Energy Forward
2019 Report on Corporate Responsibility

Our purpose
We take energy forward – making it safer, 
cleaner, and more efficient for people and 
the planet.
Clean, affordable, abundant energy for everyone is essential 
to help the world grow and prosper. As an energy technology 
company, we have a unique role to play in advancing the 
world’s energy systems. From more efficient oilfield and 
turbomachinery equipment and services, to digital solutions, 
to carbon capture and storage, we are taking energy forward. 
Navigating the report 
Reporting frameworks
Our corporate responsibility report is prepared in accordance with GRI-Core 
standards and references the United Nations Sustainable Development Goals. 
Our approach to corporate responsibility is detailed on pages 11 to 16.
Reports and policies
Our archived reports and policies are accessible on our website at: 
https://www.bakerhughes.com/corporate-responsibility

Table of contents 
A letter from our CEO
04
A letter from our ESG Steering Team chair
06
2019 corporate responsibility dashboard
08
Our corporate responsibility framework
11
Company profile
12
Identifying material ESG priorities
13
Aligning with our strategy
14
Alignment to United Nations Sustainable Development Goals
14
Our approach to stakeholder engagement
15
Corporate governance and ESG
16
Planet
20
Energy and climate
21
Low carbon solutions for customers
23
Dedicated to sound environmental practices
25
People
27
Inclusion and diversity
28
Workforce development
30
Supporting our communities
32
Principles
34
Health and safety
35
Ethical supply chains
37
Integrity and compliance
38
Leading in quality
40
Safeguarding human rights
40
Policy advocacy and engaging with governments
41
GRI Reporting index and data summary
43
About this report
55

A letter from our CEO
“Our purpose is clear 
and our commitment 
is firm. We make 
energy safer, cleaner, 
and more efficient 
for people and 
the planet.”
Lorenzo Simonelli  
Chairman and CEO
Taking energy forward
In a pivotal moment for our company, we relaunched in 2019 as an energy 
technology company, committed to making energy safer, cleaner, and more 
efficient for people and the planet. It was a declaration of our commitment to 
use our talents, technology, and resources to drive real change in the energy 
industry and the world.  
We view environmental, social, and governance (ESG) as a key lever to 
transform the performance of our company and our industry. Over the last 
year we enhanced our programs and commitments, and have increased the 
transparency of our reporting.
The dual challenge of energy and climate
The collective action of people and industry, when directed with purpose, can 
enable change on a global scale. The dual challenge of energy access and 
climate change is one of the greatest issues facing our world. That is why 
Baker Hughes has committed to achieve net zero carbon emissions from our 
operations by 2050, and develop new solutions to help the oil and gas industry 
reduce carbon emissions across the entire value chain.
Through year-end 2019 our Scope 1 and 2 carbon equivalent emissions are 
31 percent lower than our 2012 baseline. Emissions increased slightly over 
the prior year primarily driven by an increase in activity and expanding the 
boundary of what is reported in our Scope 1 emissions. However, most of 
these increases were mitigated through energy efficiency improvements 
and emissions reduction projects around the globe; from facility upgrades, to 
renewable energy projects, to logistics improvements. We will continue to take 
aggressive actions that will support us on our journey to net zero.
Leading with technology
Our commitment to innovation has led to many high efficiency product and 
service offerings that are helping customers reduce emissions in the field today. 
We are investing in new technologies, products, and services that advance 
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Baker Hughes 2019 Report on Corporate Responsibility
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Dashboard
Corporate responsibility framework
Planet
People
Principles
Index and data

our industry in cleaner energy, from carbon capture and storage to hydrogen-
fueled turbines that will help the industry continue to innovate toward a net 
zero future. We are bringing the latest technological advances forward to solve 
some of our industry’s toughest challenges. In 2019 we announced partnerships 
with C3.ai and Microsoft to bring enterprise artificial intelligence (AI) solutions to 
the energy sector. By combining data, analytics, and industry expertise, we will 
enable our customers to improve safety, reliability, and sustainability. 
An inclusive workplace
People are the key to achieving our vision of a cleaner energy future for everyone. 
Innovative minds, engaged people, and diverse perspectives will be needed to 
meet the world’s pressing energy challenges. We build and reinforce our culture 
every day by operating ethically and responsibly. Baker Hughes provides learning 
and development opportunities within an inclusive work environment, as we 
cultivate the next generation of energy leaders. Our commitment to diversity 
and inclusion extends to working with our suppliers and partners and our local 
communities. A company with bold ambitions must look beyond its walls and 
positively influence the entire ecosystem of stakeholders. That is how we are 
leading the energy transition for our teams and our partners.
Leading with resilience
The COVID-19 pandemic and accompanying economic slowdown in 2020 has 
brought many challenges to our society and our industry. I am proud of the 
resilience that Baker Hughes employees have shown in taking care of each 
other, supporting our customers, and contributing to our communities. You’ll 
learn more about our efforts in this report, from developing remote operations 
to innovating new techniques for printing protective equipment and ventilator 
parts for local hospitals to enhance their capacity to treat people with 
COVID-19. We are all finding new ways of operating while remaining true to our 
commitment to health, safety, and ethical principles.
We approach the challenges of our time with a spirit of resilience and an eye 
toward the future. Baker Hughes remains firmly committed to our core principles 
and our vision of a cleaner, more efficient, more sustainable energy future. Our 
people and our partners will help us get there, and we value the contributions 
that each and every person is making to move us forward. I hope you’ll join us 
on our journey. 
Lorenzo Simonelli 
Chairman and CEO
Our commitment to innovation has 
led to many new high efficiency 
product and service offerings that 
are helping customers reduce 
emissions in the field today.
Innovative minds, 
engaged people, 
and diverse 
perspectives will 
be needed to meet 
the world’s pressing 
energy challenges.
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A letter from our ESG 
Steering Team chair
We are committed 
to the United Nations 
principles on 
human rights, labor, 
environment, and 
anti-corruption.
A renewed purpose and a commitment 
to transparency
As an energy technology leader, it is crucial for Baker Hughes to model 
leadership in ESG performance for our industry. Building on strong progress in 
2018 we’ve made a number of fundamental improvements to the way we are 
governing, advancing, and reporting ESG performance. We are taking a more 
strategic, rigorous approach to this important priority.
Expanding leadership engagement
Engaged executive leadership is a key component of ESG performance. We 
have expanded our leadership engagement in the oversight of ESG issues. Our 
expanded ESG Steering Team includes a broad cross section of leadership from 
across the company, with working groups assigned to implement program 
improvements throughout the year.
Committing to United Nations principles
Baker Hughes became a signatory of the UN Global Compact, the world’s 
largest sustainability organization. We are committed to the United Nations 
principles on human rights, labor, environment, and anti-corruption. This year’s 
corporate responsibility reporting is aligned to the United Nations Sustainable 
Development Goals.
Identifying material priorities
To enhance our ESG strategy and focus our reporting, we conducted a formal 
materiality assessment of our ESG issues. You will find a summary of the findings 
in this year’s report. By engaging with stakeholders including customers, 
employees, investors, board members, and nonprofits we gained a deeper 
understanding of ways we can address the most important issues facing the 
company and the industry.
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Baker Hughes 2019 Report on Corporate Responsibility
Letters from leadership
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Planet
People
Principles
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Aligning with core values
Our strategy and purpose are enabled by our culture, which is built on a strong 
set of values that guides our behavior. We have refreshed our values and 
harmonized many of our policies to provide a simple, memorable, and action-
oriented way of expressing our culture. They are: grow, collaborate, lead, and 
care. Our employees embrace and live these values every day, providing the 
foundation to deliver for our customers and stakeholders today and far into 
the future.
Leading in talent management
We launched new systems and processes for talent management, learning, 
recognition, career development, and inclusion and diversity as part of 
our system integration activities. We expect these systems to enable a 
more integrated and holistic approach to developing and valuing our 
people throughout the organization. We relaunched eight global Employee 
Resource Groups (ERGs) to promote diverse perspectives, networking, and 
service activities.
Improving reporting
As part of our commitment to open and transparent reporting, we have set 
year-over-year performance indicators that will enable us to demonstrate 
progress, while enhancing our transparency through more robust and 
comprehensive data collection and reporting. We have aligned our corporate 
responsibility report with the United Nations Sustainable Development Goals, 
and prepared our report in accordance with the GRI-Core standards.
We hope you find this year’s report, informative, and candid. We are committed 
to stakeholder input and continually improving our processes and programs. If 
you have questions or comments about our reporting or our approach to ESG 
issues, I encourage you to reach out to me or a member of our leadership team. 
Allyson Anderson Book 
Vice President, Energy Transition  
We continued our 
energy transition 
progress and 
commercialized 
new products that 
we expect will 
help the industry 
reduce emissions.
We launched new systems and 
processes for talent management, 
learning, recognition, career 
development, and inclusion 
and diversity as part of our 
integration activities.
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2019 corporate responsibility 
dashboard
 
Planet
MATERIAL PRIORITY
KEY PERFORMANCE 
INDICATORS (KPIs)
2018 RESULT
2019 RESULT
NEXT STEPS
RELEVANT SUSTAINABLE 
DEVELOPMENT GOALS
Greenhouse gas 
emissions
Scope 1 & 2 
emissions reduction 
compared to 2012 
baseline
(34%)
(31%)
Year-over-year increase 
driven primarily by 
activity and expanded 
reporting boundary. 
Continue emissions 
reduction projects.
Goal numbers:
 
% of electricity from 
renewables
17,762 MW 
(3% of total)
104,457 MW 
(14.5% of total)
Full impact of Texas 
renewables agreement 
is expected to be seen in 
2020-2021 data, planning to 
pursue additional projects
Energy transition 
business impact and 
innovation
Number of product 
lifecycle carbon 
assessments 
completed
New 2019 
metric
1 completed,  
2 underway
Develop new tools 
for carbon lifecycle 
assessments
 
 
Water and waste 
management
Waste generated
New 2019 
metric
170,587 
metric tons
Expand facility waste 
reduction projects and 
enhanced recycling efforts
 
Water use
New 2019 
metric
1,205,083
megaliters
Enhance water conservation 
awareness and identify new 
reduction pathways
Spill volumes 
(>1 barrel/ 
42 gallons) outside 
of secondary 
containment
199 barrels 
57 barrels
Implement targeted 
corrective actions 
including human 
performance factors
This dashboard, new for this year’s report, presents our progress on key sustainability measures over time. The dashboard 
demonstrates the alignment between our material priorities, our performance metrics and the United Nations Sustainable 
Development Goals (SDG’s).
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Baker Hughes 2019 Report on Corporate Responsibility
Letters from leadership
Dashboard
Corporate responsibility framework
Planet
People
Principles
Index and data

People
MATERIAL PRIORITY
KEY PERFORMANCE 
INDICATORS (KPIs)
2018 RESULT
2019 RESULT
NEXT STEPS
RELEVANT SUSTAINABLE 
DEVELOPMENT GOALS
Attracting, retaining, 
and developing 
talent
% of voluntary 
turnover in workforce
5.7%
6.2%
Aim to retain employees 
through development, 
engagement, and 
competitive pay and 
benefits
# of employees 
participating in 
leadership training 
programs
5,200
5,400
Realize full benefit of new 
training programs and 
systems launched in 2019.
# of people 
completing 
professional 
development 
planning with their 
manager 
New metric for 
2019
47%
Launch new performance 
development system 
in WorkDay to increase 
tracking
Diversity and 
inclusion
% of people who 
identify as women 
in workforce, senior 
leadership and 
board of directors
17%, 19%, 22%
17%, 21%, 33%
Expand membership of 
employee resource groups
 
% of US employees 
who identify as 
minority groups 
35%
35%
We intend to increase 
representation of diverse 
groups in recruiting, 
internship, and leadership 
development programs
Amount spent 
with diverse 
suppliers and small 
businesses
$118M
$132M
Implement strategic 
supplier diversity plans with 
champions and targets for 
each product company
Community 
and stakeholder 
engagement
Total company 
and employee 
charitable and in-
kind contributions
$23.3M*
$25.7M
Continue to support 
education, environment, 
and health nonprofits 
through the Baker Hughes 
Foundation
 
Volunteer service 
hours
17,000 hours 
logged
29,673 hours 
logged
Expand use of 
YourCause system to 
improve employee 
volunteer tracking
*	
2018 result updated from prior report
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Baker Hughes 2019 Report on Corporate Responsibility
Letters from leadership
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Planet
People
Principles
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Principles
MATERIAL PRIORITY
KEY PERFORMANCE 
INDICATORS (KPIs)
2018 RESULT
2019 RESULT
NEXT STEPS
RELEVANT SUSTAINABLE 
DEVELOPMENT GOALS 
Ethics and 
governance
# of employees 
trained in ethics 
and compliance 
50,000
56,675
Increase the response rate 
on code of conduct and 
conflict of interest surveys
 
Supplier social 
audits conducted
589
590
Supplier audit serious 
findings closed within 
90 days
91%
96%
Health, safety, and 
environment (HSE)
Perfect HSE days 
153 
161
Our focus will continue to 
be on HSE fundamentals, 
leadership training, 
and improving leading 
indicators
 
Leading Indicators
HSE Observations
Leader HSE 
Engagements
Near Misses 
586,000
39,851 
1,841
1,084,627
67,726 
1,763
Lagging Indicators
Total recordable 
incident rate
Employee fatalities
0.32
1
0.28
0
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Baker Hughes 2019 Report on Corporate Responsibility
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Our corporate 
responsibility 
framework
Company profile
12
Identifying material ESG priorities
13
Aligning with our strategy
14
Alignment to UN Sustainable 
Development Goals
14
Our approach to stakeholder 
engagement
15
Corporate governance and ESG
16

Letters from leadership
Dashboard
Corporate responsibility framework
Planet
People
Principles
Index and data
Our corporate 
responsibility framework
Company profile
We have integrated offerings and a unique 
set of products and services across our four 
product companies.
Oilfield  
Services
Turbomachinery & 
Process Solutions 
Our strong positions in artificial 
lift and chemicals provide more 
stability to our overall portfolio.
$12.9B in orders
$12.9B in revenues
$917M in operating income	
Our turbomachinery business is 
a technology leader in upstream 
production and liquefied natural gas.
$7.9B in orders
$5.5B in revenues
$719M in operating income
Oilfield Equipment
Digital Solutions
Our leading position is driven by 
our subsea production and flexible 
pipe offerings.
$3.5B in orders
$2.9B in revenues
$55M in operating income	
Our Digital Solutions business 
connects industrial assets across a 
variety of end-markets.
$2.6B in orders
$2.5B in revenues
$343M in operating income
We are an energy 
technology  
company. 
We are developing and deploying 
the technologies to take energy and 
the industry forward.
2019 FINANCIAL RESULTS
$27.0B
 in orders
$23.8B
 in revenues
$2.1B
 in cash flows from 
 operating activities
All product company metrics represent 2019 results.
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Baker Hughes 2019 Report on Corporate Responsibility

Identifying material ESG priorities
In 2019 Baker Hughes conducted a materiality assessment to identify the ESG 
topics that most critically impact its business and are of interest to external 
stakeholders. As part of the assessment EY consolidated on our behalf input 
from in-person interviews, focus groups, surveys, and publicly available data. 
The perspectives of customers, competitors, shareholders, employees, the Baker 
Hughes board of directors and non-governmental organizations are reflected in 
the materiality matrix below. 
The materiality assessment represents a snapshot in time aligned with our 2019 
reporting boundary. Since the assessment was conducted, important world 
events have occurred which impact our view on our material ESG priorities, such 
as the COVID-19 pandemic and protests in support of racial equality in the U.S.  
We intend to refresh our materiality assessment prior to our next report to reflect 
the increasing importance of issues like safety, health, and human rights to our 
stakeholders and the company. We share our perspectives on these important 
issues in this report although they fall outside our 2019 reporting boundary - 
under the heading of “A Look Ahead to 2020”.
Materiality matrix
Attracting, retaining, 
and developing talent
Business ethics and 
transparency
BUSINESS IMPACT
LOW
MEDIUM
HIGH
IMPORTANCE TO STAKEHOLDERS
Inclusion and
diversity
Reducing greenhouse gas 
emissions and other pollutants
Community and 
stakeholder 
engagement
Corporate governance 
and board oversight
Water 
management
Emergency and 
crisis management
Using chemicals 
responsibly
Geopolitical
risks
Facilitating access 
to energy
Protecting land
 and marine 
environments
Supply chain risk 
management
Cyber security 
and data privacy
Public policy 
and lobbying
Human 
rights
Health, safety, 
and wellness
Process safety 
and asset 
management
Innovation and 
digitization
Waste and the 
circular economy
Impact of energy transition
on business model
Physical Impacts 
of climate change
BAKER HUGHES ESG MATERIAL PRIORITIES
	 Environment
HIGH 
•	 Reducing greenhouse gas emissions 
and other pollutants
MEDIUM 
•	 Water management 
•	 Waste and the circular economy 
LOW
•	 Physical impacts of climate change
•	 Using chemicals responsibly
•	 Protecting land and marine 
environments
	Social
HIGH 
•	 Attracting, retaining, and 
developing talent
•	 Inclusion and diversity
•	 Community and stakeholder 
engagement
MEDIUM 
•	 Health, safety, and wellness
•	 Process safety and asset management
LOW
•	 Human rights
•	 Facilitating access to energy
•	 Emergency and crisis management
	 Governance
HIGH 
•	 Impact of energy transition on 
business model
•	 Business ethics and transparency
•	 Corporate governance and 
board oversight
MEDIUM 
•	 Innovation and digitization
LOW
•	 Public policy and lobbying
•	 Geopolitical risks 
•	 Supply chain risk management
•	 Cyber security and data privacy
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Baker Hughes 2019 Report on Corporate Responsibility
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Alignment to United Nations Sustainable 
Development Goals
In October 2019 Baker Hughes became a signatory of the UN’s Global Compact 
– a voluntary leadership platform for the development, implementation, and 
disclosure of responsible business practices. Baker Hughes takes a leadership 
position in its industry sector by making this commitment.
Baker Hughes is committed to supporting and reporting its progress 
toward the Ten Principles of the United Nations Global Compact on human 
rights, labor, environment, and anti-corruption, as well as the Sustainable 
Development Goals.
Our sustainability 
framework
OUR MATERIAL PRIORITIES
As identified by our 
materiality assessment
OUR REPORTING FRAMEWORKS
United Nations 
Sustainable 
Development Goals / 
SASB / GRI-Core
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Aligning with our strategy
Guided by our corporate purpose and our core values, Baker Hughes’ 
corporate responsibility framework of People, Planet and Principles guides our 
responsibility to sustainable operations and enables us to realize our energy 
technology strategy. 
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OUR PURPOSE 
We take energy forward 
— making it safer, cleaner, 
and more efficient for 
people and the planet
OUR VALUES
  Lead      Collaborate
  Care      Grow
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Baker Hughes 2019 Report on Corporate Responsibility
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Planet
People
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Our approach to stakeholder engagement
Engaging with diverse stakeholders causes us to consider all perspectives of our operations and that we identify the most 
significant ways we impact the world. In 2019 we conducted a variety of engagements, including a formal materiality 
assessment, to align our priorities with our stakeholders. 
Looking toward 2020, many of our traditional stakeholder engagement methods that depend on face-to-face meetings 
and conferences are being moved to virtual or electronic formats. We nonetheless remain committed to seeking diverse 
viewpoints and perspectives.
STAKEHOLDERS
FORM OF ENGAGEMENT
FREQUENCY
Customers
Global, regional and local industry events, forums, and conferences
Our senior leaders and commercial teams actively 
participate in hundreds of customer events and 
meetings across the globe.
Proprietary company events and meetings
Partnerships and working groups to advance best practices
Investors
Public quarterly earnings calls
We inform our investors and analysts about our 
operations formally on a quarterly and annual 
basis, as well as proactively engage in year-round 
integrated outreach, to monitor developments in 
corporate governance and sustainability.
Annual shareholder meeting
Executive meetings, presentations, and operational tours
Outreach program led by our Investor Relations group, the Corporate 
Secretary’s Office, and Executive Compensation Team
Employees
Culture and pulse surveys
We exchange ideas and feedback with our 
employees across a wide array of communications 
channels weekly, monthly, quarterly, and annually.
In 2019 more than 18,000 employees participated in 
our inclusion and diversity pulse survey.
Town hall meetings
Interactive online forums
People leader engagement
Employee Resource Groups, many with senior leader sponsors
CEO’s Employee Pulse Group
Governments
Formal and informal bilateral meetings with public officials at all 
levels of government
Given the breadth and scope of our industry and 
the global footprint in which we operate, Baker 
Hughes senior leaders across our operations 
engage with public officials at all levels of 
government on a regular basis.
Lobbying and other direct engagement in compliance with 
applicable laws and regulations
Community
Civic engagement through economic development groups, 
chambers of commerce and related forums
We have ongoing dialogue with community 
partners on charitable projects and planning for 
employee volunteerism, and weekly as employees 
hold positions with local groups.
Collaboration and social investments where we operate and in 
support of broader society
Policy groups 
and industry 
associations
Membership participation across the globe
Our participation in industry groups includes 
monthly, quarterly and annual meetings, events 
and engagement to advance best practices and 
policy positions.
Working groups, committees, and public-private partnership activities 
in industry groups and associations
Leadership and committee positions that extend and strengthen 
organizational capabilities
Universities, 
Institutions, 
and NGOs
Connections, collaborations and partnerships on a variety of shared 
business, industry, social and environmental interests globally
We participate in multiple opportunities to 
collaborate with institutions and organizations on 
public policy, regulations, technology roadmaps, 
and a variety of research projects.
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BOARD HIGHLIGHTS
Our directors exhibit an effective 
mix of skills, experience, diversity, 
and perspective.
GENDER DIVERSITY
Male
Female
AVERAGE DIRECTOR AGE
59
Years Old
AREAS OF EXPERTISE
Global
Leadership
Industry
Finance
Independent
Corporate governance and ESG
At Baker Hughes, our corporate governance structure is designed to facilitate 
adherence to best practices and promote the highest standards of integrity 
across the organization. Our commitment to People, Planet and Principles is 
embedded at every level, with oversight by our Board of Directors.
Principles of conduct by which we govern our 
business affairs
•	 Bylaws
•	 Governance Principles
•	 Board Committee Charters
•	 Code of Conduct and related policies
Our Board of Directors
Operating responsibly and with accountability to serve the best interests of 
our stakeholders requires sound corporate governance, and that commitment 
begins with our Board of Directors. Our Board is led by our Chairman, President 
and CEO, Lorenzo Simonelli. As required by our Governance Principles, our 
independent directors also elected an independent lead director, W. Geoffrey 
Beattie, who regularly meets with the Chairman, leads meetings of the 
independent directors and has a clear set of additional comprehensive duties 
that provide an effective check on management. Our Board has determined 
that the current Board leadership structure provides the appropriate balance 
between aligned focus on strategic execution and independent Board oversight.
Collectively, our Board demonstrates leadership and a substantive understanding 
of domestic and international considerations and geopolitics relevant to our 
strategy as an energy technology company. Our Governance and Nominating 
Committee, which recommends director candidates for annual election, strives to 
maintain a Board with varied expertise and perspective, and that reflects diversity, 
including but not limited to gender, ethnicity, background, and experience. 
As part of our ongoing commitment to board refreshment and diversity, we 
added two new directors, Nelda Connors and Cynthia Carroll, to our Board in 
May 2020. Their strong industrial and international experience align with our 
integrated portfolio, contributing valuable insight to the Board as part of its 
strategic oversight responsibilities.
The Stockholders Agreement entered into with GE in July 2017, as further amended, 
sets forth a number of minority stockholder protections and additional corporate 
governance requirements. Among other terms, GE has the right to designate one 
director for nomination by the Board for election until GE no longer beneficially 
owns at least 20% of the voting power of our outstanding Common Stock.
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Board oversight of People, Planet and Principles
Our company strategy is underpinned by our sustainability framework, and accordingly our Board’s oversight responsibilities 
require ongoing, in-depth consideration of economic, social, and environmental risks and opportunities. Our strategy to 
become a leader in the energy transition is a consistent area of Board focus, extending beyond the annual Board strategy 
session usually held in July, and reviewed as part of every operational assessment and Board deliberation. 
While our full Board oversees and guides our strategic direction, primary oversight for many of our People, Planet and 
Principles priorities, including corporate responsibility, governance, and environmental, health and safety matters (together, 
ESG), has been delegated to the Governance and Nominating Committee. In addition to assessing our material impacts 
and discussing associated risks with management, the Governance and Nominating Committee reviews and considers 
stakeholder feedback on ESG topics and our Compensation Committee oversees human capital management, including 
inclusion and diversity. Other committees of the Board oversee additional People, Planet and Principles priorities within 
their subject matter, including related risks assessed and evaluated as part of our Enterprise Risk Management (ERM) 
review process.
Board of Directors
Strategic Oversight
Leading product companies, leading through 
technology, leading through the energy transition 
Audit Committee
Oversees enterprise risk management, global ethics and compliance, 
including Our Way: the Baker Hughes Code of Conduct
Compensation Committee
Oversees executive compensation, management succession 
planning, talent management and culture (including diversity 
& inclusion)
Governance and Nominating Committee (GNC)
Oversees corporate social responsibilities and public issues, HSE, and 
governance structure and practices
Conflicts Committee
Oversees related party transactions with GE
Ongoing ESG reporting
Our Board receives regular reports relating to ESG matters, including: 
•	 Quarterly HSE report from our Chief HSE, Security, and Quality 
Officer to the GNC Committee and the Board
•	 Quarterly compliance report from our Chief Compliance Officer to 
Audit Committee
•	 The GNC Committee also reviews and approves our annual report 
on corporate responsibility.
ERM process
We annually seek input from every business segment to help 
us identify and prioritize risks, including ESG risks. This process 
includes categorizing and rating risks based on probability 
and severity, with consideration given to current or proposed 
mitigation measures. Key risks and related mitigation actions are 
further analyzed by our executive leadership team and reviewed 
with our Board and committees.
Individual director engagement
Directors periodically meet with leadership on specific topics outside 
of regular Board meetings. In 2019, two of our directors engaged with 
our new Vice President of Energy Transition for an in-depth discussion 
of ESG strategy.
Board onsite visits
Board meetings are occasionally held onsite at our various 
facilities or at the locations of our business partners. These 
visits provide opportunities for our directors to experience our 
operations, interact with personnel at different levels of the 
organization, ask questions and observe culture. In March 2019, 
our Board met at our research and development facility in 
Saudi Arabia. 
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Leadership responsibility
Primary responsibility for developing, managing, and executing our strategy, including our People, Planet and Principles 
priorities, rests with our management team. In 2019, we formalized our ESG management structure with designated 
executive sponsors that report to the Board. We also appointed Allyson Book, Vice President of Energy Transition, to oversee 
our energy transition strategy and serve as the primary point of contact on day-to-day ESG matters. Ms. Book chairs our 
newly formed ESG Steering Team that, together with subject matter working teams, manages our ESG priorities, sets goals, 
monitors our progress, and coordinates our ESG reporting.
Governance and Nominating Committee
ESG Executive Sponsors
Michele Fiorentino
Executive Vice President, Strategy and 
Business Development
Kevin Wetherington
Chief HSE, Security, and Quality Officer
Regina Jones
Chief Legal Officer
Russell Wilkerson
Chief Corporate Affairs Officer
Deanna Jones
Chief Human Resources Officer
Brian Worrell 
Chief Financial Officer
ESG Steering Team
Led by Vice President of Energy Transition
Horizontal coordination and reporting of ESG work across the company
Working Teams
Planet
People
Principles
Reporting
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Aligning compensation practices with our priorities
Our executive compensation program is designed to attract, motivate 
and retain our executives, who are critical to our strategic success. We 
are committed to a pay for performance philosophy, and we design our 
compensation programs to support our long-term strategy and to align the 
interests of our executives and our shareholders. Our executive compensation 
framework emphasizes performance-based compensation, and focuses our 
leaders on the achievement of certain financial goals and progress against 
strategic imperatives.
Approximately 88% of Mr. Simonelli’s target total compensation is 
performance-based and at risk. Our other named executive officers have an 
average of 81% performance-based and at risk compensation.
Our incentive-based compensation plans balance financial metrics with 
quantitative and qualitative performance goals. Payouts under our annual 
bonus plan in 2019 were weighted 70% based on achievement of formulaic, 
financial metrics and 30% based on achievement of strategic goals. 
The strategic objectives included several of our People, Planet and Principles 
priorities, demonstrating our Board’s commitment to our sustainability 
framework. Our Compensation Committee specifically considered, among 
other metrics, performance related to “Perfect HSE Day” improvement, increased 
leadership supporting compliance first culture, development of low carbon 
emissions strategies, and focus on diversity and inclusion.
A more detailed discussion of our executive compensation program is available 
in our 2020 proxy statement.
Contacting the Board
To provide our shareholders and other interested parties with a direct and 
open line of communication to the Baker Hughes Board, shareholders may 
communicate with any member of the Board, including our independent lead 
director, the chair of any committee or with the non-management directors 
of the company as a group, by sending such written communication to our 
Corporate Secretary, c/o Baker Hughes Company, 17021 Aldine Westfield Road, 
Houston, Texas, 77073, USA.
88%
of CEO compensation is performance-
based and at risk
Of the 88% performance-based 
compensation, 
30%
is based on achievements of 
strategic objectives, including those 
aligned with the People, Planet and 
Principles priorities
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Planet
Energy and climate
21 
Low carbon solutions for customers
23
Dedicated to sound 
environmental practices
25

Planet
Energy and climate
At Baker Hughes we are committed to meeting the world’s growing energy 
needs while reducing the greenhouse gas emissions that contribute to climate 
change. Scenarios from the International Energy Agency, an intergovernmental 
organization, forecast that global energy demand could grow by as much as 
25 percent over the next 20 years. Baker Hughes is addressing this challenge 
by reducing our own emissions, and developing technology solutions to help 
our customers produce cleaner and more efficient energy to meet the world’s 
growing demand.
Our commitment to carbon emissions reduction 
In January 2019 Baker Hughes announced a bold new commitment to reduce 
greenhouse gas emissions. We committed to: 
SUSTAINABLE DEVELOPMENT GOALS
31%
reduction in Scope 1 and 2 carbon 
emissions (versus 2012 baseline)
14.5%
of electricity from renewable sources
>500
energy assessments
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Reduce our Scope 
1 and 2 operating 
emissions by 
50% by 2030 and 
achieve net zero 
emissions by 2050
Deploy existing 
products and 
services to help 
our customers 
reduce emissions
Invest in new 
technology for 
the future of 
energy

Since announcing our carbon reduction commitment we’ve implemented 
a number of improvement programs to address our operational carbon 
emissions, including: 
•	 Conducting training to help employees understand our carbon commitment 
and ways to contribute.
•	 Completing more than 500 facility energy audits and weekend energy 
walk-throughs at our sites around the world.
•	 Expanding the use of renewable energy at our offices and 
manufacturing facilities.
•	 Expanding the scope and rigor of our greenhouse gas emissions 
reporting program.
Through year-end 2019 our Scope 1 and 2 carbon equivalent emissions were 
31% lower than our 2012 baseline. Emissions increased slightly over the prior year 
primarily driven by an increase in activity (an additional $0.9B in revenue) and 
expanding the boundary of what is reported in Scope 1 emissions to include 
additional vessels, vehicles, and facilities. However, most of these increases 
were mitigated by progress made throughout the year through the programs 
reported above. 
We remain committed to our goal of achieving a 50% reduction in Scope 1 & 2 
emissions by 2030. We expect some fluctuation of emissions from year to year 
due to dynamic market conditions and changes in activity levels, however our 
overall emissions trend over time is in line with achieving our 2030 goal.
Powering our global facilities with renewable energy
Baker Hughes has implemented projects over several years to increase 
the percentage of renewable energy used by our global facilities where 
it is feasible and cost-effective. We employ wind power at our sites in the 
United Kingdom; hydroelectric power in Celle, Germany; and on-site solar 
power at sites in Billerica, Massachusetts; Minden, Nevada; and Vibo, Italy 
among others.
In 2019 we announced a new agreement to purchase renewable electricity 
for our facilities in Texas, our largest global region for energy consumption. 
The renewable power agreement will eliminate a substantial portion of the 
company’s global carbon equivalent emissions over the 10-year term of 
the agreement.
METRIC TON CO2E
2E
Scope 1 Greenhouse
Gas Emissions
Scope 2 Greenhouse
Gas Emissions
Through year-end 2019 our 
Scope 1 and 2 carbon 
equivalent emissions were
lower than our 2012 baseline.
2016
439,001
2017
383,075
2018
2019
353,303
2016
353,250
2017
323,879
2018
2019
274,935
383,104
280,077
METRIC TON CO
31% 
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Measuring Scope 3 emissions
Baker Hughes has reported Scope 3 emissions within a limited boundary as 
part of our CDP (formerly known as the Carbon Disclosure Project) report. The 
boundary has been defined as travel-related emissions and some portions 
of our logistics footprint such as international shipping. Calculating Scope 3 
emissions is a complex and challenging task given the many parties involved, 
variety of calculation methods used, and the potential for double-counting 
emissions. Following the announcement of our carbon reduction commitment 
Baker Hughes has initiated a project to quantify an expanded set of Scope 3 
emissions that will include supplier, customer, and employee carbon emissions 
impacts with the goal of setting a Scope 3 emissions reduction target. This effort 
will require outreach and collaboration across our value chain, and we believe 
it will identify many opportunities to reduce Scope 3 emissions for our company 
and our partners. Our aim is to report expanded Scope 3 emissions data with a 
broader boundary in 2020.
Low carbon solutions for customers
In 2019 we commercially deployed a portfolio of low carbon solutions, and we will continue to develop new 
technology to help our customers meet their emissions reduction goals. 
Methane monitoring and detection
Methane is one the greatest emissions reduction opportunities. Our 
technologies include methane detection and monitoring, flare optimization, 
and no-bleed valve technology to reduce process venting.
Low to zero emissions solutions
We design products and services to operate with lower emissions, simpler 
logistics, and fuel flexibility. Some examples include the LM9000 gas 
turbine, the Integrated Compressor Line, and the Aptara Subsea System. 
We are enabling remote operations, monitoring and services to reduce 
environmental footprint, HSE risk, and cost.
Quantification and verification
We provide services and technology to help our customers measure and 
verify their emissions, conduct lifecycle assessments, and develop reduction 
plans through our Gaffney Cline carbon management practice and BHC3.ai.
Alternative energy services
We provide reliability services for renewables and alternative energy industry. 
Our condition monitoring services are deployed on more than 30,000 wind 
turbines and hydroelectric dams around the world. We offer services for 
geothermal energy systems, and X-ray inspection of lithium ion batteries.
Baker Hughes has 
initiated a project to 
quantify an expanded 
set of Scope 3 
emissions that will 
include supplier, 
customer, and 
employee impacts.
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Innovating for the future of energy
We are committed to investing in the future of energy technology. In 2019 we 
invested $678M in research and development and were granted 2,700 patents.
Some of our most promising research areas include:
Carbon capture, use, and storage (CCUS) – Baker Hughes has been involved 
in CCUS projects for more than a decade. Our product development focus is 
on improving the economic viability of CCUS projects at scale and applying our 
core technologies across other industrial sectors.
Hydrogen – Our pioneering work on hydrogen fueled turbines can be a key 
enabler of zero carbon energy systems.
Energy storage – Reliable, scalable storage capacity is a key challenge for 
renewable power systems. Baker Hughes technologies can enable liquid air, 
compressed air, and battery storage systems.
Artificial intelligence – Through our partnership with BHC3.ai we are 
developing advanced digital tools to monitor energy use and identify areas for 
greater efficiency.
Additive manufacturing - Our global network of additive manufacturing facilities 
are pioneering new approaches to manufacturing and supply chain management. 
In 2019 we printed 10,000 parts, with more than 200 qualified part designs.
Carbon emissions lifecycle assessments
To understand the true carbon footprint of a product means looking at the 
entire lifecycle, from raw materials, to manufacturing, to use, and ultimately 
disposal. The process of quantifying this impact is known as a lifecycle 
assessment (LCA). In 2019 we conducted our first comprehensive product 
lifecycle assessments aligned with the ISO 14067:2018 standard. Beginning 
in 2019, we have been working on LCA’s on products as diverse as drill bits, 
gas turbines, and subsea trees. By understanding how emissions occur 
throughout the life of a product, we are able to identify carbon reduction 
opportunities in the sourcing, material choice, manufacturing processes, 
design, and disposal of our products.
 
$678M
invested in research and 
development in 2019
2,700
patents granted in 2019
10,000
3D printed parts produced in 2019
Carbon capture, use, and storage
Carbon capture, use, and storage removes carbon dioxide from point 
emission sources for storage in secure underground reservoirs or 
industrial use. CCUS is an essential technology to lower the emissions of 
hard-to-decarbonize sectors like oil refining, petrochemicals, and cement. 
Approximately 20 CCUS facilities operate globally today. Industry analysts 
believe CCUS capacity must grow substantially to meet the goals of the Paris 
Climate agreement.
Baker Hughes was an early entrant into the CCUS industry. Our technology 
is deployed in the world’s largest CCUS project in Australia. As an energy 
technology company Baker Hughes is uniquely suited to offer solutions from 
capture to storage to digital monitoring.
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Dedicated to sound environmental practices
We are dedicated to operating with sound environmental practices and 
protecting the planet. Our environmental management system includes 
policies, procedures, and reporting to improve water quality and conservation, 
protect the land and its biodiversity, use materials wisely, maximize recycling 
and reuse, and practice sound waste disposal. We mitigate the environmental 
risks of our activities through robust practices and procedures and share 
performance globally.
Reducing waste and promoting recycling
Using resources wisely is a key part of our management system and our 
operating strategy. We strive to reduce our volume of waste and increase the 
recycling of materials. We also repurpose or recycle our electronics broadly 
across our global operations.
By sharing digital reports of slow moving inventory across our global 
manufacturing and service community we are able to utilize parts more 
efficiently, reduce inventory volumes, and avoid disposal of materials. 
Increasing the use of recycled materials and designing equipment with 
end-of-life in mind is an area we are striving to improve in future years.
71%
reduction in total spill volume year 
over year
Reducing deforestation and habitat loss
Deforestation is a pressing issue that impacts biodiversity, climate, and 
traditional societies. The Baker Hughes Foundation has partnered with 
The Nature Conservancy and other companies to address deforestation 
in Indonesia and Brazil, two key regions for our company. The combined 
efforts of our multi-company consortium have resulted in improving the 
management of 25 million acres of forest, including 1 million acres of critical 
orangutan habitat. We advanced a historic green growth compact, a 
partnership among government, companies, and communities to reduce 
deforestation and greenhouse gas emissions. This included expanding 
solutions for sustainable natural resource management, including reduced-
impact logging and low-emission oil palm development.
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COMMUNITY IMPACT
Caring for our environment
In Brazil, our team in Niterói conducted a community 
open house for World Environment Day to showcase 
conservation and waste reduction programs.
In India, we worked with The Nature Conservancy 
to conduct a desilting project on a local water 
reservoir that significantly increased the water 
supply for the Coimbatore district.
Protecting land and water
Baker Hughes is committed to water conservation and protecting scarce resources. 
Due to the nature of our operations, our current use of water does not significantly 
impact the availability of water in the regions where we operate. More than 99% of 
our water is withdrawn from and discharged to municipal water systems.
Engineering controls and improved systems and processes represent the most 
effective spill mitigation measures across Baker Hughes. We reduced our total spill 
volume by 71% in 2019 as compared to 2018 levels. As part of our environmental 
management system of spill incidents, we conduct formal investigations and 
implement corrective actions to prevent reoccurrence.
We strive to operate responsibly and protect the environment everywhere we 
operate, and particularly when operating near sensitive areas.
We aim to hold our suppliers and partners accountable for their environmental 
performance as well. Our supplier onboarding process includes environmental 
criteria for air and water emissions, solid waste and hazardous materials, 
and we audit suppliers on their environmental performance using risk-
based methods.
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People
Inclusion and diversity
28
Workforce development
30
Supporting our communities
32

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Inclusion and diversity
At Baker Hughes, we are shaping the future of the energy industry – and that 
future belongs to all of us. We believe the ability to leverage different ideas and 
perspectives fuels innovation and makes us stronger. We celebrate the diversity and 
uniqueness of each employee and believe that everyone has the right to be treated 
with fairness, dignity, and respect. We build this culture together by living our values 
of Grow, Collaborate, Lead, and Care. We are taking energy forward.
Inclusion and diversity council
Our executive Inclusion and Diversity council meets on a quarterly basis to track 
progress against our goals, and to identify new opportunities to create a more 
inclusive and diverse culture.
SUSTAINABLE DEVELOPMENT GOALS
People
At large members
Maria Claudia Borras
Executive Vice President, 
Oilfield Services
Deanna Jones
Chief Human  
Resources Officer
Regina Jones
Chief Legal Officer
Andrea Pinnarelli
Vice President,  
HR–Digital Solutions
ERG executive sponsors
Amar Barua
Sr. Vice President,  
OFS Finance  
Asian Pacific American Forum
Toby Begnaud
Sr. Vice President, OFS Comp 
and Well Intervention 
Veterans
Rod Christie
Executive Vice President, 
Turbomachinery & 
Process Solutions 
Enabled
Jennifer Hartsock
Chief Information Officer  
Pride@Work
Alejandro Hernandez
Vice President,  
OFS Latin America  
LatinX
Maria Sferruzza
President, GO APAC region  
Multicultural
Uwem Ukpong
Executive Vice President, 
Regions, Alliances & 
Enterprise Sales 
African American Forum
Kevin Wetherington
Chief HSE, Security, and 
Quality Officer 
Women’s Network

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Our Employee Resource Groups
African 
American 
Forum (AAF)
Asian Pacific 
American 
Forum
Enabled
LatinX
Multicultural
Pride@Work
Veterans
Women’s 
Network
Employee Resource Groups
Employee Resource Groups (ERG) have a powerful influence on building awareness, 
change, and community. ERGs give a voice to groups who may otherwise be 
unheard and help elevate conversation and awareness around key issues. They 
create a sense of belonging and help us build a stronger, more diverse work 
environment. They take an active role in company priorities, employee engagement 
activities, and community service in the communities where we operate. 
We recently relaunched our ERG community to bring together our affinity groups 
into a common framework. At year end 2019, we had 3,217 members enrolled into 
the groups and now have 5,215 members. This effort has reenergized our diversity 
and inclusion focus, and fostered closer connections between employees in 
communities around the world. Our ERGs sponsor programs to provide support 
and resources for their members and the company as a whole on topics such as 
wellness, mindfulness, and career development.
35%
of US employees in minority groups
17%
of women in workforce
21%
of women in senior leadership
A global workforce 
As an energy technology company with operations around the world, our global 
workforce is an important strength. More than 75% of our employees live and work 
outside the U.S. in 184 different countries. We believe in developing local leaders in 
the communities where we operate. 62.4% of our senior leaders and 47.7% of our 
senior executives live outside the U.S. This diversity of global perspectives makes our 
company stronger, more resilient and more responsive to our global customers.
Developing a diverse and localized supply chain  
Baker Hughes values the importance and business value of cultivating a diverse 
supply chain, and contributing economically to the communities where we 
operate. Building strong and diverse local relationships promotes economic 
development, supply chain resilience, and equitable societies. 
In the U.S. we made strides to quantify and increase our spend with certified 
enterprises that are majority owned and operated by minorities, women, 
veterans, LGBT, and small businesses. In 2019, our U.S. spend with diverse 
suppliers and small businesses was $132M, a 13% increase over the prior year. 
Internationally, we focus on increasing local content and local spend in the 
countries where we operate. Recently, we were awarded with the In Kingdom 
Total Value Add award in Saudi Arabia for “Best in Supplier and Small and 
Medium Enterprises Development”.
To achieve these results, we integrated supplier diversity tracking to a common 
system, established supplier diversity champions in each of our four product 
companies, and launched pilot programs to increase diverse supply of targeted 
commodities and repair materials.
$132M
spent with diverse suppliers and 
small businesses

Workforce development
Improving the employee experience
Work was underway throughout 2019 to make improvements to human 
resources systems and programs, simplify user interfaces, strengthen privacy, 
and improve access to information for all employees. We believe that a 
simplified, consistent, and transparent approach to human resource systems, 
policies, and practices is central to improving the employee experience and 
offering a compelling employment value proposition. These efforts were the 
culmination of our integration of Baker Hughes and GE Oil and Gas legacy 
systems. The impacts can be felt across our payroll, benefits, performance 
management, talent management, and learning programs.
Attracting the talent we need for the future
Baker Hughes aims to attract the best and most diverse talent to support our 
energy technology mission. In 2019 we conducted internal and external research 
to inform our employment value proposition for candidates. This enabled us 
to deploy talent acquisition strategies across multiple industries to hire 9,900 
external candidates in 2019. This talent ranged from recent graduates through to 
experienced executives. We improved the candidate experience by digitizing our 
onboarding process and utilized AI technology in our sourcing tools to help us 
reach, assess, and engage with a larger and more diverse talent pool. 
We enacted a number of new initiatives to support our global goal of increasing 
the number of diverse candidate slates. We conducted training on unconscious 
bias, and launched pilot projects on blind resumes and debiasing job descriptions, 
interview templates, and assessments. We expanded our talent acquisition focus 
to include executive search services and implemented a contingent workforce 
management tool allowing us to maximize the gig workforce.
Total rewards
Baker Hughes offers competitive compensation and benefits to all our 
employees and we regularly reassess our total rewards through benchmarking 
with our industry and local market comparison groups. A majority of our benefits 
are tailored by location to meet the specific needs of our people, their families, 
and their communities. Healthcare plans and life insurance are a core benefit of 
the company and are provided in all countries globally.
Baker Hughes offers various leaves of absence for certain quality-of-life 
needs, including family care and personal leaves. To assist and support new 
parents with balancing work and family matters, in most countries that Baker 
Hughes operates, the company provides paid leave to all employees (females 
and males) for the birth or adoption of a child. This typically exceeds local 
requirements. For example, in the U.S., employees may take up to eight weeks 
paid parental leave.
450
employees in leadership  
accelerator programs
5,400
employees completed leadership 
training courses
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Learning and development
Continuous learning is a key priority at Baker Hughes. We empower our 
employees to follow their passion for personal knowledge and domain expertise 
to develop the skills needed for professional and personal growth. In 2019, 
5,400 employees participated in leadership training courses. In addition, across 
the organization employees completed more than 275,000 HSE training sessions. 
We offer more than 400 unique HSE courses including foundational training for 
all employees, workplace and job-specific training, and human performance 
leadership training for manager.
Leadership accelerator programs
In 2019, more than 450 Baker Hughes employees were selected to 
participate in leadership accelerator programs.
  is a two-year rotational program for recent 
graduates and early-career employees to grow functional and 
leadership skills through challenging assignments, learning 
plans, and global cross-functional projects. Aspire program 
participants also organize community outreach projects. In 2019 
Aspire program members conducted 24 fundraising events 
and contributed more than $20,000 to community causes. In 
2019 the Aspire program was made up of more than 300 people 
representing 43% gender diversity and 58% of participants from 
outside the U.S.
  is a three-year leadership accelerator for 
top performing mid-career employees who have already 
built functional expertise and are ready to be developed into 
our executive pipeline. Participants deliver results and build 
leadership competencies through global cross-functional 
assignments and tailored learning and coaching. Impact 
program members act as change agents for strategic 
company priorities. In 2019 the Impact program consisted 
of 36 leaders representing 43% gender diversity and 73% of 
participants from outside the U.S.
  is a one-year non-rotational program that 
fosters the development of high potential female leaders through 
immersive learning experiences and one-on-one mentoring. 
The Cultivate program is made up of 80 members across our 
technical functions with 50% of participants from outside the U.S.
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STEM education through the FIRST Global Challenge
Through the Baker Hughes Foundation, we are committed to advancing STEM 
education around the world. One of the greatest examples is our multi-year 
partnership with FIRST Global to promote STEM opportunities around the 
world with a special focus on females and underserved populations.
The FIRST Global Challenge program engages global teams of students 
and their volunteer mentors to design and build robots to compete in 
tournaments. Along the way students develop a wide range of skills including 
project management, fundraising, coding, engineering, and teamwork.
In 2019 the FIRST Global Challenge engaged more than 2,500 students and 
800 volunteers from 191 countries.
 
Supporting our communities
Baker Hughes believes in contributing to the communities where we live and work 
by sharing our time, talent, and resources. We are connecting globally and locally in 
new ways to drive scale and speed on solutions to humanity’s biggest challenges.
Our community outreach programs are aligned with our material impact areas 
of climate, education and workforce development, and health and safety. We 
contribute in a variety of ways, including The Baker Hughes Foundation, direct 
corporate contributions, in-kind donations of goods and services, employee 
contributions, and volunteer hours.
Our focus areas
Education and Training
Education provides a 
powerful tool for reducing 
poverty, inequalities, and for 
sustained economic growth.
ACTION AREAS
•	 STEM and computing in K-12
•	 Workforce skills training, 
particularly for underserved 
communities
Climate and Environment
Contributing to 
environmental quality, 
habitat restoration, and 
biodiversity promotes a 
cleaner world for us all.
ACTION AREAS
•	 Wetland conservation and 
coastal resiliency
•	 Forest conservation and 
reforestation
•	 Clean cities, beaches, 
and deserts
Public Health and Safety
Improving and protecting 
public health and 
well being, with an 
emphasis on prevention, 
strengthens communities.
ACTION AREAS
•	 Human rights
•	 Maternal health and child wellness
•	 First responders
•	 Humanitarian and disaster relief
2019 IMPACT
29,673
employee volunteer hours
$25,680,547
Total contributions
$2,166,125
Financial contributions
$23,514,000
In-kind contributions
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COMMUNITY IMPACT
Caring about education
In South Korea, our Women’s Network partnered 
together with the Center for Women in Science, 
Engineering, and Technology to host a mentoring 
program for female engineering and science 
students. The program included career coaching, 
mock interviews, guest speaker sessions on 
entrepreneurship, tours of our facilities, and 
educational sessions.
In Buenos Aires, Argentina, our employees offered 
petroleum engineering education and career 
counseling for university students.
In the U.S., we announced a new partnership 
with Lone Star College and the Texas Workforce 
Commission to fund students in full for the first 
cohort to begin a successful career as a Field 
Service Technician in the energy industry.
In Montrose, Scotland, Baker Hughes signed a 
memorandum of understanding with the Angus 
Council to promote workforce development and 
community engagement. 
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Principles
Health and safety
35
Ethical supply chains
37
Integrity and compliance
38
Leading in quality
40
Safeguarding human rights
40
Policy advocacy and 
engaging with governments
41

Health and safety
Achieving our Perfect HSE Day
Health, safety, and environmental (HSE) excellence is a core part of our 
operating culture both at Baker Hughes sites and when working at customer and 
partner operations.
Our Perfect HSE Day remains the cornerstone of our HSE efforts, and we celebrate 
every work day we complete with no injuries, accidents, or harm to the environment. 
We achieved 161 Perfect HSE Days in 2019, a 5% increase from the prior year. Our total 
recordable incident rate improved by 12.5% versus the prior year, and is 68% lower 
than the average for our industry.
We were gratified that no work-related fatalities occurred during 2019 and our 
lost work incident rate improved slightly from the prior year. Still, we believe 
that one injury is too many and we remain fiercely committed to improving our 
workplace safety practices and culture every day.
Learning from experience
In addition to measuring safety performance outcomes, we use leading 
indicators such as observations, near misses, and stop work events to measure 
the health and maturity of our systems and to identify hazards. All employees 
are encouraged to take an active role in promoting a positive safety culture.
Leadership engagement
We believe active leadership engagement is a key contributor to a strong safety 
culture and so we promote global programs to engage our leaders in HSE 
management through training, participation, and audits. We increased our leadership 
engagement in all areas in 2019, engaging 61% of our global people leaders in 
conducting 67,726 HSE engagements – a 69% increase versus the prior year.
2019 IMPACT
We increased our HSE 
engagements by
69%
over 2018
1,084,627
HSE observations conducted
67,726
leadership HSE engagements
Principles
SUSTAINABLE DEVELOPMENT GOALS 
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HSE Management System
The Baker Hughes HSE Management System is an enterprise-wide framework 
that drives continual improvement in our HSE performance and legal 
compliance in our facilities and operations worldwide. Our management 
system comprises 15 elements and operational control procedures that detail 
the minimum standards for controlling safety and environmental risk in our 
operations. Our HSE Management System aligns with the requirements of ISO 
14001, the Environmental Management System standard; and ISO 9001, the 
Quality Management System standard.
Health and wellness
Our commitment to HSE goes beyond safety alone. Occupational health and 
wellness is a key competency managed within our HSE center of excellence. The 
importance of physical health, ergonomics, preventative health care, and mental 
wellness cannot be overstated in promoting a healthy, engaged, and productive 
workplace. Both for employees who are working on site, and for employees who 
work remotely, health and wellness programs are crucial. We work with our health 
benefits provider and internal teams to offer employees health and wellness 
programs, telemedicine access, smoking cessation programs, health screenings, 
immunizations, fitness reimbursements, and virtual wellness tools. Our employee 
resource groups and employee organizations organize healthy lifestyle events 
such as walks, runs, and virtual fitness programs to connect people and promote 
health and wellness.
LOOKING AHEAD TO 2020  
Our response to COVID-19
During the preparation of this report, the COVID-19 pandemic has made a profound 
impact on the world and our industry. 
As a global energy technology company and an international employer, we are 
taking important steps to reduce the risk of spread and infection, as well as mitigate 
the impacts to our business operations, our employees, and the communities in 
which we operate. We continue to be guided by our values and our commitment to 
health and safety.  
Our workplace has changed dramatically since the start of the pandemic. Employee 
well-being has remained a crucial priority, and we are continuing to equip our leaders 
and employees with resources to adapt in this environment.  Many employees are 
working remotely, and we have set up processes for them to collect items from the 
workplace to improve their at-home ergonomics. For those who are required to be 
onsite to provide essential energy services, we have reinvented the workplace and 
put new systems in place to ensure their health and safety. This includes requiring 
face coverings at all of our facilities globally. In addition, our global health and 
learning teams are hosting virtual health and fitness programs for all employees, and 
we have a number of resources and activities available to support mental well-being. 
Further, our teams are continuing to come up with new and innovative ways to meet 
our customers essential needs safely and efficiently – and in some cases remotely 
– and our employees continue to care for each other and support communities with 
great acts of courage and kindness. People have come together to conduct virtual 
fundraisers and virtual volunteer drives for people in need. Our global manufacturing 
teams have 3-D printed and donated more than 50,000 medical and protective parts 
to help meet shortfalls at hospitals and medical facilities.
LEARN MORE ABOUT OUR HSE POLICY
BAKER HUGHES WEBSITE  
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Ethical supply chains
Baker Hughes’ supply chain is large and diverse as we source materials from 
more than 180 countries. Our spend is divided into direct and indirect materials. 
Direct materials are the components that are incorporated into the products 
and services that we sell. The largest categories of direct material purchases 
are castings, forgings, electronics, and machined parts.
We also buy products and services to support our business operations, which are 
used to develop or create, but are not incorporated into, our products or services. 
These are referred to as indirect purchases. They range from tools and supplies to 
telecommunications and professional services.
Suppliers are critical partners in our value chain, and maintaining an ethical 
supply chain is essential. Our Supplier Integrity Guide governs all aspects of our 
relationships with suppliers, contractors, consortium partners, and consultants. 
It includes specific requirements for fair employment practices; health, safety, 
and environment; and human rights. Our suppliers are required to hold their own 
suppliers to equivalent standards.
Qualifying our suppliers
In 2019, we renamed the Baker Hughes Supplier Responsibility Guidelines (SRG) 
Program to the Baker Hughes Supplier Social Responsibility Program (SSRP) to 
better reflect Baker Hughes’ commitment to social responsibility and ethical 
practices across our supply chain. We continued integrating all relevant legacy 
Baker Hughes suppliers into our common SSRP onboarding process.
As part of the SSRP onboarding process, 100% of our suppliers are assessed for 
social risks.
Assessment: We take a risk-mitigation based approach to our supply chain 
monitoring program to identify suppliers based on country risks, the supplier’s 
past performance, and other factors. We look to continuously improve our risk 
profiling by further identifying additional risk factors, such as process risks, to 
include in our reviews. Additionally, pre-engagements and on-site periodic 
assessments follow an “Eyes Always Open” policy for our teams to be alert to 
potential violations during any supplier visit.
Verification: Suppliers identified as high risk are subject to audit by our trained 
auditors. These auditors conduct on-site audits on a one- to three-year basis, using 
a global questionnaire and risk-weighting metrics. Spot checks are also carried out.
Requirements: Our Supplier Integrity Guide specifically prohibits activities 
associated with human trafficking, such as withholding passports, charging 
recruitment fees, and misleading recruitment. Our guide also imposes certain 
affirmative obligations on suppliers, such as a requirement to reimburse workers 
for transportation costs, and to provide workers with written contracts in a 
language they understand. The guide encourages open and direct reporting.
Accountability: All assessment findings from on-site inspections are recorded 
in our automated assessment tracking tool. This tool monitors each assessment 
finding until it is closed, which occurs only after the supplier provides evidence that 
all noted findings have been corrected. Our target is to close 90% of audit findings 
within 90 days. New suppliers will not be issued purchase orders, and existing 
suppliers’ purchase orders will be suspended, if findings remain open beyond this 
timeframe. Business relationships can be suspended immediately in the case of 
serious labor-related findings, such as evidence of child labor or forced labor.
2019 IMPACT*
590
Supplier audits with a total of
3,301
findings reported.
About
64%
of total assessments were 
reassessments.
96%
of serious findings were closed within 
90 days
55
suppliers were rejected as a result of 
the SSRP audit.
*	
Ethical supply chain data was 
supplied by Gensuite as a snapshot 
in time as of Dec. 31, 2019
 
 
 
 
 
Copyright 2020 Baker Hughes Company. All rights reserved.  
 
 1 
 
 
 
Baker Hughes Integrity Guide for 
Suppliers, Contractors, and 
Consultants 
 
This guideline also applies to consortium partners. 
 
 
 
 
 
 
 
SUPPLIER INTEGRITY GUIDE
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Training: We have 145 trained SSRP auditors with the opportunity of all 
employees to take SSRP Awareness training and Eyes Always Open training. 
Each one of our trained employees is empowered to raise concerns they 
may have on supplier expectations, human rights issues and on-site due 
diligence requirements.
Since 2005, employees trained in the SSRP program from legacy Baker Hughes 
companies have conducted supplier assessments across 100 countries. We drive 
better outcomes through our collaboration and partnership with suppliers and 
other stakeholders. Working together with suppliers, customers, governments, 
industry partners, academic institutions, and non-governmental organizations, 
we can achieve holistic progress in human rights more than any one sector can 
accomplish alone.
Integrity and compliance
At Baker Hughes, ensuring integrity and compliance is a foundational element of 
our culture and a business priority. We set high expectations outlined in our code of 
conduct, and reinforced through our leadership. Our global ethics and compliance 
program is designed to prevent, detect, and appropriately respond in a timely fashion 
to any potential violations of the law, company policies, or our code of conduct.
In November 2019 we launched Our Way, the newly refreshed Baker Hughes Code 
of Conduct. The code of conduct is titled “Our Way” because it is premised upon 
doing things the right way, the ethical way, and the compliant way. It’s in our DNA 
to act with integrity in all that we do, and our code of conduct reflects that core 
belief. By consistently demonstrating this commitment; we distinguish ourselves 
in the industry and strengthen the trust between us, our employees, customers, 
suppliers, and the public; maintaining our reputation as a responsible business. 
Our Way serves as a reminder that as we take energy forward, we are expected to 
act with integrity in all that we do.
We are committed to ensuring that employees, suppliers, and partners 
understand and conduct their activities in accordance with our code of 
conduct. We take active steps to offer global learning courses in various formats 
and languages so that our integrity and compliance expectations are clear and 
understood. In 2019, we offered tailored courses in many areas, some of which 
are included below: 
1	
HSE
2	 Improper payments and 
anti-bribery
3	 Working with governments
4	 Controllership
5	 Supplier relationships
6	 Securing operations globally
7	 Competition law
8	 Conflicts of interest
9	 International trade compliance
10	 Intellectual property
11	 Fair employee practices
12	 Anti-money laundering
13	 Cyber security and privacy
14	 Insider trading and stock tipping
OUR WAY: THE BAKER HUGHES 
CODE OF CONDUCT
Our Code of Conduct includes our 
Anti-Bribery & Corruption policy, 
which prohibits bribery in all business 
dealings, in every country around the 
world, with governments, employees 
of state-owned companies and 
the private sector, or anyone 
else whatsoever.
Our Anti-Discrimination policy, 
also included in Our Code of 
Conduct, prohibits discrimination or 
harassment against any employee 
or applicant based on race, color, 
religion, national or ethnic origin, 
sex (including pregnancy), sexual 
orientation, gender identity or 
expression, age, disability, veteran 
status or other characteristic 
protected by law. Our policy also 
prohibits retaliation for concerns 
raised in good faith.
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Our global compliance program consists of the following key elements:
Compliance leadership
A global structure of compliance counsels 
and professionals provides advice, 
training, and support in places where 
Baker Hughes does business.
Review board
A Compliance Review Board, composed 
of senior officers of the company meets 
quarterly, as well as Product Company 
and regional compliance committees.
Risk Assessments
Regular compliance risk assessments 
focus on country and third party risks 
(including corruption risk), to identify 
opportunities for continuous improvement 
and resource allocation.
Employee training
Our comprehensive employee training program targets key risks 
that employees face on an ongoing basis. In 2019 a total of 59,464 
employees, representing 94.2% of our workforce, completed ethics 
and compliance programs, including Code of Conduct training.
Open Reporting Environment
Employees are encouraged to report any ethics or compliance 
matters without fear of retaliation, including a global network of 
trained employee ombudspersons, a dedicated website where 
employees can raise anonymous concerns, and a worldwide, 
24-hour integrity helpline operated by a third party and available 
in 150 languages.
It is important that our culture promotes and encourages employees to act with integrity, 
responsibility, and compliance every day. We believe that having a consistent commitment 
across the entire organization is fundamental to running a sound, successful, and 
sustainable business.
Privacy and cybersecurity
Baker Hughes takes security and data privacy very seriously. Given our global 
footprint and the increasing sophistication of cyber attacks, cybersecurity 
and privacy protection are a crucial part of our risk management and 
sustainability management systems.
Baker Hughes protects our digital systems and data through a 
comprehensive cybersecurity management program. We follow the NIST 
cybersecurity framework and conduct third party reviews of our program. 
We operate a comprehensive Cyber Fusion Center to coordinate resources, 
reduce incident response time and shift toward a proactive cyber defense 
model. In addition to hardening our own cyber defenses, we assist our 
customers in maintaining the security of their systems via our Nexus Control 
Systems business.
We comply with all applicable global privacy regulations in the markets 
where we operate, including the General Data Protection Regulation (GDPR) 
framework in Europe. During 2019 we conducted GDPR compliance training 
for employees whose roles involve handling customer data.
Our cybersecurity and data privacy program is conducted with board level 
oversight, and quarterly reports are provided to the Board of Directors.
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Leading in quality
As a trusted leader in industry, we are committed to creating and delivering the 
best quality products, services, processes, and technology in the industry, as 
detailed in our Quality Policy Statement. We utilize our global Enterprise Quality 
Management System to standardize, track, and manage the “cost of quality” to 
reduce waste and improve profitability.
We also work so that everything we create is compliant with customer, statutory, 
regulatory, internal, and industry requirements, including product labeling and 
documentation. We aim to not just meet but to exceed these requisites by 
continually reviewing our processes to evaluate ways in which we can further 
improve on quality, safety, and performance.
Safeguarding human rights
Baker Hughes promotes respect for fundamental human rights as articulated in 
the United Nations Universal Declaration of Human Rights and the International 
Labour Organization Declaration on Fundamental Principles and Rights at Work. 
We advance respect for fundamental human rights by leading by example in 
our business capacity, with our business partners, and in the communities where 
we operate.
As a global company with growth in emerging markets, and as a provider 
to energy infrastructure around the world, Baker Hughes regularly confronts 
complex human rights challenges. Our approach to those challenges starts 
with our Human Rights Policy Statement, which outlines our commitment to 
respecting human rights wherever we operate and to demanding the same 
commitment from our business partners. Human rights protections are 
operationalized throughout our business and included as part of the company’s 
Fair Employment Practices Policy, our Code of Conduct, and the Integrity Guide 
for Suppliers, Contractors, and Consultants. These policies are communicated to 
employees, suppliers, contractors, and consultants annually.
Employees, suppliers, contractors, and consultants are encouraged to report 
any ethics or compliance matter without fear of retaliation. Baker Hughes makes 
available a number of resources and avenues for reporting so that concerns are 
reviewed and addressed, as described in our Ethics and Compliance Program.
LEARN MORE ABOUT OUR HUMAN RIGHTS 
POLICY STATEMENT
BAKER HUGHES WEBSITE  
LEARN MORE ABOUT OUR QUALITY 
POLICY
BAKER HUGHES WEBSITE  
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Policy advocacy and engaging 
with governments
Given the breadth and scope of our industry and our global footprint, senior 
leaders across our operations engage on a regular basis with public officials 
at all levels of government. At times, public policy can have a significant effect 
on our business. We believe it is in the best interest of Baker Hughes and our 
stakeholders that the business monitors, and that our perspective informs, the 
development of relevant public policies.
Our participation in the policymaking process is subject to an extensive 
framework of laws and regulations, as well as company policies and internal 
oversight that demonstrate our commitment to both the letter and the spirit of 
the laws governing our activities.
Baker Hughes may from time to time contribute to candidate or issue 
committees and other political organizations as generally authorized by 
its Board of Directors and consistent with applicable laws. Baker Hughes 
does not currently utilize a Political Action Committee. On an annual basis, 
the Governance & Nominating Committee reviews all corporate political 
contributions, as well as all non-deductible portions of payments in excess of 
$50,000 made to trade associations. We publicly report information regarding 
our advocacy activities and political contributions.
We believe it is in 
the best interest of 
Baker Hughes and 
our stakeholders 
that the business 
monitors, and that our 
perspective informs, 
the development 
of relevant 
public policies.
LEARN ABOUT OUR POLICY ON 
WORKING WITH GOVERNMENTS
BAKER HUGHES WEBSITE  
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COMMUNITY IMPACT
Promoting health, safety, and wellness in our communities
In Massa, Italy our teams engaged 10 local 
schools in a “Safe to be safe” project to promote 
safety practices at home and at school.
Hundreds of employees in Florence, Italy 
volunteered to support and raise funds for 
Dynamo Camp, a recreational therapy camp 
for children.
In Germany, employees of Waygate 
Technologies organized a holiday collection of 
durable food and drugstore items for the needy.
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GRI Reporting Index and Data Summary
Disclosure 
number
Disclosure title 
Disclosure location and data
General 
Disclosures
102-1
Name of the organization
Baker Hughes Company
102-2
Activities, brands, products, 
and services
Our corporate responsibility framework, page 12
Form 10-K, Business, pages 1-10
102-3
Location of headquarters
17021 Aldine Westfield Road Houston, Texas 77073
The Ark, 201 Talgarth Road, London, W6 8BJ, 
United Kingdom
102-4
Location of operations
Form 10-K, Properties, page 21
102-5
Ownership and legal form
Form 10-K, Business, page 1
2020 Proxy Statement, Corporate governance page 21
102-6
Markets served
2019 Annual Report
Form 10-K Business, pages 1-10
102-7
Scale of the organization
Form 10-K, Business, pages 1-10
Form 10-K, Properties, page 21
Form 10-K, Selected financial data, page 25
2020 Proxy Statement, Stock ownership pages 29-30
102-8
Information on employees and 
other workers
People, page 29
102-9
Supply chain
Principles, pages 36-37
Form 10-K, Business, pages 1-11
102-10
Significant changes to 
the organization and its 
supply chain
Form 10-K, Business, 1-2
102-11
Precautionary Principle 
or approach
Planet, pages 21-26
102-12
External initiatives
Our corporate responsibility framework, page 14
102-13
Membership of associations 
We are members of a variety of organizations and 
associations including (but not comprehensive) American 
Petroleum Institute, International Association of Oil and 
Gas Producers, International Gas Union, Interstate Natural 
Gas Pipeline Association Foundation, and the Petroleum 
Equipment Suppliers Association. 
102-14
Statement from senior 
decision-maker
A letter from our CEO, page 4
A letter from our ESG Steering Team chair, page 6
102-15
Key impacts, risks, 
and opportunities
A letter from our CEO, page 4
2019 corporate responsibility dashboard, pages 8-9
Our corporate responsibility framework, page 12
Form 10-K, Risk Factors, pages 12-20
102-16
Values, principles, standards, 
and norms of behavior 
Our corporate responsibility framework, pages 14, 16-18
Principles, pages 35, 38, 39-40
Proxy Statement, Corporate governance, page 21 and 26
Governance Principles
Our Way: Baker Hughes Code of Conduct
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Disclosure 
number
Disclosure title 
Disclosure location and data
General 
Disclosures
102-17
Mechanisms for advice and 
concerns about ethics
Principles, page 38
Our Way: Baker Hughes Code of Conduct
Baker Hughes Supplier Integrity Guide
102-18
Governance structure 
Our corporate responsibility framework, page 17
Proxy Statement, Corporate governance, pages 25-26
102-19
Delegating authority 
Our corporate responsibility framework, pages 17-18
102-20
Executive-level responsibility 
for economic, environmental, 
and social topics 
Our corporate responsibility framework, pages 17-18
102-21
Consulting stakeholders on 
economic, environmental, and 
social topics 
Our corporate responsibility framework, page 15, 17 
Proxy Statement, Corporate governance page 22 
102-22
Composition of the highest 
governance body and 
its committees 
Our corporate responsibility framework, page 16
Proxy Statement, Proxy Statement Summary, page 11
Proxy Statement, Election of Directors, pages 13-18
102-23
Chair of the highest 
governance body 
Our corporate responsibility framework, page 15
Proxy Statement, Corporate governance, page 23
102-24
Nominating and selecting the 
highest governance body 
Proxy Statement, Election of Directors, pages 13, 19-20
102-25
Conflicts of interest 
Proxy Statement, Corporate governance, page 24
Proxy Statement, certain relationships and related party 
transactions, page 31
102-26
Role of highest governance 
body in setting purpose, 
values, and strategy
Our corporate responsibility framework, pages 16-17
102-27
Collective knowledge of 
highest governance body
Our corporate responsibility framework, page 17
Proxy Statement, Corporate governance, page 20 
102-28
Evaluating the highest 
governance body’s 
performance 
Proxy Statement, Corporate governance, page 20
102-29
Identifying and managing 
economic, environmental, and 
social impacts
Our corporate responsibility framework, pages 16-17
Proxy Statement, Corporate governance, pages 22-23, 
25-26
102-30
Effectiveness of risk 
management processes 
Proxy Statement, Corporate governance, pages 22-23
102-31
Review of economic, 
environmental, and social topics
Our corporate responsibility framework, page 17
102-32
Highest governance body’s 
role in sustainability reporting 
Our corporate responsibility framework, page 17
102-33
Communicating critical 
concerns
Our corporate responsibility framework, page 19
Proxy Statement, Corporate governance, pages 23, 26
102-35
Remuneration policies
Our corporate responsibility framework, page 19
Proxy Statement, Director compensation, pages 27-28
Proxy Statement, Compensation discussion and analysis, 
pages 36-49
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Disclosure 
number
Disclosure title 
Disclosure location and data
General 
Disclosures
102-36
Process for determining 
remuneration 
Our corporate responsibility framework, page 19
Proxy Statement, Compensation discussion and analysis, 
pages 36-49
102-37
Stakeholders’ involvement 
in remuneration 
Proxy Statement, Compensation discussion and analysis, 
page 36
102-38
Annual total compensation 
ratio
Proxy Statement, CEO pay ratio disclosure, page 61-62
102-40
List of stakeholder groups 
Our corporate responsibility framework, page 15
102-41
Collective bargaining 
agreements
Form 10-K, Business, page 9
102-42
Identifying and selecting 
stakeholders 
Our corporate responsibility framework, page 15
102-43
Approach to stakeholder 
engagement
Our corporate responsibility framework, page 15
102-44
Key topics and concerns raised
Our corporate responsibility framework, page 15
102-45
Entities included in the 
consolidated financial 
statements 
Form 10-K, Exhibit 21.1
102-46
Defining report content and 
topic Boundaries 
Our reporting responsibility framework, page 13
102-47
List of material topics 
Our corporate responsibility framework, page 13
102-48
Restatements of information
None 
102-49
Changes in reporting 
Our corporate responsibility framework, page 13
102-50
Reporting period 
January 1, 2019 to December 31, 2019
102-51
Date of most recent report 
July 2019, for fiscal 2018
102-52
Reporting cycle
Annual
102-53
Contact point for questions 
regarding the report 
https://www.bakerhughes.com/contact-us
102-54
Claims of reporting in 
accordance with the 
GRI Standards
This report has been prepared in accordance with GRI 
Standards: Core option
102-55
GRI content index
Reporting index and data summary, page 42
102-56
External assurance
We engaged a third-party, TRC Companies, Inc. (TRC), to 
verify our 2019 Scope 1, 2, and 3 emissions data. During the 
detailed review of primary data and calculations for these 
facilities, TRC found no significant errors in the reported 
data or methodology for calculation and estimation of 
Scope 1, 2, and 3 emissions. The verification provides a 
“Limited Assurance,” following ISO 14064-3 Greenhouse 
Gases - Specification with guidance for the validation 
and verification of greenhouse gas assertions.
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Disclosure 
number
Disclosure title 
Disclosure location and data
Management’s 
Approach
103-1
Explanation of the material 
topic and its Boundary
Our corporate responsibility framework, page 13
103-2
The management approach 
and its components 
Our corporate responsibility dashboard, pages 8-10
Our corporate responsibility framework, pages 17-18
In addition, our management approach for each material 
topics is found in the applicable People, Planet and 
Principles section. 
Concerns and feedback can be communicated through: 
Baker Hughes Ethics Helpline: 
1.800.288.8475 (toll free) 
or outside the U.S. +1.713.626.0521 (collect) 
External web portal:  
reportconcerns.bakerhughes.com 
Email: 
bakerhughes.Ombuds@bakerhughes.com 
reportconcerns.bakerhughes.com
103-3
Evaluation of the 
management approach
Our corporate responsibility dashboard, pages 8-10
Our corporate responsibility framework, pages 15, 17-18
Additional performance data as reported in this Reporting 
index and data summary
Economic 
Performance
201-1
Direct economic value 
generated and distributed
Direct economic value generated: $23.8B revenues
Economic value distributed:
Operating costs: $22.7B
Returns to shareholders: $1.0B
Payments to governments (taxes): $482.0M
Community investments: $25.1M
201-2
Financial implications and 
other risks and opportunities 
due to climate change
A letter from our CEO, page 4
Planet, pages 21-26
Annual Report
Form 10-K, Risk factors, pages 12-20
Market 
Presence
202-2
Proportion of senior 
management hired from the 
local community
People, page 29
66% of senior management is hired from local 
communities (outside of North America)
Indirect 
Economic 
Impacts
203-1
Infrastructure investments and 
services supported
Planet, pages 23-24, 26
203-2
Significant indirect 
economic impacts
Planet, pages 23-24
Procurement 
Practices
204-1
Proportion of spending on 
local suppliers 
Information unavailable. We will improve our data 
gathering plan for this disclosure with a goal of including 
it in our 2020 report.
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Disclosure 
number
Disclosure title 
Disclosure location and data
Anti-
corruption
205-1
Operations assessed for risks 
related to corruption
Principles, page 38
205-2
Communication and training 
about anti-corruption policies 
and procedures
Principles, page 38
205-3
Confirmed incidents of 
corruption and actions taken
Principles, page 38
Material legal actions, if any, are reported in our Form 
10-K, Legal proceedings, and financial statements and 
supplementary data
Anti-
competitive 
Behavior
206-1
Legal actions for 
anti-competitive behavior, anti-
trust, and monopoly practices
Material legal actions, if any, are reported in our Form 
10-K, Legal proceedings, and financial statements and 
supplementary data
Materials
301-2
Recycled input materials used
Planet, page 25
Energy
302-1
Energy consumption within 
the organization
Planet, page 22  
Total energy consumption within the 
organization: 1,862,812 MWh
Electricity from non-renewable sources: 615,082 MW
Electricity from renewable sources: 104,457 MWh
By Fuel Type:
Combustible fuels: 1,143,273 MWh 
Natural gas: 922,746 MWh 
Diesel/distillate: 188,038 MWh 
Gas: 30,242 MWh 
Propane: 2,247 MWh
302-2
Energy consumption outside of 
the organization
Planet, page 23
302-3
Energy intensity
Energy intensity ratio: 0.0000781 MWh/$
302-4
Reduction of energy 
consumption
Reduction from 2018 reporting year: -5.6% (increase)
Reduction from 2012 baseline: 31.0% (decrease)
302-5
Reductions in energy 
requirements of products 
and services
Planet, page 23
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Disclosure 
number
Disclosure title 
Disclosure location and data
Water and 
Effluents
303-1
Interactions with water as a 
shared resource
Planet, page 25
303-2
Management of water 
discharge related impacts
Planet, page 25
303-3
Water withdrawal
Water withdrawal by source, in megaliters:
Surface water (total)
330
Freshwater
330
Other water
0
Groundwater (total)
284
Freshwater
284
Other water
0
Third-party water/ municipal water 
supply (total)
1,204,480
Freshwater
1,204,480
Other water
0
Total water withdrawal:
1,205,094
303-4
Water discharge
Water discharge by destination, in megaliters:
Surface water
0
Groundwater (Underground Injection 
Control Well)
74
Third-party water (municipal water supply)
1,205,010
Total water discharge:
1,205,084
303-5
Water consumption
Total water consumption: 16 ML
Biodiversity
304-1
Operational sites owned, 
leased, managed in, or 
adjacent to, protected areas 
and areas of high biodiversity 
value outside protected areas
Ciudad del Carmen, Mexico, and Walpole, Massachusetts
304-2
Significant impacts of 
activities, products, and 
services on biodiversity 
Planet, page 25
304-3
Habitats protected or restored 
Planet, page 26
304-4
IUCN Red List species and 
national conservation list 
species with habitats in areas 
affected by operations
None
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Baker Hughes 2019 Report on Corporate Responsibility
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Dashboard
Corporate responsibility framework
Planet
People
Principles
Index and data

Disclosure 
number
Disclosure title 
Disclosure location and data
Emissions
305-1
Direct (Scope 1) GHG emissions
Planet, pages 21-22
Scope 1 GHG emissions: 383,104 Metric tons CO2e
Gases included: CO2, CH4, N2O
Base year: 2012, 516,000 Metric tons CO2e
Source: US EPA Greenhouse Gas Emission Factors, EIA 
Greenhouse Gas Emission Factors by Country
305-2
Energy indirect (Scope 2) 
GHG emissions
Planet, pages 21-22
Scope 2 GHG emissions: 322,492 Metric tons CO2e
Market-based Scope 2 GHG emissions: 280,077 Metric 
tons CO2e
Gases included: CO2, CH4, N2O
Base year: 2012, 445,000 Metric tons CO2e
Source: US EPA Greenhouse Gas Emission Factors, US EPA 
eGRID, EIA Greenhouse Gas Emission Factors by Country
305-3
Other indirect (Scope 3) 
GHG emissions
Planet, page 23
Scope 3 GHG emissions: 416,626 Metric tons CO2e
Gases included: CO2, CH4, N2O
Categories and activities included: Air travel, rail travel, 
hotel stays, rental cars, freight shipping, rail shipping, 
employee commute, employee personal car usage for 
business purposes
Base year: 2012, 215,000 Metric tons CO2e
Source: category specific
305-4
GHG emissions intensity
GHG emissions intensity ratio: 0.0000278 Metric tons CO2e 
per revenue dollar
Metric (denominator): $23.84 USD Billions
Emissions included: Scope 1 and Scope 2
Gases included: CO2, CH4, N2O
305-5
Reduction of GHG emissions
Planet, pages 21-22
GHG emissions reduction: 297,819 Metric tons CO2e
Gases included: CO2, CH4, N2O
Base year: 2012
Scopes: Scope 1, Scope 2
305-6
Emissions of ozone-depleting 
substances
Negligible
49
Baker Hughes 2019 Report on Corporate Responsibility
Letters from leadership
Dashboard
Corporate responsibility framework
Planet
People
Principles
Index and data

Disclosure 
number
Disclosure title 
Disclosure location and data
Waste
306-1
Waste generation and 
significant waste-related 
impacts
Planet, page 25
306-2
Management of significant 
waste-related impacts
Planet, page 25
306-3
Waste generated
Waste composition, in metric tons:
AMOUNT 
WASTE 
GENERATED
WASTE 
DIVERTED 
FROM 
DISPOSAL
WASTE 
DIRECTED TO 
DISPOSAL
Waste composition:
Hazardous
21,073
12,435
8,638
Non-hazardous
128,402
23,789
104,612
E-waste
36
13
23
Metals
21,077
21,077
-
Total waste:
170,588
57,314
113,238
306-4
Waste diverted from disposal
Waste diverted from disposal by recovery operation, 
in metric tons: 
ONSITE
OFFSITE
TOTAL
Hazardous Waste:
Preparation for reuse
0
-
-
Reclamation
0
94
94
Other recovery options
0
12,341
12,341
Total:
12,435
Non-hazardous Waste:
Preparation for reuse
0
-
-
Reclamation
0
35
35
Other recovery options
0
23,754
23,754
Total:
23,789
E-waste:
Preparation for reuse
0
10
10
Recycle
0
3
3
Total:
13
Metals:
Material Recovery
0
21,077
21,077
Total:
21,077
Waste Prevented:
Former waste to 
product conversion
1,642
1,642
50
Baker Hughes 2019 Report on Corporate Responsibility
Letters from leadership
Dashboard
Corporate responsibility framework
Planet
People
Principles
Index and data

Disclosure 
number
Disclosure title 
Disclosure location and data
306-5
Waste directed to disposal
Waste directed to disposal by disposal operation, 
in metric tons:
ONSITE
OFFSITE
TOTAL
Hazardous waste:
Incineration with 
energy recovery
0
142
142
Incineration without 
energy recovery
0
2,322
2,322
Landfilling
0
386
386
Other disposal 
operations
0
5,788
5,788
Total:
8,638
Non-hazardous waste:
Incineration with 
energy recovery
0
141
141
Incineration without 
energy recovery
0
115
115
Landfilling
0
81,700
81,700
Other disposal 
operations
0
22,657
22,657
Total:
104,613
E-waste:
Disposal
0
23
23
Total:
23
Environmental 
Compliance
307-1
Non-compliance with 
environmental laws 
and regulations
Form 10-K, Business, page 9, Risk factors, pages 14-15, and 
Financial statements and supplementary data, page 99
Supplier 
Environmental 
Assessment
308-1
New suppliers that were 
screened using environmental 
criteria
Planet, page 25
Principles, pages 36-37
308-2
Negative environmental 
impacts in the supply chain 
and actions taken
Planet, page 25
Principles, pages 36-37
Employment
401-1
New employee hires and 
employee turnover
New hires: 
11,346 new hires
22% female
78% male
Employee turnover: 
13% average attrition
14.2% female
11.2% male
401-2
Benefits provided to full-
time employees that are not 
provided to temporary or part-
time employees
People, page 30 
401-3
Parental leave 
People, page 30
51
Baker Hughes 2019 Report on Corporate Responsibility
Letters from leadership
Dashboard
Corporate responsibility framework
Planet
People
Principles
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Disclosure 
number
Disclosure title 
Disclosure location and data
Labor/
Management 
Relations
402-1
Minimum notice periods 
regarding operational changes 
We comply with local laws and collective bargaining 
agreements pertaining to operational changes
Occupational 
Health and 
Safety
403-1
Occupational health and 
safety management system
Principles, page 35 
403-2
Hazard identification, 
risk assessment, and 
incident investigation 
Principles, page 35-38
Our Way: The Baker Hughes Code of Conduct
HSE Policy
Baker Hughes Integrity Guide for Suppliers, Contractors, 
and Consultants
California Transparency in Supply Chains Act
403-3
Occupation health services
Principles, page 36
403-4
Worker participation, 
consultation, and 
communication on 
occupational health and safety
Principles, page 35
403-5
Worker training on 
occupational health and safety
People, page 31
403-6
Promotion of worker health
Principles, page 36
403-7
Prevention and mitigation 
of occupational health and 
safety impacts directly linked 
by business relationships
Principles, page 35
403-8
Workers covered by an 
occupational health and 
safety management system
All company employees as well as contract/
contingent workers are covered by the Baker Hughes 
HSE Management System. In addition, the following 
ISO certifications are held: ISO 14001:2015 (99 sites); 
ISO 45001:2018 /OHSAS 18001:2007 (64 sites); ISO 9001:2015 
(290 sites)
403-9
Work-related injuries
Principles, page 35
Day Away from Work Case Rate: 0.12
TRIR: 0.28
Formula for calculating TRIR: # of recordable cases X 
200,000 hours divided by total hours worked. Total hours 
worked is calculated using factors based on job family 
data for each employee, such as length of shift and 
overtime typical of job families.
Percent of recordable injuries by type: musculoskeletal 
disorders 89%; diseases caused by physical agents 
7%; diseases caused by chemical agents 4%; skin and 
respiratory diseases 0%
403-10
Work-related ill health
Principles, page 36.
This is a new GRI standard and we are evaluating our data 
reporting process for our next report
52
Baker Hughes 2019 Report on Corporate Responsibility
Letters from leadership
Dashboard
Corporate responsibility framework
Planet
People
Principles
Index and data

Disclosure 
number
Disclosure title 
Disclosure location and data
Training and 
Education
404-1
Average hours of training per 
year per employee
People, page 31
404-2
Programs for upgrading 
employee skills and transition 
assistance programs
People, page 31
404-3
Percentage of employees 
receiving regular performance 
and career development 
reviews
2019 corporate responsibility dashboard, page 9
People, page 30
Diversity 
and Equal 
Opportunity
405-1
Diversity of governance bodies 
and employees
2019 corporate responsibility dashboard, page 9
Our corporate responsibility framework, page 16
Proxy Statement, Election of Directors
405-2
Ratio of basic salary and 
remuneration of women to men
We annually issue a UK Gender Pay Gap report in 
accordance with country requirements. Our next report 
will be issued, as required, in 2021.
Non-
discrimination
406-1
Incidents of discrimination and 
corrective actions taken
Principles, page 38
Child Labor
408-1
Operations and suppliers at 
significant risk for incidents of 
child labor
Principles, page 39
Human Rights Policy Statement
Forced or 
Compulsory 
Labor
409-1
Operations and suppliers at 
significant risk for incidents of 
forced or compulsory labor
Principles, page 39
Human Rights Policy Statement
Security 
Practices
410-1
Security personnel trained 
in human rights policies 
or procedures
Principles, page 39
Human Rights Policy Statement
Rights of 
Indigenous 
Peoples
411-1
Incidents of violations involving 
rights of indigenous peoples
Principles, page 39
Human Rights Policy Statement
Human Rights 
Assessment
412-1
Operations that have been 
subject to human rights 
reviews or impact assessments
Principles, page 39
Human Rights Policy Statement
412-2
Employee training on human 
rights policies or procedures
Principles, page 39
Human Rights Policy Statement
412-3
Significant investment 
agreements and contracts 
that include human rights 
clauses or that underwent 
human rights screening
Principles, page 39
Human Rights Policy Statement
Local 
Communities
413-1
Operations with local 
community engagement, 
impact assessments, and 
development programs
Our corporate responsibility framework, page 15
People, page 32
413-2
Operations with significant 
actual and potential negative 
impacts on local communities
Form 10-K, Business, pages 1-11, Risk factors, pages 12-20
53
Baker Hughes 2019 Report on Corporate Responsibility
Letters from leadership
Dashboard
Corporate responsibility framework
Planet
People
Principles
Index and data

Disclosure 
number
Disclosure title 
Disclosure location and data
Supplier Social 
Assessment
414-1
New suppliers that were 
screened using social criteria
Principles, pages 36-37
414-2
Negative social impacts 
in the supply chain and 
actions taken
Principles, pages 36-37
Public Policy
415-1
Political contributions
Principles, page 40
Political Contributions Report
Customer 
Privacy
418-1
Substantiated complaints 
concerning breaches of 
customer privacy and losses 
of customer data
No material losses of customer data
Socioeconomic 
Compliance
419-1
Non-compliance with laws 
and regulations in the social 
and economic area
None 
54
Baker Hughes 2019 Report on Corporate Responsibility
Letters from leadership
Dashboard
Corporate responsibility framework
Planet
People
Principles
Index and data

Letters from leadership
Dashboard
Corporate responsibility framework
Planet
People
Principles
Index and data
ABOUT THIS REPORT
This report covers our business and does not address the performance or operations of our suppliers, our contractors, or our partners, unless 
otherwise noted. All financial information is presented in U.S. dollars.
The goals and projects described in this report are aspirational; as such, no guarantees or promises are made that these goals and projects 
will be met or successfully executed. Furthermore, data, statistics and metrics included in this report are non-audited estimates, not prepared 
in accordance with generally accepted accounting principles (GAAP), continue to evolve and may be based on assumptions believed to be 
reasonable at the time of preparation, but should not be considered guarantees or subject to future revision. This report uses certain terms 
including those that GRI or others refer to as “material” to reflect the issues or priorities of Baker Hughes and its stakeholders. Used in this context, 
however, these terms are distinct from, and should not be confused with, the terms “material” and “materiality” as defined by or construed in 
accordance with securities, or other, laws or as used in the context of financial statements and reporting.
This report, which speaks only as of its date, is not comprehensive, and for that reason, this report should be read in conjunction with our 2019 
Annual Report on Form 10-K and Form 10Q for the quarters ended March 31, 2020 and June 30, 2020, particularly the “Forward-Looking Statements” 
and “Risk Factors” sections, our 2020 Proxy Statement, all of which can be found at https://investors.bakerhughes.com/investor-relations.
Statements of future events or conditions in this report, including those that concern future circumstances and results and other statements 
that are not historical facts and are sometimes identified by the words “may,” “will,” “should,” “potential,” “intend,” “expect,” “endeavor,” “seek,” 
“anticipate,” “estimate,” “overestimate,” “underestimate,” “believe,” “could,” “project,” “predict,” “continue,” “target” or other similar words or 
expressions, are forward-looking statements.  Forward-looking statements are based upon current plans, estimates and expectations that are 
subject to risks, uncertainties and assumptions. Should one or more of these risks or uncertainties materialize, or should underlying assumptions 
prove incorrect, actual results may vary materially from those indicated or anticipated by such forward-looking statements. The inclusion of 
such statements should not be regarded as a representation that such plans, estimates or expectations will be achieved. Important factors that 
could cause actual results to differ materially from such plans, estimates or expectations include, among others:   changes in demand for oil 
and natural gas, as well as integrated products and services;  expenditure reductions;  changes in economic, political, and business conditions;  
changes in  laws, regulations, other requirements or the enforcement or interpretation thereof including those related to oil and gas exploration 
and production, natural resources and fossil fuels management and climate-related initiatives;  technological developments of, and substantial 
investments in, alternative energy;  success of our CCUS and other initiatives;  inability to reduce environmental impact;  involvement in litigation;  
inability to satisfy service, equipment and power purchase agreements;  inability to obtain, maintain, protect or enforce our intellectual property 
rights;  remedial or non-compliance actions;  the financial and operating conditions of our supply chain;  defects in risk management;  losses 
from, or the inability to identify and mitigate, risks inherent in operating in the global energy industry;  high cost or unavailability of infrastructure, 
materials, equipment, supplies and/or personnel;  potential disruption of operations due to war, accidents, weather and seasonal factors, political 
events, civil unrest, cybersecurity, geopolitical, or terrorism threats, pandemics, economic downturns or other causes beyond our control;  and 
the risk factors in the “Risk Factors” section of our 2019 Annual Report on Form 10-K and those set forth from time-to-time in other filings by the 
Company with the U.S. Securities and Exchange Commission (SEC), available through our website or through the SEC’s Electronic Data Gathering 
and Analysis Retrieval (EDGAR) system at http://www.sec.gov.

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