Essay on Ethical Dilemma Case Study - 1598 Words

ABSTRACT Nurses are faced with ethical dilemmas every day. There are a lot of different beliefs surrounding ethics and the code of ethics. Ethics and ethical issues have always existed, that is why they have put in place the code of ethics. The American Nursing Association (ANA) Code of Ethics isa guideline to help nurses determine which course of action to pursue. Every minute many ethical decisions are made, some may not comply with guidelines and others the patient’s will never understand. In this case study the nurse is put in an uncomfortable position and has two find a way to comply with the family, the patient, and the doctor’s orders.How can she report to the doctor the information the daughter has told her? How she approached†¦show more content†¦The patient has not taken his prescribe medication and his eating habits are also noncompliant. The patient is dealing with the death of his wife and the patient’s daughter believes he is acting this way on pur pose and is unable to care for him properly. The daughter does not want to tell the doctor about the patient seeing a Curandero,but wants her father to be admitted into a nursing home in order for him to receive the proper care he needs.The nurse would need to consult with the Code of ethics book on the nursing floor to proceed with the best possible solution to the problem.The code of Ethic for Nurses is a guide for carrying out nursing responsibilities in a consistent manner with a certain quality in nursing care(American Nursing Association, 2001).There are ethical principles that a nurse should learn to apply to each situation that they feel an ethical decision will need to be made. The history of ethics has been around for a long time. Nurses have an ethical obligation to care for patientsand do no harm. Ethical conflicts and dilemmas occur every day in the health care world. â€Å"Ethics is defined as the rules or standards governing the conduct of a person or the members of a profession†(FARLEX, 2011).The nurse should have the adequate skills and experience to provide great care to the patient. Nurses should always accept their moral and responsibilities that come along with their job andShow MoreRelatedEthical Dilemma Case Study1333 Words   |  6 PagesAssignment â€Æ' Contents Answer 1 Ethical Dilemma of the organization: 2 Answer 2 Four Steps of Ethical analysis 3 Step 1 Understanding the situation: 3 Step 2 Isolate the major ethical Dilemma: 3 Step 3 Ethical Analysis 3 a) Consequentialism: 3 b) Rights and duties 4 c) Kant’s categorical Imperative 4 d) Discussion 4 Step 4 Making a decision: 4 Conclusion 5 References 5 â€Æ' Answer 1 Ethical Dilemma of the organization: In the given case study, the ethical dilemma exists with the working structureRead MoreEthical Dilemma Case Study842 Words   |  4 PagesAn ethical dilemma is a situation by which its difficult to determine whether a situation is can be handled without disappointing both sides. Therefore, an ethical dilemma exists when the right thing to do is clear or when members of the healthcare team cannot agree on the right thing to do. Ethical dilemmas require negotiation of different points of view (potter, Perry, Stockert, Hall 2011pg 78). The case study briefly explains a situation between daughter and father regarding the fathersRead MoreEthical Dilemma Case Study843 Words   |  4 Pages The ethical dilemma is a situation by which it’s difficult to determine whether a situation is can be handled without disappointing both sides. Therefore, an ethical dilemma exists when the right thing to do is clear or when members of the healthcare team cannot agree on the right thing to do. Ethical dilemmas require negotiation of different points of view (potter, Perry, Stockert, Hall 2011pg 78). The case study briefly explains a situation between daughter and father regarding the father’sRead MoreCase Study : The Ethical Dilemma Essay1617 Words   |  7 PagesThe purpose of this assignment is to review and analyse a business case which features an obvious ethical dilemma. The chosen business case for this assignment involves: Egg farms in Iowa America, bad practices highlighting the ‘ethical dilemma’, and a crooked entrepreneur named Austin Jack DeCoster, a man responsible for making unethical decisions. Austin Jack DeCoster first started operating his egg business in the late 1940’s at the age of 15 and built up his empire to become one of America’sRead MoreEthical Dilemma Case Study1062 Words   |  5 Pages Ethical Principles: Allison’s Ethical Decisions Ayesha Youngblood Towson University Ethical Principles: Allison’s Ethical Decisions Introduction In the professional workplace, one’s personal values and beliefs, may interfere with the social workers ability to serve their client efficiently. In this case study, Allison is a white, 28-year-old counselor to 19-year-old Carmen who is Latina. Carmen was born in Puerto Rico, and moved to the United States when she was 10. AllisonRead MoreEthical Dilemma Case Study686 Words   |  3 PagesEthical Dilemma The case of Richard Adessi appears to be a rather simple one at first glance. As he was leaving for work during a snowstorm that kept many others at home, he dropped dead in his garage from an apparent heart attack. After following in his fathers footsteps and working at IBM from the time he was just eighteen, Adessi was just four months shy of his thirty year anniversary with the company. That fact proves to be problematic when deciding what to do for his surviving family membersRead MoreCase Study Ethical Dilemma Of Ups1486 Words   |  6 Pages Case Study—Ethical Dilemma of UPS Mingweizi He Marshall University 12/01/2015 Case Study—Ethical Dilemma of UPS For several decades, business has been facing the most intense scrutiny it has ever received from the public especially with the aspect of business ethics. The public’s view of business ethicsRead MoreCase Study Ethical Dilemma2261 Words   |  10 PagesI. Case Analysis A. The Situation As earlier mentioned, the case involves Mr. Romulo Bernas, a staff assistant in Prime Shipping Inc., who earns a salary enough to support his family. He is directly reporting to a manager and has no fixed job description. He also works closely with Mr. Jose Narciso, a former New People’s Army member and is now a bodyguard of a politician connected to the Bureau of Customs (BOC). Mr. Bernas has been given several credits for his work. As such, he wasRead MoreCase Study Week 2 - An Ethical Dilemma719 Words   |  3 PagesCase Study Week 2 - An Ethical Dilemma The biopharmaceutical company needs to hire two new research scientists. The lowest salary the company can pay a new research scientist is 135,000 per scientist. The business is not a well-known establishment within the state of South Dakota. A female scientist interviews for one of the vacant position, but supposedly does not possess â€Å"fresh ideas†. Yet she is offered a job with a salary of $105,000, which is below the lowest salary the company predicted itRead MoreEthical Dilemma In The Social Work Case Study786 Words   |  4 Pagesprinciples which are applied as standards in determining ethical judgements. This paper will explore an ethical dilemma and how utilizing the ethical decision making model can offer different resolutions. Joseph (1983) discussed how this ethical model â€Å"suggests a structure and a systematic process for inquiry into ethical issues that emerge in clinical practice and its organizational contexts.† Dilemma in Context Practice Setting The dilemma transpired in an outpatient community mental health center

Prevention Of Across With Common Health Concerns - 916 Words

Program: Promotion of stretching in cubicles to decrease health concerns Target Audience: Employees Company: Caption-Call, Sorensen s Company Recent studies have shown a linkage between long periods of sitting down with common health status. These health concerns consist of; obesity, metabolic syndrome, increased blood pressure, high blood sugar, abnormal cholesterol levels, cardiovascular disease, mental health, and work-related Musculoskeletal Disorder disease. All of mentioned can lead to and increase the risk of death. According to the World Health Organization, in 2012 the leading cause of death was cardiovascular disease. In 2014, more than 1.9 billion adults, were overweight and over 600 million were obese (WHO, 2015), and†¦show more content†¦Employee s should be encouraged to report and participate in the program provide for their benefit. During a team meeting the following should be discussed; health concerns, prevention methods, and legal documentation of the knowledge provide for future reference so the company is protected by legal records. Furthermore, the resolution to this dilemma simple; stretching is a form of physical exercise in which specific muscle groups is deliberately flexed or stretched to improve muscle elasticity and to achieve comfortable muscle tone (Dictionary, 2015). If Employer s provide employees with light stretches which they can perform at their cubicles when off calls risks of health concerns will decrease within time. Here are some of the benefits from stretching. Benefits of Stretching: †¢ Stretching increases blood supply and nutrients to joint structures/soft tissues. †¢ Stretching reduces fatigue. †¢ Stretching improves muscle coordination. †¢ Stretching increases joint synovial fluid which reduces joint degeneration. †¢ Stretching realigns soft tissue structures, which help maintain good posture in activities of daily living. (Ergonomics Plus, 2015) Risk Factors: †¢ Employee s Health. †¢ Company Ethics if risk factors are known and the solution is not provided. †¢ Legal prosecution. †¢ Lack of efficacy and accuracy on calls because of health concerns (back pain, head-aches, carpalShow MoreRelatedThe Strategic Prevention Framework Of Oklahoma Department Of Mental Health And Substance Abuse Services983 Words   |  4 Pagessubstance abuse is a significant problem in Oklahoma, to tackle this Oklahoma Department of Mental Health and Substance Abuse Services aimed to handle these problems using the Strategic Prevention Framework to empower local communities and help in implementing prevention strategies based on epidemiological data by establishing the Regional Epidemiological Outcomes Workgroup (REOW) network. Seventeen REOWs across the state assist to identify and use community resources for collecting, analyzing, and interpretingRead MoreHealth Disparities : Transportation Equity And Applied Theories Essay1661 Words   |  7 PagesHealth Disparities: Transportation Equity and Applied Theories Summary of the Problem and Applied Middle-Range Theory All people, regardless of demographics, race, age, or physical limitations, deserve to have access to available resources within their own community. According to the American Public Health Association (APHA), health equity is defined as: all individuals merit the opportunity to achieve optimal health (Health Equity, 2016); furthermore, health disparities are described as the â€Å"differencesRead MoreRhetorical Analysis : Attention Deficit / Hyperactivity Disorder ( Adhd )912 Words   |  4 Pagesthe United States (Centers for disease Control and Prevention, 2013). It is one of the most common disorders that can cause difficulty at school and home and can also remain into adulthood. The Centers for Disease Control and Prevention (CDC)publishes a web page on ADHD to inform and persuade the public that ADHD is a condition that they should be concerned about. The web page provides facts on symptoms, diagnosis, causes, treatment plans, concerns, statistics and research to help expand the audience’sRead MoreSleep Health : Essential For An Individual s Health And Well Being1418 Words   |  6 PagesAnn Dickerson Sleep health is essential for an individual’s health and well-being. Sleep disorders and sleep deprivation is an unmet public health concern. It is estimated that fifty to seventy million Americans chronically suffer from some type of sleep disorder, which in turn, effects daily function and negatively affecting health and longevity (The National Academy of Sciences, 2006). Sleep is increasingly identified as important to public health, for it has been linked to motorRead MoreEvidence Of The Need For Improved Suicidal Screening1474 Words   |  6 Pagesthe Need for Improved Suicidal Screening According to the Centers for Disease Control and Prevention (CDC) suicide is the tenth leading cause of death in the United States (US) as of the 2015 Suicide Facts at a Glance Report. In 2013 there were 41,149 suicides in the US which calculates to a rate of 12.6 per 100,000 or 113 suicides each day or one every 13 minutes (Centers of Disease Control and Prevention [CDC], 2015). Emergency departments are often a resource for those seeking assistance forRead MoreHealth Promotion And Disease Prevention1239 Words   |  5 Pagesbe anything wrong with living that way, the US Department of Health and Human Services (Healthy People 2020, 2010) set out to create a program to promote health across all stages of life. That is where Healthy People 2020 comes in. Healthy People 2020 is an approach with a set purpose, a list of multi sector priorities, and a program which affects nursing practice/patient care (Healthy People 2020, 2010). The US Department of Health and Human Services developed the â€Å"Healthy People† program overRead MorePreventing Falls Among The Elderly Population1390 Words   |  6 Pagesto having the proposed program fulfill a number of goals. The program is aimed to improve not only the health but also the function and quality of life of the elderly adult to reduce their likelihood of having falls. The primary aim of this health promotion program proposal involves gaining deeper insights to guide the assessment of the patterns observable in the status of the elderly’s health and community facilities in the elderly population of the specific district area. It is with hope in undertakingRead MoreHealthcare-Associated Infections Essay1079 Words   |  5 PagesAccording to the CDC in 2017, the United States has a growing number of public healthcare concerns that continues to climb with the growing population. (CDC, 2017) Sadly, the populations of our country that are already suffer ing the most are some of the most at risk for these public health concerns due to their lowered immune systems and overall health. One of the risks that tends to be one of the most glaring in the current society is healthcare-associated infections. Healthcare-associated infectionsRead MoreThe Aging Population On The Delivery Of Healthcare1225 Words   |  5 Pagesâ€Å"Baby-boomers† is a term that most healthcare professionals and students are quite familiar with. The term often relates to health care because many of the individuals in this group are beginning to seek care because of long term illnesses associated with aging. Therefore, it is vital for healthcare professionals to understand the significance of the term â€Å"baby-boomers†. In fact, by the year 2030, one in five people will be over the age of 65 and in 2050, that number will be close to 90 million olderRead MoreAgeing Between China And China1319 Words   |  6 Pagesand the life span increase througho ut the world. According to World Health Organization, in 2010, an estimated number of 524 million people were aged 65 or older, constituting 8% of the world’s population; by 2050, this number is expected to increase by 1.5 billion. The degree of ageing in China is more serious than in many other countries. China is facing a key challenge of developing widespread accessible and equitable health systems to satisfy the demands of the accelerating older population.

Media and Body Image Free Essays

â€Å"Media and Body Image† The People for the Ethical Treatment of Animals (PETA), an organization led by Ingrid Newkirk, fghts for the rights of animals all over the world. According to PETA (n. d. We will write a custom essay sample on Media and Body Image or any similar topic only for you Order Now ), its main goal is to give â€Å"attention on the four areas in which the largest numbers of animals suffer the most intensely for the longest periods of time: on factory farms, in the clothing trade, in laboratories, and in the entertainment industry’. However in the year 2009, the animal rights organization produced a billboard campaign that went beyond its mission statement. It can be said that PETA’s billboard campaign is npleasant to most people. It is evident in the campaign that it depicted an oversized woman wearing a swimsuit, with the caption: â€Å"Save the Whales; Lose the Blubber: Go Vegetarian†. Literally thinking, there is no connection between saving whales, and going vegetarian to lose weight. Clearly, PETA through the campaign is attempting to draw the connection between the ad’s target market and the whales that need to be saved. Is there certainty that PETA intended to create an offensive billboard campaign for people who are overweight? According to PETA’s writer, Liz Graffeo 2009), she and her team specifically launched the advertisement for the residents of Jacksonville. She added that the reason why PETA launched the advertisement is to help people of Jacksonville, â€Å"lose the blubber†, by becoming vegetarians. The real reason why PETA launched an advertisement is to persuade people to live a healthy lifestyle and not to promote whales’ wellbeing. In my opinion, as an animal rights organization, PETA does not have the right to compare fat people to whales. PETA has to realize that those people who showcase their bodies in different swimsuits are confident enough about their size. The human being should never be depicted as endangered like whales. To add, the poster is not only disrespectful to the obese but to the human race as a whole. If PETA wants to create an advertisement beyond its mission statement, it should be sensitive enough to the target audience of its campaign. Reference List PETA (n. d). Our Mission Statement. Retrieved from http://www. peta. org/about/ default. aspx Liz Graffeo. (2009, Aug 8). Lose the blubber: Go Vegetarian [Article]. Retrieved from http://www. peta. org/b/thepetafiles/archive/2009/08/17/10se-the- blubber-go-vegetarian. aspx Media and Body Image By vmsl How to cite Media and Body Image, Papers

Tax Law Taxes Consolidation Act

Question: Discuss about theTax Lawfor Taxes Consolidation Act. Answer: Introduction This case was particularly an income tax case where a appeal was made by the taxpayer with regard to his rights by the defendants against the refusal order of the High Court decision. In this matter it was specifically stated that it has been the duty of the court to observe the fair procedures and must construe the words of the sections which have been provided under the Taxes Consolidation Act 1997. So, the tribunal must grant effect to the language of the section and the words which have been used in the section specifically. Facts Employees of An Garda Sochna in the year 1996 confiscated certain amount of sum from the residence of the claimant on which certain traces of cannabis resin and cocaine were consequently established. The claimant was then approved on the point that such amount of sum must be paid to the primary defendant in prejudiced acquaintance of initial tax for the subsequent 4 tax years ending in 1997. But with respect to section 922 of the Act that the first defendant consequently issued notes of evaluation of income tax in relation of the claimant for these tax years by telling him that it would hereafter act as his Inspector of Taxes. So, a letter was sent to the initial defendant where the claimant supposed to request the evaluation. In reply to this, the initial defendant party wrote to the applicant. In such a application it was stated that with respect to section 933 of the Act, it was of the belief that he was not permitted to make a request as he had not abide by with the essentials as mentioned in section 957(2)(a) of the Act. Such an Act particularly specifies that it was a precondition of any petition that the arrival for the relevant year be granted in the approved form and the amount of tax as depicted in that section be paid. The claimant applied to the High Court in a manner of judicial review for the pronouncements of the writ of certiorari for nullifying the appraisal for income tax and statements that the evaluations had not turn out to be final and conclusive and that the time for carrying a petition against them had not initiated. The High Court then refused the request which was made by the claimants. The claimant then made a plea against the order of High Court to the Supreme Court. Tax Laws Section 922 of the Taxes Consolidation Act 1997 specifically mentions that where a statement would not be received by the Inspector of Taxes from an individual who was responsible to be charged for the purpose of income tax then the Inspector shall make a judgment to income tax on that individual. Section 933 of the Act of 1997 specifies that an aggrieved party by any evaluation to income tax was permitted to make a plea to the Appeal Commissioners on giving notice in writing to the Inspector of Taxes within 30 days of the date of the notice of judgment. Additionally, it grants that if the Inspector was of the estimation that the individual who has granted the notice of appeal was not permitted to make such an petition so the person shall decline the application and inform the individual in writing by indicating the causes of the refusal and that individual was then permitted to make a petition that denial to the Appeal Commissioners within 15 days from the matter of the notice of denial. Section 957(2)(a) of the Act grants that where an Inspector of Taxes makes a evaluation with respect to section 922 for an individual in relation to self-assessment. So, no appeal shall lie against that evaluation unless the declarable individual distributes both the return and pays the tax that would have been owed if an evaluation had been made and further grants that the time for bringing a plea against the evaluation shall be indulgenced as beginning when the return has been transported and the tax was payable. Conclusion So, at the end it was concluded by the court that the sections of the Act did not inflict any obligation in regard to tax but rather outline the apparatus by which the taxpayer was to be evaluated and the proper tax taken. As a result, in interpreting those sections, the tribunal had to pertain the usual principles of creation of regulations which were that the obligation of the tribunal was to provide effect to the aim of the governing body whose intent was to be collected from the language which was engaged, having due respect to the context in relation with which it was engaged.

My Favorite Hobby Is Writing free essay sample

My love of writing began in elementary school. English classes were great, but creative writing assignments made them better! I was more content with creative writing, rather than learning basic grammar rules. As I grew older, I didnt write much. It seems like I lost interest temporarily. All of that changed when I lost my grandfather in seventh grade, only to have my friend move after eighth. It was then I began writing again. Poetry was my friend. I wrote poems to help cope with emotional overload.I would like to write short stories. I have been unsuccessful at my attempts. This will not stop my efforts to do so. Ill just have to keep on trying. Im still writing creatively thirteen years later (in 2004). Although I havent many writings, I hope to have a professional writing career in the future. You never know, I might become famous one day. We will write a custom essay sample on My Favorite Hobby Is Writing or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Im working at it! I cant imagine my life without writing. When I write, I lose myself. The world could knock on my door, and I would be deaf to the thunderous banging’s.In a world where its not hard to get hurt, writing is a comforting arm across my shoulder. I never knew Id come to love writing as much as I do. Writing is like a best friend. Friends that will never turn his/her back on me in troublesome times. My writing comforts me when Im upset, ; excites me when I think about certain people whom I cherish. When I get bad reviews or ratings? Its easy to sit cry. I may be disappointed, but not beaten. It just makes me want to write more. I know Im not the most perfect writer, and no one ever is. It takes time, but its worth the trials triumphs. I can write just as good as the next. Writing is my gift. The gift I received from the Divine Mother Father. I almost lost it, but they encouraged me to keep going. Once again, my passion for writing has overwhelmed my life. I do not regret it either. Im thankful that my Lord and Lady gave me another chance at writing. My gift is one I can honestly say Im proud of.

Getting a feel for the female

Getting a feel for the female Slaughterhouse Five Logan Varnell Expository Writing 1010-089The fictional novel, Slaughterhouse Five by Kurt Vonnegut, is innovative to its genre because even though it has fantasy events listed throughout the novel, it also has genuine events in it too. The events help tell the story of Billy Pilgrim, which also helped with the time traveling, because of the different events that happened throughout the 20th century. In the novel, it lists events such as the bombing of Dresden that actually happened at the end of WWII. The bombing is brought up several times throughout the novel, which leads back to the time traveling. The time traveling back and forth through the actual events make the novel innovative to its genre because while it's listed as a fictional novel, the actual events that happen could create an argument that the genre could be misleading which is rather unique for a fictional novel.English: This is a photo of architect Bernard Vonn...The genre conventions throughout t he novel consist of distant space traveling and extraterrestrials. These events clearly make the novel fictional because from what us as humans know, none of that exists or is even possible. The Tralfamadorians that kidnap Billy Pilgrim, take him to their planet, and make him a slave/zoo animal do not exist, so that could never happen. That would make the novel fictional by default. That would then back up the genre conventions that are presented in this novel. Another genre convention in the novel is time traveling. Throughout the novel, Billy jumps from one event to the other in a matter of seconds. The book is not written chronologically, and so you just have to assume that Billy is time traveling. The process of time travel does not exist and so therefore, you would have to categorize the genre of this book...

Contemporary Retail Environments Essay Example | Topics and Well Written Essays - 3500 words

Contemporary Retail Environments - Essay Example Shopping is no more a simple act based on the human need, exchange of the currency and the goods but much more. The perception of shopping and its experience differs as few people perceive it to be a part of entertainment, act of expression, path for happiness and stress therapy (Tuttle, 2010). The experience of the shopping is judged by the accomplishment of the individual perception in the retail environment. Shopping can be deciphered as a contradiction that yields both pleasures and anxieties among the people based on their experience. The concept of shopping experience has changed to a greater degree for the modern shoppers based on their psychology, lifestyle and requirements. Consequently, the shopping experience is the point at which the tension, promises of modernity and postmodernity are apparent. The experience of shopping can be evaluated by the people on the basis of the information gathered, product variety and wide range of products. The easy accessibility of the servi ces and goods through the use of online sources and mobiles has made the shopping experience convenient, economical and exciting (Falk & Campbell, 1997). Shopping experience can be a recreational aspect depending on the consumer behaviour and their considerations. Shopping experience is cherished by meeting the emotional value and affect behaviour of the individual. As illustrated by Levy, â€Å"People buy products not only for what they can do, but also for what they mean† (Hirschman, 1986). The objective of the essay is to emphasise the shopping behaviour and experience of the individuals in the retail environment. It evaluates the component, motivational factors, role of environment and the models to explain the shopping experience. Explanation of Shopping Experience The shopping process is initiated by the need recognition of the individuals. It the behaviour by which the unwanted needs of the individuals are realised and are being fulfilled in the retail shop. The needs of the people differ and so the choice of buying, some prefer design over brand, some look for uniqueness and some consider budget. It is observed that before buying a product customers tend to gather information by searching for the same products in various shops. This process of gathering information and taking advices are part of the holistic shopping experience. Information gathering through various sources to get the knowledge about the price of the product, availability and features influence the shopping decision of the individuals. Moreover, the evaluation of the alternatives is a part of shopping wherein the personal views and opinions along with advices from the friends influence the decision process of the individual. The huge displays of the products in the retail environments affect the process of evaluation of the individuals and make their shopping process easier or at times complex. Individuals tend to shop based on their need but at times due to the influence of ret ail environment they tend to buy products which are not desired by them before coming to the retail shop. The impulsive shopping makes the experience of shopping great as it signifies the fulfilment of the undesired

Should all father's be given parental responsibility automatically by Essay

Should all father's be given parental responsibility automatically by the law - Essay Example This is quite unfair to the father. As it stands, the law can be said to be wanting for various reasons. The number of births outside marriage continues to grow as a fraction of the total number of births. In 1996, the Lord Chancellor's department figures showed that 35.8% of births on UK were outside marriage, of which 58% indicated both parents living together (Townsend and Baker 1998). This shows an active continued participation of the father in the life of both the mother and the child. As well it is a clear indication of a significant number of mothers holding no reservations to the fathers' participation in their lives, prescribing that of their children (Anne and Probert 2004). Two principal means by which fathers acquire parental responsibility are parental responsibility agreement with the mother,( and registering it with the principle registrar of the family division), and parental responsibility orders. Looking at both, the figures show that a very small percentage of the parents has pursued these means. In 1996, despite registering 232,663 births outside of marriage, only 5,587 parental responsibility orders were given by the courts and a meager 3,000 parental responsibility agreements were registered. ... This is not necessarily a show of lack of concern on the unmarried fathers part. Instead, it brings to light the common assumption that living together outside of marriage grants one common rights before the law. The long judicial processes are in any case, not ideal for anyone. Granting automatic parental rights would go along way in ensuring that these fathers do not have to worry about the long judicial processes but take up their roles as they ought as early as possible. Otherwise, they might continue to avoid the imagined or real humiliation and intimidation in the court or getting an attorney to help them in the signing of the agreement (Lewi Gatvitz and Clarke). Without a doubt, generally categorizing all unmarried fathers as irresponsible or as being of questionable character as the law currently does, as deceptive a heuristic as it is dangerous. It is deceptive because unmarried fathers are just a small representation of what the society is. If we pick married fathers or unmarried mothers or married mothers as other representations of the society, then we will find that there are also men or women who conduct themselves poorly within them. Marital status does not automatically mean a certain character, good or bad (Townsend and Baker 1998). The law should be the first to reflect this reality. If this was the attitude in law then automatic parental responsibility would smell closer for the unmarried fathers (Townsend and Baker 1998). The discrimination due to marital status would end too. Fathers have both a practical and a symbolic significance to the lives of children. To enable them be more effective fathers, the law should seem to acknowledge the importance of the father-child bond. By denying unmarried fathers parental responsibility, they are also

The Human Eye Essay Example | Topics and Well Written Essays - 750 words

The Human Eye - Essay Example The genes that govern many aspects of light detection, eye development, and neural development are the ones directing these processes in jawed vertebrates. These outstanding similarities to the eye of jawed vertebrates are far too many to have emerged separately. There are no living representatives of ancestry that split off from our line in the past 50 million years. Eyes of the hagfish differ intensely from the vertebrate standard even though they are vertebrates. This is because the eye of the hagfish lacks a cornea, iris, lens and all of the normal supporting muscles. Its retina consists of just two layers of the cell instead of three. Each eye is buried deep beneath a translucent patch of skin. The eye can undergo enormous degeneration and can be even lost altogether in as little as 10,000 years. The hagfish eye is not involved in vision but instead offers input to the part of the animal’s brain that controls crucial circadian rhythms, as well as seasonal events like breeding and feeding based in part on this parallel to the pineal gland. Mammalian eye also shows telltale clues to its evolutionary origin during embryological development. The circuit of the mammalian retina starts out in contrast to that of the hagfish, with the photoreceptors linking directly to the output neurons. Photoreceptor cells across the animal kingdom fall into two different classes- ciliary and rhabdomeric. Ciliary photoreceptors are accountable for sensing light for nonvisual functions in the vast majority of organisms.

Sequel To The Unprecedented Changing Business Environment Commerce Essay

Sequel To The Unprecedented Changing Business Environment Commerce Essay Sequel to the unprecedented changing business environment due partly to the global economic crises , rapid technological innovations, globalisation, shareholder primacy (Bratton and Wachter 2008) and several other factors, employers are driven to effect transformational changes in order to remain profitable and equally retain their competitive edge. Recently, research has suggested some different strategic ways to achieve this goal such as creating a new way to working (Thomson 2008) which explores the concept of virtual offices, stores, sales etc. thereby driving down employee expenses and other running costs. This model seemed to have worked for most organisations as evident by the growing number of organisation adopting this concept (Waddell 2010). However, Lu (2011) warns that there are traps to be careful of in adopting these transformational changes. Calif and Meyers (2011) defined virtual office as a model that eradicates customer -employee contact without compromising the originality, productivity and the image of the organisation. Tengo Ltd having adopted the internet exclusive virtual sales model since its inception in 2000, has created a call centre to address issues ranging from customer complaints, technical support, product and accessories order, to other customer/clients enquiries (Wilton 2010) since there are no office or stores to handle such complaints. This makes the call centre critical to the success of Tengo Ltd and therefore a need to employ employees with the right skills and commitment to a high standard customer service delivery. According to the case (Wilton 2010), recent review has indicated that the success stories in the past three years has caused the organisation to overstaff its call centre and this calls for an employee restructuring. The strategic decision to restructure is due to several external and internal factors that affect the delivery of Tengo services (ibid). This report critically examines the Tengo Ltd case, taking into account the external and internal factors driving the change, the leadership issues observed, employee management style and motivational issues involved in the case. 2.0 External and Internal drives for change at Tengo Ltd Changes are a part of flexible organisations with the aim of keeping their customers satisfied (Kotter and Schlesinger 2008) however, to successfully implement the changes, organisations should properly analyse why they need the changes, how they hope to effect the change and the scope of change with a well laid change management process that considers the effect of change on the employees (employee relations) (Thurley and Wirdenius 1991). 2.1 External change drivers at Tengo Ltd The use of mobile social and other communication solutions have increased over the last 10 years (Ellis and Taylor 2006) and have reached a stage where all conversations are communicated on technological devices and media; from political leaders (Obamas facebook campaign), industrial executives, disaster managers to supply chain management. The growing need to achieve results using call centres as a one-stop point of contact to resolving all its customer and supply-chain issues is one of the most important external drivers for change in the call centre industry (Avaya 2011). Tengo Ltd seems to be caught-up in the technology drive as other call centres as it has decided to invest more in its contact centre by purchasing the IVR (integrated voice response) to help improve the services of its unsatisfactory customer service. It is observed here that the investment in the new automated system that was supposed to improve the quality of service and speed up service response failed as cust omers remained dissatisfied. One good question to ask is if this is a result of the poor implementation strategy or in the organisation of work within the company. Another external driver to change is the business strategy. When businesses change their business strategies they implement the change in their operations (Wilton 2010). The most common business strategy employed by several companies and the call centre sector is cost reduction (McAfee 2011; Wilton 2010). The general belief is that if organisations reduce their employee costs against their income, it will increase the profitability of the organisation. However, cost reduction could be a tricky business strategy to implement. This is because the cost of the reduction might not outweigh the benefits hoped to derive or a total failure of the planned alternative. Tengo Ltd is focused on reducing its employee expense at the cost of employees and as seen in the case, the alternative solution not being a success. This strategy mirrors the Thurley and Wirdenius (1991) action-centred and directive strategy as it could be seem as a forced strategy that has not considered how this will affect the employees nor have a psychological contract with the affected employees but focused on deriving the implementation of both its business and technological strategies. According to Mcgregors X-theory, managers most times focus only on profitability of their firm and therefore try to enforce organisation objectives on employees even when employee dislikes the objective based on the assumption that an average employee dislikes work. However a more modern principle of change management called the triple bottom line focuses on the profit of the organisation and its trade, the people who are central to the operations of the company (employees customers) and the planet where the operation is performed (corporate social responsibilities) (Tullberg 2012). This is based on the psychological contract approach that an organisation that deals fairly with its employees and socially considers the environment where it operates will naturally be profitable. For example a company that allows flexibility and a good reward management system will have its employees contribute more and be more committed to the objectives of the company (Atkinson and Hall 2011). If the same company in consideration of its environment adopts a green initiative by eradicating paper usage in its operation and goes virtual (Calif and Meyers 2011), the company will equally by that initiative be reducing some running stationary cost thus helping the organisation to be more profitable by reducing costs and increasing productivity. This report uses the psychological contract theory to critically analyse the internal drivers for change and the changes that occurred in the firm and judge by the various theories if this change was a success. 2.2 Internal change at Tengo Ltd Internal factors like external factors have been found to drive changes (Kotter and Schlesinger 2008; Wilton 2010). 2.2.1 Job Design One of the internal changes observed at the Tengo Ltd is the change in its job design. Prior to the change, employee in the call centre had always performed variety of roles thus allowing employees to be multi-skilled and increase the fluidity of employees as they could move between different departments. According to Julia and Susanne (2012) Organisations reduce their exposure to intellectual capital risk by adopting a job rotation scheme where employees could move around cross-functionally and cross-departmentally. In contrast to this ideology, Tengo Ltd has adopted a mechanistic industrial approach similar to Taylors scientific management recommendations as a method of job design that helps increase job specification and is a good support for an automated environment (Niebel 1989). Could Tengo Ltds decision to encourage job specialisation be as a result of its complementary nature to its business strategy to reduce cost, as one of the benefits of the approach is that it helps to d ecrease training, mental overload, staffing difficulties, or because it helps to reduce errors sue to specialisation of duties? However, Salvendy (2012) highlighted several downsides to this job design approach that are more people and process related which are equally observed at Tengo Ltd. Based on the above argument, one can say that the failure of the restructuring at Tengo Ltd is due to the un-interesting process that specialisation introduces causing boredom as employees repeatedly perform the same function, and its non-communicative/non-employee involving approach to change causing dissatisfaction among employees and ultimately evidenced by a high employee turnover after the restructuring. 2.2.2 Training and Development In the recent psychological contract theories, based on the assumption that the relationship between an employee and his/her employer is that which is mutually concerned with expectation of equal input and output. One of such theories is the equity theory which states that employee have a desire to be treated fairly and equally in the workplace and that they expect to receive benefits for their input to the organisation (Allen and White 2002). Although this theory was first postulated by Stacy Adams in 1965, this theory explains the natural expectation of humans to receive equal measures for their input. One of such output or reward that employees expect is training and development opportunities within the organisation. Recent research has identified training and development programs as a core factor to employee performance (Lawler Iii 2003), with several organisations now organising in-house trainings, online training, blended learning as ways to improve on the former classroom or o n the job training that existed before now. Many companies conduct induction trainings for new recruits to understand the organisation and the functions they will be performing in the company. While others go on after the induction training to conduct specialised trainings or send their employees to off-site trainings so that the acquire new skills relevant to their industry and bring these skills to help improve performance within the company (Rowley 2000). According to him, organisations who train their employees should see them as valuable assets and thus have a plan for employee retention. Malila (2007) however warns that the absence of training opportunities within organisations may lead to skill drought. With its intention to reduce the cost for training and development programs, Tengo Ltd has exposed its organisation to the treat of skill drought as new entries might not be able to get the right training form senior employees who have not been trained themselves and this may lead to dissatisfaction. Without training and development, employees may begin to see that there is no career growth path for them within the company and given that the repetitive function approach rarely challenges them, one can suggest that this is a cause for the high employee turnover in the company. 2.2.3 Employee turnover Considering the high level of turnover experienced at Tengo Ltd, this report questions the reason for such high turnover. Can this be ascribed to the management style and work process in the organisation, or is it an industry practice within the call centre sector? According to Wilton (2010), there are two distinctive types of call centres. One is characterised by its interaction work flow model with customers described as simple, but with high targets, strict scripts and strict call handling that sees the call advisor spending more time on the phone receiving more calls than the more complex quality focused model where solving the customers problem is the key focus. This allows the call advisors to be more flexible with the scripts, create individualised interaction with the customers but receiving lesser number of calls and having no restriction on time spent with each customer. Lyndon (1993) suggests that since the flexible quality focused model allows employees to be more discret ional and are less monitored, employees derive more satisfaction with this model however call centres are mostly measured by the number of calls they receive in a period. This is one of the reasons for Tengo Ltd investing in IVRs to enable it receives more calls in the hope to increase its customer satisfaction. The turnover at Tengo Ltd is both functional (causing loss of key employees, loss of skills and failed investment) and dysfunctional (loss of unskilled employees and non-performers). It is also noteworthy to note that the strict control management style which is more Taylor oriented is applicable to the model which requires call advisors to receive more calls and is strict with the call handlings and call scripts. This type of management approach could also de-motivate employees and consequently high turnover as observed in Tengo Ltd. 3.0 Motivational Issues Given the different arguments above, there are pointers that Tengo Ltd has some motivational issues in the implementation of its restructuring. One of the issues identified at Tengo is the relatively low employee benefit, and harsh working conditions in which its employees are subjected to work compared to competing employers in the region. According to researchers, motivation is simply the reason why people put more effort into what they do in order to yield better results (Aiqiang 2009; Cooper 2004; Hennessy and McCartney 2008; Reissner 2011; Wilton 2010). According to Reissner (2011); Tullberg (2012); Wilton (2010), employees are motivated by intrinsic and extrinsic factors. Intrinsic motivations is when employees are self-motivated to do or perform an activity. This is derived when there is more freedom for employees to act using their discretion, skills and thereby creating opportunities for themselves. Although hard to measure, intrinsic motivation is the key to innovative and creative thinking /leadership (ibid). The importance of extrinsic motivation should not however be neglected as this encourages employees to do more knowing that their employers are concerned with them (Wilton 2010). Few of the ways employees can be extrinsically motivated is by fulfilling their expectations in terms of monetary rewards, promotions, trainings, words of appreciation, and job security. Employees are also motivated by the level of communication between them and management in times of change. From the case, it is apparent that the organisation did not employ any communication with the employees before implementing its restructuring plan. This tends to open up the problems that might be imbedded in the change process and helps employees buy-in to the change with their respective feedbacks. 4.0 Recommendation and conclusion The intention of Tengo Ltd to restructure its organisation in order to stay competitive can be a way to ensure its sustainability however, the company has not implemented its change program with the employees in mind. The result of this implementation caused the company an increased level of employee turnover. In seeking to address the employee turnover issue Tengo must first readdress its management system especially its job design to a more motivational approach that helps to engage the interest of employees in the organisation by conducting training sessions to improve their skills. It is equally good for Tengo to consider re-introducing its job rotation model, such that the monotonous repetitive boredom caused by over specialisation will be eradicated, consider re-engineering its recruitment process to attract skilled and educated employees. More importantly focus on its employee working benefits and terms of employment such that it meets up with those of the competing call centr es in the area. In order to understand the dynamics of labour turnover, Tengo Ltd should conduct exit interviews for exiting staffs to have an understanding of reasons for the high turn-over while it remains paramount for Tengo Ltd to ensure it monitor employees emotional activity throughout the change life-cycle to eradicate any potential problems. This study has revealed the different issues encountered in the change process and possible ways to address them in order to increase employee commitment, creativity and remain competitive in the face of increasing technological demand and business changes.

Teen Pregnancy :: Teenage Mothers

Over the past few years teenage pregnancy rates have grown substantially. More than one million teenagers will become pregnant this year in Canada, and the number is growing. Many socioeconomic factors influence pregnancy rates, such as; different races, different religions, financial status, education and family background. Another influence is the sexual education children are receiving or not receiving at school and at home. While the problem of teenage pregnancy is acknowledged, solutions are coming slowly.   Ã‚  Ã‚  Ã‚  Ã‚  Some parents feel that pregnancy is a result of the lack of sex education courses taught in schools, while others feel that these courses end up encouraging teenagers to become sexually active. Studies have been done to find out just how important sex education courses are, and what effect they have on pregnancy rates. 'The amount of sex education they receive is not as important a factor, according to a new study.'; (Fewer girls get pregnant when involved in community, E8) Toronto Sun, 1998) Other sources say:   Ã‚  Ã‚  Ã‚  Ã‚  'Sex education courses, advocated to prevent teen pregnancy but denounced as encouraged sexual interest, appear to have little or no effect on teens' sexual activity. Such courses also have no noticeable effect on contraceptive use and pregnancy rates among teenagers. It was found that while students do learn about sex and contraception, they do not appear to alter their behavior.'; (Okie, 1996) The courses that are offered in schools have proven not to have any influence on the teenage pregnancy rates. The reason for this may be that the courses are just not being taught effectively or are targeting the wrong age group:   Ã‚  Ã‚  Ã‚  Ã‚  'Two major goals of the school sex education programs are to reduce the incidence of unwarranted pregnancy as well as the rates of AIDS and other sexually transmitted diseases. However, to be effective, programs must begin early. If we wait until an age when most adolescents are sexually active, we might have to combat an acquired behavioral pattern of ineffective STD/pregnancy prevention behavior. Some statistics found that in the 1984 survey of school superintendents found that children do not all seem to know what we expect them to know.   Ã‚  Ã‚  Ã‚  Ã‚  It was found that 50% of schools offered a family life education program. Whereas 87% of urban districts had a program, only 25% of rural districts had a program. Canadian school children ages 9, 12 and 15 showed a considerable lack of sexual education. Only 35% of grade 7 students knew that is was possible for a

Art History French Revolution Analysis Essay

A very distinct difference between A and B, is that A shows that Napoleon in a different light, as a power hungry and power crazed man and the phrase â€Å"..absolute power corrupts absolutely..† applies very perfectly in this painting. His paintings have evolved from the purpose of propaganda for the revolution and promoting his image as a hard-working and patriotic man to promoting his power, wealth and less than subtle military process in this painting, and it also shows a rather discrete relation to the paintings that the Bourbon Kings may have commissioned to have been painted for them. Painting B was painted in 1804, before Napoleon became corrupted with the power and wealth that comes with his position and interprets his character as a hard-working man, with equality to others. Painting A was created in 1806 two years after painting B, and it confirms the results of his corruption and changed character and perspective. B shows Napoleon with the attributes previously stated, a hard-working and patriotic man. This painting shows that he is hard working by painting him in his study, thus perhaps suggesting that he had a decent and educational upbringing. Another aspect in this painting that shows that he is hard-working is that his right hand is on a stack of papers on the Napoleonic Code that he perhaps just finished writing, showing that he is different from the Bourbon Kings, who could not and would not do any administrations. B shows that Napoleon is patriotic because of many reasons. One, being that his clothing colour is one of the patriotic colours of France (red, white and blue are the patriotic colours of France). Two, being that in the background there is a window overlooking Paris, the rebuilt Notre Dame in particular implying that he is with the people and for the people and of the people. Three, being that his sword hung beside his hip to show that he is always prepared to defend his country against any menaces. Painting A’s style is very different style from painting B. Painting B is rather modest and using rich colours, but has less luxurious texture than painting A gives, whereas painting A uses even more magnificent and rich colours and the texture of his clothing and accessories are even more lavish than painting B. we can see a difference in Napoleons face as well, in this painting, his face looks like it has been caked with white powder, much like the Royals used to do, and his face is also much more expression-less than painting B. B at least shows some degree, although quite small, of emotion. His face portrays a rather serious emotion. The angle of which we view the Napoleon has also changed quite drastically and contradicts one of the Napoleonic Codes that he himself created. In B we are looking at Napoleon on an equal level, showing that although our statuses may not be the same, we are still equal, one of the most important things that the revolution strived to achieve, Egalite (equality). However, in Painting A we are gazing at Napoleon who is sitting above us, on a throne with a range of royal and exquisite items. The change in position clearly indicated the sign of his corruption and the nullification of one of the codes that he created for the people which was that all people shall be treated equally. In this painting we look above to see him, as if he is of a higher class than the people of Paris, above them. His clothing difference is also very dire as well. His clothing in painting B is modest, and thoroughly middle-class while also representing his support in the Revolution by wearing a Revolution colour (red). The texture of the fabric seems to be rather harshly depicted in the painting, which perhaps was meant to show that he did not spend an unnecessary amount of money buying an over-excessive amount of clothing and other various luxuries like the Royals and the upper-class. The fabric of his clothing is painted in a much more overgenerous manner in painting A than painting B. David paints his fabric with sinuous lines and rich colours. The clothing that he wears in this painting shows his corruption, that he has spent the unnecessary and excessive amount of money for such luxuries. Another sign of his corruption shown in his costume is the crown that he wears on his head. Crown, symbolizing royalism. Crown, symbolizing that he fancies himself the King Of France, after all the codes that he has created to distill the peoples fears of a dictator, a dictator was still what they have received. He may not obviously be flaunting that he is in fact dictating, but he is still dictating in a more indistinct fashion. He uses clever manipulations of thoughts and opinions about him by a clever use of marketing strategies, which enhances his image and persona and most importantly his rule.

Intel Code of Conduct

Intel Code of Conduct INTEL CODE OF CONDUCT MAY 2, 2007 Our Mission Delight our customers, employees, and shareholders by relentlessly delivering platform and technology advancements that become essential to the way we work and live. Our Values Customer Orientation We Strive To: †¢ Listen and respond to our customers, suppliers and stakeholders †¢ Clearly communicate mutual intentions and expectations †¢ Deliver innovative and competitive products and services †¢ Make it easy to work with us †¢ Excel at customer satisfactionRisk Taking We Strive To: †¢ Foster innovation and creative thinking †¢ Embrace change and challenge the status quo †¢ Listen to all ideas and viewpoints †¢ Learn from our successes and mistakes †¢ Encourage and reward informed risk taking Discipline We Strive To: †¢ Conduct business with uncompromising integrity and professionalism †¢ Ensure a safe, clean and injury-free workplace †¢ Make and meet c ommitments †¢ Properly plan, fund and staff projects †¢ Pay attention to detail Great Place to WorkWe Strive To: †¢ Be open and direct †¢ Promote a challenging work environment that develops our diverse workforce †¢ Work as a team with respect and trust for each other †¢ Win and have fun †¢ Recognize and reward accomplishments †¢ Manage performance fairly and firmly †¢ Be an asset to our communities worldwide Quality We Strive To: †¢ Achieve the highest standards of excellence †¢ Do the right things right †¢ Continuously learn, develop and improve †¢ Take pride in our work Results OrientationWe Strive To: †¢ Set challenging and competitive goals †¢ Focus on output †¢ Assume responsibility †¢ Constructively confront and solve problems †¢ Execute flawlessly INTEL CODE OF CONDUCT MAY 2, 2007 From Intel’s President and CEO Intel competes in fast changing markets. We conduct business in geogr aphies around the world. In this environment of unprecedented change and opportunity, our path to continuing success is clear – uniting under a common vision, shared values and a consistent standard of conduct.Our business success has always depended on our ability to build trusted relationships – with one another, customers, suppliers, governments and communities. But, trusted relationships don’t happen over night. They’re built over time, on the integrity of every decision we make, every expectation we set and every action we take. Everything we do, big or small, can have big and lasting impact. Sometimes, the right action isn’t obvious. But we have our compass: a mission, a set of shared values, and our Intel Code of Conduct.This Code of Conduct represents Intel’s expectations of what it means to act ethically and within the boundaries of the law. Understand the Code. Discuss it, follow it, use it. Find the resources on the Ethics and Com pliance intranet site to help you apply the Code to your day-to-day work. The Code is the standard of conduct that unites us, strengthens and allows us to continuously deliver value and build trust year after year. Integrity beyond reproach is our commitment, our foundation and our future. Paul S. Otellini President and CEO INTEL CODE OF CONDUCT MAY 2, 2007 Table of ContentsCode of Conduct †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 Intel Conducts Business with Honesty and Integrity †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 Conducting Business with Customers, Suppliers, and Others†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 Taking Corporate Responsibility†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 Preparing Accurate Financial and Other Records†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 Intel Follows the Letter and Spirit of the Law †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Antitrust †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Bribery and Anti-Corruption †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3 Environmental Management and Compliance †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 Import and Export Compliance †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Insider Trading †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Intellectual Property †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Privacy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Public Communications †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Intel Employees Treat Each Other Fairly †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Open and Honest Communication †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Equal Employment Opportunities and Discrimination †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Anti-Harassment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 Safety †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 Intel Employees Act in the Best Interests of Intel and Avoid Conflicts of Interest †¦.. 8 Conflict of Interest Examples †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Handling Conflicts of Interest †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Gifts and Entertainment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Intel Employees Protect the Company’s Assets and Reputation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 Protecting Physical Assets†¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 Maintaining Information Security †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10 Safeguarding Trademarks and Brands †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Representing Intel †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Asking Questions and Reporting Concerns †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 Ways to Seek Guidance and Report Concerns †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 Non-Retaliation Policy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 Approvals and Waivers †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 Reminders †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 12 Code of Conduct Glossary Terms and Definitions †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 13 INTEL CODE OF CONDUCT MAY 2, 2007 Code of ConductSince the company began, uncompromising integrity and professionalism have been the cornerstones of Intel’s business. In all that we do, Intel supports and upholds a set of core values and principles. Our future growth depends on each of us understanding these values and principles and continuously demonstrating the uncompromising integrity that is the foundation of our company. The Code of Conduct sets the standard for how we work together to develop and deliver product, how we protect the value of Intel, and how we work with customers, suppliers and others.All of us at Intel must abide by the Code when conducting Intel-related business. The Code affirms Intel’s five principles of conduct: †¢ †¢ †¢ †¢ †¢ Intel Conducts Business with Honesty and Integrity Intel Follows the Letter and Spirit of the Law Intel Employees Treat Each Other Fairly Intel Employees Act in the Best Interests of Intel and Avoid Conflicts of Interest Intel Employees Protect the Company’s As sets and Reputation Intel Conducts Business with Honesty and Integrity One of Intel’s core values is to conduct business with uncompromising integrity and professionalism.We put this value into practice by: †¢ †¢ †¢ Treating customers, suppliers, and others fairly, Acting as a responsible corporate citizen, respecting human rights, and managing the impact of our business on the world around us, and Keeping accurate financial and other books and records. Conducting Business with Customers, Suppliers, and Others Intel’s success is based on strong relationships of mutual respect and trust with our customers, suppliers, and others. To maintain these strong relationships, we treat everyone we deal with the way we would expect to be treated: with fairness, honesty, and respect.In our marketing and in our interactions with customers and potential customers, we always represent Intel products and services fairly and accurately. Taking Corporate Responsibility In tel has a long-standing, global reputation as a responsible corporate citizen. For us, corporate responsibility means achieving business success in INTEL CODE OF CONDUCT MAY 2, 2007 1 ways that uphold our values and high standards of ethics and that demonstrate respect for people and the planet. Intel intends to be a leader in encouraging education and enhancing the communities in which we do business.We do this by challenging ourselves and others to continuously improve, inspire, and strengthen our communities, as well as enabling technologies that improve the lives of people around the world. We demonstrate respect for people and the planet and ask all our employees to consider the short and long-term impacts to the environment and the community when they make business decisions. In all Intel-related activities, we need to uphold Intel’s long-standing, global reputation as a role model for socially responsible behavior. Preparing Accurate Financial and Other RecordsIntelâ⠂¬â„¢s financial and other business records shape the business decisions we make. We are responsible for ensuring that Intel’s books and records are full, fair, accurate, timely, and understandable reflections of the company’s operations and business activities. Any records required by our jobs at Intel, such as time cards and expense reports must be accurate and complete. If questions arise, ask a direct or other manager for assistance. If you become aware of records that may be inaccurate, report the situation immediately to a direct or other manager.Intel does not support or condone preparing false records under any circumstances. Intel employs auditors to ensure that the way we conduct business and keep records is consistent with relevant accounting standards. We must cooperate with auditors and ensure that anyone acting under our direction also cooperates with auditors. Intel Follows the Letter and Spirit of the Law As a global company Intel must comply with the l aws of the many countries in which it does business. We are each responsible for knowing and following all applicable laws or regulations.We also must act in a manner that upholds the spirit and the intent of the law. Where the Code or company guidelines differ from local laws or regulations, we must always follow the higher standard. If you believe the requirements of the Code conflict with local law, consult Intel Legal. Violations of laws and regulations have serious consequences, both for the company and for the individuals involved. Therefore, when questions arise on these or other legal matters, you should always seek guidance from Intel Legal. INTEL CODE OF CONDUCTMAY 2, 2007 2 Some of the more common legal topics we encounter include antitrust, anticorruption, environment, import-export, insider trading, intellectual property, privacy, and public communications. Antitrust Antitrust laws, sometimes also called competition laws, govern the way that companies behave in the mark etplace. Antitrust laws encourage competition by prohibiting unreasonable restraints on trade. The laws deal in general terms with the ways companies deal with their competitors, customers, and suppliers.Violating antitrust laws is a serious matter and could place both the company and the individual at risk of substantial criminal penalties. In all regions and countries where Intel does business, Intel is committed to competing vigorously but fairly for suppliers and customers. To adhere to antitrust laws, we must not: †¢ †¢ †¢ †¢ Communicate with any competitor relating to price, any term that affects pricing, or production levels, Divide or allocate markets or customers, Agree with a competitor to boycott another business, or Put inappropriate conditions on purchases or sales.When questions arise, contact Intel Legal for guidance. When dealing with distributors, we need to follow Intel’s pricing and merchandising policies carefully. The executive respons ible for distribution sales and marketing for a geographic area has more particular information regarding local procedures to be followed in dealing with distributors in that area and can answer questions. Bribery and Anti-Corruption Many countries have bribery and other anti-corruption laws that are intended to prevent companies and individuals from gaining an unfair advantage and from undermining the rule of law.We must never offer or accept bribes or kickbacks, and must not participate in or facilitate corrupt activities of any kind. This prohibition on offering or paying bribes also applies to third parties acting on Intel’s behalf, such as contractors or consultants. We must never engage a third party who we believe may attempt to offer a bribe to conduct Intel’s business. When doing business with governments, consult with Intel Legal to be certain you are aware of any special rules that apply, and obtain approval from Intel Legal before providing anything of valu e to a government official. INTEL CODE OF CONDUCTMAY 2, 2007 3 Environmental Management and Compliance A number of environmental laws, standards, requirements, and policies apply to our worldwide business operations, practices, and products. We have a responsibility to understand and follow these requirements, including: †¢ †¢ Conserving energy, water, raw materials and other natural resources, and Managing materials and wastes properly. We support a precautionary approach to the materials used in our products and strive to reduce and minimize the use of hazardous materials and the environmental impact of our manufacturing technologies.Intel expects our suppliers and others to comply also with all applicable environmental laws and standards in their operations. Import and Export Compliance In every country in which Intel does business, laws and regulations govern imports and exports. Many of these laws and regulations restrict or prohibit the physical shipment of Intel pro ducts or the transfer or electronic transmission of software and technology to certain destinations, entities, and foreign persons. In many cases, the law requires an export license or other appropriate government approvals before an item may be shipped or transferred.We have a responsibility to comply with these laws and regulations. Therefore, we must clear all goods through customs and must not: †¢ †¢ †¢ Proceed with a transaction if we know that a violation has occurred or is about to occur, Transfer controlled software and technology unless we have obtained an approved export license, and Apply an inappropriate monetary value to goods and services Violations, even inadvertent ones, could result in significant fines and penalties, denied export licenses, loss of export privileges, or customs scrutiny and delays.Because these laws and regulations are complex and unique in each country, Intel provides guidelines and training. Insider Trading Many countries have insi der trading laws that restrict securities trading and other activities by anyone who is in possession of material, non-public information. Material, non-public information is any information not generally known to the public that people might find important in making their decisions to buy or sell stock in a company. INTEL CODE OF CONDUCT MAY 2, 2007 4Any Intel employee who possesses material, non-public information regarding Intel or any other company must not: †¢ †¢ †¢ Trade in that company’s stock while in possession of inside information, Use the inside information for personal advantage or the personal advantage of others, or â€Å"Tip† others who may buy or sell securities because of the inside information. When you have regular access to material, non-public information concerning Intel or another company, you need to take special care in planning securities trades. Intel has guidelines and policies to help you plan transactions consistent with th e requirements of the securities laws.Intel directors, officers, and senior employees (Intel grade levels 10 and above) may not purchase or write derivatives of Intel securities, such as puts and calls, or enter into any short sales or short positions (positions that allow the person to profit if the price of Intel securities goes down) with respect to Intel securities, with the limited exceptions noted in the company’s derivative securities policy. Intellectual Property Intellectual property rights are crucial to protecting the investments that companies and individuals make in developing new products and ideas.We protect our intellectual property and respect the intellectual property rights of others. We may not copy, reproduce, or transmit protected material, such as writing, artwork, music, video, photographs, movie clips and software unless we have authorization or license. We must use the confidential information of Intel or others only for business purposes and disclos e it only to those who are authorized and have a need to know. Even after we leave Intel employment, we must continue to protect confidential information (whether Intel's or another party’s) and not use or disclose it without authorization.Furthermore, we must not request or encourage anyone to use or disclose privileged, proprietary, or confidential information unless they are authorized to do so by the owner of that information. Privacy Many countries have implemented, or are planning to implement, privacy laws that set requirements for the appropriate handling of personal data (any information that can be used to identify, contact, or locate an individual). We are committed to protecting the reasonable privacy expectations of everyone we do business with, including our customers, consumers and INTEL CODE OF CONDUCT MAY 2, 2007 5 mployees. We believe individuals have the right to decide when their personal data is collected, used, or disclosed. We also believe that responsi ble stewardship of personal data is a critical component in maintaining trust in the Intel brand and ensuring that individuals feel confident that Intel respects their right to privacy. Therefore we each have a responsibility to comply with Intel privacy and information security requirements when personal data is collected, stored, processed, transmitted, and shared. When questions, issues, or concerns arise, consult Intel Legal or a member of the Privacy Team.Public Communications As a publicly traded company, Intel must comply with a variety of regulations that govern public communications to investors and the public and promote transparency in financial markets. Intel has specific requirements for financial reports and documents that the company files with or submits to the U. S. Securities and Exchange Commission and in other public communications. Therefore, if you are responsible for preparing such reports or contributing information for such reports, you need to ensure that t he disclosures are accurate, reliable, and complete.In addition, only authorized employees may make any public statements on behalf of Intel, whether to the media, investors, or other external entities. If you are contacted by a reporter or the public, refer the caller to Press Relations. Intel Employees Treat Each Other Fairly One of Intel’s core values is to work as a team with respect and trust for each other. We strive to uphold open and honest communication and to protect employees from discrimination, harassment, or unsafe practices. Open and Honest Communication Intel values the free flow of thoughts, ideas, questions, and concerns.Intel encourages employees to raise work-related issues or concerns with the direct manager as soon as possible after they arise. When necessary, the Open Door policy allows you to raises the issue with another manager, such as a department head, a division general manager, or another manager up to and including the Executive Office. If you are not comfortable using the Open Door to get answers to your questions or concerns about the Code or other topics, contact [email  protected] or a Human Resources representative, who will assess the issue or concern and determine next steps.INTEL CODE OF CONDUCT MAY 2, 2007 6 Intel does not tolerate any retaliation against employees for asking questions or making good faith reports of possible violations of law, the Code, or other guidelines. Equal Employment Opportunities and Discrimination Intel values diversity in its workforce, as well as in its customers, suppliers, and others. Intel provides equal employment opportunity for all applicants and employees. Intel does not unlawfully discriminate on the basis of race, color, religion, sex, national origin, ancestry, age, disability, veteran status, gender identity, or sexual orientation.Intel also makes reasonable accommodations for disabled employees. We follow these principles in all areas of employment including recruitment, hiring, training, promotion, compensation, benefits, transfer, and social and recreational programs. Anti-Harassment Intel is committed to providing a workplace free of harassment based on personal characteristics such as race, color, religion, sex, national origin, ancestry, age, disability, veteran status, gender identity, or sexual orientation. Intel strongly disapproves of and does not tolerate harassment of employees by managers or co-workers.We must treat co-workers, customers, and suppliers with dignity and respect. Intel prohibits threats or acts of violence against co-workers, vendors, customers, or others. If you become aware of a threat or act of violent behavior in or near the Intel workplace, notify a manager of the details of the act or threat immediately. Managers who receive such information should immediately notify Intel Security. Safety Intel complies with the safety laws, standards, and Intel guidelines that apply to our business.Sound safety practices are impor tant in all Intel workplaces, not just the fabrication or assembly/test factories. To protect Intel employees, the public, and our communities, we conduct no activity without the proper safety precautions and produce no product without the proper safeguards. We believe all workplace injuries and illnesses are preventable. When we take care, employees and suppliers at Intel workplaces need to obey the safety requirements that apply to our job and workplace. We must not begin or continue any work activity contrary to safety requirements.INTEL CODE OF CONDUCT MAY 2, 2007 7 Intel Employees Act in the Best Interests of Intel and Avoid Conflicts of Interest A conflict of interest occurs when an employee’s personal or family interests interfere—or even appear to interfere—with the employee’s ability to make sound business decisions in the best interest of Intel. We should not put ourselves in situations where we could be tempted to make Intel business decisions that put our personal needs ahead of Intel’s interests. Conflict of Interest ExamplesConflicts of interest typically arise in the following situations: †¢ Conducting any non-Intel business that interferes with the proper performance of our roles at Intel, such as conducting non-Intel business during working hours; utilizing Intel confidential information, specialized skills or knowledge gained as an Intel employee; or using Intel property or equipment for non-Intel uses Offering or accepting a gift, entertainment, or other payment that could be viewed as a bribe Accepting any personal benefit that is or could be interpreted as being given to us because of our role or seniority at Intel or because the donors believe we might be in a position to assist them in the future Participating in or influencing an Intel decision that may result in a personal gain, gain for an immediate family member, or gain for someone with whom we have a close personal relationship Making use of business opportunities discovered or learned through the use of Intel property, information, or our positions at Intel that may result in a personal gain, gain for an immediate family member, or gain for someone with whom we have a close personal relationship Owning a significant interest in any business that does or is seeking to do business with Intel or is in competition with Intel, when the ownership might dilute our loyalty to Intel Supervising an immediate family member or someone with whom we have a close personal relationship †¢ †¢ †¢ †¢ †¢ †¢ Handling Conflicts of Interest Intel recognizes that a conflict of interest may arise without any willful action on our part or that changes in circumstances may create a conflict or appearance of a conflict in situations where previously none existed. If you become aware of a possible conflict of interest, disclose it immediately to your manager, making a full report of all pertinent facts and circumstanc es.The manager will determine, in consultation with Intel Legal as necessary, whether a conflict of interest exists, what needs to be done to resolve the conflict, or whether you may proceed. INTEL CODE OF CONDUCT MAY 2, 2007 8 Disclosure is mandatory; failing to disclose a conflict of interest is a violation of the Code. Gifts and Entertainment Intel recognizes that exchanging business courtesies such as meals, entertainment, routine promotional gifts, and other items can be a part of building strong business relationships. At other times, such business courtesies are not appropriate. Intel provides guidelines to help determine when accepting or offering such courtesies may be appropriate and when to seek advice. As customs vary throughout the world, these guidelines may differ by country.However, there are some principles that are fixed and apply worldwide: †¢ †¢ †¢ †¢ We do not offer or accept a bribe, that is, anything designed to obligate a person to act imp roperly with regard to Intel’s business We do not offer or accept cash or cash equivalents without approval We never participate in any business entertainment activity that would violate the law or embarrass Intel by its public disclosure We consult our Intel Legal representative before offering anything of value to government or political party officials, as such gifts and entertainment are strictly regulated and often forbidden entirely We do not seek favors directly or indirectly, such as gifts, entertainment, sponsorships, or contributions from organizations doing business or seeking to do business with Intel †¢ If you have questions, consult Intel Legal. Intel Employees Protect the Company’s Assets and Reputation Intel spends considerable resources to develop and maintain assets used for the company’s business.We each have a responsibility to comply with all procedures that protect the value of Intel’s assets, including physical assets, informat ion, Intel brands, and its good name and reputation. Protecting Physical Assets Intel’s physical assets include facilities, equipment, and computer and communications systems. We are to use these assets primarily for Intel business. As a narrow exception, we may use computer and communications systems for reasonable, personal use. We need to follow applicable security and use procedures to protect the company’s physical assets from theft, loss, damage, or misuse. Report the theft, loss, damage, or misuse of Intel’s physical assets to Intel Security as soon as possible. INTEL CODE OF CONDUCT MAY 2, 2007 9While Intel respects employee privacy, we should not assume that our desk, cubicle, or use of computer or telephone equipment is private or confidential. Subject to local laws, Intel may search and review both incoming and outgoing communications and all device information, including any passwordprotected employee communications. Maintaining Information Security Proprietary information is another valuable company asset and includes internal and external communication; digital information stored on laptops, handhelds, desktops, servers, backups, and portable storage devices; and hard copy documents and verbal discussions. When we work with proprietary and confidential information, we need to take personal responsibility to safeguard it from unauthorized disclosure, changes, or loss.We must comply with all Intel security policies and procedures for handling information assets and systems to ensure that we meet legal obligations, protect Intel’s reputation, and protect Intel’s investment in proprietary information. Safeguarding Trademarks and Brands Among Intel’s most valuable assets are its trademarks and brands. To protect the value and recognition of Intel's trademarks, Intel has established guidelines that specify how and when they may be used. We must follow these guidelines whenever we use the company’s tradem arks and brands, whether in internal and external communications or in materials prepared by third parties, such as marketing agencies, channel distributors, and Original Equipment Manufacturers. Representing IntelThe value of Intel’s reputation and good name must be upheld whenever we represent Intel. On occasion, Intel may request individuals to act as an employee, officer, director, partner, consultant, representative, agent, or adviser of another entity. In those cases, an employee should discuss the situation with the direct manager. You may need special rules to abide by the Code. In other cases, such as when speaking on business or technology topics in a public setting or posting on the Internet, you must make it clear that you are expressing your own views and not those of Intel, unless you are speaking as an authorized representative of the company.You must carefully follow special rules of conduct if you participate in or take a leadership position with an industry trade association, to avoid antitrust violations. INTEL CODE OF CONDUCT MAY 2, 2007 10 Asking Questions and Reporting Concerns Each employee is responsible for reading, understanding, and following the Code. Anyone who violates the code is subject to discipline, up to and including termination of employment. Anyone who violates the law may also be subject to civil and criminal penalties. To help Intel conduct business with uncompromising integrity and professionalism, every employee has the duty to report possible violations of the law, the Code, and other company guidelines. Ways to Seek Guidance and Report ConcernsBecause the Code cannot address every situation, you will need to seek guidance whenever unsure of the correct course of action. Intel offers many ways to get information and ask questions about the Code. Consistent with Intel’s Open Door process, address the issue with your manager or with any other person in the management chain, including the Executive Office o r any officer of the corporation. Address ethics and legal questions and concerns with the internal groups who specialize in handling such issues at Intel, including Internal Audit, Intel Security, Intel Legal, and Human Resources Legal. Report concerns using the Ethics Reporting Form at EthicsandCompliance. intel. com, which allows for anonymous reporting.You have an obligation to report any potential or actual violations of the law, the Code, or other Intel guidelines, so they may be investigated. Intel takes all reports seriously, looks into the matter, and takes appropriate action. Non-Retaliation Policy Intel does not tolerate any retaliation against anyone who in good faith reports possible violations of law, the Code, or other company guidelines, or who asks questions about on-going or proposed conduct. Employees who attempt to retaliate will be disciplined. Employees who believe they have experienced retaliation for reporting possible violations should contact a local repres entative in Human Resources or Intel Legal.Approvals and Waivers The Code sets out expectations for Intel’s conduct. When certain situations require permission from management or another person before taking action, you need to raise the issue promptly to allow enough time for the necessary review and approval. In a particular circumstance Intel may find it appropriate to waive a provision of the Code. To seek a waiver, speak with a manager, who will consider the request in consultation with others, such as Intel Legal or Internal Audit. INTEL CODE OF CONDUCT MAY 2, 2007 11 Directors and executive officers who seek a waiver should address the Board of Directors or a designated committee of the Board.Intel discloses such waivers for directors and executive officers to the extent and in the manner required by law, regulation, or stock exchange listing standard. Reminders The Code serves as our guide for conducting business with integrity. It is not an employment contract and co nfers no rights relating to employment. The Code is not a complete list of Intel guidelines. You are expected to know and comply with all Intel guidelines related to your job. Violation of these other guidelines may also result in discipline, up to and including termination of employment. INTEL CODE OF CONDUCT MAY 2, 2007 12 Code of Conduct Glossary Terms and Definitions Topic Term DefinitionConduct Business with Honesty/Integrity Conducting Business with Customers, Suppliers, and Others Preparing Accurate Financial/Other Records Company guidelines Additional documentation to clarify key topics such as Supplier Publicity and Confidentiality Policy (SPCP) Financial record Any record that flows into Intel's financial statements. Preparing Accurate Financial/Other Records Preparing Accurate Financial/Other Records Preparing Accurate Financial/Other Records Other business records Auditors Any other document, including PowerPoint presentations, that is not financial in nature, e. g. whit e papers, statements of work, etc. Includes both external and internal auditors. Accounting Standards Generally Accepted Accounting Principles (GAAP), International Accounting Standards (IAS), Securities ; Exchange Commission (SEC)Follow the Letter and Spirit of the Law Bribery and AntiCorruption Government official or representative Any individual acting on behalf of a government, government department, government agency or government-owned company. Enforcement agencies interpret â€Å"government official† very broadly to include individuals who would not traditionally have been treated as a government â€Å"official†. For example under the current enforcement practice even an employee of a partially government-owned entity can be treated as a government â€Å"official†. Consultants who have been retained by the government or who are acting on behalf of the government clearly fall within the current definition. Someone other than the parties directly involved i n the action or transaction.Giving of something of value, money, a favor, something in kind which may include a promise or excusing a debt or obligation is offered or give to a person in position of trust in order to influence his/her judgment or conduct. Bribery and AntiCorruption Bribery and AntiCorruption Third party Bribe INTEL CODE OF CONDUCT MAY 2, 2007 13 Topic Environmental Management and Compliance Import and Export Compliance Term Precautionary approach Import Definition Carefully considering the health or environmental risks from using a material and striving to find cleaner and safer alternatives. An import is any item coming into a country or crossing a border.Imports may be subject to customs duty, quota restrictions, bans, or licensing requirements, depending on the country of origin and the item. An Export is often seen as merely a physical shipment of goods, but this is a common misconception. An export can also take the form of an e-mail message, a conversation, or even a foreign national catching a glimpse of technology or a process that originated in the U. S. A Foreign Person is anyone who is not a U. S. citizen or permanent U. S. resident who is working and residing in the United States. Depending on what country the Foreign Person is from and what type of work he/she will be doing for Intel, an export license may need to be obtained prior to employment.Intel produces products, software and technologies that are considered controlled by the U. S. government. There is also manufacturing equipment at Intel that may be considered controlled by the U. S. government. Give the holder the right to buy stock at a specified price during a specified period of time. Transactions where the underlying value is derived from another indicator, such as a stock price, an index price, an interest rate, etc. Examples include call options which give the holder the right to buy stock at a specified price, or put options which give the holder the right to sell stock at a specified price, during a specified period of time.Give the holder the right to sell stock at a specified price during a specified period of time. Tipping occurs when someone gives material inside information about a company to someone else in circumstances where it is likely that the recipient of the information will trade on that information. Information or subjects discussed with an Intel attorney Import and Export Compliance Export Import and Export Compliance Foreign Persons Import and Export Compliance Controlled software and technology Insider Trading Insider Trading Calls or Call Options Derivatives Insider Trading Insider Trading Puts or Put Options Tip or Tipping Intellectual Property Privileged INTEL CODE OF CONDUCT MAY 2, 2007 14Topic Intellectual Property Privacy Term Intellectual property rights Personal data Definition Include patents, trademarks, copyrights, trade secrets, know how, and mask work rights Personal data includes any information that can be u sed to identify, contact or locate someone. This includes any information which is linked to personal data, or from which other personal data can easily be derived. Examples include someone’s name, address, telephone number, fax number, e-mail address, Social Security Number or other national government identifier, etc. Treat Each Other with Fairly Anti-Harassment Harassment Harassment is a specific type of employment discrimination.It includes verbal, physical and visual conduct that creates an intimidating, offensive, or hostile environment in the workplace that interferes with work performance. Harassment may be based on gender, race, color, religion, national origin, ancestry, age, marital status, sexual orientation, disability, gender identity or veteran status. Any place where Intel business is being conducted including owned or leased offices, labs, warehouses, factories, construction sites, outdoor spaces on Intel property, or offsite business meetings. Defined safety procedures and expectations for the purpose of controlling employee risk to recognized safety hazards. Safety Intel workplaces Safety Safety requirementsAvoid Conflicts of Interest Handling Conflicts of Interest Bribe Giving of something of value, money, a favor, something in kind which may include a promise or excusing a debt or obligation is offered or give to a person in position of trust in order to influence his/her judgment or conduct. This refers to an employee taking advantage of a situation at the expense of the company and profits from the situation as a consequence of taking advantage. It does not matter whether or not the gain or profit was done with intent. Examples of these would be corporate credit-card fraud, expense fraud, theft of Intel products, theft of confidential information, and time-card fraud. An interest in something outside of an employee’s job at Intel is significant when this influences an employee’s ability to make fair and impartial dec isions in the best interest of Intel. Handling Conflicts of InterestPersonal gain Handling Conflicts of Interest Significant interest INTEL CODE OF CONDUCT MAY 2, 2007 15 Topic Handling Conflicts of Interest Handling Conflicts of Interest Dilute Term Definition To reduce the strength, force, or efficiency This may or not refer to a blood relative; this also includes friendships or relations whose may be influential in another person’s decision making or judgments. Action that is done deliberately or with intent To make known; to reveal or uncover These refer to the usually acceptable practices between representatives of 2 or more companies that are considering doing business or are actually doing business together.These practices would include invitations to events or meals, the giving of gifts of appreciation. Under corporate policies and practice, this refers to items of nominal or small value that are routinely given away for marketing purposes and as such these must inclu de a logo or trademark of the supplier, vendor, or contractor who is giving this away. To feel morally or legally bound to do (or avoid doing) something for someone else. For example, a supplier or customer offers you entertainment within acceptable dollar guidelines. If you would feel obligated to provide some benefit to the supplier or customer in return, you should avoid the entertainment. Close personal relationshipHandling Conflicts of Interest Handling Conflicts of Interest Handling Conflicts of Interest Willful action: Disclose Business courtesies Handling Conflicts of Interest Routine promotional Gifts and Entertainment Obligate Protect the Company’s Assets/Reputation Maintaining Information Security Proprietary and confidential information Specific data types that are regulated by laws, contractual agreements, national and international regulations, and Intel Policies. Failure to provide proper access restrictions on the distribution, display, transportation, use, or storage of this information may put Intel at risk and may also put the individuals involved at risk.Examples: Conflict of Interest, Insider Trading and Tipping, Personnel Privacy, Health Information Privacy, Customer Privacy, Customer Transaction Information, Trade Secrets, Future Marketing Information, Controlled Technology, Sensitive Business Processes, Security Information, Legal and Information Export regulations. 1. An asset is something of value to its owner; is often referred to â€Å"property†. Assets may come in the form Safeguarding Trademarks and Assets INTEL CODE OF CONDUCT MAY 2, 2007 16 Topic Brands Term Definition of tangible and intangible property. 2. An asset is any economic resource controlled by an entity as a result of past transactions or events and from which future economic benefits may be obtained. Examples include cash, equipment, buildings, and land. Safeguarding Trademarks and Brands TrademarkA trademark is anything that identifies the source of o ne’s goods or services and distinguishes them from those of another, including a word, a name, a design, a color, a phrase, a sound, or even a scent. It is a word (Tide*), name (Howard Johnson*), symbol (McDonald’s Golden Arches*), device (Pillsbury Doughboy*), phrase (The Ultimate Driving Machine*) or sound (Intel Bong/Sonic) that is used in trade with goods to indicate the source of the goods and to distinguish them from the goods of others. A trademark is a valuable asset worth millions of dollars and signifies the standards of excellence and consistent quality associated with the Intel products and services. This gives the consumer an assurance of quality when making future purchasing decisions in the marketplace.Thus, a trademark is inherently bound up with the â€Å"good will,† and reputation, that is developed by the owner of the mark. 1. A brand is a collection of images and ideas representing an economic producer; more specifically, it refers to the con crete symbols such as a name, logo, slogan, and design scheme. 2. Is often used interchangeably with â€Å"trademark†. 3. A brand is a sign identified by a distinctive word, phrase, sign, package or label. It is a representation of a company’s name, trademarks, products, designs and symbols. Safeguarding Trademarks and Brands Brands Safeguarding Trademarks and Brands Safeguarding Trademarks and Brands Representing Intel Original Equipment Manufacturers (OEM) Channel Distributors Direct Customers