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1.

Introduction

1.1 Intel
Being the world’s largest
semiconductor chip manufacturer
by the revenue generated, Intel is
rightfully the inventor of x86 series
of microprocessor which is found in
most of the PCs we use. It was
found on July 18, 1968, as
Integrated Electronics Corporation
(though it is a common
misconception that “Intel” is from
the world Intelligence) and is
located in Santa Clara, California,
USA. It also makes motherboards,
chipsets, integrated circuits, flash
Intel Headquarters (USA)
memory, graphic chips, network
interface controllers, embedded controllers and processors and other devices related to
computation and communication. Founded by semiconductor pioneers Robert Noyce and
Gordon Moore, and widely associated with the executive leadership and vision of Andrew
Grove, Intel combines advanced chip design capability with a leading-edge
manufacturing capability. Originally known primarily to engineers and technologists,
Intel's successful "Intel Inside" advertising campaign of the 1990s made it and its
Pentium processor household names. Intel was an early developer of SRAM and DRAM
memory chips, and this represented the majority of its business until the early 1980s.
While Intel created the first commercial microprocessor chip in 1971, it was not until the
success of the personal computer (PC) that this became their primary business. During
the 1990s, Intel invested heavily in new microprocessor designs fostering the rapid
growth of the PC industry. During this period Intel was the dominant supplier for
processor units and was known for controversial tactics in defense of its position in the
market, particularly against its biggest rival in x86 architecture i.e. AMD and as a
struggle with the Microsoft for control over the direction of the PC industry. According to
the 2009 ranking, Intel has improved from position 27 to 23 in world’s 100 most powerful
brands published by Millward Brown Optimor. Intel is also doing research in electrical
transmission and generation and semiconductors industry.

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1.2 AMD
AMD (Advanced Micro Devices,
Inc.), an American multinational
semiconductor company located at
Sunnyvale, California, produces
computer processors and related
technologies for commercial and
consumer markets. Some of the
main products are
microprocessors, motherboards,
chipsets, graphic processors,
embedded processors, personal
computers and workstations, and
processors of handheld devices, AMD Headquarters (USA)
digital TV, automobiles, game
consoles and other applications.
AMD is the second largest competitor of Intel based on the x86 architecture and is third
largest GPU supplier after Intel and Nvidia. It has 21% shares in Spansion, a supplier of
non-volatile flash memory. According to 2007 ranking, AMD was placed 11th in the list in
semiconductor industry based on the revenue generated.

1.3 WHY Intel vs. AMD?


Intel tops the current semiconductor market with excellent revenue and reputation
worldwide where AMD is placed 11th on the same market then why Intel vs. AMD?
This is because though, AMD shares less market position; it still is biggest rival of Intel
especially when it comes to the microprocessors for personal computing and
workstations. So, instead of comparing Texas Instruments with Intel or any other
organizations having better ranking in the semiconductor market, we have selected AMD
which can bring a good contrast when compared with the market giant Intel. Even at 11th
position in the market, AMD still has reputation and history as well as new innovations.
Though it can’t compete Intel as its obvious, and it has flaws of course, still we will show
how it can do better or doing better.

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1.4 Company Profile

Informat Intel AMD


ion
Type Public Public

Founded 1968 1969

Founders Gordon E. Moore W. Jerry Sanders III


Robert Noyce Edwin J. Turney
Headquarters 2200 Mission College Sunnyvale, CA, U.S.
Boulevard, Santa, California,
U.S.A
Area Served Worldwide Worldwide

Industry Semiconductors Semiconductors

Employees 83,500 14,700

Revenue US$ 37.586 billion US$ 5.808 billion

Operating US$ 8.954 billion US$-1.955 billion


Income
Total Assets US$ 50.715 billion US$ 7.675 billion

Website www.intel.com www.AMD.com

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1.5 History

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Intel AMD
 Intel was founded in 1968 by Gordon E.  Advanced Micro Devices was founded on
Moore (of "Moore's Law" fame, a May 1, 1969, by a group of former
chemist and physicist) and Robert executives from Fairchild
Noyce (a physicist and co-inventor of Semiconductor, including Jerry Sanders
the integrated circuit) when they left III, Ed Turney, John Carey, Sven
Fairchild Semiconductor. Simonsen, Jack Gifford and three
 Intel's business grew during the 1970s members from Gifford's team, Frank
as it expanded and improved its Botte, Jim Giles, and Larry Stenger.
manufacturing processes and produced  The company began as a producer of
a wider range of products, still logic chips, then entered the RAM chip
dominated by various memory devices. business in 1975.
 Intel created the first commercially  That same year, it introduced a reverse-
available microprocessor (Intel 4004) in engineered clone of the Intel 8080
1971 and one of the first microprocessor.
microcomputers in 1972.  It had some success in the mid-1980s
 By the early 1980s its business was with the AMD7910 and AMD7911 "World
dominated by dynamic random access Chip" FSK modem, one of the first
memory chips. multistandard devices that covered both
 Increased competition from Japanese Bell and CCITT tones at up to 1200 baud
semiconductor manufacturers had, by half duplex or 300/300 full duplex.
1983, dramatically reduced the  AMD decided to switch gears and
profitability of this market. concentrate solely on Intel-compatible
 the sudden success of the IBM personal microprocessors and flash memory. This
computer convinced then-CEO Grove to put them in direct competition with Intel
shift the company's focus to for x86 compatible processors and their
microprocessors, so by the end of the flash memory secondary markets.
1980s this decision had proven  AMD announced a merger with ATI
successful. Technologies on July 24, 2006. AMD
 By end of 90s, its line of Pentium paid $4.3 billion in cash and 58
processors had become a household million shares of its stock for a total
name.
of US$5.4 billion.
 After 2000, growth in demand for high-  It was reported in December 2006
end microprocessors slowed.
Competitors, notably AMD.
that AMD, along with its main rival in
the graphics industry Nvidia, received
 In 2006, Intel produced P6 and Netburst
products with reduced die size (65nm). subpoenas from the Justice
A year later it unveiled its Core micro Department regarding possible
architecture to widespread critical antitrust violations in the graphics
acclaim. card industry, including the act of
 On June 27, 2006, the sale of Intel's fixing prices.
XScale assets was announced.  In October 2008, AMD announced
plans to spin off manufacturing
operations in the form of a
multibillion-dollar joint venture with
Advanced Technology Investment
Co., an investment company formed
by the government of Abu Dhabi.
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1.6 General Company Information
Intel AMD

Vision Vision

At Intel, we constantly push the A world where the amazing power of


boundaries of innovation in AMD technology improves the
order to make people's lives quality of people's lives.
more exciting, more fulfilling, AMD set a goal to enable affordable,
and easier to manage. Our accessible Internet connectivity and
unwavering commitment to computing capabilities for 50
moving technology forward has percent of the world's population by
transformed the world by leaps the year 2015.

Mission Mission
Delight our customers, employees, Lead through innovative, customer-
and shareholders by relentlessly centric solutions that empower
delivering the platform and businesses, enhance the digital
technology advancements that lifestyle, and accelerate global
become essential to the way we digital inclusion.
work and live.

Values Values
Customer orientation Respect for People
Results orientation Integrity
Risk taking Our Customers' Success
Great place to work Customer-Centric Innovation
Quality Initiative and Accountability
Discipline Fair and Open Competition

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1.7 SWOT Analysis
1.7.1 Intel

Strengths:

> The largest company in the Semiconductor Industry and 83900 (2008) employees.
> Huge Profit: Revenue $37,8 billion(2008) and market capitalization $77,14 billion.
> Intel’s capacity to produce high speed microprocessors.
> Has efficient money and marketing muscle.
> Favorable investment strategy in Samsung and Micron Technology.
> Intel is a lot innovative and always has new successful ideas.
> Intel got a lot of loyal customers and hence it has market share leadership.
> It has strong brand equity and strong management team.

Weaknesses:

> Laid off 10500 employees (2006) and will lay off 1800 employees also shutting down
some facilities (Intel Philippines, Cambridge Intel Laboratory).
> Doesn’t produce very high end graphic chips or attractive enough for gamers.
> Flaws in PC boards of Rambus.
> Expensive retail pricing is also a weakness.

Opportunities:

> High profit margin due to its high speed microprocessors.


> Intel may reap more benefits due to its investment in Samsung and Micron.
> Intel is expanding its product range and services, so new opportunities.
> Intel is more innovative and it implements new ideas which find more opportunities for
it.

Threats:

> slowing PC market may hamper Intel’s profit.


> Another threat is efficient use of PC using cheap ICs which can drop down the prices.
> Exchange rate fluctuations also are a threat for Intel.
> Price wars and current global crises is effecting Intel.

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1.7.2 AMD

Strengths:

• The second largest company in the semiconductor industry and third largest company
in the graphic industry
• 15,653(2008) Employees.
• The company revenue: $6,013 billion.
• Cheaper product than Intel
• Many facilities and research and developing centers
• AMD Athlon 64x2 microprocessor.

Weaknesses:

• AMD has a bit bad market reputation compared to its rival Intel.
• AMD notebook chips are not up to the mark.
• Intel, Microsoft association.
• Decreasing annual revenue.

Opportunities:

• AMD keeps the low price strategy.


• AMD Live: Digital platform TV
• AMD is innovative in gaming and produces better gaming PCs.
• AMD acquired ATI, a GPU manufacturer, which made its market position better.
• Gaming industry is growing and ATI cards are better in performance than Nvidia ones.

Threats:

• Less innovative and can’t keep the competitive advantage.


• Was better than Intel few years back but now Intel is going a lot good.
• Worldwide economic crises are a threat too.
• It doesn’t reveal the upcoming technologies and hence less advertisements and
research.

2. Basic Comparison

2.1 Market Share


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Intel is currently dominating the market share in semiconductor industry. Intel has
occupied 71% or above of the market and is still growing. AMD is growing back too as
obvious from the chart below and this is because it has introduced multi-core processors.

2.1.1 Intel vs. AMD market share chart

2.1.2 Intel vs. AMD share price Chart

2.1.3 Annual Financials for Intel

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2.1.4 Annual Financial for AMD

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2.2 Company Products
Some of the microprocessors of both the companies are shown and compared below.
Here’s a list of some of Intel’s processors:

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And a list of AMD’s processors is given below:

2.2.1 Comparison

2.2.2 Conclusions
These two charts only show some of the processors of both companies and are not the
latest models. The purpose of this is to show how Intel and AMD are managing to put
various features on their respective processors and what are the good points and what
are the bad points that we can easily find out. Now as obvious, Intel has better
fabrication process values than AMD and power management too. And if the prices are

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seen and the final comparison chart is looked upon, it’s clear that AMD is not delivering
the same features as Intel can but it doesn’t mean AMD always is like that. AMD is doing
much better if Graphics Processing Units are compared.

2.2.3 Benchmarking
Now to test the processors, a game “The Elder Scrolls IV: Oblivion” is used as
benchmarking source. The benchmarks are based upon the frame per seconds recorded
with FRAPS utility in the game for a specific point and time and tested for AMD’s as well
as Intel’s processors.
And the result is pretty obvious for this game as shown below. But it’s not same for all
games.

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3. Corporate Responsibility
Corporate social responsibility (CSR), a.k.a. corporate responsibility, is a form of
corporate self-regulation integrated into a business model. Ideally, CSR policy would
function as a built-in, self-regulating mechanism whereby business would monitor and
ensure its adherence to law, ethical standards, and international norms. Business would
embrace responsibility for the impact of their activities on the environment, consumers,
employees, communities, stakeholders and all other members of the public sphere.
Furthermore, business would proactively promote the public interest by encouraging
community growth and development, and voluntarily eliminating practices that harm the
public sphere, regardless of legality. Essentially, CSR is the deliberate inclusion of public
interest into corporate decision-making, and the honoring of a triple bottom line: People,
Planet, and Profit.

3.1 Intel

3.1.1 Management Strategy and Analysis

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As set by a formal charter, the Corporate Governance and Nominating Committee of
Board of Directors has ultimate oversight of Intel’s corporate responsibility performance,
and CEO sets “tone at the top” and strategy. A Corporate Responsibility Management
Review Committee, led by Corporate Responsibility Group, manages efforts across the
company. Other organizations, including those represented in this graphic, own specific
areas of Intel’s performance.

3.1.1.1 Corporate Responsibility Goals Summary


Based on feedback from stakeholders, Intel has incorporated the discussion of its
performance to goals and future goals into each relevant section of this report. The
following table provides a high-level summary of Intel’s company-wide goals in key
corporate responsibility areas.

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3.1.2 Ethics and Governance

Intel Says: “Our formal Code of Conduct, corporate governance structure, and Ethics and
Compliance Program help ensure that we maintain the highest standards of integrity in
everything we do.”

3.1.2.1 Intel Code of Conduct


In Intel, the Code of Conduct guides the behavior of the officers, employees, non-
employee directors, and suppliers, and it also serves as the major pillar of the Intel’s
culture. Its business principles and guidelines promote honest and ethical conduct, deter
wrongdoing, and support compliance with applicable laws and regulations. The code also
express Intel’s policies related but not limited to the conflicts of interest,
nondiscrimination, antitrust, bribery and anti-corruption, privacy, health and safety, and
protecting the company assets and reputation in the industrial world. It directs the
employees to be careful about the impacts of their decisions on the environment.

3.1.2.2 Corporate Governance


As of the end of 2008, Intel’s Board of Directors included President and CEO Paul Otellini,
Chairman Craig Barrett—both officers of Intel—and nine independent directors. Jane
Shaw, an independent director on Intel’s Board since 1993, will assume the role of
independent Chairman. The Chairman manages the Board’s process for annual director
self-assessment and evaluation of the Board.
Intel relies on them for their diverse knowledge, personal perspectives, and solid
business judgment. The Lead Independent Director also chairs the Board’s Executive
Committee and the Corporate Governance and Nominating Committee.
The Board’s Audit, Compensation, Corporate Governance and Nominating, and Finance
committees consist solely of independent directors who provide objective oversight of
the company’s management.

3.1.2.3 Ethics and Compliance Program


Intel’s Ethics and Compliance Program is chartered by the Board to advance a culture of
the highest levels of business ethics and legal compliance. Intel’s CEO drives its ethical
culture, including making decisions that set an appropriate “tone at the top” and holding
the senior management team responsible for recognizing and addressing risk; role
modeling accountability; visibly and proactively demonstrating a commitment to ethics
and compliance; holding managers accountable; and overseeing effective business
group ethics and compliance systems, work environments, and communications.

3.1.2.4 Antitrust Issues


Intel is engaged in a series of private litigations and regulatory investigations prompted
by complaints from its primary competitor. Intel’s position on these matters is simple:
Intel believes that the worldwide microprocessor market is functioning normally and is
highly competitive, and that its conduct has always been lawful, pro-competitive, and
beneficial to consumers. Antitrust decisions do not have formal deadlines, and Intel is
aware that these ongoing inquiries can affect its reputation. In the spirit of transparency,
Intel created the Competition in the Innovation Economy web site, which includes
information and updates on these matters.
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3.1.3 Environment
Multiple groups across Intel play a critical role in driving strategy, operational and
product improvements and policy initiatives related to environmental responsibility.

3.1.3.1 Climate Change


Intel considers global warming an important environmental issue, and long ago began
taking steps to mitigate its climate change impact and publicly report on its carbon
footprint.

3.1.3.2 Global Warming Emissions

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Since 2007, Intel has been a member of the Chicago Climate Exchange, North
America’s only cap and trade system for six greenhouse gases.

3.1.3.3 Water Conservation

Sustainable water management continues to be a key focus at Intel’s sites worldwide—


particularly those in arid locations—so Intel can meet its business needs as well as those
of its communities. Intel considers efficient and environmentally sound water
management in everything it does, including reviewing access to sustainable water
sources as a criterion when selecting a site for an Intel facility.
.

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3.1.3.4 2008 performance summary

3.1.3.5 Intel’s 2012 Environmental Goals

3.2 AMD

3.2.1 Management Strategy and Analysis

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3.2.1.1 Risk Management

Approach
AMD has an obligation to its stakeholders to understand and effectively and deliberately
manage its business risks to ensure that it will continue to compete and succeed in the
marketplace. AMD accomplish this through a systematic approach to managing risk of
loss, disruption or interruption of mission critical activities that are aligned with its
strategic business initiatives. AMD’s business resilience and preparation is routinely
reviewed and its management plans updated accordingly.

Planning and Implementation


AMD’s risk management processes include an integrated approach that focuses on
policies and procedures, management systems, such as EHS and Quality, and Business
Continuity Management (BCM). AMD’s Crisis Management plans are designed to provide
a quick, decisive and coordinated response to a crisis in order to protect people and the
environment and, to the extent possible, maintain normal business operations. Through
its policies and detailed procedures AMD seek to address many social, environmental
and ethical risks. For example, AMD’s Worldwide Standards of Business Conduct outline
its corporate policies related to Social, Environmental, and Ethical (SEE) risks with more
detailed procedures defined by specific policies such as its Code of Ethics for financial
officers and other policies.
AMD use its existing systems to manage risks through proper planning, communications
and training. For example, environmental, health, and safety risks are considered
throughout the EHS management system which includes AMD’s global EHS Standards
and an assessment/audit process to ensure conformance.

3.2.1.2 Public Policy

Approach
As a global company, AMD believe corporate responsibility includes being an informed,
active participant in the development of public policies that affect its business and its
industry in the countries and communities in which it operate. Good public policy begins
with diverse and committed stakeholders participating in open and transparent
proceedings to carefully examine issues and bring different perspectives and
experiences to promote effective solutions.

Planning and Implementation


AMD’s commitment to public policy participation includes working with governments,
non-governmental organizations (NGOs), trade associations and other groups to deepen
its understanding of issues and diverse perspectives, as well as to share its experience
and expertise as part of an informed public policy development process. AMD is actively
engaged in a number of public policy efforts that involve its business, its industry, and
users of technology everywhere. Some of the public policy priorities for AMD include:
• Fair and Open Competition
• Environmental Protection and Energy Efficiency
• Trade and Market Access
• Principal Industry and Business Associations

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3.2.1.3 Product Innovation

Approach
The lifeblood of a technology company is the technology and product pipeline.
The extremely high cost of leading edge technology development makes it necessary for
AMD and others to seek development partners to leverage resources and expertise. AMD
realize that the value derived from research and development investments generally
improves with participation from strategic partners, and it support the nurturing of long-
term partnerships with its customers, other technology companies, and academia.

Planning and Implementation


As an innovation leader, AMD is delivering differentiated products that combine its core
technology assets to drive the next-generation of applications for work, home and play.
AMD believe that the opportunity for success and long-term growth is inherent in a
flexible operating model, strong product portfolio and roadmap, and world-class
customers.
AMD is dedicated to collaborating with customers and partners to develop platform
solutions that deliver superior performance-per-watt to reduce energy use, increase
power efficiencies, and solve customer problems. AMD believe this focus on power
consumption is not only good for AMD, but also for the industry, and for consumers and
customers who care about the world we live in.
AMD depend on third-party companies for the design, manufacture and supply of
motherboards, BIOS software and other components that support its microprocessor
offerings. In addition, AMD continue to work with other third parties to obtain graphics
chips in order to provide its customers with a greater choice of technologies to best meet
their needs.

3.2.1.4 Stakeholder Engagement

Approach
As a global business, a wide range of stakeholders affect and are affected by AMD’s
operations and products. At AMD, people believe in the spirit of true collaboration. In this
respect, AMD strive to maintain open and frequent communications with the people,
businesses, and organizations that help it achieve success in everything it do. AMD
believe regular dialogue with stakeholders is mutually beneficial, providing perspectives
and interests that help inform its decisions, shape its programs, and influence its
collaborations.

Planning and Implementation


For AMD, an engaged workforce is a business imperative. Engaged employees think and
act beyond getting the job done thereby boosting innovation and ingenuity. Engagement
significantly impacts customer satisfaction, revenue, and stockholder value. While AMD
measures engagement through a variety of methods, its baseline engagement data is
gathered through an annual, global, all-employee survey, the results of which are used
to create tangible action plans. As engagement involves the entire AMD community, all
AMD managers are responsible for working with their teams to complete relevant plans
to address identified areas of concern. In 2009, AMD’s engagement efforts are focused
on ensuring that all of its employees can contribute to AMD’s strategy while receiving
robust skill and career development. In its dealings with external stakeholders, AMD
focuses on building relationships and improving transparency. AMD’s success depends

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on providing customers with the innovative products they desire, supported by excellent
customer service and uncompromising quality. Customer loyalty and satisfaction are key
indicators of AMD’s focused customer-centric approach to business. AMD conduct
customer surveys twice per year to understand the key drivers and opportunities for
continuous improvement relative to customer satisfaction and loyalty. AMD use survey
data to provide regional stakeholders, account teams, and business units with an overall
understanding of customers’ concerns and to prioritize activities that improve the
customer experience. AMD’s surveys are global and are available in multiple languages
to facilitate understanding and enhance responsiveness. Results of these surveys are
business confidential.

3.2.1.5 Supply Chain Management

Approach
AMD’s integrated approach to supply chain management ensures alignment with its
corporate strategy to deliver high quality products and services while maintaining and
enhancing long-term, mutually beneficial and ethical supplier relationships. AMD are
committed to the support of industry-wide efforts to integrate social, environmental, and
ethical responsibilities into the electronics industry supply chain practices. As a global
manufacturer, AMD want to ensure that working conditions in the electronics industry
supply chain are safe, that workers are treated with respect and dignity, and that
manufacturing processes are environmentally responsible.

Planning and Implementation


Supplier Social and Environmental Responsibility (SER) – The objective of its supplier SER
initiative is to work with AMD’s strategic suppliers to improve social and environmental
conditions in the electronics industry supply chain. AMD have prioritized the
implementation of its supplier SER program using a risk-based approach to target its top-
tier strategic suppliers - suppliers who are integral to AMD’s long-term success, or that
have solutions to help AMD be competitive in the marketplace. AMD are working to
establish supplier management systems that are consistent with the Electronics Industry
Citizenship Coalition’s (EICC), Code of Conduct and the Institute for Supply
Management’s (ISM) Corporate Social Responsibility (CSR) Principles in the Supply Chain.
AMD must not only establish systems for its supply base, but be responsive to its
customers. As part of its periodic training for sourcing personnel, AMD have introduced
the EICC Code of Conduct, its principles and values to AMD and its customers.

3.2.1.6 Quality Management

Approach
An extension of the company’s customer-centric focus is the belief that customers
should experience excellence when designing-in, manufacturing with, or supporting
systems that include AMD products.

Planning and Implementation


The company uses a multi-dimensional and cross-functional approach to produce high
quality and highly reliable products. AMD’s quality management system incorporates
supplier quality control, stringent raw material and manufacturing process control

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systems, and final testing to ensure operational consistency, efficiency, and the ability to
meet customer requirements. World Class Supplier,
World Class Manufacturing, customer quality, and other quality processes drive
continuous improvement in all aspects related to developing, manufacturing, and
supporting products. In 2008, all AMD manufacturing sites were ISO 9001:2000
registered; and these registrations have been maintained over time.

3.2.2 Ethics and Governance

Avenue
AMD believes that the integrity of an organization begins with every employee’s personal
and professional commitment to a set of core values that guides actions and decision-
making. AMD are committed to the highest standards of ethics and integrity in all
aspects of its business, and it continue to act appropriately to maintain the trust of its
stakeholders.

Policies and Practices


AMD’s ethics and compliance policies and practices include the following:
• Board of Directors
• Principles of Corporate Governance
• Worldwide Standards of Business Conduct
• Code of Ethics
• Corporate Compliance Committee
• Stock Ownership Guidelines
• Internal Audit
• Global Internal Controls and Compliance Committee
• AMD Political Action Committee

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3.2.3 Environment
It is AMD’s commitment to customers, partners, communities and employees to pursue
performance-per watt leadership, energy efficiency, and environmental responsibility in
its products and operations.

3.2.3.1 Electricity
Conservation
Most of AMD’s energy
use is in the form of
electricity, with
a smaller portion
coming from onsite fuel
consumption,
steam, and cooling and
heating water lines.
Because both fossil fuel
extraction and
the generation of
electricity
impact the
environment,
AMD continually look
for opportunities to
decrease the amount of electricity consumed, and use electricity from more efficient and
renewable sources.

3.2.3.2 Water Conservation


AMD uses water at all of its sites for normal sanitary, cafeteria, and facility upkeep.
Water for all of AMD’s manufacturing operations is obtained from municipal sources.
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None of AMD’s manufacturing sites have on-site wells. Most of water use occurs in the
wafer fabrication process.

3.2.3.3
Hazardous
Waste
Reduction
AMD’s

manufacturing processes produce a number of waste streams that are classified as


hazardous by local and national regulations. AMD is continually looking for ways to
reduce the amount of waste produced and increase the amount of waste recycled.

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3.2.3.4 Air Emissions
AMD’s manufacturing operations result in volatile organic compounds (VOC) and
corrosive emissions. Emission control technologies such as thermal oxidation and
scrubbers are used to treat permitted emissions.

4. Conclusions
As obvious from above analysis and comparison, it’s clear that currently Intel is leading the
market and has
prominent
position. Still
AMD has got
opportunities
which it should avail
and should take
more initiatives to
make a better
position in

microprocessor industry. AMD need more innovation. As clear from the past, when it
became a tough competitor to Intel and was even going better in the market but it wasn’t
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able to keep its position and when Intel introduced its CoreTM technologies, which received
critical acclaim worldwide, that made AMD lose the market share though it also introduced
its multi-core processors but the market was then in the hands of Intel already.
AMD still has another better weapon which it can use to get its position back in the market
and that is ATI graphics chips. AMD acquired ATI lately and it won’t be wrong saying that
ATI is one of the best and effective graphics chip producer in the world. So if AMD can give
more attention to ATI along with its own CPU business, it can surely make a better position
in the semiconductor market. Intel is for sure the biggest GPU producer in the world but
that are not mostly gamming oriented GPUs. Nvidia and ATI are two main rivals and
currently ATI is giving better performance and for similar specification, ATI cards are
cheaper. So if ATI scores well, AMD scores well. That’s how AMD is and can improve its
market shares.
In a nutshell, putting aside the semiconductor business, in x86 architecture both Intel and
AMD are doing well and there are some ups and downs in their respective businesses but
both of them are surely the rivals though as it is clear nowadays that Intel is going much
better than AMD, still AMD has a chance to get its position back or at least improve to a
great extent by implementing the multi-core technologies (4 to 8 cores mostly) and also by
optimizing and improving the CPU chip size. And having the advantage of better GPU
technology of ATI, AMD can improve its market position despite the fact that Intel is the
largest GPU manufacturer in the world by quantity.

5.
Reference
1. http://en.wikipedia.org/wiki/AMD [1.2, 1.4, 1.5]*
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2. http://en.wikipedia.org/wiki/Intel_Corporation [1.1, 1.4, 1.5]
3. http://www.intel.com/intel/company/corp1.htm [1.6]
4. http://www.intel.com/cd/corporate/europe/emea/eng/intel/vision/322363.
htm [1.6]
5. http://www.amd.com/us-
en/Corporate/AboutAMD/0,,51_52_484_486,00.html [1.6]
6. http://ja-jp.facebook.com/topic.php?uid=47805027932&topic=8531
[1.7.1, 1.7.2]
7. http://www.wikiswot.com/SWOT/4_User_Generated/Intel.html [1.7.1,
1.7.2]
8. http://finance.yahoo.com/q?s=Intc [2.1.2]
9. http://www.marketwatch.com/investing/stock/INTC/financials [2.1.3]
10.http://www.marketwatch.com/investing/stock/AMD/financials [2.1.4]
11.http://techreport.com/articles.x/12091/1 [2.2, 2.2.1]
12.http://techreport.com/articles.x/12091/3 [2.2.3]
13.http://download.intel.com/intel/cr/gcr/pdf/Intel_CSR_Report_2008.pdf
[3.1]
14.http://www.amd.com/us/Documents/amd_Corporate_Responsibility_Repo
rt.pdf [3.2]
15.http://www.scribd.com [1.7]
16.http://www.images.google.com [2.1.1, 4]

* Reference format is:


#. Reference Address (URL mostly) [Section of the Report]

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