The Consequences Of Sri Lankas Civil War

The Consequences Of Sri Lankas Civil War The small island of Sri Lanka is a country rich with agricultural treasures from bountiful tea leaves to lush paddy fields. However, this country has a bloody past that still haunts its present economic and political state. As a Tamil Sri Lankan, I feel it is important that the future of Sri Lanka be analyzed to determine whether it can compete in the globalized world because of its choices with regards to the civil war. As a result of colonization, Sri Lanka was torn apart by two races which ultimately caused a civil war that lasted many years. In this essay, the effects of Sri Lankas civil war will be analyzed from an economic and political standpoint. Viewed from a modernization theory perspective, Sri Lankas costly civil war has caused much damage to the countrys economy and has hindered its progress in terms of its future development projects. This conflict has also created difficulties for Sri Lanka to develop when compared to first world countries because of the macroeconomic implications such as the repercussions of its military spending, its rising international debt, lack of investment, and the weaknesses seen in its political structure (BBC, n.d.). This topic is relevant because in the evolving world, Sri Lanka will find it very difficult to succeed in the international economy because of the choices implemented by the government during the civil war. This essay will argue that the Sri Lankan civil war, brought about by colonization, has diminished the countrys growth prospects and thrown the government into political instability resulting in a current futile attempt at modernization. Theoretical Framework The concept of modernization where third world countries follow the path of first world countries in order to reach their level of development is directly tied to the development theory postulated by Walt Rowle. Therefore, the main theory that will be discussed in this essay is the modernization theory of development. However, this theory will be critiqued as a development theory that cannot be used as a guideline for countries to follow because there is no mention of colonization (Chirot Hall, 1982, p. 84). Despite this, Sri Lanka still pursues this development theory because it desperately wants to adopt Western ideals of development. Because Sri Lanka wants to establish close relationships with the Western world, they are willing to put the impact colonization inflicted on the countrys two major races aside, and continue with their goals of development, ultimately leading to a civil war. Instead of attempting to fix the politics within the country, Sri Lanka continues to follow t he developed countries to an unreachable epitome of development. This theory holds that development is evolutionary and intervention from developed countries is acceptable in order to direct change; therefore, interference from the Western world in matters of the state is not criticized (So, 1990, p. 18). Rostows evolutionary ladder of development, which is composed of a traditional society, pre-conditions for take-off, take-off, the drive to maturity, and the age of high mass consumption, are deeply flawed (Rostow, 1964, p. 4). He does not take into consideration the effect colonization has had on the country because not only does it leave an impact on the colonized countrys economic and political situation, but it also leaves the colonizing country in a very advantaged position. While Sri Lanka hopes to achieve the ideal form of development from a modernization perspective, it will suffer greatly if it does not undergo an economic reform and change its political policies. Historical Context Since 150 B.C., the island of Ceylonrenamed Sri Lanka after gaining independence from the Britishhas had tension between the two largest ethnic groups in the country: the Sinhalese majority and the Tamil minority (Grobar Gnanaselvam, 1993, p. 396). However, even though there was miscommunication from both parts for many years, they still lived in peace. Because of British intervention in the colonial period, an open conflict commenced in the 1980s between the Sri Lankan government and the Tamil rebellion. One of the reasons for the conflict was identified before independence: the British introduced the idea of territorial representation as opposed to communal representation to the Singhalese people, who agreed to it because they would have more influence in government being the majority, while keeping the Tamil people as a minority in government (Managoran, 1987, p. 7). Because of the countrys poor choices in developing their government after independence, the minorities within the country had to suffer. The war lasted almost 30 years and finally ended in 2009 killing more than 70,000 people, damaged the economy and harmed tourism in one of South Asias potentially prosperous societies (BBC, n.d.). When granted independence from the British in 1948 (Tambiah, 1986, p.68), Sri Lanka was more prosperous than most of its Asian neighbours; it had a well developed infrastructure and a well functioning judiciary and democratic political system that was both efficient and productive. However, the decolonization process played a part in the civil war because although the British colonial power left the developing country with minimal economic damage and a fairly stable infrastructure, the ideology they professed continued in Sri Lankan tradition which proved disastrous because the citizens developed a superiority complex. Colonization had its both positive and negative effects within the country. For example, the economy was strengthening because colonization increased paddy production, and even afterwards, the country utilized most of their raw materials, such as tea (Peebles, 1990, p. 37). However, a negative effect of colonization was that ethnic politics and conflicts were beginning to emerge because the Tamil population believed they were being treated unfairly after the British left. During the British colonial rule (1796-1948), Tamil people received nepotism over the Sinhalese people because they were more willing to cooperate with the British (Peebles, 1990, p. 32). Because of this, Tamils had a greater advantage of the colonial dispensation, with its connections to the Western world of commerce, professional opportunity and governmental service (Rotberg, 1999, p. 5) leaving the Sinhalese people poor and neglected. This fuelled the aggravation between the Tamils and Sinhalese because the Tamil s, being the minority, were receiving better education and employment opportunities than the Sinhalese people. The Sinhalese believed that the opportunities provided by the state should be represented by the population. The Sinhalese people were not used to being subordinate to the Tamils in terms of their level of education and financial stability. As a result, the Singhalese people subordinated the Tamils and the Tamils eventually fought back. Once the war was in full force, the country was left in economic ruin because the government began spending increasing amounts of money on the military thereby diminishing future growth prospects (Grobar, Gnanaselvam 1993, p. 396). Macroeconomic Effects: Market Mechanisms The bleak future in the business sector of Sri Lanka is due to the development policy mistakes and social exclusion of the new generation (Abeyratne, 2004, p. 1300). Some of these poor development policy mistakes include the lack of consideration in long term investments, and growth in tourism. Because of the lack of worthwhile investments in the technological sector, Sri Lanka has nothing to put forth in the industrialized market which poses a problem when Sri Lanka looks toward a modernization development scheme. In order for countries to follow Rostows ladder of development, they must begin to expand their technological sector (Rostow, 1964, p. 9). As for the exclusion of the younger generation in the business world, a brain drain phenomenon has been a crucial problem because the war has caused educated citizens to leave Sri Lanka, resulting in the country having a weak base of skilled workers. Moreover, the war has killed more than 70,000 people, many of which were young adults, thereby slashing the working force and leaving a large displaced population of children and seniors (Asia Economic Institute, 2011). However, there is still hope for the country because the Sri Lankan rupee, its national currency, which has been gradually decreasing over the years due to changing commodity prices, has experienced a boost due to hopes of a post-war strengthened economy (Asia Economic Institute, 2011). However, the tourism industry, which once brought great profit to the country because it provided an important source of foreign exchange, has been largely affected by the conflict. This sector has suffered an 11.7% drop in tourists in 2007, compared with the previous year. The violence also caused a 31.4% year-on-year plunge in visitors for August 2008 and the country expected tourism to fall a further 10% in 2009 (Asia Economic Institute, 2011). Because of the means the country deployed for the civil war, they lost the advantage in the global economy and are now left in a vulnerable situation. International Debt and Stalled Development Projects Economic growth in Sri Lanka is stifled because long term investment opportunities were not given money since government funding was fuelling the costly war effort. Sri Lanka has been heavily dependent on foreign savings to finance investment projects, and the availability of foreign savings have been a major constraint on Sri Lankas total level of investment (Grobar Gnanaselvam, 1993, p. 401). Whereas in 1982 government spending has increased in health, education and welfare, the spending on economic services that had the potential to make profit in future years have significantly decreased since 1986 (Grobar Gnanaselvam, 1993, p. 399). Sri Lanka is also sinking deeper into international debt and the large cuts in economic services ensure that projects such as the Mahaweli Dam will not be finished or maintained, resulting in a major opportunity cost to the country (Grobar Gnanaselvam, 1993, p.400). This Mahaweli Dam project is one of many examples of the investments Sri Lanka had to forsake to fund the war. According to the International Monetary Fund, Sri Lankas widening current-account deficit, a dependence on foreign borrowings and an overvalued currency pose a serious risk to the nations economic stability (Yong, 2008). The island also adopted a course of structural adjustment because the government found it necessary to develop close ties with Western countries and nongovernmental organizations (DeVotta, 1998, p. 458). Because of these policies, it will be doubly difficult for the Sri Lankan government to intervene in business matters because it follows a neoliberalism philosophy (The Social Consequences, 2005). As a result, the country will be taken advantage of by external sources because Sri Lanka will be unable to develop a technological sector due to their increasing debt and structural adjustment policies, and must constantly be relying on their raw materials for export (DeVotta, 1998, p. 461). Sri Lanka also lacks efficient capital markets to ef fectively progress in the business sector. The government has rationed investment resources; therefore due to low domestic savings, Sri Lanka has paid for its civil war by cutbacks in nonmilitary government spending and large reductions in investment. However, because of this, the long term economic implications of the war are very significant since there is no money being generated from any sources within the country and from external sources. Foreign investors were hesitant to dole money in a country with an unstable political makeup (Grobar Gnanaselvam, 1993, p. 404). Since Sri Lanka has no efficient capital flowing in from other countries, in order to progress, it must now rely on its own economic strength to alleviate its international debt. Military Expenses and Growth Prospects Currently, Sri Lanka hopes to put the civil war past them and continue in their hopes of achieving Western ideals of development. However, this will most surely not be the case when the country comes to terms with the amount of spending they have allocated for the cause. The cost of the long run civil war has significantly slowed down Sri Lankas economy and left it in a vulnerable position. For example in 2007, the government borrowed $181,449 worth of defense loans from international financial markets, which was double the amount from the year before (Asia Economic Institute, 2011). Also, in 2008, the Sinhalese government designated $1.5 billion for the defence sector to strengthen the military, which was also a 20% increase from the budget in 2007. Finally, in 2009, Sri Lanka designated $1.64 billion to  the war effort, making it a 6.4% year-on-year increase (Asia Economic Institute, 2011).  These war costs have consumed approximately 30% of the governments budget, and has been estimated to have cost the country over $200 billion over the years (Asia Economic Institute, 2011). That money could have been used to fund businesses, build infrastructure, and even decrease the poverty rate in Sri Lanka. At one point, Sri Lanka was a nation that had a great advantage over other South Asian countries, but now it is delving deeper into a debt that will be very difficult for the country to repay. Political Instability: Intergovernmental Power Struggles The political instability of Sri Lanka is an important factor when determining whether the country can be a competitor in the global market. Although it is a nation that is filled with beautiful, tropical landscape, the political infrastructure within is composed of a clashing of views from government officials and separatists. The civil war was not a linear historical process where one event led to another (Perera, 1999, p.1), instead it was a civil war fuelled by competing conceptions of nationalism (Rotberg, 1999, p. 7). Neelan Tiruchelvam, who was a leading Sri Lankan constitutional thinker and Member of Parliament until his assassination in 1999, believed one of the major problems with Sri Lanka since 1948 was the definition of the state (Rotberg, 1999, p. 15). The Sinhalese majority had always assumed a unitary entity, but something other than a unitary state truly matches the plural nature of the contemporary nation (Rotberg, 1999, p. 15). Tiruchelvam states that Sri Lankans m ust recognize Sri Lankan Tamils as a distinct nationality, acknowledge and give lasting territorial integrity to a Tamil homelandand enshrine into law the right of Tamils to full citizenship and all democratic rights (Rotberg, 1999, p. 15). It will be impossible for the Sri Lankan community to move on in peace for future generations if the government of Sri Lanka does not represent the Tamil population in government. Tamils hopelessly pushed for a federal government as opposed to a unitary government, so that there would be a decentralization of power and a better representation of minorities in government, but failed and resorted to violent means to make their voice heard (Background Notes, 2001). For Sri Lanka to progress in the developing world, it must first establish a stable government so as to avoid further conflict in the future, and then it can take control of the nation so it can prosper in the business sector. Future for Sri Lankas Government The only path Sri Lanka must take to strengthen its government and in turn regain financial vigour is to comply with some of the needs from the Tamil population. Political solutions to the Tamil situation must be devised immediately because the Tamils are not content with the outcome of the war. The governments concentration purely on trying to set the economy on track, and its failure to consider any long-term reconciliation with the Tamil minority will ultimately result in long-term grievances within the countrys society. Even though the Sinhalese population is dominant on the island, 15% of the population are Tamil and 5% are not ethnically Sinhalese (Asia Economic Institute, 2011). After almost 30 years of this ethnic conflict, the nation lies divided as racism and mistrust takes over the population, hindering any hopes of unification (Asia Economic Institute, 2011). This is sadly the case since nothing was truly gained from the war. There was no economic gain and the Tamils have lost their last hope. However, if political solutions are not being implemented, there is a great chance of a Tamil guerrilla style uprising. Not only would this disturb the peace of the Sri Lankan civilians, analysts suggest that the Tamil minority will show their dissatisfaction by hitting economic and political targets, inflicting great damage in the countrys prospects of long-term stability (Asia Economic Institute, 2011). Before the war ended, Tamils who fled Sri Lanka during the war banded together to protest in major cities of many countries including Canada, the United States and Australia to request that the government of these countries help stop the Tamil genocide (Blanchfield, 2009). But since the war is now over, Tamils must now take action within the country in a peaceful manner and hope their voice will finally be heard. Conclusion Sri Lanka is a beautiful country that is scarred by a bloody 30 year war between the two largest ethnic groups in the country: the Tamils and the Singhalese. Unfortunately, because of this civil war, Sri Lanka is left in a vulnerable position in the global market. This essay proved that Sri Lankas gradual slide into international debt, its exclusion of the younger generation and poor development choices with managing investments and the tourism sector, create many problems for the country to progress economically. The political situation in Sri Lanka is also a hindrance to its growth because it needs to change its policies in order to represent the minorities or risk another uprising. This essay shows that development needs to come from within the country; Sri Lanka needs to completely solve its political differences before it can focus on economic expansion. However, is it possible to satisfy both ethnic groups when there is still animosity between them after the war? Ultimately, th e wider economic issue that this paper addresses is the pressure placed on third world countries to try to achieve Western ideals of development. By following a modernization perspective, this cannot be done. Sri Lanka needs to take charge of its own future and unify the country to make it a stronger force in the globalized world.

Fashion Buying

What are the Core Skills and Attributes Required to be a Successful Fashion Buyer? Craig Weighting This study was carried out in order to explore the role of the fashion buyer and generate a greater understanding whilst also developing informed and insightful opinions on the key attributes required in becoming a successful fashion buyer in industry. The main findings were that the fashion industry is a highly competitive market place as much reliant on business flair and intuition as it is on creativity.Gallagher (2008) goes to great lengths to reinforce the belief that the reality of the assign industry is a far cry from â€Å"the glamorous image of runway shows, celebrities on red carpets and designers yachting in SST. Parts† and continues, â€Å"the fashion world requires hard work, discipline, perseverance and passion. † A talented and capable fashion buyer is one of the most important assets any organization can possess, and it is the role primarily responsible for the success or failure of company strategies.It became apparent that the most important qualities present in any successful fashion buyer could be divided into two areas, personal and intellectual. Personal skills are he perceived obvious traits such as a flair and enthusiasm for fashion along with strong knowledge of relevant markets, customers and competitors. However, the conclusions made deduce that equally as important are intellectual attributes such as versatility in pressure situations, effective interpersonal and communication skills as well as decision-making, analytical and innumeracy skills.The combination of these characteristics is vital in distinguishing a fashion buyer, with an aptitude for logic, process, Judgment and reason as well as target market and consumer knowledge; room a fashion designer simply displaying artistic flair and an eccentric attitude or a business-apt financial expert.

Intel Code of Conduct

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

Utopia Analysis - 1083 Words

Utopia as a text is a clear reflection and representation of More’s passion for ideas and art. Through the character of Raphael, More projects and presents his ideas, concepts and beliefs of politics and society. More’s Utopia aims to create a statement on the operations and effectiveness of the society of England. This text is a general reflection of More’s idea of a perfectly balanced and harmonious society. His ideas and concepts of society somewhat contrast to the rest of 16th century England and indicate a mind that was far ahead of its time. A number of issues and themes are raised throughout the text to which More provides varying views and opinions. These are transmitted and projected through the perspectives of the fictional†¦show more content†¦Through this debate More grapples with the debate of whether one can remain true to one’s principles and integrity while in employment of a ruler. Raphael feels that this position would force a no ble and conscientious man to make corrupt decisions and in doing so shatter his own personal beliefs and principles. However, More and Giles counter that men of such wisdom can’t allow leadership to the corrupt and must make all attempts to better society where possible. More personally struggled with this particular issue in real life at the time he wrote Utopia. This debate represents an internal conflict within More as he struggled over whether to retain his freedom and pursue the ideal or relinquish this right in order to serve and better society. Following this debate More conveys his opinion on the punishment of thieves through Raphael once again. Raphael feels that the punishment of death for theft is far too severe and isn’t a deterrent for stealing. He believes that petty theft will never deserve the punishment of death and will continue to occur so long as it is their only means of acquiring food. Raphael claims that it is the greed and gluttony of land owners in raising rent prices that drive these thieves to the streets and force them to steal in order to survive. He believes that the punishment of death will only serve to provide more murders as theShow MoreRelatedRhetorical Analysis Of Utopia By Thomas More1195 Words   |  5 PagesIn his book Utopia, Thomas More utilizes several different rhetorical devices to not only describe Utopia as a place, but also to compare the commonwealth of Utopia to the current state of Europe at the time. One literary device used throughout the novel is tone. While there are se veral other literary devices that contribute to the reading of Utopia, tone is one of the most useful in determining the views of More as an author. In Utopia, more usually sustains a satirical tone, sometimes accompaniedRead MoreAnalysis Of Thomas More s Utopia1904 Words   |  8 Pageslose all of the negativity that flows throughout our minds. 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