The companies on the Global 500 employ 70.2 million people, and their revenue represents more than one-third of the world’s GDP.

Fortune Global 500

With a combined revenue of $21 trillion and $2.1 trillion in profits, the 2026 Fortune 500 is the definitive list of America's largest companies.

Fortune 500

The 300 companies on this year’s list brought in over $12.5 trillion in revenue for the latest 12 months, with the median revenue figure at $24 billion.

America's Most Innovative Companies

This ranking evaluates how Fortune 500 companies are deploying AI, and how technology leaders value those investments relative to industry peers.

Fortune AIQ 50

The corporations on our annual list of the world's 500 largest companies combined to generate $41.7 trillion in revenue over the past year.

Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

F500 2025-Intel

Intel is one of the largest semiconductor chip makers in the world. Founded in 1968, it designs, develops, manufactures, markets, and sells computing products and offers related services.

The 300 companies on this year’s list brought in over $12.6 trillion in revenue for the latest 12 months, with the median revenue figure at $22 billion.

The corporations on our annual list posted aggregate revenues of $41 trillion for the second year in a row.

Industries included in the sector are computers, internet services, IT services, semiconductors, and software companies.

Fortune Sector Leaders: Technology

The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

The 200 companies on this list are transforming industries from the inside out.

The corporations on our annual list of the world’s largest companies delivered a record $41 trillion in aggregate revenues.

The 300 companies on this list are transforming industries from the inside out.

Fortune collaborated with the Diligent Institute to rank the most innovative boards of directors among S&P 500.

Modern Board 2023-Intel

Intel made the 2023 list as a result of its age dispersion and board independence. But it’s weathered a stormy year with supply-chain snarls in the chip industry and <a href="https://fortune.com/2022/07/15/pc-prises-increasing-as-demand-falls-intel-chip-prices/">depressed demand</a> for personal computers. The company’s shares fell by about 35% from <a href="https://www.google.com/finance/quote/INTC:NASDAQ?sa=X&amp;ved=2ahUKEwiv_LyLiMH-AhU7kokEHYQrCKgQ3ecFegQIKBAa&amp;window=1Y">April</a> 2022 to 2023, and it reported a 32% dip in fourth-quarter earnings year over year. The chipmaker cut management pay in early 2023 as part of a turnaround plan—including a<a href="https://fortune.com/2023/02/01/intel-pay-cut-pat-gelsinger-samsung-amd-sk-hynix-q4-earnings/"> 25% cut</a> to CEO Pat Gelsinger’s base pay—and conducted layoffs as well. Intel has made several new board appointments over the past year, including Lip-Bu Tan, founding managing partner of Walden Catalyst Ventures; and Barbara Novick, cofounder of asset management firm BlackRock. It also tapped Frank Yeary, a managing member of private investment firm Darwin Capital Advisors and an existing member of Intel’s board, as its new chair. There are five women on Intel’s 12-person <a href="https://www.intc.com/board-and-governance/board-of-directors">board</a>.

Fortune Modern Board 25

See which workplaces made this year's list.

GPTW Manufacturing Production Large 2023-Intel

Employees say: 
 
"The work culture is more personal and idea-driven. We have open conversations, and I am not afraid of speaking my heart out. I believe each employee has a voice, and management encourages us to try new things."

Best Large Workplaces in Manufacturing and Production

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

F500-2023-062-Intel

Semiconductor manufacturer Intel took some knocks in 2022 amid slumping PC sales, but it remains on track to achieve its goals of opening new factories and churning out chips as advanced as those made by Taiwan-based TSMC. 
<ul> 
 	<li>In April 2023, Intel reported the largest quarterly loss in company history: $2.8 billion. After the first-quarter loss, Intel said that it would implement layoffs across the company to reduce costs.</li> 
 	<li>One bright spot was Intel-controlled Mobileye, maker of systems and software for self-driving cars, which boosted sales 16% in the first quarter of 2023.</li> 
 	<li>In late 2022 and early 2023, Intel launched next-generation processors including its fourth-gen Xeon Scalable processors, ramping up production to meet pent-up demand.</li> 
</ul>

Aggregate sales hit $37.8 trillion last year—an increase of 19%, the highest annual growth rate in the list’s history.

Modern Boards 2022 Intel

The pioneering chip manufacturer earned the No. 4 spot because of its strengths in board independence and age dispersion.  
 
Despite up-and-down stock performance of late, Intel received a recent <a href="https://www.marketwatch.com/story/intel-is-on-a-long-and-expensive-road-but-stock-may-not-meaningfully-underperform-further-analyst-says-11645634423">upgrade from analysts</a> due to improved cash flow and long-term projects put in place by CEO Pat Gelsinger, who took on the role in February 2021. Gelsinger <a href="https://fortune.com/2021/12/02/intel-aims-to-vault-ahead-of-competition-during-chip-shortage/">has pledged</a> $250 billion over the next decade for capital expenditures, and Intel is opening two $10 billion fabrication plants in Arizona and another two $10 billion plants in Ohio. The CEO was <a href="https://www.cnbc.com/2022/03/02/why-intels-ceo-was-a-guest-at-bidens-state-of-the-union-address.html">acknowledged by President Biden</a> at the State of the Union address in 2022 for his plans to open a semiconductor hub near Columbus. 
 
Intel’s board has been chaired since January of 2020 by Omar Ishrak, a former chairman and CEO of Medtronic. 
 
The rest of the company’s <a href="https://www.intc.com/board-and-governance/board-of-directors">slate of directors</a> has a distinct academic flavor that is relatively rare for a corporate board. Andrea Goldsmith and Tsu-Jae King Liu are the deans of the engineering schools at Princeton University and UC Berkeley, respectively. Risa Lavizzo-Mourey is a former professor of public health at the University of Pennsylvania; she was previously CEO of the Robert Johnson foundation. Frank Yeary is the former vice chancellor at UC Berkeley, though he previously spent 25 years in finance, including an executive role at Citigroup; he is currently a managing member at Darwin Capital Advisors. 
 
CORRECTION: An earlier version of this story incorrectly identified Jim J. Goetz as the chair of Intel's board. Goetz is an independent director.

This year’s Fortune 500 marks the 68th running of the list.

F500 2022-Intel

Intel has had a challenging couple of years, as manufacturing and design problems have impaired its rollout of new chips. Its woes have contributed to the global semiconductor shortage, and Intel has been dethroned by Samsung as the world’s leading chipmaker by revenue. CEO Pat Gelsinger is hoping that expanding its production pipeline can restore Intel’s fortunes: The company has pledged $250 billion over the next decade for capital expenditures, and over the next few years it plans to open two new fabrication plants in Arizona and another two in Ohio, investing a total of $40 billion in those projects.

Total revenue for the world’s biggest companies fell 4.8% to $31.7 trillion this year—the first decline in half a decade.

G500 108 Intel

It’s been a rough year for the semiconductor giant, and unlike some other companies, Intel can’t put all the blame on COVID-19. In July 2020, Intel shocked the tech industry when it said it would delay a long-awaited upcoming 7-nanometer computer chip owing to manufacturing problems. The surprise postponement spooked investors, who were already worried that the company was lagging competitors like Taiwan Semiconductor Manufacturing Co. In early 2021, former VMware CEO Pat Gelsinger became Intel’s new top boss—a homecoming of sorts, since Gelsinger previously worked at the chipmaker for 30 years. Now, investors are hoping Gelsinger will be able to pull off a turnaround.

This year’s Fortune 500 marks the 67th running of the list.

F500-2021-40-Intel

For an astounding 13th straight year, Apple claims the top spot in Fortune’s annual ranking of corporate reputation, based on a survey of almost 3,800 executives, directors, and analysts.

World's Most Admired Companies

This year's Fortune Global 500 generated $33.3 trillion in revenues and $2.1 trillion in profits.

G500-2020-138-Intel

Intel’s big bet on artificial intelligence still hasn’t resulted in blockbuster sales. The semiconductor giant’s 2019 revenue increased 2% year-over-year, to $72 billion. Amid increased competition from the likes of Nvidia and AMD, Intel is doubling down on acquisitions to give it the A.I. technologies and expertise it seeks. Case in point: the $2 billion purchase of Israeli A.I. chip maker Habana Labs, announced in December.

This year's Fortune 500 marks the 66th running of the list.

F500-2020-045-Intel

Here are the World's Most Admired Companies for 2019 as ranked in their industries. See who made the list.

This year's Fortune Global 500 generated $27.7 trillion in revenues and $1.5 trillion in profits.

This year's Fortune 500 marks the 65th running of the list.

These 52 companies from across the globe are doing well by doing good.

Change the World

Here are the World's Most Admired Companies for 2018 as ranked in their industries. See who made the list.

This year's Fortune 500 marks the 64th running of the list.

Here’s our look at 57 companies that do well by doing good.

Here are the World's Most Admired Companies for 2017 as ranked in their industries. See who made the list.

This year's Fortune 500 marks the 63rd running of the list.

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This year's Fortune Global 500 generated $27.6 trillion in revenues and $1.5 trillion in profits.

This year's Fortune 500 marks the 62nd running of the list.

Here’s our look at 50 companies that do well by doing good.

Business insiders have spoken: Asked which companies they most admire, more than 4,100 executives, directors, and analysts chose these top 50 All-Stars.

The world's 500 largest companies generated $31.2 trillion in revenues and $1.7 trillion in profits in 2014. Together, this year's Fortune Global 500 employ 65 million people worldwide and are represented by 36 countries.

This year's Fortune 500 marks the 61st running of the list. Wal-Mart claims the top spot again. See who made the list.

Nike, Cisco, MasterCard, SABMiller, Vodafone, Google—and 45 other companies that are doing well by doing good.

Google tops the list once again, marking its eighth appearance and fifth time as No. 1.

Fortune 100 Best Companies to Work For

Global business is back. After limping through a worldwide financial crisis and economic slowdown, the 500 largest companies ranked by revenues shattered all sorts of performance records in 2013: They racked up combined revenues of $31.1 trillion, up 2.5% from 2012, and profits soared 27% to nearly $2 trillion. China’s 95 companies (up from 89 last year) posted $5.8 trillion in revenues. The U.S. has four fewer companies on the list than last year but remains (for now) the country leader, with 128 corporations on the list—including No. 1 Wal-Mart Stores—reporting $8.6 trillion in revenues. 

Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

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Intel is one of the largest semiconductor chip makers in the world. Founded in 1968, it designs, develops, manufactures, markets, and sells computing and related products and services.

Q2 2026

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Q4 2024

Intel (INTC): Company Profile, Stock Price, News, Rankings

legacy

Intel

intel

Thank you for standing by and welcome to Intel Corporation's Second Quarter twenty twenty five Earnings Conference Call. At this time, all participants are in listen only mode. After the speakers' presentation, there will be a question and answer session. As a reminder, today's program is being recorded. And now I'd like to introduce your host for today's program, Mr. John Pitzer, Vice President, Investor Relations. Please go ahead, sir.

Thank you, Jonathan, and good afternoon to everyone joining us today. By now, you should have received a copy of the Q2 earnings release and earnings presentation, both of which are available on our investor website, intc.com. For those joining us online today, the earnings presentation is also available in our webcast window. I am joined today by our CEO, Lip Bu Tan and by our CFO, David Zinsner. Lip Bu will open with comments on our second quarter results as well as provide an update on our strategy and priorities.

Dave will then discuss our overall financial results, including third quarter guidance, before we transition to answer your questions. Before we begin, please note that today's discussion contains forward looking statements based on the environment as we currently see it, and as such are subject to various risks and uncertainties. It also contains references to non GAAP financial measures that we believe provide useful information to our investors. Our earnings release, most recent annual report on Form 10 ks, and other filings with the SEC provide more information on specific risk factors that could cause actual results to differ materially from our expectations. They also provide additional information on our non GAAP financial measures, including reconciliations where appropriate to our corresponding GAAP financial measures.

With that, let me turn things over to Lip Bu.

Thank you, John, and let me add my welcome. We had a solid Q2 with revenue above the high end of our guidance. This reflects strong demand across our business and good execution by the team. As expected, headline profitability was impacted by several one time items and impairments. But I am pleased by the underlining operating performance in the quarter, even as we have more work to do.

Dave will go through our detailed financials shortly. Today, I want to provide you with updates on four major initiatives where we have started to make progress and will continue to focus in coming quarters. Our organisation and culture, our foundry strategy, our core x86 franchise, and our AI strategy. First, on organization and culture. Over the last three months, I have completed a systematic review of every organisation and function reporting to the CEO.

These reviews included detailed analysis of headcount, skill sets, spending, site distribution, executive population, and restructuring plans. We have much work to do in building a clean and streamlined organisation, which we have started in earnest and has remained an area of focus for me during Q3. Our goal is to reduce inefficiencies and redundancies and increase accountability at every level of the company. As mentioned in our Q1 earnings call, we need to right size and scale back the company while ensuring that we are retaining our best internal talents and hiring the best external talents from industry and universities. During Q2, we completed the majority of the actions needed to achieve our year end target of 75,000 employees.

These were hard but necessary decisions, and we reduced management layers by approximately 50% in the process. We are on track to implement our return to office mandate starting September. These actions are necessary not just to reduce our operating expenses, but to make the company more agile, collaborative, and vibrant to simplify our business and improve our product and process execution. Next, on our foundry strategy. I continue to believe that our heritage and expertise in semiconductor technology development and manufacturing remains a very valuable and vital asset.

I also fully appreciate the strategic importance of The US domicile semiconductor manufacturing. Transforming this unique asset into a robust foundry business requires us to take a systematic approach and act from the position of strength. The foundry business is a service business that relies on foundational principle of trust. We need to demonstrate to our customers that we can deliver wafers on time with high quality, reliability, and yield that we can manufacture their products at scale. We need to have process and packaging technology that is not only competitive, but more importantly, is designed to meet the needs of our customers.

In addition, we also need to develop a rich and diverse ecosystem of IP and EDA partners who will enable our customer to seamlessly design chips using our process. And finally, perhaps most importantly, we need to build capacity smartly and carefully on a schedule that meets the needs of our customers and supports the economics of our business. This approach is fundamentally different than the path we have been on for the last four years. Unfortunately, the capacity investment we make over the last several years were well ahead of demand and were unwise and excessive. Our factory footprint has become needlessly fragmented.

Going forward, we will grow our capacity based solely on the volume commitments and deploy CapEx lockstep with the tangible milestones and not before. As part of this new financial discipline, we have decided not to continue with our manufacturing projects in Germany and Poland. We also plan to consolidate our assembly and test operation in Costa Rica into larger existing sites in Vietnam and Malaysia. And we will further slow the pace of construction in Ohio to ensure our spending is aligned with market demand. Importantly, based on the progress we have already made in Ohio, we have flexibility to accelerate work as needed to meet customer needs.

Turning specifically to process technology development, on Intel 18A, we will continue to make steady progress on our yield and performance targets. Intel 18A is the foundation of at least next three generations of Intel client and server products. And we remain committed to ramping this technology to scale. Intel 18A and Intel 18AP are critical nodes for Intel products and will drive meaningful wafer volumes well into the next decade. Our foundry and products teams remain focused on enabling Penta Lake to launch this year.

Once we get our own product ramping in high volume, we will be in better position to attract external customers to this technology. The Intel 18A family is also important as we continue to advance our work for the US government within the Secure Engrave programs, as well as for other initial committed customers. On Intel 14A, the Foundry Technology team is continuing to focus on the basic building blocks, technology definitions and transistor architecture, process flow, design enablement, PDKs, foundational IPs, and test chips to validate and improve performance and defect density. Designing 14A at its inception as a foundry node from the ground up, better positions us to meet specific customer requirements and address a broadened segment of the market. This work is being driven and informed by direct input from large external customers and from our own internal product teams.

A key aspect of prudently pursuing our foundry ambition is also making sure we maintain sensible optionality for our internal product teams. They will continue to work closely with both internal and external foundry partners. They will do their homework and make process and supplier decisions based on what is best for our end customers against criteria of performance, cost, yield and time to market. Our external foundry strategy has always been rooted in the economic reality of semiconductor manufacturing. Up to and through Intel 18A, we could generate a reasonable return on our investments with only Intel products.

The increase in capital costs at Intel 14A make it clear that we need both Intel products and a meaningful external customer to drive acceptable returns on our deployed capital. And I will only invest when I'm confident those returns exit. I'm intimately familiar with the Foundry and Fabulous ecosystem. Having helped create it over the last two decades, I'm using that experience to put our Intel foundry on a more solid footing for the future. I will do so while being prudent with our capital, and ensure we can deliver attractive returns on the investment we make.

I do not subscribe to the belief that if you build it, they will come. Under my leadership, we will build what customers need, when they need it, and earn their trust to consistent execution. Next, onto our core x86 franchise. In client, our top priority is delivering our first pentaLake SKU by year end, followed by additional SKUs in the first half of twenty twenty six. The successful launch of the Penta Lake will solidify our strong share in the notebook market across consumer and enterprise.

We still have gaps to close in the high end desktop market, but I'm encouraged by our unmatched go to market reach, our x86 ecosystem, and the progress we are making on NovaLake due out at the end of twenty twenty six. In traditional service, we continue to have solid position in AI host nodes and storage, where our single threaded performance has been optimized for those workloads. Granite Rapids is ramping as planned, and we continue to see good demand for our more established server products. But sustainable share improvement in this market will take time. Specifically, we need to improve in broader hyperscale workloads where performance per watt is key differentiator.

I have also taken steps to correct past mistakes regarding multithreading capabilities on our PCORs. I'm also making progress on bringing in new leadership in our data center business and look forward to being able to announce these changes next quarter. Longer term, my directive to our silicon and platform teams is to define products with clean and simple architecture, better cost structure to simplify our SKU stack, all while enable a path to robust product margin. I'm also instituting a policy where every major chip design needs to be personally reviewed and approved by me before tape out. I have already begun this process.

This discipline will improve our execution speed and move up towards a first time bright mindset while also saving development costs. Finally, turning to AI. In the past, we approached AI with a traditional silicon and training centric mindset. Without a cohesive silicon systems software stack and strategy. While we do need to build and consolidate upon our silicon franchise based upon our x86 CPU and our XE GPUs.

We recognize the need to move up the abstraction stack into system and software. This is the area where Intel has traditionally been weak or entirely absent. But we intend to incubate and grow these important skill sets and capabilities under my leadership. This will take time, but it will be vital for Intel to stay relevant in the next wave of computing. In addition, we see the AI market continuing to evolve, and we are concentrating our effort on areas we believe we can disrupt and differentiate like inference and agentic AI.

We need to start by first understanding emerging and real AI workloads. Then work backwards to design software, systems, and silicon to enable best outcome for those particular workloads. We will strive to become the compute platform of choice. But we will also work towards a full stack AI solution, and I look forward to sharing more on our strategy in the coming months. Underpinning all of these efforts is a strong focus on improving our balance sheet.

We continue to maintain solid liquidity, but despite meaningful capital spending offsets. Our last full fiscal year of positive adjusted free cash flow was 2021. This is completely unacceptable. How we allocate our owners' capital and the return we generate for them are of paramount importance to me. We have several major levers to generate better cash flow, including driving operating leverage and managing our capital outlays.

I discussed earlier the actions we have taken to reduce operating expenses and improve execution. I am very confident in our ability to hit our operating expenses targets for 2025 and 2026, respectively. We have already lowered our CapEx guidance from the beginning of the year by roughly $5,000,000,000 year to date, while purchasing commitments make further reductions in 2025 difficult. We will continue to work to reduce capital spending in 2026. Lastly, as it relates to our non core assets, We successfully monetized a portion of our ownership of MobileIce earlier this month, and we look forward to closing the Ultera transaction with Silver Lake this quarter.

I will evaluate other opportunities as we continue to sharpen our focus around our core business and strategy. I believe the actions we have taken during my first few months are steering us in the right direction. That said, I also know that turning the company around will take time and require patience. We have a lot to fix in order to move the company forward. And I'm determined to drive the changes necessary to improve our performance.

I am equally that as we execute, we will rebuild this company and have a bright future. I will now turn it over to Dave to go into more detail on the financials.

I'll start by characterizing the prevailing market conditions in Q2. On our Q1 earnings call, we signaled the economic landscape had become increasingly uncertain driven by shifting trade policies, persistent inflation concerns, and increased regulatory risk. Fortunately, markets largely function normally in q two, enabling the fundamental demand drivers underpinning our core markets to manifest. In client, we saw continued solid demand driven by the end of service for Windows 10 and the aging COVID era installed base. In addition, AIPCs continued to grow as a percentage of our mix.

On the traditional server side, we saw hyperscalers and enterprises continue to refresh their CPU installed base to take advantage of our newer products with better performance within a lower power envelope. Both dynamics underscore the durable demand within our two largest markets and the enduring strength of the x 86 ecosystem. Second quarter revenue was $12,900,000,000 coming in above the high end of our guidance range, driven by strength across client and data center. Similar to comments we made in Q4 and Q1, we think it's likely Q2 revenue benefited from customer purchasing behavior to mitigate tariff uncertainty, although it continues to be difficult to quantify. Turning to non GAAP gross margins and EPS, last quarter we indicated that incremental costs associated with our spending reduction plan would likely impact non GAAP gross margin, but since those costs were not yet calculated, they were not included in our Q2 gross margin and EPS guidance of 36.5% and breakeven respectively.

As such, we recognized approximately $800,000,000 of non cash impairment and accelerated depreciation charges related to excess prior generation tools for which we couldn't find reuse and approximately $200,000,000 of one time period costs. These charges resulted in Q2 gross margin of 29.7 and EPS of minus 10¢. Excluding these charges, our second quarter non GAAP gross margin would have been 37.5% and non GAAP EPS would have been $0.10 both results ahead of our Q2 guidance. Beyond those costs, we also were impacted by $1,900,000,000 of charges that are excluded from our non GAAP results. The large majority of those charges are associated with the severance for our headcount reduction aligned with our restructuring plan.

We expect the principal cash cost associated with the restructuring charges to land in Q3 twenty five. While difficult, these decisions have us firmly on track to meet our calendar year 2025 and calendar year 2026 OpEx targets of $17,000,000,000 and $16,000,000,000 respectively. Q2 operating cash flow was $2,100,000,000 with gross CapEx of $4,500,000,000 in the quarter and net CapEx of $3,100,000,000 resulting in adjusted free cash flow of negative $1,100,000,000 We have $21,200,000,000 of cash and short term investments and remain focused on beginning the process of delevering this year as cash from operations continues to improve. Moving to segment results for q two, Intel products revenue was $11,800,000,000, up slightly sequentially and above our expectations across client and server. I was pleased by the team's ability to support revenue upside in the quarter as capacity for Intel seven remains very tight.

CCG revenue was up 3% quarter over quarter and above our expectation with continued PC refresh demand and upside in hedge deployments. Within the quarter, CCG launched a number of AI PCs with key OEM partners, announced the expansion of its ARC GPUs for AI use cases tailored to inference and professional workstations, and made its open edge platform code available to the developer community, all in support of the growing opportunity for us to compete as AI inference moves to the edge. DCAI revenue was down 5% sequentially, but above expectations driven by variability in hyperscale demand, partially offset by continued strength in host CPUs for AI servers and storage compute. In addition, we saw upside to plan on the continued ramp of Xeon six codenamed Granite Rapids. In q two, DCAI launched three new Xeon six processors with priority core turbo technology to boost AI workloads.

One of these Xeon six SKUs was selected as the host node for NVIDIA DGX b 300 AI accelerated systems, and the Imperial College London chose Xeon six to power its latest HPC supercomputer demonstrating Xeon remains the CPO of choice for AI workloads. Operating profit for Intel products was $2,700,000,000, 23% of revenue, and down $250,000,000 quarter over quarter, principally driven by the period costs I highlighted earlier. Intel Foundry delivered revenue of $4,400,000,000, down 5% sequentially and above expectations on better than forecasted output of Intel seven wafers and increased advanced packaging services. In q two, eighteen a reached milestone with the start of production wafers in Arizona ahead of Intel products q four launch of its next generation client product codenamed Panther Lake. Intel Foundry released an early version of Intel 14 a's PDK to lead external customers and at Direct Connect in April announced an EMIB advanced packaging partnership with Amcor.

Intel Foundry operating loss in q two was $3,200,000,000, down $848,000,000 sequentially, materially driven by the $800,000,000 impairment charges I discussed earlier. Turning to All Other, revenue came in at $1,100,000,000 and was up 12% sequentially and above expectations. The three primary components of all other are Mobileye, Ultera, and IMS. Collectively, the category delivered $69,000,000 of operating profit. Now turning to guidance.

Historically, sequential growth in Q3 has been up high single digits. However, we've seen three quarters of revenue growth above our expectations, which we attribute, at least in part, to customers hedging against tariff uncertainty. As such, while we believe the underlying fundamentals of our core markets support growth, we feel it prudent to continue to plan for a below seasonal second half of twenty twenty five. As such, for q three, we're forecasting a revenue range of 12.6 to $13,600,000,000, down two to up 6% sequentially. Within Intel products, we expect more strength in CCG.

We expect Intel foundry revenue down slightly quarter over quarter due to capacity constraints in Intel seven, which we expect to persist through the second half of the year and reduced expectations for external advanced packaging revenue. For all other, we expect revenue for the sum of those parts to be roughly flat sequentially. At the midpoint of $13,100,000,000 we expect a gross margin of approximately 36% on an increased mix of outsourced products, the early ramp of Panther Lake, and increased costs associated with tariffs. We forecast a tax rate of 12% and breakeven EPS all on a non GAAP basis. We're forecasting 2025 OpEx of $17,000,000,000 with a 2026 OpEx target of $16,000,000,000.

We expect non controlled income or NCI to be approximately $250 to $300,000,000 in both Q3 and Q4 on a GAAP basis. NCI is still expected to grow meaningfully in fiscal year twenty twenty six. In Q2, we took tangible steps to increase focus on our core business while leveraging non core assets to shore up the balance sheet. We raised approximately $900,000,000 through the Mobileye offering, and we are on track to complete the stake sale of Altera in q three. Our guidance includes Altera for the full quarter, but we will deconsolidate at deal close.

Once the deconsolidation is complete, we will recognize our remaining Altera investment within equity investments on the balance sheet. On the income statement, we will recognize our proportional share of Ultera's net income on a one quarter lag through gains and losses on equity investments net, which is excluded from our non GAAP results. As a result, it is likely our Q3 non GAAP results will reflect only a portion of the financial results for Ultera. Moving to CapEx. We anticipate 2025 gross capital investment will be approximately $18,000,000,000 and forecast 8,000,000,000 to $11,000,000,000 for net CapEx.

Better utilization of our construction in progress will allow us to deploy more overall CapEx in 2025 than in 2024, and we expect the improved utilization to continue in 2026, resulting in lower gross and net CapEx next year. Beginning the process of delevering our balance sheet in 2025 remains a top priority for us. I'll wrap up by saying Q2 operationally was the third consecutive solid quarter, reflecting our commitment to maintain a high say do ratio, closely manage what's in our control, and react quickly as the environment evolves. I have confidence that the strategic priorities we've established are the right ones, and I'm optimistic about our ability to execute on them while acknowledging there are no quick fixes. With that, I'll turn over to John to start the Q and A.

Thank you, Dave. We will now transition to the Q and A portion of our call. As a reminder, we ask each of you to ask one question and a brief follow-up question where applicable. With that, Jonathan, can we take the first question, please?

Certainly. And our first question for today comes from the line of Ross Seymore from Deutsche Bank. Your question, please.

Hi, guys. Thanks for letting me ask a question. Let me do the first one for you and thank you for walking through the strategic details that you're putting into place. It seems like fixing the foundry side is based on trust, as you said before, and trust seems to have its origin in fixing the x86 side of the business. So, I guess my question is how fast can you fix that?

I know you are having to sign off on every tape out, but is the trust that 18A can ramp dependent upon Nova Lake and Diamond Rapids? Are we talking 2027, 2028? What are the sort of steps we need to see to build that trust in your x86 business so that the Foundry business can ramp?

Ross, thank you so much for a good question. First of all, we focus on the 18A. So far the last two months, and I have twice a week review with the team And we make steady progress on our technology towards the yield, performance target and reliability. So I think as you mentioned, 18A is the foundation for at least three generation of our Intel client and server business products. And we are committed to ramp that.

And so far, you know, the give me the confidence is we're engaging with external ecosystem partners to help us to look at the yield and how can we improve. And that in the past we didn't engage that. So I really see that, you know, the feedback from the partners that say, hey, the culture, that intensity for our team is really focused on the yield performance and that really like the attitude on that. So, so far, I think give me a lot of confidence that we can launch our Pantalik SKU by the end of the year. And also I think the external customer include secure and create with the US government.

And then with a sufficient internal volume and ensure the good progress, then we can have a better attraction to our external customer. So I think this is a process to kind of build the trust with the customer. They can count on us on the reliability, the yield, and we can deliver on time, on scale to really supporting them. And then they're going to just put the resources on their revenue based on our foundry. So there's a lot of responsibility for us to deliver with high quality.

That's something that I feel very committed and we like what I see, it gave me a lot of more confidence. Ross, do you have a follow-up question, please?

I do. One potentially a little near term for Dave on the gross margin side. You mentioned that the gross margin was guided down a bit sequentially for a couple of different reasons. Can you dive a little deeply into a little more deeply into those and perhaps more importantly, just what do you see as the tailwinds and headwinds to gross margin as we look say, into next year? I know you're not going to guide it specifically, but just some of the puts and takes would be great. Thank you.

Yeah, okay. Thanks, Russ. Yeah, let's just delve into the gross margins for the third quarter. I'd say the predominant driver of the lower gross margins in the third quarter is Lunar Lake. We expect a pretty significant ramp in Lunar Lake in the third quarter.

And I've made this comment, I think, multiple times on calls, but it's got the memory in the package. And so we kind of pass it on at the same cost we bought it, and that really has a negative impact on way the gross margins look optically. And so as we mix higher to Lunar Lake, that's obviously going to be a headwind to us in terms of gross margins as expected, but perhaps having a little bit more of a significant transition from 2Q to 3Q. We thought we'd have probably more volume in 2Q. The second big driver of gross margins is the ramp that Lip just talked about of Panther Lake.

Obviously, we're in the early stages of the maturity of Panther Lake, so the cost per wafer is going to be higher, and so that is going to drive some headwinds. Obviously, as Lip Bu said, yields improve, more importantly volumes increase, that reduces the cost. And so that will transition to a tailwind ultimately. I think next year, the big benefit for us is this significant ramp in Panther Lake, given that we're bringing a fair amount of wafers back inside, so that drives a lower cost and we get a better cost structure of Panther Lake showing up with the higher volumes, that's clearly going to be beneficial to us in terms of gross margin. That said, a lot of this will be determined on mix and we'll have to see how things play out through next year in terms of the mix.

The last thing I'd say, and maybe this is maybe even a little bit more longer term than you asked the question, Ross, is the way we think about Foundry, we ramp more leading edge nodes, that is going to be a benefit to us in terms of gross margins. We think Foundry gross margins will expand next year and that will be a continuing story out for several years. The other side of things is the product side. And I think there are three levers to products. One is pricing.

And as Lip said, he's really focused on bringing out products that customers really value. And as that becomes a reality, it'll show up in the pricing that will help us on gross margin. The second is the cost structure and Lip Bu is also really focusing on cleaner designs, simpler designs, driving more efficient use of silicon and so forth. So, as we get better cost structure as well over time, and there are products on the roadmap that already have it, even as POR will see improvement in gross margins. And then in the near term, while all this is going on, I'm looking at all the other extraneous things that drive cost of sales, how many samples we do, how we run the fabs and so forth and driving improvements there to position us for better gross margins.

Ross, thanks for the question. Jonathan, can we have the next question please?

Certainly. And our next question comes from the line of Timothy Arcuri from UBS. Your question, please.

Thanks a lot. Lupu, I wanted to ask about the Foundry strategy. You did add a bunch of risk factors and language on 14a that kind of seems to leave the door open to kind of walking away from its development. And I know you did talk about some of that, but if I'm an outside customer and I'm looking at your roadmap and I see this hedging on 14a, would I engage? I guess, how do you sort of marry the hedging on 14A development with trying to build an external foundry business?

I guess, I kind of read it as maybe a hard pivot away from foundry and doing what's right for the product business, but can you sort of talk about that?

Yeah, very good question. So I think on the 14A, you know, first of all, I think the team is laser focused on building up the basic building blocks, technology, definition, transistor architecture, process flow, design enablement, PDK, and foundation IP and the test chip to verify and improve the performance and the defect density. Saying that, you know, clearly we learned quite a lot on the mistake we make on the 18A And now we applying to the 14A. So I think we learned a lot. And secondly, we also reach out to the outside partners to helping us with showing them the data and how can we improve the yield and per month, and so that we can drive that, give me a lot of confidence we can get there.

But even more important, we're engaging with customers. They're going to enable us and then with clear milestone to execute in terms of process development and with PDK, with all the different IP that we need to really put it together. So I think that gave me a lot of more confidence that this time we have customer engaging early enough in the inception, and also we learn from our mistakes, and we can learn quicker and then get a better result. So I think all in all, I think I keep a lot more confident that team is laser focused, and the feedback from the partners in the outside is that, wow, the culture is changing. And you guys are really focused on the yield rather than just the performance.

So I think that part I think will be able to enable us. Plus the other part is we really engage with all the external EDA and IP provider, make sure that we have the whole program together to do the pattern matching for the customer. And the good news is customer are excited. The 14A is a process node, but clearly I will make sure that until I see the internal customer, external customer volume commitment before I put CapEx into their operation. So that is something that you have to meet my requirement in terms of performance and yield.

You know, it's a lot of responsibility to be serving our customer, make sure that we can deliver the result, consistent reliable result to them so that their revenue can depend on us. Tim, do have a quick follow-up question?

I do, yeah, yeah. I guess I just kind of wonder like how an external customer would continue to be engaged. Question really is for Dave. So Dave, you talked about CapEx coming down next year. What is maintenance CapEx?

Like, much can you cut CapEx next year? Could you take like $5,000,000,000 out of gross CapEx next year? If you can give some sense on that. Thanks.

Yeah, okay, good question. Let me unpack it a little bit. Would say why CapEx can come down next year is we bought a lot over the last few years, quite honestly, and we have to digest that and that enables us to deploy more capital than we have to spend, which I guess is a good thing at this point. So that's what's driving the fundamental view that we should be down in CapEx. It's not really moving it to maintenance CapEx, would say. But to kind of ballpark a number, I'd say probably half our CapEx is main, but our normalized CapEx call it at this $18,000,000,000 level for this year is probably what you consider sustaining or maintenance CapEx.

Thank you. Jonathan, can we have the next question, please?

Certainly. And our next question comes from the line of Joseph Moore from Morgan Stanley. Your question, please.

Great. Thank you. You mentioned again the Intel seven being in short supply through the end of the calendar year. Can you talk about, you know, what's driving that? Is there are you gonna be able to drive more volume to the Intel four products?

And what, do you have to add wafer starts in Intel? So I'm just kinda curious what's going on with that.

Yeah, I mean, Raptor Lake is doing really well. I mean, that's the biggest driver of it. That's why, back to my comments around Lunar Lake ramping next quarter, what we're really seeing a lot of strength in is Ramper Lake right now. I think the price points of Raptor Lake are, I think, where a lot of consumers and enterprises are buying PCs, and so that's what's kind of pulling it in. But I do suspect that we'll see mixes change.

You you mentioned Intel 4.3, you know, Meter Lake, and of course, we are ramping and are in the process of ramping Granite Rapids, which will drive more volume of Intel 4.3. So we're already building out the capacity and wafer routes in that area.

Yeah, I do. Coming back to the CapEx, I mean, you still have the large amount of construction in progress that hasn't yet been productively employed. Are you going to be able to get full value out of that? I know there was a shelf first strategy. Is it going to continue to persist that there's a large amount of that? Or will you start depreciating that at some point?

Yeah, there was a big chunk of it that was Arizona, actually. And we actually flipped that at the beginning of this quarter. So that's obviously already ramping on ET and A. So we actually saw it come in, think it was north of 50 at the end of 2Q, 50,000,000,000. And I think we're at this point now down into the kind of mid to high 30s.

Intel (INTC) Q2 2025 Earnings Call Transcript

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