlying value, profitability, or ingenuity of the company. April 2017shareholder engagement wasteland. Please vote yes to adopt an important avenue of shareholder communication:yes: Shareholder Right to Act by Written Consent—Written Consent—Proposal 54   108   2019 Stockholder Proposals  |  2021 PROXY STATEMENT     Stockholder Proposals 99 BOARD OF DIRECTORS’ RESPONSE Board of Directors’ Response The Board recommends a vote against this proposal becausefor the Board views the change that the proposal requests as contrary to the best interests of our stockholders and unnecessary given the company’s current governance practices, which include the ability of stockholders owning 15% of our shares to call special meetings and a proxy access right permitting stockholders to nominate director candidates and include such nominations in our proxy materials. Furthermore, our robust stockholder engagement program empowers stockholders to raise their concerns with the company and enables the company to effectively address these concerns in a transparent manner. SUPPORTING DISCUSSIONfollowing reasons:   § The Board views the change that the proposal requests unnecessary given the company’s current governance practices, which include the ability of stockholders owning 15% of our shares to call special meetings outside of the annual meeting cycle and a market-standard proxy access right permitting stockholders to nominate director candidates and include such nominations in our proxy materials. § Our robust stockholder engagement program empowers stockholders to raise their concerns with the company and enables the company to effectively address these concerns in a transparent manner. § The Board believes that items requiring stockholder approval should be evaluated and voted on at a meeting at which all Intel stockholders can participate. Supporting Discussion Intel engages in a continuous quality improvement approach to corporate governance practices. We monitor and evaluate trends in corporate governance and compare and evaluate new developments against our current practices. We understand that corporate governance is not static. WeAccordingly, we regularly seek and receive input from stockholders and other commentatorskey stakeholders on our practices and policies, and the Board’s Corporate Governance and Nominating Committee considers this input when reviewing proposals to change our practices or policies. Based on a careful review of the proposal, and the company’s current governance practices, and feedback from our stockholders over the past year, we believe the implementation of the proposal is unnecessary and contrary to the best interests of the stockholders. Moreover, we note that our stockholders have considered proposals on this topic in four of the past five years and each time our stockholders have rejected the proposal’s request. In order to allowprovide all stockholders equal time and opportunity to consider and act upon any matter requiring a stockholder vote, the Board believes that any such matter should only be presented and considered at an annual or special meeting of stockholders, as currently providedauthorized under our Bylaws. In furtherance of this view, the Board recently amended our Bylaws in 2019 to reduce the minimum aggregate stock ownership required for stockholders to call a special meeting from twenty-five percent (25%)25% to fifteen percent (15%)15%. Our fifteen percent (15%) stock ownership threshold for calling a special meeting is lower than the majorityownership threshold for calling special meeting established by more than 81% of the 471 S&P 500 companies that allow their stockholders to call special meetings.surveyed by FactSet. The Board believes that action at an annual or special meeting aligns with stockholder interests to a greater degree than action by written consent. In the context of an annual or special meeting of stockholders, all company stockholders have the opportunity to express their views and otherwise engage in dialogue regarding proposed actions with other stockholders, the Board and Intel’s management, and all stockholders may participate in the stockholder vote. These meetings occur at a time and date that is announced publicly in advance of the meeting. In contrast, the proposal would permit subsets of stockholders, including short-term or special interest stockholders, to use the written consent procedure at any time and as frequently as they choosesolicit consents on a wide range of issues with full power to act on significant matters, potentially without notice to all stockholders, and without all stockholders having a fair opportunity to consider and vote on the merits of a proposed action.which may duplicate or conflict with other proposals. Not only could such a written consent process disadvantagedeny stockholders the opportunity to participate in major decisions impacting Intel, but it also could impose significant financial and administrative burdens on the company. In addition to stockholders being able to propose and vote on significant matters at annual and special meetings, in 2016 we adopted a proxy access provision. This provision allows stockholders owning 3% or more of our outstanding common stock and satisfying other conditions set forth in our bylaws to nominate and include in our proxy materials director candidates constituting up to 20% of our Board. This proxy access right and the ability of stockholders owning 15% of our stock to call a special meeting each allow our stockholders to voice their views in a way that is less prone to abuse than the written consent process requested by this proposal. The Board further believes that an ability to act by written consent is unnecessary since the company actively engages with stockholders throughout the year to provide an open and constructive forum for stockholders to express concerns.concerns between annual meetings. Our relationship with our stockholders is an important part of our company’s success. Our stockholder engagement allows us to better understand our stockholders’ priorities and perspectives, and enables the company to effectively address the issues that matter most to our stockholders. In the past year, we have pursued multiple avenues for engagement, including in-person and teleconference meetingsmeeting with many stockholders.stockholders representing an aggregate of almost 40% of our outstanding shares. Through these activities, we discuss and receive input, provide additional information, and address questions on our corporate strategy, executive compensation programs, corporate governance, corporate responsibility activities, and other topics of interest to our stockholders. Moreover, feedback received from our stockholders suchand other stakeholders as part of our engagement program has resulted in a number of enhancements to our corporate responsibility activities discussed above.governance, ESG and executive compensation processes and policies. For more information about our extensive stockholder engagement program and the actions we have taken in response to stockholder input, see “Investor Engagement” on page 40. 2021 PROXY STATEMENT  |  Stockholder Proposals 109 In sum, we believe that the proposal is not aligned with stockholders’ interests, and that the combination of our ongoing dialogue with stockholders and our current corporate governance practices, including a meaningful special meeting right and proxy access right, renders the proposal’s implementation unnecessary.unnecessary and not aligned with stockholders’ interests.     RECOMMENDATION OF THE BOARDRecommendation of the Board The Board of Directors recommends that you vote “AGAINST” this proposal for Intel to grant stockholders the right to act by written consent.   100 Stockholder Proposals     2019 110 Stockholder Proposals  |  2021 PROXY STATEMENT     PROPOSAL 6: STOCKHOLDER PROPOSAL REQUESTING A REPORT ON THE RISKS ASSOCIATED WITH EMERGING PUBLIC POLICIES ADDRESSING THE GENDER PAY GAPProposal 5: Stockholder Proposal Requesting a Report on the Global Median Gender/Racial Pay Gap The following stockholder proposal will be voted on at the 20192021 Annual Stockholders’ Meeting if properly presented by or on behalf of the stockholder proponent. Arjuna Capital, 1 Elm Street, Manchester, MA 01944, on behalf of Susan J. Silver, Ralph L. McCaughan III and Andrea G. Reusing, Laura J. Ballance and Lucas Jozef Suer, Robert Charles Beall, Kim Althea Gordon, Rainer Judd, Tamra Davis, Caleb Diamond, David Diamond and Michael Diamond as beneficiary and trustees of the Caleb Diamond Trust, and Clare E. Hirn and William David Henry who are, respectively, the owners of 120919 shares, 137 shares, 378 shares, 302 shares, 261 shares, 196 shares, 256 shares, 1,116 shares and 252 shares of Intel common stock, proposes the following resolution: Gender Pay Equity Whereas: Pay inequity persists across race and gender. Black workers’ hourly median earnings have fallen 3.6 percent since 2000, representing 75.6 percent of white wages. The World Economic Forum estimates the gender pay gap costs the economy 1.2 trillion dollars annually. Themedianincome for women working full time in the United States is 80 percent of that of their male counterparts. This disparity can equal nearly half a million dollars over a career. The gap formen. Intersecting race, African American women make 62 cents, Native women 60 cents, and Latina women is 60 percent and 55 percent.54 cents. At the current rate, women will not reach pay parityequity until 2059.2059, African American women until 2130, and Latina women until 2224. Citigroup estimates closing minority and gender wage gaps 20 years ago could have generated 12 trillion dollars in additional income and contributed 0.15 percent to United States companies have begunGDP per year. PwC estimates closing the gender pay gap could boost Organization for Economic Cooperation and Development (OECD) countries’ economies by 2 trillion dollars annually. Diversity is linked to superior stock performance and return on equity. Actively managing pay equity is associated with improved representation. Underrepresented minorities account for 16 percent of Intel’s workforce and 8.9 percent of leadership. Women represent 26.5 percent of the workforce and 20.8 percent of leadership. Pay gaps are literally defined as the median pay of minorities and women compared to the median pay of non-minorities and men, considered the valid way of measuring gender pay inequity by the United States Census Bureau, Department of Labor, OECD, and International Labor Organization. Best practice pay equity reporting consists of two parts: 1. unadjusted median pay gaps, assessing “equal opportunity” to high paying roles, 2. statistically adjusted gaps, assessing pay between minorities and non-minorities, men and women, performing similar roles—“equal pay for equal work.” Intel reports parity for statistically adjusted equal paygaps but ignores unadjusted median gaps, except those mandated for equal work numbers, assessing the pay of men and women performing similar jobs, but mostly ignoremedianpay gaps. Regulation in the United Kingdom operations. The Equal Employment and Opportunity Commission now mandates pay data reporting, across race and gender, as workforce diversity data alone is insufficient to assess pay inequity. The United Kingdom mandates disclosure of median gender pay gaps. And whilegaps and is considering mandating race and ethnicity reporting. Intel reported a 32.536.4 percent median base pay gap for its United Kingdom operations, it has not published median information for its global operations. Intel reports women earn 100 percent of the compensation received by men on a statistically adjusted equal pay basis. Yet, that statistically adjusted number alone fails to consider how discrimination affects differences in opportunity. In contrast, median pay gap disclosures address the structural bias that affects the jobs women hold, particularly when men hold most higher paying jobs. Women account for 26.8 percent of Intel’s employees, but only 19.4 percent of leadership.McKinsey reports women in the tech hardware industry hold 22 percent of leadership positions and 16 percent of C-suite positions.Mercer finds actively managing pay equity “is associated with higher current female representation at the professional through executive levels and a faster trajectory to improved representation.” Research fromMorgan Stanley, McKinsey,andRobeco Samsuggests gender diverse leadership leads to superior stock price performance and return on equity.McKinseystates, “the business case61.7 percent bonus gap for the advancement and promotion of women is compelling.” Best practices include “tracking and eliminating gender pay gaps.” Public policy risk is of concern, not only in the United Kingdom, but in the United States as well. The Paycheck Fairness Act pends before Senate. California, Massachusetts, New York, and Maryland have strengthened equal pay legislation. The Congressional Joint Economic Committee reports 40 percent of the wage gap may be attributed to discrimination.U.K. employees. ResolvedResolved:: Shareholders request Intel report on the risks to the companymedian pay gaps across race and gender, including associated with emerging public policies addressing the gender pay gap, including associatedpolicy, reputational, competitive, and operational risks, and risks related to recruiting and retaining femalediverse talent. The report should be prepared at reasonable cost, omitting proprietary information, litigation strategy and legal compliance information. The Racial/gender pay gap isgaps are defined as the difference between non-minority and minority/male and femalemedianearnings expressed as a percentage of non-minority/male earnings (Organization for Economic Cooperation and Development)(Wikipedia/OECD, respectively). Supporting StatementStatement: : AAn annual report adequate for investors to assess company strategy and performance would include the percentageglobal median pay gap between male and female employees across race and ethnicity, includingcould, with board discretion, integrate base, bonus and equity compensation. BOARD OF DIRECTORS’ RESPONSEcompensation to calculate:   § percentage median gender pay gap, globally and/or by country, where appropriate § percentage median racial/minority/ethnicity pay gap, US and/or by country, where appropriate 2021 PROXY STATEMENT  |  Stockholder Proposals 111 Board of Directors’ Response Intel believes that the proposal is unnecessary and impracticalas the underlying rationale for publishing the following reasons:median pay gap number— Intel is committed to gender pay equity and to fairlyrepresentation—is being addressed by the initiatives and equitably compensating all of our employees, andtransparency that Intel ishas already committed to continuing to assess and close pay gaps to maintain gender pay equity globally.to: In our most recent evaluation of the gender pay gap for Intel’s global workforce, Intel incorporated equity-based compensation into our calculations and took specific action to close gaps that were identified. As announced in January, Intel achieved gender pay equity across our worldwide workforce. Intel publishes data on our evaluation of the gender pay gap on an on-going basis.   §   2019 PROXY STATEMENT     Intel is committed to pay equity to ensure pay fairness across all employees and to continuing to maintain a high level of transparency in our diversity, inclusion, representation and pay equity data. §     Stockholder Proposals In 2019, we announced that we had achieved gender pay equity globally while maintaining race/ethnicity pay equity in the U.S. §   101 We provide detailed reporting on the representation of our workforce by job level for gender globally and race/ethnicity in the U.S. We have also publicly released our EEO-1 survey pay data since 2019, being one of the few, if not the only, U.S. companies to do so. SUPPORTING DISCUSSION   § In 2020, Intel announced our new 2030 RISE corporate responsibility goals, which include goals to double the number of women in senior leadership globally and underrepresented minorities in senior leadership in the U.S. and to ensure accountability for embedding inclusive leadership practices across our business. A diverse workforce § Intel will continue to assess and close pay gaps on an annual basis to maintain gender pay equity globally as well as race/ethnicity pay equity in the U.S. and continue to make progress on our goals to advance diversity in senior leadership representation and further advance our inclusive culture. We believe that our holistic approach toward pay equity, representation, and creating an inclusive culture enables us to cultivate a workplace that helps employees develop and progress in their careers at all levels. Supporting Discussion We believe that the additional reporting requested by this proposal is unnecessary because Intel’s past and inclusive culture are essential toexisting practices already reflect our evolution and growth, and Intel’s commitment to achieving gender pay equity is central to making Inteland diversity and inclusion for our workforce around the globe. We believe that diverse teams with different perspectives, experiences, and ideas are more creative and innovative, resulting in a trulycollaborative, inclusive workplace, whichand supportive environment, and we believe is ainclusivity and equity are key factorfactors in employee performance, productivity, and engagement. With a diverse workforce of 107,400 regular110,600 employees in over 50 countries as of fiscal year-end, identifying and closing gender and racial/ethnic pay equity gaps is a complicated task. Intel’s legal and human resources teams have workedwork with third-party experts using proven statistical modeling techniques to identify countries where gendermonitor and advance global pay gaps exist. Moreover, our genderequity. We achieve pay equity policies and practices are just one aspect of Intel’s robust portfolio of programs and policies designed to recruit, retain, and empower women at Intel. Intel definesby performing a thorough pay equity asanalysis and closing the gap in the average pay between employees of different genders or races and races/ethnicities for which data is available, in the same or similar roles after accounting for legitimate business factors that can explain differences, such as performance, tenurelocation, time at grade level, and country location.tenure. On January 22, 2019, Intel announced that it had achieved gender pay equity across our worldwide workforce, marking a major milestone in our efforts for global inclusion and empowerment of women. This achievement was the direct result of a years-long evaluation of global gender pay equity and follows our announcement that in 2017 we achieved gender and racial pay equity for all U.S. employees. Not only has Intel expanded pay equity to our global workforce, weWe also have evolvedcontinued to evolve our methodology to evaluate gender and racial/ethnic pay equity in order to takeby taking a more comprehensive approach. In the past, adjustments were only made to the cash portion of employees’ compensation, meaning base pay and bonus, to address pay equity. In 2018, Intel began evaluating total compensation, including stock grants. Individual employees who were identified as having a gap received appropriate adjustments. We believe that our methodology for identifying and closing Our pay equity gaps is more aligned with the interests of Intel’s employees than the methodology requested by the proposal, which is not commonly used for assessing pay equity in the United States and would require Intel to compare compensation of male and female employees at the median without adjusting for their different roles, experiences, performance, locations, and other factors. Moreover, our pay analyses are only one aspect of our many programs to promote gender and ethnic equality at Intel. In 2018, Intel achieved full representation in its U.S. workforce, meaning our workforce reflects the percent of women and underrepresented minorities available in the U.S. skilled labor market.market for the roles for which Intel hires. This achievement was the result of a comprehensive strategy that took into account hiring, retention, and progression. We also help fosteradvance our employees’ development and advancement through numerous other programs, including more than 30 different employee resource groups, such as the Women at Intel Network, the Network of Intel African American Employees, the Intel Latino Network, and others. We have taken actions to deeply integrate diversity and inclusion expectations into our culture, performance management systems, leadership expectations, and annual bonus metrics. Although Intel has achieved global gender payIn May 2020, we continued to raise the bar for ourselves through the announcement of our new 2030 RISE strategy and goals which set our corporate responsibility ambitions for the next decade to create a more responsible, inclusive, and sustainable world, enabled by our technology and the expertise and passion of our employees. Further increasing diverse representation, equity, and inclusion are key aspects of our RISE 2030 goals, which include doubling the number of women in senior leadership globally, doubling the number of underrepresented minorities in senior leadership in the U.S., and ensuring accountability for embedding inclusive leadership practices across our business. To accelerate action toward our 2030 goals and to advance racial equity, we recognizehave linked a portion of our Annual Cash Bonus Plan for our executives and employees in 2021 to achieve a milestone of increasing representation by 10% of Black/African American employees in senior, director, and executive level roles in our U.S. population. By the end of 2023, we aim to increase representation of U.S. African American employees in senior, director and executive roles by 30%. 112 Stockholder Proposals  |  2021 PROXY STATEMENT Additionally, we believe that transparency is critical to move ourselves and the industry forward in the diversity and inclusion journey. We advanced transparency in our pay and representation data by publicly releasing our EEO-1 survey pay data in 2019. Although the U.S. Equal Employment Opportunity Commission subsequently decided it would not continue to require the reporting of pay information, we felt it was important to continue collecting the data and to disclose it publicly in 2020. In keeping with our commitment to transparency, we continue to regularly publish our workforce representation data in our Corporate Responsibility Report and on our Global Diversity and Inclusion website at www.intel.com/content/www/us/en/diversity/diversity-at-intel. The results reflected representation gaps at the most senior levels of the company and point to work in encouraging pay equitythat lies ahead to increase representation. However, as a result of our extensive diversity and inclusion efforts, we believe there is never complete.promising growth of our junior female and underrepresented talent from which our future leadership will be drawn. Just as we have over the past several years, we will continue to take a multi-facetedholistic approach to assessing equaland progressing our commitment towards pay equity, representation and equal representationinclusion in our global workforce.workforce to cultivate a workplace that helps all employees develop and progress in their careers at all levels throughout Intel. We believe that the methodology we use for identifying and closing pay equity gaps is more aligned with the interests of Intel’s employees and is more effective for driving accountability and action than the methodology requested by the proposal. The proposal requests the publication of unadjustedmedian pay gap figures in order to help assess “equal opportunity to high paying roles.” We believe our existing pay equity disclosures and the detailed representation data and robust discussion of our public goals and internal programs to promote gender and racial/ethnic equality at Intel, already provide the data needed to complete this assessment. We understand that the single median pay gap figures requested by the proposal may be helpful to companies that are earlier in their journey in order to open dialogue and jumpstart the processes needed to advance diversity and inclusion, and pay equity in their workforces. However, we believe our more detailed representation and pay equity disclosure is more appropriate for Intel at this time given the maturity of our internal processes, transparency and actions to date, and our commitments for action over the coming decade.     RECOMMENDATION OF THE BOARDRecommendation of the Board The Board of Directors recommends that you vote “AGAINST” this proposal requesting the preparation of a report on Intel’s global median gendergender/racial pay gap, including certain associated risks.     102 Stockholder Proposals     2019 PROXY STATEMENT   2021 PROXY STATEMENT  |  Stockholder Proposals 113 PROPOSAL 7: STOCKHOLDER PROPOSAL REQUESTING AN ANNUAL ADVISORY VOTE ON POLITICAL CONTRIBUTIONSProposal 6: Stockholder Proposal Requesting a Report on Whether Written Policies or Unwritten Norms at the Company Reinforce Racism in Company Culture The following stockholder proposal will be voted on at the 20192021 Annual Stockholders’ Meeting if properly presented by or on behalf of the stockholder proponent. Stockholder NorthStar Asset Management, Inc., Funded Pension Plan, P.O.PO Box 301840, Boston, MA 02130, on behalf of the NorthStar Asset Management, Inc. Funded Pension Plan, which is the owner of 775 sharesmore than $2,000 in market value of Intel common stock, and proposes the following resolution: Aligning Political ContributionsAssessing Inclusion in the Workplace WHEREAS: According to the National Museum of African American History and Company PoliciesCulture, “[s]tructural racism is the overarching system of racial bias across institutions and society. These systems give privileges to white people resulting in disadvantages to people of color,” thereby imposing a cultural hierarchy among racial groups; Whereas:The Harvard Business Review explains that “[c]ompanies must confront racism at a systemic level—addressing everything from the structural and social mechanics of their own organizations to the role they place in the economy at large”; Corporate political contributions have become an increased riskA 2020 Citigroup study found that since 2000 the Supreme Court ruling inCitizens United v. Federal Election Commission allowed for greater corporate political expenditures involving “electioneering communications”; Better disclosure and clearer paper trails for political contributions allow consumers and watchdog groups to know when companies make contributions to organizations that affect change that conflicts with company stated practices; Shareholders believe Intel should minimize reputational risk regarding corporate and Intel PAC political contributions; Intel’s website and policies indicate that environmental protection, immigration reform, and nondiscrimination are priorities for our Company, yet our Company or its PACU.S. gross domestic product (GDP) has made political contributions that may undermine those stated policies, values, and goals, such as: IPAC made a contribution to Iowa Representative Steve King in May 2018 despite his repeated public statements which indicate his relationships with white supremacists; Intel’s 10-K lists climate changelost $16 trillion as a riskresult of discrimination against African Americans, including $2.7 trillion lost due to the business, yet thepay disparities. The study also found that reversing discriminatory practices could boost U.S. GDP by $5 trillion in the 2015-2016 election cycle, IPAC contributednext five years; Tema Okun, a veteran racial justice facilitator, illustrates the insidious nature of white supremacist culture by explaining that “[c]ulture is powerful precisely because it is so present and at the same time so very difficult to at least 51 Membersname or identify.” Cultural racism can manifest as people of Congresscolor being ignored, overly criticized, undermined, or assumed as inferior. Other manifestations can be strict cultural norms or criticisms of certain hairstyles, manners of speech, or other physical appearances; Cultural racism can do long-term emotional and psychological damage, and research shows that employees who have been identified as climate change deniers; Intel statesbring their authentic selves to work perform better and report greater job satisfaction. Recently, a Fortune 500 company announced that it relies on highly skilled international applicants, however IPAC has contributed to 6will allow natural black hairstyles and facial hair because the company wants all “employees feel comfortable, genuine and authentic”; Proponents believe that our company can advance long-term value creation through an analysis of the 10 cosponsors of the Protectwhether and Grow American Jobs Act—an act which appears to propose potentially problematic changes to the H1-B visa process; Shareholders recognize that conflicting issues may existhow systemic racism is embedded in the decision-making process of which political candidates to support,company culture, policies and are concerned that these decisions may be beyond the scope of Company management to determine. Accordingly, due to risks to shareholder value that may come from political missteps, shareholders should have the opportunity to weigh in on political contributions in the forthcoming year.procedures. ResolvedRESOLVED: : Shareholders recommend thaturge the Board of Directors adoptto prepare a policy under whichreport to shareholders on whether written policies or unwritten norms at the proxy statement for each annual meeting will contain a proposal on political contributions describing:Company reinforce racism in company culture. SUPPORTING STATEMENT: The report should be prepared within one year, at reasonable cost and excluding proprietary and privileged information. The Board is encouraged to assess whether Company policies or unwritten norms:   1. Yield inequitable outcomes for employees based on race and ethnicity in patterns of hiring and retention, promotion and upward mobility, disciplinary action, or employee usage of benefits; 2. Establish a cultural hierarchy through perceived pressure to use “whitened” names rather than birth names, to adopt “white-centric” physical appearance standards in hair style, body art or modifications, and facial hair styles, or to avoid traditional attire and religious head coverings. 114 Stockholder Proposals  |  2021 PROXY STATEMENT Board of Directors’ Response The Board recommends a vote against this proposal given the Company’scompany’s existing programs and IPAC policies on electioneeringto: foster a culture of diversity and political contributionsinclusion; integrate non-discrimination measures across our performance management systems, compensation programs, and communications, any political contributions knownhiring processes; publish ambitious long-term goals and lead industry-wide inclusion and social equity initiatives; and transparently report our progress and data to drive accountability and encourage actions by others. Supporting Discussion Intel is committed to providing a work environment where employees from diverse backgrounds are valued, respected, challenged, acknowledged, and rewarded so they can achieve their potential and fulfill their career aspirations. Our commitment to combating racism and fostering a diverse and inclusive culture is a business imperative and key to our long-term success, making Intel, and each of our employees, stronger. We believe that when every employee has a voice and a sense of belonging, Intel can be anticipated duringmore innovative, agile, and competitive, driving our evolution, reinvention and cultural transformation. But, we know that what happens outside of Intel, is also felt inside Intel. During the forthcoming fiscalpast year, management’s analysis our Intel employees, along with the rest of society, have had to make sense of the alignment betweensenseless acts of racism and violence and system-level justice issues, specifically against African Americans in the Company’sU.S. In response, and IPAC’s prior yearin keeping with Intel’s commitment to diversity and inclusion, our former CEO Bob Swan publicly affirmed that inaction is not an option for Intel. He said, “Black lives matter. Period. While racism can look very different around the world, one thing that does not look different is that racism of any kind will not be tolerated here at Intel or in our communities.” While words are important, we believe that words must be accompanied by action. For many years, we have taken actions to deeply integrate diversity and inclusion expectations into our culture, performance management systems, leadership expectations, and annual bonus metrics. In 2015, Intel launched an initiative committing $300 million to advance diversity and inclusion in our workforce and across the technology industry, including a 2020 goal to achieve full representation of underrepresented minorities and women in our U.S. workforce, a goal which we met two years ahead of schedule through an integrated strategy focused on hiring, retention, and progression. We have achieved global gender pay equity globally and race/ethnicity pay equity in the U.S. We believe that our holistic approach toward pay equity, representation, and creating an inclusive culture enables us to cultivate a workplace that helps employees develop and progress in their careers at all levels. We are proud of what we have accomplished to advance diversity and inclusion, but we recognize we still have work to do, including beyond the walls of Intel. In May 2020, we announced our new 2030 RISE strategy and goals which set our corporate responsibility ambitions for the next fiscal year political contribution expenditures as compareddecade to create a more responsible, inclusive, and sustainable world, enabled by our technology and the Company’s values, policies,expertise and statedpassion of our employees. Further increasing diverse representation, equity, and inclusion are key aspects of our RISE 2030 goals, which include doubling the number of women in senior leadership globally, doubling the number of underrepresented minorities in senior leadership in the U.S., and ensuring accountability for embedding inclusive leadership practices across our business. To accelerate action toward our 2030 goals and an explanationto advance racial equity, we have also linked a portion of our Annual Cash Bonus Plan for our executives and employees in 2021 to achieve a milestone of increasing representation by 10% of Black/African American employees in senior, director, and executive level roles in our U.S. population. By the rationaleend of 2023, we aim to increase representation of U.S. African American employees in senior, director, and executive roles by 30%. Through our RISE strategy we have also committed to apply our scale, expertise, and reach to work with customers and other stakeholders to accelerate the adoption of inclusive business practices across industries. We are creating and implementing a Global Inclusion Index and convening a coalition of companies to focus on unified goals and metrics that will be shared through the index. This collective effort will allow the industry to more clearly identify actions needed to advance progress. We will also continue to collaborate on initiatives that expand the diverse pipeline of talent for any contributions found incongruent; management’s analysisour industry, advance social equity, make technology fully inclusive, and expand digital readiness for millions of any resultant risks to our company’s brand, reputation, or shareholder value; people around the world. In 2020, Intel also pledged $1 million across various nonprofits and providing an advisory shareholder vote approving or prohibiting political contributions for the forthcoming year. Supporting Statement: “Expenditures for electioneering communications” means spending directly, or through a third party, at any time during the year, on printed, internet or broadcast communications, which are reasonably susceptible to interpretation ascommunity organizations in support of efforts to address social injustice and combat racism and expanded our work and programs around social equity with the creation of a new Social Equity Program Office and the publication of Global Social Equity Policy Principles. We have formally documented our commitment to human rights, respect, freedom, and dignity in our Global Human Rights Principles, which we initially adopted in 2009 and updated as recently as November 2019, and which are publicly available on our website at www.intel.com/content/www/us/en/policy/policy-human-rights.html. In keeping with our Intel Code of Conduct available on our website at www.intel.com/content/dam/www/public/us/en/documents/corporate-information/code-of-conduct-eng.pdf, Intel does not discriminate on the basis of race, color, religion, religious creed, sex, national origin, ancestry, age, physical or oppositionmental disability, medical condition, genetic information, military and veteran status, marital status, pregnancy, gender, gender expression, gender identity, sexual orientation, or any other characteristic protected by local law, regulation or ordinance. In addition, Intel is committed to providing a specific candidate.workplace free of harassment based on such factors and Intel employees are expected to treat co-workers, customers and suppliers with dignity.       2019 2021 PROXY STATEMENT  |  Stockholder Proposals     Stockholder Proposals 103 115 BOARD OF DIRECTORS’ RESPONSE Intel believes that the proposal is unnecessaryWe have continued to advance transparency in our pay and impractical for the following reasons: Intel already provides significant disclosure regarding our policies, processes, and oversight of political contributions in line with current best practices advocated by a number of leading organizations. In 2018, Intel scored 94.3% in the CPA-Zicklin Index of Corporate Political Disclosure and Accountability, and was highlighted again as one of the “trendsetter companies.” • Intel does not use corporate funds to make political contributions of the type that were the subject of the Supreme Court decision in theCitizens United v. Federal Election Commission(Citizens United) case. Intel publishesrepresentation data on our direct and indirect political contributions on our website and in our annual Corporate Responsibility Report.Report, available at www.intel.com/responsibility and on our Global Diversity and Inclusion website, www.intel.com/content/www/us/en/diversity/diversity-at-intel.html and also by publicly releasing our EEO-1 survey pay data. As those reports show,described in these disclosures, we have a robust collection of programs and policies designed to encourage diversity and promote understanding, including programs in support of greater racial and ethnic diversity and programs to support various employee communities, including veterans, LGBT+ persons, and persons with disabilities. We also help foster an inclusive culture through more than 30 different employee resource groups and seven leadership councils that help to develop a sense of community among, and provide a means to mentor and support, employees based upon gender, ethnic or cultural background, and religious faith, among other characteristics. This includes our Network of Intel African Ancestry employee resource group and our Intel Black Leadership Council, which in 2020 along with many global teams across Intel hosted virtual events and shared their perspectives and experiences through listening sessions with senior leadership and contributed actionable suggestions on opportunities to advance social equity and our diversity and inclusion practices. Our global Inclusion@Intel program provides a source of community for employees and empowers them to drive inclusive practices into their everyday working environment. This unique platform provides highlights on inclusive leaders, inclusion training, sharing of best practices, videos, podcasts, and scenario cards that can be used to encourage critical conversations. Our Inclusive Leaders program is designed to equip managers to play leadership roles in growing Intel’s inclusive culture. The program fosters leadership skills needed to build diverse and inclusive, high-performing teams. In addition, in 2016 we launched a confidential employee service called “Warmline” to provide all employees with the overall amountsupport they need to work through personal and professional roadblocks. In 2020, a cross-Intel team of contributions bytechnologists developed a new “Inclusive language in engineering guide,” the result of a project initiated in 2019 to remove discriminatory and offensive terminology from coding language at Intel and to influence change across the broader technology industry. We have also developed a set of best practices and trainings to mitigate the influence of unconscious bias in the hiring process. These practices include posting of formal requisitions using impartial descriptions of qualifications for all open jobs, and having diverse slates of candidates and diverse hiring panels. In 2020, we linked a portion of our company-wide annual cash bonus program to metrics to accelerate global inclusive hiring behaviors in support of our 2030 workforce inclusion goals; we met these goals, achieving our training goal with 99% of hiring managers trained globally and 84% of internal hiring completed through a posted requisition. Through our regular Employee Experience Surveys, employees can voice their perceptions of the company and the Intel Political Action Committee (IPAC)their work experience, including their views on our diversity and inclusion performance and culture. In 2020, 88% of employees reported “I am treated with dignity and respect at work” and 87% reported “Intel makes it easy for politicalpeople from diverse backgrounds to fit in and office-holder support, including Intel’s “indirect spending” by trade associationsbe accepted.” Our goal is to which Intel paid dues, is relatively modest. We regularly evaluatework to continue to increase these levels through our political spending for effectiveness2030 goals and alignment as part of our contributions process. We recognize that it is impracticalongoing actions to advance and unrealistic to expectintegrate inclusive practices in our culture. Our experience has demonstrated that our company, stockholders,dedication to fostering diversity, equity, and stakeholders will agree with every issue that a politician or trade association may support, particularly given our strategy of bipartisan giving. As part of our process, we assess recipients’ overall voting records related to our key policy issuesinclusion for all employees improves job satisfaction which further drives productivity and make funding decisions that we believe in aggregate will have the greatest benefit for our stockholders and key stakeholders. We also continue to strengthen our review process over time based on stakeholder feedback.innovation. SUPPORTING DISCUSSION Intel maintains a high degree of oversight, governance, and transparency around our corporate political activity and accordingly believes that this proposal is unnecessary. Intel works with governments, organizations, and industries around the world to advocate for policies that encourage new ideas, promote fair commerce, and protect resources. We also work to educate political candidates about the implications of public policy decisions for our business, and provide financial support to candidates who hold positions consistent with our business objectives. Stockholders and other interested persons can find extensive information on our policies and processes through our Political Accountability Guidelines and can learn even more about our processes, policy positions, and annual corporate and IPAC contributions through our annual Corporate Responsibility Report and other information that is available on our website. Our policies, practices, and disclosures reflect the fact that we have proactively engaged with the Center for Political Accountability and other organizations to understand best practice expectations on this issue and that for years we have been committed to continuous improvement in this area. As a result of our existing practices and disclosures, Intel has been repeatedly recognized as a leader in disclosure and accountability with respect to its political activities. For the fourth year in a row, in 2018, Intel scored 94.3% in the CPA-Zicklin Index of Corporate Political Disclosure and Accountability, which benchmarks the political disclosure and accountability policies and practices of leading U.S. companies. Among the 493 S&P 500 companies studied on the CPA-Zicklin Index, the average total score was only 44.1%. Intel was highlighted again on the CPA-Zicklin Index as one of the “trendsetter companies.” Our Political Accountability Guidelines, which we initially drafted in 2006, and review annually, are publicly available on our Corporate Responsibility website atwww.intel.com/responsibility. The guidelines state that we will not contribute corporate funds to federal election candidates or political parties. In response to the Citizens United court decision, we updated these guidelines in 2011 to state that we will not make independent political expenditures or fund electioneering communications, as those terms are defined by applicable law. The guidelines set forth our policy and process for formally approving and reviewing corporate political contributions. A committee of Intel employees reviews all requests for contributions on behalf of IPAC against our public policy priorities. Decisions are also made based on states and districts with a significant Intel presence and candidates’ leadership on important Intel priorities. Both IPAC and corporate contributions are subject to the approval of the Vice President of Intel’s Government and Policy Group, and the Board’s Corporate Governance and Nominating Committee annually reviews an analysis of Intel’s corporate contributions during the preceding year. Intel’s annual Corporate Responsibility Report— available through a link on our Investor Relations website atwww.intc.com, on our Corporate Responsibility website atwww.intel.com/responsibility. and on our Public Policy website atwww.intel.com/policy—summarizes our positions on public policy issues that are important to our business. The report links to detailed information covering Intel’s and IPAC’s political contributions for the previous year sorted by recipient. IPAC’s approach targets balanced support of Democratic and Republican Party candidates each year. Moreover, no corporate funds are contributed to IPAC other than for administrative expenses, and all employee participation in IPAC is voluntary. With respect to indirect political spending, the Corporate Responsibility Report and supporting documents provide information on our approach to the issue of trade association alignment, include disclosure on Intel’s payments to industry and trade 104 Stockholder Proposals         2019 PROXY STATEMENT organizations, and provide a breakdown of the amount of dues payments to our top associations that are applied toward political activities. We also file quarterly reports detailing our lobbying activities with the Secretary of the U.S. Senate and the Clerk of the U.S. House of Representatives, available on the Senate and House Lobbying Disclosure Act websites. Our existing disclosures demonstrate that the amount of contributions by the company and IPAC for political and office-holder support is relatively modest. Given the modest amounts that we contribute for political purposes and the wide range of public policy issues addressed in a given year by candidates and trade associations,sum, we believe that it is bestour long-standing focus on and commitment to focus our expenditures on candidatescreating an equal, inclusive and organizations that can best support our public policy priorities, including those that enable us to continue on our path of innovation. We do so recognizing that we may not be aligned 100% with every position supported by those candidates or organizations on all policy matters. Through our process, we assess recipients’ overall voting records related to our key policy issues and make funding decisions that we believe in aggregate across multiple issues will haverespectful workplace render the greatest benefit for our stockholders and key stakeholders. To reinforce our perspectives, we have enhanced our effort to communicate our values to contribution recipients when our contributions are made. In addition, in 2018 we made additional changes to further strengthen our review process, including an analysis of candidates’ public statements in addition to voting records. Where we find cases of significant misalignment with contribution recipients across multiple priority issues, we will take action to realign future funding decisions. We understand that our many stakeholders will have different views on individual candidates and contributions based on their own policies. We proactively engage with investors and our stakeholders through our integrated outreach activities throughout the year and invite ongoing input and questions about our policy priorities and contributions approach. Based on our assessments, we have found a high overall level of alignment of our contributions across our multiple policy priorities.proposal’s implementation unnecessary. In short, while we agree with the proponent on the importance of oversight and disclosure around corporate political activity, we believe that contributions made during the most recent cycle are highly aligned with our ultimate goal of protecting and enhancing long-term stockholder value. We do not believe that preparing an additional report as requested by the proponent would provide our stockholders with any more meaningful information than is already provided through our existing disclosure. We believe that the steps Intel has already taken—establishing comprehensive policies with Board oversight and robust review processes, providing detailed disclosure, and proactively engaging with external stakeholders—are the most practical and effective approach to addressing this issue.     RECOMMENDATION OF THE BOARDRecommendation of the Board The Board of Directors recommends that you vote “AGAINST” this proposal forrequesting the preparation of a report on whether written policies or unwritten norms at Intel to complete a political contributions cost-benefit analysis report.reinforce racism in company culture.   116 Stockholder Proposals  |  2021 PROXY STATEMENT    Additional Meeting Information   2019 PROXY STATEMENT          Stockholder Proposals 105  ADDITIONAL MEETING INFORMATIONOnline Meeting ONLINE MEETING We are pleased this year to again conduct the 20192021 Annual Stockholders’ Meeting solely online via the Internet through a live webcast and online stockholder tools. We continue to use the virtual annual meeting format to facilitate stockholder attendance and participation by leveraging technology to communicate more effectively and efficiently with our stockholders. This format empowers stockholders to participate fully from any location around the world, at no cost. We have designed the virtual format to enhance stockholder access and participation and protect stockholder rights. For example:   We Encourage Questions. Our stockholders have multiple opportunities to submit questions for the meeting. Stockholders may submit a question online in advance or live during the meeting, following the instructions below. During the meeting, we will answer as many stockholder-submitted questions as time permits. As we did last year, we have committed to publishing and answering each question received following the meeting. • §   We Encourage Questions. Our stockholders have multiple opportunities to submit questions for the meeting. Stockholders may submit a question online in advance or live during the meeting, following the instructions below. During the meeting, we will answer as many stockholder-submitted questions as time permits. As we did last year, we have committed to publishing and answering each question received following the meeting. § We Believe in Transparency.Although participation in the live webcast is available only to stockholders at the time of the meeting, anyone can view the live webcast and following completion of the 20192021 Annual Stockholders’ Meeting, a webcast replay, final report of the inspector of election, and the answers to all questions asked by investors in connection with the annual meeting will be posted to our Investor Relations website atwww.intc.com and remain for at least one year.   § We Proactively Take Steps to Facilitate Your Participation. During the annual meeting, proponents of the stockholder proposals included in this proxy statement will have a dedicated call-in line to facilitate their ability to present their proposals. In addition, we offer live technical support for all stockholders attending the meeting. We Proactively Take Steps to Facilitate Your Participation. During the annual meeting, proponents of the stockholder proposals included in this proxy statement will have a dedicated call-in line to facilitate their ability to present their proposals. In addition, we offer live technical support for all stockholders attending the meeting. MEETING ADMISSIONMeeting Admission You are entitled to attend and participate in the virtual 20192021 Annual Stockholders’ Meeting only if you were an Intel stockholder as of the close of business on March 18, 201919, 2021 or if you hold a valid proxy for the annual meeting. If you are not an Intel stockholder, you may still view the meeting online athttps://intel.onlineshareholdermeeting.comwww.virtualshareholdermeeting.com/Intel21. Attending Online.If you plan to attend the annual meeting online, please be aware of what you will need to gain admission, as described below.If you do not comply with the procedures described here for attending the annual meeting online, you will not be able to participate in the annual meeting but may view the annual meeting webcast. Stockholders may participate in the annual meeting by visitinghttps://intel.onlineshareholdermeeting.comwww.virtualshareholdermeeting.com/Intel21; interested persons who were not stockholders as of the close of business on March 18, 201919, 2021 may view, but not participate, in the annual meeting viahttps://intel.onlineshareholdermeeting.comwww.virtualshareholdermeeting.com/Intel21. To attend online and participate in the annual meeting, stockholders of record will need to use their control number on their Notice of Internet Availability of Proxy Materials or proxy card to log intohttps://intel.onlineshareholdermeeting.comwww.virtualshareholdermeeting.com/Intel21;. If you are a beneficial stockholder and your voting instruction form or Notice of Internet Availability indicates that you may vote those shares through the www.proxyvote.com website, then you may access, participate in, and vote at the annual meeting with the 16-digit access code indicated on that voting instruction form or Notice of Internet Availability. Otherwise, beneficial stockholders who do not have a control number may gainor access to the meeting by logging intocode should contact their brokerage firm’s website and selecting the stockholder communications mailbox to link through tobank, broker or other nominee (preferably at least 5 days before the annual meeting; instructions should alsomeeting) and obtain a “legal proxy” in order to be provided onable to attend, participate in or vote at the voting instruction card provided by their broker, bank, or other nominee.annual meeting. Stockholders of record—those holding shares directly with Computershare Trust Company, N.A.—will be on a list maintained by the inspector of elections. “Beneficial” or “street name” stockholders—those holding shares through a broker, bank, or other nominee. We encourage you to access the meeting prior to the start time. Please allow ample time for online check-in, which will begin at 8:15 a.m. Pacific Time. If you have difficulties during the check-in time or during the annual meeting, we will have technicians ready to assist you with any difficulties you may have accessing the virtual meeting. If you encounter any difficulties accessing the virtual meeting during the check-in or course of the annual meeting, please call (855) 449-0991. Asking Questions.Stockholders have multiple opportunities to submit questions to Intel for the annual meeting. Stockholders who wish to submit a question in advance may do so at eitherwww.proxyvote.comor on our annual meeting website,https://intel.onlineshareholdermeeting.comwww.virtualshareholdermeeting.com/Intel21. Stockholders also may submit questions live during the meeting. Stockholders can also access copies of the proxy statement and annual report at our annual meeting website. VOTING BEFORE OR DURING THE MEETING   2021 PROXY STATEMENT  |  Additional Meeting Information 117 Voting Before Or During The Meeting Whether you are a stockholder of record or a beneficial stockholder, you may direct how your shares are voted without participating in the annual meeting. We encourage stockholders to vote well before the annual meeting, even if they plan to 106 Additional Meeting Information         2019 PROXY STATEMENT attend the virtual meeting, by completing proxies online or by telephone, or, if they received printed copies of these materials, by mailing their proxy cards. Stockholders can vote via the Internet in advance of or during the meeting. Stockholders who attend the virtual annual meeting should follow the instructions athttps://intel.onlineshareholdermeeting.comwww.virtualshareholdermeeting.com/Intel21 to vote or submit questions during the meeting. Voting online during the meeting will replace any previous votes, and the online polls will close at 9:15 a.m. Pacific Time on May 16, 2019.13, 2021. Revoking Your Proxy or Changing Your Vote.Stockholders of record may revoke their proxy at any time before the electronic polls close by submitting a later-dated vote online during the annual meeting, via the Internet, by telephone, by mail, or by delivering instructions to our Corporate Secretary before the annual meeting.meeting commences. Beneficial stockholders may revoke any prior voting instructions by contacting the broker, bank, or other nominee that holds their shares or by voting online during the meeting. Voting Standards.On March 18, 2019,19, 2021, the record date for the annual meeting, 4,498,668,4424,072,345,696 shares of Intel common stock were outstanding. In order to have a quorum at the meeting, a majority of the shares outstanding entitled to vote on the record date must be present at the scheduled time of the meeting in person or by proxy. Each share of our common stock outstanding on the record date is entitled to one vote on each of the 10 director nominees and one vote on each other matter. To be elected, directors must receive a majority of the votes cast (the number of shares voted “for” a director nominee must exceed the number of votes cast “against” that nominee). Approval of each of the other matters on the agenda requires the affirmative vote of a majority of the shares of common stock present or represented by proxy during the meeting. Effect of Abstentions and Broker Non-Votes.Shares voted “abstain” and shares not represented at the meeting have no effect on the election of directors. For each of the other proposals, abstentions have the same effect as “against” votes. If you are a beneficial holder and do not provide specific voting instructions to your broker, the organization that holds your shares will not be authorized to vote your shares, which would result in “broker non-votes” on proposals other than the ratification of the selection of Ernst & Young as our independent registered public accounting firm for 2019.firm. Any shares represented by “broker non-votes” are not considered votes cast or entitled to vote and therefore will not impact the outcome of such proposals. Accordingly, we encourage you to vote promptly, even if you plan to attend the virtual annual meeting. The following chart describes the proposals to be considered at the meeting, the vote required to elect directors and to adopt each other proposal, and the manner in which votes will be counted:   Proposal   Voting Options   Vote Required to Adopt the Proposal   Effect of Abstentions   Effect of “Broker Non-Votes” Election of directors   For, against, or abstain on each nominee.   A nominee for director will be elected if theMajority of votes cast for such nominee exceed the votes cast against such nominee.cast.*   No effect.   No effect. No broker discretion to vote. Ratification of selection of Ernst & Young LLP   For, against, or abstain.   The affirmative voteMajority of a majority of the shares of common stock represented at the annual meeting and entitled to vote thereon.present.**   Counted as vote. Same effect as votes against.   Brokers have discretion to vote. Advisory vote to approve executive compensation of our listed officers   For, against, or abstain.   The affirmative voteMajority of a majority of the shares of common stock represented at the annual meeting and entitled to vote thereon. Counted as vote. Same effect as votes against. No effect. No broker discretion to vote. Approval of amendment and restatement of the 2006 Equity Incentive Plan For, against, or abstain. The affirmative vote of a majority of the shares of common stock represented at the annual meeting and entitled to vote thereon.present.**   Counted as vote. Same effect as votes against.   No effect. No broker discretion to vote. Stockholder proposals,Proposals, if properly presented at the annual meeting   For, against, or abstain.   The affirmative voteMajority of a majority of the shares of common stock represented at the annual meeting and entitled to vote thereon.present.**   Counted as vote. Same effect as votes against.   No effect. No broker discretion to vote. * A nominee for director will be elected if the votes cast for such nominee exceed the votes cast against such nominee. ** The affirmative vote of a majority of the shares of common stock represented at the annual meeting and entitled to vote thereon. Voting Instructions.If you complete and submit your proxy voting instructions, the individuals named as proxies will follow your instructions. If you are a stockholder of record and you submit proxy voting instructions but do not direct how to vote on each item, the individuals named as proxies will vote as the Board recommends on each proposal. The individuals named as proxies will 118 Additional Meeting Information  |  2021 PROXY STATEMENT vote on any other matters properly presented at the annual meeting in accordance with their best judgment. Our Bylaws set forth requirements for advance notice of any nominations or agenda items to be brought up for voting at the annual meeting, and we 2019 PROXY STATEMENT       Additional Meeting Information 107 have not received timely notice of any such matters that we expect to be presented at the annual meeting other than the items from the Board of Directors described in this proxy statement. PROXY SOLICITATIONProxy Solicitation We will bear the expense of soliciting proxies, and we have retained D.F. King & Co., Inc. to solicit proxies for a fee of $30,000, plus a reasonable amount to cover expenses. Our directors, officers, and other employees, without additional compensation, may also solicit proxies personally or in writing, by telephone, e-mail, or otherwise. We are required to request brokers, banks, and other nominees that hold stock in their names to furnish our proxy materials to the beneficial owners of the stock, and we must reimburse these brokers, banks, and other nominees for the expenses of doing so, in accordance with statutory fee schedules. We currently estimate that this reimbursement will cost us more than $2.3 million. INSPECTOR OF ELECTIONS Inspector of Elections Broadridge Financial Solutions, Inc. has been engaged as our independent inspector of elections to tabulate stockholder votes for the annual meeting. STOCKHOLDER LISTStockholder List Intel’s list of stockholders as of March 18, 201919, 2021 will be available for inspection for the 10 days prior to the annual meeting. If you want to inspect the stockholder list, call our Investor Relations department at (408) 765-1480 to schedule an appointment. In addition, the list of stockholders will also be available during the annual meeting through the meeting website for those stockholders who choose to attend. VOTING RESULTS Voting Results We will announce preliminary results during the annual meeting. We will report final results atwww.intc.com and in a filing with the SEC on Form 8-K.   108 Additional Meeting Information     2019 PROXY STATEMENT   2021 PROXY STATEMENT  |  Additional Meeting Information 119  OTHER MATTERS SECTION 16(A) BENEFICIAL OWNERSHIP REPORTING COMPLIANCE  Other Matters   Section 16(a) of the Securities Exchange Act of 1934, as amended, requires our directors and executive officers, among others, to file with the SEC an initial report of ownership of our stock on Form 3 and reports of changes in ownership on Form 42022 Stockholder Proposals or Form 5. Individuals subject to Section 16 are required by SEC regulations to furnish us with copies of all Section 16(a) forms that they file. As a matter of practice, our administrative staff assists our executive officers and directors in preparing initial ownership reports and reporting ownership changes, and typically files those reports on their behalf. Based solely on a review of the copies of such forms in our possession and on written representations from reporting individuals, we believe that all of our officers and directors filed the required reports on a timely basis under Section 16(a) for fiscal year 2018, except that, due to an administrative error, one Form 4 was filed two business days late to report the annual grants of RSU and OSU awards (and, in the case of Mr. Bhusri, the grant of RSUs in lieu of director fees) for each of the following individuals: Drs. Ishrak, Liu, Renduchintala, and Yoffie, and Messrs. Bhusri, Bryant, Hundt, Krzanich, Pottruck, Shenoy, Smith, Swan, Wilson, and Yeary, and Mr. Kevin McBride. 2020 STOCKHOLDER PROPOSALS OR NOMINATIONSNominations Stockholder Proposals to Be Included in the Proxy Statement.Pursuant to Rule 14a-8 under the Securities Exchange Act of 1934, as amended, some stockholder proposals may be eligible for inclusion in our 20202022 proxy statement. These stockholder proposals must be submitted, along with proof of ownership of our stock in accordance with Rule 14a-8, to our principal executive offices in care of our Corporate Secretary by one of the means discussed below in the “Communicating with Us” section of this proxy statement. Failure to deliver a proposal in accordance with this procedure may result in the proposal not being deemed timely received. We must receive all submissions no later than the close of business (5:00 p.m. Pacific Time) on December 5, 2019.November 30, 2021. We strongly encourage any stockholder interested in submitting a proposal to contact our Corporate Secretary in advance of this deadline to discuss the proposal, and stockholders may find it helpful to consult knowledgeable counsel with regard to the detailed requirements of applicable securities laws. Submitting a stockholder proposal does not guarantee that we will include it in our proxy statement. Our Corporate Governance and Nominating Committee reviews all stockholder proposals and makes recommendations to the Board for action on such proposals. For information on recommending individuals for consideration as director nominees, see the “Corporate Governance” section of this proxy statement.on page 28. Intel engages in a continuous quality improvement approach to corporate governance practices. We monitor and evaluate trends and events in corporate governance and compare and evaluate new developments against our current practices; we understand that corporate governance is not static. We seek and receive input from stockholders and other commentators on our practices and policies, and our Board and the Board’s Corporate Governance and Nominating Committee consider this input when reviewing proposals to change practices or policies. Director Nominations to Be Included in the Proxy Statement (Proxy Access).We have adopted proxy access, whereby a stockholder (or a group of up to 20 stockholders) who has held at least 3% of our stock for three years or more may nominate a director and have that nominee included in our proxy materials, provided that the stockholder and nominee satisfy the requirements specified in our Bylaws. Any stockholder who intends to use these procedures to nominate a candidate for election to the Board for inclusion in our 20202022 proxy statement must satisfy the requirements specified in our Bylaws and must provide notice to our Corporate Secretary, which must be received no earlier than the close of business on November 5, 20191, 2021 and no later than the close of business on December 5, 2019.November 30, 2021. The notice of proxy access must include information specified in our Bylaws, including information concerning the nominee and information about the stockholder’s ownership of and agreements related to our stock. If the 20202022 annual meeting is heldadvanced or delayed more than 30 days from the anniversary of the 20192021 Annual Stockholders’ Meeting, a stockholder seeking to nominate a candidate for election to the Board pursuant to the proxy access provisions of the Bylaws must submit notice of any such nomination no earlier than the close of business on the 150th day prior to such annual meeting and not later than the close of business on the later of the 120th day prior to such annual meeting or the 10th day following the day on which the date of such meeting is first publicly announced by Intel. Other Business and Director Nominations to Be Presented at the Annual Meeting.In addition, under our Bylaws, a stockholder who intends to nominate a candidate for election to the Board or to propose any business for presentation at our 20202022 annual meeting (other than precatory (non-binding) proposals presented under Rule 14a-8) pursuant to the advance notice provisions of the Bylaws, must give notice to our Corporate Secretary between December 18, 201914, 2021 and the close of business on January 17, 2020.13, 2022. The notice must include information specified in our Bylaws, including information concerning the nominee or proposal, as the case may be, and information about the stockholder’s ownership of and agreements related to our stock. If the 20202022 annual meeting is heldadvanced or delayed more than 30 days from the anniversary of the 20192021 Annual Stockholders’ Meeting, a stockholder seeking to nominate a candidate for election to the Board or propose any business at our 20202022 annual meeting pursuant to the advance notice provisions of the Bylaws must submit notice of any such nomination and of any such proposal that is not made pursuant to 2019 PROXY STATEMENT       Other Matters 109 Rule 14a-8 by close of business on the later of the 60th day before the 20202022 annual meeting or the 10th day following the day on which the date of such meeting is first publicly announced by Intel. We will not entertain any proposals or nominations at the annual meeting that do not meet the requirements set forth in our Bylaws. If the stockholder does not also comply with the requirements of Rule 14a-4(c)(2) under the Securities Exchange Act of 1934, as amended, we may exercise discretionary voting authority under proxies that we solicit to vote in accordance with our best judgment on any such stockholder proposal or nomination. The Bylaws are posted on our website atwww.intc.com/policies-and-guidelineswww.intc.com. To make a submission or to request a copy of our Bylaws, stockholders should contact our Corporate Secretary. We strongly encourage stockholders to seek advice from knowledgeable counsel before submitting a proposal or a nomination. FORWARD-LOOKING STATEMENTS 120 Other Matters  |  2021 PROXY STATEMENT   Legal Matters Forward-Looking Statements.This proxy statement contains forward-looking statements that involve a number of risks and uncertainties. Words such as “anticipates,” “expects,“expect,” “intends,“intend,” “strive,” “goals,” “plans,” “ambitions,” “opportunity,” “future,” “to be,” “achieve,” “grow,” “committed,” “believes,” “seeks,” “estimates,“targets,” “estimated,” “continues,” “likely,” “possible,” “may,” “might,” “potentially,” “will,” “would,” “should,” “could,” “on track,” and variations of such words and similar expressions are intended to identify such forward-looking statements. In addition, any statements that refer to future responses to and effects of COVID-19;projections of our future financial performance; future business, social, and environmental performance, goals, and measures; our anticipated growth and trends in our businesses and operations; projected growth and trends in markets relevant to our businesses,businesses; business and investment plans; future products and technology, and the expected regulation, availability and benefits of such products and technology; projected cost and yield trends; expected timing and impact of acquisitions, divestitures, and other significant transactions, including statements relating to the pending divestiture of our NAND memory business to SK hynix Inc. (SK hynix); expected completion of restructuring activities; availability, uses, sufficiency, and cost of capital of capital resources, including expected returns to stockholders such as dividends and share repurchases, and the expected timing of future repurchases; our valuation; future production capacity and product supply; the future purchase, use, and availability of products, components, and services supplied by third parties, including third-party IP and manufacturing services; tax- and accounting-related expectations; LIBOR-related expectations; uncertain events or assumptions, including statements relating to total addressable market (TAM) or market opportunity, and other characterizations of future events or circumstances are forward-looking statements. Such statements are based on management’s expectations as of the date of this filing, orunless an earlier date if indicated,is specified, and involve many risks and uncertainties that could cause our actual results to differ materially from those expressed or implied in our forward-looking statements. Such risks and uncertainties include those described throughout our 2020 Annual Report on Form 10-K and particularly in “Risk Factors” within Other Key Information.Information of the Form 10-K. Given these risks and uncertainties, readers are cautioned not to place undue reliance on such forward-looking statements. Readers are urged to carefully review and consider the various disclosures made in this proxy statement and in other documents we file from time to time with the SEC that disclose risks and uncertainties that may affect our business. TheUnless specifically indicated otherwise, the forward-looking statements in this proxy statement do not reflect the potential impact of any divestitures, mergers, acquisitions, or other business combinations that hadhave not been completed as of the date of this filing. In addition, the forward-looking statements in this proxy statement are made as of the date of this filing, orunless an earlier date if indicated,is specified, including expectations based on third-party information and projections that management believes to be reputable, and Intel does not undertake, and expressly disclaims any duty, to update such statements, whether as a result of new information, new developments, or otherwise, except to the extent that disclosure may be required by law. FINANCIAL STATEMENTSWebsite References. Website references throughout this document are provided for convenience only, and the content on the referenced websites is not incorporated herein by reference and does not constitute a part of this proxy statement. Use of Trademarks. Intel, Intel Agilex, Intel Core, Intel Inside, the Intel logo, the Intel Inside logo, Intel Optane, Thunderbolt, and Xeon are trademarks of Intel Corporation or its subsidiaries.   * Other names and brands may be claimed as the property of others. Financial Statements Our financial statements for the year ended December 29, 201826, 2020 are included in our 20182020 Annual Report, which we provide to our stockholders at the same time as this proxy statement. Our annual report and this proxy statement are also posted on our website at www.intc.com/annuals.cfm.www.intc.com.If you have not received or do not have access to the annual report, call our Investor Relations department at (408) 765-1480, and we will send a copy to you without charge, or send a written request to Intel Corporation, Attn: Investor Relations, M/S RNB-4-148, 2200 Mission College Blvd., Santa Clara, California 95054-1549. 110 Other Matters         2019 PROXY STATEMENT COMMUNICATING WITH USCommunicating With Us Visit our main website atwww.intel.com for information on our products and technologies, marketing programs, worldwide locations, customer support, job listings, and other company-related topics. Our Investor Relations website atwww.intc.com contains information regarding our recent and historical financial and operational results, strategic priorities, operating segments, news, investor events and webcasts, stock information, earnings and conference webcasts, annual reports, and corporate governance and historical financial information,corporate responsibility initiatives, as well as links to our SEC filings and our Governance and Corporate Responsibility site. 2021 PROXY STATEMENT  |  Other Matters 121 To communicate with the Board, suggest a director candidate, make a stockholder proposal, provide notice of an intention to nominate candidates (including proxy access candidates) or introduce business at the annual meeting, or revoke a prior proxy instruction, contact our Corporate Secretary via e-mail atcorporate.secretary@intel.com, or by mail to Susie Giordano, Intel Corporation, M/S RNB-4-151, 2200 Mission College Blvd., Santa Clara, California 95054-1549.   For questions regarding:    Contact: Annual meeting    Intel Investor Relations (408) 765-1480 Intel Corporation, Attn: Investor Relations, M/S RNB-4-148 2200 Mission College Blvd. Santa Clara, California 95054-1549 investor.relations@intel.com Stock ownership for stockholders of record    Computershare Trust Company, N.A. www.computershare.com/contactus (800) 298-0146 (within the U.S. and Canada) (312) 360-5123 (worldwide) Stock ownership for beneficial holders    Your broker, bank, or other nominee Voting    D.F. King (866) 796-7178 (within the U.S. and Canada) (212) 269-5550 (worldwide)   122   2019 Other Matters  |  2021 PROXY STATEMENT     Other Matters 111   STOCKHOLDERS SHARING THE SAME LAST NAME AND ADDRESS  Stockholders Sharing the Same Last Name and Address   To reduce the expense of delivering duplicate proxy materials to stockholders who may have more than one account holding Intel stock but who share the same address, we have adopted an SEC-approved procedure called “householding.” Under this procedure, certain stockholders of record who have the same address and last name, and who do not participate in electronic delivery of proxy materials, will receive a single copy of our Notice of Internet Availability of Proxy Materials and, as applicable, any additional proxy materials that are delivered until such time as one or more of these stockholders notify us that they want to receive separate copies. This procedure reduces duplicate mailings and saves printing costs and postage fees, as well as natural resources. Stockholders who participate in householding will continue to have access to and utilize separate proxy voting instructions. If you receive a single set of proxy materials as a result of householding and you would like to have separate copies of our Notice of Internet Availability of Proxy Materials, annual report, or proxy statement mailed to you, please submit a request to our Corporate Secretary at the address specified above under “Other Matters; Communicating with Us,” or call our Investor Relations department at (408) 765-1480, and we will promptly send you the requested materials. However, please note that if you want to receive a paper proxy or voting instruction form or other proxy materials for this year’s annual meeting, you will need to follow the instructions included in the Notice of Internet Availability that was sent to you. You can also contact our Investor Relations department if you received multiple copies of the annual meeting materials and would prefer to receive a single copy in the future, or if you would like to opt out of householding for future mailings. If you are a beneficial stockholder and you share an address with other beneficial stockholders, your broker, bank, or other institution is permitted to deliver a single copy of the proxy materials and Notice of Internet Availability of Proxy Materials to your address, unless you otherwise request separate copies. By Order of the Board of Directors Susie Giordano Corporate Secretary Santa Clara, California April 3, 2019March 30, 2021 Intel, the Intel logo, Centrino, Intel Core, Intel Optane, Pentium, Stratix, and Xeon are trademarks of Intel Corporation or its subsidiaries in the U.S. and/or other countries. * Other names and brands may be claimed as the property of others.   112   2021 PROXY STATEMENT  |  Stockholders Sharing the Same Last Name and Address     2019 PROXY STATEMENT   123  APPENDIX A  Appendix A    Non-GAAP Financial Measures   NON-GAAP FINANCIAL MEASURES In addition to disclosing financial results in accordance with U.S. GAAP, this document contains references to the non-GAAP financial measures described below. We believe these non-GAAP financial measures provide investors with useful supplemental information about the financialour operating performance, of our business, enable comparison of financial trends and results between periods where certain items may vary independent of business performance, and allow for greater transparency with respect to key metrics used by management in operating our business and measuring our performance. Our non-GAAP operating income and diluted earnings per share financial measures reflect adjustments forbased on one or more of the following items, as well as the related income tax effects.effects where applicable. Income tax effects have been calculated using an appropriate tax rate for each adjustment. We also provide a non-GAAP financial measure of free cash flow and adjusted net income, as described below. These non-GAAP financial measures should not be considered a substitute for, or superior to, financial measures calculated in accordance with U.S. GAAP, and the financial results calculated in accordance with U.S. GAAP and reconciliations from these results should be carefully evaluated. ACQUISITION-RELATED ADJUSTMENTS Deferred revenue write-down: Sales to distributors are made under agreements allowing for subsequent price adjustments and returns, and prior to 2018, were deferred until the products were resold by the distributor. Business combination accounting principles require us to write down to fair value the deferred revenue assumed in our acquisitions, as we have limited performance obligations associated with this deferred revenue. Our GAAP revenue and related cost of sales for the subsequent reselling by distributors to end customers after an acquisition do not reflect the full amounts that would have been reported if the acquired deferred revenue was not written down to fair value. The non-GAAP adjustments made in Q1 2016 eliminated the effect of the deferred revenue write-down associated with our acquisition of Altera. We believe these adjustments are useful to investors as an additional means to reflect revenue and gross margin trends of our business. Inventory valuation adjustments: Business combination accounting principles require us to measure acquired inventory at fair value. The fair value of inventory reflects the acquired company’s cost of manufacturing plus a portion of the expected profit margin. The non-GAAP adjustments to our cost of sales exclude the expected profit margin component that is recorded under business combination accounting principles associated with our acquisitions of Mobileye and Altera. We believe the adjustments are useful to investors as an additional means to reflect cost of sales and gross margin trends of our business. Amortization of acquisition-related intangible assets: Amortization of acquisition-related intangible assets consists of amortization of intangible assets such as developed technology, brands, and customer relationships acquired in connection with business combinations. We record charges related to the amortization of these intangibles within both cost of sales and operating expenses in our GAAP financial statements. Amortization charges for our acquisition-related intangible assets are inconsistent in size and are significantly impacted by the timing and valuation of our acquisitions. Consequently, our non-GAAP adjustments exclude these charges to facilitate an evaluation of our current operating performance and comparisons to our past operating performance. Other acquisition-related charges: Other acquisition-related charges exclude the impact of other charges associated with the acquisitions of Mobileye and Altera. These charges primarily include bankers’ fees, compensation-related costs, and valuation charges for stock-based compensation incurred related to the acquisitions. We believe these adjustments are useful to investors as an additional means to reflect the spending trends of our business. RESTRUCTURING AND OTHER CHARGES Restructuring charges are costs associated with a formal restructuring plan and are primarily related to employee severance and benefit arrangements. Other charges include asset impairments, pension charges, and costs associated with the ISecG divestiture. We exclude restructuring and other charges, including any adjustments to charges recorded in prior periods, for purposes of calculating certain non-GAAP measures. We believe that these costs do not reflect our current operating performance. Consequently, our non-GAAP adjustments exclude these charges to facilitate an evaluation of our current operating performance and comparisons to our past operating performance. ONGOING MARK-TO-MARKET ON MARKETABLE EQUITY SECURITIES We exclude gains and losses resulting from ongoing mark-to-market adjustments of our marketable equity securities, after the initial mark-to-market adjustment is recorded upon a security becoming marketable, when calculating certain non-GAAP measures, as we do not believe this volatility correlates to our core operational performance. Consequently, our non-GAAP earnings per share figures exclude these impacts to facilitate an evaluation of our current performance and comparisons to our past operating performance.       2019 2021 PROXY STATEMENT  |  Appendix A: Non-GAAP Financial Measures A-1       Non-GAAP adjustment or measure Definition Usefulness to management and investors Acquisition-related adjustments Amortization of acquisition-related intangible assets consists of amortization of intangible assets such as developed technology, brands, and customer relationships acquired in connection with business combinations. Charges related to the amortization of these intangibles are recorded within both cost of sales and MG&A in our U.S. GAAP financial statements. Amortization charges are recorded over the estimated useful life of the related acquired intangible asset, and thus are generally recorded over multiple years. We exclude amortization charges for our acquisition-related intangible assets for purposes of calculating certain non-GAAP measures because these charges are inconsistent in size and are significantly impacted by the timing and valuation of our acquisitions. These adjustments facilitate a useful evaluation of our current operating performance and comparison to our past operating performance and provide investors with additional means to evaluate cost and expense trends. Restructuring and other charges Restructuring charges are costs associated with a formal restructuring plan and are primarily related to employee severance and benefit arrangements. Other charges include asset impairments, pension charges, and costs associated with restructuring activity. We exclude restructuring and other charges, including any adjustments to charges recorded in prior periods, for purposes of calculating certain non-GAAP measures because these costs do not reflect our current operating performance. These adjustments facilitate a useful evaluation of our current operating performance and comparisons to past operating results and provide investors with additional means to evaluate expense trends. Gains (losses) from divestiture Gains or losses are recognized at the close of a divestiture. We exclude gains or losses resulting from divestitures for purposes of calculating certain non-GAAP measures because they do not reflect our current operating performance. These adjustments facilitate a useful evaluation of our current operating performance and comparisons to past operating results. Ongoing mark-to-market on marketable equity securities After the initial mark-to-market adjustment is recorded upon a security becoming marketable, gains and losses are recognized from ongoing mark-to-market adjustments of our marketable equity securities. We exclude these ongoing gains and losses for purposes of calculating certain non-GAAP measures because we do not believe this volatility correlates to our core operational performance. These adjustments facilitate a useful evaluation of our current operating performance and comparisons to past operating results. Tax Reform We made adjustments to the original estimate of income tax expense resulting from Tax Reform. We exclude adjustments to the provisional tax estimate for purposes of calculating certain non-GAAP measures because they are the result of regulatory change and do not reflect our current operating performance. These adjustments facilitate a useful evaluation of our current operating performance and comparisons to past operating results. Free cash flow We reference a non-GAAP financial measure of free cash flow, which is used by management when assessing our sources of liquidity, capital resources, and quality of earnings. Free cash flow is operating cash flow adjusted to exclude additions to property, plant and equipment. We also reference a ratio of free cash flow to non-GAAP net income. This non-GAAP financial measure is helpful in understanding our capital requirements and provides an additional means to evaluate the cash flow trends of our business. We excluded additions to held for sale NAND property, plant and equipment because the additions are not representative of our long-term capital requirements and we expect these assets to be sold. The ratio of free cash flow to non-GAAP net income is helpful in comparing the results and trends of our adjusted cash flow to income. A-2 Appendix A –A: Non-GAAP Financial Measures   |  2021 PROXY STATEMENT   A-1 GAINS OR LOSSES FROM DIVESTITURE We divested ISecG in Q2 2017 and Wind River in Q2 2018. We exclude gains or losses and related tax impacts resulting from divestitures when calculating certain non-GAAP measures. We believe making these adjustments facilitates a better evaluation of our current operating performance and comparisons to our past operating performance. TAX REFORM ADJUSTMENT We recognized a higher income tax expense in Q4 2017 as a result of Tax Reform and have made adjustments to the original estimate in 2018. We exclude the Q4 2017 provisional tax estimate and 2018 provisional tax adjustments relating to the transition tax on our previously untaxed foreign earnings and the remeasurement of our deferred income taxes to the new U.S. statutory tax rate for purposes of calculating certain non-GAAP measures. We believe making this adjustment facilitates a better evaluation of our current operating performance and comparisons to past operating results. FREE CASH FLOW We reference a non-GAAP financial measure of free cash flow, which is used by management when assessing our sources of liquidity, capital resources, and quality of earnings. We believe this non-GAAP financial measure is helpful to investors in understanding our capital requirements and provides an additional means to reflect the cash flow trends of our business. Following are the reconciliations of our most comparable U. S. GAAP measures to our non-GAAP measures presented: Years Ended (In Millions, Except Per Share Amounts)    Dec 29, 2018    Dec 30, 2017    Dec 31, 2016 Operating income    $ 23,316      $ 18,050      $ 13,133   Deferred revenue write-down, net of cost of sales      —        —        64   Inventory valuation adjustments      —        55        387   Amortization of acquisition-related intangible assets      1,305        1,089        1,231   Other acquisition-related charges      —        113        100   Restructuring and other charges      (72 )       384        1,744   Non-GAAP operating income    $ 24,549      $ 19,691      $ 16,659         Earnings per share—Diluted    $ 4.48      $ 1.99      $ 2.12   Deferred revenue write-down, net of cost of sales      —        —        0.01   Inventory valuation adjustments      —        0.01        0.08   Amortization of acquisition-related intangible assets      0.28        0.22        0.25   Other acquisition-related charges      —        0.02        0.02   Restructuring and other charges      (0.02 )       0.08        0.39   (Gains) losses from divestitures      (0.11 )       (0.08 )       —   Ongoing mark-to-market on marketable equity securities      0.03        —        —   Tax Reform      (0.06 )       1.13        —   Income tax effect      (0.02 )       0.09        (0.15 )  Non-GAAP earnings per share—Diluted    $ 4.58      $ 3.46      $ 2.72   Years Ended (In Millions)    Dec 29, 2018    Dec 30, 2017    Dec 31, 2016    Dec 26, 2015    Dec 27, 2014 Net cash provided by operating activities    $ 29,432      $ 22,110      $ 21,808      $ 19,018      $ 20,418   Additions to property, plant and equipment      (15,181 )       (11,778 )       (9,625 )       (7,326 )       (10,105 )  Free cash flow    $ 14,251      $ 10,332      $ 12,183      $ 11,692      $ 10,313   Net cash used for investing activities    $ (11,239 )     $ (15,762 )     $ (25,817 )     $ (8,183 )     $ (9,905 )  Net cash provided by (used for) financing activities    $ (18,607 )     $ (8,475 )     $ (5,739 )     $ 1,912      $ (13,611 )  A-2 Appendix A – Non-GAAP Financial Measures         2019 PROXY STATEMENT ADJUSTED NET INCOME   Years Ended (In Millions, Except Per Share Amounts) Dec 26, 2020 Dec 28, 2019 Dec 29, 2018 Gross margin percentage   56.0 %   58.6 %   61.7 % Acquisition-related adjustments   1.6 %   1.6 %   1.6 % Non-GAAP gross margin percentage   57.6 %   60.1 %   63.3 % R&D and MG&A $ 19,736 $ 19,712 $ 20,493 Acquisition-related adjustments   (205 )   (200 )   (200 ) Non-GAAP R&D and MG&A $ 19,531 $ 19,512 $ 20,293 Operating income $ 23,678 $ 22,035 $ 23,316 Acquisition-related adjustments   1,416   1,324   1,305 Restructuring and other charges   198   393   (72 ) Non-GAAP operating income $ 25,292 $ 23,752 $ 24,549 Operating margin   30.4 %   30.6 %   32.9 % Acquisition-related adjustments   1.8 %   1.8 %   1.8 % Restructuring and other charges   0.3 %   0.5 %   (0.1 )% Non-GAAP operating margin   32.5 %   33.0 %   34.7 % Net income $ 20,899 $ 21,048 $ 21,053 Acquisition-related adjustments   1,416   1,324   1,305 Restructuring and other charges   198   393   (72 ) (Gains) losses from divestiture   (6 )   (690 )   (494 ) Ongoing mark-to-market on marketable equity securities   133   (277 )   129 Tax Reform   —   —   (294 ) Income tax effects   (209 )   (14 )   (102 ) Non-GAAP net income $ 22,431 $ 21,784 $ 21,525 Earnings per share—diluted $ 4.94 $ 4.71 $ 4.48 Acquisition-related adjustments   0.33   0.29   0.28 Restructuring and other charges   0.05   0.09   (0.02 ) (Gains) losses from divestiture   —   (0.16 )   (0.11 ) Ongoing mark-to-market on marketable equity securities   0.03   (0.06 )   0.03 Tax Reform   —   —   (0.06 ) Income tax effects   (0.05 )   —   (0.02 ) Non-GAAP earnings per share—diluted $ 5.30 $ 4.87 $ 4.58 Years Ended (In Millions) Dec 26, 2020 Dec 28, 2019 Dec 29, 2018 Dec 30, 2017 Dec 31, 2016 Net cash provided by operating activities $ 35,384 $ 33,145 $ 29,432 $ 22,110 $ 21,808 Additions to property, plant and equipment   (14,259 )   (16,213 )   (15,181 )   (11,778 )   (9,625 ) Free cash flow $ 21,125 $ 16,932 $ 14,251 $ 10,332 $ 12,183 Net cash used for investing activities $ (20,796 ) $ (14,405 ) $ (11,239 ) $ (15,762 ) $ (25,817 ) Net cash provided by (used for) financing activities $ (12,917 ) $ (17,565 ) $ (18,607 ) $ (8,475 ) $ (5,739 ) Adjusted Net Income We believe adjusting net income to exclude the one-time charge related to Tax Reform for the purposes of incentive compensation facilitates a better evaluation of our current operating performance against prior periods and our peers. Following is the reconciliation of our most comparable GAAP measure to our non-GAAP measure presented:      Dec 29, 2018    Dec 30, 2017    Dec 29,  2018     Dec 30,  2017  Net Income    $ 21,053      $ 9,601        $21,053        $  9,601  Tax Reform      (294 )       5,444        (294 )        5,444  Adjusted Net Income    $ 20,759      $ 15,045   Operating income      $20,759        $15,045      2019 PROXY STATEMENT       Appendix A – Non-GAAP Financial Measures A-3   APPENDIX B INTEL CORPORATION 2006 EQUITY INCENTIVE PLAN AS AMENDED AND RESTATED EFFECTIVE MAY18, 201716, 2019 1. PURPOSE The purpose of this Intel Corporation 2006 Equity Incentive Plan (the “Plan”) is to advance the interests of Intel Corporation, a Delaware corporation, and its Subsidiaries (hereinafter collectively “Intel” or the “Corporation”), by stimulating the efforts of employees who are selected to be participants on behalf of Intel, aligning the long-term interests of participants with those of stockholders, heightening the desire of participants to continue in working toward and contributing to the success of Intel, assisting Intel in competing effectively with other enterprises for the services of new employees necessary for the continued improvement of operations, and to attract, motivate and retain the best available individuals for service to the Corporation. This Plan permits the grant of stock options, stock appreciation rights, restricted stock and restricted stock units, each of which shall be subject to such conditions based upon continued employment, passage of time or satisfaction of performance criteria as shall be specified pursuant to the Plan. 2. DEFINITIONS (a) “Award” means a stock option, stock appreciation right, restricted stock or restricted stock unit granted to a Participant pursuant to the Plan. (b) “Board of Directors” means the Board of Directors of the Corporation. (c) “Code” shall mean the Internal Revenue Code of 1986, as such is amended from time to time, and any reference to a section of the Code shall include any successor provision of the Code. (d) “Committee” shall mean the committee appointed by the Board of Directors from among its members to administer the Plan pursuant to Section 3. (e) “Exchange Act” shall mean the Securities Exchange Act of 1934, as amended from time to time, and any reference to a section of the Exchange Act shall include any successor provision of the Exchange Act. (f) “Outside Director” shall mean a member of the Board of Directors who is not otherwise an employee of the Corporation. (g) “Participants” shall mean those individuals to whom Awards have been granted from time to time and any authorized transferee of such individuals. (h) “Performance Award” means an Award the grant, issuance, retention, vesting and/or settlement of which is subject to satisfaction of one or more of the Qualifying Performance Criteria specified in Section 10(b). (i) “Plan” means this Intel Corporation 2006 Equity Incentive Plan. (j) “Share” shall mean a share of common stock, $.001 par value, of the Corporation or the number and kind of shares of stock or other securities which shall be substituted or adjusted for such shares as provided in Section 11. (k) “Subsidiary” means any corporation or entity in which Intel Corporation owns or controls, directly or indirectly, fifty percent (50%) or more of the voting power or economic interests of such corporation or entity. 3. ADMINISTRATION (a) Composition of Committee.This Plan shall be administered by the Committee. The Committee shall consist of two or more Outside Directors who shall be appointed by the Board of Directors. The Board of Directors shall fill vacancies on the Committee and may from time to time remove or add members of the Committee. The Board of Directors, in its sole discretion, may exercise any authority of the Committee under this Plan in lieu of the Committee’s exercise thereof, and in such instances references herein to the Committee shall refer to the Board of Directors. (b) Delegation and Administration.The Committee may delegate to one or more separate committees (any such committee a “Subcommittee”) composed of one or more directors of the Corporation (who may but need not be members of the Committee) the ability to grant Awards and take the other actions described in Section 3(c) with respect to Participants who are not executive officers, and such actions shall be treated for all purposes as if taken by the Committee. The Committee may delegate to a Subcommittee of one or more officers of the Corporation the ability to grant Awards and take the other actions described in Section 3(c) with respect to Participants (other than any such officers themselves) who are not directors or executive officers, provided however that the resolution so authorizing such officer(s) shall specify the total number of Shares, rights or options such   20192021 PROXY STATEMENT  |  Appendix A: Non-GAAP Financial Measures     Appendix B - Amended and Restated 2006 Equity Incentive Plan B-1A-3 Subcommittee may so award, and such actions shall be treated for all purposes as if taken by the Committee. Any action by any such Subcommittee within the scope of such delegation shall be deemed for all purposes to have been taken by the Committee, and references in this Plan to the Committee shall include any such Subcommittee. The Committee may delegate the day to day administration of the Plan to an officer or officers of the Corporation or one or more agents, and such administrator(s) may have the authority to execute and distribute agreements or other documents evidencing or relating to Awards granted by the Committee under this Plan, to maintain records relating to the grant, vesting, exercise, forfeiture or expiration of Awards, to process or oversee the issuance of Shares upon the exercise, vesting and/or settlement of an Award, to interpret the terms of Awards and to take such other actions as the Committee may specify. Any action by any such administrator within the scope of its delegation shall be deemed for all purposes to have been taken by the Committee and references in this Plan to the Committee shall include any such administrator, provided that the actions and interpretations of any such administrator shall be subject to review and approval, disapproval or modification by the Committee. (c) Powers of the Committee.Subject to the express provisions and limitations set forth in this Plan, the Committee shall be authorized and empowered to do all things necessary or desirable, in its sole discretion, in connection with the administration of this Plan, including, without limitation, the following: (i) to prescribe, amend, and rescind rules and regulations relating to the Plan, including the forms of Award Agreement and manner of acceptance of an Award, and to take or approve such further actions as it determines necessary or appropriate to the administration of the Plan and Awards, such as correcting a defect or supplying any omission, or reconciling any inconsistency so that the Plan or any Award Agreement complies with applicable law, regulations and listing requirements and so as to avoid unanticipated consequences or address unanticipated events (including any temporary closure of Nasdaq, disruption of communications or natural catastrophe) deemed by the Committee to be inconsistent with the purposes of the Plan or any Award Agreement, provided that no such action shall be taken absent stockholder approval to the extent required under Section 13; (ii) to determine which persons are eligible to be Participants, to which of such persons, if any, Awards shall be granted hereunder and the timing of any such Awards, and to grant Awards; (iii) to grant Awards to Participants and determine the terms and conditions thereof, including the number of Shares subject to Awards and the exercise or purchase price of such Shares and the circumstances under which Awards become exercisable or vested or are forfeited or expire, which terms may but need not be conditioned upon the passage of time, continued employment, the satisfaction of performance criteria, the occurrence of certain events, or other factors; (iv) to establish or verify the extent of satisfaction of any performance goals or other conditions applicable to the grant, issuance, exercisability, vesting and/or ability to retain any Award; (v) to prescribe and amend the terms of the agreements or other documents evidencing Awards made under this Plan (which need not be identical); (vi) to determine whether, and the extent to which, adjustments are required pursuant to Section 11; (vii) to interpret and construe this Plan, any rules and regulations under this Plan and the terms and conditions of any Award granted hereunder, and to make exceptions to any such provisions in good faith and for the benefit of the Corporation; and (viii) to make all other determinations deemed necessary or advisable for the administration of this Plan. (d) Effect of Change in Status.The Committee shall have the discretion to determine the effect upon an Award and upon an individual’s status as an employee under the Plan (including whether a Participant shall be deemed to have experienced a termination of employment or other change in status) and upon the vesting, expiration or forfeiture of an Award in the case of (i) any individual who is employed by an entity that ceases to be a Subsidiary of the Corporation, (ii) any leave of absence approved by the Corporation or a Subsidiary, (iii) any transfer between locations of employment with the Corporation or a Subsidiary or between the Corporation and any Subsidiary or between any Subsidiaries, (iv) any change in the Participant’s status from an employee to a consultant or member of the Board of Directors, or vice versa, and (v) at the request of the Corporation or a Subsidiary, any employee who becomes employed by any partnership, joint venture, corporation or other entity not meeting the requirements of a Subsidiary. (e) Determinations of the Committee.All decisions, determinations and interpretations by the Committee regarding this Plan shall be final and binding on all persons. The Committee may consider such factors as it deems relevant to making such decisions, determinations and interpretations including, without limitation, the recommendations or advice of any director, officer or employee of the Corporation and such attorneys, consultants and accountants as it may select. Any decision or action by the Committee may be contested only by a Participant or other holder of an Award and only on the grounds that such decision or action was arbitrary or capricious or was unlawful, and any review of such decision or action shall be limited to determining whether the Committee’s decision or action was arbitrary or capricious or was unlawful. B-2 Appendix B - Amended and Restated 2006 Equity Incentive Plan         2019 PROXY STATEMENT 4. PARTICIPANTS Awards under the Plan may be granted to any person who is an employee or Outside Director of the Corporation. Outside Directors may be granted Awards only pursuant to Section 9 of the Plan. The status of the Chairman of the Board of Directors as an employee or Outside Director shall be determined by the Committee. Any person designated by the Corporation as an independent contractor shall not be treated as an employee and shall not be eligible for Awards under the Plan. 5. EFFECTIVE DATE AND EXPIRATION OF PLAN (a) Effective Date.This Plan was originally approved by the Board of Directors on February 23, 2006 and became effective on May 17, 2006. The current amendment and restatement of the Plan was approved by the Board of Directors on March22, 201713, 2019 and became effective on May18, 201716, 2019. (b) Expiration Date. The Plan shall remain available for the grant of Awards until June 30,20202023 or such earlier date as the Board of Directors may determine; provided, however, that ISOs (as defined below) may not be granted under the Plan after the 10th anniversary of the date of the Board of Directors’ most recent approval of the Plan. The expiration of the Committee’s authority to grant Awards under the Plan will not affect the operation of the terms of the Plan or the Corporation’s and Participants’ rights and obligations with respect to Awards granted on or prior to the expiration date of the Plan. 6. SHARES SUBJECT TO THE PLAN (a) Aggregate Limits.Subject to adjustment as provided in Section 11, the aggregate number of Shares authorized for issuance after December31, 201629, 2018 pursuant to Awards under the Plan is372,100357,300,000. The Shares subject to the Plan may be either Shares reacquired by the Corporation, including Shares purchased in the open market, or authorized but unissued Shares. Any Shares subject to an Award which for any reason expires or terminates unexercised or is not earned in full may again be made subject to an Award under the Plan. Notwithstanding the preceding sentence, the following Shares may not again be made available for issuance as Awards under the Plan: (i) Shares not issued or delivered as a result of the net settlement of an outstanding Stock Appreciation Right, (ii) Shares used to pay the exercise price or withholding taxes related to an outstanding Award, or (iii) Shares repurchased on the open market with the proceeds of the option exercise price. (b) Tax Code Limits.The aggregate number of Shares that may be earned pursuant to Stock Options or Stock Appreciation Rights granted under this Plan during any calendar year to any one Participant shall not exceed34,000,000. The aggregate number of Shares that may be earned pursuant to Restricted Stock or Restricted Stock Unit Awards granted under this Plan during any calendar year to any one Participant shall not exceed42,000,000. Notwithstanding anything to the contrary in this Plan, the foregoing limitations shall be subject to adjustment under Section 11, but only to the extent that such adjustment will not affect the status of any Award intended to qualify as“performance-based compensation” under Section 162(m) of the Code..The aggregate number of Shares issued after December31, 201629, 2018 pursuant to incentive stock options granted under the Plan shall not exceed372,100357,300,000, which limitation shall be subject to adjustment under Section 11 only to the extent that such adjustment is consistent with adjustments permitted of a plan authorizing incentive stock options under Section 422 of the Code. 7. PLAN AWARDS (a) Award Types.The Committee, on behalf of the Corporation, is authorized under this Plan to grant, award and enter into the following arrangements or benefits under the Plan provided that their terms and conditions are not inconsistent with the provisions of the Plan: stock options, stock appreciation rights, restricted stock and restricted stock units. Such arrangements and benefits are sometimes referred to herein as “Awards.” The Committee, in its discretion, may determine that any Award granted hereunder shall be a Performance Award. (i) Stock Options.A “Stock Option” is a right to purchase a number of Shares at such exercise price, at such times, and on such other terms and conditions as are specified in or determined pursuant to the document(s) evidencing the Award (the “Option Agreement”). The Committee may grant Stock Options intended to be eligible to qualify as incentive stock options (“ISOs”) pursuant to Section 422 of the Code and Stock Options that are not intended to qualify as ISOs(“Non-qualified Stock Options”), as it, in its sole discretion, shall determine. (ii) Stock Appreciation Rights.A “Stock Appreciation Right” or “SAR” is a right to receive, in cash or stock (as determined by the Committee), value with respect to a specific number of Shares equal to or otherwise based on the excess of (i) the market value of a Share at the time of exercise over (ii) the exercise price of the right, subject to such terms and conditions as are expressed in the document(s) evidencing the Award (the “SAR Agreement”). (iii) Restricted Stock.A “Restricted Stock” Award is an award of Shares, the grant, issuance, retention and/or vesting of which is subject to such conditions as are expressed in the document(s) evidencing the Award (the “Restricted Stock Agreement”). (iv) Restricted Stock Unit.A “Restricted Stock Unit” Award is an award of a right to receive, in cash or stock (as determined by the Committee) the market value of one Share, the grant, issuance, retention and/or vesting of which is subject to such conditions as are expressed in the document(s) evidencing the Award (the “Restricted Stock Unit Agreement”). 2019 PROXY STATEMENT       Appendix B - Amended and Restated 2006 Equity Incentive Plan B-3 (b) Grants of Awards.An Award may consist of one of the foregoing arrangements or benefits or two or more of them in tandem or in the alternative. 8. EMPLOYEE PARTICIPANT AWARDS (a) Grant, Terms and Conditions of Stock Options and SARs The Committee may grant Stock Options or SARs at any time and from time to time prior to the expiration of the Plan to eligible employee Participants selected by the Committee. No Participant shall have any rights as a stockholder with respect to any Shares subject to Stock Options or SARs hereunder until said Shares have been issued. Each Stock Option or SAR shall be evidenced only by such agreements, notices and/or terms or conditions documented in such form (including by electronic communications) as may be approved by the Committee. Each Stock Option grant will expressly identify the Stock Option as an ISO or as a Non-qualified Stock Option. Stock Options or SARs granted pursuant to the Plan need not be identical but each must contain or be subject to the following terms and conditions: (i) Price.The purchase price (also referred to as the exercise price) under each Stock Option or SAR granted hereunder shall be established by the Committee. The purchase price per Share shall not be less than 100% of the market value of a Share on the date of grant. For purposes of the Plan, “market value” shall mean the average of the high and low sales prices of the Corporation’s common stock. The exercise price of a Stock Option shall be paid in cash or in such other form if and to the extent permitted by the Committee, including without limitation by delivery of already owned Shares, withholding (either actually or by attestation) of Shares otherwise issuable under such Stock Option and/or by payment under a broker-assisted sale and remittance program acceptable to the Committee. (ii) No Repricing.Other than in connection with a change in the Corporation’s capitalization or other transaction as described in Section 11(a) through (d) of the Plan, the Corporation shall not, without stockholder approval, reduce the purchase price of a Stock Option or SAR and, at any time when the purchase price of a Stock Option or SAR is above the market value of a Share, the Corporation shall not, without stockholder approval (except in the case of a transaction described in Section 11(a) through (d) of the Plan), cancel andre-grant or exchange such Stock Option or SAR for a new Award with a lower (or no) purchase price or for cash. (iii) No Reload Grants.Stock Options shall not be granted under the Plan in consideration for and shall not be conditioned upon the delivery of Shares to the Corporation in payment of the exercise price and/or tax withholding obligation under any other employee stock option. (iv) Duration, Exercise and Termination of Stock Options and SARs.Each Stock Option or SAR shall be exercisable at such time and in such installments during the period prior to the expiration of the Stock Option or SAR as determined by the Committee. The Committee shall have the right to make the timing of the ability to exercise any Stock Option or SAR subject to continued employment, the passage of time and/or such performance requirements as deemed appropriate by the Committee. At any time after the grant of a Stock Option, the Committee may reduce or eliminate any restrictions on the Participant’s right to exercise all or part of the Stock Option, except that no Stock Option shall first become exercisable within one (1) year from its date of grant, other than upon the death, disability or retirement of the person to whom the Stock Option was granted, in each case as specified in the Option Agreement. Each Stock Option or SAR that vests in full in less than five (5) years (standard grants) must expire within a period of not more than seven (7) years from the grant date and each Stock Option or SAR that vests in full in five (5) or more years (long-term retention grants) must expire within a period of not more than ten (10) years from the grant date. In each case, the Option Agreement or SAR Agreement may provide for expiration prior to the end of the stated term of the Award in the event of the termination of employment or service of the Participant to whom it was granted. (v) Suspension or Termination of Stock Options and SARs.If at any time (including after a notice of exercise has been delivered) the Committee, including any Subcommittee or administrator authorized pursuant to Section 3(b) (any such person, an “Authorized Officer”), reasonably believes that a Participant, other than an Outside Director, has committed an act of misconduct as described in this Section, the Authorized Officer may suspend the Participant’s right to exercise any Stock Option or SAR pending a determination of whether an act of misconduct has been committed. If the Committee or an Authorized Officer determines a Participant, other than an Outside Director, has committed an act of embezzlement, fraud, dishonesty, nonpayment of any obligation owed to Intel, breach of fiduciary duty or deliberate disregard of Corporation rules resulting in loss, damage or injury to the Corporation, or if a Participant makes an unauthorized disclosure of any Corporation trade secret or confidential information, engages in any conduct constituting unfair competition, induces any customer to breach a contract with the Corporation or induces any principal for whom Intel acts as agent to terminate such agency relationship, neither the Participant nor his or her estate shall be entitled to exercise any Stock Option or SAR whatsoever. In addition, for any Participant who is designated as an “executive officer” by the Board of Directors, if the Committee determines that the Participant engaged in an act of embezzlement, fraud or breach of fiduciary duty during the Participant’s employment that contributed to an obligation to restate the Corporation’s financial statements (“Contributing Misconduct”), the Participant shall be required to repay to the Corporation, in cash and upon demand, the Option Proceeds (as defined below) resulting from any sale or other disposition (including to the Corporation) of Shares issued or issuable upon exercise B-4 Appendix B - Amended and Restated 2006 Equity Incentive Plan         2019 PROXY STATEMENT of a Stock Option or SAR if the sale or disposition was effected during the twelve-month period following the first public issuance or filing with the SEC of the financial statements required to be restated. The term “Option Proceeds” means, with respect to any sale or other disposition (including to the Corporation) of Shares issuable or issued upon exercise of a Stock Option or SAR, an amount determined appropriate by the Committee to reflect the effect of the restatement, up to the amount equal to the number of Shares sold or disposed of multiplied by the difference between the market value per Share at the time of such sale or disposition and the exercise price. The return of Option Proceeds is in addition to and separate from any other relief available to the Corporation due to the executive officer’s Contributing Misconduct. Any determination by the Committee or an Authorized Officer with respect to the foregoing shall be final, conclusive and binding on all interested parties. For any Participant who is an executive officer, the determination of the Committee or of the Authorized Officer shall be subject to the approval of the Board of Directors. (vi) Conditions and Restrictions Upon Securities Subject to Stock Options orSARs.Subject to the express provisions of the Plan, the Committee may provide that the Shares issued upon exercise of a Stock Option or SAR shall be subject to such further conditions or agreements as the Committee in its discretion may specify prior to the exercise of such Stock Option or SAR, including, without limitation, conditions on vesting or transferability, forfeiture or repurchase provisions. The obligation to make payments with respect to SARs may be satisfied through cash payments or the delivery of Shares, or a combination thereof as the Committee shall determine. The Committee may establish rules for the deferred delivery of Common Stock upon exercise of a Stock Option or SAR with the deferral evidenced by use of Restricted Stock Units equal in number to the number of Shares whose delivery is so deferred. (vii) Other Terms and Conditions.Stock Options and SARs may also contain such other provisions, which shall not be inconsistent with any of the foregoing terms, as the Committee shall deem appropriate. (viii) ISOs.Stock Options intending to qualify as ISOs may only be granted to employees of the Corporation within the meaning of the Code, as determined by the Committee. No ISO shall be granted to any person if immediately after the grant of such Award, such person would own stock, including stock subject to outstanding Awards held by him or her under the Plan or any other plan established by the Corporation, amounting to more than ten percent (10%) of the total combined voting power or value of all classes of stock of the Corporation. To the extent that the Option Agreement specifies that a Stock Option is intended to be treated as an ISO, the Stock Option is intended to qualify to the greatest extent possible as an “incentive stock option” within the meaning of Section 422 of the Code, and shall be so construed; provided, however, that any such designation shall not be interpreted as a representation, guarantee or other undertaking on the part of the Corporation that the Stock Option is or will be determined to qualify as an ISO. If and to the extent that any Shares are issued under a portion of any Stock Option that exceeds the $100,000 limitation of Section 422 of the Code, such Shares shall not be treated as issued under an ISO notwithstanding any designation otherwise. Certain decisions, amendments, interpretations and actions by the Committee and certain actions by a Participant may cause a Stock Option to cease to qualify as an ISO pursuant to the Code and by accepting a Stock Option the Participant agrees in advance to such disqualifying action. (b) Grant, Terms and Conditions of Restricted Stock and Restricted Stock Units The Committee may grant Restricted Stock or Restricted Stock Units at any time and from time to time prior to the expiration of the Plan to eligible employee Participants selected by the Committee. A Participant shall have rights as a stockholder with respect to any Shares subject to a Restricted Stock Award hereunder only to the extent specified in this Plan or the Restricted Stock Agreement evidencing such Award. Awards of Restricted Stock or Restricted Stock Units shall be evidenced only by such agreements, notices and/or terms or conditions documented in such form (including by electronic communications) as may be approved by the Committee. Awards of Restricted Stock or Restricted Stock Units granted pursuant to the Plan need not be identical but each must contain or be subject to the following terms and conditions: (i) Terms and Conditions.Each Restricted Stock Agreement and each Restricted Stock Unit Agreement shall contain provisions regarding (a) the number of Shares subject to such Award or a formula for determining such, (b) the purchase price of the Shares, if any, and the means of payment for the Shares, (c) the performance criteria, if any, and level of achievement versus these criteria that shall determine the number of Shares granted, issued, retainable and/or vested, (d) such terms and conditions on the grant, issuance, vesting and/or forfeiture of the Shares as may be determined from time to time by the Committee, (e) restrictions on the transferability of the Shares and (f) such further terms and conditions as may be determined from time to time by the Committee, in each case not inconsistent with this Plan. (ii) Sale Price.Subject to the requirements of applicable law, the Committee shall determine the price, if any, at which Shares of Restricted Stock or Restricted Stock Units shall be sold or awarded to a Participant, which may vary from time to time and among Participants and which may be below the market value of such Shares at the date of grant or issuance. (iii) Share Vesting.The grant, issuance, retention and/or vesting of Shares under Restricted Stock or Restricted Stock Unit Awards shall be at such time and in such installments as determined by the Committee or under criteria established by the Committee. The Committee shall have the right to make the timing of the grant and/or the issuance, ability to retain and/or vesting of Shares under Restricted Stock or Restricted Stock Unit Awards subject to continued employment, passage of time and/or such performance criteria and level of achievement versus these criteria as deemed appropriate by the Committee, which criteria may be based on financial performance and/or personal performance evaluations. No condition that is based 2019 PROXY STATEMENT       Appendix B - Amended and Restated 2006 Equity Incentive Plan B-5 on performance criteria and level of achievement versus such criteria shall be based on performance over a period of less than one year.Notwithstanding anything to the contrary herein, the performance criteria for any Restricted Stock or Restricted Stock Unit that is intended to satisfy the requirements for“performance-based compensation” under Section 162(m) of the Code shall be a measure based on one or more Qualifying Performance Criteria selected by the Committee and specified at the time the Restricted Stock Award is granted. (iv) Termination of Employment.The Restricted Stock or Restricted Stock Unit Agreement may provide for the forfeiture or cancellation of the Restricted Stock or Restricted Stock Unit Award, in whole or in part, in the event of the termination of employment or service of the Participant to whom it was granted. (v) RestrictedStock Units.Except to the extent this Plan or the Committee specifies otherwise, Restricted Stock Units represent an unfunded and unsecured obligation of the Corporation and do not confer any of the rights of a stockholder until Shares are issued thereunder. Settlement of Restricted Stock Units upon expiration of the deferral or vesting period shall be made in Shares or otherwise as determined by the Committee. Dividends or dividend equivalent rights shall be payable in cash or in additional shares with respect to Restricted Stock Units only to the extent specifically provided for by the Committee and subject to the limitations of Section 10(c). Until a Restricted Stock Unit is settled, the number of Shares represented by a Restricted Stock Unit shall be subject to adjustment pursuant to Section 11. Any Restricted Stock Units that are settled after the Participant’s death shall be distributed to the Participant’s designated beneficiary(ies) or, if none was designated, the Participant’s estate. (vi) Suspension or Termination of Restricted Stock and Restricted StockUnits.If at any time the Committee, including any Subcommittee or administrator authorized pursuant to Section 3(b) (any such person, an “Authorized Officer”), reasonably believes that a Participant, other than an Outside Director, has committed an act of misconduct as described in this Section, the Authorized Officer may suspend the vesting of Shares under the Participant’s Restricted Stock or Restricted Stock Unit Awards pending a determination of whether an act of misconduct has been committed. If the Committee or an Authorized Officer determines a Participant, other than an Outside Director, has committed an act of embezzlement, fraud, dishonesty, nonpayment of any obligation owed to Intel, breach of fiduciary duty or deliberate disregard of Corporation rules resulting in loss, damage or injury to the Corporation, or if a Participant makes an unauthorized disclosure of any Corporation trade secret or confidential information, engages in any conduct constituting unfair competition, induces any customer to breach a contract with the Corporation or induces any principal for whom Intel acts as agent to terminate such agency relationship, the Participant’s Restricted Stock or Restricted Stock Unit Agreement shall be forfeited and cancelled. In addition, for any Participant who is designated as an “executive officer” by the Board of Directors, if the Committee determines that the Participant engaged in an act of embezzlement, fraud or breach of fiduciary duty during the Participant’s employment that contributed to an obligation to restate the Corporation’s financial statements (“Contributing Misconduct”), the Participant shall be required to repay to the Corporation, in cash and upon demand, the Restricted Stock Proceeds (as defined below) resulting from any sale or other disposition (including to the Corporation) of Shares issued or issuable upon the vesting of Restricted Stock or a Restricted Stock Unit if the sale or disposition was effected during the twelve-month period following the first public issuance or filing with the SEC of the financial statements required to be restated. The term “Restricted Stock Proceeds” means, with respect to any sale or other disposition (including to the Corporation) of Shares issued or issuable upon vesting of Restricted Stock or a Restricted Stock Unit, an amount determined appropriate by the Committee to reflect the effect of the restatement, up to the amount equal to the market value per Share at the time of such sale or other disposition multiplied by the number of Shares or units sold or disposed of. The return of Restricted Stock Proceeds is in addition to and separate from any other relief available to the Corporation due to the executive officer’s Contributing Misconduct. Any determination by the Committee or an Authorized Officer with respect to the foregoing shall be final, conclusive and binding on all interested parties. For any Participant who is an executive officer, the determination of the Committee or of the Authorized Officer shall be subject to the approval of the Board of Directors. 9. OUTSIDE DIRECTOR AWARDS The number of Awards granted toeach Outside Directormay be granted up to 100,000 Shares underlying Awards (each an“in a fiscal year of the Corporation (“Outside DirectorAward”) each fiscal year, as determinedAwards”) is limited, so that the grant date fair value of all Outside Director Awards granted by the Board of Directors. combined with all cash-based compensation earned in the same fiscal year, may not exceed $1,250,000.Notwithstanding anything to the contrary in this Plan, the foregoing limitation shall be subject to adjustment under Section 11. The number of Shares subject to each Outside Director Award, or the formula pursuant to which such number shall be determined, the type or types of Awards included in the Outside Director Awards, the date of grant and the vesting, expiration and other terms applicable to such Outside Director Awards shall be specified from time to time by the Board of Directors, subject to the terms of this Plan, including the terms specified in Section 8. If the Board of Directors reasonably believes that an Outside Director has committed an act of misconduct as specified in Section 8(a)(v) or 8(b)(vi), the Board of Directors may suspend the Outside Director’s right to exercise any Stock Option or SAR and/or the vesting of any Restricted Stock or Restricted Stock Unit Award pending a determination of whether an act of misconduct has been committed. If the Board of Directors determines that an Outside Director has committed an act of misconduct, neither the Outside Director nor his or her estate shall be entitled to exercise any Stock Option or SAR whatsoever and shall forfeit any unvested Restricted Stock or Restricted Stock Unit Award. B-6 Appendix B - Amended and Restated 2006 Equity Incentive Plan         2019 PROXY STATEMENT 10. OTHER PROVISIONS APPLICABLE TO AWARDS (a) Transferability.Unless the agreement or other document evidencing an Award (or an amendment thereto authorized by the Committee) expressly states that the Award is transferable as provided hereunder, no Award granted under this Plan, nor any interest in such Award, may be sold, assigned, conveyed, gifted, pledged, hypothecated or otherwise transferred in any manner, other than by will or the laws of descent and distribution. The Committee may grant an Award or amend an outstanding Award to provide that the Award is transferable or assignable (a) in the case of a transfer without the payment of any consideration, to any “family member” as such term is defined in Section 1(a)(5) of the General Instructions toForm S-8 under the Securities Act of 1933, as such may be amended from time to time, and (b) in any transfer described in clause (ii) of Section 1(a)(5) of the General Instructions to FormS-8 under the 1933 Act as amended from time to time,providedthat following any such transfer or assignment the Award will remain subject to substantially the same terms applicable to the Award while held by the Participant to whom it was granted, as modified as the Committee shall determine appropriate, and as a condition to such transfer the transferee shall execute an agreement agreeing to be bound by such terms;provided further, that an ISO may be transferred or assigned only to the extent consistent with Section 422 of the Code. Any purported assignment, transfer or encumbrance that does not qualify under this Section 10(a) shall be void and unenforceable against the Corporation. (b) Qualifying Performance Criteria.For purposes of this Plan, the term “Qualifying Performance Criteria” shall mean any one or more of the following performance criteria, either individually, alternatively or in any combination, applied to either the Corporation as a whole or to a business unit or Subsidiary, either individually, alternatively or in any combination, and measured either annually or cumulatively over a period of years, on an absolute basis or relative to apre-established target, to previous years’ results or to a designated comparison group, on a U.S. generally accepted accounting principles (“GAAP”) ornon-GAAP basis, in each case as specified by the Committee in the Award: (a) cash flow, (b) earnings per share, (c) earnings before one or more of interest, taxes, depreciation and amortization, (d) return on equity, (e) total stockholder return, (f) share price performance, (g) return on capital, (h) return on assets or net assets, (i) revenue, (j) income or net income, (k) operating income or net operating income, (l) operating profit or net operating profit, (m) gross margin, operating margin or profit margin, (n) return on operating revenue, (o) return on invested capital, (p) market segment share, (q) product release schedules, (r) new product innovation, (s) product cost reduction through advanced technology, (t) brand recognition/acceptance, (u) product ship targets, or (v) customer satisfaction.To the extent provided for by the Committee at the time an Award is granted or otherwise as permitted under Section 162(m) of the Code,The Committee may appropriately adjust any evaluation of performance under a Qualifying Performance Criteria to exclude any of the following events that occurs during a performance period: (i) asset write-downs, (ii) litigation or claim judgments or settlements, (iii) the effect of changes in or provisions under tax law, accounting principles or other such laws or provisions affecting reported results, (iv) accruals for reorganization and restructuring programs, (v) any infrequently occurring or other unusual items, either under applicable accounting provisions or described in management’s discussion and analysis of financial condition and results of operations appearing in the Corporation’s annual report to stockholders for the applicable year, and (vi) any other events as the Committee shall deem appropriate, if such adjustment is timely approved in connection with the establishment of Qualifying Performance Criteria. Notwithstanding satisfaction of any completion of any Qualifying Performance Criteria, to the extent specified at the time of grant of an Award, the number of Shares, Stock Options, SARs, Restricted Stock Units or other benefits granted, issued, retainable and/or vested under an Award on account of satisfaction of such Qualifying Performance Criteria may be reduced by the Committee on the basis of such further considerations as the Committee in its sole discretion shall determine. (c) Dividends.Unless otherwise provided by the Committee, no adjustment shall be made in Shares issuable under Awards on account of cash dividends that may be paid or other rights that may be issued to the holders of Shares prior to their issuance under any Award. The Committee shall specify whether dividends or dividend equivalent amounts shall be credited and/or payable to any Participant with respect to the Shares subject to any Award; provided, however, that in no event will dividends or dividend equivalents be credited or payable in respect of Stock Options or SARs. Notwithstanding the foregoing, dividends or dividend equivalents credited/payable in connection with an Award that is not yet vested shall be subject to the same restrictions and risk of forfeiture as the underlying Award and shall not be paid until the underlying Award vests. (d) Documents Evidencing Awards.The Committee shall, subject to applicable law, determine the date an Award is deemed to be granted. The Committee or, except to the extent prohibited under applicable law, its delegate(s) may establish the terms of agreements or other documents evidencing Awards under this Plan and may, but need not, require as a condition to any such agreement’s or document’s effectiveness that such agreement or document be executed by the Participant, including by electronic signature or other electronic indication of acceptance, and that such Participant agree to such further terms and conditions as specified in such agreement or document. The grant of an Award under this Plan shall not confer any rights upon the Participant holding such Award other than such terms, and subject to such conditions, as are specified in this Plan as being applicable to such type of Award (or to all Awards) or as are expressly set forth in the agreement or other document evidencing such Award. (e) Additional Restrictions on Awards.Either at the time an Award is granted or by subsequent action, the Committee may, but need not, impose such restrictions, conditions or limitations as it determines appropriate as to the timing and manner of any resales by a Participant or other subsequent transfers by a Participant of any Shares issued under an Award, including without limitation (a) restrictions under an insider trading policy, (b) restrictions designed to delay and/or coordinate the timing and 2019 PROXY STATEMENT       Appendix B - Amended and Restated 2006 Equity Incentive Plan B-7 manner of sales by the Participant or Participants, and (c) restrictions as to the use of a specified brokerage firm for receipt, resales or other transfers of such Shares. (f) Subsidiary Awards.In the case of a grant of an Award to any Participant employed by a Subsidiary, such grant may, if the Committee so directs, be implemented by Intel issuing any subject Shares to the Subsidiary, for such lawful consideration as the Committee may determine, upon the condition or understanding that the Subsidiary will transfer the Shares to the Participant in accordance with the terms of the Award specified by the Committee pursuant to the provisions of the Plan. Notwithstanding any other provision hereof, such Award may be issued by and in the name of the Subsidiary and shall be deemed granted on such date as the Committee shall determine. (g) Compensation Recovery. This provision applies to any policy adopted by any exchange on which the securities of the Corporation are listed pursuant to Section 10D of the Exchange Act. To the extent any such policy requires the repayment of incentive-based compensation received by a Participant, whether paid pursuant to an Award granted under this Plan or any other plan of incentive-based compensation maintained in the past or adopted in the future by the Corporation, by accepting an Award under this Plan, the Participant agrees to the repayment of such amounts to the extent required by such policy and applicable law. 11. ADJUSTMENT OF AND CHANGES IN THE COMMON STOCK (a) The existence of outstanding Awards shall not affect in any way the right or power of the Corporation or its shareholders to make or authorize any or all adjustments, recapitalizations, reorganizations, exchanges, or other changes in the Corporation’s capital structure or its business, or any merger or consolidation of the Corporation or any issuance of Shares or other securities or subscription rights thereto, or any issuance of bonds, debentures, preferred or prior preference stock ahead of or affecting the Shares or other securities of the Corporation or the rights thereof, or the dissolution or liquidation of the Corporation, or any sale or transfer of all or any part of its assets or business, or any other corporate act or proceeding, whether of a similar character or otherwise. Further, except as expressly provided herein or by the Committee, (i) the issuance by the Corporation of shares of stock or any class of securities convertible into shares of stock of any class, for cash, property, labor or services, upon direct sale, upon the exercise of rights or warrants to subscribe therefor, or upon conversion of shares or obligations of the Corporation convertible into such shares or other securities, (ii) the payment of a dividend in property other than Shares, or (iii) the occurrence of any similar transaction, and in any case whether or not for fair value, shall not affect, and no adjustment by reason thereof shall be made with respect to, the number of Shares subject to Stock Options or other Awards theretofore granted or the purchase price per Share, unless the Committee shall determine, in its sole discretion, that an adjustment is necessary or appropriate. (b) If the outstanding Shares or other securities of the Corporation, or both, for which the Award is then exercisable or as to which the Award is to be settled shall at any time be changed or exchanged by declaration of a stock dividend, stock split, combination of shares, extraordinary dividend of cash and/or assets, recapitalization, reorganization or any similar equity restructuring transaction (as that term is used in Accounting Standards Codification 718) affecting the Shares or other securities of the Corporation, the Committee shall equitably adjust the number and kind of Shares or other securities that are subject to this Plan and to the limits under Sections 6 and 9 and that are subject to any Awards theretofore granted, and the exercise or settlement prices of such Awards, so as to maintain the proportionate number of Shares or other securities subject to such Awards without changing the aggregate exercise or settlement price, if any. (c) No right to purchase fractional Shares shall result from any adjustment in Stock Options or SARs pursuant to this Section 11. In case of any such adjustment, the Shares subject to the Stock Option or SAR shall be rounded down to the nearest whole share. (d) Any other provision hereof to the contrary notwithstanding (except Section 11(a)), in the event Intel is a party to a merger or other reorganization, outstanding Awards shall be subject to the agreement of merger or reorganization. Such agreement may provide, without limitation, for the assumption of outstanding Awards by the surviving corporation or its parent, for their continuation by Intel (if Intel is a surviving corporation), for accelerated vesting and accelerated expiration, or for settlement in cash. 12. LISTING OR QUALIFICATION OF COMMON STOCK In the event that the Committee determines in its discretion that the listing or qualification of the Shares available for issuance under the Plan on any securities exchange or quotation or trading system or under any applicable law or governmental regulation is necessary as a condition to the issuance of such Shares, a Stock Option or SAR may not be exercised in whole or in part and a Restricted Stock or Restricted Stock Unit Award shall not vest or be settled unless such listing, qualification, consent or approval has been unconditionally obtained. 13. TERMINATION OR AMENDMENT OF THE PLAN The Board of Directors may amend, alter or discontinue the Plan and the Board or the Committee may to the extent permitted by the Plan amend any agreement or other document evidencing an Award made under this Plan, provided, however, that the Corporation shall submit for stockholder approval any amendment (other than an amendment pursuant to the adjustment provisions of Section 11) required to be submitted for stockholder approval by NASDAQ or that otherwise would: (a) Increase the maximum number of Shares for which Awards may be granted under this Plan; B-8 Appendix B - Amended and Restated 2006 Equity Incentive Plan         2019 PROXY STATEMENT (b) Reduce the price at which Stock Options may be granted below the price provided for in Section 8(a); (c) Reduce the option price of outstanding Stock Options; (d) Extend the term of this Plan; (e) Change the class of persons eligible to be Participants; or (f) Increase the limits in Section 6. In addition, no such amendment or alteration shall be made which would impair the rights of any Participant, without such Participant’s consent, under any Award theretofore granted, provided that no such consent shall be required with respect to any amendment or alteration if the Committee determines in its sole discretion that such amendment or alteration either (i) is required or advisable in order for the Corporation, the Plan or the Award to satisfy or conform to any law or regulation or to meet the requirements of any accounting standard, or (ii) is not reasonably likely to significantly diminish the benefits provided under such Award, or that any such diminishment has been adequately compensated. 14. WITHHOLDING To the extent required by applicable federal, state, local or foreign law, the Committee may and/or a Participant shall make arrangements satisfactory to the Corporation for the satisfaction of any withholding tax obligations that arise with respect to any Stock Option, SAR, Restricted Stock or Restricted Stock Unit Award, or any sale of Shares. The Corporation shall not be required to issue Shares or to recognize the disposition of such Shares until such obligations are satisfied. To the extent permitted or required by the Committee, these obligations may or shall be satisfied by having the Corporation withhold a portion of the Shares of stock that otherwise would be issued to a Participant under such Award or by tendering Shares previously acquired by the Participant. 15. GENERAL PROVISIONS (a) Employment At Will.Neither the Plan nor the grant of any Award nor any action by the Corporation, any Subsidiary or the Committee shall be held or construed to confer upon any person any right to be continued in the employ of the Corporation or a Subsidiary. The Corporation and each Subsidiary expressly reserve the right to discharge, without liability but subject to his or her rights under this Plan, any Participant whenever in the sole discretion of the Corporation or a Subsidiary, as the case may be, it may determine to do so. (b) Governing Law.This Plan and any agreements or other documents hereunder shall be interpreted and construed in accordance with the laws of the State of Delaware and applicable federal law. The Committee may provide that any dispute as to any Award shall be presented and determined in such forum as the Committee may specify, including through binding arbitration. Any reference in this Plan or in the agreement or other document evidencing any Award to a provision of law or to a rule or regulation shall be deemed to include any successor law, rule or regulation of similar effect or applicability. (c) Unfunded Plan.Insofar as it provides for Awards, the Plan shall be unfunded. Although bookkeeping accounts may be established with respect to Participants who are granted Awards under this Plan, any such accounts will be used merely as a bookkeeping convenience. The Corporation shall not be required to segregate any assets which may at any time be represented by Awards, nor shall this Plan be construed as providing for such segregation, nor shall the Corporation or the Committee be deemed to be a trustee of stock or cash to be awarded under the Plan. (d)Third Party Administrator. In connection with a Participant’s participation in the Plan, the Corporation may use the services of a third party administrator, including a brokerage firm administrator, and the Corporation may provide this administrator with personal information about a Participant, including a Participant’s name, social security number and address, as well as the details of each Award, and this administrator may provide information to the Corporation concerning the exercise of a Participant’s rights and account data as it relates to Awards under the Plan. 16.NON-EXCLUSIVITY OF PLAN Neither the adoption of this Plan by the Board of Directors nor the submission of this Plan to the shareholders of the Corporation for approval shall be construed as creating any limitations on the power of the Board of Directors or the Committee to adopt such other incentive arrangements as either may deem desirable, including, without limitation, the granting of stock options, stock appreciation rights, restricted stock or restricted stock units otherwise than under this Plan, and such arrangements may be either generally applicable or applicable only in specific cases. 17. COMPLIANCE WITH OTHER LAWS AND REGULATIONS This Plan, the grant and exercise of Awards thereunder, and the obligation of the Corporation to sell, issue or deliver Shares under such Awards, shall be subject to all applicable federal, state and local laws, rules and regulations and to such approvals by any governmental or regulatory agency as may be required. The Corporation shall not be required to register in a Participant’s name or deliver any Shares prior to the completion of any registration or qualification of such Shares under any federal, state or local 2019 PROXY STATEMENT       Appendix B - Amended and Restated 2006 Equity Incentive Plan B-9 law or any ruling or regulation of any government body which the Committee shall determine to be necessary or advisable. To the extent the Corporation is unable to or the Committee deems it infeasible to obtain authority from any regulatory body having jurisdiction, which authority is deemed by the Corporation’s counsel to be necessary or advisable for the lawful issuance and sale of any Shares hereunder, the Corporation shall be relieved of any liability with respect to the failure to issue or sell such Shares as to which such requisite authority shall not have been obtained. No Stock Option shall be exercisable and no Shares shall be issued and/or transferable under any other Award unless a registration statement with respect to the Shares underlying such Stock Option is effective and current or the Corporation has determined that such registration is unnecessary. 18. LIABILITY OF CORPORATION The Corporation shall not be liable to a Participant or other persons as to: (a) thenon-issuance or sale of Shares as to which the Corporation has been unable to obtain from any regulatory body having jurisdiction the authority deemed by the Corporation’s counsel to be necessary to the lawful issuance and sale of any Shares hereunder; and (b) any tax consequence expected, but not realized, by any Participant or other person due to the receipt, exercise or settlement of any Stock Option or other Award granted hereunder. B-10 Appendix B - Amended and Restated 2006 Equity Incentive Plan         2019 PROXY STATEMENT intel50intel. www.intel.com News and information about Intel® products and technologies, customer support, careers, worldwide locations, corporate responsibility and sustainability, and more. www.intc.com Stock information, earnings and conference webcasts, annual reports, and corporate governance and historical financial information. INTEL CORPORATION ATTN: INVESTOR RELATIONS 2200 MISSION COLLEGE BLVD. SANTA CLARA, CA 95054 VOTE BY INTERNET Before The Meeting - Go to www.proxyvote.com Use the Internet to transmit your voting instructions and for electronic delivery of information. Vote up untilby 11:59 p.m. Eastern Time the day before the cut-off date or meeting date.on May 12, 2021 for shares held directly and by 11:59 p.m. Eastern Time on May 10, 2021 for shares held in a Plan. Have your proxy card in hand when you access the web site and follow the instructions to obtain your records and to create an electronic voting instruction form. During The Meeting - Go to intel.onlineshareholdermeeting.comwww.virtualshareholdermeeting.com/Intel21 You may attend the Annual Stockholders’Stockholders' Meeting via the Internet and vote during the Meeting. Have the information that is printed in the box marked by the arrow available and follow the instructions. VOTE BY PHONE - 1-800-690-6903 Use any touch-tone telephone to transmit your voting instructions. Vote up untilby 11:59 p.m. Eastern Time the day before the cut-off date or meeting date.on May 12, 2021 for shares held directly and by 11:59 p.m. Eastern Time on May 10, 2021 for shares held in a Plan. Have your proxy card in hand when you call and then follow the instructions. VOTE BY MAIL Mark, sign and date your proxy card and return it in the postage-paid envelope we have provided or return it to Vote Processing, c/o Broadridge, 51 Mercedes Way, Edgewood, NY 11717. TO VOTE, MARK BLOCKS BELOW IN BLUE OR BLACK INK AS FOLLOWS: E64172-P16938-Z73810D36261-P52733-Z79455 KEEP THIS PORTION FOR YOUR RECORDS THIS PROXY CARD IS VALID ONLY WHEN SIGNED AND DATED. DETACH AND RETURN THIS PORTION ONLY INTEL CORPORATION Proposals–The Board of Directors recommends a voteTO VOTE, MARK BLOCKS BELOW IN BLUE OR BLACK INK AS FOLLOWS: D36261-P52733-Z79455 KEEP THIS PORTION FOR all the nominees listed and FOR Proposals 2, 3 and 4.YOUR RECORDS THIS PROXY CARD IS VALID ONLY WHEN SIGNED AND DATED. DETACH AND RETURN THIS PORTION ONLY 1. Election of Directors Nominees:For Against Abstain 1a. Aneel BhusriPatrick P. Gelsinger 1b. Andy D. BryantJames J. Goetz 1c. Reed E. HundtAlyssa Henry 1d. Omar Ishrak 1e. Risa Lavizzo-Mourey 1f. Tsu-Jae King Liu 1g. Gregory D. Smith 1h. Robert (“Bob”) H. SwanDion J. Weisler 1i. Andrew Wilson 1j. Frank D. Yeary For Against Abstain1. Election of Directors Nominees: 1a. Patrick P. Gelsinger 1b. James J. Goetz 1c. Alyssa Henry 1d. Omar Ishrak 1e. Risa Lavizzo-Mourey 1f. Tsu-Jae King Liu 1g. Gregory D. Smith 1h. Dion J. Weisler 1i. Frank D. Yeary 2. RatificationRatication of selection of Ernst & Young LLP as our independent registered public accounting firmrm for 20192021. 3. Advisory vote to approve executive compensation of our listed officers 4. Approval of amendment and restatement of the 2006 Equity Incentive Planofcers. The Board of Directors recommends a vote AGAINST Proposals 5-7. 5.4, 5, and 6. 4. Stockholder proposal on whether to allow stockholders to act by written consent, if properly presented at the meeting. 5. Stockholder proposal requesting a report on median pay gaps across race and gender, if properly presented at the meeting. 6. Stockholder proposal requesting a report on whether written policies or unwritten norms at the risks associated with emerging public policies addressing the gender pay gap,company reinforce racism in company culture, if properly presented 7. Stockholder proposal requesting an annual advisory vote on political contributions, if properly presentedat the meeting. NOTE: Such other business as may properly come before the meeting or any adjournment or postponement thereof. B. Authorized Signatures–ThisSignaturesThis section must be completed for your vote to be counted.–Datecounted.Date and Sign Below Please sign exactly as your name(s) appear(s) hereon. When signing as attorney, executor, administrator, or other fiduciary,duciary, please give full title as such. Joint owners should each sign personally. All holders must sign. If a corporation or partnership, please sign in full corporate or partnership name by authorized officer.ofcer. Signature [PLEASE SIGN WITHIN BOX] Date Date Signature (Joint Owners) Date Important Notice Regarding the Availability of Proxy Materials for the Annual Meeting:The Notice and Proxy Statement and Annual Report are available at www.proxyvote.com. D36262-P52733-Z79455 Proxy – Intel Corporation Notice of 20192021 Annual Stockholders’Stockholders' Meeting May 16, 2019,13, 2021, 8:30 a.m. PacificPacic Time Via the Internet at intel.onlineshareholdermeeting.comwww.virtualshareholdermeeting.com/Intel21 Proxy Solicited by Board of Directors for Annual Meeting - May 16, 2019 Andy D. Bryant, Robert (“Bob”) H. Swan,13, 2021 Omar Ishrak, Patrick P. Gelsinger, Susie Giordano, or any of them, each with the power of substitution, are hereby authorized to represent and vote the shares of the undersigned, with all the powers which the undersigned would possess if personally present, at the Annual Stockholders’Stockholders' Meeting of Intel Corporation to be held on May 16, 201913, 2021 or at any postponement or adjournment thereof. SharesIf this proxy is properly executed, shares represented by this proxy will be voted as directed by the stockholder. If no such directions are indicated, the Proxies will vote FOR all the nominees listed on Proposal 1, FOR Proposals 2 through 4,and 3, and AGAINST Proposals 4, 5, through 7.and 6. In their discretion, the Proxies are authorized to vote upon such other business as may properly come before the Annual Meeting. (Proposals to be voted appear on reverse side.)