2016 Tomorrow’s Leaders Equipped for Diversity presentation with Henry Corral

2016 Tomorrow’s Leaders Equipped for Diversity presentation with Henry Corral

Thank you, thank you. Hi everyone, good
afternoon, it’s good to be back at Eller I do have a long relationship with Eller
even though I went to school at ASU. It’s okay you’ll feel better about me
once I get to this story. So I’m Henry Corral, I’m with Intel Corporation. I’ve
been with Intel a really long time, 28 years and I now work in our global
diversity and inclusion group right, but I’ll be honest with you 27 of my 28
years have not been in the Global Diversity organization proper and have
not been in HR okay. I’m a finance guy right and so I started at Intel in
accounting in 1987, in the accounting group moved into finance operations/
corporate finance. My logic being I wanted to see the money before it was
spent versus after it was spent. So I moved into finance right and had a
wonderful career in finance and worked my way up the chain if you will at
Intel within itself finance and kind of the last decade or so of my career
finance were great. I moved to Shanghai China me and my entire family.
We moved to China and I was the site controller so the China country
controller if you will for our first manufacturing venture in China right and
that was great. Living in Shanghai was a was a wonderful wonderful experience I
came home for a little bit of time but I went right back to Asia and I lived in
Penang Malaysia and we had a huge manufacturing operations it’s huge what
we call back end assembly test manufacturing operations in Malaysia and
I became the site controller there as well for a few years. I then came back to
the states and when I came back to the US right I heard I remember being in
a finance, we call them bums it’s a business update meeting okay, and I remember
hearing these two words that I had never heard before in my career growing up at Intel US right and I will tell you that growing up at Intel US
as the only Latino right that I could see around me in finance right, there was
one Hispanic, me, one African-American a buddy of mine named Ken and that’s it
right. That’s all there was and so I came back after being really out of the
country for about four and a half years or so came back attended this business
update meeting and heard these two words that I had never heard before one was
diversity and one was inclusion right and I had to pinch myself and say you
know where the hell am I right we don’t talk about that stuff here at Intel
right and so this was about two thousand twoish okay or so and so I remember
thinking that I needed to get involved with diversity and inclusion and I did
and I became a core member of our diversity MRC for finance and it’s you
know fast forward 10 years, I became a champion of diversity and finance and
kind of said hey what if I made this my day job right, what if I made championing
diversity efforts and making Intel a more inclusive place to work, what if I made
that my day job and really left my controllership right and by this time I
was managing an organization of about two billion dollars in spending. About
seven countries right it was a great job a lot of scope people reporting to me
from all over the world and you know what I did it right. So about a year ago
took a huge left turn in my career and moved into corporate diversity right and
it’s so I’m now essentially an individual contributor right. So I have
no staff per se working for me and I was so lost, I had been so spoiled at Intel
of having my organization help me do things or accomplish things I want to
accomplish having an administrative assistant who was wonderful and could
help me with anything. When I got to be an individual contributor, I didn’t even
know how to book a conference room at Intel, I didn’t know how to set up a
bridge, I didn’t know how to book a flight, nothing right. So it was a
learning experience from many many different vectors right. Not to mention
the cultural differences just between finance and now HR okay. So in that
perspective you know I’m very very loyal to Intel because of the opportunities
that they’ve given me right. I’m born and raised one of the few born and raised in
Arizona okay small copper mining town probably about halfway between here and
Phoenix right, little town called Kearny of about 2,000 people right and to have
some small town boy wake up one day living in Shanghai, you know managing
that country from a finance perspective leaves me with a lot of
loyalty to Intel Corporation and now you know even this far my career they’ve
allowed me an opportunity to say hey I’m going to leave finance behind me, go try
and leave a legacy in this new diversity journey that we’re on and
that’s what I’m going to talk to you about today is this diversity
journey and even bigger than from an Intel context but from a
high-tech perspective right and it’s been in the news a lot in the last 18 to
24 months the diversity in high tech or lack of diversity in high tech right and
women in gaming and all these kinds of things that we’ll talk a little bit
about today. Okay so that’s me, and you know thank you to Gondy for inviting me
it’s my pleasure to be here. One of the things I didn’t mention is you know, I
talk to you about the ASU thing I came down here about 22 years ago. A colleague
of mine who’s now a VP at Intel had gone to school here and he says hey we’re
going to go down to Tucson to go do a recruiting event for finance right, do
you want to go? I said sure I’ll go. You know, probably they wanted to highlight
how many Hispanics we had in finance right and it was me so they said let’s
take all of them. So they took all of them, it was me right and but I tell
you what I fell in love from that very first day fell in love with Eller and
the sense of community that exists here and I could tell that the faculty and
the administration was very invested in every student right. Now I’ll be
honest, I didn’t quite feel that at ASU but it felt a little more corporate to me
and so I have been involved at the college for those 22 years and have
actually been on the Eller National Board of Advisors for about the last 12
years, I think I’ve been on the board right. So I do have lots of
experience here down at Eller okay. So you know we think about, and by the
way questions are welcome as I go through this right. We think about
diversity and what it means and all of us play in diversity right whether
you think you do or not, all of us deal with diversity. Diversity of
culture, diversity of thought, diversity of background, diversity of experiences,
etc right, every one of us brings something unique to any situation that we’re in
right and really what the intent of this is trying to do is trying to tap into
that and get the best of all of you get, the best of all of for me, all of our
Intel employees, that we can right and you do that by tapping into that
uniqueness to those different skills and attributes and experiences that you
bring to the table and really utilizing those for whatever it is you’re trying
to produce right. Be it a high-tech product, be it a piece of clothing,
whatever the case may be okay, and so at Intel you know. Today Intel is a very
different Intel than I grew up in right, the Intel that I grew up in, we made
really big chips right that were really expensive and we sold a ton of them
right and made a lot of money doing it right and that was about it. That
was the model right, whatever you do whatever analysis you want to do, don’t
mess with that golden goose okay. Don’t ever touch that okay and let’s try and
innovate, let’s try and do some other things but at the end of the day
everything came down to selling really high quality fast top-of-the-line chips and we use this, how many of you heard of Moore’s
Law right? So we use that and that’s something that we live by every
day, and it’s saying we’re going to double the amount of transistors on a
die every 18 to 24 months right and that gets really, it has gotten really really
challenging right and you folks who probably a little more technical in
nature than me probably understand the black magic of that more than I do for
sure. Okay but that’s the Intel I grew up in now fast forward to today
right, I would never in my life imagine that I would see Intel at a New York
Fashion Design Show showcasing how we can bring Intel technology into wearable
products right. As an example right, so we can’t think with that same mentality
that we had of you know just keep making these things faster and better and we
can make a lot of money. We can’t think like that anymore right, we have to think
about what can the consumer afford to pay? What does the consumer need?
Sometimes the consumer doesn’t even know what he or she needs at any
point in time right, so in order for us to do that we need to be much more
innovative than we ever have been right, and to do that we need to have a
workforce that reflects society more so than it has in the past right and so
that’s what we’ll talk about. That is the challenge right, is how do we make
our workforce reflect what’s out there in society today in the United States,
and China, and India, in Africa, wherever wherever it may be right. How do we go
and do that and it’s not easy right. Moving the needle one
percentage point right is very very very difficult. Ok so our vision right, if it’s
smart and it’s connected it’s best with Intel period right. That’s a
very ubiquitous kind of statement that says anything that has technology in it
right. That’s what we mean by smart anything that has technology in it works
better with Intel period. Okay and so that’s a huge statement and you know I’m sure that you all know that our
technology today is now you know, we’re inside all kinds of Internet of Things
technology. We’re inside wearable, we talked about earlier, we’re inside PCs, of
course tablets, laptops, phone,s not as much as many phones as we’d like to be
in but phones for sure right. So this is the vision right and this is the base of
where we say our diversity needs are born from this statement okay. Having a
bunch of Type A personalities in a room right who all kind of think alike,
isn’t going to get you that best innovation right. Served us very well in
the past, it’s not going to service too well going forward okay. So last year
okay last year, this is Brian Krzanich, he’s our CEO right. We lovingly
call him BK right and BK kind of grown up in Intel’s manufacturing rum
through the years and when he became CEO, he shook things up right. He’s made
some bold statements and some bold commitments internally as well as
externally right so I’ll let you read that real quick. But the very last sentence says that, you know having a workforce as a representative of the communities in
which we serve and support right, is critical. That’s kind of what I was
saying earlier okay so he came out and said that the the
high-tech industry is not as diverse as it needs to be right. Embarrassingly not
as a diverse as it needs to be okay and so what you saw was huge. This was
early 2014 right. You saw lots of press right. I think it was driven by the
fact that Google had published some numbers right Google had published
numbers saying they’re only twenty to twenty-five percent female.
Okay in the high-tech industry right, and so you know lack of diversity.
Connecticut tech problems are even worse at the leadership level etc etc. All of
which by the way are one hundred percent true ok, I will tell you that as a
function of this right more and more companies have started releasing their
data right. This is data that companies in the high-tech industry have
historically held very very close to the vest right. We don’t want the world to
know that only one-fourth of our workforce is women. For example right less than three percent are African-American. Right, we don’t want anyone to know that.
Intel, I will tell you that over longer than the last decade we have been
releasing, this is all public information that we report publicly and have for the
last at least 10-15 years okay. So something that we haven’t ever hid
behind and something that we’ve said for a long time, we want to be a diverse
workforce but I will tell you once again I mentioned that moving the needle is
really really tough right. So if you look at, if you look at our history right, if
you look at and this is probably the high-tech in general right,
in 2000 we were probably about twenty four percent female, seventy-six percent
male right. We put a ton of programs in place, lots of hiring efforts to go and
hire women. Lots of women’s programs. Try fast-forward 10-15 years, we’re
twenty four percent female, seventy-six percent male now right. The needle
hasn’t hardly moved at all right. So as such, let me before I go there, as such BK
came out in at the Consumer Electronics Show right, which is like the showcase
show for the high-tech industry. Happens in Vegas every year, just happened a
couple weeks ago actually for 2016, but he came out last year and said, made these
bold statements for Intel that says, by the year 2020, our workforce is
going to be at parity in terms of representation okay and so let me
explain what that means at parity right. So the way companies measure parity is
they look at who’s coming out of the university’s right. What is the percent
of the population and for us we’re eighty-five percent technical workforce
right. So it’s very representative of the company right. So if at, let’s say that
the University of Arizona was the only school around for a thousand miles right
and the University of Arizona had thirty percent technical female graduating
right. We would say that that is our goal, we want our goal to be where our
pipeline is coming from to be at parity with the University of Arizona. Okay in
terms of technical same thing we look at, same thing for what we call are
under-represented minorities which is Hispanics right. So same thing, if
University of Arizona is graduating ten percent technical
Hispanics, we want to match that right and be it at a minimum at parity with
that. Same with African-Americans, another class in this underrepresented minority.
As well as Native Americans okay so that’s what we mean by full
representation by 2020 okay, at that time in five years we want to get there and that will take some work right. I talk to you
about the decade of work prior to that with not a lot of movement and now we’ve
made these bold goals okay. Now so why do we want to do this right, I talk to you
about the innovation right but there’s some facts out there, some studies that
have been done that said firms with the highest level of racial diversity
generated 15 x more sales okay. That’s significant, that’s not a little
bit more sales 15 x more sales right. Firms with females in the c-suite
generated 44 million dollars more in revenue on average and I don’t know the
size of the firms they are talking about here but 45 million dollars, 44 million
dollars right, and a fifty-seven percent increase in performance against goals
right. So there’s data and study that suggests that diversity
has a powerful effect on business impact right and that’s the business case right
and we do it because it’s the right thing to do, and we want to have a
representative workforce. But from a business perspective, there’s also data
that suggests that there’s a good business case in doing this, as well
right. Not to mention the innovation which we haven’t quite measured the
innovation that you bring about by having a more diverse workforce. Okay so
there’s goodness all the way around if we get this to happen
right. So diversity inclusion lifts teams in three ways right: improves
problem solving and creativity. I talked about that Groupthink right. If you have
a bunch of folks who all look the same, and kind of have the same background,
you’ll probably get an okay answer but it’s probably not going to be the
comprehensive answer right or an answer that comprehends all possibilities right,
and that it raises team intelligence right. If I look at just look at this room right there’s lots of diversity in this room and I bet
some of you have felt that in your study groups right. That people bring different
perspectives to the table different than yours and that’s the beauty of a upper level education right. That’s the beauty of it,
is getting perspectives other than that of your own. So apply that same concept
in a business case and that’s simply what we’re trying to do and that’s
simply the journey that we’re heading towards. Okay so like I mentioned our
goal is to hit full representation by 2020 right and so that means for every
job category that we have that we would measure on what is available right.
What’s available in the market by looking at all the colleges and
universities that we recruit from around the country right because we do from
around the country and look at graduation rates and the profile of the
graduating classes and say is that matching those equals parity for us
in each of those cases okay and it’s something that we do every single year. So a huge bold statement right, I had
just joined this group by the way. I had just joined HR diversity when BK
made this statement right and so I don’t think the timing could have been
better right because it really up leveled what we were trying to do as a
global diversity organization and also put a lot of focus on what we were
trying to do and gave us a lot of support right. I think what happens a lot
of these companies is you have senior leadership who says yeah
absolutely let’s go do that, that’s the right thing to do right. You have folks
down here who are living every day in this non-inclusive world saying we have
to go do that we have to make this more inclusive or I’m going to another
company right but then you have this I’m sure you’ve heard the term frozen middle
right. The frozen middle, that’s really really tough to move and ingrained in
what they do every day right. So trying to defrost that frozen middle then get
them into practicing every day more inclusive
management, more inclusive leadership is a huge huge undertaking. So what else did
we do? We did other things right, we put our money where our mouth is as a
company. Not just saying this is what we’re going to go do in hiring, we also made a
300 million dollar investment right. So BK committed three hundred million
dollars to go and help support that diversity ecosystem if you will
right. So everything from investing in our pre-college students right. So right
now we have a school in Oakland that we’re working with introducing them into
STEM right. Introducing the STEM, working with them, introducing their parents to STEM, so that they know from these you know underprivileged neighborhoods and
stuff, showing them that this is what STEM is and it’s hard but it’s
not scary and you shouldn’t be, you shouldn’t be afraid of it right. We just did an event in Austin right it’s called Con Mi.
Madre which means with my mother okay It’s mainly Hispanic but also
African-American single mothers right. So it was trying to show the mothers and their
kids that STEM is not scary and STEM is something that you should go and engage in and encourage your kids to go and work on right. So all the way from
that level, high school level, where we have probably a hundred and fifty
scholars that we support on technical degrees from undergrad to MBA to PhD or
Masters Degree to PhD. The other thing that we’re doing in this space is
supplier diversity right. So we want to ensure that by 2020 that we are spending
a billion dollars of what we spend every year goes to diverse companies right. Be
they you know Hispanic-Owned African-American, LGBT-Owned whatever the case may be, that a billion dollars of our spending is
going to those companies. Our spending in 2014 to those companies was 150 million
right so we’ve got to grow that quite a bit to make that reality by 2020. Okay
but we do that, we engage ourselves with you know the human rights campaign, the
minority owned business consortium that exists, and that’s part of what we do
okay. So our journey so far right, so in the hiring space right, one of the things
that we said was yeah having a goal for 2020 is great and you’ve got to
have that something to kind of measure yourself towards, but we needed some
short-term goals as well right and so we said that for 2015, that forty percent of
our hires had to be a female and or Hispanic, African American, Native
American Okay forty percent of our hires traditionally, it’s been probably a
little more than half of that alright. So it was a and I can tell you
because I work with some of these diversity staffing folks, a Herculean
effort to try and accomplish that right. I’m happy to tell you that we did
forty-three percent, we just finished up 2015 forty-three percent of our
hiring was in these underrepresented groups. Okay the next
one is progression and retention and I tell you what, this is the hardest one.
This is really really the hardest one right because at the time when
we’re bringing in forty three percent diverse employees right, at the same time
we’re trying to build a more inclusive experience once you’re inside the
company right. We want to have an experience where you and your manager
have a really really good heartfelt relationship, it’s not just he or she
telling you I need this this list right go do it and then you know we want
that relation to be I understand what motivates you, understand what makes you
happy, understand what gets you excited in the morning when you come to work
right. You know you can get even deeper than that on your kids and stuff like
that, but it’s more about what you need as an employee and why you come to work
here and how can we make you feel happy and challenged every single day right. So
that’s an example of inclusive leadership right, having your employees
know that they’re more than just a resource right, but they’re an individual
a person etc right. So and that’s not easy to do right so as we go out and
hire you know 400 employees right under represented employees, and if we lose 350
out the back door right, that doesn’t serve us well at all right. So this is the toughest one right, so to combat that right, we’ve introduced a few
programs right. There’s a program that we introduced about five years ago called a
Blueprint okay. Blueprint for extraordinary success, we call it
Blueprint and it’s a program where we bring in an external vendor right and
she comes in and talks about what it takes to be successful and not to be
complacent and to go out and ask for what you want and go and have these open
conversations with your manager, it’s a nine-month series and it has been
absolutely successful right. Promotion rates for the folks have gone through
that are double that of folks who haven’t right. Retention rates for those folks
are once again about double for those who don’t go through that right. So we’re
trying to soak a how do we release that in a bigger way right, we got to go
bigger and faster right. We’ve just introduced two brand new entire
curriculum for the company. One is called lead, one is called grow and
it’s all the way from diversity 101 right. So when you come in the door,
you’re going to get some understanding of expectations and our
culture. All the way to we send our executives to Stanford right, for some
executive and our diversity and inclusive principles are built into that
curriculum and everywhere in between. Okay so we do that, as well and
it’s gone well right probably not as quickly as we like to. We’d like to do
everything yesterday right but it’s a journey right. I will tell you that this
diversity work is a journey. It’s not a task right, it’s a journey. We
also have, I didn’t mention earlier, but we also have in these communities now
right, we not only include what I’ve been talking about women and Hispanic and
African-American, we have veterans right. We now have a wet veterans community
that we go and focus on. We have folks with disabilities right then we go on
and focus on our LGBT community right that we go out and focus on and provide
leadership and development opportunity with those folks right etc. So we have
employee resource groups for almost any community you can think of, I think we
have 40 of them right, but we have specific focus on these areas
that I’ve mentioned right and it’s going well. So the other piece is
pipeline right, like one of the things that in this fund, this three
hundred million dollars, we call it diversity and technology fund right.
We’ve done those partnerships with the schools that I talk to you about right
with 1 Oakland school specifically that we’re working on our goal is to
proliferate that across the United States right. Once we deem it successful
hopefully this year we have relationships with many organizations
like Jam and Great Minds and STEM where we contribute money scholarship moneyl
right to help folks continue their education and one of the cool things we
did we started last year right is once you get a scholarship from Intel
Corporation that scholarship comes with a letter of intent. In other words, you
finish school right and you do everything you’re supposed to do. You
have a job at Intel right. So I went to, I was in Pasadena in October
right at the Great Minds and STEM conference and I got to give eight
students right in Masters and PhD students scholarships right to fund
their education for the next year and also handed them a letter of intent
right, saying once you finish you have a job at Intel. We’ll figure out the
specifics of where you want to work in, what area, and what location all that
right but you have a job at Intel Corporation. Okay that’s our level of
commitment to this right, to this building the pipeline okay. And then
industry leadership right, I talked about the supplier diversity
efforts that we have. I think a lot of folks in the industry are taking notice
of that right. Driving their spending the same way we also have our capital
investments right things that we do you wouldn’t know it but Intel is a huge
construction company as well. Alright so things that we do around all our capital
investments on construction and equipment for the next generation
technologies we’ve also made that same kind of commitment that we’re going to
work with diverse suppliers right as we go through building the technology. Okay
any questions we’re getting close to the end. So suppose you have two candidates who are equally qualified so do you choose diversity in that term? That’s a great question and a question that comes up a lot inside the company as well right and so I think
yeah if you come across a situation where you have two candidates who are
identical right bring the same exact talents to the table, same background
exactly what we’re looking for etc., I’ll be honest with you, we hire them both but
to answer your question yeah we would give that person in the
diverse community that plus factor right. Saying all things being equal, we have a
man and a woman here probably going to hire the woman okay. Are you able to avoid that people who belong to underrepresented groups get this label of you’re just not as good enough but you’re hired because you’re underrepresented so that you treat it as you hired at a lower standard, how do you avoid that? Yeah it comes up right. I don’t know that,
I think the way we combat that is we said we have never settled right for
talent at Intel. We have never settled for talent so and people hear that by
the way inside the company right. We hire a black female unfortunately, she’ll hear
that. A female Hispanic, she’ll hear that probably right. Sad but true right. So we
combat it with data right. We combat it with hiring good people. If
you look at progression rates and promotion rates of each of the different
ethnicity which we look at, which I personally look at, they’re identical
right. If not even a little weighted more right. I had this VP one time tell me
well your answer should be I think this maybe you got hired
because we were having too many of you all right because we over hired in that
population right probably not the case but I think the key to all this is
that we are hiring the best talent that we can find right. We are opening up what
we’re looking at the schools, we’re looking at where we’re going to find
these candidates right, and I will tell you that we will never settle. We
will never settle for a tier 2 candidate right because at the end of the day, at
the end of the day, I tell you those folks just wouldn’t make it in. Once you
get in the door it’s about results right and it’s pretty easy to weed out the
underachievers right and so to get into Intel and stay at Intel and be
successful to Intel everyone’s going to be pretty talented right and we’re lucky
to be able to attract really really really good people, really smart people.
Any other questions? Sure. You talked mostly about what you are doing in the US, what’s happening outside the US? Yeah that’s a great question. So it’s
every country profile is very very different right and there are some
places where for example in Malaysia right and I’ll say it because it’s very
near and dear to my heart. I lived there right and I even dealt with some
diversity quote-unquote issues there. So in Malaysia, if you just look at
the island of Penang right. The island is made up of Malaise right, the
local people there, there’s a heavy population of Chinese Malay right.
People who have moved from China down to Southeast Asia and then you also have a
huge Indian community contingent as well right and we do a really really good job
of hiring the Chinese Malay folks. A good job of hiring the Indian
Malay folks, not so great a job of hiring the locals right and so what we do there
and that’s probably the place where I think we’ve made the most progress
outside the US is almost identical to what we’re doing here right go out and
talk with the universities about what you’re looking for in terms of talent, go
out work with the high schools. Introduce pre-college students to STEM
and STEM degrees and STEM technology and STEM careers right it that’s what it
takes right and it’s a even when I was there all right and I remember we
were looking for some specific hires when I was there, finance hires right. It
was really really really hard to find qualified candidates in those minority
populations right, really really hard, and so you do have to really really work
that entire ecosystem like we talked about right. You do have to work with the
high schools and even that even the grade schools to make
it happen its investment right. It takes time right, these fruits, the fruits
of our efforts you know. I’ll probably be retired at least by then to see those
come to fruition right but it’s an investment. It’s an investment in the right
place. I strongly believe it’s in the right place right and it’s what needs to
happen, great question. Any other questions? Hi. So one of my questions is, with all of your experience in diversity and inclusion, from a corporate standpoint how would
you define the two so so many times you’re going to lump together, what are the differences and similarities of diversity and inclusion. Good question, yeah you’re right. They
have been clumped together even historically right and simply put
is you know diversity is getting the mix right, inclusion is making that
that mix work at its highest potential right. So what do you do right? So
inclusion is about every single day making every single employee feel like
he or she belongs like he or she can be their best self at Intel or any
high-tech company right and brings their best self every single day because
they’re so motivated and so passionate about what they do right and once again
the diversity part is hard getting the mix right is hard. The inclusion part is
because you’re changing hearts and minds of of people who have been around a long
time right you’re changing the hearts and minds that’s the tougher
string to pull. Good question. You mentioned that progression and retention was a different problem, you also mentioned you don’t ever settle for talent too, so is the retention and progression because of the frozen middle and if not then why is it? Yeah so why do we lose folks right is kind of your question? I guess
I can’t blame it just on that frozen middle but I could probably point a lot
of the, Henry’s opinion, to that. People leave because they feel isolated
right, they feel alone. They look around, they don’t see anybody that looks like
them right. That’s why people leave companies right. People leave because
they don’t have a good solid relationship with their manager right.
You hear all the time, people don’t leave companies they leave managers right, and
so I think those are the two and probably the third reason is people
leave because they don’t see a career progression path for them right. They
look up and they don’t see anybody looked like them they look up and etc
right. Those are the reasons why, bottom line, that those are the reasons why
period. We may even hear different stories of all. I had a family that’s
pulling me back to the east coast or whatever but at the end of the day right
that’s what it is so building that inclusive environment, training managers
on how to be more inclusive, hitting our senior leaders to be a more
diverse mix of employees is great too. Let me tell you something, on the way
down here just on the way down here right now, we announced a whole bunch of
new vice president’s appointed new vice presidents in the company right and I
belong on the Intel Black Leadership Council and I belong in the Intel Hispanic
Leadership Council right and I probably have now 80 emails from these folks.
Congratulating folks within the black Leadership Council and Hispanic
Leadership Council on their appointment to vice presidency all right and I’ll be
honest with you, ten years ago maybe you’d have gotten one right and now we have
several Hispanic vice presidents and several
African American vice presidents and we’re not done yet, we’re not satisfied
yet right but we’re making progress for sure. And as you saw, BK our boss believes
that very strongly. So once again that’s why people leave, isolation right. They
feel alone, they don’t see a career path and they don’t have a good relationship
with their management. I should have made one of the questions. Other questions?
Sure. So does Intel see itself as kind of a leader within the push to be more
diverse and inclusive, are there any companies that you kind of hold as the
standard or do you see yourself as the standard? We are the standard, we
are the standard. Absolutely right, it is. We are public with this and as
public as we are with this because we want our fellow you know high tech
companies come along with us. It’s good for the industry right it’s good for
innovation, it’s good for technology, period right, but I will tell you
that there aren’t folks nearly as public with their data or as forthright
with what we’re doing about itand what still needs to be done about it, we are the leader all right. Just like we’re the leader, have been
the leader in high tech. We’ve taken the stance and BK is taking the stance that
we are absolutely the leader here. We have to be the beacon that folks run to
right because it’s the right thing to do for many reasons right and the business
case we talked about and I don’t mean to seem immodest but there’s no one even
close to doing what we’re doing in this place. Other questions? I think we’re about out
of time, so if you want to learn more, you’re welcome to go and visit our
website around diversity. Talks about some of the programs going on there,
you’re more than welcome to attend that. I think if there’s no more questions, you
guys have a lot of great questions. Any last questions from anyone? Okay I
just thank you for your time and thanks for inviting me here. It was great.

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