Intel 2002 Annual Report Download - page 23

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1
1994
$
2,288
$
.34
$
.33
6,992
$
.014
$
.014
1993
$
2,295
$
.34
$
.33
7,056
$
.013
$
.013
(In Millions
—
Except Employees)
Net Investment
In Property,
Plant &
Equipment
Total Assets
Long
-
Term
Debt & Put
Warrants
Stock
-
holders'
Equity
Additions to
Property,
Plant &
Equipment
Employees
At Year-End
(In Thousands)
2002
$
17,847
$
44,224
$
929
$
35,468
$
4,703
78.7
2001
$
18,121
$
44,395
$
1,050
$
35,830
$
7,309
83.4
2000
$
15,013
$
47,945
$
707
$
37,322
$
6,674
86.1
1999
$
11,715
$
43,849
$
1,085
$
32,535
$
3,403
70.2
1998
$
11,609
$
31,471
$
903
$
23,377
$
4,032
64.5
1997
$
10,666
$
28,880
$
2,489
$
19,295
$
4,501
63.7
1996
$
8,487
$
23,735
$
1,003
$
16,872
$
3,024
48.5
1995
$
7,471
$
17,504
$
1,125
$
12,140
$
3,550
41.6
1994
$
5,367
$
13,816
$
1,136
$
9,267
$
2,441
32.6
1993
$
3,996
$
11,344
$
1,114
$
7,500
$
1,933
29.5
Amortization of goodwill reduced basic earnings per share in 2001 by $0.23 ($0.19 in 2000 and $0.05 in 1999). Goodwill is no longer
amortized, beginning in 2002.
2
Amortization of goodwill reduced diluted earnings per share in 2001 by $0.22 ($0.18 in 2000 and $0.05 in 1999).
25
In addition, the ratio of earnings to fixed charges for each of the five years in the period ended December 28, 2002 were as follows:
Fixed charges consist of interest expense and the estimated interest component of rent expense.
26
ITEM 7. MANAGEMENT'S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS
The following section should be read in conjunction with Item 1: Business; Item 6: Selected Financial Data; and Item 8: Financial
Statements and Supplementary Data.
The "Strategy," "Critical Accounting Estimates" and "Outlook" sections all contain a number of forward-looking statements, all of which
are based on our current expectations. Our actual results may differ materially, and these forward-looking statements do not reflect the potential
impact of any divestitures, mergers, acquisitions or other business combinations that had not closed as of March 5, 2003.
Strategy
Our goal is to be the preeminent building block supplier to the worldwide Internet economy. Focusing on our core competencies in the
design and manufacture of integrated circuits, as well as our expertise in digital computing and communications, we believe we are well
positioned to drive the convergence of computing and communications through silicon integration. We focus on developing advanced
technology solutions tailored to meet user requirements in specific settings, providing the features people want in their homes, at work and at
play. We also provide key components for the networking and communications infrastructure needed to connect technology users. Each of our
operating segments uses its core competencies, as well as key silicon architectures, to provide building blocks for technology solutions. The Intel
Architecture business provides the advanced technologies to support the desktop, mobile and enterprise platforms. Our Wireless
Communications and Computing Group (WCCG) focuses on component-level products and solutions for the wireless handheld communications
market. Finally, our Intel Communications Group (ICG) focuses on wired and wireless connectivity products and provides key components for
networking and communications infrastructure devices.
Fiscal Year
1998
1999
2000
2001
2002
167x
166x
171x
18x
32x