How to Hire a Research Paper Writer

History of Slavery in Chesapeake

History of Slavery in Chesapeake The improvement of servitude in the Chesapeake was expected exclusively to the financial needs of white pioneers. Do you concur? History can never satisfactorily give answers with respect to the thought processes of people all through written history; what it can do, in any case, is to give a crystal through which to measure the outcomes of their activities. Concerning servitude, the outcomes of the Southern United States’ characteristic association in the act of subjection were really seismic, bringing about the American Civil War and the cementation of the world’s most remarkable monetary and military power. The job of the Chesapeake in this turbulent household struggle ought not be thought little of such was the profound situated nature of the region’s relationship with bondage. Unquestionably, monetary need gives off an impression of being at the bleeding edge of this chronicled reality with the rich tobacco and other grain ventures thriving in the South as an immediate aftereffect of the prospering slave exchange. For sure, as Fogel (2003) underscores, even the slaves themselves could be exchanged among white pioneers for financial benefit. With the end goal of viewpoint, the accompanying examination into the improvement of subjugation in the Chesapeake district must embrace a basic position endeavoring to show that financial reasons were for sure the prevailing worldview in the region’s advancement of a modern slave exchange while likewise underscoring the unpredictable and different nature of the early American slave exchange. In the first place, in any case, a conceptualisation of the issue must be endeavored. It is imperative to take note of that Chesapeake varied uniquely from the slave exchanges working the Georgia Low Country after the principal appearance of subjugated African specialists in the mid seventeenth century (moved by Dutch dealers to supplant a lessening European work power in the North American provinces). Not at all like in other English states, the Chesapeake was a region that was just colonized for monetary reasons with a scanty pilgrim populace in the days promptly before the presentation of bondage. In like manner, the distinctions inside the Chesapeake itself feature the manner by which the estimations of exchange, benefit, creation and the economy were fundamental to the beginning of bondage in the locale, as Philip Morgan (1998:9) subtleties. â€Å"By the late seventeenth century, Virginia had a manor economy looking for a work power, though South Carolina had a work power looking for ranch economy.† From the earliest starting point, along these lines, a beneficial interaction started to frame between the deciding monetary elements of the white pioneer networks and the presentation of enormous quantities of slaves into the states, with the quantity of African laborers expanding from 13000 to 250000 in the Chesapeake Bay zone somewhere in the range of 1700 and 1770. The way that this uncommon degree of African enrollment was joined by a drive to pull in increasingly female captives to the settlements in order to expand the estate populace is declaration to the financial basic at the core of slave advancement in the Chesapeake. On the off chance that subjugation were a brief measure to build populace levels in the region then the burden of female slaves would not have happened; simply because of the perpetual quality of the monetary need for slaves did this marvel happen. Moreover, the sheer territory of the New World scene required the advancement of captives to try and start to develop the land for financial creation. After the presentation of rice crops in the 1680’s, Boyer (2003:85) gauges that a rancher planting 130 sections of land of the harvest would require at any rate 65 captives to do as such. With the quick decrease of the white obligated slaves after the turn of the eighteenth century, without a doubt the monetary requirement for African slaves in the Chesapeake further expanded so the white estate proprietors were completely reliant on slave labor so as to work as feasible ventures, rivaling profoundly profitable states, for example, the West Indies. Without the slave exchange, the Chesapeake district of America especially the conditions of Virginia and North Carolina would never have developed as a significant player in the extending transâ€'Atlantic exchange framework. It was not only for monetary reasons that slaves were viewed as necessary to the ascent of the Chesapeake. Wellbeing objectives in like manner had an influence in the improvement of subjugation during the early long stretches of the pilgrim time. The African specialists were vaccinated against the intestinal sickness that accompanied the imported rice and grain crops †an infection that rendered white laborers old during the early stages of the Chesapeake’s financial turn of events. In addition, the hot and muggy atmosphere of the Chesapeake was entirely strange to the white pilgrims from the colder European atmosphere while the African laborers imported to chip away at the estates were vastly improved outfitted to adapt to the working conditions in the New World, however Oscar and Mary Hadlin (1950:199-222) discredit this asserting it is treacherous to reprimand nature for primitive human establishments. It is likewise critical to perceive, as Edmund Morgan (2003:314-344) calls attention to, that the slaves were significant for sociological and social reasons, assisting with supporting the unbending class structure that thrived in the southern American states. By removing the requirement for a white regular workers, the captives of the Chesapeake played out the errand of social dark horses, which was a vital piece of the monetary ascent of the district as a world exporter. In spite of the various scope of social and sociological variables common in the improvement of subjection in the Chesapeake there is no getting away the preâ€'eminence of monetary objectives. For sure, the assembling of the term ‘slave trade’ infers the criticalness of monetary issues in all pieces of America that enjoyed subjection with the exchange of individuals working couple with the creation of benefits accumulated from the rich ranches. As Winthrop Jordan (1976:110-115) subtleties, the basic bias of the white pilgrims consolidating a significant feeling of racial and ethnic prevalence encouraged the development of servitude as a thorough lifestyle in the Chesapeake. The way that the Chesapeake was eager to do battle with the Yankees for the propagation of the benefits created by the slave exchange demonstrates certain that financial reasons were the impetus behind the improvement of bondage in the area. References Boyer, P.S. et al (2003) Enduring Vision: a History of the American People: Fifth Edition New York: Houghton Mifflin Breen, T.H. (Ed.) (1976) Shaping Southern Society: the Colonial Experience Oxford: Oxford University Press Fogel, R.W. (2003) The Slavery Debates, 1952-1990: a Retrospective Baton Rouge: Louisiana State University Press Morgan, E.S. (2003) American Slavery, American Freedom London: W.W. Norton Co. Morgan, P.D. (1998) Slave Counterpoint: Black Culture in the Eighteenth Century Chesapeake and Low Country Chapel Hill, NC: University of North Carolina Press Chosen Articles Jordan, W. (1976) Unthinking Decision: Enslavement of Negroes in America to 1700, cited in, Breen, T.H. (Ed.) Shaping Southern Society: the Colonial Experience Oxford: Oxford University Press Diaries Hadlin, M.F. what's more, Hadlin, O. (April 1950) Origins of the Southern Labor System, cited in, William and Mary Quarterly, Volume 7, Number 2

10 Brilliant Tips for Dealing with a Difficult Boss

10 Brilliant Tips for Dealing with a Difficult Boss Congratulations! It’s your first day at work and you are thrilled to have been chosen among several other candidates for this prestigious job. Things get even better when your colleagues are more than happy to show you around the office block. You finally approach the boss’s chambers, and this is it! Your moment of reckoning!But ALAS….As you step out of the office your entire world seems to collapse, you realize your boss has just shattered your dreams by criticizing you and walking over your ambitions. This is a classic case of dealing with a boss who is mean and quite judgmental.  Now, the office begins to resemble a dreary old prison cell while your boss is the prison warden.You now question yourself â€" Do I have to endure this for eternity?Fortunately, the answer’s No!   Dealing with a relentless boss can be made effortless by following a set of guidelines. The first move is to deduce the type of boss you will be working for, the section below goes in-detail on the kind of bosses you are likely to confront. THE VARIOUS TYPES OF BOSSES YOU ARE BOUND TO ENCOUNTERBefore you find ways to tackle your boss, it’s important to decipher his personality and measure his temperament. This allows you to pinpoint the specific nature of your boss to better equip yourself and fend off any ugly attempts at taking you down.The Narcissistic KindThere’s nothing worse than having a self-centered, self-admiring, and self-obsessed boss constantly tell you that you are in the wrong. The narcissistic boss is the first to grab the spotlight for the achievements of his team and the last to take blame in a situation that calls for it.Emotionally, the narcissistic boss will always feed off energy from his co-workers and will ensure you never win an argument as they prefer to keep things under their control. To achieve success in dealing with a narcissistic boss, it’s important to understand the term â€" narcissist.Narcissists like to get under the skin of people by thriving on their bloated egos. They don’t miss an opportunity to embarrass and shame you to showcase their superior hold over you. In these conditions, it’s important to never provoke their narcissistic nature and get your tongue bitten in the process.Don’t try and enable a narcissistic boss by trying to point out the truth, you will only encourage them to belittle you. Instead, focus on the crucial perspective of working in a big company to learn the ropes while you earn the trust of your peers. Sooner or later, your boss will come around to understanding your role and just how important you are to the team.Here is a short video that demonstrates ways to deal with a narcissistic boss. The Busy BeeYou’ve just finished a big report and are looking forward to showing it to your boss â€" except your boss never seems to be around or in his chamber. A boss that empowers you but is nowhere in sight when an urgent proposal requires his attention can get quite messy for the overall development of the company.Apart from not b eing present, the boss spends his time doing non-constructive activities while adding his assigned work to your work pile. Overtime, it can get impossible to keep a track on his whereabouts and you are left feeling exhausted and frustrated due to the lack of support and feedback.Dealing with this type of boss can be quite difficult as you are in no position to dictate their work agenda for them. However, if you were to pitch up an idea where it showcases the shortcomings of the company and why there is a lack of growth, it should get their attention enough to come up with a plan.The absent boss should be notified that his presence is required in the company and that his insight is extremely valuable. It’s also a good idea to remind them that your current job is being affected due to the additional workload.The Nosy Micromanager TypeImagine having someone constantly breathing down heavily behind your neck while you try to get the work done â€"it’s not a pleasant situation to be i n. The Micromanager boss will always try to throw in his input while obstructing your workspace. Overtime, this behavior can dampen your creativity and will certainly restrict you from developing your skillset any further.Micromanager bosses tend to latch on to minor details and make a big fuss over it instead of concentrating on the bigger picture. It’s frustrating as an employee to lose their freedom of expression and give in to the demands of a stubborn and unyielding boss.In these situations, it’s important to combat their overbearing nature by being proactive and checking in on the matter before you are approached. Since micromanager bosses are usually the hardest of the lot to please, you need to go the extra mile by being patient and taking the time to show them the full picture.If all else fails, you could try being upfront about your situation to your boss and explain why he needs to trust you and leave you in charge. Request him politely to offer his feedback until aft er the project is complete and not before.The Chaotic SoulThe fuming raging beast that awaits you at the gates of hell â€" that’s the feeling you get when approaching the “Chaotic” boss. While everyone often experiences a bad mood, the chaotic boss seems to be permanently affixed to this state of emotion.The volatile nature of an angry boss can ensure the office environment is always tense and it’s impossible to get work done efficiently without constantly feeling nervous. Although apologizing often, even if it wasn’t your mistake, can seem like the solution, overtime, this leads to more outbursts due to your compliant nature.To tackle this issue, you need to get to the root of the problem and understand why your boss is constantly in a foul mood. If he expects a specific standard of quality in his employees such as punctuality, on-time reports, and managing deadlines promptly, then this is where your area of focus needs to be. Improving on these areas can send a signal to him that you are trying your best, and this can open a warmer relationship between the two of you.For more in-depth strategies to help you combat a difficult boss, the following section deals with 10 ways to help you achieve a calm and peaceful working environment.10 TIPS THAT CAN BLOCK OUT THE ACTIONS OF A TENACIOUS BOSSTip #1: Determine the Situation You’re in Before Acting“Don’t judge a book by its cover!”Sometimes, we rely too much on our assumptions to draw a picture of an individual and this could lead to our downfall. If you’ve just taken up a new position in the company, it’s important to give the job sometime before you analyze the nature of your boss. It could be that your boss happened to be in a bad mood during the first week of your joining and that things could get better as time passes.Your boss could be a perfectionist and may require things to be up to the mark, this isn’t necessarily a bad thing and could only improve your talents at a faster pace. T here could be a management style that your boss adheres to and as a new trainee, it could take you sometime to adjust yourself to these requirements.However, if things remain cold and damp for over a month or two, your boss could in fact very well be a difficult person to work with. In which case, the following tips below will guide you in these difficult situations.Tip #2: Demonstrate Strong Qualities and Win Your Boss OverBosses are always looking for efficient employees to work with and this could be your chance to prove to them that you have all the necessary talents in you. Simple changes to your behavior such as showing up to the office on time, offering to handle a difficult project or staying back an extra hour to ensure the operations are streamlined can make the difference between a difficult boss and a satisfied one.Exhibiting key skills can also prove to your boss that you can be relied upon and this allows them to feel comfortable which means lesser grueling sessions. U nder the right circumstances, you could even receive a promotion and astonish your co-workers by showing them that even they can convert a raging bull into a timid mouse with the right Expertise.Always remember that there is no substitute for hard work, but hard work alone isn’t going to win you the prized horse, it’s necessary to be strong-willed. When things still look shaky, it’s important to remain calm and move on to the next tip â€" Patience!The below video showcases the right attitude needed to achieve success with your boss. Tip #3: Practice PatienceBeing patient has its own rewards in life and it’s not that much different in a professional environment. If you’ve just had a brutal session that had your boss performing a takedown maneuver on your recently envisioned project, remain calm. A calm personality showcases a mature individual that can solve any issue that life has in store for them.By remaining composed you also dominate the situation and your boss will ev entually begin to respect your levelheaded nature. As a bonus, your laid-back quality may begin to rub off on his heated personality and you may successfully defeat his aggression altogether with your passiveness.Patience allows you to assess the situation and take the best route forward. Judging your boss and making a hasty decision can cause you to regret the decision for the rest of your professional career. Hence, it’s important to hold onto your emotions and carry a smile on your face.Tip #4: Avoid Being DefensiveThere may be several days in your career that seem like your resistance has been crushed and it’s time to take the attack to the opposition. A few angry words or an unending argument can ensure your boss sees you as a potential rival rather than a team player. This feud can carry on for months and can create an ugly atmosphere where you remain constantly frustrated and will make you think back to the times when you should have remained passive instead of defensive. As the phrase goes â€" “I’m the boss and I make the rules”, there is no countering the fact that your boss will always hold more power than you. Unfortunately, even if you are right and your boss is wrong it’s necessary to remain silent and request for an opportunity to politely explain the situation without opposing the idea.Being defensive can cost you valuable recommendation marks that could have potentially helped you in landing your next job. Avoid imposing language and stick to venting out your frustrations outside the office, your future self will thank you for enduring these difficult times.Tip #5: Request for a TransferIf you find yourself loving your job but are unable to cope with the stressful environment due to the presence of your boss, request a transfer. Major companies are usually accommodating for their employees to apply for a transfer to another department within the same enterprise. Provide a satisfactory reason as to why you are requesting a transfer to the HR team and discreetly move away from your current Situation.It’s important to never blame your boss as the sole reason for moving as this could reflect poorly on your personal record. Find a way to convince your seniors that the change could bring the best out of you or that the other department is much more suitable to your working style.This method ensures that you don’t face any awkward moments with your boss to confront his behavior and is a great way to continue working with the company you love so much. Hopefully, the situation turns into a momentous one with your new boss being far more approachable than your last.Tip #6: Maintain a Personal Record of your Boss“By failing to prepare, you are preparing to fail”Life is full of uncertainties and the same applies to your position, in the long run, within the company. It’s necessary to keep track of activities and ensure that you maintain a log of all the events that occurred. Make it a point to safeguard important receipts and transcript every heated conversation that you ever had with your boss.When the storm does arrive, these records can help prove your innocence against a mean boss accusing you of a mistake you haven’t committed in front of other senior members. If necessary, having a co-worker or your team testify to the hardships faced by you due to your boss can get him fired or transferred to another department.This method should only be used as a last resort and if the situation has reached an escalating point. The documents should act as a protective vest that shields you from the incoming accusations of your boss and should by no means be used as a weapon to threaten your boss with.Tip #7: Put yourself in your boss’s shoes and empathizeYour boss is as human as the rest of your team and as a fellow human, it’s your duty to understand the hardships faced by him on an emotional level. He could be going through a recent divorce or may be in a financial crunch to pay off his exis ting loans. The stressful phase faced by him could be the reason as to why he reacts the way he does.Take time off your work and try to get behind the matter by directly offering to listen to his personal side of the story. By listening and offering emotional support, you open the doors to your boss accepting you as a friend rather than a co-worker and this could repair the rift between the two of you.Remember to never try and pry open the issue if your boss isn’t comfortable sharing it with you. Respect his wishes and in time when he needs someone to share his ordeal with, guess who is his most trusted source to converse with?Tip #8: Always remain one-step aheadBy mentally preparing yourself to be productive and hitting your deadlines way before their completion time, you give your boss no reason to find fault with you. Create schedules for any meetings that are upcoming, ensure you’ve set up ample reminders in the form of alarm clocks and sticky notes placed in strategic posit ions.By acting on your own and being efficient in your work, you prove to your boss that you have the right mettle and a promotion can work in your favor. Eliminate any room for procrastination and realize that every time you postpone an important event, you invite the wrath of your boss. By weighing out the consequences, it’s an easy choice to make on which of the following path leads you to success.Once you create the habit of being ahead of your office commitments, your boss will immediately get the point and move on to less productive employees in the company to unleash his outburstson.Tip #9: Solve Interpersonal IssuesAs a working professional, you may not necessarily see eye-to-eye with your boss on a personal level due to the difficult circumstances unleashed by him into your world. However, it’s critical to set aside your ego and take a moment to consider the fact that there could be several issues in the past that have piled up and have remained unresolved.The situation demands that you politely approach him and have a face-to-face talk about all the outstanding clashes in the past and clear out any misunderstandings. Although this sounds like an extremely difficult thing to do, it’s the best move forward to resolving all conflicts in one long conversation. It also ensures that there is a healthy working environment between the two of you in the long distant future.Never discuss office issues with your colleagues as this can prove costly to your career. If a jealous colleague were to spill the beans about you to the boss, you can bide farewell to any promotions that your boss may have had in store for you.Here is an informative video regarding bosses that bully their employees and how to deal with such behavior. Tip #10: Evacuate from the Constant Negative SpaceYou’ve managed to try everything in the book including the kitchen sink to close the gap between your steadfast boss and yourself. Unfortunately, there seems to be no solution appearing and things have only gone from bad to worse. In this situation, you must consider the most difficult option of them all â€" Offer your resignation and seek work elsewhere.As bad as it sounds, this could be a new beginning for you and your career prospects. Take heart in knowing that you tried your best and gave it everything to iron out the issues that came your way. By leaving your company, realize that you didn’t just leave a good company, but the company lost a hardworking employee in you.And who knows your new company could just be the perfect working environment you have always wished for with welcoming colleagues, large office space, a premium paycheck and most important of all â€" a friendly and productive boss.BE A BETTER EMPLOYEE BEFORE YOU JUDGE YOUR BOSSAs a professional, it’s necessary to take a step back and start to evaluate yourself before you take the plunge and accuse your boss of being the main villain. Ask yourself questions like â€"Am I reaching all the nece ssary goals required of me by the company? Have I conducted myself unprofessionally during my time here? Am I being selfish with my co-workers and if yes, how can I be friendlier?Is there something I am unsure of which I repeatedly commit to anger my boss?The answers to the following questions can be a better judge of the type of person you are. If the answers are all positive, then you are free to pass personal judgment on your boss. If the answers are neutral or negative, it’s time to take a good look at yourself and fix your own personal flaws first, before you contradict others.By being a better employee, you motivate yourself and others around you to change in a constructive manner. Once you begin motivating others, your seniors and even your boss will begin to respect you for what you do and for all that you offer to the company. Rekindle the lost flame of encouragement and watch yourself grow leaps and bounds.CONCLUSIONDuring the interview process, it would be a good idea t o ask around and get information on the boss you will be working for. This will give you a good reason to judge the overall mentality of your boss and it will allow you to make a choice of whether you can tolerate the beast or better yet â€" not venture into the uncharted wilderness in the first place.In the unfortunate event that you made it into the wasteland, you can always find yourself a way to keep yourself from being mauled by following the above guidelines and by maintaining a level-headed personality to serve as your guiding light.Always remember that no one deserves to be mistreated for the job they perform, if all the above commandments fail, take the high road and seek out a better employer, it’s worth it in the long run.

Analysis Of The Book Gig Americans Talk About Their Jobs

In the book GiG Americans Talk About Their Jobs, include 100’s of interviews of different people with different jobs that provide personal achievements, and goals that give these individuals the strive to work. These reasonings of why we should work point out much more than money being the outcome. Each individual interviewee has a different reason for why they work, what makes them strive to work, what makes their job’s worth going to each day. From selected interviews â€Å"Wal-Mart Greeter†, â€Å"Clutter Consultant†, â€Å"Lobbyist†, and â€Å"Orthopedic Surgeon† each represented different reasons of work;the four that stood out most to me included: Self-worth, appreciation from clients, political belief goals, and mental fulfillment. In the â€Å"Wal-Mart Greeter† interview in GiGi, Jim Churchman reason we should work is that working gives us self-worth. Jim states, â€Å"My favorite thing about the job is the fact that I have a job. It’s a lot better than sitting around home, you know?†(4). Jim Churchman’s idea and reasoning for work is inspiring because of the positivity he brings to the table about his job. Churchman could have continued to just be retired playing golf, but he chose to continue working because he knew he was able to, and wanted to continue his life around people rather than just sitting at home. Churchman describes going from pulling freight and stocking to becoming the greeter as,† I thought, I don’t know if I can handle that. I don’t know if I can be effervescent all the time†Show MoreRelatedEmployment Structure in Film and Movie Industry3085 Words   |  13 Pageswhat percentage each sector takes up of the market and argues that if thes e core industries are taking up a high percentage of market share then cultural industries must be on the up. However this tells us nothing about the actual work going on in these industries, the bulk of the jobs in each industry are simply routine. Take for example the cinema which is considered when working out the film industry but in a cinemas building what creativity is actually taking place? Surely selling tickets,Read More65 Successful Harvard Business School Application Essays 2nd Edition 147256 Words   |  190 PagesBUSINESS SCHOOL HARVARD SUCCESSFUL 65 APPLICATION SECOND EDITION E S S AY S APPLICATION BUSINESS SCHOOL HARVARD SUCCESSFUL 65 ECSNS A IYI O N S SE O D ED T With Analysis by the Staff of The Harbus, the Harvard Business School Newspaper ST. MARTIN’S GRIFFIN NEW YORK 65 SUCCESSFUL HARVARD BUSINESS SCHOOL APPLICATION ESSAYS, SECOND EDITION. Copyright  © 2009 byThe Harbus News Corporation. All rights reserved. Printed in the United States of AmericaRead MoreIsys15184 Words   |  61 Pages|For use in the AAT Accounting Qualification | |A to Z Vehicle hire |Assessment book | Time allowed: Four months |AAT Level 4 Diploma in Accounting |QCF qual ref |SCQF qual ref |QCF unit ref |SCQF unit ref | Read MoreMonsanto: Better Living Through Genetic Engineering96204 Words   |  385 Pages441 441 CASE STUDIES A summary of the case analysis I N T R O D U C T I O N Preparing an effective case analysis: The full story Hearing with the aid of implanted technology: The case of Cochlearâ„ ¢ – an Australian C A S E O N E high-technology leader Delta Faucet: Global entrepreneurship in an emerging market C A S E T W O DaimlerChrysler: Corporate governance dynamics in a global company C A S E T H R E E Gunns and the greens: Governance issues in Tasmania C A S E F O U R Succeeding in theRead MoreComment on How Changes in Macro and Market Environment Forces Impact on the Level of Competition in an Industry.18606 Words   |  75 PagesPART 2 Marketing Analysis 3 4 5 6 7 8 The marketing environment Understanding consumer behaviour Understanding organizational buying behaviour Understanding marketing ethics and corporate social responsibility Marketing research and information systems Market segmentation and positioning 72 108 145 180 216 259 CHAPTER â€Å" Change is the only constant. 3 1 2 3 4 5 A. TOFFLER † The marketing environment LEARNING OBJECTIVES After reading this chapter, you should be able to: describeRead MoreManaging Information Technology (7th Edition)239873 Words   |  960 Pagestextbook appear on appropriate page within the text. Microsoft ® and Windows ® are registered trademarks of the Microsoft Corporation in the U.S.A. and other countries. Screen shots and icons reprinted with permission from the Microsoft Corporation. This book is not sponsored or endorsed by or affiliated with the Microsoft Corporation. Copyright  ©2012, 2009, 2005, 2002, 1999 Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey 07458. All rights reserved

Life As A Social Worker - 1574 Words

Life as Social Worker Growing up, I would watch the people in my community. I picked up on the things we considered to be socially acceptable. My community is predominantly filled with Latino and African American culture. Though, both come from two different ethnic groups, beliefs and practices, they share a common socioeconomic factor. I remember observing the gang violence, prostitution, drug and alcohol abuse, and children wandering the streets. Most people coming from a higher income status would be uncomfortable and appalled by the events that take place in my community. I stress over getting a higher education because I have hope. I have hope that one day, I will be able to put an end to my peoples’ suffering. I have no idea of when or how, but I do believe that working through school, I can develop the necessary social skills needed to guide my community in a better direction. One profession that work towards bringing the community together is social workers. Social wo rkers give assistance to groups and individuals in order to restore or enhance their capacity to function socially. They also work to create societal conditions that supports the communities’ needs. The practice of social work requires knowledge of human development and behavior of each individual or group. They refer to the social, economic and cultural factors and compare the interaction of all of them combined. Social workers help people of all backgrounds address their own needs throughShow MoreRelatedMy Life As A Social Worker950 Words   |  4 Pageswanted to be a social worker. As a young man I have always wanted more out of life. I grew up in a small farm town North side of the border of Mexico. I am the oldest of three children (two sisters). My parents were both working with the school district, my father a teacher/coach, my mother a social worker. My parents were well educated and believed in obtaining an education. They taught me school is a great way to enhan ce my life. I did well in my early years of my education, but life is the greatestRead MoreMy Life As A Social Worker963 Words   |  4 PagesMother has always been an extreme inspiration to me. When she was around my age, she got caught up in alcohol and drugs letting them run her life. However, after many years of using, there was a tipping point in her life when she decided enough was enough. After going through the rehabilitation process, she returned to school and obtained a Bachelors of Social Work. It was the idea of being able to help others that have gone through and are going through a similar experience she did, that inspiredRead MoreThe Life and Future of a Social Worker806 Words   |  3 PagesSocial workers are very helpful, the goal of all social workers is to help individuals and families work through their issues both mentally and physically. In order to be a social worker, one must know the education requirements, the working conditions, and want to help other s. To become a social worker, one must have the educational requirements such as a high school diploma, one should take courses required for when one goes to college. These courses include English, Foreign language, mathematicsRead MoreA Glimpse Into The Life Of A Social Worker934 Words   |  4 PagesA Glimpse Into the Life of a Social Worker Margarita Perez received a Bachelor’s degree in Psychology from York College, The City University of New York. She then went on to receive her Master’s of Social Work degree at San Francisco State University, with a double emphasis on Individuals, Families and Groups, as well as, Child Welfare. She began her social work career as a Mental Health Treatment Specialist at Family Paths, a child abuse prevention and treatment agency. There she gained experienceRead MoreMy Life Towards A Social Worker1015 Words   |  5 PagesThroughout my life, I have had a deep passion for being a social worker. I have always appreciated the impact the field has on people’s lives, especially in its ability to instill positivity into a discouraged person’s life. I have high hopes that this is the best decision I am making in my life because I feel I have a position in touching the lives of others. I anticipate realizing my dreams in having a fulfilling life experience, espe cially when I am through with my academic journey. Also,Read MoreMy Life Of Becoming A Social Worker1342 Words   |  6 PagesThree years ago, I dedicated myself to beginning the journey to becoming a social worker. My turbulent personal history with my dysfunctional family, abuse, and trauma implored me to assistance others the way that I had needed help many times in my past. I was told since childhood that education is not necessary for me because I was a Muslim girl and my life was to be poise and ready for my future husband. I wanted to be more and so I fought; I fought against the restrictions my family placed onRead MoreThe Life Course and Social Workers Essay2668 Words   |  11 Pagesâ€Å"The life course is the progression and path an individual takes from conception to death, and considers that the whole life of the individual presents opportunities for development, change and growth† (Crawford and Walker 2010). Being aware of what life course one’s on and the impact of transitions within a person’s life course is important for social work practice. It is important that social workers reflect on both their own and other’s experiences throughout the life course and support thisRead MoreDoes Social Workers Improve The Quality Of Life For Clients? Essay1422 Words   |  6 Pages Perspective to the Change in Behavior Social Workers are continuously seeking ways to improve the quality of life for clients, and they are also seeking innovative ways to empower clients to embrace change that impacts their lives positively. â€Å"The strengths perspective says that the client has the resources to overcome adversity but these resources may not be evident to the client† (Arnold, 2015). Just as social workers empower their clients to modify behaviors, the same method can be applicableRead MoreA Productive Life With A Positive Emotional Well Being A Social Worker Essay2017 Words   |  9 Pageslive a productive life with a positive emotional well-being a social worker must verify the reasons why children are feeling depressed and if therapy or medication are effective when treating them. Also, in order to decrease the percentage of children developing mental health issues the social worker will need to help the children and assist them with the best interventions and give them the proper care to d evelop positive results. Practice question for the profession of social work: â€Å"Is cognitiveRead MoreThe Role Of A Social Worker And The Elderly Population957 Words   |  4 PagesSocial work is a profession that focuses on all ages, ethnicities, and culture. The role of a social worker includes core values, human rights, social justice and problem solving. When I chose to seek a degree in social work I did not know all of the ramifications that would follow. However, I did know that I wanted to work with children. The day I became a mother I knew it was my purpose to eventually work with children in some capacity. Once I started taking pre-social work classes I learned so

Intel Code of Conduct Free Essays

string(202) " 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\." 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. You read "Intel Code of Conduct" in category "Papers" 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 satisfaction Risk 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 commitments †¢ Properly plan, fund and staff projects †¢ Pay attention to detail Great Place to Work We 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 Orientation We 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 geographies around the world. We will write a custom essay sample on Intel Code of Conduct or any similar topic only for you Order Now 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 Compliance 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 Contents Code 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¢ € ¦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‚¬ ¦ 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 Trade marks 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 Conduct Since 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 Assets 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 Intel 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 Records Intel’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 laws 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 CONDUCT MAY 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 marketplace. 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 responsible 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 value to a government official. INTEL CODE OF CONDUCT MAY 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 products 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 insider 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 4 Any 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 the 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 disclose 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 responsible 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 p rivacy 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 the 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 EthicsandCompliance@Intel 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 important 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 Examples Conflicts 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 circumstances. 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 improperly 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 main tain 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, information, 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 9 While 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 trademarks 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 Intel The 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 Concerns Because 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 or 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 representative 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 confers 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 Definition Conduct 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. white 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 in 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 14 Topic 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 used 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 requirements Avoid 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 decisions in the best interest of Intel. Handling Conflicts of Interest Personal 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 include 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 relationship Handling 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 Trademark A trademark is anything that identifies the source of one’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 concrete 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 How to cite Intel Code of Conduct, Papers

The Orphan Train by Christina Baker Kline - Questions

'The Orphan Train' by Christina Baker Kline - Questions The Orphan Train by Christina Baker Kline moves back and forth between two stories that of a young orphan girl in the early twentieth century and that of a teenager in the modern-day foster care system. As such, book clubs that read this book have the opportunity to discuss American history, foster care issues or the relationships between characters in this particular novel. Choose among these discussion questions as you decide which threads are most interesting for your group to discuss more deeply. Spoiler Warning: Some of these questions reveal details from the end of the novel. Finish the book before reading on. Questions AboutThe Orphan Train The prolog gives away many of the details of Vivians life, such as when her parents died and the fact that her true love would die when she was 23. Did you remember these details as you read the novel? Do you think the prolog adds something important to the story?In many ways, the main story in this book is Vivians; however, the novels opening and closing chapters are in Spring Harbor in 2011 and contain Mollys story. Why do you think the author chose to frame the novel with Mollys experience?Were you more connected to one thread of the story the past or present, Vivians or Mollys? Do you think moving back and forth between time and the two stories added something to the novel that would have been missing if it was one linear story? Or do you think it detracted from the main narrative?Had you heard of the orphan trains before reading this novel? Do you think there were benefits to the system? What were the downsides that the novel highlighted?Compare and contrast Vivians experiences with Mollys. What are some ways that the current foster care system still needs to improve? Do you think any system could deal with the hole provided when a child loses his or her parents (either through death or neglect)? Molly and Vivian each held on to a necklace linking them to their cultural heritage even though their early experiences within those cultures were not entirely positive. Discuss why you think heritage is (or is not) important to personal identity.Does molly complete a portage project for school answering the questions, What did you choose to bring with you to the next place? What did you leave behind? What insights did you gain about whats important? (131). Take some time as a group to share your own experiences moving and how you would answer these questions personally.Did you think Vivian and Mollys relationship was believable?Why do you think Vivian chose to give up her baby? Vivian says of herself, I was a coward. I was selfish and afraid (251). Do you think thats true?Why do you think Vivian eventually takes Molly up on her offer to help her reconnect with her daughter? Do you think that learning the truth about Maisie had an impact on her decision?Why do you think Vivians story helps Molly experience more peace and closure with her own? Rate The Orphan Train on a scale of 1 to 5. The Orphan Train by Christina Baker Kline was published in April 2013Publisher: William Morrow288 Pages