2021
Sustainability
ReportSustainability at core

Building a World
that Works forTomorrow
OUR C OMMITMENT

We build the technology thatenables a more sustainable
tomorrow.
Energy Transition

1/3

United States

CanadaPath to decarbonizing gas
turbines
Long Ridge Energy Terminal
and GE Gas Power took a
successful first step to transition
the HA-powered facility togreen hydrogen with multiple
demonstration tests in 2022.
Long Ridge is the first purposebuilt hydrogen-burning power
plant in the U.S. and the firstworldwide to blend hydrogen in
a GE H-class gas turbine.

Developing advanced
nuclear solutions
GE Hitachi Nuclear Energy is
working with Ontario Power
Generation to deploy a BWRX300 small modular reactor(SMR) at OPG’s Darlingtonsite that could be complete
as early as 2028. SMRs canplay an essential role indeep decarbonization and inmeeting the energy needs of a
growing economy.

Learn more on page 28of the world’s electricity generated withthe help of GE technology

Next Engineers
In 2021, the GE Foundation launched
Next Engineers — a global college- andcareer- readiness program to increase
the diversity of young people inengineering — in four cities: Cincinnati,
Ohio, and Greenville, South Carolina,
in the U.S., along with Johannesburg,
South Africa, and Stafford, U.K.

Precision Health4M+

healthcare installations

Learn more on page 116

Future of Flight3

4

out ofcommercial flights powered
by GE or partner* engines
United States
We invest in R&D to build a worldthat works for tomorrow:

Global R&D$3.7B
in 2021

Company-wide, GE, customer and partner funded* CFM International is a 50-50 joint company between
GE and Safran Aircraft Engines; Engine Alliance is a50-50 joint company between GE and Pratt & Whitney.

Mural Solution forlabor and delivery
In 2021, GE Healthcare joined
the White House in efforts
to help providers improvematernal health outcomes.
HCA Healthcare, a healthcare
provider that delivered 215,000
babies in 2020, more than any
other network of hospitals in
the nation, adopted our Mural
Solution for Labor and Delivery
technology to help monitor
maternal and fetal status on acontinuous basis.
Learn more

Argentina, Brazil, Peru,
South Africa
Grants to fight food insecurity
The COVID-19 pandemic hassignificantly impacted vulnerable
communities, reducing accessto basic food supplies. The GE
Foundation provided several
grants to food banks aroundthe world, including Red Bancos
De Alimentos in Argentina,
Gerando Falcões and +Unidos
in Brazil, Banco De Alimentos
in Peru and Food Forward SA
in South Africa. Thanks to our
local partners, these grants are
helping thousands of families
experiencing food insecurity.
Learn moreii | G E 2 0 2 1 S US TAI N A BI L I T Y R E P ORT

United States &France
CFM International
RISE program
GE Aviation and Safran Aircraft
Engines have extended
their partnership, CFM
International*, to 2050 andlaunched the Revolutionary
Innovation for Sustainable
Engines (RISE) Program.
The CFM RISE program will
demonstrate and maturea range of new, disruptive
technologies for future engines
targeting more than 20%
lower fuel consumption andCO2 emissions compared to
today’s engines.

United Kingdom

Austria

China

World-first smart
substation
GE Digital is partneringwith its valued customer
UK Power Networks on aworld-first smart substation
project. The project, known
as Constellation, is designed
to optimize utilization of
the distribution network tofacilitate the rise of renewableenergy generation across theUnited Kingdom.

Pumped hydro storage
GE has been selected tosupply and commission two
85 megawatt (MW) variable
speed pumped storage turbines
for the new Tauernmoos Pumped
Hydro Storage Power Plant
located in Austria. Tauernmoos
will be the first new build Pumped
Hydro Storage facility worldwide
featuring fully fed variable speed
technology, providing greater
flexibility and shorter response
times to load changes.

Breast cancer screening forunderserved populations
The number of breast cancer
patients in China is growing,
especially among underserved
populations in rural areas. GE
Healthcare partnered witha local start-up to increase
accessibility. As a result, more

Learn morethan 5,600 were screened
between May 2020 andMarch 2021.

Read more

UkraineLearn more

Supporting employees and communities
GE and the GE Foundation made a $4.5 million philanthropic
commitment to provide immediate support to Ukraine andneighboring countries impacted by the violence there, including the
donation of life-saving medical equipment from GE Healthcare, as
well as contributions to relief agencies from the GE Foundation.
Learn more on page 16

Democratic Republicof the Congo

Middle East &Asia Pacific

Bringing essential
equipment to 82 sites
The diagnosis andmanagement of COVID-19 iseven more challenging where
access to medical technology
is extremely limited. In a bid tohelp efforts, GE Healthcare ispartnering with the Ministry of
Health to deliver mobile X-ray
units and ECG machines to 82
sites around the Democratic
Republic of the Congo.

GE’s 360 Foam Wash
Air India, Emirates, Etihad
Airways, Japan Airlines,
Qatar Airways, Royal
Jordanian Airlines and Saudi
Arabian Airlines are using GE’s
360 Foam Wash, a patented
jet engine cleaning system.
This alternative to the water
wash method helps restore
engine performance, leading to
reduced fuel consumption.
Learn more on page 43

Egypt

India

“One-Stop Clinic” for rapid
breast cancer diagnosis
Breast cancer is the mostcommon cancer among Egyptian
women, accounting for 35%
of cancers and around 22,000
cases in 2020. The President of
Egypt launched an initiative toimprove early detection of breast
cancer, hypertension, diabetes,
osteoporosis and heart disease.
To accelerate this initiative,
the Egyptian Ministry of Healthsigned a preliminary agreementwith GE Healthcare and Europe’s
top cancer hospital Gustave
Roussy to create rapid diagnosis
clinics for breast cancer.

Nearing 45,000 wind turbine
blades produced
In 2021, LM Wind Power, a GE
Renewable Energy business,announced it had produced its
44,444th wind turbine blade at
its manufacturing sites in India.
LM Wind Power’s operationsin India began in 1994 with the
production of 13.4-meter blades.
Today, driven by innovation andbuilt with passion, the length of
the blades produced exceeds
80 meters.
Read more

Read more

GE 2021 S U S TAIN AB ILIT Y REP O RT | iii

FORWARD-LOOKING STATEMENTS
This document contains “forward-looking
statements”—that is, statements related to future
events that by their nature address matters that are,to different degrees, uncertain. For details on theuncertainties that may cause our actual future results
to be materially different than those expressed in
our forward-looking statements, see https://www.
ge.com/investor-relations/important-forward-lookingstatement-information, as well as our annual reports
on Form 10-K and quarterly reports on Form 10-Q.
We do not undertake to update our forward-looking
statements.

NON-GAAP FINANCIAL MEASURESIn this document, we sometimes use information
derived from consolidated financial data but notpresented in our financial statements prepared inaccordance with U.S. generally accepted accounting
principles (GAAP). Certain of these data areconsidered “non-GAAP financial measures” under
the U.S. Securities and Exchange Commission rules.
These non-GAAP financial measures supplement
our GAAP disclosures and should not be consideredan alternative to the GAAP measure. The reasons
we use these non-GAAP financial measures and thereconciliations to their most directly comparable GAAP
financial measures are included in our annual reports
on Form 10-K, our quarterly reports on Form 10-Q and
our earnings releases.

COVER
Pictured: Aviation’s Sheena Walker, Evendale, Ohio;
Healthcare’s Bryan Smith, Arkansas; Gas Power’s
Reggie Brewster, Greenville, South Carolina

Dear Fellow Stakeholders,Throughout our 130-year history, GE has demonstrated a larger purpose of lifting up
the quality of life for people around the globe. Our approximately 168,0001 employees
work with customers, partners, communities, and governments in over 175 countries
to deploy and innovate technology to solve the world’s most pressing sustainability
challenges across energy, health, and flight. Every day, our people rise to the challengeof building a world that works, in service of a more connected, healthier, and moresustainable future.

In year three of the COVID-19 pandemic, it is clear that global recovery – both economic and societal –remains uneven. Supply chain constraints continue to challenge businesses, government budget shortfalls
hinder efforts to provide essential services, and millions of people around the world have faced significant
disruption to their education and employment. Throughout 2021, our GE teams continued to assist
healthcare providers, partners, communities, and patients around the world to address the ongoing healthcrisis, and we worked with local organizations in some of the hardest-hit communities to respond tohumanitarian challenges.
The devastating war in Ukraine is no different, and the GE team stands proudly with the people of Ukraine.
Our number one priority has been the safety of our people in the region, and we have acted diligently both torelocate those in harm’s way and support our Ukrainian employees working elsewhere in Europe. We havedonated $4 million in medical equipment to those affected along with $500,000 for international aid groups
to support refugees. I’m especially inspired by the GE employees who have opened their homes to Ukrainian
refugees and volunteered their time to help with other refugee efforts. In addition, we have suspended all
operations in Russia with the exception of providing essential medical equipment and supporting existing
power services to people in the region.

1

Based on full-time equivalent, active employees as of December 31, 2021.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 1

The shape of things to comeWe are taking steps today to further strengthen GE’s ability to leadon some of the defining trends of our time—driving decarbonization
through the energy transition, enabling precision health, and creatinga smarter and more efficient future of flight. In November 2021,
we announced plans to form three independent, investment-gradecompanies that will be better positioned for long-term growth andimproved service to customers, employees, and communities. We plan
to spin off Healthcare first in early 2023, combine Renewable Energy,
Power, and Digital into one business to launch as an independent
public company a year later, thus creating our third company focusedon Aviation.
As we look ahead to forming three industry leaders with sustainability attheir core, these strong independent businesses will better leverage ourinnovation muscles, technology expertise, leadership, and global reachto build a world that works for everyone.

treatment and through recovery. For example, Healthcare launched the
Vscan Air handheld wireless color ultrasound scanner that increases
access to innovative care—including rural areas where such technology
may not otherwise exist. With 30,000 units impacting the care of morethan 50 million patients worldwide, our Vscan Family technologies
help doctors deliver better care to more people. To strengthen thehealthcare system’s ability to manage the COVID-19 pandemic,
we established a statewide system in Oregon powered by artificial
intelligence that gives clinicians near real-time information about
intensive care unit (ICU) capacity, acute hospital beds, and emergency
department wait times. As a result, we are reducing administrative
burdens on hospital resources and helping improve both patient careand prevent staff burnout. To date, 95% of the state’s beds are live inthe system.

ENERGY TRANSITION
As a company whose equipment helps generate one-third of theworld’s electricity, we have a responsibility to lead the industry’s
decarbonization efforts while solving the energy “trilemma” ofaffordable, reliable, and sustainable electricity, particularly for the
more than 750 million people without access. Our energy businesses
provide powerful, integrated solutions with some of the most innovative
onshore and offshore wind turbines, most efficient gas turbines, as wellas advanced technology to modernize and digitize electrical grids. For
example, our powerful Haliade-X offshore wind turbine prototype inRotterdam began operating at 14 MW. One Haliade-X 14 MW turbine
can generate up to 74 GWh of gross annual energy production, saving
up to 52,000 metric tons of CO2, which is the equivalent of the emissions
generated by 11,000 vehicles* in one year. We have over 7 GW ofHaliade-X commitments worldwide.
We believe in the important role of building the breakthrough technologies
the world will need in the future, including low- and zero-carbon fuels likehydrogen for new and existing gas plants, carbon capture, utilization, andsequestration (CCUS), offshore wind superconducting generators, andsmall modular nuclear reactors (SMRs). For example, we are working withcustomers to construct and update power plants in the U.S., Australia,
and China to run on blends of hydrogen and natural gas, and to develop
front-end engineering design studies for CCUS solutions in the U.S. and U.K.,
which can significantly reduce CO2 emissions from power generation.

GE Healthcare’s
Vscan is a pocketsized ultrasound thatoffers crystal clear
image quality andwhole-body scanningcapabilities.

FUTURE OF FLIGHT
Innovations that improve fuel efficiency are defining the future of flight,
and Aviation is helping the industry make meaningful progress toward its
goal of net zero carbon emissions by 2050. GE Aviation is unique in theindustry for the scale and ambition it is bringing to confront this problem,
as we pursue solutions across Sustainable Aviation Fuel (SAF) as well as
hybrid electric and hydrogen-powered flight. Today, all GE and partner
engines are able to operate on approved SAF, which could lower lifecycle
carbon emissions by up to 80 percent compared to petroleum-based
fuels. GE Aviation, together with GE Research, is advancing commercial
hybrid electric propulsion systems through key partnerships with ARPA-E
and NASA. Additionally, Airbus and CFM International* are collaboratingon tests of a modified GE Passport engine fueled by hydrogen. We arealso innovating the next generation of aircraft engines. CFM launched
the Revolutionary Innovation for Sustainable Engines (RISE) program todemonstrate advanced technologies, with ground and flight tests expectedin the middle of this decade. This program could ultimately lead to enginesthat would use 20 percent less fuel and reduce CO2 emissions by 20
percent more than the most efficient jet engines built today.

GE’s Haliade-X, the only
independently certified 12+ MW
offshore wind turbine today.

PRECISION HEALTH
Enabling precision health will require integrated, efficient, and highly
personalized care while improving access, particularly to the half of
the world’s population that is underserved. In Healthcare, we aredeveloping innovative new technology that will further personalize
and streamline the entire healthcare experience, from diagnosis to* According to wind conditions on a typical German North Sea site.

2 | G E 2 0 2 1 S US TA IN A BI L I T Y R E P ORT

CFM RISE Program goals
include reducing fuelconsumption and CO2
emissions by more than
20% compared to today’s
most efficient engines.

GE’S GLOBAL REACH
We have equipped

Our equipment serves

Everyof the world’s powertransmission utilities
with our technology

patients per year

a GE or partner*
powered aircraft
takes off

90%

1B+

2 seconds

Driving progress on climate
In 2020, we set a new goal to achieve carbon neutrality within our own
operations (Scope 1 and 2 emissions) by 2030. As described in thisreport, to achieve this goal, our businesses are making operational
investments in energy efficiency, reducing emissions from the gridthrough smart power sourcing, and using lean practices to eliminate
energy waste. For example, our Gas Power team held a “Carbon andEnergy Savings Kaizen Week” earlier this year across 21 sites focusedon reducing energy consumption that identified an average savings ofseven percent energy usage per site.
In 2021, we articulated GE’s ambition to be a net zero company by
2050, including not just GE’s own operations, but also the Scope
3 emissions associated with the use of our sold products. In thisreport, we provide more details about the path we see to achieving
this ambition and connect the dots between our historic progress to
reduce emissions, delivering state of the art technology this decade,and innovating the breakthrough technologies for tomorrow with our
net zero ambition for energy and aviation. We know our employees,
customers, suppliers, policymakers, and other stakeholders arecounting on GE not only to reduce emissions, but to innovate thetechnology the world needs to achieve its goals. We are optimistic ourefforts can drive both sustainability and business success.
Our Board of Directors oversees the execution of GE’s sustainability
priorities and initiatives as an integrated part of the Company’s overall
strategy and risk management. The Board discussed and helped
shape the actions above and oversees the Company’s decarbonization
strategy highlighted throughout this report.

Fostering a diverse & inclusive workplace
The only way we are going to achieve our goals at GE is to ensure that
we are able to recruit, retain, and promote the best talent. Teams that
include diverse backgrounds and perspectives are absolutely critical todriving the lean mindset and innovative approach that we will need toshape the energy transition, precision health, and future of flight. This
is why we are proud of the progress we have made in the last year to
improve GE’s diversity, equity, and inclusion (DE&I), and we are excitedabout the opportunities ahead to launch three independent companies
that will maintain our dedication.

Finally, we were thrilled this year to appoint Brandi Thomas as our new
Chief Diversity Officer (CDO), who is reporting directly to me and buildingon Mike Barber’s work following his retirement. Brandi’s leadershipexperience—inside and outside of GE—combined with her history ofbuilding diverse teams and deployment of lean make her the right CDO
for GE. I look forward to partnering with her to accelerate our progress.

Building a world that works
During a recent visit to our GE Renewable Energy facility in Pensacola,
Florida, I had the chance to meet with employees, hear about theirlean journey over the past few years, and witness how deeply wehave embedded lean within our culture. Lean in its simplest terms isabout focusing on the customer, eliminating waste and prioritizing
relentlessly. Our lean mindset is giving us the tools and instincts tomake the right decisions and necessary trade-offs.
In 2021, employees at the Pensacola facility held more than a dozen
kaizen exercises seeking to find ways to make production more
flexible and resilient. The work has been paying off. Just last year,
lean helped the plant significantly reduce the amount of time ittakes to build a turbine, decreasing the number of build hours by six
percent and shortening the time spent on the production line by 12
percent. Importantly, in this example, lean is helping us deliver on
our sustainability strategy while enabling customers to meet theirdecarbonization goals.
As we prepare for a new and defining chapter in GE’s history,
sustainability is deeply rooted in all of our plans and priorities. I’m
incredibly proud of the ownership and initiative that our employees
have displayed in this area, as well as the shared appreciation they
have for doing things the right way. With this collective mindset inplace, I know we can continue to expand on our 2021 accomplishmentsin the years ahead to build a world that works—for everyone.

H. L AWRENCE CULP, JR.
Chairman of the Board and Chief Executive Officer, GE
CEO, GE Aviation

We continued to focus our DE&I efforts on transparency. This means
clearly reporting our employment diversity in new and more detailed
ways so that all interested parties can easily understand where we are
and hold us accountable as we progress toward where we want to be.
This data has been informing the areas where we need to invest greater
time and resources. Since 2020, we saw growth at the leadership levelfor both women globally (+1.2%) and for total U.S. race and ethnic
minority (+1.7%). While men and women performing similar work arepaid within one percent of each other across each GE business, we arecommitted to achieving 100 percent pay equity.
* CFM International is a 50-50 joint company between GE and SafranAircraft Engines.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 3

ESG at GE: Our focus on continuous improvement
In Part I of our 2021 Sustainability Report, GE's business leaders proudly share our efforts to succeed both forsolving three of the world’s most pressing sustainability challenges and for business: the energy transition to drive
decarbonization, precision health that personalizes diagnoses and treatments, and a future of smarter, more efficient
flight. As these pages show, this sense of purpose unites our approximately 168,0002 employees every day.
Parts II and III focus on the other side of our sustainability mission:
how we work to improve our impacts to our people, communities, andplanet. These efforts—frequently referred to as Environment, Socialand Governance (ESG)—are core both to our operations today and thebusinesses we plan to create.
Our approach to ESG mirrors how we run GE more broadly. We approach
ESG with the same spirit of humility, transparency, and rigor as ourbusinesses, with a focus on where we need to improve performance,
address gaps, and enhance programs. The two words that most cometo mind are “continuous improvement.” This concept, core to leanmanagement at the heart of GE’s transformation, drives us to focus ourattention on what we need to do better to succeed in our goals.
In 2021, this spirit of continuous improvement drove three ESG priorities.
First, we prioritized progress toward the commitments andambitions we announced in recent years. Regarding climate change, ourbusinesses detail their efforts to make operational improvements on ourpath to carbon neutrality for our Scope 1 and 2 emissions (pages 92-95).
Our Aviation and Power businesses also share details regarding the
Scope 3 emissions from their sold products. This includes, for the firsttime, a road map of innovation and technology toward the path to net
zero for these critical and complex technologies in the years and decades
to come (pages 35 and 53).
Second, we took a transparent look at where we could do better andtook action to close program gaps. This includes a broad internaland external stakeholder survey for GE Company and our businesses(pages 61-63). With this feedback, we pursued efforts to articulate
our policies more clearly on product safety and quality (pages 66-70),
to develop a holistic strategy around product stewardship (pages
104-106), and to provide more details in this Report surrounding ourgovernance and compliance programs (pages 73-74).
Third, following November’s announcement that we plan to create
three independent companies, we worked across GE to ensure thatthese impactful companies would operate with sustainability attheir core on day one. We are fully seizing the opportunity in thisESG era to create new companies focused on critical global needs inenergy, healthcare, and aviation, merging the legacy of GE’s technology
and culture and the best-in-class expertise of modern sustainability
programs.

2

Based on full-time equivalent, active employees as of December 31, 2021.

4 | G E 2 0 2 1 S US TA IN A BI L I T Y R E P ORT

Along the way, we sought success not just as GE, but in partnershipwith our stakeholders. Our policy and lobbying report details ourincreasingly visible public engagement on furthering the goals of theParis Agreement (page 98). With the growing focus on sustainablefinance, we engaged most of our global banks to strengthen
partnerships on deploying both technology and funding toward net
zero goals. And we listened to stakeholders who reached out to us—ourcustomers, investors, NGOs, regulators, and others—on their input forsuccess in our mission, reflected in these pages.
Of these stakeholders, our employees are top of mind. A Sustainability
Business Council, comprised of each GE business and Corporate
function, operationalizes our ESG programs. GE’s Green Team Network,
our employee resource group focused on supporting and furthering GE’s
sustainability goals, is a constant inspiration for engagement that brings
positive impact both globally and locally to over 175 countries.
On behalf of GE’s employees, we are proud to share our performanceand efforts. And in the spirit of continuous improvement, I invite you
to reach out to me with your input as we pursue success for these
ESG priorities.

ROGER MARTELL A
Chief Sustainability Officer

Roger Martella meets with Egypt Foreign Minister
and President-designate of the 2022 UN Climate
Conference (COP27) Sameh Shoukry in Cairo to
discuss planning and support for COP27. With
Roger are Rania Rostom and Mai Abdelhalim.

Contents
1

CEO letter

PART II

4

CSO letter

6

Our Sustainability priorities

56 Our process:
How GE operates to succeed
in our mission

7

United Nations Sustainable
Development Goals

11 About this report
12 Key metrics: Our performanceand priorities
14 Responding to COVID-19 for our
employees and communities
16 Supporting employees andcommunities impacted by the
war in Ukraine

57

Board oversight

60

Integrated approach to strategy, risk
and sustainability

64

Lean principles applied to sustainability

66

Product safety and quality

71

Culture: Leading with integrity and The Spirit& The Letter

73	Always with unyielding integrity: GE’s Ethics& Compliance program75	Privacy and cybersecurity
77	Human capital: Investing in our people
80	Advancing diversity and inclusion

PART IIIPART I
17 Our innovation and technology:
Sustainability at core

85 Our commitments:
GE respects our people, ourplanet and our communities
86	Safety

20

Innovation timeline: Tackling the world’s
challenges for 130 years

90	Environment

22

Leading the energy transition: Sustainability,
reliability and affordability

112	Human rights

36

Advancing precision health: Integrated,
efficient and highly personalized care

42

Developing the future of flight:
New technology for sustainability
and efficiency

54

GE Research: Innovating toward a moresustainable future91	Climate change
115	Freedom of Association
116	The GE Foundation
124 Sustainability frameworks

GE 2021 S U S TAIN AB ILIT Y REP O RT | 5

Our Sustainability priorities
Throughout our 130-year history, GE has held a larger purpose of innovating technology to lift the quality of life for people
around the globe—a core driver of sustainability. Sustainability priorities are woven into all that we do, including ourbusiness strategy, policies, leadership engagement, operating mechanisms, commitments and, ultimately, our products.
From ensuring that more people have have access to reliable, sustainable and affordable energy; to making precision
health more accessible; to helping people thrive by staying connected to family, friends and economic opportunities, weare committed to making a substantial impact on people and the planet for the better.

As we continue to develop our plans to form three independentcompanies with sustainability at their core, our pursuit of the energy
transition, precision health and future of flight is unwavering. Our
mission to succeed in these goals is governed by core sustainability
priorities built first and foremost on GE’s unique culture of integrity ineverything we do. As the world changes, we continuously adapt andimprove our programs to best ensure we succeed in these priorities.
In the spirit of humility, we continuously engage with thought leadersand experts in various fields to learn from them and enhance ourprogram. GE’s strong foundation of integrity and lean-oriented

culture frame how we make continuous improvements for people,
our communities and the planet. As our ~168,0003 diverse employees
share a common mission to build a world that works, we are focused
together on these priorities.
The following pages highlight how our products and innovation work
to build a more sustainable world and how our foundational culture of
integrity, forward-looking strategy and robust sustainability programs
make these priorities come to life.

THE ENERGY
TRANSITION TO DRIVE
DECARBONIZATIONSAFETY FOROUR PEOPLE

LIFTING OURCOMMUNITIESCulture of
integrity in allthat we do

A FUTURE
OF SMARTER
AND MORE
EFFICIENT
FLIGHT

COMMITMENTTO HUMANRIGHTSENVIRONMENTAL
STEWARDSHIPPRECISION HEALTH THATPERSONALIZES DIAGNOSESAND TREATMENTS
3

Based on full-time equivalent, active
employees as of December 31, 2021.

6 | G E 2 0 2 1 S US TA IN A BI L I T Y R E P ORT

How our strategy andsustainability prioritiesalign with the United
Nations Sustainable
Development Goals
The United Nations (UN) Sustainable
Development Goals (SDGs) represent a
global agenda to address the most pressing
challenges facing our world, including
climate action, access to healthcare andreducing inequities throughout the world.
We recognize the importance and urgencyof this global initiative and how GE playsa critical role in infrastructure, advancing
quality of life and furthering global
development sustainably. GE has been asignatory to the UN Global Compact since2008 and we see close alignment between
11 of the 17 SDGs and our strategy andsustainability priorities:

NEW

NEW

Our product innovations work to advanceprecision health through integrated,
efficient and highly personalized care, witha focus on increasing accessibility acrossthe globe. We serve over 160 countries
around the globe with our healthcare
products and services and are leading
innovation in conventional technology anddigital tools, such as artificial intelligence,
to make healthcare more accessible tomore people globally. We recognize accessto care and health data is an importantsocial determinant of health. Products
like our VscanTM Family technologies help
doctors deliver expanded care to more
people, including in rural regions. And
partnerships with startups like Afya Rekod
help transform care delivery by giving
patients in Kenya, Nigeria and South
Africa an accessible record of their own
health history.
The health and safety of our workforce
and those doing work on our behalf acrossthe globe is as important as any GE top
priority, driving GE’s system to safeguard
workers and workplaces.
Through the GE Foundation, programs
like Safe Surgery 2020 continue toprovide access to safe, affordable
surgical and anesthetic care inunderserved communities like Africa andSoutheast Asia.

NEW

Throughout the COVID-19 pandemic, wehave maintained precautions to ensure
the health and safety of our employees
and prioritized the manufacturing of
medical equipment needed to treat
COVID-19 patients globally.

At GE, we take pride in providing a safe,
diverse and respectful workplace that
promotes gender equality. We are proudof our long-standing commitment to fairand competitive pay practices, and ourgoal remains 100% pay equity in each of
our businesses. In addition, we continue
to offer benefits that support a gender
diverse workforce, including flexible
work policies, maternity and other family
benefits, and more. At the leadership level,
which encompasses the top 1.5% of allactive employees, we have seen growth
for women globally (+1.2%) since 2020.
Similarly, a key focus of our philanthropic
efforts focuses on fostering women inscience, technology, engineering and math
(STEM) fields and advanced engineering.
For example, GE Girls—which celebrated
its 10th anniversary in 2021—is designed
to encourage girls to explore the world of
STEM and STEM-based careers.
BUSINESS AND
PRIORIT Y ALIGNMENT• Advancing Diversity and Inclusion• Lifting Our Communities
LEARN MORE
77	Human Capital—Investing in
our People
80 Advancing Diversity and Inclusion
116	Our Commitments—GE Foundation
GE 2021 Diversity Report

BUSINESS AND PRIORIT Y
ALIGNMENT• Precision Health (GE Healthcare)• Safety• Lifting Our Communities
LEARN MORE
14 COVID-19
36 Innovation—Precision Health116	Our Commitments—GE Foundation

GE 2021 S U S TAIN AB ILIT Y REP O RT | 7

We are uniquely positioned to innovate
the technology that will decarbonize theenergy sector and promote affordable,
reliable and accessible electricity aroundthe globe. Our commitments, products,
services and global reach are crucial todecarbonizing the world. We pursue thisgoal in three ways. First, we build diverse
technology that works to keep the lights
on, healthcare equipment operating
and offices open around the world. Our
offerings, from renewable power to gas
power to the grid, enable our customers
to provide energy reliably and affordably.
Second, we are focused on our own useof energy by committing to be carbon
neutral in our own Scope 1 and Scope 2
greenhouse gas (GHG) emissions by 2030.
Third, we are pursuing our ambition to be a
net zero company by 2050, which includes
our own operations as well as Scope 3
emissions from the use of sold products.
BUSINESS AND
PRIORIT Y ALIGNMENT• Energy Transition (GE Power, GE
Renewable Energy, GE Digital)• Environmental Stewardship
LEARN MORE

We believe that the energy, transportationand healthcare sectors can be leadersin the future of work in a changing world
economy by providing for advancement,
educational opportunities, mentoring andcommunity assistance to workers. We arealso part of a collaboration of companies
that promotes positive change in how
migrant workers are employed.
Our goal is to treat everyone affectedby our businesses and value chain with
fairness and dignity. We have strictprohibitions on child, prison and forcedlabor, as well as a long-standing program
focused on our suppliers and ethicalsupply chain.
GE published its first Human Rights
Report in 2021 to share how we run ourhuman rights program globally and further
enhance transparency to our stakeholders.

Our programs for redeveloping brownfield,
Superfund and other contaminated sites
is helping to turn idle properties into
new hubs of economic growth and job
creation globally.

BUSINESS AND
PRIORIT Y ALIGNMENT

BUSINESS AND
PRIORIT Y ALIGNMENT• Energy Transition (GE Power, GE
Renewable Energy, GE Digital)• Precision Health (GE Healthcare)• Human Rights• Future of Flight (GE Aviation)• Safety• Energy Transition (GE Power, GE
Renewable Energy, GE Digital)• Precision Health (GE Healthcare)• Future of Flight (GE Aviation)• Environmental Stewardship

22 Innovation—Energy Transition
91 Our Commitments—Climate Change

LEARN MORE

91 GE’s Ambition to Be a Net Zero
Company

22 Innovation—Energy Transition

LEARN MORE
17 Innovation

71 The Spirit & The Letter

54 GE Research: Innovating Toward a
More Sustainable Future

86 Safety

90 Our Commitments—Environment

112 Our Commitments—Human Rights
114 Our Commitments—EthicalSupply Chain
GE 2021 Human Rights Report

8 | G E 2 0 2 1 S US TA IN A BI L I T Y R E P ORT

GE, at the core, is an innovation company
with significant investment in researchand development that defines our history.
This has led to us introducing technologythat has raised the quality of life forpeople around the world. We innovatecurrent and breakthrough technologies
to solve the challenges of the energy
transition, precision health and futureof flight. GE Research recently launched
the CAGE (Climate Action@GE) Lab anda new carbon capture breakout team
to develop and deploy cutting-edge
solutions to decarbonize the power sector
and even pull carbon directly from theatmosphere itself.

NEW

As a global company, GE works with local
communities to train and employ the
local labor force. We believe education isa significant driver of economic inclusion,
and we have long supported multiple
organizations focused on training andeducating a diverse pipeline. In 2021, theGE Foundation launched Next Engineers, a
new college- and career-readiness program
to increase the diversity of young people
in engineering globally. GE’s respectful
workplace policies strive for a more diverse
workforce and inclusive workplace.
GE also supports an Employer Pay Principle
to remove inequities and exploitation
hitting the most vulnerable worker
population through its membershipwith the Leadership Group for
Responsible Recruitment.

As utilities, power producers, grid
operators and policymakers around theworld set their own decarbonization
goals, our diverse offerings are part of thetoolkit needed to achieve their targets.
Our expansive business operations provide
cities and communities with career andbusiness opportunities that support themin achieving a more sustainable future.
Our environmental programs are designed
to promote sustainability—from our robust
Environment, Health and Safety (EHS)
programs, to our initiatives to clean up andredevelop idle properties—we are investingfor the public good in the communities
where we operate.
BUSINESS AND
PRIORIT Y ALIGNMENT

Access to affordable and reliable
healthcare is also a significant driverof reduced inequalities and economic
inclusion. We strive to improve accessthrough the work of GE Healthcare
and the GE Foundation’s Developing
Health programs, focusing onunderserved communities.

• Energy Transition (GE Power, GE
Renewable Energy, GE Digital)• Environmental Stewardship

BUSINESS AND
PRIORIT Y ALIGNMENT

104 Our Commitments—EHS,
Environmental Stewardship• Precision Health (GE Healthcare)• Lifting Our Communities• Human Rights
LEARN MORE
17 Innovation

LEARN MORE
22 Innovation—Energy Transition
56 Our Process: How GE Operates to
Succeed in Our Mission

In response to increasing scarcity ofresources, as well as expectations from
customers, investors and regulators for
producers to take heightened responsibility
for the impacts of products across theirfull lifecycle, we have developed productstewardship and circularity goals tostrengthen our efforts going forward.
Product stewardship is already a central
part of GE’s strategy and culture andingrained across safety and quality
processes, policies and initiatives
globally. Our strategy for continuous
improvement is enabled via the adoptionof lean principles, which play a key rolein identifying and eliminating waste. It
also includes consistently reviewing andstrengthening our policies and practices
to improve performance and reduce
product related risks across environmentand safety. As today’s technologies evolve,
we are embracing circularity as a defining
methodology for updating our productstewardship strategy, both for our own
operations and that of our products, bybuilding on the range of circular offerings
and ambitions that already exist across thecompany.
BUSINESS AND
PRIORIT Y ALIGNMENT• Product Stewardship
LEARN MORE
104	Our Commitments—ProductStewardship

80 Diversity and Inclusion
112 Our Commitments—Human Rights
116 GE Foundation

GE 2021 S U S TAIN AB ILIT Y REP O RT | 9

Having met our 2020 emissions reduction
targets ahead of schedule, we set a newgoal to achieve carbon neutrality within
our own operations (i.e., Scope 1 and2 emissions) by 2030. Our businesses
are making progress to achieve thesegoals, including making operational
investments in energy efficiency,
reducing emissions from the grid throughsmart power sourcing and using lean
practices to eliminate energy waste. In
2021, we also set an ambition to be net
zero by 2050, including in the Scope 3
emissions associated with the use of oursold products.
Our businesses function to provide energy,transportation and healthcare with lower
emissions and less carbon intensity overtime. We have an established history of
both developing products with a reduced
environmental impact and reducing ourown emissions—commitments which weare accelerating for the future.

As outlined in our Human Rights
Statement of Principles, we promoterespect for fundamental human rights
and support the principles containedin the Universal Declaration of Human
Rights. We endeavor to advance respect
for fundamental human rights by leadingby example in our business capacity, with
our direct business partners and in thecommunities where we operate.
We also govern our actions internallyand toward our people and communities
through strong governance programs,
starting with our Board, a culture of
integrity, an unyielding commitment tocompliance and an open reporting system.
We published our first Human Rights
Report in 2022 to share how we run ourhuman rights program globally and further
enhance transparency to our stakeholders.
BUSINESS AND
PRIORIT Y ALIGNMENT

BUSINESS AND
PRIORIT Y ALIGNMENT• Human Rights• Culture of Integrity• Energy Transition (GE Power, GE
Renewable Energy, GE Digital)• Future of Flight (GE Aviation)• Environmental Stewardship

LEARN MORE

LEARN MORE

GE 2021 Human Rights Report

71 Culture of Integrity
112 Human Rights

22 Innovation—Energy Transition
91 Our Commitments—Climate Change
33, 50GE has longstanding partnerships withcivil society groups and works directlywith various governments around theworld. Our operational footprint allows us
to invest, expand, trade and knowledge
share with our partners. Our relationships
are critical to advancing our goals andpriorities. Our founding membership in the
Global Business Initiative on Human Rights
enables us to further our human rights
goals and commitments. Similarly, ourmembership in the Leadership Group for
Responsible Recruitment, a collaboration
between leading companies and expert
organizations, drives positive change in theway that migrant workers are recruited.
We are also an active participant in the
UN Global Compact (including the Human
Rights and Business Dilemmas Forum).
In 2021, we were proud to partner withgovernment leaders, non-governmentalorganizations (NGOs) and more than
300 businesses to support ambitious
climate reduction goals. We intend tocontinue growing our engagement to be aconstructive voice and leader on the roleof technology and innovation in addressing
global challenges.
BUSINESS AND
PRIORIT Y ALIGNMENT• Energy Transition (GE Power, GE
Renewable Energy, GE Digital)• Human Rights• Environmental Stewardship

Scope 3LEARN MORE
91 Our Commitments—Climate Change
112 Our Commitments—Human Rights

10 | G E 2 0 2 1 S US TAI N A BI L I T Y RE P ORTAbout this report
This report covers the environmental, social and governance (ESG) activities of GE, primarily for 2021. In certain places,
it also describes the shape of things to come as we plan to become three distinct companies, with sustainability at thecore, focused on important growth sectors in energy, healthcare and aviation. This report allows us an opportunity to
deepen existing conversations with our stakeholders about our sustainability programs.

In addition to the UN SDGs, we have considered three key
sustainability reporting frameworks as we developed this report:(1) the Task Force on Climate related Financial Disclosures (TCFD)
framework, (2) industry-specific standards from the Sustainability
Accounting Standards Board (SASB) and (3) the Global Reporting
Initiative (GRI) Standards (Core). TCFD, SASB and GRI indices can befound here.
GE’s Greenhouse Gas (GHG) Inventory follows the World Resources
Institute/ World Business Council for Sustainable Development(WRI/WBCSD) Greenhouse Gas Protocol: A Corporate Accounting andReporting Standard, Revised Edition (the “Protocol”). GE utilizes theProtocol for all definitions, assumptions, and calculations discussed inthis document unless explicitly stated otherwise, reporting under the“operational control” approach. To learn more about our Greenhouse
Gas Inventory and Energy Inventory process methodology see
Appendix I in our 2021 Sustainability Report Appendices.

As described below on page 57, the GE Board of Directors (Board)
exercises oversight and provides direction on GE’s sustainability
strategy, and the Governance & Public Affairs Committee incoordination with the Audit Committee oversees external reportingon sustainability matters, including this report. While the contents
within this report have not been externally assured, both internal andindependent external resources have reviewed the information anddata within for quality, completeness and accuracy.
Some of the images in this report were captured before the COVID-19
pandemic and may not include face coverings and social distancing.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 11

Key metrics: Our performance and priorities
As an active participant and signatory to the UN Global Compact since 2008, we understand that we play a role in helping achieve a better future
for all by creating a more sustainable world. To put this in action, we apply the UN Guiding Principles on Business and Human Rights to help frame
our program and practices. Our ESG performance in 2021 and priorities for 2022 and beyond align with the identified UN Sustainable Development
Goals (SDGs) to help address the identified societal challenges.
We identified focus areas where our performance in 2021 vs. 2020 warranted greater focus and provide further details where indicated.
TO PI CBAS E L I N E

2 01 92 02 020 21

Financial Performance ($M)
Total revenues$90,221$75,833$74,196

Adjusted revenues1$87,419$72,969$71,090

Adjusted profit

1$8,422$2,246$4,608

Free cash flows1$2,145$635$1,889Total research and development2$4,164$3,820$3,685

GE U.S. Workforce, all employees
Total Race & Ethnic Minority4

24.1%

24.2%

Asian

8.7%

8.5%

Black/African American

6.8%

6.7%

Hispanic/Latinx

6.5%

6.8%

American Indian/Alaskan Native

0.3%

0.3%

Native Hawaiian/Pacific Islander

0.2%

0.1%

Multiracial

1.6%

1.7%

3

Diversity and Inclusion (pages 80-84)

Disability5

3.7%

Veteran Status5

10.1%

Global Female Representation per Category
Female representation, all employees

21.9%

22.3%

Female representation, professional employees6

26.2%

26.5%

Female representation in leadership7

26.0%

27.2%

Total Global Audits9,10

1,286

1,115

Total Suppliers Approved11

1,039

966

New Suppliers

433

220

Existing Suppliers

553

726

Supplier From Acquisition

53

20

Human Rights: Supplier Responsibility Program8 (pages 112-114)

71

26

62

13

Existing Suppliers

813

Supplier from Acquisition

1

0

7,348

6,031

Total Suppliers Rejected11
New Suppliers

Total Findings
Percentage of Findings per Category:Health & Safety

29%

31%

Environment

31%

31%

Emergency Preparedness

21%

20%

Human Rights & Labor

16%

14%

Dormitory Standards

<1%

<1%

Conflict Minerals

2%1%Security / Other12

<1%

3%

Audits per Region:
China

41%

38%

India

28%

27%

North and South America

13%

18%

Europe, Middle East & Africa

9%8%Rest of Asia

9%

10%

12 | G E 2 0 2 1 S US TAI N A BI L I T Y RE P ORT

UN S DG

TO PI C

2 01 92 02 020 21

Injury & Illness Total Recordable Rate14,16

0.60

0.53

0.60

15,16

Days Away From Work Incident Rate

0.28

0.29

0.32

Fatalities - Employees (Count)17
Fatalities - Contractor Workers (Count)18

3
2

3
4

0
4

13

SafetyBAS E L I N E

UN S DG(pages 86–89)

Environmental Stewardship13 (pages 33-35, 50-53, 90-95, 107)
Environmental Performance
ISO 14001 sites

107

97

111

Global Penalties Paid (in $ thousands)

25

25

63

Spills & Releases (Count)19

31

24

27

Air Exceedances (Count)

1

10

1

17

11

35

2.39

1.90

1.81

1.00

0.73

0.74

1.39

1.16

1.07

164

138

131

Wastewater Exceedances (Count)20

Climate Change and Energy21
GE Operational GHG Emissions (million metric tonsof CO2 equivalent) (market based)22
Scope 1 Emissions (million metric tons of
CO2 equivalent)
Scope 2 Emissions (million metric tons of CO2
equivalent) (market based)
Direct SF6 Emissions (thousand metric tons
CO2 equivalent)
Scope 3 net emissions from sold products (million
metric tons of CO2) (net, new units, absolute)
GE Aviation

2.29

28

GE Power

477
27.1

21.1

21.5

3,420,000

3,040,000

3,030,000

31,80053,00063,100Water
Total Freshwater Use (billions of gallons)

4.93

5.12

4.93

Once-Through Cooling Water (billions of gallons)

1.64

1.85

1.69

GE Company Contributions via GE Businesses and
GE Foundation
Employee and Retiree Contributions

$55.4

$44.9

$34.9

$24.6

$16.8

$9.4

Total GE “Family” Giving

$80.0

$61.7

$44.3

Total Contributions as a Percentage of
GE Revenue

0.06%

0.08%

0.06%

GE Operational Energy Use (million GJ)21
Total Electricity (MWh)Renewable Energy Used (MWh)26.8

Lifting Our Communities (pages 116–123) ($M)

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21

22

Non-GAAP Financial Measure.
GE, customer and partner funded.
Data representative of GE’s workforce as of December 31, 2021, extracted in January 2022.
System exports show percentages out to several decimal points. Due to this precision, totals may not sum due to rounding differences.
2021 first year reported.
Professional accounts for all active non-production employees, excluding leadership.
Leadership encompasses the top 1.5 percent of all active employees.
Beginning with the 2020 metric year, our Supply Chain metrics reflect changes and improvements in GE’s Supplier Responsibility Governance (SRG) program.
2019 metrics do not represent today’s Supplier Responsibility Governance program and are not calculated.
The number of Total Global Audits is greater than total suppliers reviewed as some suppliers were audited twice (i.e., desktop audit due to COVID-19 restrictions
followed by on-site visits) or there were return visits to confirm corrective actions were completed.
For more context on performance, see page 114.
New metric reported in 2020 from Supplier Responsibility Governance program and audits.
“Other” includes findings not allocated to a category or relate to quality findings identified during Supplier Responsibility Governance audit.
Due to the changing nature of GE’s enterprise, figures are periodically updated to reflect changes in scope and as additional information becomes available. For
instance, acquired businesses may not have aligned data for the same time periods.
Number of injury and illness cases per risk population YTD, based on 100 employees working 200,000 hours annually, as measured against OSHA recordability criteria.
Days Away From Work Incident Rate uses the OSHA calculation for days-away-from-work cases (transfer or restricted cases are excluded), based on 100 employees
working 200,000 hours annually.
For more context on performance, see page 86.
GE employees, leased workers, wholly owned affiliate employees, and majority-owned joint-venture employees.
Workers under GE EHS coordination which may include GE-hired contract workers, consortium partner workers, and sub-contractors.
For more context on performance, see page 90.
For more context on performance, see page 90.
Per the WRI/WBCSD GHG Protocol: GE adjusts its 2019 base year GHG and energy data annually to reflect changes in structure or calculation methodology,
improvements in accuracy of emission factors or activity data, and discovery of error. Interim years are not adjusted except upon discovery of significant error. 2020
operational GHG emissions, Scope 1 emissions, Scope 2 emissions, operational energy, and total electricity were recast to reflect corrections identified from audit.
Scope 1 & 2 emissions may not sum to total due to rounding.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 13

Responding to COVID-19 for our employees and communities

GE Healthcare employees in Beijingcelebrate the delivery of a Maxima CT toa hospital in Wuhan. Their sign in English:“Support to fight COVID-19. Go Wuhan!

The second year of the COVID-19 pandemic positioned GE teams to rise to the challenge of putting safety first while
continuing to deliver for our customers. As they have since 2020, GE employees continued to serve on the front lines toensure hospitals and medical equipment, electricity and critical infrastructure kept operating.
Throughout 2021, GE leadership prioritized protecting the healthand safety of our employees while supporting our communities. The
GE Board of Directors and management teams maintained their
engagement to keep our workplaces around the world safe, while
complying with local governments in their efforts to control the spreadof COVID-19.
In 2021, three key themes governed GE’s strategy for managing
COVID-19: promoting and enabling access to vaccines where possible,
ensuring our COVID-19 safety protocols remained compliant,and adapting our protocols in response to the latest science andunderstanding about the virus. These themes shaped our efforts tonavigate the unknowns of the pandemic, while ensuring the safety of
our employees.
Our enterprise-wide, cross-functional internal COVID-19 Task Forcecontinued to work in 2021 to protect the health and safety of ouremployees globally while maintaining business continuity. Throughboth our safety and regulatory compliance efforts, we engaged with
our employees, and for those represented by labor unions, with theirleadership, as a key part of our worker safety response. These ongoing
initiatives — in addition to those listed below — are some of the specificways we supported the safety, health and wellness of our employees in
response to the COVID-19 pandemic in 2021:• We partnered with local communities to enable vaccination for GE
employees, as well as members of the community, where vaccine
supply was available and permitted by local regulations.
• We introduced a voluntary Vaccination Tracking Website, where GE
employees could submit their vaccination status, promoting globalsite safety efforts.

14 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT• We continued to leverage our multi-level GE Site Safety Roadmap
introduced in 2020, aligned with global regulatory guidance to ensurecompliance and the health and wellness of individuals working at
our facilities.
• We continued to issue frequent communications about safety
practices and enhance safety protocols as local regulations changed.
• We continued to promote our open ombuds reporting channel for
worker concerns related to compliance with COVID-19 safety protocols.
• We continued to engage in educational dialogue with our people
through our Chief Human Resources Officer and Chief Medical Officer,
covering a variety of topics including vaccinations, face coverings andother COVID-19 related developments.

GE FOUNDATION AND GE VOLUNTEERS PROVIDERELIEF DURING COVID-19 OUTBREAKAs India grappled with the COVID-19 outbreak in 2021, theGE Foundation partnered with United Way Bengaluru andAmericares. The funding supported the build-out of 60 intensive
treatment units at St. John’s Hospital in Bengaluru andfunded 100 oxygen concentrators for hospitals in need acrossVadodara, Noida, Pune, Hyderabad and Chennai. In addition,
since 2020, the GE Volunteers organization provided morethan 5,000 Personal Protective Equipment (PPE) to frontline
workers, including primary healthcare workers, hospital staff
and police; distributed more than 3,500 hygiene kits for use in
primary health care centers across the country; and preparedand distributed food kits to more than more than 3,500 migrant
worker families who were homebound.

GE DIGITAL WORKS TO HELP PFIZERPRODUCE VACCINESGE Digital was proud to play a small role helping ourlongtime customer, Pfizer, in its historic effort to automate
production of the Pfizer BioNTech COVID-19 vaccine at its
Kalamazoo, Michigan plant.
The company chose iFIX HMI/SCADA and Proficiency Plant
Applications to help accelerate the validation process forstandardized objects, such as valves and tanks, which helped
accelerate FDA approval. During this sterile injectable process, rawmaterials come into the plant from different facilities and are mixed,
assembled, packaged and shipped. From material handling andmixing, to quality assurance and electronic signature, our solutions
are being used across all phases of manufacturing this vaccine.
In Ireland, the Pfizer facility in Grange Castle, managed by ourpartner, Novotek, is also a user of iFIX HMI/SCADA and Proficy
Historian. This facility conducts quality tests on the batches ofvaccine being used in Europe.
The Pfizer vaccine marked a major milestone in the fight against
COVID-19. GE is proud to be part of this, along with our customer
and partners. It is an example of how we put industrial data to workand help our customers help the world.

Thousands of GE Aviation volunteers give back to theircommunities around the world. And with COVID-19 restrictions
in place, this group got creative. They logged more than 25,000
hours of online mentoring, tutoring and introducing students to
STEM (science, technology, engineering and mathematics) throughremote programs.
GE SCIENTISTS DEVELOPING TECHNOLOGY TO ADD
COVID-19 VIRUS DETECTOR TO MOBILE DEVICES
As part of a project funded by the National Institutes of Health(NIH), GE Research’s sensing team is developing miniature sensors
that can detect the presence of the COVID-19 virus on an array ofdifferent surfaces.
“One of the first lines of defense against any virus is avoiding
exposure, which is easier said than done when you can’t see it,”said Radislav Potyrailo, a principal scientist at GE Research andprincipal investigator on the NIH project. “Through our project with
the NIH, we are developing a sensor small enough to embed in a
mobile device that could detect the presence of the COVID-19 virus.”
These mini-sensors could also potentially be integrated into
other types of surfaces such as fingerprint scanners, computer
keyboards and wall-mounted sensors. The team is drawing fromyears of development and commercial success with other physical,
environmental, gas and biosensors for industrial monitoring.
GE GAS POWER AND FIELDCORE TEAMS HELPING TO
KEEP FAMILIES FED IN ATL ANTA

GE AVIATION ENGINEER TAKES VOLUNTEERING
DIGITAL DURING COVID

GE employees are helping to keep families fed in Atlanta, Georgia.
The pandemic has no doubt hit some areas harder than others.
Brumby Elementary School in suburban Atlanta is home to morethan 900 students in kindergarten to fifth grade. Pre-COVID, theschool’s food pantry served 50 to 60 families on a weekly basis.
Today, it serves many more. Local teams from across GE volunteer
weekly and serve groceries to more than 350 families in need.
The food is donated by the YMCA and the Atlanta Community
Food Bank.

Subscribing to the belief that “you can’t be what you can’t see,”
Shawn Newman, a GE Aviation engineer, has volunteered asa mentor and tutor for more than 15 years at Lincoln Heights
Elementary School in Cincinnati, Ohio.

“As a volunteer, I find it very rewarding to work alongside mycolleagues to give back to the community and make a difference
in a very meaningful way,” says Steve Hartman, Vice President,
Installed Base Decarbonization, GE Gas Power.

With COVID-19 restricting in-person visits, Shawn vowed tocontinue his efforts by co-leading a unique virtual experience
where he talked about aviation and discussed his career as anengineer to help spark the same interest in students. Shawn says
the enthusiasm he saw from the kids reminds him how he felt
when he discovered his passion for aviation and reinforces why
the work he does in the community is so important to the future ofthese children.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 15

Supporting employees and communities impacted
by the war in Ukraine

GE Healthcare employees prepare lifesaving medical equipment for shipment
to Ukraine.

The strength and courage of the Ukrainian people are an inspiration to the world. As a GE team, we stand with our
employees, customers and all those impacted, and took steps early in the crisis to help by donating $4.5 million in
medical equipment and humanitarian support.
GE Healthcare donated $4 million in healthcare equipment. With support
from our long-time partner, Assist International, the equipment wasdelivered to the Ukrainian Ministry of Health, and included handheld
ultrasound devices, mobile X-ray units, ventilators and patient monitors.
We appreciate the amazing teamwork and collaboration of our GE
Healthcare employees to deliver this critical equipment so quickly.
Additionally, the GE Foundation, an independent charitableorganization funded by GE, made a $500,000 donation to twoorganizations to bring immediate and long-term support to refugees
and relief organizations on the ground. This donation included $400,000
to the International Rescue Committee (IRC) to provide immediate
relief to refugees in need of emergency cash to meet basic needs,
additional support for vulnerable displaced women and children, andthe delivery of life-saving information on local refugee rights andservices. We also committed $100,000 to Airlink, a rapid-responsehumanitarian relief organization that connects airlines and prequalified nonprofits to help communities in crisis by rapidly deploying
vital supplies. The funds provided aid to an estimated 100,000-250,000
displaced families in Poland, Moldova, Romania and Hungary.
Additionally, the GE Foundation’s Matching Gifts Program enabled
employees to contribute to relief efforts, doubling their support bymatching their donations 1-to-1. As of the end of May 2022, these funds
increased our impact by an estimated $380,000, including employee
donations and matching gifts.
We are hopeful the donation of medical equipment from GE Healthcare
continues to help those most in need of care and we are honored tosupport the IRC and Airlink as they work to provide relief to Ukrainian
civilians who have been forced to flee their homes.

GE EMPLOYEES ACROSS EUROPE SUPPORT UKRAINIAN REFUGEES
As waves of refugees have fled across the Polish border and into
the Czech Republic, GE Aviation employees in the two countries
have stepped up to provide aid. They are spending hours as teams
through GE Volunteers, assembling care packages of necessities
like shampoo, hand sanitizer and diapers, as well as thousands ofmeals of fruit, hot soup sandwiches, and water—and delivering
them to railway stations. Others have taken their support a stepfurther and are personally helping by picking up refugees at bordercrossings and driving them to destinations around the country or
putting people up in their own homes.
At GE Steam Power, our local team in Poland is helping to support
the unprecedented situation at the Ukraine borders. GE Volunteers in
Poland and Romania are helping refugees with immediate basic needs
like food, clothes and toiletries. The team also supported a local charity
to help expand its impact working with refugees on the ground.

16 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORTAt LM Wind Power, a GE Renewable Energy business, employees atthe blade manufacturing plant in Poland have been working together
to collect essential goods for Ukrainian refugees, and in an amazingshow of solidarity, hosted more than 150 refugees in their homes. In
addition, the local management team is making special efforts to fillopen roles with Ukrainian employees.
In Hungary, GE’s employee resource groups hosted a donation drive,
collecting basic medicines, vitamins, blankets, thermometers, baby
supplies, toys and clothes to provide immediate help at the Ukraine
border and in Budapest. They also purchased first aid products andhelped transport Ukrainian refugees to safety.
The support of GE employees to the on-going humanitarian situation isimpressive and demonstrates the incredible generosity of our people.
GE employees also made personal donations to local charities, manyof which were doubled through the GE Foundation’s Matching Gifts
Program. But most importantly, it’s an outpouring of aid that has comestraight from the heart.

PART I|OUR INNOVATION AND TECHNOLOGY

Sustainability at core
For 130 years, people have counted on GE to “find out what the world needs… and try to invent it,”as our founder Thomas Edison famously said. This still rings true at GE.
From the first commercially viable lightbulb to the Haliade-X, the only independently certified 12+
MW offshore wind turbine today, GE has pioneered technologies spurring world-transforming
changes and improving the lives of billions.
As we look ahead to forming three independent companies with sustainability at their core,
our commitment to innovation remains our North Star. Our employees serve customers andcommunities in more than 175 countries and are passionate about solving the world’s mostpressing sustainability challenges in energy, health and flight.
This is the impact of GE—every day our people rise to the challenge of building a world that works,
in service of a more connected, healthier and more sustainable future.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 17

Our focus is on
innovating solutions
to three of the world’s
most pressing challenges

Energy transition

Climate change is an urgent global priority. At the same time, energy
demand is increasing and more than 750 million people are without
access to reliable power. As a company whose equipment helps
generate one-third of the world’s electricity, we have a responsibility
to lead the industry’s decarbonization efforts and meet the rising
global demand for affordable, reliable and sustainable energy.
GE is committed to building and delivering state-of-the-art equipment
to reduce emissions today while growing access to reliable, sustainable
and affordable electricity for everyone. Our energy businesses provide
powerful, integrated solutions with the most innovative onshore
and offshore wind turbines, most efficient gas turbines, as well as
advanced technology to modernize and digitize electrical grids. Beyond
delivering technology the world needs today, we are equally focusedon the important role of building the breakthrough technologies theworld will need in the future, including carbon capture, utilization andsequestration (CCUS); low and zero carbon fuels like hydrogen for new
and existing gas plants; and small modular nuclear reactors.
RENEWABLE ENERGY

POWER

SHARED MISSION Our portfolio of energy businesses, including GE Power, GE Renewable Energy and GE Digital have a shared mission of making power sources
more sustainable, reliable and affordable everywhere in the world.
UNITS Onshore Wind, Offshore Wind, Grid Solutions Equipment andServices, Hydro Solutions, Hybrids Solutions
INSTALLED BASE ~50,000 wind turbines and 7,500+ hydro units equippedwith GE technology, representing 400+ GW of renewable energy

INSTALLED BASE 7,000+ gas turbines, representing 800+ GW of gas
power; 41 nuclear power plants worldwide representing 40 GW carbonfree power generation; over 1,200 hybrid and electric ship power systems

EMPLOYEES ~38,000

EMPLOYEES ~32,000

2021 REVENUE $15,697

2021 REVENUE $16,903

2021 R&D1 $561

2021 R&D1 $329

PRODUCT SPOTLIGHT The first utility-scale offshore wind installationin the U.S., Vineyard Wind 1, will be powered by GE’s Haliade-X turbines,
the only 12+ MW offshore wind turbine that has been operating for over
two years; GE’s newest onshore wind platform, Sierra, offers the next
generation innovation, ease of installation and reliability; GE’s state-of-theart high voltage direct current (HVDC) transmission system will supply oneof the world’s largest offshore wind farm projects off the coast of England.

PRODUCT SPOTLIGHTS World-record setting HA and Aeroderivative
turbines are the most efficient gas turbines and key force multiplier toaccelerate decarbonization; leading Arabelle™ steam turbines in 53 GWof existing nuclear fleet generate 2% more power output with 99.96%
reliability; developing advanced nuclear technology like BWRX-300 and
Natrium™2 will provide carbon-free electricity during operation, dependable
base load and flexible capacity.

Dollars in millions unless otherwise noted.

1
2

UNITS Gas Power, Steam Power, Power Conversion, Nuclear and otherGE, customer and partner funded.
Jointly developed with TerraPower.

18 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

Precision health

Future of flight

Precision health is about enabling integrated, efficient, and highly
personalized care to address critical challenges that affect patientsand healthcare providers. We are merging imaging, diagnostics
and genomic data with data science to help build an intelligencebased healthcare system. This can enable both greater productivity
and greater access to healthcare, especially for half of the world’s
population who lack access to care.

GE Aviation is building a world that works for the future of flight withindustry-leading technology innovation to reduce GHG emissions.

For example, GE Healthcare has equipped the first public sector
comprehensive Integrated Molecular Imaging Centre for the diagnosis
and treatment of cancer in Sub Saharan Africa. More than 600 patients
who otherwise would not have had access to PET/CT scans havealready been seen at the Centre.
In addition, GE Healthcare partnered with SOPHiA GENETICS tointegrate genomic data and artificial intelligence (AI) into oncology
applications and make better use of existing data. The goal is toincorporate AI analysis into the oncology workflow and deliver more
personalized insights to improve treatment options for cancer patients.
By bringing together clinical medicine with advanced analytics andAI, we are helping to deliver on the promise of precision health andimprove efficiency and access for patients, healthcare providers, healthsystems and researchers around the world.

AVIATIONMISSION Leading innovator enabling personalized and precision health throughintegrated clinical care, connected technology and data across the patient journey.
Improving lives in the moments that matter, for both patient and caregiver.

MISSION Providing customers with engines, components, avionics
and systems for commercial, military, business and general aviation
aircraft and a global service network to support these offerings.

UNITS Healthcare Systems, Pharmaceutical Diagnostics

UNITS Commercial Engines and Services, Military, Systems and other

INSTALLED BASE 4M+ healthcare installations

INSTALLED BASE ~39,400 commercial aircraft engines3 and~26,200 military aircraft engines

EMPLOYEES ~48,000
2021 REVENUE $17,725
2021 R&D $847
PRODUCT SPOTLIGHTS Edison™ Digital Health Platform is a vendor-agnostic
hosting and data aggregation platform in development with an integrated AI
engine, enabling healthcare systems to effectively deploy the clinical, workflow,
analytics and AI tools that support the improvement of care delivery. SIGNA Herois a magnetic resonance (MR) system designed to be capable of lowering helium
usage up to 67%. AIR Recon DL is a deep learning-based image reconstruction
technology that can reduce scan time by up to 50%.

3

We are currently developing the next suite of engine technologies—
including advanced architectures such as open fan, hybrid-electricand electric propulsion concepts, and advanced thermal
management concepts—that offer the potential to achieve atleast a 20% additional improvement in fuel efficiency compared
to today’s state of the art single-aisle aircraft engines. GE Aviationis also supporting industry initiatives to approve and adopt
100% Sustainable Aviation Fuel (SAF) and is partnering on a
new flight demonstration program to test zero carbon hydrogenfuel combustion.

HEALTHCAREPATIENTS 1B+ patients served annually*

Advancements in aerodynamics, engine architecture, and materials
technology for GE and CFM International* product lines haveresulted in today’s aircraft engines consuming 40% less fuel andemitting 40% less CO2 than engines manufactured in the 1970s and1980s. However, we cannot be satisfied with the pace of progressfrom the past.

EMPLOYEES ~40,000
2021 REVENUE $21,310
2021 R&D1 $1,637
PRODUCT SPOTLIGHTS The world’s largest and most powerful
aircraft engine, the GE9X, is also the most efficient engine we haveever built on a per-pounds-of-thrust basis. The culmination of acomplete renewal of our commercial engine product line, GE9X
is designed to deliver up to 10% greater fuel efficiency than its
predecessor, with emissions of nitrogen oxides (NOx) 55% below
current regulatory requirements.

CFM International is a 50-50 joint company between GE and Safran Aircraft Engines.
Includes engines made by GE Aviation and joint ventures CFM International and Engine Alliance.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 19

INNOVATION TIMELINE

Tackling the world’s challenges for 130 years
Innovating technologies and redefining what’s possible

1995

1992

1983

1969

1962

1957

GE90 AIRCRAFT
ENGINEMARS OBSERVER

MRI

GE builds theMars Observer
for NASA, which
will study Martiangeology and climate
while mapping theplanet’s surface.

GE scientists
develop the SIGNA
1.0 Magnetic
Resonance Imaging(MRI) System, which
produces imagesof “soft” tissues
difficult to image by
X-ray methods.

TECHNOLOGIESFOR FIRST
MOON LANDING

WO R L D ’ S
FIRST LEDFIRST U.S.
LICENSEDNUCLEARR E AC T O R

GE introduces the
GE90, the first jetengine to include
components madeof lightweight carbon
fiber composites. The
use of composites
substantially reduces
engine weight andenables higher
standards for fuelburn and emissions.

GE supplies a variety
of technologies forthe first landing on
the moon, including
engineering support,
test facilities andthe silicone for
Neil Armstrong’s
boots.

Building on Hall’s
solid state laser,
Nick Holonyak Jr.
demonstrates theworld’s first lightemitting diode (LED)at GE Research
Niskayuna. LEDs
enable solid state
lighting, whichuses 85% lesselectricity thanconventional lighting.

GE reactor becomes
first privately owned
and operated
nuclear power plant
to deliver electricity
to the grid inVallecitos, California.

Building a sustainable tomorrow

20 02

20 0 9

2014

2015

2016

WIND POWER
BUSINESSVSCAND I G I TA L G R I D

HA TURBINE

Vscan, a handheld,
pocket-sized ultrasoundtechnology, helps doctorsdeliver expanded care to
more people, including inrural regions.

GE launches Advanced
Distribution Management
Solutions (ADMS),
providing electric utilities
with a reliable andresilient distribution
grid while enabling more
renewable energy.

GE introduces HA, theworld’s largest and mostefficient heavy duty
gas turbine. The turbine
offers industry-leading
operational flexibility andbuilds upon the legacy
of jet engine technology
pioneered at GE
Research during the early
20th century.

C L I N I C A L CO M M A N D
CENTER

GE continues its focus
on sustainable energy
by entering the wind
power business.

g 3 I N S U L AT I N G &SWITCHING GASAn environmentally
preferable alternative tosulfur hexafluoride (SF6)used in high voltage gridequipment, g3 provides a
99% reduction in global
warming potential.

20 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

GE launches the first
AI-powered, real-time
optimization system
at The Johns Hopkins
Hospital. In 2020, thesystem’s efficiency
benefit at Tampa General
Hospital was equivalent
to taking 3,900 cars off
the road.

Enabling a better quality of life

1879

1896

1910

1927

1942

FIRST
CO M M E R C I A L LY
P R AC T I C A L
INCANDESCENT
LAMP

X- R AY M AC H I N E

FIRST ELECTRICRANGEFIRST HOMETELEVISIONRECEPTIONFIRST U.S. JET
ENGINE, THE I-A

Edison invents the firstcommercially practicalincandescent lamp.

A rich tradition of GE
breakthroughs in medical
imaging begins withthe demonstrationof stereoscopic
Roentgen pictures.

2016

2018

2019

2020

2021

CFM LEAP ENGINELEADING NUCLEAR
REDESIGN

OFFSHORE
WIND TURBINEG E 9X A I R C R A F T
ENGINEEDISONGE Hitachi Nuclear
Energy is selected by
the U.S. Department ofEnergy to lead a teamsimplifying nuclear
reactor design, reducing
plant construction costs
and lowering operations
and maintenance costs
for the BWRX-300,
a 300 MWe small
modular reactor.

The first Haliade™-X
wind turbine prototype
is installed in Port ofRotterdam. In 2021,
Haliade™-X became theindustry’s first 14 MW
offshore wind turbine.

Certified by the U.S.
Federal Aviation
Administration, theGE9X includes someof GE’s most advanced
engine technologies.
The GE9X is designed
to deliver up to 10%
greater fuel efficiency
than its predecessor, withnitrogen oxide emissions(NOx) 55% below current
regulatory requirements.

The CFM LEAP* engine
application for singleaisle aircraft enteredservice in 2016 withthe first Ceramic Matrix
Composites and 3-D
printed parts in the hot
section of a commercial
aircraft engine. The
engine’s unique design
and materials make it
15% more fuel-efficientthan its predecessor. It isalso quieter and produces
fewer emissions.

*

GE improves life in the
kitchen with the firstelectric range.

The first home television
reception takes place in
Schenectady, New York,with a signal from GE’s
radio broadcast station.

GE builds the first U.S. jetengine, the I-A, which isused to power America’s
first successful jet aircraft
for military use, the Bell
XP-59 Airacomet.

Edison Digital
Health Platform is avendor-agnostic hostingand data aggregation
platform in developmentwith an integrated AI
engine. It will enable
hospitals and healthcare
systems to effectively
deploy the clinical,
workflow, analytics and
AI tools to support the
improvement of efficiency
and care delivery.

The LEAP engine is a product of CFM International, a 50-50 joint company between GE and Safran Aircraft Engines. LEAP is a registered trademark of CFM.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 21

LEADING THE ENERGY TRANSITION

Sustainability, reliability and affordability
In our 2020 Sustainability Report, I wrote to you about the tremendous needto solve one of the world’s most serious challenges—climate change—and theurgency with which GE and our customers are approaching a decade of action
to reduce carbon emissions today, accelerating a path to a lower carbon future,and growing access to reliable, sustainable and affordable energy. This mission
remains unchanged.
We believe the plan announced in November of forming a single company
focused on innovating technology to solve the energy transition globally willallow us to support this mission with increased focus and autonomy.

SCOTT STRAZIKCEO of GE’s Global Energy
Business Portfolio

We take this global responsibility seriously. The new company
we plan to create will be well-positioned as an energy industry
leader, as one-third of the world’s current electricity is generatedusing GE equipment, today and tomorrow, as we work to develop
the next generation of breakthrough technologies to drive deeper
decarbonization. Our GE team is excited by this new opportunity
to serve our energy customers and support their needs andcommitments, and I am proud to lead that business as we work tospin off from GE in 2024—a business where sustainability will verymuch be at the core.

As we work to accelerate the growth of renewables, our gas
turbines, the most efficient in the world, will remain essential
to decarbonization by enabling the rapid transition of base load
generation away from coal-fired technologies. They will also be a
key enabler to increasing renewables by ensuring overall system
reliability as renewable power generation grows in many markets.
Beyond that, we expect gas generation will continue to play a keyrole as a destination technology in the energy transition throughthe breakthrough technologies of pre-combustion hydrogen fueluse and post-combustion carbon capture, utilization and storage.

The challenge and opportunity of the energy transition is clear— theworld must simultaneously meet rapid growth in the demand forelectricity while quickly reducing the carbon emissions of the power
generation system. The growth in electricity demand is expected to
double through 2050 as we work to enable access for the more than
750 million people without electricity today; at the same time otherindustries, from cement and steelmaking, will continue to turn toincreased electrification as a means to reduce their own emissions
profiles. But such a move will only be effective if we decarbonize
the system producing the underlying electricity itself in a way thatmaintains both reliable and affordable access.

Nuclear energy will continue to be a carbon-free power generation
source that many countries and customers will rely on, and GE’s small
modular reactor technology will be well-positioned to meet theirneeds for a simpler, safer and more cost-effective reactor. In 2021,
we announced our GE Hitachi Nuclear Energy business was selectedby Ontario Power Generation and Synthos Green Energy to deploy
BWRX-300 small modular reactors as early as 2028 in Canada and theearly 2030s in Poland. Designed to promote simple and safe operating
rhythms, this innovative zero-carbon technology stands to be abreakthrough contributor to the energy transition.

As we have said before, no one technology or solution will beable to meet these mutually achievable goals. We must build andmaintain a diverse generation ecosystem—inclusive of renewables,gas, nuclear and grid—to rapidly reduce emissions today while
ensuring the critical electricity our world and lives depend on isavailable without interruption. Through our cross-business Energy
Transition Steering Committee, which was established in 2020,and our Center for Decarbonization, which was launched in 2021,
we have developed a cohesive strategy to address decarbonizationneeds using the full breadth of products and capabilities across ourportfolio. Our new energy business will bring all these technologies
into a single organization, while adding crucial elements including
our Digital business to deliver even greater value to our customers
and society at large.
This decade of action must begin with renewables—where GE has
a leadership position—to deploy carbon-free generation technology
as quickly and affordably as possible. Both onshore and offshore
wind generation are essential technologies to reduce the carbon
emissions of the power generation system and areas where GE
feels confident in our technological leadership. Hydroelectric
power, where space and natural resources allow for it, will also
be a continued contributor of renewable energy, while we look
to explore applications including pumped-storage hydroelectric
power which could help deliver baseload renewable energy
generation under the right conditions.

22 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

Investments for the grid—whether physical or in digital solutions—
are imperative to ensure our transmission and distribution systems
can weather the entropy of these technologies today and tomorrow.
Our Power Conversion, Grid Solutions and Digital businesses
will be essential players to ensure our grid is robust and able todeliver reliable energy, while protecting our customers’ assets
from the increased risk vectors of cybersecurity threats, extreme
weather, and new and evolving business models that threaten theiroperations. We believe strongly that optimization software will be asignificant contributor to, and accelerator of, the energy transition.
These technologies are available to be deployed in concert to meet
our customers’ needs this decade, even as we continue to invest anddevelop the next generation of breakthrough technologies that will
scale our efforts in the next two decades. Technology is imperative tomeeting the challenge of climate change, but we also know that thisstory is fundamentally human: access to reliable, affordable, cleaner
energy and decarbonization are helping to catalyze a better qualityof life. We are proud of our role in the drive towards better electricity
access, as we work relentlessly to improve the infrastructure fora better environment and more sustainable world and future. As
the transition progresses, we are committed to reducing carbon
emissions this decade, while innovating for the future as we strive fornet zero by 2050. I am grateful to our team, our customers and ourpartners who will work with us in the coming decades to make thisambition reality.

Our technologies today
GE’s Sierra onshore
wind turbine at
Borderlands, NM

As a company whose equipment helps generate one-third of theworld’s electricity, we take seriously the efforts to lead the industry’s
decarbonization efforts and meet the rising global demand foraffordable, reliable and sustainable energy. Our energy businesses
provide powerful, integrated solutions with some of the mostinnovative onshore and offshore wind turbines, most efficientgas turbines, as well as advanced technology to modernize anddigitize electrical grids. We strongly support the Paris Agreement
commitments and other ambitious targets to reduce energy sector
emissions. And we are leading by example. We are making progress to
become carbon neutral in our own operations by 2030 (Scope 1 andScope 2 emissions) and we set a further ambition for GE to be a net
zero company by 2050 for the Scope 3 emissions from the use of our
products. See pages 92-95 for more information on the steps we aretaking.

GE’s products and services are crucial to helping the world decarbonize.
As utilities, power producers, grid operators and policymakers aroundthe world set their own decarbonization goals for the power sector,
GE’s diverse offerings will help them achieve their targets. To that
end, we are helping to reduce emissions today and driving deeper
decarbonization by:• Deploying renewables as fast as possible: We offer one of thebroadest renewable energy portfolios and help grow capacity as
rapidly as possible by continuing to bring down the cost of onshore
and offshore wind energy and leveraging our offerings in battery
storage and hydropower.
• Accelerating emissions reductions with state-of-the-art gas
turbines: We look to the most efficient gas turbine technology—withstrong methane controls on upstream development—as providing
a solid foundation that becomes a force multiplier for building arenewable energy infrastructure and a destination technology forcertain markets in the energy transition.
• Supporting the existing global nuclear fleet: With innovative
digital solutions and technology upgrades, we are increasing carbonfree output while reducing costs.
• Modernizing and digitizing the grid: We modernize the physicalgrid to increase resiliency from the growing threats of more severe
weather and cyber risks, and to integrate more variable generationfrom renewable and increased electricity demand. We also digitize
the grid with AI-enabled software with continuous tuning of gas
turbines to expand performance and lower fuel emissions. In
addition, our software helps utilities and manufacturers to forecast,manage, optimize, and trade renewables and distributed energy
resources coming onto the electric grid.
GE is working with customers and partners to innovate a wide-range of
breakthrough technologies for a lower-carbon future, including hydrogenas a fuel, carbon capture and sequestration systems, superconducting
generators for wind turbines with no rare earth materials, and small
modular nuclear reactors to accelerate the energy transition.

WE CAN ACHIEVE DEEP DECARBONIZATION WHILE STRENGTHENING POWER
WE CAN SUCCEED WITH THESE MUTUALLY ACHIEVABLE GOALSRAPIDLY REDUCE EMISSIONS
Drive energy sector emissions
down as quickly as possible by

INCREASE GRID RESILIENCE
Decarbonizing energy and increasing
grid resilience are mutually achievablethrough physical and digital solutions that

Accelerating renewables tothe fullest, fastest extent

Utilizing gas with methane controls
as a force multiplier for renewables

Enable more renewable deployment
Increase resilience from growing
threats

Innovating hydrogen and carbon capture
to decarbonize gas

Provide near term jobs, economic
opportunity

Developing small modular reactor andother breakthrough technologies

GE 2021 S U S TAIN AB ILIT Y REP O RT | 23

GE’s energy businesses work together toward meeting the world’s energy demand with less carbon intensity over time.
• GE Renewable Energy harnesses the earth’s most abundant resources—the strength of the wind, the heat of the sun and the force of water—delivering electrons to power the world’s biggest economies and the most remote communities. With an innovative spirit and an entrepreneurial
mindset, we engineer energy products, grid solutions and digital services that create industry-leading value for our customers around the world.
• GE Power’s gas, steam, nuclear and power conversion units all work to create products that provide access to sustainable, reliable and affordable
power. To stay competitive and profitable, today’s power generators must have the agility to ramp up and down at short notice to meet everchanging needs, while being just as ready to take advantage of low carbon renewable sources when available.
• GE Digital is entering a new era focused on accelerating customer transformations in energy, aviation, manufacturing and other industries. Digitaltechnologies like software and analytics solutions are essential for accelerating the energy transition. In the power generation sector, software
helps make power production more efficient with Digital Twins and Autonomous Tuning, thereby managing environmental impact. For grid
operators, software helps with forecasting, managing, operating and optimizing electricity on the grid. For manufacturers, software helps reduce
the use of materials and energy in the process of building products.

HALIADE TM -X OFFSHORE WIND TURBINES

CUTTING CARBON PODCAST

GE has invested more than $400 million to develop its offshore
wind turbine. In 2021, our Haliade-X prototype in the Netherlands
started operating at 14 MW. With this new milestone, GE became
the first industry player to operate a turbine at this power output.
Read more

One of the most dynamic and informative conversations taking
place on climate change is GE’s Cutting Carbon podcast whereco-hosts Dr. Jeffrey Goldmeer and Brian Gutknecht talk throughthe factors at play today as well as the journey ahead. The awardwinning podcast sits on the iHeartRadio’s list of top podcasts inthe “climate” category and has reached nearly 60,000 downloads
since its inception.

The ability to produce more power from a single turbine means
fewer turbines need to be installed at each wind farm. The
Haliade-X 14 MW will make its commercial debut at the Dogger
Bank C offshore wind farm, more than 130 kilometers off the North
East coast of England. The Haliade-X is also the only 12+ MW
offshore wind turbine that has been operating for over two years,
giving GE tangible experience operating the turbine in different
conditions at different output levels. Read more
In 2021, GE also received an order from Vineyard Wind to supply
62 Haliade-X turbines for Vineyard Wind 1, the first utility-scale
offshore wind installation in the U.S. Read more

ONSHORE WIND – SIERRA PL ATFORM
GE’s newest onshore wind turbine platform, Sierra, was introduced
in 2022. Designed specifically for the North America region, the3.4MW turbine is based on GE’s bestselling 2MW platform, which
recently surpassed 30GW of installed base globally. The Sierra
platform is the next generation of onshore wind innovation withease of installation and continued reliability. Sierra includes GE’s
revolutionary two-piece blade, designed to improve logistics
and installation. From siting to execution to operations, Sierra isintended to offer customers continued quality and stability, helping
them capture even more wind energy while also improving windfarm economics. Read more

24 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

In 2020, we launched the podcast with our first four seasonsfocusing on climate change and basics of decarbonization*, thepathways to decarbonize gas, complementary technologies
contributing to the energy transition, and how regions around theworld are driving decarbonization.
In June 2022, we launched season five to bring the conversation
on decarbonization “Closer to Home.” With a roster of very
special guests, we highlight GE Aviation’s future of sustainableflight, J.B. Hunt’s focus on decarbonizing long-haul shipping andtrucks, Proterra’s work to electrify commercial fleet vehicles,
National Grid’s fleet electrification roadmap, Johnson Controls’
advancements in building controls and digitization, the United
Nations Environmental Program Office’s (UNEP) insight into therole agriculture plays in climate change, and The National Science
Teaching Association’s perspective on educating and empowering
future generations to confront the energy trilemma. Listen here

HA GAS TURBINE FLEET ACHIEVES ONE MILLIONOPERATING HOURS

AERODERIVATIVES TO SUPPORT CALIFORNIAEMERGENCY POWER NEEDS

GE’s record-setting H-Class heavy duty gas turbine fleet—thefastest growing fleet in its class—secured more than 50 customers
across 20 countries, generated more than 26 GW of power andaccumulated more than 1 million commercial operating hours. Since
the launch of its flagship HA gas turbine in 2014, followed by the firstunit in commercial operation in 2016 with record-setting combined
cycle efficiency, GE’s HA gas turbine has helped power plant
operators manage environmental impact, increase efficiency, retirecoal-fired facilities and integrate greater levels of renewable energy.
GE’s H-Class supports the shift to producing more sustainable
power, including pathways to near zero carbon operations which
include pre-combustion through the use of hydrogen fuels andpost-combustion with carbon capture, utilization and sequestration.
Read moreIn the fall of 2021, four of GE’s TM2500 aeroderivative gas turbines
were ordered, delivered, installed and commissioned in only 42days by the State of California’s Department of Water Resources(DWR)—the government body responsible for managing the state’s
water supply—Kiewit Power Constructors Co. and GE. The turbines
are now providing up to 120 MW of peak power at California’s
Roseville and Yuba City Power Plants. Engineered with flexibility at
the forefront, GE’s TM2500s are able to start and ramp up quickly injust minutes and supplement renewable generation to enhance thereliability and sustainability of California’s electricity system during
periods of peak demand or grid volatility. Read more

TRANSFORMING ENEL GPG’S APPROACH TO ASSETMANAGEMENTONSHORE WIND IN VIETNAM

Enel’s Global Power Generation (GPG) business avoided ~ 750 GWh
and €3 million in unscheduled downtime ($3.6 million) using GE
Digital's Asset Performance Management (APM) across 14 sites,
20 power islands and almost 400 assets. Today, the Enel GPG teamcan identify anomalies before they become alarms, leveraging
real-time data and advanced analytics to optimize operations.
Building on the success of the APM deployment, Enel GPG plansto roll out APM Strategy on two more power generating assets in
Italy. By balancing risk, production goals and resource investment,
APM Strategy will allow Enel GPG to focus costs on the most criticalassets—reducing maintenance and inventory costs, increasing
availability and reliability, and moving away from reactive
maintenance practices to a proactive approach. Read more

In 2021, GE was awarded a contract by Ocean Renewable Energy
Joint Stock Company to supply 15 of GE’s 4 MW-137 wind turbines
for the Cau Dat Wind Farm, the first wind farm in the Lâm Đồng
Province in Vietnam. Read more
This was followed by a second contract by the Vietnam Join-Stock
Construction Electricity Corporation to supply eight of GE’s 3.8-137
wind turbines to support construction of the Thuan Nhien Phongwind farm in Binh Thuan province in the south-central coastal
region of Vietnam.
GE is a long-term partner in supporting Vietnam’s energy transition
by bringing its innovative technology to support the country in its
efforts to power households with sustainable energy. GE Vietnam
has more than 1,600 employees in Vietnam and is the only windturbine original equipment manufacturer with a manufacturing
footprint in the country. Read more

GE 2021 S U S TAIN AB ILIT Y REP O RT | 25

MODERNIZING AND DIGITIZING THE GRID
In most countries, the electrical grid is one of the key bottlenecks to the energy transition, which is why GE Digital, GE Grid Solutions and GE Power
Conversion are focused on providing its customers with the with the hardware, software and services needed to deliver affordable, sustainable andreliable electricity to consumers around the world.
To meet decarbonization goals, the electrical grid needs to be reliable, flexible, visible and able to accommodate and orchestrate more renewable energy:
Reliable: GE provides both the physical upgrades and digital software
needed to help keep the lights on. By replacing or upgrading dated
substations with GE Grid Solution’s modern and reliable infrastructure,
grid operators can unlock valuable data giving them greater situationalawareness and actionable intelligence. GE’s digital energy software
helps utilities safely and reliably deliver power, run everyday operations,manage disruptions and severe weather events, orchestrate
renewables and facilitate grid economics. Our Visual Intelligencesolution mitigates threats and strengthens the grid with AI-based
vegetation and asset inspection programs to help prevent outages.

Flexible: As electricity demand increases and more renewable energy
comes online, voltage on the grid can fluctuate which can impact
power quality and power transfer capability. New transformers,
with greater flexibility in impedance, will be required. GE provides
solutions that offer grid operators the ability to provide reactive
power support, enhance controllability, improve stability and increase
power transfer capabilities of alternating current transmission
systems. GE also provides software that balances the physical gridinvestments with non-wires alternatives to enable utilities to optimize
capital expenditures.

Visible: GE enables customers to accurately see their physical network
digitally through purpose-build asset management solutions. Our
software supports a fully connected, phase aware network model thatis the solid foundation utilities need to support their grid modernization
efforts. Network Digital Twins help operators model their entire
network to better operate, analyze and optimize how the grid responds
to the impact of increasingly extreme weather, aging infrastructure andthe growing use of renewable energy on the grid.

Accommodate and orchestrate more renewable energy: Ensuring
the grid remains efficient and reliable, as more renewable energy comes
online, is a priority. GE’s Advanced Distribution Management Solutions(ADMS) enable the safe and secure management and orchestrationof the electricity distribution grid, efficiently analyzing and leveraging
renewable energy to meet demand. Real-time control software canplan, connect and control traditional, renewable and distributed energy(DER) resources to balance demand and supply of electrons across thetransmission and distribution energy network. Our High Voltage Direct
Current (HVDC) technology also allows utilities to move renewableenergy farther distances to improve network performance.

WORLD’S FIRST FLEXIBLE L ARGE POWER
TRANSFORMER INSTALLED IN THE U.S.

HVDC’S ROLE IN CONNECTING RENEWABLE
ENERGY TO THE GRID

GE, Prolec GE and Cooperative Energy have developed andinstalled the world’s first flexible large power transformer at
Cooperative Energy’s substation in Columbia, Mississippi. The
transformer, which began field validation in 2021, will improvegrid resiliency by offering more flexibility for fault management,
frequency and voltage regulation through an online adjustable
impedance. Read more

GE’s Grid Solutions and Sembcorp Marine have been awarded a fullcontract to supply a state-of-the-art High Voltage Direct Current(HVDC) transmission system for Sofia, one of the world’s largest
offshore wind farm projects. GE’s HVDC offshore converter station
will be the most powerful ever built and will be installed 220
kilometers from shore, which will also make it the most remote.
Once operational, Sofia, located off the coast of the North Eastof England, will be able to generate enough wind energy to meetthe electricity needs of almost 1.2 million average U.K. homes.
Photo from Dolwin, Germany project.
Read more

26 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORTINCREASING RENEWABLES GROW TH FOR THE UK GRIDEQUIPPING PUMP STORAGE POWER PL ANTGE Power Conversion and Statkraft are working together todecarbonize the UK energy sector. To help deliver this innovative
and world leading approach to managing grid stability, Statkraft’s
site in Keith, Moray will utilize GE’s Rotating Stabilizer technology,
which provides the same stability services as traditional thermal
plant generation, but without CO2 emissions during operations. As
a result, fossil fuel powered generation does not need to run, whichallows more renewable generation to operate, providing secure
electrical power at a lower cost to consumers. Read more

In 2021, GE Power Conversion announced that it will equip thefully fed pump storage power plant Reißeck II+ of VERBUND.
Reißeck II+ will be an underground cavern power plant and an
efficient extension to the Reißeck II pump storage power plant,
which started operating in 2016. The unique technology GE Power
Conversion is providing for this location will be used to generate
renewable energy for thousands of homes. Read more

BAHRAIN ELECTRICIT Y & WATER AUTHORIT YGE DIGITAL ACQUIRES OPUS ONE SOLUTIONS TOADVANCE THE ENERGY TRANSITION

Using GE Digital’s Grid Software (ADMS, AEMS, WAMS andWater Transmission & Water Distribution Management), Bahrain
Electricity & Water Authority will modernize the Kingdom of
Bahrain’s electricity and water networks and optimize service
for 740,000 electricity and water customers. It will be installed ina state-of-the-art control center that will digitize operations forincreased efficiency and operations redundancy. Read more

In 2021, GE Digital entered into an agreement to acquire Opus
One Solutions Energy Corporation, a software company that helps
electric utilities optimize energy planning, operations and market
management. Opus One’s renewable energy planning capabilities,
combined with GE Digital’s network management and optimization
portfolio, will help utilities make decisions about how to integrate
renewables and distributed energy resources at scale across theelectrical grid. Read more

GE 2021 S U S TAIN AB ILIT Y REP O RT | 27

Innovating breakthrough technologies

2X1 Natural Gas Combined Cycle Plant configured
with post-combustion Carbon Capture Plant.
Integrated solvent capture system design enables
thermal cycle optimization and plant flexibility.

GE has one of the most important roles to play in delivering thetechnology the world needs to make progress today to reducegreenhouse gas emissions while simultaneously innovating
breakthrough technologies to succeed in the energy transition. The
achievement of deep decarbonization goals over the coming decades islikely to depend in part on technologies which are still being developed
and have yet to be deployed or widely adopted. Together with ourpartners, we are working on hydrogen as a fuel, carbon captureand sequestration, superconducting generators for wind turbineswith no rare earth materials, advanced nuclear power and additive
manufacturing. GE’s history of innovation has prepared us to support
the global energy transition in ways that are as equitable as they
are efficient.

GE’S HYDROGEN TRACK RECORD

100+ units

running on hydrogen fuel blends3

Pathway toward100%

hydrogen capacity by theend of the decade

8M+

operating hours

30 yearsof hydrogen experience

DECARBONIZING GAS TURBINES THROUGH
HYDROGEN AND CARBON CAPTURE AND
SEQUESTRATION
GE is investing today in innovation to decarbonize gas turbines in the
future. Decarbonizing a gas turbine requires the supply of a low carbon
fuel (e.g., hydrogen) and/or the capturing of carbon from the exhaust fortransport offsite. GE is investing in both decarbonization pathways toensure we have multiple solutions for our customers and the world tofulfill carbon reduction commitments.
Our HA turbines can already work with up to 50% hydrogen/natural
gas mix. We have more than 100 gas turbines worldwide usinghydrogen and associated fuels for power generation with about 8
million operating hours in aggregate. Work is underway to extend
the capability to 100% hydrogen in these machines by the end of thedecade. There is significant and growing interest in hydrogen as a
substitute for fossil fuels, driven by decarbonization goals. Renewableenergy, such as low-cost wind power, will play a major role in the
supply of green hydrogen which could ultimately rival renewableenergy demand for power applications. Our Renewable Energy
business has the hybrid optimization capabilities and wind power
domain expertise needed to tailor power output and ensure efficientutilization of the electrolyzer assets, playing a key role in this significant
emerging market.

3

Long Ridge Energy Terminal and GE Gas Power have announced a
successful first step to transition the HA-powered facility to carbonfree hydrogen with multiple successful hydrogen demonstration
tests in 2022.

In addition, GE is in close collaboration with multiple strategic partners
on the development and execution of a gas turbine carbon captureand sequestration system. GE is currently working on multiple studies
to optimize the integration of these existing technologies focusing on
affordability, reliability and flexibility, and a small footprint to deliver
this critical technology to the market.

GE H2 statistics as of September, 2021 – inclusive of both heavy-duty and aeroderivative gas turbines.

28 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORTADVANCED NUCLEAR

SUPERCONDUCTING GENERATORSADVANCED NUCLEAR TECHNOLOGIESPROVIDE CARBON-FREE ELECTRICIT Y
GENERATIONWORLD’S MOST POWERFUL OFFSHORETURBINE WITH SUPERCONDUCTING
GENERATOR TECHNOLOGY

Nuclear power is critical to decarbonizing the energy sector andachieving net zero carbon emission goals of the Paris Agreement.
We are investing in advanced nuclear technologies like GE Hitachi’s
BWRX-300 small modular reactor (SMR) and Natrium™ to provide
carbon-free, flexible, dispatchable electricity generation.

To enhance the prospects of offshore wind, GE is partnering with the
U.S. Department of Energy on a $20 million project to develop theworld’s most powerful offshore wind turbine utilizing superconducting
generator technology. Leveraging more than 40 years of Intellectual
Property and application experience scaling superconducting magnets
to improve GE’s magnetic resonance imaging scanners in healthcare,
GE is developing a superconducting generator for offshore wind thatwill deliver 25% or more renewable electrons, while driving a 9%
reduction in the Levelized Cost of Energy (LCOE). This design will also
improve supply chain efficiency by eliminating the need for rare earth
elements that are used in generator designs today. The GE researchteam is working to demonstrate a full-scale prototype sometime in thenext 5 years. Read more

The BWRX-300 SMR is a key pillar of GE’s energy transition leadership.
The BWRX-300 produces no carbon during operation and has
been designed to achieve construction and operating costs thatare substantially lower than traditional nuclear power generation
technologies. Moreover, SMRs are 10% the size and complexity of alarge nuclear project, offering a smaller physical footprint and ability to
be sited in more locations. The BWRX-300 can be constructed in 24-36
months utilizing modular and open-top construction techniques provenin Japan. A single SMR has the capability to power approximately
300,000 homes with a power plant footprint that’s smaller than thesize of a U.S. football field. Initial deployments are planned in Canada
as soon as 2028 and Poland in early 2030s, and we are exploring
opportunities with the Tennessee Valley Authority (TVA).
In partnership with TerraPower, GE Hitachi is also developing Natrium,a cost-competitive, sodium fast reactor coupled with a molten saltbased integrated energy storage system. This innovative addition
allows a Natrium plant to integrate seamlessly with renewable
resources and could lead to faster, more cost-effective decarbonizationof electricity generation. Kemmerer, Wyoming, was selected as
the preferred site for the Natrium reactor demonstration project.
Read more

GE 2021 S U S TAIN AB ILIT Y REP O RT | 29

ADDITIVE MANUFACTURING AIMS TO ACCELERATE THE
PRODUCTION OF GE’S HALIADE-X
In partnership with Fraunhofer IGCV and voxeljet AG, GE isdeveloping the world’s largest 3D printer for offshore windapplications to streamline the production of key components ofthe Haliade-X turbine. Additive manufacturing provides flexibility
to produce large turbine components near offshore wind projects,
lowering transportation costs and bringing environmental benefits.
Read more

CARBON CAPTURE, UTILIZATION AND STORAGE(CCUS) PROVIDE PATHWAY TO LOWERING CARBON
EMISSIONS FROM POWER GENERATION
In collaboration with Southern Company, Linde, BASF and Kiewit,
GE Gas Power will complete a front-end engineering design (FEED)
study targeting a 95% reduction of carbon emissions compared to
traditional gas power generation.
The GE-led carbon capture technology integration project will
receive $5.7 million from the U.S. Department of Energy’s (DOE)with a goal of commercial deployment by 2030. Read more

CREATING AUSTRALIA’S FIRST POWER PL ANT TO BURNA HYDROGEN AND NATURAL GAS BLENDBWRX-300 A KEY PILL AR OF GE’S ENERGY TRANSITIONLEADERSHIP

GE’s gas turbine technology will power Australia’s first dual-fuelcapable natural gas/hydrogen power plant at the Tallawarra B
Power Station in New South Wales. The project aims to accelerate
the energy transition in Australia using gas that can be further
decarbonized by using hydrogen and hydrogen-blended fuels.
Customer EnergyAustralia will use GE’s 9F.05 gas turbine for the
project, which will be the first large-scale, gas-powered plant to bebuilt in New South Wales (NSW) in more than 12 years. Read more

In 2021 GE Hitachi (GEH) was selected by Ontario Power
Generation (OPG) as technical partner for the Darlington New
Nuclear Project. GEH is working with OPG to deploy a BWRX300 small modular reactor at the Darlington site that could becompleted as early as 2028.
Read more

EFFECTIVE INERTIA METERING & FORECASTING FOR
GREAT BRITAIN’S ELECTRICIT Y NET WORKGE’S G³ SUPPORTS GROUPE E’S MOVE AWAY FROM SF6
WHILE REDUCING GREENHOUSE GAS EMISSIONSNational Grid Electricity System Operator (ESO) has deployed GE
Digital’s ground-breaking Effective Inertia Metering & Forecasting
solution in production across Great Britain’s electricity network.
Inertia is a critical factor as it keeps a grid running when agenerator suddenly disconnects, buying time for other generators
to ramp up. Since inertia can be expensive and carbon intensive,
operators need to be confident they’ve got enough whileconsidering the cost to billpayers and emissions. GE Digital’s
machine learning-based Inertia Forecasting informs short-term
operational decisions and long-term investment assessments.
Learn more

In 2019, Groupe E, a major power utility in Switzerland, contracted
GE for the delivery of seven GL312g g³ live tank circuit breakers forthe renovation of their Planchamps substation in the Neuchâtel
region. In line with their sustainability targets, Groupe E is oneof the first power distribution operators in Europe to selectGE’s GL312g circuit breakers using g³ insulating and switchinggas instead of SF6. g³ gas-insulating and switching technology
allows GE to build high-voltage equipment with the same highperformance and compact size as traditional SF6 products but witha CO₂e impact reduced by 99%. g³ also has a significantly improved
life cycle assessment (LCA) compared with SF6 products and otheralternatives. Learn more

30 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORTOur collaborations
GE has a long history of working collaboratively across the energy industry to achieve real and long-standing positive outcomes for our customers,
the industries we serve and our planet. We are prioritizing partnerships across all our stakeholders—customers, investors, governments, NGOs andour competitors—to ensure the necessary progress is accomplished for sustainability across the energy ecosystem.

GE JOINS DECARBONIZATION ALLIANCE
GE announced in February 2022 that the company has joined a
new alliance—along with EQT Corporation, Equinor, GE Gas Power,
Marathon Petroleum (including its affiliate MPLX), Mitsubishi
Power, Shell Polymers and U. S. Steel—that will play an importantleadership role in decarbonizing the industrial base in the Northern
Appalachian Region of the United States. The alliance will work todevelop a shared vision for a low carbon and hydrogen industrial
hub in Ohio, West Virginia and Pennsylvania, and represents a
broader decarbonization partnership model that GE is actively
pursuing to support energy transition efforts. Learn more
RECYCL ABLE WIND TURBINE BL ADESThe ZEBRA (Zero wastE Blade ReseArch) consortium, led by French
research center IRT Jules Verne and other industrial companies,
including LM Wind Power, a GE Renewable Energy business, isdeveloping a 100% recyclable wind turbine blade, supporting
the industry’s transition to a circular economy. As part of the
project, LM Wind Power has designed and built the world’s largest
thermoplastic blade at its Ponferrada plant in Spain. This milestone
was achieved after a year of material development and testing,backed by sub-component level process trials by the consortium
partners. In addition to material testing and process trials, thecompanies have also made progress on developing and optimizing
the manufacturing process by using automation to reduce energy
consumption and waste from production. Learn more

GE JOINS PRINCE TON UNIVERSIT Y CLEAN ENERGYTECHNOLOGY CONSORTIUM
Applying academic research to help accelerate low-carbon
innovation, Princeton University’s Zero-Carbon Energy Systems
Research and Optimization Laboratory (ZERO Lab) created a new
coalition, bringing together corporations and researchers focusedon scalable clean energy technologies. With founding members
GE, Google, and ClearPath, the consortium will support ongoing
research such as long-duration energy storage, flexible geothermalenergy systems, carbon capture and sequestration, and commercial
fusion power plants. Learn more
SUPPORTING THE CRITICAL NEED TO MODERNIZE THE
ELEC TRICIT Y SYSTEM
GE is a member of the GridWise Alliance, which represents thebroad and diverse stakeholders that design, build and operate theelectric grid in the United States. Since 2003, the GridWise Alliancehas been at the forefront of educating key industry stakeholders
on the critical need to modernize the national electricity system.
In April 2021, the GridWise Alliance announced the formationof a 30-member Grid Infrastructure Advisory Council (GIAC),
including GE Digital, American Electric Power (AEP), Exelon Utilities,
Natural Resources Defense Council (NRDC), among others. The
GIAC and GridWise Alliance work collaboratively with the current
administration to define areas where investment in the electric
grid would be most beneficial to the economy and the communities
most in need. Learn more

GE 2021 S U S TAIN AB ILIT Y REP O RT | 31

Our global impact on the energy transition
GE believes that access to reliable, affordable and sustainable energy is essential for all people globally. As the demand for energy
grows, GE is committed to pursuing technological innovations to support decarbonization and increased reliability and accessibility.
Over time, the carbon emissions per unit of power provided from GE’s power generation portfolio has decreased. We are also actively
working with governments to help countries achieve their climate goals, which we do through a combination of renewable and gas-based
projects. Through this experience, we know there is no one-size-fits-all solution for the world. Here are some of the ways we are driving
decarbonization around the globe through solutions tailored for diverse environments.

BRAZIL

SOUTH KOREA

GE is supporting Brazil’s energy transition and our technology helps
power approximately 30% of the energy produced in the country.
Powered by three of GE’s 7HA.02 gas turbines, the Port of Sergipe
I Complex provided uninterrupted electricity during the seasonaldrought in 2021 and will continue to help Brazil's electrical grid
respond to changes in demand and weather. Learn more

Since its official launch in Korea in 1976, GE has strived to achieve
shared growth with Korean companies in both local and global markets
by cooperating in core infrastructure sectors. In 2022, Anyang District
Heating Plant, powered by GE’s 7HA.02 gas turbine technology, added
approximately 500 MW to the national grid, the equivalent needed
to power approximately 500,000 South Korean homes, as well as
steam for district heating for over 180,000 citizens of Anyang City. The
combined Heat and Power project allows South Korea to generate lesscarbon emissions per unit of fuel used at the plant and supports thetransition to a lower carbon future in the country. Learn more

GE’s Grid Solutions business also commissioned the first
digital substation in the public power grid connected to Brazil’s
National Interconnected System. Located in São Paulo, the digital
substation ensures greater reliability and efficiency for the Braziliantransmission system. Learn more
In 2021, GE signed a contract to provide full operation andmaintenance for the Igarapava Hydroelectric Power Plant,
located along the borders of Minas Gerais and São Paulo. The fivehydroelectric generating units provide 210 MW of installed capacity,
sufficient to meet the demand for electricity of 225,000 people.
Learn more

EGYPT
Today GE-built technologies can deliver up to 17.5 gigawatts ofelectricity to the national grid. As part of a coalition of energy
transition leaders, GE signed a Memorandum of Understanding in
2021 with the Egyptian Ministry of Petroleum and Mineral Resources
to provide construction, technology and financing expertise for the
new initiative. GE will bring software solutions to the coalition ofpartners to support decarbonization of select downstream facilities
in Egypt, aligning plans with the country’s leadership of the COP27,
UN Climate Change Conference 2022. Learn more

UNITED KINGDOMGE’s footprint in the U.K. consists of ~40,000 MW of power and we are
uniquely positioned to support the country's net zero Ten Point Plan. The U.K.
is building the world’s largest offshore wind farm in three phases—Dogger
Bank A, B and C—more than 130 kilometers off the North East coast of
England. GE will provide 190 Haliade-X 13 MW turbines for Dogger Bank A
and B, and 87 Haliade-X 14 MW turbines for Dogger Bank C. Learn more
The third phase reached financial close at the end of 2021. Whencomplete, the wind farm will be capable of producing 3.6 GW of electricity,
enough to power 6 million homes. Learn more

SWEDEN
GE is contributing to Sweden's energy transition with more than
430 turbines installed and 1.6 GW of operating capacity in the country.
We are supporting the single largest European wind farm, Önusberget,with 137 Cypress wind turbines, which will generate 753 MW ofrenewable energy. Learn more
GE has been awarded a contract for Sweden’s first SF6 free gas-insulated
switchgear, which will be installed at a substation in Tumba. The switchgear
will feature GE’s industry-leading g3 gas, a game-changing alternative toSF6—one of the world’s most potent greenhouse gases. Learn more

32 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORTGE Power and Renewable Energy's
actions toward its 2050 Scope 3 net zeroambitionIn the preceding five pages, GE Power and Renewable Energy identify
the technology they are delivering today and GE’s investments for the
breakthrough technologies of tomorrow. As these pages show, GE’s
investments toward decarbonization technologies are uniquely diverse.
GE is innovating these technologies both for our customers and forthe planet as we work to play a leadership role in the power sector,
meeting its 2050 net zero goals.
In 2021, GE announced an ambition to be a net zero company for its soldproducts by 2050, which is the most impactful and relevant emissions
category given the nature of our businesses. Working with external
advisors and experts over the course of 2021, we further refined our
focus to power turbines and aircraft engines, which account for the
majority of GE’s greenhouse gas emissions across all reporting scopes.
By focusing on the key levers we have as a company to impact theenergy transition, we will more effectively deliver the type of technology
innovations and breakthroughs our power customers are relying on toachieve their own net zero ambitions.
In working to lead the development of technology for the power sector,
we are informed by the role of our power business for sustainable
development and broader industry trends. Addressing the urgent needto decarbonize the global energy system is at the same time a hugechallenge and opportunity. Energy is the lifeblood of safer, longer lives,
economic growth and human prosperity. The International Energy Agency(IEA) projects that the global population will grow by approximately 2billion people by 2050. Yet even today, 750 million people globally do nothave access to affordable, reliable, and sustainable energy.
GE is proud to play a critical role in providing reliable, sustainable,
and affordable energy globally, a core United Nations Sustainable
Development Goal. As described on the pages above, GE’s equipment
powers one third of the world’s electricity, and 90 percent of theworld’s power transmission utilities use GE technology. With diversified
technology in the renewable power, conventional power, and gridbusinesses, GE is committed to achieving the goal of decarbonizing theenergy sector globally while growing access and resiliency to reliable,
sustainable, and affordable electricity. These efforts collectively
advance progress toward SDG 7 (affordable and clean energy), SDG 11(sustainable cities and communities) and SDG 13 (climate action).
The IEA forecasts that global energy consumption will grow by 50%
between a 2018 baseline and 2050. Energy generation contributes
around 25% of global CO2 emissions and this will need to be drasticallyreduced in order to hit the global target of net zero emissions by 2050.
With this challenge becoming clear, global regulators and industry
experts are now starting to paint a picture of what the future energy
mix will need to look like with fossil fuels, and in particular, natural
gas still needing to play a role to support the transition, alongside ahuge growth in the clean energy and renewables sector as well as
decarbonization technologies. In its 2021 Energy Outlook, the IEA calls

Steve Brown inspects
GE’s 7HA highefficiency air-cooled
gas turbine inGreenville, SC, USA.

for “action in four key areas over the next decade that are essential
to keep the door to a 1.5 °C stabilization open: a massive push forclean electrification; a renewed focus on realizing the full potential ofenergy efficiency; concerted efforts to prevent leaks from fossil fueloperations; and a boost to clean energy innovation.”
As GE technology helps power one-third of global electricity, we
can make a major contribution to the energy transition ahead. Our
technologies are contributing to many of the efforts that have driven
the decarbonization of energy to date, and they are crucial to reducing
the sectors’ carbon intensity that is needed in the short term, as we
invest in and build the longer term mix of low carbon energy, clean fuels
and renewable electricity needed for the net zero future.

OUR NET ZERO PRINCIPLESAs one of the world’s leading companies in the energy sector, we knowthat the challenge is complex and we have to be nimble and committed
as a company and with our partners to innovate the technology
to succeed over the years and decades to come. We have several
principles that are guiding our approach to our net zero ambitions:• Credibility: Knowing this path will take decades, we prioritize
credibility first and foremost with our stakeholders to share what
we objectively know and don’t know. This also means as we getbetter and more credible information, we will share that with our
stakeholders.
• Continuous learning: Our analysis below is based on how we see
things today. We are committed to continuous learning to enable
more insights and opportunities to make a difference, and we expect
to make progress over time.
• Collaboration: We know no one company can solve theseissues alone. With GE’s spirit of humility, we welcome continued
collaborations with our customers, investors, regulators, and peers
to achieve success toward our goals. We summarize several of thesekey collaborations on page 31.
• Commitment to innovation and technology: Simply stated,
GE’s role in the sector’s path toward net zero is to deliver state of
the art technology today to make progress while innovating the
breakthrough technologies for tomorrow. Below, we synthesize
the previous 11 pages regarding how we see various technologies
contributing toward this pathway.
Applying these principles, we consider three pathways toward the net
zero ambition:

Actions pre-2020

Building on substantial contributions
from past action. Our efforts toward
decarbonization began well before 2021.
GE has long innovated its products to drive
efficiencies and reduce CO2 emissions bydelivering state of the art products. Our pastefforts since 2010 lay a strong foundation forthe progress forward.

2020-2030

Driving continued progress this decade.
We are prioritizing the 2020s as a decadeof action, with a focus on innovating thetechnology solutions needed to achieve net
zero emissions in 2050. This will take several
forms, including advancing technology
with the potential to further reduce carbon
emissions and carbon intensity in this decadeand beyond.

2030-2050

Innovating for the future. While we are
optimistic about the role of GE’s technologies
to make progress through 2030, we know
they will not be enough to achieve 2050 net
zero ambitions. We are investing today toinnovate the next generation of breakthroughtechnologies to achieve the step changes thatwill be needed for the power sectors.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 33

1. BUILDING ON SUBSTANTIAL
CONTRIBUTIONS FROM PAST ACTION
GE’s power technology has made substantial contributions to global
decarbonization efforts for many years. For example, over the past decade, while
global coal generation across the industry grew by 6% (2010 2021), estimatedgeneration from GE’s installed base of coal plants declined by 44% (2010 2021),
fueled by retirements and coal-to-gas switching. Estimated generation fromGE’s gas installed base grew by 17% during this period. With less than half of the
carbon emissions of a comparably sized coal plant and the operating flexibility toaccommodate variable renewable generation, gas played a vital role contributing
to the reduction in carbon emissions without sacrificing grid resilience. During
this same period, there was a 16% increase in estimated generation from GE’s
installed low-carbon power generation technologies (wind, hydro, nuclear).
The net of these changes resulted in an estimated reduction in carbon intensity ofthe total GE installed base by 22% over this time period.
Over the past decade and a half, coal-to-gas switching has done more todecarbonize the U.S. power sector than any other technology. At the same time,
GE has accumulated more than 1.3 million operating hours on its World Record
Efficiency H-class gas turbines (with nearly one-third the carbon emissions of acoal plant). Advanced gas path upgrades deployed to GE’s existing F-class fleet
over the past three years reduced roughly 2 million tons of CO2 emissions.
Gas plants play a vital role balancing variable renewables with dispatchable
flexible power, preserving system resilience. Converting to hydrogenfuel reduces carbon emissions and GE leads the industry in hydrogen andhydrogen-like combustion experience (8 million hours across 100+ units).

ESTIMATED CARBON INTENSIT Y OF GE POWER &RENE WABLES INSTALLED BASE
Grams CO2/kWh (gross, installed base, relative)

447

400

350

300

100
0

2010

Net emissions million metrictons CO2(net, new units, absolute)

20 19 2 02 1
506
477

20 30
TA R G E T~300-400(-20-45%)

This follows Greenhouse Gas protocol, Scope 3 use of soldproducts, category 11 methodology.

3. INNOVATING FOR THE FUTURE
Looking to and beyond 2030, GE is investing today in the breakthroughtechnologies that we believe will be critical to achieve net zero 2050
goals. As described above, GE continues to invest in technology to support
the energy transition toward lower greenhouse gas emissions without
sacrificing the required grid resilience that consumers demand. Continued
growth in renewables will play a major role, while the world will also require
decarbonized dispatchable and flexible plants and hybrid/storage solutions
to address variability of renewables.

SMALL MODUL AR NUCLEAR REAC TORS
GE is committed to developing and launching its first small modular reactor
technology, the BWRX-300 with plans to be operational by 2028. See page 29.
This technology will be available in small scalable blocks, that use modularity
and simplicity of design to take significant cost and cycle time out.

HYDROGENGE leads in hydrogen combustion experience and capability today and willcontinue to expand capability for increasing blends with a goal of a 100%hydrogen-capable (and hence zero-carbon power generation) productportfolio across its catalog by 2030 (see pages 46).

22%

200

Estimated lifetime net emissions from new gas turbine andsteam turbine products sold million metric tons CO2.

2021

2. DRIVING CONTINUED PROGRESS THIS DECADEAs described above, GE has a two-fold goal for the energy sector: (1) todecarbonize the energy sector globally through a combination of renewableenergy, gas power, and grid modernization while (2) growing resilient accessto reliable, sustainable, and affordable energy for everyone. This challenge
takes on greater significance knowing the power sector will be a key enabler
for decarbonizing other economic sectors (e.g., transportation, buildings). GE
Power’s 2021 Scope 3 emissions from its power turbines are estimated on
the accompanying chart.
In this decade, GE will focus on reducing Scope 3 emissions in several ways.
GE’s coal exit and wind growth are key near-term influencers toward
lowered Scope 3 emissions. Over the decade, greater deployment of gas plantpre-combustion decarbonization technologies (hydrogen or renewable
natural gas blending) and post-combustion carbon capture technologies(including retrofits of existing plants) could also support progress. Our
projected timeline for the deployment of technologies this decade is shown on
the accompanying chart and the ways we are supporting these technologies
are described above in the Sustainability Report.
GE will continue its investments in onshore and offshore wind to improve
capacity factors and to expand manufacturing capacity to support robust
demand growth for renewables. The Haliade X, the world’s largest offshore
turbine in operation, is designed for growth from its current 14MW/220m
rotor to as much as 17MW/250m rotor, resulting in a 7% capacity factor
improvement. GE’s newest onshore wind turbine platform, Sierra, wasintroduced in 2022. Designed specifically for the North America region, the3.4MW turbine is based on GE’s bestselling 2MW platform, which recently
surpassed 30GW of installed base globally. Investments in Grid hardware
and software will also enable higher renewable penetrations without
sacrificing required resilience and grid stability. GE is continuing investmentsin the grid of the future to orchestrate variability of renewable resource,
address bi-directional flow of electricity from distributed resources, augment
traditional forms of system inertia, and enable controllable loads such as EV
charging or heat pumps to balance supply and demand. These investments
will increase the potential for higher penetration of renewables on the gridand improve the carbon intensity of the power sector.

34 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

CARBON CAPTURE
We also see a need for carbon capture technology to be deployed across
new and existing gas plants. GE is participating today in multiple feedstudies to integrate carbon capture technology into a flexible gas combined
cycle plant. There are significant capital costs, operating costs, and physicalspace reductions under development with the potential to improve carbon
capture deployment economics. In parallel, GE will continue active advocacy
efforts with policy makers to ensure sensible regulations and enabling
incentives are prioritized. GE anticipates to be actively constructing its first
integrated carbon capture combined cycle system by 2025.

As these pages show, GE believes a diverse suite of technologies
and innovation will be key to decarbonizing the energy sector
while growing resiliency. Our investments include renewableenergy in the onshore and offshore wind sectors and gridmodernization technology, all of which will contribute to net
zero. Our Scope 3 focus is on reducing fossil fuel emissions
through coal-to-gas switching and decarbonizing gas turbines
pre combustion with hydrogen and post combustion withcarbon capture.
Pathway to Low or Near-Zero Carbon with Gas Turbines
Carbon Emissions Intensity (g/kWh)500

USE OF SOLD PRODUCTS

REDUCESEMISSIONS BY...
45%~1,000CAPABLE TODAYRETROFITTABLE IN THE FUTURE
60%

COAL

GAS

GlobalAverage

GlobalAverage

69%

97%

HA
Combined
Cycle

100%

HA Combined HA with
HA
Cycle with 100% H2
Combined
Cycle with 95% Carbon
Capture50% H2

I ND I CATI VE
T I MI NG

S T R AT EG I C G OALBAS I S FOR I N DI CAT I VE T I M I N G

Post-combustion carbon
capture (pages 28, 30)

Gas plant integrated
capture projects underconstruction2025

GE actively engaged in multiple feed studies for carbon capture projects
in Europe and North America with construction to commence by 2025

Small modular nuclear
reactors (pages 29-30)

First X-300 operational

2028

GE’s fleet leader for Ontario Power Generation working towardcommencement operation in 2028

Hydrogen gas‑turbines(page 28)

100% H2-capable
catalog

2030

GE currently has 100% H2-capability across some of its gas turbine
offerings and is expanding capability with industry-leading efficient HA
gas turbines to 100% by 2030 to meet customer needs to future-proof
investments as hydrogen becomes available.

GE POWER AND RENEWABLE ENERGY: PATH TO NET ZERO BY 2050
Actions pre-2020

Building on substantial contributions
from past action.

2020-2030

Driving continued progress this decade.

2030-2050

Innovating for the future.
CONTRIBUTING FACTORS
Coal-to-gas switching with morethan 50% fewer carbon emissions

Coal exit (new build)

Onshore wind growth and capacity
factor improvement (rotor
diameter, height)

Offshore and onshore wind growth& capacity factor improvement

Hydro/Nuclear build and repowering

Hydrogen or renewable natural
gas blending

World record gas combined cycle
plant efficiencies

Flexibility retrofits of existing
plants to reduce emissions whilebalancing variable renewables

Advanced gas path upgrades
reducing carbon emissions frominstalled gas turbines

Post-combustion carbon capture
improvements in cost, space &operating expense
Small modular nuclear reactors
100% hydrogen gas-turbine
capability across portfolio

LM6000 Hybrid EGT integrates
battery storage with gas turbine,
enabling contingency (spinning)reserve without fuel burn andemissions demand events
Advanced transmission anddistribution hardware/software to
move renewables and ensure system
resilience
RESEARCH & DEVELOPMENTTESTINGCOMMERCIALIZATIONBREAKTHROUGH TECHNOLOGIES TIMELINEIMPACTS13% 
GE installed base growth during
2010-2021

16%

Target20-45%


reduction in carbon emissions relative
to 2019 levels 
increase in renewables andzero‑carbon power generation
technologies (2010-2021)

GE will focus, working with other industry
participants, on bringing into service
breakthrough technologies by the early2030s to help achieve absolute emission
reductions for the power sector’s path tonet zero22% 
reduction in carbon intensity of the
GE installed base (2010-2021)
Building on substantial contributions
from past action.
Driving continued progress this decade.
Actions pre-2020

Innovating for the future.
2020-2030
2030-2050

GE 2021 S U S TAIN AB ILIT Y REP O RT | 35

ADVANCING PRECISION HEALTH

Integrated, efficient and highly personalized care
I’m proud that for more than a century, we at GE Healthcare have been working
to deliver products and solutions that build a healthier world.
Our purpose of improving lives in the moments that matter is manifested
in our impact on patient and clinician outcomes around the world throughinnovative technology. We promote a fair and equitable workplace withunyielding integrity. I’m excited about how we’ve advanced standards of
excellence through our commitments to extend the lives of our products andreduce energy use in our supply chains and production sites.
But with the growing threat of climate change, systemic inequality and global
health disparities, we recognize that fulfilling our purpose, and following
through on our ESG commitments, has never been more essential.
We know that we can do more. We want to enable earlier, better andfaster diagnosis and treatment for more people in need, while reducing
or eliminating our impact on the environment.
Key to achieving that aim will be improving access to healthcare
globally, especially to the half of the world’s population that isunderserved and cannot access essential health services. Of all
new cancer cases in the world, a majority occur in low-income
countries and, in addition to population factors, this is partly
exacerbated by lack of preventative strategies and a shortage of
medical equipment. In places like Nigeria where breast and cervicalcancer are on the rise, we’ve helped equip the Marcelle Ruth
hospital with advanced technology, including mammography forscreening and diagnostics and CT for radiation therapy, enabling
patients, often for the first time, to get their care close to home.
To support a more sustainable future, we look for ways to help
health systems improve efficiency and reduce waste. As they battle
staffing shortages and an increasing number of patients, they caneither build more hospital beds or find ways to better use existing
resources to deliver care to more patients. Our AI-powered CommandCenter technology, used in more than 300 hospitals globally, offers
real-time insights into patient workflow, helping staff to streamline
discharge planning, surgical scheduling, care coordination and more.
Through their Command Center, Tampa General Hospital in Florida
was able to reduce patient length of stay by half a day and avoid
the need for 64 new hospital beds—this has the equivalent carbon
impact of taking about 3,900 cars off the road and saved the hospital$40 million in just over a year after implementation.
For years, we have focused our efforts on developing medical
equipment with best-in-class image quality and advanced software
to increase diagnostic confidence. But we are challenging ourselves
to be better. We are developing efficiency features and leveraging
digital to turn even the largest pieces of medical equipment into
devices that make a smaller mark on our planet. Our new MR system,
SIGNATM Hero, is designed to be capable of lowering the use of helium,

36 | G E 2 0 2 1 S US TAI N A BI L I T Y R E P ORTPETER J. ARDUINI
President & CEO, GE Healthcarea scarce and non-renewable resource, by up to 67%. The current
version of the magnet is 2 tons lighter than its predecessor. We havealso enabled medical staff to easily decrease the power consumptionof the MR and reduce scan time by up to 50%, saving both resources
and improving the patient experience.
We are focused on developing innovative technology using
sustainable design principles that extend the lifecycle of our products,
often leveraging the strength of our field-based services teams to
execute on this goal. In 2021, our team in Latin America performed
more than 200 upgrades in hospitals and clinics, extending andenhancing the life of CT, MR, ultrasound and other life-saving
equipment. This enables medical staff to, for example, obtain higher
quality images or speed up exam times to see more patients, without
the need for new equipment or expanding their facilities.
No organization can tackle the breadth of healthcare challenges
alone. We are bringing together an ecosystem of partners,
leveraging the strengths of clinicians, technology leaders,
academics and others to advance healthcare together.
In oncology, we are collaborating with several private companies
and academic institutions. In the U.K., for example, we are working
with The University of Cambridge to develop an AI-enhanced
digital application that integrates cancer patient data from multiple
sources into a single interface. We hope this will ultimately lead tocancer patients receiving faster and more personalized treatment.
As we plan for a new chapter in our history to become an independentcompany, we are integrating sustainability more deeply into thecore of our culture and business by working to expand access tohealthcare; mitigating our climate impact; advancing the circular
economy; designing with sustainability in mind; promoting diversity,
equity and inclusion; and protecting patient data and cybersecurity.
With our unique position and scale within the global healthcare
ecosystem, we are committed to building a more sustainable world
for this and future generations.

Our technologies today
MAKING CARE SMARTER AND
MORE EFFECTIVE
We occupy a unique place in the healthcare industry. With 48,000 people
in 160 countries, we impact the lives of billions. Our manufacturing andprocurement footprint reaches across the world’s healthcare ecosystem.
We’re focused on being an innovator delivering precision health. Forus, that means better patient outcomes, productivity and seamless
workflow integration.
We know the important role technology plays in our lives. From acrossthe globe, we see how smart devices can help bridge shortage gaps
as caregivers are increasingly having to do more with less. The U.S. isseeing major labor challenges, with a turnover of core staff between
15 to 20%. Smart solutions, such as our Command Center technology
with operational AI, can help staff make quicker decisions based on
predictive data, helping them improve productivity and allowing staff to
focus on what really matters—their patients.
Our technology also enables caregivers to bring advanced diagnostics
and treatments to remote parts of the world where access to hospitals
and medical equipment is limited. The World Health Organization(WHO) reports that two-thirds of the world’s population has no accessto basic X-ray or ultrasound examinations, and if they are available,
quality and safety can be questionable or dangerous. Portable
solutions, such as handheld ultrasound, enable caregivers to bring theequipment to where the patient is. For example, staff at a small clinic

VSCAN AIR — EXPANDING ACCESS TO CARE
Handheld ultrasound has become an essential tool, allowing
clinicians to quickly collect images and triage patients while
also providing the benefits of portability. The tool was designed
to be accessible and usable without the need for adaptation or
specialized design, across a wide variety of clinical specialties,
clinician types, education levels, geographies and clinical settings.
With 30,000 units impacting the care of more than 50 million
patients worldwide, our Vscan Family technologies help doctorsdeliver expanded care to more people, including in rural regions.
Vscan is used globally across a variety of clinical settings. For
example, in Germany, Vscan is being used by primary care
physicians to improve speed to diagnosis. In the U.S., it is usedin helicopters for air transport. In Japan, it is used by homecare
workers to aid in the care of aging patients. And in developing
countries, it is used to provide care to expectant mothers.

in Zambia were able to see more than double the number of womenas a result of using handheld ultrasound—helping to transform care for
expectant women in their country. And if the patient is unable to cometo the clinic, staff can easily bring the ultrasound to the patient’s home.
But the value of portable technology such as handheld ultrasoundis not limited to developing countries. No matter the location orcare circumstance, handheld ultrasound has proven an invaluable
tool for many clinicians as a cost-effective, real-time tool to triage
and determine patient care. The device’s portability, ease of use andconnectivity make it an indispensable and critical tool for primary careproviders and other healthcare professionals around the globe.
In Southern France, in the remote commune of Les Vans—with apopulation of 2,600 and approximately 10,000 in the surroundingarea—general practitioner Dr. Francis Pellet is able to manage
complex cases with the use of handheld ultrasound. And with cloudconnection, he can even collaborate virtually with his colleagues in
Paris. This proved especially useful during the COVID-19 pandemic.
During the pandemic, from a local pool of 2,000 people with pulmonary
inflammatory symptoms, Dr. Pellet’s team tested everyone withultrasound and identified 10 to 12 patients per day, or about 10%,
who needed special follow-up or different monitoring. The handheld
ultrasound also provided information that allowed him to diagnose asevere case of cardiac decompensation that required surgery 15 days
later, and a surprising, serious case of advanced cardiomyopathy in a
20-year-old male.

IMPROVING ACCESS TO HEALTH DATA IN AFRICAGE Healthcare and Kenya-based startup, Afya Rekod, announced acollaboration that seeks to transform care delivery by giving patientsin Kenya, Nigeria and South Africa an accessible record of their own
health history, including radiological images. This will be made possible
by enabling hospitals and diagnostic centers, many in rural settings, tohost health records securely on one platform. Read more

GE 2021 S U S TAIN AB ILIT Y REP O RT | 37

RECYCLING IODINE – KEEPING CONTRAST MEDIA IN
THE CIRCUL AR ECONOMY

SIGNA HERO & AIR RECON DL– LOW HELIUM MAGNET,
ENERGY EFFICIENCYContrast media is a substance injected into the body to enhance
medical imaging. Iodine is commonly used in contrast media forboth CT and X-ray imaging. GE Healthcare has been recycling
iodine-based contrast media for European healthcare facilities
since 2006, but it’s begun to expand its geographic reach and now
offers this recycling program in 11 European countries, and lastyear expanded into Canada and the United States. In the U.S., over
40% of computed tomography (CT) procedures utilize contrast
media. Learn more

SIGNA Hero was designed with improved sustainability in mind. To
help healthcare systems conserve limited reserves of helium andsave on operational costs in the long run, SIGNA Hero is designed
to be capable of lowering helium usage up to 67%. The SIGNA Heromagnet is also 2 tons lighter than its predecessor. The system isalso designed to easily decrease power consumption and scan timeby up to 50% using AIR Recon DL. Learn more

ANAESTHESIA SOF T WARE – MANAGING GREENHOUSEGAS EMISSIONSSTARGUIDE – OPTIMIZED FOR THERANOSTICS

We introduced an advanced software that helps automate
oxygen and anesthetic agent delivery to patients during generalanesthesia. With the software, one study indicates a potential 44%
decrease in greenhouse gas emissions due to more efficient use ofanesthetic agents.

4

Healthcare systems continue to be asked to maximize efficiencies
without compromising patient care. In response, we designed
StarGuide SPECT/CT to provide clinicians with the data they needto help them make personalized care decisions and treatment
recommendations that are at the heart of precision health. The
system is optimized for theranostic procedures, which combine thedelivery of therapy to patients with diagnosis to monitor disease.
Learn more

Tay. S, et al. Financial and environmental costs of manual versus automated control of end-tidal gas concentrations, Anaesth Intensive Care (2013); 41: 95-101.

38 | G E 2 0 2 1 S US TAI N A BI L I T Y R E P ORTOur breakthrough technologies for the future

We need to work towards a complete modernizationof the current infrastructure to make healthcare
more intelligence-based, giving us what we need tolearn from the data we’re generating.

FUTURE OF HEALTHCARE
The convergence of clinical medicine and data science (analytics & AI)
means moving a step closer to precision health and to making healthcare
overall more personal, effective, preventative and predictive.
Medicine today produces vast amounts of data. We do labs, we takeblood, we scan, we scope, we measure, we monitor. The challenge isaggregating and analyzing that data to extract knowledge and insight.
Today, for the most part, clinicians are doing this in their heads basedon their experience and some rudimentary decision support tools. 97%of that healthcare data is never used, but unlocking it means we canpropel faster towards Precision Health.
Today’s innovations constitute the next step forward in healthcare—
improving efficiency, making care more precise and lowering the overall
cost, which also means increasing access to more people in more partsof the world.
We need to work towards a complete modernization of the current
infrastructure to make healthcare more intelligence-based, giving us
what we need to learn from the data we’re generating. Ultimately, more
intelligent healthcare will be more efficient and could potentially help
save and improve more lives.
COVID-19 accelerated the pace of technological change globally. Whatwould previously have taken the industry years to implement is now
taking months. But the industry is still recovering from the pandemic.
Health systems need better line of sight to all available resources,
including staff. And that is only possible through greater access to dataand strong collaborations within the industry.

BK MEDICAL - IMPROVING DECISION MAKING DURING
SURGERY
Ultrasound is an integral part of many care pathways. We havea strong global presence in ultrasound and have added the fastgrowing and relatively new field of real-time surgical visualization
to our pre- and post-operative ultrasound capabilities, creating an
end-to-end offering from diagnosis through therapy and beyond.
Learn more

Our Edison Digital Health Platform is being designed to enable
healthcare systems to have a single platform to host and integrate
apps into clinical workflows. With easy access to the workflow,
analytics and clinical apps specific to care across the care continuum,
clinicians will have actionable insights at their fingertips to help better
serve their patients.
In France, we have launched the AI DReAM project, a consortium thatgathers French SMEs, start-ups, research labs and clinical centers
to facilitate the development of AI in medical imaging. Our aim is tocreate the tools that will facilitate large scale data annotation andalgorithm design, testing and validation to cut cycle development
time for AI start-ups, researchers or radiologists who wish to create AI
applications for medical imaging.
Used correctly, AI can also enhance the personal side of healthcare
by freeing up time for clinicians to spend with their patients. It canhelp them spend less time managing data and more time on thecomplex decision-making behind a diagnosis. To achieve this, AI needs
to be seamless. For example, our AMX Navigate X-ray system has
on-device AI solutions that can triage critical conditions such as
pneumothorax—a collapsed lung. This makes it easier for radiologists
to know when to intervene and which patients to prioritize, as
pneumothorax is a life-threatening condition.

PCCT - INCREASING CLINICAL PERFORMANCE
Photon Counting Computed Tomography (PCCT) has the promise
to further expand the clinical capabilities of traditional CT, including
the visualization of minute details of organ structures. Karolinska
Institutet and MedTechLabs in Sweden are testing the world’s firstsilicon-based PCCT system. Learn more

GE 2021 S U S TAIN AB ILIT Y REP O RT | 39

REVOLUTION APEX - EASIER SCAL ABILIT Y AND
UPGRADABILIT YCRITICAL CARE SUITE 2.0 - IMPROVING PATIENTOUTCOMES WITH AI

Twenty years ago, new computed tomography (CT) technologies
were introduced every four to five years, but today, we see new
solutions annually. We introduced the industry’s first CT platform
with built-in-scalability and upgradability – all without replacing
the gantry.5 This solution enables healthcare facilities to keep up
with latest technology and extend the lives of CT systems into the
future. Learn more

Threading a breathing tube down a patient’s trachea requires
skill, patience and steady hands. Our AI software helps doctors
assess the placement of endotracheal tubes and make criticaladjustments faster. The solution is one of five included in acollection of algorithms embedded in mobile X-ray devices thatcan give hospitals access to AI without having to make large
investments in IT infrastructure. Learn more

ZIONEXA - PERSONALIZING CANCER TREATMENT
It is estimated that 168,000 people have metastatic breast cancer (“Stage 4”) in the U.S., with a five-year survival rate of 28%. Our imaging
agent, which is used as an adjunct to biopsy to help inform treatment selection for patients with recurrent metastatic breast cancer, is today
accessible to approximately 25% of the relevant patient population. Learn more

OUR COLL ABORATIONS
Not one stakeholder can solve healthcare’s increasing and rapid
challenges alone, which is why we are bringing together the ecosystem,
leveraging the strengths of clinicians, technology partners, academics
and others to advance healthcare together.
For example, to help small businesses in Africa’s health sector
strengthen their response to COVID-19 and other pressing healthcare
challenges, GE Healthcare and NSIA Banque Côte d’Ivoire havepartnered with IFC’s Africa Medical Equipment Facility to support
healthcare providers in Cameroon, Côte d’Ivoire, Kenya, Rwanda,
Senegal, Tanzania and Uganda access essential medical equipment.
The program, which spans the African continent, is an opportunity
to increase affordability and access to financing and to high-quality
medical equipment and care.
We are collaborating with several partners to advance cancer care andwe hope that these collaborations will enable oncologists and medical
experts to deliver earlier diagnoses and more accurate treatments—a
crucial component in achieving positive health outcomes withcancer patients.
• With The University of Cambridge and Addenbrooke’s Hospital,
we plan to collaborate on the development of an AI-enhanced
application that integrates cancer patient data from multiple sources
into a single interface. As a result, we hope cancer patients will get
faster and more personalized treatment. Learn more

• With SOPHiA Genetics, we are collaborating on various projects,
including advancing cancer care with the goal of better targetingand matching treatments to each patient’s genomic profile andcancer type, helping to ensure the most effective and personalized
treatment.
• With Spectronic Medical, we are combining our AIR Recon DL MR
solution with their AI-based software to introduce a full AI andDeep Learning-based MR radiation oncology solution to healthcare
providers. This will help enable high-precision treatment planning andimprove clinical outcomes for thousands of radiotherapy patients.
Learn more
In cardiology, we have partnered with AliveCor to deliver medical-grade,six-lead electrocardiograms (ECGs) taken by patients themselves
outside of the hospital setting, at home or on the go, with information
reaching GE Healthcare’s MUSE Cardiac Management System forphysicians to view and evaluate. The goal is to reduce hospitalization
linked to cardiac conditions, including, but not limited to, atrial
fibrillation. We have also joined forces with the American College of
Cardiology Applied Health Consortium to build a roadmap for AI anddigital technology in cardiology and to develop new strategies for
improved health outcomes. Learn more

• With Optellum, we are seeking to address one of the largest challenges
in the diagnosis of lung cancer—helping providers to determine
the malignancy of a lung nodule using AI. The clinician’s AI-assisted
diagnosis of malignancy may enable patients whose nodules are notmalignant to avoid unnecessary and aggressive procedures, such as
biopsy and surgical resection and enable the right treatment to startearlier. Learn more

5

Scalability and upgradability are subject to the availability and compatibility of new capabilities and products.

40 | G E 2 0 2 1 S US TAI N A BI L I T Y R E P ORTOur global impact on precision healthIn a world where almost half of the population’s healthcare needs are underserved, GE Healthcare plays a critical role in helping
governments and healthcare systems improve accessibility and health outcomes for their people. As one of the largest manufacturers of
medical imaging equipment, our innovations are relied upon to aid diagnosis in hospitals and medical facilities around the globe. Precise andspeedy diagnosis is fundamental to the effective treatment of health conditions, and the COVID-19 pandemic has accelerated the journey
to a future where hospitals will treat the sickest of the sick, with others monitored outside the four walls of the hospital and cared for in thehome environment.

GE Healthcare helped healthcare professionals
in Vietnam as they worked to treat patientswith COVID – delivering more than 800
ventilators, including 105 units by road fromits production site 2,500 km away.

INDIA

NIGERIA

Wipro GE Healthcare, together with partners HDFC Bank and United
Way Delhi, is training 6,900 young people in Goa in healthcare-related
skills for various non-technical job roles in the healthcare sector.
The initiative aims to reduce the supply-gap of trained manpower inthe existing healthcare system and to strengthen India’s healthcare
workforce. Nationally, this initiative will train and provide employment
to youth over the span of two years across 13 states of India. Learn
more

Most women in developed countries receive at least two ultrasoundscans during pregnancy. In Nigeria, this isn’t common, and maternalmortality accounts for 59,000 deaths per year. GE Healthcare
donated 30 portable ultrasound devices to four NGOs in Nigeria
to further strengthen maternal care in the region and minimize
postnatal complications. Learn more

VIETNAMIRAQIn May 2021, Vietnam was hit by the Delta variant of COVID-19. GE
Healthcare helped healthcare professionals in Vietnam as they worked
to treat patients with COVID – delivering more than 800 ventilators,
including some units delivered by road from its production site 2,500
km away in Wuxi, China.

Prematurity is the leading cause of newborn deaths throughout Iraq.
According to the annual report of the Iraqi Ministry of Health, morethan 13,000 infants died in the country in 2020. GE Healthcare and the
Iraqi Ministry of Health have signed an agreement to build 22 Newborn
Intensive Care Units to improve access and quality of care for thecountry’s most vulnerable population. Learn more

GE HEALTHCARE’S APPROACH TO SCOPE 3
GREENHOUSE GAS EMISSIONS

ambitious Scope 1 and 2 targets for our own operations (see page 91), we
recognize that our carbon footprint includes indirect value chain (Scope3) emissions. In 2021, we initiated a third-party review of our value chain
footprint. This review aims to identify where we can most effectively
collaborate with our suppliers, partners, customers, and employees toreduce carbon emissions across the lifecycle of the business. One of ourlargest value chain impacts centers around the use of our sold products,
and a significant area is emissions associated with anesthetic gases
utilized in our anesthesia machines in clinical settings. As part of our
SBTi commitment, we intend to develop Scope 3 targets that align withlimiting global warming to below 1.5 degrees Celsius.

When GE announced its ambition to be a net zero company by 2050
for sold products, it focused on jet engines and gas turbines (describedabove) which represent the majority of GE’s greenhouse gas emissions.
At GE Healthcare, climate action is an integral part of our mission to
improve outcomes for patients, healthcare providers and researchers
around the world, and it is our responsibility to intensify our actions tofurther reduce our emissions. To further our progress, we’ve committed
to the Science Based Targets Initiative (SBTi). In addition to setting

GE 2021 S U S TAIN AB ILIT Y REP O RT | 41

DEVELOPING THE FUTURE OF FLIGHT

New technology for sustainability and efficiency
At GE Aviation, we are taking bold action to define and develop technologies
for the next generation of engines, including launching three key efforts
to explore new engine architectures, to develop hybrid-electric capability
and to enable the use of alternative fuels. Leadership in aviation requires
deep technical expertise, coupled with the fortitude and vision to enablebreakthroughs required to achieve a step-change in engine efficiency.
In 2021, the global aviation industry committed to achieve net zero carbon
emissions by 2050. Achieving that goal will require broad cooperation andsignificant investment across all sectors of the industry. As the propulsion
provider for three of every four commercial departures, we are energized by
the opportunity and responsibility to lead the way forward.

Executive Vice President andChief Commercial Officer, GE Aviation

These efforts include a partnership between Airbus and CFM
International,* our joint company with Safran Aircraft Engines,
to conduct flight tests of a hydrogen-powered jet engine; apartnership with NASA and Boeing to develop and fly a megawattclass hybrid electric propulsion system; and a joint CFM effort
to develop and fly an advanced, open fan demonstrator called
RISE, short for Revolutionary Innovation for Sustainable Engines.
The goal of the RISE Program is to achieve at least 20% lower
fuel consumption and CO2 emissions compared to today’s mostefficient engines.

How we operate is just as important as maturing new technologies,
and we are fully committed to our goal of being carbon neutral in
our operations and facilities worldwide by 2030. To reach this goal,
we are moving on multiple fronts, including upgrading buildings tomore energy efficient heating and cooling systems, seeking lower
carbon energy sources to power our sites and using lean practices
to reduce waste—not only in our manufacturing processes but
also to reduce unnecessary lighting, electricity, water and otherresource usage. Additionally, we are exploring the use of SAF in ourengine and component test facilities.

At the same time, we have a significant opportunity to improvethe efficiency of the engines already in operation. This includes
continued work to advocate for policies that will enable a muchlarger supply of Sustainable Aviation Fuel (SAF), which offers up
to 80% less lifecycle carbon emissions than traditional jet fuel. In
December, we partnered with United Airlines to power the world’s
first experimental flight with passengers using 100% SAF in oneof the two engines, and all our engines today are capable of using
approved SAF for passenger operations.

As these efforts show, meeting our sustainability goals havebecome an even bigger part of our business strategy over the lastyear. Our annual business priorities shared with all employees
include targets for reaching our goals of carbon neutral operations
and net zero use of sold products. We’ve also implemented across-functional Aviation sustainability operating rhythm withleaders across the business responsible for overseeing our progresson our priorities to decarbonize. Composed of leaders from lean
operations, engineering, commercial engine programs, government
affairs and others, this group meets twice a month to look atmanaging resources to support these efforts, discuss opportunities
for collaboration across the aviation industry and incorporate
learnings to better support our customers in their own efforts to
reduce flight CO2 emissions.

Through GE Digital, our customers have access to a series ofemissions-reducing optimization software. We are also developing
and deploying new technologies like our 360 Foam Wash, whichenables airlines to recover performance of their engines by using a
specially formulated solution that reduces built up deposits inside
the engine, improving performance and reducing fuel consumption
and CO2 emissions.

*

JOHN SL ATTERY

We are able to undertake these efforts today because of theunderlying strength of our business. We benefit enormously
from the decisions on technologies and partnerships made by
the generations of proud GE Aviation employees who preceded
us, and we are paying that forward with our commitment
to decarbonization.

CFM International is a 50-50 joint company between GE and Safran Aircraft Engines

42 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORTOur technologies today
At GE Aviation, we never stop innovating. As one of the world’s largest suppliers of aircraft engines, systems andservices, GE Aviation continues to lead the industry in developing technologies to reduce CO2 emissions from flight.
To that end, GE spent $1.6 billion6 in research and development in 2021, including emissions-reducing aviation
technologies while continuing to put safety first.
This commitment to innovation and investment over decades has led to the following engines, services and software
available now to reduce CO2 emissions from the existing fleet in service:
ENGINES
From the GE9X, which is the culmination of our decade-longcommercial product renewal, to the GE Passport and Catalyst businessand general aviation engines, to the T901 and T408 turboshafts
for military helicopters, we have the industry’s broadest array ofadvanced engines.

Our newest engines are designed to offer better fuel efficiency andlower CO2 emissions than their predecessors with advances in engine
architecture, aerodynamics and advanced materials. Technologies suchas Ceramic Matrix Composites and additive manufacturing have led tolighter parts with higher capabilities. As a result, today’s commercial
aircraft engines consume 40% less fuel compared to engines
manufactured in the 1970s and 1980s.

A LEGACY OF INNOVATION FOR IMPROVED FUEL EFFICIENCYSINGLE-AISLEAIRCRAF T

T WIN-AISLEAIRCRAF T

L ARGE T WINAISLEAIRCRAF T

REGIONAL
AIRCRAF T

TURBOPROP
AIRCRAF T

Up to

Up to

Up to

Up to

15%

15%

10%

17%

20%

DECREASE

DECREASE

DECREASE

DECREASE

DECREASE

in fuel consumption
from the single-aisle,
CFM56-7B to LEAP
enginein fuel consumption fromthe twin-aisle CF6-80C2
to GEnx engine

in fuel consumption
from the large twinaisle GE90-115B to
GE9X engine

in fuel consumption
from the regional jet
CF34-3 to GE's Passport
enginein fuel consumption
from competing, legacy
turboprop engines
available today to
GE’s CatalystTM engine

SYSTEMSGE Aviation’s Systems business continues to bring additional
efficiencies to aircraft performance. These technologies include
power generation, conversion and distribution systems focused onelectrification, avionics solutions that optimize flight paths, and more
efficient and quieter integrated propeller systems.

SERVICES
GE’s 360 Foam Wash is an advanced on-wing cleaning technology
with a proprietary detergent to help ensure that engines continue tooperate efficiently. In the Middle East and Asia-Pacific regions, GE’s
360 Foam Wash has been found to improve engine performance byreducing build-up of deposits in the engine, lowering engine exhaust
temperatures and improving engine compressor efficiency. These
improvements led to reduced fuel consumption, lower CO2 emissions
6

2021 GE, customer and partner funded R&D

7

Engine Alliance is a 50-50 joint company between GE and Pratt & Whitney

and increased engine time on wing. GE’s 360 Foam Wash is approved
for use on multiple GE engine programs, including models of GE90,
GEnx, CF34 and CF6, as well as Engine Alliance’s7 GP7200 engines.
Toward a more circular economy, we also consider the lifecycle of ourengines. Currently, there are more than 21,000 total repairs in our catalogs
to restore worn GE and CFM engine parts to serviceable conditions.
Additionally, GE and CFM industrialized more than 1,500 repairs in 2021,
increasing repair capability. As a result, GE maintenance, repair andoverhaul facilities globally repaired approximately 2.5 million engine
components in 2021 using these industrialized processes. Additionally,
our used serviceable materials business purchases used engines andparts, performs necessary inspections and repairs, and facilitates returnof serviceable parts into the aviation industry. When metal parts are nolonger repairable, they are recycled when possible.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 43

SOF T WARE
Aviation software solutions from GE Digital are already helping theindustry accelerate toward net zero CO2 emissions. These digitalsolutions are empowering airlines to take the data they have available
to them today, and analyze and take action on it across all key areas of
their operations. Airspace Insight helps operators optimize flight paths
to save fuel and reduce CO2 emissions and identifies unnecessary
flight paths over environmentally-sensitive areas to reduce pollution.
FlightPulse® enables pilots to monitor their own fuel consumption andsavings performance. And our new Fuel Benchmarking program—partof Fuel Insight—enables airlines to understand how their fuel savings
performance compares to their peers so they can see what best-inclass truly looks like when it comes to decarbonization.

FLIGHT MANAGEMENT SYSTEM
REDUCES EMISSIONSALTERNATIVE FUELSGE Aviation’s Flight Management System (FMS) provides
increased situational awareness and operational efficiencies
on more than 12,000 aircraft worldwide, including models of
the Boeing 737 and military aircraft. The FMS is designed toallow an airplane to fly at higher altitudes over longer routes
and allows for an optimized descent that is a more gradualapproach to the airport than a stair-step approach. Flying at
higher altitudes longer can reduce carbon and noise emissions.
GE Aviation’s FMS-optimized descents offer a potential 6%
to 12% fuel savings, reduced CO2 emissions and roughly 20%
lower NOx emissions for operators compared to traditional
approaches.

Sustainable Aviation Fuel—or SAF for short—is jet fuel made fromalternative sources and processes than those for fossil-based fuels, suchas plant-based materials, fats, oils and greases, alcohols, waste streams,
captured CO2 and other feedstocks. GE Aviation has been actively involvedin assessing and qualifying SAF since 2007 and works closely with SAF
producers, regulators and operators to ensure SAF can be widely adopted
for use in aviation. More than 420,000 commercial flights have been
operated using SAF blends since 2011, according to industry association
Air Transport Action Group. The widespread use of SAF has the potential todramatically reduce fuel lifecycle carbon emissions up to 80% comparedto jet fuel produced from petroleum. SAF made by new approaches thatconvert renewable energy to liquid fuel has the potential to eliminate
lifecycle CO2 emissions.
All GE, CFM International* and Engine Alliance8 engines in service
today—and in the future—can operate with approved SAF. That’s because
all approved SAF available today is considered drop-in. Drop-in SAF
means the fuel meets current petroleum-based jet fuel requirements.
It can be substituted for fossil-based jet fuel without any modifications
to engines and airframes, and is therefore compatible with the existing
commercial fleet, as well as with other parts of the fuel distribution andstorage infrastructure.
Currently, SAF approved for use is a blend of petroleum-based Jet A or
Jet A-1 fuel and a SAF component with a maximum blend limit of 50%.
One of GE’s fuel experts chairs an international task force to develop
standardized industry specifications supporting adoption of 100%
drop-in SAF, which does not require blending with conventional jet
fuel. Drop-in 100% SAF is not yet qualified by ASTM International, an
organization that develops technical standards.

7

types of SAF
blends areapproved for jet
engines today

420k

commercial flights
worldwide operatedusing SAF blends since
20119

MORE FUEL-EFFICIENT CATALYST ENGINE TAKES TO
THE SKIESThe Catalyst™ engine, the first new, clean-sheet turboprop
engine to enter the business and general aviation market
in more than 50 years, completed its first flight in 2021
on a Beechcraft King Air Flying Test Bed. Designed andmanufactured in Europe, the Catalyst is the first turboprop
engine to contain weight-saving additive or 3D printed metalcomponents. The engine’s 16:1 overall pressure ratio enables it
to achieve as much as 20% better fuel efficiency compared tocompetitors in the same size class.

50%

maximum blend
limit of current SAF
with conventional
jet fuel

SAF TESTING AND DEMONSTRATIONGE Aviation’s extensive SAF testing and demonstration efforts include the following industry firsts for the use of SAF in at least one engine:
2008

2010

2011

2011

SAF commercial
demonstration flight, poweredby CF6 engines

SAF helicopter flight, powered by
T700 engines

SAF commercial revenue flight,
powered by CFM56 engines

SAF transatlantic flight of a large
freight commercial airplane,
powered by GEnx engines

8

Engine Alliance is a 50-50 joint company between GE and Pratt & Whitney.

9

Air Transport Action Group: https://aviationbenefits.org/environmental-efficiency/climate-action/sustainable-aviation-fuel/.

*

CFM International is a 50-50 joint company between GE and Safran Aircraft Engines.

44 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORTJAPAN AIRLINES LICENSES 360 FOAM WASH
Japan Airlines became the first global CF34 engine operator to belicensed for the patented engine cleaning system, which the carrier
estimates will save up to 82,000 liters of fuel and up to 285 metrictons of carbon emissions a year by replacing some water washes
with foam washes for CF34 engine cleaning.

ADVANCED MATERIAL MILESTONEGE Aviation’s Asheville, North Carolina, facility in 2021 shipped the
100,000th turbine shroud made from Ceramic Matrix Composites(CMC) for the CFM* LEAP engine. CMCs, an advanced material
containing silicon carbide fibers, are one-third the weight oftraditional metal alloys with higher temperature capability. The
material helps improve engine thermal efficiency, thus reducing
fuel consumption and carbon emissions.

GE DIGITAL’S FUEL INSIGHT HELPS ANAMANAGE FUEL USE
Japanese airline All Nippon Airways selected GE Digital’s Fuel
Insight software after extensive testing to facilitate three fuelsaving initiatives: engine out / taxi in, idle reverse thrust and climb.
Fuel Insight helps airlines meet their 2050 net zero emissions goals
by transforming their flight and operational data into easy-tounderstand visualizations that enable them to see how much fuelthey’re using, determine how much fuel is wasted, identify ways
to save and more. Airlines currently using Fuel Insight can save an
average of half a metric ton or 600 kilograms of CO2 per flight.

IDENTIF YING INEFFICIENCIES AT 30,000 FEET
A typical flight emits 900 to 1,000 kilograms of excess carbon due
to inefficient airspace design and air traffic control (ATC) practices.
From airlines and airports, to ATC and airspace designers, GE
Digital’s Airspace Insight software enables collaboration acrossall necessary stakeholders to identify and quantify airspace
inefficiencies to reduce overall flight time, fuel burn and carbon
emissions. Malaysia’s largest, low-cost carrier, AirAsia, uses
Airspace Insight to have greater visibility into the areas of its flight
operations where unnecessary fuel burn is occurring. In just one
year using the software, the airline was able to avoid emitting 4,013
metric tons of excess carbon, which would be the same as planting
191,095 trees.

2016

2018

2021

2021

2021

Military jet flight using
100% SAF, powered by
F414 engines

Commercial airliner flightusing 100% non-drop-in
SAF, powered by GE90
engines

First power-to-liquid
SAF commercial flightin 2021 powered by
CFM56 engines

SAF flight for thecommercial Sikorsky
S-92 helicopter, poweredby CT7 engines

Experimental passenger flightusing 100% drop-in SAF in oneof the two engines, powered by
CFM LEAP engines*

CFM International is a 50-50 joint company between GE and Safran Aircraft Engines.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 45

Our breakthrough technologies for the future
GE Aviation is already at work today to develop breakthrough technologies for the benefit of us all tomorrow, such as advanced new engine
architectures like open fan, hybrid electric propulsion and hydrogen fuel combustion. Since June 2021, three major new technology demonstration
programs were launched. Multiple ground and flight tests planned this decade will demonstrate new technologies for use in future commercial
aircraft engines that could enter service beginning in the mid-2030s.

CFM RISEHYDROGEN

CFM RISE PROGRAM

HYDROGEN COMBUSTION

In June 2021, GE Aviation and Safran launched a bold technology
development program. The CFM RISE* (Revolutionary Innovation for
Sustainable Engines) Program will demonstrate and mature a range ofnew, disruptive technologies for future engines that could enter service
by the mid-2030s.

Along with Safran Aircraft Engines, GE Aviation announced in
February 2022 that CFM International is collaborating with Airbus ona hydrogen demonstration program. Plans are underway to develop
direct hydrogen combustion engine technologies for ground and flighttests later this decade.

The program goals include reducing fuel consumption and CO2
emissions by more than 20 percent compared to today’s most efficientengines, as well as ensuring compatibility with alternative energy
sources such as Sustainable Aviation Fuel and hydrogen.

GE Aviation engineers and colleagues across the business are rising
to this challenge with a global hydrogen team already in place andgrowing. CFM International will modify a GE Passport engine fortesting by designing a new cryogenic fuel delivery system, hydrogen
combustor and fuel controls. This is no easy feat, requiring a significant
change to the propulsion system to be capable of safely burning
liquid hydrogen, which doesn’t generate carbon emissions during the
combustion process.

Central to the program is achieving state-of-the-art propulsive
efficiency for the engine, including advanced architectures such as theopen fan. The open fan design is a key enabler to achieving significantly
improved fuel efficiency while delivering the same speed and cabin
experience as current single-aisle aircraft. The program will also use
hybrid electric capability to optimize engine efficiency while enabling
electrification of many aircraft systems.
GE has continually advanced state of the art open fan systems. In
the 1980s, GE successfully flight tested the GE36 engine, an open
fan jet engine demonstrating significant fuel savings comparedwith conventional ducted front fan engines in the same size class.
Since then, GE collaborated with the U.S. FAA through the CLEEN
Program and with NASA on sub-scale wind tunnel test campaigns
demonstrating better fuel efficiency compared to the CFM56-7B engine
while achieving sufficient margins to current and anticipated futurenoise requirements.
Avio Aero, GE Aviation's business in Italy, contributed to thedevelopment and testing of counter rotating open fan architectures
under Europe’s Clean Sky research program. Under the Clean Sky 2
program, Avio Aero supported optimization of open fan architectures
through design and integration studies conducted with airframers.
Avio Aero continues to support and coordinate CFM RISE Program
technology development among GE Aviation’s European teams.

Efforts to design a new hydrogen combustor engine will draw fromGE’s more than 8 million hours of operating experience with hydrogen
combustion with land-based gas turbines.

GE Aviation continues
to advance carbon
fiber composite and
CMC materials fornext-generation
aircraft engines,
including looking at
expanding composite
materials to moreareas of an engine.

The open fan engine design being developed through the CFM RISE
Program has been made simpler and lighter with new approaches
such as single-stage rotating carbon fiber composite fan blades andstationary outlet guide vanes.

COMPACT ENGINE CORE
Through the CFM RISE Program, GE Aviation is also working with NASA toresearch advanced engine cores for single-aisle aircraft. As part of NASA’s
Hybrid Thermally Efficient Core (HyTEC) project, GE Aviation was awarded
in 2021 multiple cost-share contracts for engine core development valued
at more than $20 million when including both NASA and GE investments.
GE Aviation will test and mature compact jet engine core designs,
including compressor, combustor and high-pressure turbine technologies
to improve thermal efficiency. Continued development of Ceramic Matrix
Composites (CMCs), an advanced heat-resistant material, is also a key
part of the effort to improve fuel efficiency and reduce emissions.
*

CFM International is a 50-50 joint company between GE and Safran Aircraft Engines. RISE is a registered trademark of CFM.

46 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORTHYBRID ELECTRIC

ELECTRIFICATION FOR AIRCRAF T
AND PROPULSION SYSTEMS
Hybrid electric propulsion technologies that save fuel and optimize
engine performance are key to GE Aviation’s commitment to help
reduce carbon emissions for a more sustainable future of flight. Hybrid
electric technologies are highly compatible with Sustainable Aviation
Fuel and hydrogen, as well as advanced engine architectures like open
fan and new advanced engine core designs.

GE PARTNERS WITH BOEING, BAE SYSTEMS ON
HYBRID ELECTRIC FLIGHT TESTSGE Aviation has selected Boeing and BAE Systems to support its
hybrid electric flight demonstration program with NASA. Boeing
and its subsidiary Aurora Flight Sciences will provide GE Aviation
with airplane modification, system integration and flight-testing
services. BAE Systems will design, test and supply energy
management components for the megawatt-class propulsion
system.

XA100 ADAPTIVE CYCLE ENGINE PROGRAM ADVANCESMILITARY PROPULSION TECHNOLOGIES
GE’s XA100 adaptive cycle engine currently in developmentwith the U.S. Air Force aims to improve fuel efficiency 25%. The
program features three revolutionary technologies for the future ofmilitary propulsion:• Ability to switch between a high-thrust mode for maximum
power and a high-efficiency mode for optimum fuel savings andloiter time;• A third-stream architecture that provides a step-change inthermal management capability; and• Extensive use of advanced materials and manufacturing,
including ceramic matrix composites (CMCs), polymer matrix
composites (PMC) and additive manufacturing.

In 2021, NASA and GE Aviation launched a hybrid electric technology
demonstrator program. After years of developing individualcomponents of a hybrid electric system—motors, generators andpower converters—GE will systematically mature a megawatt-class
integrated hybrid electric powertrain to demonstrate flight readinessfor single-aisle aircraft. Plans are to conduct ground and flight testsof the hybrid electric propulsion system by the mid-2020s using amodified Saab 340B testbed and GE’s CT7-9B turboprop engines.
Our Systems business has designed and manufactured power
conversion, distribution and control systems for commercial aircraftfor over 30 years. GE Aviation Systems continues to advance theseproducts with technologies such as GE-developed silicon carbide
transistors to increase efficiency, power density, thermal performanceand reliability while protecting aircraft safety. These technologies areintegral to the development of GE Aviation’s hybrid electric powertrain
demonstrator with NASA, with development work taking place at theElectrical Power Integration System Center (EPISCenter) in Dayton,
Ohio, and the Electrical Power Integration Centre in Cheltenham, UK.
EPISCenter has the capacity to test hybrid or fully electric powertrains
with up to 15 megawatts of available power.

FLIGHTPULSE FOR BUSINESS JETSGE Digital is developing new software to help the business aviationindustry realize a more sustainable future. This new technology
will empower pilots in this space to monitor their own fuelconsumption and savings performance. With secure access toflight data and personal analytics, pilots will be able to self-discoverareas to optimize operational efficiency and maximize emission
reduction.

FIRST PASSENGER FLIGHT USING 100% SAF IN ONE OF
THE T WO ENGINESIn an industry first, United Airlines on December 1, 2021, operated
the first experimental flight with passengers using 100% drop-in
SAF in one of the plane’s two engines. The flight was powered by
CFM LEAP engines and GE Aviation engineers completed technicalreviews to help make the demonstration possible.
GE Aviation’s engineering leader for fuels and fuel additives
leads an industry committee helping define standards for 100%
drop-in SAF so it can be approved for industry use. The United
flight contributes to the research and development activities
to standardize 100% SAF that doesn’t require blending withconventional jet fuel, further reducing lifecycle CO2 emissions.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 47

GE ADDITIVE: DRIVING SUSTAINABILIT Y THROUGH
TRANSFORMATIVE TECHNOLOGY
Additive manufacturing (often referred to as 3D printing) is atransformative technology that has the potential to contribute
solutions to many of our major societal challenges, such as climatechange, digitalization and decreasing natural resources.

An operator working
on a GE Additive
Arcam EBM metal 3D
printer at Avio Aero’s
facility in Cameri, Italy.

GE Additive, a subsidiary of GE Aviation, was formed in
September 2016 to meet market demand and build on GE’s
decades of advanced manufacturing and materials scienceknowledge, additive R&D and GE Aviation’s learnings as an early
adopter of additive technology. Today, GE Additive is a leader inmetal additive technology, with a diverse customer base spanning
multiple industries, and with a particular strength in highlyregulated sectors with complex supply chains, such as aerospaceand defense, medical and automotive.
Since the late 1980s, metal additive manufacturing has beenmostly used for tooling and concept modeling in automotive,
medical and aerospace industries. In the 2010s, research incorporate R&D labs and federal agencies drove breakthroughapplications of the technologies, and by 2015, GE Aviation had
gained FAA certification for the first additively manufactured
production part.
Employing new manufacturing technology, engineers dreamt
up part-geometries with complexity only buildable by additive
manufacturing. These designs were then transmitted to 3D printersfull of metal powder. The printers’ lasers or electronic beams
heated up and melted particles together in thin layers, graduallyforming structures never before built.

Metal 3D printing is now used in lieu of wasteful “subtractive”
machining that chips away at blocks to produce shapes, or“formative” manufacturing, time-and cost-consuming processes
that stress parts into particular forms.
The German Fraunhofer Institute further reports in a recent
study that metal fabrication of titanium parts using laser powderbed additive emits approximately 70% less carbon dioxide
than equivalent production by computer numerical control
milling processes.

AM FORWARD
In May 2022, GE Aviation joined the federal government, andseveral other large industry players, to launch ‘AM Forward’ – apublic-private partnership aimed at strengthening U.S. supply
chains by supporting U.S. based small and medium-sized suppliers’
adoption and deployment of additive manufacturing, or industrial
3D printing capabilities. GE Aviation will support the goals of AM
Forward by committing to:• Targeting small-and medium-sized suppliers to compete on
50 percent of requests for quotes that are sent out on products
manufactured using additive or related technologies• Targeting 30% of total external sourcing of additively
manufactured parts to be purchased from a small-or mediumsized suppliers• Improved payment terms to allow small-and medium-sized
suppliers timely access to resources for operational or
infrastructure investments• Support for qualifying small-and medium-sized suppliers andtraining to meet GE qualification requirements
Learn more

48 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

CF6 ADDITIVE REPAIR
Repair capability is a big part of GE Aviation’s sustainability journey.
GE Aviation Engine Services Singapore (GE AESS) is using metal
3D printing to repair CF6 engines components, which results in
few parts being scrapped. The additive process uses less energy,
generates less waste and has a smaller footprint. Pictured above,
Lisa Tan, lead scientist at GE Aviation Engine Services Singapore,meets with Singapore Minister for Trade and Industry, Gan Kim
Yong and Singapore Economic Development Board Executive Vice
President, Tan Kong Hwee. Learn more

Our collaborations

Technicians work on a
CFM LEAP engine.

GE Aviation fully supports aviation industry efforts to decarbonize, which requires a holistic, global approach. Meeting theindustry’s goal of net zero CO2 emissions from flight by 2050 requires deploying revolutionary technologies to reduce emissions
and to advocate for increased use and availability of alternative fuels, such as Sustainable Aviation Fuel (SAF) and hydrogen.
AVIATION INDUSTRY DECL ARESNET ZERO CO 2 GOALAVIATION CHIEF TECHNOLOGYOFFICERS FORUM

Members of Air Transport Action Group (ATAG), including GE Aviation,
adopted in October 2021 a long-term climate goal of net zero carbon
emissions by 2050, confirming the aviation industry’s commitment to
reduce carbon emissions in support of the Paris Agreement 1.5 degrees
Celsius goal. This follows an earlier industry goal set in 2009.

The Chief Technology Officers (CTOs) of seven of the world’s leading
aerospace manufacturers in 2021 reaffirmed their commitment toachieving more sustainable aviation and to reaching industry-wide
ATAG targets in a joint statement. GE Aviation’s Chief Engineer joined
the CTOs of Airbus, Boeing, Safran and more in issuing a call to action
to policymakers, research institutions, suppliers, fuel producers andairport operators to build on the progress made in recent years anddeliver on the aviation sector’s sustainability agenda.

GE and CFM International* are funding members with representation on
the board of directors of ATAG. GE Aviation is also a member of the U.S.
Aerospace Industries Association, which announced a similar commitment
for commercial aviation manufacturers to work with airline customers andgovernments globally to achieve net zero carbon emissions by 2050.
The European Commission is also on an ambitious trajectory to reduce
CO2 emissions from flight. While governments work on legislative
proposals, the European aviation industry issued Destination 2050, areport supported by GE Aviation, announcing a pathway to net zero CO2emissions by 2050 and a 55% reduction by 2030 compared to 1990 levels.

*

ROUNDTABLE ON SUSTAINABLE
BIOMATERIALS (RSB)GE Aviation has joined the Roundtable on Sustainable Biomaterials(RSB) to collaborate on standards-setting and policy discussions thatincentivize greater production of SAF. RSB is a global membershiporganization that works with stakeholders in diverse sectors allover the world to lead the socially and environmentally sustainabletransition to a bio-based and circular economy.

AVIO AERO MEMBER OF CLEAN AVIATION

U.S. FAA CLEEN PROGRAM

Avio Aero, a division of GE Aviation based in Europe, has beena member of Clean Aviation, formerly known as Clean Sky,
since its founding in 2008. Currently, Avio Aero is on Clean
Aviation’s governing board. The public-private partnership with
the European Commission is the largest R&D program devoted
to decarbonizing Europe’s aviation industry. Avio Aero has
developed innovative propulsion technologies through Clean
Sky, such as how to reduce CO2, NOx and noise emissions fromturboprop aircraft and engines through the More Advanced andEfficient Small TuRbOprop engine (MAESTRO) and Innovative
turboprop configuration (IRON) projects.

GE Aviation is advancing groundbreaking work to develop noiseand emissions-reducing technologies for aircraft engines undera research partnership announced in 2021 by the U.S. Federal
Aviation Administration (FAA).
GE and the U.S. FAA will invest nearly $55 million over five years
to accelerate development of a series of technologies for moresustainable aviation, including open fan engine architecture,electrification, noise-lowering technologies, and more, as wellas ongoing research into alternative jet fuels through the FAA‘s
Continuous Lower Energy, Emissions and Noise (CLEEN) program.
This is the third CLEEN award GE Aviation has received since 2010.

CFM International is a 50-50 joint company between GE and Safran Aircraft Engines

GE 2021 S U S TAIN AB ILIT Y REP O RT | 49

GE Aviation’s actions toward its 2050
Scope 3 net zero ambition
In the preceding eight pages, GE Aviation identifies the technology they
are delivering today and GE Aviation’s investments for the breakthroughtechnologies of tomorrow. As these pages show, GE Aviation’s
investments toward decarbonization technologies are uniquely diverse.
GE is innovating these technologies both for our customers and for theplanet as we work to play a leadership role in the aviation sector meetingits 2050 net zero goals.
In 2021, GE announced an ambition to be a net zero company by 2050,
for its sold products by 2050, which is the most impactful and relevant
emissions category given the nature of our businesses. Working withexternal advisors and experts over the course of 2021, we further
refined our focus to power turbines and aircraft engines, which
account for the majority of GE’s greenhouse gas emissions across allreporting scopes. By focusing Aviation efforts on reducing Scope 3 useof sold products emissions, we will more effectively deliver the type oftechnology breakthroughs our customers are relying on to achieve theirown net zero ambitions.
In working to lead the development of technology for the aviation
sector, we are informed by the role of aviation for sustainable
development and broader industry trends. Aviation and the ability
to travel are essential to sustainable development and building aworld that works. Everyone in the world should have the right tostay connected to family, friends, job opportunities, healthcare, andother essential benefits of travel. Access to safe, more sustainable,
and affordable transportation is essential to lifting the quality of life
for all people and promoting equity. The United Nations affirms theessential role of transportation in sustainability through Sustainable
Development Goal (SDG) 8 (decent work and economic growth), 9(industry, innovation, and infrastructure), 10 (reduced inequalities), and11 (sustainable cities and communities) among others.
Air travel today is responsible for 2.1% of global CO2 emissions, according
to estimates from Air Transport Action Group (ATAG). However, as
global populations and economies continue to grow, aviation industry
passenger traffic is forecast to grow around 3% a year through 2050,
according to ATAG. In order to meet the goals of the Paris Climate
Agreement and reduce aviation sector emissions to the level needed
to reach net zero emissions by 2050, there are clearly some big
challenges ahead.
Both the International Air Transport Association (IATA) and ATAG’s“Waypoint 2050” report highlight the need for a multifaceted approachto reach the target of net zero carbon emissions by 2050. IATA suggeststhat the industry will need to reduce 1.8 gigatons of carbon in 2050 toachieve net zero. Clearly no single solution is capable of delivering thislevel of CO2 emissions reduction.

All industry participants — airlines, airports, aerospace manufacturers,
fuel providers, governments, and more — have a role to play. Aerospace
manufacturers are working to provide technology advances to deliveraircraft and engines that generate significantly less CO2 emissions
with capability to operate with both blended and 100% alternate fuels.
Airlines and airports need to work together to drive improvements
like electrification of ground handling operations. Fuel providers, bothtraditional and new entrants, need to invest to develop and bringsustainable fuels to the marketplace at volume. Aviation authorities
need to promulgate regulations in a timely fashion that provide
clear certification approaches for new and emerging technologies.
Governments need to provide the right incentives to drive investment
and adoption of new technologies and implement long discussed
initiatives like the Single European Sky initiative to streamline air traffic
management. Governments and private industry also have key roles toplay in supporting development of new infrastructure needed to support
alternate fuels.
As described above, at GE Aviation, we are working on technologies toimprove engine fuel efficiency and support the development of alternative
fuels compatible with GE engines with our unparalleled engineeringand innovation know-how. We are also advancing the breakthroughinnovations and ideas that will help the whole industry move even faster.

OUR NET ZERO PRINCIPLESAs one of the world’s leading companies in the aviation sector, we knowthat the challenge is complex and we have to be nimble and committed
as a company and with our partners to innovate the technology
to succeed over the years and decades to come. We have several
principles that are guiding our approach to our net zero ambitions:• Credibility: Knowing this path will take decades, we prioritize
credibility first and foremost with our stakeholders to share what we
objectively know and don’t know. This also means as we get better andmore credible information, we will share that with our stakeholders.
• Continuous learning: Our analysis below is based on how we see
things today. We are committed to continuous learning to enable moreinsights and opportunities to make a difference, and we expect tomake progress over time.
• Collaboration: We know no one company can solve theseissues alone. With GE’s spirit of humility, we welcome continued
collaborations with our customers, investors, regulators, and peers
to achieve success toward our goals. We summarize several of thesekey collaborations on page 31.
• Commitment to innovation and technology: Simply stated, GE’s
role in the sector’s path toward net zero is to deliver state of the art
technology today to make progress while innovating the breakthroughtechnologies for tomorrow. Below, we synthesize the previous eightpages regarding how we see various technologies contributing toward
this pathway.
Applying these principles, we consider three pathways toward the net
zero ambition:

Actions pre 2020

Building on substantial
contributions from past action.
Our efforts toward decarbonization
began well before 2021. GE haslong innovated its products to drive
efficiencies and reduce CO2 emissions
by delivering state of the art products.
Our past efforts since 2010 lay a strong
foundation for the progress forward.

2020-2030

Driving continued progress this decade.
We are prioritizing the 2020s as a decadeof action, with a focus on innovating thetechnology solutions needed to achieve net
zero emissions in 2050. This will take several
forms, including advancing technology with thepotential to further reduce carbon emissions
and carbon intensity in this decade and beyond.

50 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

2030-2050

Innovating for the future. While we are
optimistic about the role of GE’s technologies
to make progress through 2030, we know
they will not be enough to achieve 2050 net
zero ambitions. We are investing today toinnovate the next generation of breakthroughtechnologies to achieve the step changes thatwill be needed for the aviation sector.

1. BUILDING ON SUBSTANTIAL
CONTRIBUTIONS FROMPAST ACTIONGE Aviation is a leader in the aviation industry’s path to net zero carbon
emissions with evolutionary, state of the art technology today andinvestments in revolutionary, breakthrough technologies for tomorrow.
GE’s legacy has been to innovate technology the world needs toimprove the efficiency, reliability, and safety of civil aviation to lift up
the quality of life for people everywhere.
From the GE9X, which is the culmination of our decade-longcommercial product renewal, to the GE Passport and Catalyst
business and general aviation engines, to the T901 and T408
turboshafts for military helicopters, we have the industry’s broadest
array of advanced engines offering better fuel efficiency andlower CO2 emissions than their predecessors with advances inengine architecture, aerodynamics and materials. Ceramic Matrix
Composites (CMCs) are lighter weight than traditional metal alloys
and more heat resistant, allowing engines made with CMCs to operate
at higher temperatures with less cooling air. Additive Manufacturing
has led to lighter weight engine parts with higher capabilities and more
complex designs than parts made by conventional manufacturingmethods. Including engine technology introduced by GE and CFM
International* in the last decade for commercial aircraft, engines
manufactured today consume 40% less fuel and emit 40% less CO2
compared to engines manufactured in the 1970s.
NE W UNIT CARBON INTENSIT Y
Estimated net carbon intensity of regional, narrow-body and wide-bodycommercial engine products installed on delivered aircraft by year
(g CO2/Revenue Passenger Kilometers (RPK))(net, new units, relative)
8.00

6.55

5.73

6.00
4.00
12.5%
2.00
0.00

2010

2021

2. DRIVING CONTINUED PROGRESSTHIS DECADE
The aviation sector is uniquely united toward a net zero future. AfterGE announced our ambition in 2021 to be a net zero company by 2050,
GE Aviation supported a similar 2050 goal set by Air Transport Action
Group (ATAG) for net zero carbon emissions from flight. Also in 2021,
GE Aviation’s Chief Engineer joined other Chief Technology Officers fromacross the industry to call for continued focus on sustainability in theaviation sector and to continue advancing state-of-the-art in aircraft
and engine design to reduce carbon emissions. GE Aviation has joined
the International Aerospace Environmental Group (IAEG) to support
development of standards for reporting Scope 3 use of sold products
emissions across the aerospace industry. These standards will help GE
measure in a way that is consistent with other aviation stakeholders
how the carbon intensity of our engines is reduced over time throughintroduction of new technologies and services that reduce emissions.

In terms of technology and innovation, implementation of the nextlevel step breakthrough technology will be paced by the evolutionof new aircraft and engine designs, infrastructure, and regulations
given the sector’s unique considerations relating to safety, reliability,
and the physics of aviation. Over the next decade, GE expects tocontinue collaboration with others in our industry to drive operational
improvements and increased availability and use of Sustainable
Aviation Fuel (SAF) while investing in new engine technologies to drive
further reductions in the future.
GE has never been more focused on innovating technology to solve
one of the world’s most pressing sustainability challenges: keeping
people connected while reducing climate impacts. To that end, GE
spent $1.6 billion10 on aviation research and development in 2021,
including emissions-reducing aviation technologies while continuing to
put safety first.
GE Aviation is also investing in and supporting technologies that can bequickly adopted to further reduce aviation carbon emissions from theglobal fleet of engines in service.
Technologies we see having impact this decade include:
SAF has been shown to provide reduction in overall CO2 lifecycle
emissions up to 80% compared to fossil fuels. And SAF made by new
approaches that convert renewable energy to liquid fuel has thepotential to eliminate lifecycle CO2 emissions. Currently, SAF approved
for use is a blend of petroleum‑based Jet A or Jet A-1 fuel and a SAF
component with a maximum blend limit of 50%. One of GE’s fuel experts
chairs an international task force developing standardized industry
specifications supporting adoption of 100% drop-in11 SAF, which does
not require blending with conventional jet fuel. Increased availability
and use of SAF is critical to reduce emissions in the existing fleet of
installed aircraft engines and future fleets. That’s why GE Aviationis advocating for incentives that encourage greater development
across the supply chain to make SAF more available and affordable
compared to conventional jet fuel. For example, GE Aviation has joined
the Roundtable on Sustainable Biomaterials (RSB), an independent,
international organization helping develop market policies for SAF andhelping ensure SAF feedstock is resourced responsibly.
GE’s proprietary 360 FOAM WASH is an advanced on-wing cleaning
technology to help ensure that engines continue to operate efficiently. In
the Middle East and Asia-Pacific regions, GE’s 360 Foam Wash has beenfound to significantly improve engine performance by reducing build-up
of deposits in the engine, lowering engine exhaust temperatures, andimproving engine compressor efficiency. These improvements lead to
reduced fuel consumption and lower CO2 emissions. GE’s 360 Foam Wash
is approved for use on multiple GE engine programs, including models of
GE90, GEnx, CF34 and CF6, as well as Engine Alliance’s12 GP7200 engines.
GE DIGITAL has developed a suite of software applications to help
aircraft operators reduce CO2 emissions and drive operational
efficiencies. For example, FlightPulse® is a flight analytics tool thathelps airline pilots improve safety and operational decision‑making,including recommendations for fuel savings. Fuel Insight helps airlines
identify areas of opportunity to improve their fuel consumption,
while Airspace Insight offers flight path design and maintenance toassist aircraft operators in ensuring routes are optimally designed tominimize time, fuel, and emissions.

10

GE, customer and partner funded.

11“Drop in” SAF is fuel that can be “dropped in” to today’s existing engines, aircraft, and fuel delivery and storage systems without requiring any additional changes.

12

Engine Alliance is a 50-50 joint company between GE and Pratt & Whitney.

*

CFM International is a 50/50 joint company of GE Aviation and Safran Aircraft Engines that produces CFM56 and LEAP engines.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 51

in June 2021 to launch the RISE Program, targeting more than 20%
lower fuel consumption and CO2 emissions compared to today’s mostefficient engines. Central to the program is state-of-the-art propulsive
efficiency through the open fan design. Since GE Aviation first debuted
an unducted fan in the 1980s, the open fan engine design has been
made simpler, lighter and quieter with new approaches such as
single‑stage rotating carbon fiber composite fan blades and stationary
composite outlet guide vanes.

USE OF SOLD PRODUCTS
Estimated lifetime emissions of regional, narrow-body andwide-body commercial engine products installed on aircraft
delivered by year.

Net emissions million metric tons CO2(net, new units, absolute)

2019
45

2021
28*

ELEC TRIFICATION
GE has been advancing electrification of aircraft and engine systems formore than a decade. During that time, GE engineers matured individualcomponents of a hybrid electric system, including motors, generatorsand power converters. Now, we will take what has been learned inlaboratories and combine these technologies into an integrated electricmachine and associated power electronics for ground and flight tests
planned for the mid-2020s. Through a $260 million program with NASA,GE Aviation will mature a megawatt class hybrid electric powertrain todemonstrate flight readiness for single-aisle aircraft using a modified
Saab 340B testbed, GE’s CT7-9B turboprop engines and Dowty’s R390
propeller. GE Aviation has selected Boeing to support the program’s
flight tests and BAE Systems to design, test and supply energy
management components.

This is based on Greenhouse Gas protocol, Scope 3 use of soldproducts, category 11 methodology.
*

2021 results reflect a notable decrease in aircraft deliveries
associated with COVID-19 impacts on the aviation industry andaircraft delivery delays on two aircraft types powered by GE and GE
partnership engines.

3. INNOVATING FOR THE FUTURE
GE Aviation is investing now in the technology needed to reduce bothintensity and absolute emissions toward net zero by 2050. Knowingthat there is no one-size-fits-all solution, GE is investing in a diverse
portfolio of future technologies across the aviation sector, and intends
to advance technologies in the near, mid, and longer term. This is someof the world’s most complex technology, and we are focused today on
the innovation that’s going to be needed for the future.
For the technologies below, we are focused on three general phases
for their development. Today, we are working in our labs andresearch centers on the advancement of the concepts and theories.
In the middle of this decade, we aspire to start flight testing thesetechnologies. We look to the middle of the 2030s as the likely time for
introducing these technologies commercially.

HYDROGEN
CFM has also launched a demonstration program in collaboration with
Airbus to ground and flight test a direct combustion engine fueled byhydrogen. CFM will modify the combustor, fuel system, and control
system of a GE Passport turbofan to run on hydrogen, a fuel which
doesn’t generate carbon emissions during the combustion process.

OPEN FAN

GE Aviation engineers are rising to this challenge with a globalhydrogen team already in place and growing. Efforts to design andvalidate new combustor technology compatible with hydrogen willdraw from GE’s more than 8 million hours of operating experience withhydrogen combustion in land-based gas and steam turbines.

The open fan design is one of the advanced engine architectures
CFM is exploring through the CFM RISE (Revolutionary Innovation for
Sustainable Engines) Program. The parent companies came together

Revolutionary technologies and alternative fuels both have critical roles
to play in meeting the aviation industry’s long-term climate goal of net
zero carbon emissions by 2050 for commercial flight.

AVIATION INDUSTRY VIE W OF ENERGY OPTIONS THAT COULD CONTRIBUTE TO CO 2 REDUCTION
Consistent with our collaboration principle above, GE knows that it will take partnership to succeed for net zero for the aviation sector. GE
serves on the Board of the Air Transport Action Group (ATAG), which produced a Waypoint 2050 report addressing scenarios for the aviation
sector toward net zero. GE’s innovation and technology—SAF, hybrid electric, and hydrogen—described on these pages is core to thetechnical opportunities ATAG and the industry are identifying.
2020

2025

2 03 02 03 52 04 02 04 5

2 05 0Commuter» 9-50 seats» < 60 minute flights» <1% of industry CO2

SAF

Electric
and/or SAF

Electric
and/or SAF

Electric
and/or SAF

Electric
and/or SAF

Electric
and/or SAF

Electric
and/or SAF

Regional» 50-100 seats» 30-90 minute flights» ~3% of industry CO2

SAF

SAF

Electric orHydrogenfuel cell
and/or SAF

Electric orHydrogenfuel cell
and/or SAF

Electric orHydrogenfuel cell
and/or SAF

Electric orHydrogenfuel cell
and/or SAF

Electric orHydrogenfuel cell
and/or SAF

SAF

Electric orHydrogencombustion
and/or SAF

Electric orHydrogencombustion
and/or SAF

Electric orHydrogencombustion
and/or SAF

Short haul
» 100-150 seats» 45-120 minute flights» ~24% of industry CO2

SAF

SAF

SAF

Medium haul
» 100-250 seats» 60-150 minute flights» ~43% of industry CO2

SAF

SAF

SAF

SAF

SAF

SAF

SAF
potentiallysome
HydrogenLong haul» 250+ seats» 150 minute + flights» ~30% of industry CO2

SAF

SAF

SAF

SAF

SAF

SAF

SAF

SOURCE: ATAG Waypoint 2050 https://aviationbenefits.org/environmental-efficiency/climate-action/waypoint-2050/

52 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORTGE AVIATION: 2050 SCOPE 3 NET ZERO AMBITION FOR SOLD PRODUCTS
Actions pre-2020

Building on substantial contributions
from past action.

2020-2030
2030-2050

Driving continued progress this decade.

Innovating for the future.
CONTRIBUTING FACTORS	More fuel-efficient commercial
engine products certified:
GE Passport, GEnx, CFM LEAP,
GE9X
	Lighter-weight advanced
composite materials vs. metalparts replaced	More heat-resistant Ceramic
Matrix Composites vs. metalalloys	Lighter-weight, optimized
part designs from additive
manufacturing vs. conventional
manufacturing	Support 100% Sustainable Aviation Fuelapproval and adoption	Open Fan Engine Design(CFM RISE Program)	Advocacy and industry partnering for
wider SAF availability and adoption	Electrification of aircraft and engine
systems	360 Foam Wash adoption	Hydrogen-fueled direct combustion
engine	Increased deployment of GE Digital,
Aviation Software including FlightPulse®,
Fuel Insight, and Airspace Insight	Power to Liquid SAF

	Increased use of additively-manufactured
and Ceramic Matrix Composite engine
parts	Compact engine core	Three-stream engine architecture	All GE and joint venture engines
can operate on approved
Sustainable Aviation Fuel	Flight Management System for
optimized airport descentRESEARCH & DEVELOPMENTTESTINGPRODUCT INTRODUCTION

BREAKTHROUGH TECHNOLOGIES TIMELINEIMPACTS4 0%

reduction in fuel consumption
and CO2 emissions compared toengines manufactured in 1970s
and 1980s

GE this decade will:• Advance technologies to lower the carbon
intensity of its products;• Innovate and test the breakthroughtechnologies required to achieve the stepchanges needed for net zero in the future; andGE will focus, working with other industry
participants, on bringing into service
breakthrough technologies by the mid
2030s to help achieve absolute emission
reductions for the aviation sector’s path tonet zero.

• Prioritize partnerships to succeed inthese outcomes.
Building on substantial contributions
from past action.
Actions pre-2020

Driving continued progress this decade.
2020-2030

Innovating for the future.
2030-2050

GE 2021 S U S TAIN AB ILIT Y REP O RT | 53

GE RESEARCH

Innovating toward a more sustainable futureStanding at a desk once used by Thomas Edison, U.S. Department of Energy Secretary Jennifer Granholm visited GE Researchin Niskayuna, NY, in January 2022, along with New York Senator Kirsten Gillibrand, New York Representative Paul Tonko, GE’s
Global Energy Business Portfolio CEO Scott Strazik, and GE Senior Vice President and Chief Technology Officer Vic Abate.

GE Research is our innovation engine where the path to a more sustainable planet is being created today. Our 1,000
scientists and engineers, including more than 500 Ph.D.s., work in close partnership with our businesses, customers andgovernment partners to drive cutting-edge solutions that drive decarbonization through the energy transition, enableprecision health and create a smarter and more efficient the future of flight.
With major research facilities in the U.S. and India, our global R&D
presence and expansive innovation network gives us a unique vantage
point to see, move and create the future of GE and our industries andto build a world that works. We have a highly contemporized researchmodel that is externally facing and market-tested. Through GE’s
businesses and customers, we understand firsthand the needs of ourindustries and have direct channels to market with new solutions.
We also continue to grow our network of external partnerships with
the U.S. government and other industry partners, who are stronglyaligned on many of same research priorities we have to address climatechange, drive sustainability in air travel and improve healthcare. These
partnerships enhance our ability to accelerate key breakthroughs toadvance our sustainability goals.
Toward these ends, GE researchers are working across our industries toadvance the company’s goals across energy, health and flight.
With the energy transition, GE Research engineers are working with
GE’s Renewable Energy business and U.S. Department of Energy
to scale up wind energy by enabling the design of larger rotors
utilizing 3D-printing, driving a step change in generator design withsuperconducting magnet technology and exploring further out
concepts like floating offshore wind turbines. We’re working with GE
Gas Power to explore new ways to remove carbon pre- and postcombustion with power plants. And GE scientists are driving a myriadof advancements “behind the plug” to prepare the grid for managing azero carbon future.
For precision health, GE researchers are making important
advancements with our government, academic and clinical research
partners to help the world be better prepared for future pandemics
and continue to fight the battle against chronic diseases and illnesses.

54 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

We’re working with the Defense Advanced Research Projects Agency(DARPA) to develop new vaccine production technology to more rapidly
respond to future viral threats. And we’re making significant progresswith a new non-invasive therapy using ultrasound that could one day
reverse or prevent the onset of diabetes.
For the future of flight, we’re integrating our deep expertise in electricalsystems and propulsion technologies to support GE Aviation’s efforts
to advance hybrid electric propulsion, hydrogen combustion, andpromote the adoption of Sustainable Aviation Fuel (SAF).

NEW CAGE (CLIMATE ACTION@GE)
L AB L AUNCHED TO REVOLUTIONIZE
CARBON CAPTUREGE Research recently launched the CAGE Lab and a new carbon
capture breakout team to develop and deploy cutting-edge solutions
to decarbonize the power sector and even pull carbon directly from theatmosphere itself. The carbon capture breakout team is driving a uniqueapproach in direct air capture (DAC), which is bringing together GE’s
special expertise in thermal management, 3D-design and innovative
materials to remove carbon from the air. The goal is nothing short ofenabling an economical, large-scale solution for helping customers andcompanies achieve their decarbonization and climate goals.

POWERING UP THE WORLD’S FIRST L ARGE
FLEXIBLE TRANSFORMER
In partnership with the U.S. Department of Energy, our business
partner, Prolec GE, and utility partner, Cooperative Energy, haveteamed up to develop and install the world’s first large flexible
transformer at the utility’s substation in Columbia, Mississippi. The
flexible transformer represents the next generation of hardware
required to manage a rapidly changing grid. It will support higher
penetrations of renewable power coming online, improve its resiliency
through better fault management, frequency and voltage regulation,and ease the supply chain for utilities by serving as a universal spare fora wide range of transformers operating at different voltage levels. This
technology is poised to replace an aging U.S. transformer fleet, withmore than 70% older than 25 years and around 15% already exceeding
the average life expectancy of 40 years.

DEVELOPING FUNDAMENTAL BUILDINGBLOCKS OF HYBRID ELECTRIC FLIGHT
GE Research’s hybrid electric aviation team has been developing
the fundamental components of hybrid electric flight for nearly two
decades. In addition to supporting GE Aviation’s $260 million hybrid
electric flight demonstrator project with NASA, the team is partneringwith the Advanced Research Projects Agency for Energy (ARPA-E) on
three projects to develop the power train, power generation systemand cabling, to enable a carbon neutral hybrid electric propulsion
system that is suitable for supporting a 150-200 seat narrow bodycommercial airplane.

Project leader
Ibrahima Ndiaye infront of the world’s
first large flexible
transformer.

Satish Prabhakaran
is part of a teamof GE Researchscientists leading newtechnical advancesin electric propulsion
components andsystems, helping makecommercial electric
flight a future reality.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 55

PART II|OUR PROCESSHow GE operates tosucceed in our mission
At GE, we focus not just on what we do, but how we do it. We are guided by anactive and engaged Board of Directors, with leadership that sets the example
of a culture of integrity that is core to everything we do.
As we continue work developing our plans to form three independent,
industry leaders with sustainability at their core, we continue to develop
and deliver products and services for important growth sectors in energy,
healthcare and aviation, which are critical to building a world that works.
A key element of our sustainability strategy is to implement leanmanagement principles across the enterprise to drive continuous
improvement for purposeful outcomes. And we continue toinvest in our people, one of our most valuable assets.

56 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

Independent board leadership

THOMAS HORTON
Lead Director
CHAIR: Management Development &Compensation Committee

LESLIE SEIDMAN, CPA, GCB.D
CHAIR: Audit Committee

Board oversight
The Board of Directors (Board) sets the tone from the top for GE’s
culture. GE’s Board has oversight responsibility for management’s
establishment and execution of corporate strategy. The Board also
provides independent risk oversight, with a focus on the most significant
risks facing the Company. The Board’s Governance and Public Affairs
Committee (Governance Committee) strives to maintain an independent
Board with broad and diverse experience and judgment that iscommitted to representing the long-term interests of our stakeholders.
When selecting and recruiting director candidates, the GovernanceCommittee considers a wide range of factors, including:• Ensuring an experienced, qualified Board with high personal integrity
and character, and expertise in areas relevant to GE.
• Enhancing the Board’s diversity of backgrounds, specificallyattributes such as race, ethnicity, gender, cultural background andprofessional experience.
• Complying with regulatory requirements and the Board’s
independence guidelines.
As we look to our plan to form three industry-leading companies,
the Governance committee will seek director candidates whose
experiences support each company’s future strategy and industry
focus, with the goal of creating dedicated boards of directors with deep
domain expertise.
The Board recognizes that the long-term interests of the Company
require responsibly addressing the concerns of stakeholders beyond
just shareholders, including employees, recruits, customers, suppliers,
communities, government officials and the public at large.
The Board oversees the execution of GE’s sustainability priorities andinitiatives as an integrated part of the Company’s overall strategy andrisk management. Matters related to sustainability often span multiple
functional categories and areas of oversight, and therefore involve
discussion at the full Board level as well as individual committees.
In that regard, relevant focus areas for the Board in 2021 included:• Safety. Health and safety of employees and communities, including
GE’s response to the COVID-19 pandemic.
• Energy Transition. Strategy for the energy transition.
• Climate change. GE’s ambition and goals related to greenhouse gas
emission reductions from customers’ use of sold products.

RISA LAVIZZO-MOUREY, MD
CHAIR: Governance & Public Affairs
Committee• Enterprise Risk Management. Primary risks and opportunities
across GE’s businesses related to climate change and othersustainability matters.
The Governance Committee also plays an important role in GE’s
sustainability oversight, and has primary oversight of GE’s policies
and strategies related to climate change management; politicalspending and lobbying; human rights; environment, health and safety;
and external reporting on sustainability matters. For example, theGovernance Committee receives a standing update on safety incidents
throughout GE at each meeting. The Audit Committee also has a rolein sustainability matters to the extent these topics relate to financial
reporting and regulatory requirements, including reporting on thesematters in SEC filings and data quality related to this reporting.

Board oversight of public policy
and lobbying
The Governance Committee, composed solely of independent
directors, oversees the Company’s political spending and lobbying
activities, including external reporting on such activities. This includes
political and campaign contributions as well as any contributions to
trade associations and other tax-exempt and similar organizations
that may engage in political activity. The Governance Committee is
responsible for the following:• Policy oversight. A yearly review of GE’s political spending policies
and lobbying practices.
• Budget oversight. Approval of GE’s annual budget forpolitical activities.
• Reporting. Reviewing semi-annual updates on political spending, boththrough Company expenditures and through the employee-managed
political action committee (GEPAC).
GE currently discloses the names of all trade associations receiving
more than $50,000 from the Company, including the portion of theCompany’s payment used for lobbying or political expenditures, as wellas any contributions to 501(c)(4)s, beginning with contributions madein 2018. GE’s political spending has declined in recent years, and in
2021 GE Company did not contribute any corporate funds to political
campaigns, committees or candidates for public office. In this year’s
Sustainability Report, we are also providing a description of how GE’s
climate lobbying activities align with the goals of the Paris Agreement,see pages 98-103.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 57

Board focus on climate change
The energy transition and climate change have been significant areasof focus at the Board level. At its meetings throughout 2021, the Board
regularly reviewed climate change-related risks and opportunities
across GE’s business. The Board is actively engaged with GE leadershipon related topics such as the competitive landscape for our businesses
amidst climate-related shifts in technology, product and service
demand; analysis of potential pathways for decarbonization; customer,
shareholder and other stakeholder expectations; the Company’s
decarbonization strategy; and reducing the environmental impact
of GE’s own operations and customers’ use of our sold products. For
example, the Board discussed and helped shape decisions such as
setting a goal for GE to become carbon neutral by 2030 in our own
operations, our ambition to be net zero in 2050 including emissions
from sold products and the exit from the new-build coal business.
This focus is also reflected in the Board’s Governance Principles
and committee charters, which the Board recently revised to more
expressly highlight its role in the oversight of sustainability and climatechange-related matters.

Long Ridge Energy Terminal and GE
commissioned and demonstrated
the first advanced class hydrogenburning power plant worldwide
using GE’s HA Gas Turbine.

BOARD OVERSIGHT: KEY AREAS REL ATED TO SUSTAINABILIT Y

FULL BOARD• Strategy for the energy
transition and climatechange, including
climate-related risks
and opportunities• GE’s ambition and goals
related to greenhouse gas
emission reductions

AUDIT COMMITTEE• Health and safetyof employees andcommunities, including
COVID-19• Enterprise risk
management• Developments in ESG
reporting and analysis• Sustainability, including
external reporting• Regulatory, compliance and • In coordination with thelitigation risks
Governance Committee,
oversight of external• Financial reporting,reporting related tosystems andsustainability matters andinternal controls
data quality related to• Cybersecurity
this reporting• Enterprise risk
management framework

GOVERNANCE & PUBLIC AFFAIRSCOMMITTEEMANAGEMENT DE VELOPMENT &COMPENSATION COMMITTEE• Priorities and externalreporting related tosustainability matters• Environmental, health andsafety matters• Corporate governance• Support of full
Board’s oversight on
climate change• Strategies and policies
related to human capitalmanagement, including
diversity, equity andinclusion; workplaceenvironment and culture;
talent recruitment anddevelopment; engagement
and retention• Public policy andgovernment relations
activities, including
political spending andlobbying activities• Human rights

For more information, see GE’s 2022 Proxy Statement here.

58 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT• External reporting related
to diversity and pay equity• Executive compensation,
including determinationof metrics to include inlong- and short-term
incentive programs

HOW GE ENGAGES WITH ITS STAKEHOLDERSEMPLOYEESINVESTORSCOMMUNITIES• Regular Company- or businesswide emails and videos from seniorleadership, including a monthly video
blog InsideESG@GE for GE employees• Strong commitment to transparency—
communicate strategic, operationaland financial results and progresson priorities• GE locations empowered to support
charitable organizations based on theneeds of the local community• Leadership town halls, discussions
and educational webinars, including
opportunities for questions and answers• Quarterly earnings conference calls open
to investors and available on our website• Open reporting and ombuds system• Engagement and culture survey• Participation in sell-side conference
presentations• Performance management system“People, Performance and Growth”• Investor relations newsletters and website

CUSTOMERS• Meetings with senior executives at thebusiness and corporate level• Engagement strategy driven by businessleadership depending on industry
SELECTED MEMBERSHIPS• Participant in the UN Global Compact• Founding member of the Global BusinessInitiative on Human Rights• Member of the Institute for
Human Rights and Business’
initiative, Leadership Group for
Responsible Recruitment• Member of the Responsible Minerals
Initiative (RMI)• Board member, Center for Climate andEnergy Solutions• Member, World Business Council for
Sustainable Development• Member, The Global Fight• Annual investor days

• GE Volunteers, giving back to thecommunities where GE people live
and work• GE Foundation, committed totransforming our communities andshaping the diverse workforce oftomorrow by leveraging the power of GE• Annual meeting of shareholders• Regular meetings with large institutional
investors and other shareholders,
including governance engagement• Outreach and meaningful participation
with local communities and stakeholders
on decisions with broader impact
SUPPLIERS• Commitment to an ethical supply chain
program and Supplier Integrity Guidefor suppliers

REGUL ATORS/GOVERNMENTAGENCIES• Pursuit of “honest broker” relationships
with government stakeholders topromote collaborative, win-win
outcomes on sustainability andenvironmental issues• Communication and training to all
suppliers on compliance and integrity
expectations• Strong partnership on domestic andglobal stage in pursuit of climate change
and sustainability goals and policies• Commitment to regulatory complianceand strong performance• Engagement to support decision makers
in sustainability goals, including climatechange and decarbonization• For details on GE activities andpartnerships in support of government
goals and climate change policies, seepages [96-103]• Onboarding engagement assessmentand manufacturing site review• For direct material suppliers in higher risk
countries under the Supplier Responsibility
Governance program, more extensive
engagement at onboarding, includingsite audit and continued communication
and assessment during their time as a
GE supplier• Access to GE’s open reporting andombuds system

GE 2021 S U S TAIN AB ILIT Y REP O RT | 59

Integrated approach to strategy, risk and sustainability
Our Company strategy focuses on what is needed tobuild a sustainable world that works.
Energy transition, precision health, future of flight—these are critical challenges facing ourworld, and GE has a meaningful role to play in providing global solutions for each. Over thelast several years, as we considered opportunities and risks across our businesses andindustries, we have sharpened and standardized our focus on the external dynamics—including
markets, customers, competitors, and changes in the regulatory environment—that form thecontext of our strategic decisions. And in the spirit of Kaizen—continuous improvement—ourstandardized strategy and risk processes force us to regularly revisit our assumptions andprocesses so we can adapt as the external environment changes and learn from our mistakes.
In a world where we will never have perfect information or complete control, our strengthened
programs and processes are designed so that the Company makes decisions in a structured,objective manner, and with an appropriate view for the long term.

CHRIS PEREIRA
Chief Risk Officer andVice President, Strategy, GE

Sustainability is integrated with strategy development and risk
management across the Company. GE’s sustainability lens is used
to focus on operations and priorities within each business, andcross-functional committees and teams at the leadership level alignstrategic priorities and culture.

GE’s enterprise risk management
framework
Our enterprise risk management framework informs the process forlong-term strategy reviews that each business undertakes annually.
Operationally, this framework also informs our delegations of authority
and commercial underwriting, which take into account a range of risks
such as strategic alignment, supply chain, inflation, cybersecurity, andcountry and counterparty risk. Our businesses all assess their top risks
against a consistent framework each quarter. The process requires thebusiness to:• define and identify enterprise risks;• prioritize the top risks and opportunities; andWe periodically review a range of actual and projected metrics inassessing these types of risks and opportunities, including new unit
equipment sales, power generation by asset type, levelized cost ofenergy, levelized cost of storage, fuel prices (including natural gas
and hydrogen), pricing for mandatory and voluntary carbon offsets
or credits, and internal and external modeling. Our consideration of
top climate-related risks and opportunities also feeds into our annual
long-term strategy review process, during which our businesses
evaluate a handful of key questions related to their long-term strategies.
In our strategy development, we seek to build on GE’s strengths in bothinnovating technologies and solutions to continue driving the global
energy transition and creating resilience in our businesses’ strategies toadapt to potential transition risks from the range of potential pathwaysfor decarbonization and other factors that could significantly affectGE’s approach in the decades ahead.
We seek to continuously improve our processes to identify, assess andrespond to these types of climate-related opportunities and risks, as
this remains central to the strategy for our businesses.

• assess existing action plans to mitigate risk
The process also requires the business to identify owners at eachstage of the process, instilling business ownership throughout therisk assessment process. At the Corporate level, the Corporate Risk
Working Group—a small group of key functional leaders, as well as theChief Risk Officer—meets quarterly to assess enterprise-wide risks as
well. The Audit Committee oversees GE’s enterprise risk management
framework and receives a quarterly enterprise risk report from the
Chief Risk Officer. GE business leaders also periodically review their risk
management programs and top risks with the Audit Committee, and itis the business CEOs—rather than a compliance or legal professional—
who lead discussions with the Audit Committee to provide strong
business accountability for risk management. In addition, eachbusiness CEO meets regularly with the Board to review their strategies
and operations. Our Governance Principles and committee charters
define the risk areas for which each committee has ongoing oversight
responsibility, while the Board, as a whole, focuses on the mostsignificant risks facing the Company.

60 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORTENTERPRISE RISK MANAGEMENTFRAMEWORKSTRATEGIC RISKOPERATIONAL RISKFINANCIAL RISKLEGAL & COMPLIANCE RISKREPUTATIONAL RISKOperationalizing and improving GE’s
sustainability efforts through the
Sustainability Council
In 2021, GE made a further organizational commitment to elevate
its broader sustainability strategy with the appointment of GE’s first
Chief Sustainability Officer (CSO). This position coordinates efforts
by our business leaders, engineers and strategic thinkers to ensure
we improve our impacts to our communities, people and planet inmeasurable and meaningful ways. The CSO also supports efforts
for GE’s technology and innovation to address the pressing global
challenges addressed in this report.
In 2021, GE’s Chief Sustainability Officer convened a business-wide
Sustainability Council staffed by each GE business and corporate
function. The Sustainability Council meets weekly and focusesinternally and externally on three overarching goals:• ensuring progress toward delivering on GE’s sustainability commitments;• improving and installing operational programs to address gaps in GE’s
sustainability programs; and• building strong and independent ESG programs and operations foreach business prior to their separation from GE so that sustainability
is core to the new businesses on day one
The Sustainability Council partners with a diverse range of external
stakeholders to deliver on our commitments, improve our programs
and prepare for the separation. These efforts and progress are reflectedin this report.
Core to the Sustainability Council’s work was engaging in an ESG
issues assessment with our internal and external stakeholders for
GE Company and each business, described below. This provides anoverarching blueprint on how our priorities align with our stakeholders.

Regarding delivering on our commitments, each business provided aquarterly update on progress toward greenhouse gas Scope 1 and 2
reduction goals (pages 92-95) and ongoing progress on innovating thetechnology toward Scope 3 goals (pages 33-35 and 50-53). In terms ofgaps, we assessed that we could do a stronger job communicating ourprograms that drive product safety and quality (pages 66-69), as well as
strengthen sustainability considerations in the stewardship of productdesign (pages 104-106). We will continue to improve operations
and programs in these areas as described below to position thebusinesses for leadership on these topics at core on day one of their
independent operations.
Beyond the Sustainability Council, sustainability at GE is the ultimate
team effort, with GE’s employees united in realizing the success of
our mission. The CSO helps GE accelerate outcomes by promoting
closer collaboration between GE’s leaders and governments, policy
makers, NGOs, our investors, communities and peers. The CSO also
coordinates efforts to operationalize GE’s sustainability efforts byapproaching sustainability with the same high expectations of rigor andaccountability that we use to run our businesses, using lean principles
and, as described in more detail in this report, continuously improving
toward our goals.

ESG ISSUES ASSESSMENTS FOR GE AND
EACH BUSINESSCore to the efforts to ensure GE succeeds in its sustainability programs
consistent with stakeholder expectations, in 2021 GE engaged in a
broad internal and external stakeholder assessment for GE Company
and the Aviation, Healthcare, Power and Renewable Energy businesses.
The results of these assessments are helping to guide ESG andsustainability priorities and strategies with the benefit of input fromour employees, customers, investors, NGOs and other stakeholders.
We share the process and output below.

ESG ISSUES ASSESSMENT OVERVIEW
GE conducted an assessment to develop a list of priority topics deemed relevant for sustainability strategy for each business unit, followed
by interviews with internal and external stakeholders to validate and prioritize topics. Based on the insights gained, an ESG issues matrix
was developed and the final list of high priority topics was reviewed against GE’s latest reporting to identify potential gaps and provide
recommendations for future reporting.

1

2

3

DE VELOP INITIAL LIST OF
KE Y TOPICSSTAKEHOLDERVALIDATIONPROVIDERECOMMENDATIONS• Consolidate topics, external reporting
frameworks, ESG rating agencies
and peers• Conduct interviews with internaland external stakeholders to identify
the most impactful topics to GE’s
business units• Develop an ESG issues matrix andassess GE’s existing reporting against
the validated priority issues

Input: Initial perspective on potential
priority topics for GE’s industry

Output: Summary report synthesizing the priority topics, feedback and insightsfrom the activities above

GE 2021 S U S TAIN AB ILIT Y REP O RT | 61

APPROACH TO IDENTIF YING AND VALIDATING TOPICS
Across four business units, GE used a combination of internal and external research to develop a list of initial topics deemed most impactful
on its ESG strategy. This included, but was not limited to, the assessment of over 20 peer reports and analysis of key topics from frameworks
and standards for eight different industries. Interviews with nearly 80 relevant internal and external stakeholders were used to refine andvalidate the initial topics.
INPUTSDE TAILED INPUTSGE INTERNAL

Previous internal ESG risk
assessments (e.g., climate
risks)Overall business strategy
plans and goals/targets (e.g.,
product design, human capitalcommitments, long range
financial budgets)

Investor/customer/employee
presentations; SEC filings,
other public disclosures

peer reports reviewed

3

Customer, employee, activist
and regulator feedback
obtained

Peer and industry leading
disclosures
E XTERNAL

23

frameworks andstandards assessed

2

Leading sustainability
reporting frameworks (e.g.,
SASB, TCFD, UN SDGs) andregulators (EU Regs)

Criteria assessed by external
ESG raters (e.g., MSCI,
Sustainalytics)

country-specifichorizon scans
performed

VALIDATIONOUTPUT

34
internal
stakeholder
groupsinterviewed

10
customergroupsinterviewed

The ESG issue
topics in thefollowing
matrices
represent thelist of mostimpactful
ESG topics to
GE businesses
from the fulluniverse of
ESG topics.

RENE WABLE ENERGY & POWER
Operating in the same market and ecosystem, there is an unsurprisingoverlap between the most impactful ESG issues identified by the
stakeholders of GE’s Power and Renewable Energy businesses. Climatechange remains a core issue to address across the Energy portfolio, andthe businesses have a strong position to build from, both operationallyand through products and strategy as they join forces as part of one
leading energy Company to tackle the world’s biggest challenge. The ESG
Issues Assessment also confirmed that the existing strong emphasison governance and ethics, and protecting and supporting employees’safety and well-being, are fundamental for the path forward. Thosestrong cultural pillars will be even more important as we continue tobring leading energy transition technology forward. Our stakeholders
care deeply about how we do that and highlight in their feedback that
our emphasis on product design and lifecycle management as well as
product quality and safety, are critical to prioritize across the Renewable
Energy and Power businesses. With the evolution of a combinedenergy business portfolio, we look forward to the opportunity to take amore holistic approach to further strengthen programs in those areas,
completely aligning with our ambition to advance our leading role in theenergy transition.

Renewable Energy

Power• Climate
Change• Governance &Ethics• Human Rights& Community
Relations• Supply Chain
Management• Product Design • Business Model& Lifecycle
Resilience
Management• Employee Safety• Product Quality& Well-being& Safety• Critical Incident
RiskManagement• Access &Affordability• Diversity &Inclusion• Data Security• Talent
Management& Engagement• Water &Wastewater
Management• Waste &Hazardous
Materials
Management• Product Design • Employee Safety& Lifecycle& Well-being
Management• Product Quality& Safety• Supply Chain
Management• Critical Incident • Business Model • Data Security• Talent
Risk Management Resilience• Diversity &Management
Inclusion& Engagement• Access &Affordability• Waste &Hazardous
Materials
Management• Water &Wastewater
Management
Impact on GE

62 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

Importance to Stakeholders

Importance to Stakeholders• Human Rights& Community
Relations• Climate
Change• Governance &Ethics

Impact on GE

HEALTHCAREAVIATION

In 2021, GE Healthcare conducted an assessment to identify the
top impacts, risks and opportunities for our business across a wide
landscape of ESG topic areas. The output of this assessment wasleveraged to identify five focus areas: working to expand access tohealthcare; mitigating our climate impact and improving resiliency;
advancing the circular economy and environmental design; promoting
diversity, equity and inclusion; and protecting patient data andcybersecurity. As preparations continue t o become a public company,
ESG is being integrated more deeply into the core of the culture
and business by building upon these five focus areas, as well as thelongstanding commitments to innovation, product quality and integrity.

Climate change, governance and ethics, and product quality andsafety were the top issues identified by both internal and external
stakeholders. This strong alignment is not a surprise given the nature ofour business and the critical contribution of each element to safe andmore sustainable flight. Our commitment to each of these areas can beseen through our current activities. As an example, our commitment
to climate change is clearly demonstrated in our commercial portfolio
renewal (see page 43), efforts supporting sustainable aviation fuel(see page 44) and our focus on innovative breakthrough technologies(see page 46). This assessment also confirmed that our efforts focusedon employee safety and well-being, data security, product designand lifecycle management (see page 104), talent management andengagement, and inclusion and diversity (see page 80) are indeed core
to our continued success. We have made much progress in each ofthese areas, and remain committed to continuing to strengthen andexpand our efforts to accelerate the pace of change in our business.

• Access,• Product &Affordability &Service Quality
Health Equity• Technology &• Circular Economy
Innovation& Product• Product Safety
Lifecycle• Data Use &Privacy• Greenhouse Gas(GHG) Emissions

Importance to Stakeholders• Human Rights• Operational
Waste• Public Health
Events• Ethics,
Compliance &Trials• Patient-Centric
Approach to
Health• Procurement &Materials
Sourcing• Cybersecurity& Information
Security• Diversity,
Equity &Inclusion• Customer• Health, Safety
Support && Wellbeing
Training• Development &Training• Hazardous &Toxic Substances• Public Policy
Practices• Attraction,
Engagement &Retention• Geopolitical
Stability• Air Emissions• Biodiversity• Marketing
Practices• Water• Data Security• Product Design& Lifecycle
Management

Importance to Stakeholders• Climate
Change &Resiliency• Community
Support &Economic
Development• Climate
Change• Governance &Ethics• Product Quality& Safety• Diversity &Inclusion• Supply Chain
Management• Employee Safety& Well-being• Talent
Management& Engagement• Waste &Hazardous
Materials
Management

Impact on GE

Impact on GE• Climate
Change• Governance &EthicsCORPORATE

Importance to Stakeholders• Product Design • Diversity &• Employee Safety& Lifecycle
Inclusion& Well-being
Management• Product Quality& Safety• Human Rights& Community
Relations• Data Security• Supply Chain
Management• Talent
Management &Engagement• Regulatory
Engagement• Waste &Hazardous
Materials
Management

Impact on GE

The GE Corporate assessment reinforces that GE’s success on its
climate change goals—instilling a culture of ethics and compliance,
and its safety focus—are top priorities internally and externally where
we must lead for success. As described above, we are taking stronger
steps to communicate our commitment to product safety and quality,
and to advance our programs on product stewardship. We share our
stakeholders’ interests in securing the highest standards on humanrights, and a strong priority of diversity and inclusion, our separate
reports detail our efforts and initiatives.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 63

LEAN PRINCIPLES APPLIED TO SUSTAINABILIT Y

Our strategy for continuous improvement and eliminating waste

A GE Gas Power plant in Schenectady, NY, has becomea striking example of the power of lean management,a set of tools at the heart of GE’s transformation.

Lean is the way we run our businesses. It helps drive better execution
and cultural change, all while enabling sustainable, long-term
profitable growth. It is known as a set of principles that emphasizes
customer focus, elimination of waste, high-quality growth, continuous
improvement and ruthless prioritization of work. Lean is enabling ourbusinesses to play more offense, deliver for our customers and leadin three key areas—the energy transition, precision health and futureof flight.
Lean principles also drive the execution of our sustainability strategy
and help us address problems, examine processes, implement
standard work and continuously improve the way we work.

Dan Loughlin,
the Team 6
Leader and
CRW Operations
Leader, giving
Larry Culp an
overview of theteam’s scope,progress to date
and work ahead.

Our Environment, Health and Safety teams work in close partnershipwith GE’s lean leaders to improve safety, quality, delivery and cost
(SQDC), in that order. This includes using lean to improve worker
safety, eliminate hazardous waste, implement leader standard work,
limit emissions, reduce our carbon footprint and deliver essential,
life-enhancing products quickly and efficiently.

“Lean is not about manufacturing. It’s about everything
we do at GE and using the tools in a way that gives us theopportunity to drive real change and real improvementthat serves everybody.”- L ARRY CULP
Chairman and CEO, GE
CEO, GE Aviation

64 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

The best way to see the power of lean in action is to go to the genba or“where the work is done.” This allows one to experience firsthand theprocess and to identify problems, then work to address those issues.
This is what the GE senior leadership team did in October 2021. The
Company held a five-day immersive GE Kaizen Week at several GE
locations around the globe with more than 1,600 employees goingto genba and problem solving to improve on SQDC. During the week,
several of the teams addressed chemical hazard, minimized suspended
load hazards, working at heights hazards, organized workstations
and improved ergonomics. True to the philosophy of continuous
improvements, Kaizen events did not stop once the week ended. In
fact, they are happening regularly across GE sites around the world.
For example, every time the team at GE Aviation’s On Wing Support
facility, near the city of Gimpo, South Korea, needs to hoist a LEAP
engine into place for maintenance, they are required to attach a
187-pound, U-shaped hook to the engine. The team held a kaizen that
resulted in a solution; while not high-tech, a wooden box serves asa base to keep the hooks in place and eliminates the need to movethe almost 200-pound hook. This design delivers an annual savings inexcess of $20,000 while also improving the overall safety of the process
for GE workers.
This is just one example of how our teams are leveraging lean. They
reflect how we’re running GE better and how we’re driving operational
progress and lasting cultural change. There is more work to be done
and lean is helping us get there.

How lean helps GE field crews fix
power plant
GE field crews completed more than 600 major outage jobs in morethan 60 countries in 2021, each one lasting roughly two to six weeks.
This is no easy task, given the size, weight and complexity of ourgas turbines. When a power plant is scheduled to go offline, service
crews at GE’s FieldCore division typically gather, print and organize
into binders thousands of pages specific to the technology they
were summoned to service. Those documents then go to dozens ofmechanics, millwrights and field engineers who fan out across thepower plant. One copy typically sits in the job trailer, a temporary officethat could be parked a quarter mile from the turbine deck where thework was taking place.

The process is vintage, cumbersome and inefficient, and FieldCore
workers knew there had to be a better way. They used leanmanagement to find it. The GE unit brought together cross-functional
teams that included mechanics and engineers from around the world.
They worked together in dozens of kaizen sessions to design a digitalsolution that would standardize procedures and make best practices
scalable and reproducible at any site anywhere in the world, from
Connecticut and China to Alberta and Saudi Arabia.

Jeremiah Smedra, anoperations director at
FieldCore, GE’s field
services Company, using
the Live Outage software,
which replaced a timeconsuming system thatorganized information inlarge binders.

GE’s wind turbine plant in Florida isusing continuous improvement to serve
customers better
Workers at GE Renewable Energy’s plant in Pensacola, Florida, makesome of the most popular onshore wind turbines on the planet, GE’s
2 MW onshore wind turbines. They are also among the first at GE
to embrace lean using it to strengthen safety at the site, eliminate
defects and improve on-time delivery. It has also become an integral
part of their work. In 2021 alone, workers at the plant held more thana dozen kaizen exercises where they were seeking to find ways tomake production more flexible and resilient. For example, during oneof the kaizens, the team focused on improving “takt time”—the amountof time workers need to complete a task at an assembly station.
Understanding the takt time, and pairing that with standard work,
has provided the team with an understanding of the necessary steps,
the number of workers and the number of parts needed to complete
an assembly operation within a given period. This work helped theplant reduce the number of build-hours it takes to produce a turbine
by 340 minutes and also shortened the time a turbine spends on
the production line by 100 minutes, a 6% and 12% improvement,
respectively. This improvement is helping the Renewable Energy teammove the product along so it can be delivered to our customers to use
to power homes around the world.

“Every improvement leads to another.
That’s the lean way.”
The result is Live Outage, a digital software system that makes
everything field crews need accessible from portable devices in theirhands, replacing the old-school binders and eliminating wasted time.
The system tracks project progress in real time with status bars
for each of the hundreds of tasks that needs to be completed andautomatically generates a daily project report. Live Outage also
includes instruction checklists for each job type, as well as more than
3,000 photos and videos showing what parts look like and how to
perform specific tasks.
This system has already been used at approximately 15 power plants
around the U.S.
He’s also quick to stress that the team isn’t finished with lean. FieldCore
continues to collect user feedback so they keep improving Live Outage
and further reduce waste and improve performance.

EDUARDO OLIVIER
Senior Process Improvement Manager, GE Renewable Energy

LEAN IS DRIVING IMPROVED
TURNAROUND TIMES –SUPPORTING OUR CUSTOMERS

Employees at GE Healthcare’s Pharmaceutical Diagnostics
unit in Cork, Ireland, are using Lean to expand manufacturing
capacity by reducing turnarounds. During the GE Kaizen Week,
October 2021, one of the teams focused on a filling line whichplaces the product — contrast media solution that help doctors
better image patients — into individual vials. Kaizen sessions
discovered that the line was seeing around 45 hours of lost
production time every week. They found the waste was a
direct result of not having standard work, which was slowing
down turnaround times. Together they created, tested, andimplemented new standard work, including workflow and prep
sequences. These new processes and standards have allowed
them to control and plan turnarounds better and help save
15 hours per week. This expands production capacity by morethan 2 million additional bottles of contrast media per year,
supporting growing demand and enabling GE Healthcare toreach more patients.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 65

Product safety and quality
Lean is foundational to how we work at GE. Safety, Quality, Delivery, Cost (SQDC)—in that order—help us deliver for ourcustomers and build a world that works. These are not simply four metrics that we are regularly reporting on, but instead
are our desired set of shared instincts. At no point will an improvement in quality, delivery or cost be done at the expenseof safety. All of the GE businesses are committed to creating safe and effective products that meet the needs of ourcustomers and are doing this through continuously working to improve product quality.
During GE’s 2022 Investor Day earlier this year, we shared how leanis helping to transform the Company. One of the factory tours was
at GE Aviation in Greenville, South Carolina, a site that began its
lean journey in 2019, where the team performs complex machining
operations and detailed inspections on high pressure turbine blades.
Focusing on reducing the site’s blade delivery lead time, the team used
3P (Production Preparation Process) to improve the plant layout andcreate standard lines, which has improved part flow.
By optimizing the layout of the plant, the team was able to reduce leadtime by 13 days and is working to continue to improve and reduce by anadditional 12 days. Through their work, overall inventory has also been
reduced. Lean is making an impact and is changing the way we work forthe better.
Across all GE businesses, we are integrating SQDC in the design,
manufacturing, testing, servicing and monitoring of all our products
around the world. As we look ahead to forming three independent
industry leaders with sustainability at their core, read how lean ismaking an impact and is changing the way each of our businesses workfor the better.

66 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORTMaryam Alturabi, a FieldCore
outage manager during 9FA AGP
upgrade, performing inspections
at GESAT site, Saudi Arabia.

Aviation: Product safety & quality
COMMITMENT TO SAFET Y
GE Aviation has a strong product safety focus, including a voluntary
Safety Management System (SMS) aligned with the UN’s International
Civil Aviation Organization (ICAO) SMS framework. GE’s SMS wasassessed and accepted by the United States Federal Aviation
Administration (FAA) in December 2017 – the first such acceptancegranted by the FAA for a Design & Manufacturing Company. Our SMS isfounded on four key tenets:• Policy – embedding top down commitment to safety in policies andreview rhythms• Promotion – creating a positive safety culture in the workforce
through training, education, and awareness• Risk management – executing independent risk assessments per
approved FAA process• Assurance – validating effectiveness of risk-control strategies indesign, manufacturing, quality, and product performance

Internally, we have an open reporting system that provides
multiple paths to raise safety concerns backed by a Safety Program
Management Team (SPMT) structure that ensures each and every
potential safety concern is fully reviewed. Every product has adedicated SPMT tasked with adjudicating potential safety concerns
spanning all aspects of our products, including manufacturing, field
performance, and maintenance and repair.
Our safety commitment is further strengthened through ourorganizational structure that ensures the independence of theengineering organization. Product oriented engineering teams
are separated from the engine product teams. Additionally, theChief Engineer’s Office serves as both a technical resource and an
independent technical audit function.
Externally, GE Aviation is recognized as a safety thought leader throughpartnering with regulators, other manufacturers, and key industry
associations to develop strategies for enhancing overall propulsion
safety and risk management approaches.

DESIGNING FOR PRODUCT SAFET Y
Each new engine type developed by GE is subjected to rigorous testing throughout thedevelopment and certification process. Aviation has developed unique testing capability at
the part, module, and product level to ensure that new technology we bring to the market
meets and exceeds all safety requirements. Our engine testing facilities have the capability
to perform rain and hail storm, engine icing, and other extreme tests. Our 747 flying test bed
aircraft provides the unique opportunity to flight test engines under a wide range of conditions
combined with the ability to gather real time data via specialized instrumentation.

PRODUCT QUALIT Y

AVIATION’S QUALIT Y EXCELLENCE PROGRAM

GE Aviation operates based on the guiding principle of Safety First / Quality
Always. This principle is embedded in all of our operational rhythms andmanufacturing systems. All new aircraft engine component parts are
manufactured under a quality system approved by the FAA and certified tomeet the most current aviation industry standards in AS9100D.

As part of our quality focus, Aviation launched a Quality Excellence
Program (QEP) to build domain expertise that is unique to the aviationindustry through a combination of training, application and certification,
and Controlled Title Holder (CTH) experts.

Underlying both the civil aviation regulatory approval and industry
accreditation is the proactive Quality Framework, a unique strategic
approach to driving a quality culture at GE Aviation designed to:• LEVEL I – TRAINING - Customized training including Root Cause& Corrective Actions (RCCA), Process Failure Modes and Effects
Analysis (PFMEA), Advanced Product Quality Planning (AQPQ), andSix Sigma.

• Create a zero-defect culture by setting processes right on Day 1
and managing change using an Advanced Product Quality Planning(APQP) toolkit.
• Measure and mitigate risk using Predictive Quality Analytics (PQA) by
focusing on leading indicators to impact Voice of the Customer.
• Grow our people through a Quality Excellence Program (QEP) by arelentless focus on continuing education.

• LEVEL II – APPLICATION & CERTIFICATION - Participants movefrom learners to leaders as they assume leadership roles in projects
building on their training and perform product audits. Following
completion of Level I training and a portfolio of Level II projects,
candidates are eligible for QEP certification after a rigorous review
process.
• CONTROLLED TITLE HOLDER (CTH) EXPERTS - Subject matter
expert candidates are nominated through our Technical Talent
Review process for specific quality domain expertise areas such as
manufacturing, regulatory compliance and quality systems. These
individuals, following specialized mentoring and demonstrated broad
project leadership, comprise our Quality CTH network and lead
training, coaching, and consulting across the organization.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 67

Healthcare: Patient safety andcustomer satisfaction
Above all else, GE Healthcare is committed to creating safe and effective
products that meet the needs of our customers and their patients andhelp health care providers solve the clinical, operational and economic
challenges they face every day while improving patient outcomes.
Our products and services are developed using a world-class quality
system that addresses the rigorous requirements of over 175 countries
and is led by a team of experienced quality and regulatory professionals
located in all major markets. Who we are and what we do are driven byan unyielding commitment to safety, integrity, compliance and quality.

Moreover, our quality system incorporates all applicable international
quality and regulatory standards and requirements, including
ISO 13485, US FDA 21 CFR parts 820 and 211, NMPA Decree 739,
EU Medical Device Regulation, Eudralex Volume 4 GMP and all
appropriate individual market regulatory requirements applicable toour products in the markets where we do business. We also participate
in national and international trade associations and drive adoption ofindustry best practices within our organization.

We also maintain a Global Quality Policy applicable to every employee,establish and ensure management responsibility for operationallymeasuring ourselves against this policy, and have an appropriateorganizational structure that ensures we have inputs, checks andbalances for key decision making.

HEALTHCARE COMMITMENT TO QUALIT Y
PROACTIVE IDENTIFICATION AND QUALIT Y SOLUTIONSTO CUSTOMER PROBLEMSAs the COVID-19 pandemic progressed, GE Healthcare observed
customers implementing their own remote control solutions thatenabled operation of certain imaging system functions without
direct patient contact. These custom solutions presented multiple
questions regarding the appropriateness of quality control andperformance. In rapid succession, GE Healthcare was able tocoordinate with its customers to identify the key functionality
needed and subsequently prototype, develop, produce anddistribute a solution to our broad customer base that not only
met the current needs but exceeded the quality and performance
specifications that were possible with any of the custom solutions
observed. Our quality system and commitment to quality enabled
GE Healthcare to release an initial remote control within eightweeks of identifying the need and a more refined iteration available
within the year, all while meeting the quality and regulatory
requirements for our global customer base.

Initial release of panel

Later iteration of panel

68 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

Renewable Energy & Power: Product safety & quality
Safety and quality are paramount in the design, manufacturing, testing,
servicing, and monitoring of our energy products around the world.

RENEWABLE ENERGY SAFET Y CULTURE
Our Product Safety Quality Management System Procedure
explains the process for internally reporting, resolving, closing
and documenting product safety concerns and product safetyissues. It provides the overall product safety framework for GE’s
energy portfolio and aims to eliminate unreasonable safety risks.
The procedure aligns to GE’s Corporate Environment, Health and
Safety policy and is underpinned by internal standards and industry
frameworks such as ISO, ANSI, IEC, IEEE and in some cases, U.S.
Military standards. In addition, we follow internationally accepted
principles of hazard assessment principles and tools, risk assessment
and risk mitigation techniques. An example of how the quality
management and safety policies work in practice is the requirement
for reviewing Human Factors and EHS for all new designs of products
and services. Engineers partner with their counterparts in EHS, field
services, and manufacturing to consider the EHS impacts as wellas aspects of serviceability and maintainability of the equipment
throughout the product lifecycle. These additional considerations
include factors that could potentially influence human performance inthe field and impact for instance the design of equipment with regard
to ergonomics and work station layout, work procedures, training, andcommunication or coordination of work activities.
The safety of our products, and the people who install and maintainthem, is a top priority at GE Renewable Energy. All our employees andcontractors are empowered to stop work when something appears to
be unsafe. The businesses are on a journey to build a world class safety
culture and work in different ways at all levels to ensure employees
have the ability and skills to proactively identify future safety risks anddevelop plans to continue to better integrate safety into our daily work.

GE’s Onshore Wind business launched two programs geared towardcollaborative and practical safe product design, “Touch the Turbine”
and “Safety by Design.” Touch the Turbine program aims at enhancing
turbine field knowledge and awareness for Design Engineers. By
giving more field experiences to engineers we expect to increase
their awareness about the risks that design features and rules canpotentially present for the field teams, and in the long term, reduce theinjury and illness rate. We are connecting the dots between field teams
and Engineering with the intent to put human factors back into ourdesign processes, which is key to ensuring the quality of our products
and the safety of all team members working in the field. Safety by
Design purpose is to reduce Injury and Illness rates attributable toproduct design by proposing continuous improvement of turbine designin addition to the engineering safety proactive and reactive processes.
The project is proposing design changes based on ergonomics, safety
and human factors recommendations, as well as the improvementof internal design guidelines. Additionally, GE is represented as chairof the Global Wind Organization (GWO). GWO is a non-profit bodyfounded by globally leading wind turbine manufacturers and owners.
Members strive for an injury free work environment in the wind turbine
industry, setting common international standards for safety training
and emergency procedures.

RENEWABLE ENERGY COMMITMENTTO QUALIT Y
GE Renewable Energy is also committed to delivering quality products
on time with zero defects. In 2021, GE’s Onshore and Offshore Wind
businesses launched their Root Cause Analysis Quality Suite, asimplified, standardized and digital approach towards Root Cause
Analysis allowing us to record and manage the process to correct,
identify and remove recurring issues. Another area of focus was
Supplier Quality. Our goal is to reduce GE and supplier defects by 60%
across the next three years. We are launching a new Supplier Quality
Management Board and a training webinar to improve quality acrossRenewable Energy.

testing capabilities include a wind tunnel equipped with advanced
sensors measuring the aerodynamic properties on blade sections
used to optimize the performance of the blade. Every new blade
type is put through rigorous static and dynamic tests. In static test,
the blade is subjected to extreme loads to validate their ability towithstand these loads. In dynamic test, the blade is put through anaccelerated lifetime test, where the blade is exposed to changing
loads for an average of 5 million oscillations to simulate the life
span of the blade.
CLINTON TEST FACILIT Y
EXTREME LOAD BL ADE TESTING
Our wind turbine blades are advanced creations that capture
the wind and enable the generation of cleaner, safer and more
affordable electricity. Every fifth wind turbine around the world isequipped with LM Wind Power blades, and each new blade type isvalidated with cutting-edge tools to help ensure they can endure
the forces of nature for over 25 years. LM Wind Power’s in-house

The Clinton Test Facility in South Carolina is dedicated tomechanical testing of turbine rotor and hub system and subsystemcomponents. This facility is unique as it has the capability
to test the increasingly large wind components at full scale,accommodating very high loads. The main product of the testing
facility is data for our customers to ensure design validation andproduct certification, both of which highlight product safety.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 69

POWER PRODUCT SAFET Y
Gas Power has established Product Safety procedures that apply to all GE Gas Power business entities, products, and services to eliminate
unreasonable safety risks. General requirements include assuring prompt actions addressing product safety issues, a Product Safety Review Board(PSRB) to oversee the effectiveness of the Product Safety process, organizations responsible for product design/engineering and plate engineering
establish a Product Safety Program Team (SPMT). Organizations complete a product safety review for Gas Power designed products to identify
inherent hazards of the system, hazard control measures, and risk for harm to occur. These reviews are documented in the SAFER database,facilitated by a Product Safety Engineer, and reviewed by a Chief Consulting Engineer or designated controlled title holder. To detect product safetyconcerns for post shipment and installed base equipment, organizations with product service responsibilities establish a process for communicatingwith Product Safety Engineering any product safety concerns related to Gas Power products and services. The SPMT determines if the concern is avalid Product Safety Issue. For any safety event the issue is recorded in the SAFER database, actions necessary to resolve the issue are determined,
and the issue is tracked to resolution.

SAFE T Y RESPONSE: AF T DIFFUSER SHIPPED WITHOUT LIF TING LUGSAn Aft Diffuser was delivered to a Gas Power site, and upon opening the shipping crate, the employees discovered the lifting lugs were
missing. A Root Cause investigation found the drawing and BOM were appropriately marked, but the drawing notes were left off of thequalification documents. Site employees followed the established Product Safety procedures and were able to take both immediate andlong term actions to safely address the situation. To correct the immediate concern, the Diffuser without lugs was lifted with lifting straps.
To correct the long term concern, an update was made to the qualification drawing, the CAV definition was updated to indicate “A CAV form
is a record of actual product characteristic values verified against applicable drawing, drawing notes and specification requirements. The
characteristic features may be in the form of dimensions, form, function, note compliance, NDE result.”

POWER QUALIT Y MANAGEMENT SYSTEMGE Gas Power Quality Management System (QMS) meets all ISO 9001
Standard requirements and is designed to deliver products and services
that meet our customers’ expectations. The following four pillars form
the basis of our Quality Policy as described below:• Zero Defect Culture: We protect our customers through a culturethat accepts no defects, creates no defects, passes no defects.
• Management of Change: We deliver with focus, using standard workand lean for quality. We comply with all applicable requirements andregulations.
• Supply Base Quality: We partner with our suppliers and empower our
employees to innovate, solve problems rapidly with rigor, and perform
quality stop work when needed to protect our customers.
• New Product Introduction: We deliver products and services rightthe first time, every time. We continuously improve our processes
and systems leveraging past lessons and implementing sustainably.
By keeping laser focus on the customer, meeting our QMS
requirements, and the four pillars as our True North, while leveraging
our lean approach to driving transformational improvements, we will
significantly decrease our quality escapes, defects, and customer
events, not only improving customer experience but also reducing
CoPQ (scrap, rework, warranty costs) enabling quality as a competitive
advantage driving profitable growth.

70 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

One of the four pillars of our Gas Power Quality Policy is focused on
improving Supply Base Quality, which in turn will improve our overall
quality performance and, ultimately, customer experience.
Our goal is to reduce supplier escapes (nonconforming parts) to GE by
more than 25% in 2022, and we are working with our suppliers to drive
step function improvements across their operations.
A recent success story is a partnership with a critical U.S.-based
supplier of highly technical processes. By embracing continuous
improvement and adapting their processes to deliver better quality
for GE, they improved their internal yield and lowered their escapes to
GE by 95%. One specific example of improvement is the remediationof Aft Tip Cooling Hole Back Wall Strikes (BWS) on Stage 1 Blades. A
BWS can create thin walls and concentrated stress that can lead tocracking. This supplier worked closely with GE’s engineering and quality
teams to identify root causes of defects leading to improved design andmanufacturing processes. This helped minimize customer escapes andscrap despite casting variations.

CULTURE

Leading with integrity and The Spirit & The Letter

Integrity is critical in everything we do. This is reflected in our three Leadership Behaviors—act with humility, lead withtransparency and deliver with focus—always with unyielding integrity. These behaviors, along with our employee codeof conduct, The Spirit & The Letter, set the foundation for our compliance program, where we expect our leaders and all
our employees to personally drive a culture of integrity everywhere we do business.

Leadership behaviors
GE’s Leadership Behaviors form the foundation of our culture. For us at GE, these are more than just words; they are changing the way we work andsignify a meaningful shift in our culture. These Leadership Behaviors are instrumental in driving engagement throughout our businesses, particularly
related to lean.
ACT WITH HUMILIT Y

LEAD WITH TRANSPARENCY

DELIVER WITH FOCUS

Humility helps us recognize what we
do not know. Ask questions, thenlisten carefully.

Transparency makes us call it like we seeit, highlighting the good and the bad inequal measure.

Focus helps us prioritize what we will
and will not do.

• We embrace a culture of respect which
values inclusive teams and diverse
perspectives.

• We embrace candor, saying what we
think, not what people want to hear.

• We prioritize our work, maximizing
our impact.

• We share information so we can solve
problems.

• We measure performance throughthe lens of our customers.

• We contribute to each other’sdevelopment in a constructive way.

• We are committed to continuous
improvement always in search of abetter way.

“Transparency and integrity go
hand-in-hand, mutually supportivein creating a shared space of doing
the right thing, all the time, whether
actively seen or acknowledged,
without fear or favor.”“Within our complex, multichannel go-to-market business,
100% compliant commercial
transactions are simply part of thecustomer-centered equation and afundamental enabler to executing on
opportunities of all size and shape.”• We actively listen to internal andexternal sources.
• We learn from our shortcomings asmuch as we celebrate our wins.

“Respect isn’t about titles; it is about
treating everyone well and working
together as a team. When we listen
to each other, we can learn from eachother’s experiences and expertise.
Humility is about acknowledging lessons
learned; it isn’t a sign of weakness. We
are all human.”

TRENTON SCHOONOVER
Clinical Multimedia Content Specialist,
Virtual Clinical Applications TeamGE Healthcare

BRIAN SELBY
Asia General Manager
GE Hydro Solutions• We put safety first.

TOM HOFERER
General Manager-Unison Industries
GE Aviation

Culture survey
In the first quarter of 2022, we conducted our second annual enterprise-wide culture survey to gauge our progress on our Leadership Behaviors, as well as
areas such as integrity, safety and lean. While there was expected variability in the results among our businesses related to certain topics, a Company-wide
view of trends confirmed GE’s strong foundation in compliance efforts. The survey also reflected that we still have work to do on diversity and inclusion,
though our leadership commitment to both is evident and has contributed to an improvement in these results compared to last year. This year again, safety
questions scored high, yet we are focused on driving further action so that our front-line feels as strongly about our safety efforts as the overall Company,
including management (see pages 86-89). Employees identified progress on personal and career growth, while candor and transparency remain as areas ofopportunity. We believe listening and gaining these insights drive improvement, in both our business and our culture.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 71

The Spirit & The Letter
Our integrity anchor is our robust employee code of conduct, The Spirit& The Letter (S&L). As the name suggests, this code of conduct is
intended to hold our employees to a higher standard above and beyond
simply following the letter of the law. We expect our employees andour Board of Directors to comply with the spirit of these policies and
our Company values. Available for download in 21 languages, theS&L sets forth core employee and manager integrity expectations
and summarizes our key Company-wide compliance policies. At GE,
salaried employees are expected to affirm their commitment to abideby the S&L by completing the Spirit & Letter Acknowledgement at
the time of hiring and then again every year subject to local labor law
restrictions. In 2021, 98% of eligible employees completed the Spirit &Letter Acknowledgement. GE also requires its third parties (including
distributors, suppliers, agents and partners) to comply with relevant
aspects of the S&L and, as necessary, will educate those third parties
about applicable policy requirements.
The S&L and its accompanying policies address the full spectrum ofintegrity and compliance issues across GE’s global value chain. In
2021, GE published its latest version of the S&L. In response to an
evolving workforce, we designed the latest S&L to be easy for different
learners and workers to digest on any device. Accordingly, we madethe S&L available both for downloading as well as for interactive,
mobile-friendly browsing. The interactive version is directly accessible
to employees through our GE Integrity Mobile App and includes
embedded links to key policies, resources and videos for compliancehelp on-the-go.
Philip Bradshaw
working on a 7HA.03
rotor and blade
stand in Greenville,
SC, USA.

Key terms in the policies are captured in a dedicated definitions
section, and all policies contain information on where to go for
additional assistance.
These policies are augmented by 22 Enterprise Standards, which set
forth the core programmatic expectations for the businesses in allof our significant compliance risk areas. Each Enterprise Standard
defines the specific risks that businesses must document and address,
outlines auditable controls, and requires, among other things, that thebusinesses have appropriate mechanisms in place to monitor thosecontrols. These Enterprise Standards were developed and launched in2020 and, together with our policies, will be periodically refreshed asnecessary and appropriate, including to incorporate lessons learned
and findings from investigations and internal audits.

THE SPIRIT & THE LETTER CORE POLICIES• Acceptable Use• Anti-Money Laundering• International Trade
Compliance• Conflicts of Interest• Open Reporting• Cybersecurity• Privacy• EHS• Quality• Fair Competition• Reporting andRecordkeeping• Human Rights• Improper Payments
Prevention• Insider Trading andStock Tipping• Respectful Workplace• Security• Supplier Relationships• Working with Governments• Intellectual Property
Our commitment to integrity and open reporting serves as thefoundation for GE to deliver on its other commitments and tohelp build a world that works.
READ THE SPIRIT & THE LE TTER
READ OUR EHS POLICYREAD OUR OPEN REPORTING POLIC Y
READ OUR RESPEC TFUL WORKPL ACE POLIC Y

Within the S&L framework, there are 19 core policies to help employees
perform their jobs and navigate key regulatory areas under compliance.
As these policies are intended for our entire employee population, we
most recently updated all polices in 2021 to be simpler, principle-basedand easier to understand and follow. Our policies adopt a practicallayout for efficient navigation. The information is organized as follows:• What to Know – states GE’s commitments in the specific policy areaand provides helpful context on why the policy matters.
• How to Comply – covers the specific role and responsibilities
employees need to follow to be compliant with GE’s expectations.
• Get Help – lists valuable, relevant resources for additional guidanceon the policy topic and information on how to raise concerns.

72 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORTALWAYS WITH UNYIELDING INTEGRIT Y

GE’s Ethics & Compliance program

GE’s Ethics & Compliance program focuses on prevention, detection and response. It begins with GE leadership’s
personal engagement on integrity. GE leaders across the businesses personally drive a culture of integrity everywhere GE
operates by leading by example, incentivizing compliance and promoting open reporting. This culture is supported by arobust Ethics & Compliance program. To ensure the program is evolving as new risks emerge, GE relies on a team of legal
and functional experts to help us stay ahead of significant compliance risks and a changing regulatory landscape.

Compliance training & communications
Each GE business uses a focused training and communications plan toeducate employees about the risks that are associated with their work.
With a broad, global workforce across multiple business segments,
plus changing workforce demographics and modes of communication,
the GE program requires constant reinvention and customization byeach GE business to stay relevant. Salaried new hires across all GE
businesses receive a streamlined basic compliance training course.

Internal Audit, Ombuds and anonymously through webform. The
program serves as a safe forum for whistleblowers—GE understands
that it can be difficult for some employees to come forward with theirconcerns and the anonymous reporting channel is a critical pillar of
the open reporting program. Each business has at least one full-time
ombudsperson and, in addition, a network of part-time employees
across the globe to whom concerns can be raised. In 2021, 2,355
concerns were raised, 2,275 of which were closed, with the remainingcases pending ongoing investigations and further review.

Additional training on key risk areas is provided to targeted employee
groups based on risk. Each GE business also reinforces these learnings
through a variety of communications, including leadership messages,
newsletters, integrity campaigns, videos, infographics and embedded
messaging within various digital tools. We invest in refreshed content
on an ongoing basis, and business training and communication plans
are adjusted annually based on the output of our enterprise compliancerisk assessment.

GE fully examines every integrity concern raised and takes necessary
remedial actions where appropriate. During the investigation
process, GE:

Voice of integrity: open reporting• Recommends corrective action, if necessary; andOpen reporting is a cornerstone of GE’s commitment to integrity. Every
employee is responsible for integrity, and GE expects its leaders tofoster an environment in which employees are encouraged to raise
integrity concerns without fear of retaliation. Employees serve as thebest line of defense for the early detection of potential issues, and openreporting activity is one of the best indicators of a culture of integrityand employee engagement on compliance priorities.
GE manages employee concern reporting through its Global Open
Reporting & Ombuds Program. Under the program, employees are
required to submit concerns regarding potential violations of law,regulation or GE policy through one of the available open reporting
channels, including managers, Human Resources, Legal, Compliance,• Forms an independent and objective investigation team;• Obtains the facts through interviews and/or reviews of documents;• Reaches conclusions, whenever possible, from the facts the team isable to obtain;• Provides the person who raised the original concern (if that person
is known) with feedback on the outcome, while maintaining theconfidentiality and privacy of all involved (to the extent possible).
Certain cases are treated with special care depending on theindividuals or content involved. Concerns related to senior executives
or Company officers must be escalated, as must be any complaint that
could materially impact financial reporting or controls, or that relate tofederal securities law matters. Finally, the Significant Cases Committee(SCC) is responsible for performing monthly reviews of high-risk openreporting investigations across the Company. The members of the SCC
include the Chief Audit Executive and Vice Presidents of Complianceand Global Investigations. The SCC reviews the significant case criteriaannually to ensure both internal and external risks are considered.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 73

GE measures the strength of its open reporting program using a
number of metrics, which are reviewed at least monthly throughout
the year. The program tracks the average number of days that it takes
to close each investigation raised through open reporting, targeting
resolution within 60 days of being reported. Businesses are required to
escalate to the SCC any cases open for longer than 90 days that comethrough open reporting channels. The program also measures cases per
1,000 employees, which enables year-over-year comparisons within
and across businesses, and enables us to control for any headcountchanges. In addition, we track confirmation and anonymity rates, which
are important to understand the health of our program.
Retaliation for raising a concern or for participating in an integrity
investigation is strictly prohibited, and violations are dealt withseriously and swiftly, up to and including termination.

Compliance risk mitigation
GE’s Ethics & Compliance team runs an annual assessment that
focuses on evaluating the inherent risks and the strength of our internal
controls across all our businesses. The assessment process asks eachbusiness to benchmark its own compliance programs against the 19
Spirit & Letter policies, which the Ethics & Compliance team includes inan overall assessment as to how GE performs in each key policy area.
Insights from this process are used in many aspects of the complianceprogram including by identifying additional training needs, control
improvements, and other areas that may need remediation efforts.
The compliance risk assessment also feeds into the GE Enterprise Risk
Management process, as appropriate.

Compliance governance
GE has a rigorous compliance governance process, both at a corporate
and business level. Each business holds a quarterly review board
meeting, which is attended by the most senior business leaders,
including the CEO, during which their risk assessment, mitigation
efforts, and other compliance issues are discussed. Additionally,each business meets with Company’s Chief Compliance Officer twice
per year to discuss its risk assessment, any program weaknesses
or enhancements, and any compliance trends; and reports its mostsignificant enterprise risks and compliance issues to the Company’s
Audit Committee on an annual basis.
At a corporate level, the Chief Compliance Officer holds two to threemeetings per year with the Company’s most senior officers to discusssignificant program updates, open reporting trends, significant
investigations, and business updates on key risk areas. In addition, theChief Compliance Officer and Vice President of Investigations report on
the same issues to the Audit Committee periodically.

74 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

ANTI-CORRUPTION AND BRIBERY

GE has long taken a leading role in pushing for transparency
and integrity in the global marketplace. Our stance against
improper payments in business transactions is a key elementof our compliance program and represents a core belief in
how we do business. In short, GE prohibits bribery in all
business dealings, in every country around the world, withboth governments and private sector. This prohibition applies
to GE employees, as well as external parties who work for or
represent GE.
We maintain strong controls aimed at preventing and detecting
bribery. GE’s approach to compliance in this critical area ismultifaceted. Among its key features are:• Corporate policies and procedures that reflect theCompany’s approach by prohibiting improper payments inevery transaction, whether with a government or with a
private party• Extensive controls, including thorough due diligence,
careful screening and training on GE policies for third-party
intermediaries such as distributors, service providers, andcommercial agents and representatives• Heightened attention to key risk areas such as gifts andentertainment, travel and living expenses, donations, andfacilitating payments• Prompt investigation and remediation of any concerns• Extensive training of GE employees on improper payments• Robust internal controls and accounting processes designed
to detect and prevent violations of Company policy relating
to improper payment risks and to ensure accurate books andrecords relating to transactions• Increased emphasis and enhanced due diligence concerning
improper risk associated with mergers, acquisitions andjoint ventures
THE IMPORTANCE OF STRONGANTI-CORRUPTION COMPLIANCE
Greater attention is being paid to the effectiveness of corporate
compliance programs in preventing improper payments. The
Justice Department and the U.S. Securities and Exchange
Commission (SEC) have issued a resource guide on the U.S.
Foreign Corrupt Practices Act (FCPA) that endorses a strong
compliance program. The UK Bribery Act, the Clean Company
Act in Brazil, the Sapin II Law in France, the 231 Decree in Italy
and the U.S. Sentencing Guidelines similarly highlight the needfor a strong program. As part of the compliance program at GE,
operating with a strong anti-corruption program is a criticalcomponent in how we do business.
Anti-Corruption Policy

Privacy and cybersecurity
At GE, ensuring the securityof our information, systems,
products, and network is, andalways will be, a top priority.

GE is committed to protecting information about our employees, our customers, our suppliers and our company,
as well as the technology resources GE provides to its employees and contractors. We have adopted a “defense indepth” approach, in which multiple layers of security controls are placed throughout our systems, and a security
by design approach, to build security into our products, both of which enable GE to proactively protect against andrespond to a dynamic cyber threat landscape. As such, GE has implemented detailed cybersecurity and information
protection policies.
GE’S CYBERSECURIT Y FRAMEWORKAt GE, ensuring the security of our information, systems, products,
and network is, and always will be, a top priority. GE has adopted
the National Institute of Standards and Technology Cybersecurity
Framework and International Organization for Standardization 27001
Framework as the basis for our cybersecurity controls framework.
Each cyber function (Identify, Protect, Detect, Respond and Recover)is managed by defined governance, risk assessment, control
implementation, control effectiveness monitoring and metrics.
GE has implemented a layered defense approach to security, which
combines multiple mitigating security controls to protect our resources
and information and improve our cyber resiliency. Our central
cybersecurity framework reaches our shared services operations
and the businesses to optimize our protection based on industry
specific requirements.
We devote substantial resources to maintaining an information
technology infrastructure that implements physical, administrative,
and technical controls designed to protect information stored on
GE’s networks, including customer information, personal information,
intellectual property and proprietary information. Information that
could result in a significant harm to GE if lost, or intentionally or
accidentally misused, is subject to enhanced security controls. GE’s
most sensitive information is identified and included within the scopeof GE’s crown jewel program through an annual review and analysis ofGE’s critical business information and programs.
In addition, we have committed resources and implemented processes
to more effectively prevent, detect, and respond to cyber threats. GE’s
central cyber crisis management team exercises, tests and continually
improves our cyber crisis management plan through rigorous tabletops

and simulations at the enterprise and business levels. Working withGE legal, communications, privacy, and compliance teams, the central
cyber crisis management team also addresses any security concerns
or incidents that could present an enterprise risk to GE, which includes
third party supplier incidents. These measures reflect GE’s long-term
commitment to protecting our employees, serving our customers andpreserving shareholder value. Despite these measures, GE may not beable to successful prevent or defend against all cyber-related attacks.
GE’s approach to product cybersecurity includes lifecycle management,
vulnerability management, customer notifications, incident response,issuing security bulletins and advisories, and a dedicated channel
for receiving and responding to vulnerability reports. We have also
developed secure development lifecycle design practices to secure oursoftware designs and connected products.

PROTECTING GE’S DIGITAL ECOSYSTEM
The increasing degree of interconnectedness among companies andtheir affiliates, partners, suppliers and customers underscores theneed for companies to evaluate cybersecurity threats not only to theirown internal networks, but also to the larger ecosystem in which they
operate. We understand that protecting the confidentiality, integrity
and availability of information on GE’s network necessarily extends
to business partners who are afforded access to such information.
GE contractually requires its suppliers to appropriately secure andmaintain their information technology systems and protect GE’s
information on their systems. GE performs security assessmentson certain suppliers based on a risk assessment and rating process
performed by GE’s cyber team. Higher risk suppliers are subject to more
frequent reassessments and onsite assessments.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 75

GE understands our employees serve an important role in helping
to safeguard GE’s information and systems. At the enterprise level,
we provide comprehensive security awareness training to help our
employees understand their information protection and cyber security
responsibilities at GE, identify phishes and other cyber threats, exercise
vigilance and secure methods when sharing sensitive information withthird parties, and practice good cyber hygiene in their personal lives
and when using social media. GE businesses provide additional training
tailored to their customer requirements, regulatory obligations andindustry risks.
We recognize that technology and the nature of its threats and risks
are changing, and GE will continue to evolve to meet those changes.
GE believes collaboration is important for effective cybersecurity
solutions—bringing together the best minds and the best ideas. Global
interconnectedness means that no one company or country operates
alone. We continuously seek to engage with our regulators, customers,
suppliers, employees and industry colleagues to improve cybersecurity
collaboratively. In addition, we engage in public private partnerships,
such as information sharing and analysis centers, to share actionablecyber threat indicators. These activities have resulted in improved
capabilities that are quicker and more effective in responding todynamic threats.

CYBERSECURIT Y GOVERNANCE AND
LEADERSHIP AT GE
GE’s Global Chief Information Security Officer (CISO) is responsiblefor developing an information security program that enables businessleaders to make risk decisions while protecting the business fromsecurity threats and risks. This program is designed to protect GE’s
products and information resources, and the information contained
therein, including employee, customer, and supplier information
stored in GE’s systems. The Global CISO works collaboratively withbusiness unit CISOs to analyze cybersecurity and resiliency risks to
GE; consider industry trends; implement controls, as appropriate, tomitigate these risks; and enable business leaders to make risk-based
decisions. As part of its oversight role, the Audit Committee of GE’s
Board of Directors reviews GE’s practices and programs related tocybersecurity periodically throughout the year. The Audit Committee
is updated regularly on GE’s cyber threats and risk management
strategy. GE’s Global CISO meets on a recurring basis with our CEO
and other senior leadership to review and discuss GE’s cybersecurity
program, including emerging cyber risks, threats, and industry trends.
The business CISOs conduct business level reviews and discuss cyber
related issues at regular meetings. In addition, GE periodically engages
third-party cybersecurity companies to assess GE’s cybersecurity
program for maturity, effectiveness, and consistency with prevailingindustry standards and GE’s regulatory requirements as well as test
GE’s security posture.

GE’S PRIVACY PROGRAM
GE employs privacy practices based upon its Privacy EnterpriseStandard, which is designed to support its compliance with GE’s
Privacy Commitment and applicable laws. The GE privacy program
includes the appointment of a Global Chief Privacy Officer and a
network of privacy leaders, education and awareness programs,
incident response protocols, audit routines, and a Privacy by Design
approach to process and system development that incorporates
privacy impact assessments. The program also includes technical andorganizational information security measures designed to protect
personal information. Supplier engagements provide for the processingof personal information in a manner consistent with the Commitment
and applicable law.

76 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORTGE’S PRIVACY COMMITMENT AND APECCERTIFICATION
GE’s Commitment to the Protection of Personal Information(Commitment) outlines standards applicable to its processing of
personal information. The Commitment requires GE to adhere to thefollowing principles:• Process personal information fairly and lawfully.
• Limit the processing of personal information to the fulfillment of GE’s
specific, legitimate purposes.
• Limit the processing of personal information to that which isadequate, relevant and not excessive.
• Take reasonable steps to ensure personal information is accurate,
and only retained for as long as necessary for the purposes for which
it is collected.
• Make privacy practices clear to individuals.
• Provide for the exercise of individual rights in relation to personal
information processed by GE.
The Privacy Commitment establishes the basis for cross-bordertransfers within GE, including where operations adhere to relevant
parts of the Commitment as processors of personal information.
GE also maintains APEC Cross Border Privacy Rules (CBPR) andPrivacy Recognition for Processors (PRP) certifications as granted byaccountability agent TRUSTe.

GE’S PRIVACY COMMITMENT

GE respects the privacy rights of individuals and is committed
to handling personal information responsibly, in accordancewith applicable law, and GE’s Commitment to the Protection of
Personal Information.

HUMAN CAPITAL

Investing in our people
Developed to improve field execution, Live Outage is a set of digital tools that replaces a more
antiquated, paper-based approach and speeds up the outage process for our customers.

GE’s success starts with its people, and we are committed to making sure our employees fulfill their greatest
potential. GE’s people reflect the strengths of GE—diversity, dedication, and global perspectives, operating with thehighest level of integrity and focus to fulfill GE’s mission and deliver for our stakeholders. Our focus on building thebest team requires regularly investing in the development of our people and ensuring the sustainability of talent andskills to drive individual and company performance. We continue to evaluate our benefit offerings to support ouremployees and their families. New offerings planned for 2022 include access to caregiver support, legal assistance andconsultations, and ID theft protection.
PERFORMANCE MANAGEMENT SYSTEM
In 2021, we launched our new performance management system—“People, Performance, and Growth”—which is designed to help
employees understand their performance against their priorities,
as well as their demonstration of GE’s Leadership Behaviors. This
performance management system is driving greater responsibility
for performance at an individual level. Outcomes are directly linked
to incentive compensation. Our executive teams conduct regularassessments, including through business reviews, talent, potential
and performance, particularly in the context of critical roles,
succession and business goals. We also provide our employees withadditional resources for training and strive to create a supportive work
environment to help them manage professional and personal priorities.

GE’S U.S. FAMILY BENEFITS, INCLUDINGFERTILIT Y, PARENTAL LEAVE AND CHILD CARE

permissive leave, which allows them to take time off when needed withno predefined limits. To support parents, we offer a number of otherbenefits, including:• GE Babies: On-demand maternity RNs provide personalized advice,tools and resources to guide moms through pregnancy planning topost-partum, infertility support, high-risk pregnancy and prematurebirth, and resolution of benefits and claims issues.
• Maternity Care Select: In certain markets, GE negotiatedarrangements provide an enhanced maternity benefit for delivery,
inpatient, hospital stays and routine prenatal care.
• Moms on the Move: GE moms who are nursing and traveling forbusiness within the U.S. ship milk back to their babies for free. Moms
can request milk storage and shipping kits to be sent to their location
for use with their pump. Milk is delivered back home, and costs arecovered by GE.

GE provides a variety of benefits to employees and their families,
including several options of medical, dental, vision, life and disability
insurance, and retirement savings. Specific to family planning andbenefits, we also offer personalized guidance and resources throughcounselors and online services to help manage challenges, money,
and stress. These counselors are also able to help employees navigate
adoption, pregnancy and preparing for parenthood, childcare, parenting,coping with disability, aging, and preparing for retirement. Both full timeand part time employees are offered an Adoption Assistance Programthat provides reimbursement for eligible adoption expenses.
Our parental leave is comprised of up to eight weeks of disability forthe delivery, plus additional paid leave of up to 10 weeks for maternity,
paternity or adoption. Full-time salaried employees also receive

GE 2021 S U S TAIN AB ILIT Y REP O RT | 77

FLEXIBLE WORK ARRANGEMENTS
GE encourages flexible working arrangements that enable employees
to individualize their schedules to maximize productivity. Among theoptions GE offers are flex time, part-time opportunities, job sharing,
reduced hours, telecommuting and remote work.

• Presented two global emotional well-being campaigns (It’s OK not tofeel OK) with leader support and emotional wellbeing stories from GE
employees around the world.
• Hosted more than 30 live webinars for employees throughout theyear, covering a range of wellbeing topics.
• Logged more than 1 million well-being minutes during our “Rise to
the Challenge” campaign in May.

RESPECTFUL WORKPL ACE
Providing a safe, fair and respectful work environment is embedded inour culture, operations, and policies and procedures. Aligned with our
Human Rights Statement of Principles, GE prohibits discrimination orharassment against anyone based on race, color, religion, national or
ethnic origin, ancestry, sex, gender, sexual orientation, marital status,
genetic information, age, disability, military and veteran status, or any
other characteristic protected by law. GE respects workers’ rights tofreedom of association, privacy, collective bargaining, immigration,
working time, wages and hours, as well as prohibiting forced,
compulsory and child labor and employment discrimination in ouroperations and business partnerships.

GLOBAL WELL-BEING
While our employees are busy building a world that works, GE
understands their personal wellbeing is essential to that success.
HealthAhead has been GE’s global wellbeing program for morethan 10 years. Its mission is to support a culture that inspires andencourages GE employees and their families to optimize their healthand wellbeing and live a well-balanced life. We are constantly evolving
and innovating to meet that mission on a global scale. We carefullymeasure engagement and use metrics to inform strategies for future
campaigns and activities. We partner with GE business globally to deliver
high value, sustainable resources and programs under the philosophy of“Plan global, act local” to inspire engagement and reflect local cultures.
HealthAhead is moving the needle with our communications andreaching employees with much-needed, supportive messaging.
All employees have access to well-being benefits such as Employee
Assistance Programs (EAP), digital tools and mobile apps such as
meQuilibrium (resilience and stress management) and Grokker(video-based, holistic well-being and challenge tool). We are currently
operational in 107 countries and have a network of more than
300 wellness champions that help us bring the program to life for our
diverse workforce, whether they work at manufacturing sites, in an
office building or are remote.
The global pandemic has placed an unprecedented level of stress andanxiety among GE employees as they deal with their personal needs
and needs of their families as they perform their jobs. Due to thesechallenges, we provided a variety of COVID-19 support and resources
including an internal website, monthly update emails from our CHRO,
onsite vaccination clinics in certain locations, expanded caregiving
resources, webinars and campaigns to help address change, stress,
remote work and safety.
In addition, in 2021 we:• Launched new branding and structure with a focus on holistic healthintroducing four pillars—physical, social, emotional—and adding
financial well-being as a new pillar.

78 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

Our Respectful Workplace Policy in The Spirit and The Letter details
every employee’s responsibility and commitment in treating
employees, applicants, customers, suppliers, contractors and anyone
we interact with or providing services to GE, with fairness and respect.
The Respectful Workplace Enterprise Standard outlines guidance toensure compliance and prohibition of discrimination, harassment orbullying against any employee or applicant based on any characteristic
protected by law. Any employee with compliance concerns can raisethat concern through the open reporting and Ombuds Program.

DEVELOPING OUR PEOPLE
GE is committed to the sustainable development of our people. A GE
employee’s learning journey is personalized and begins upon joining
the organization. In 2021, we complemented on the job learning withtargeted leadership development experiences to equip our leaders toshape our culture while leading as lean practitioners.
On-the-job learning is supported by content available on ourlearning technologies:• GE Learning provides access to on-demand resources and registered
more than 11 million online course completions from acrossregulatory required, GE required and elective courses of interest
spanning desktop application, soft skills, technical and producttopics. On average, over 90,000 employees engage with our learning
management platform monthly.

• BrilliantYOU houses our Lean Collection of custom assets (tools,
templates, videos, etc.) designed to orient our employees to the
Leadership Behaviors and lean capabilities required to drive ourcultural transformation. In 2021, 48,547 hours of Lean Lessons
were consumed by leaders across all levels and 81,643 distinct
employees engaged with BrilliantYOU resources. The Lean Collection
is comprised of 339 custom created lean assets.

Formal leadership development offerings have been designed to
strategically elevate our executive talents’ readiness to deliver results
while driving efficiencies, eliminating waste and generating value forour customers. These experiences are structured to challenge leaders
as they explore complex concepts and the rigorous application of the
topics being learned. This curriculum includes:
FRONTLINE LEADERSHIP PROGRAM 2021

Learning through others is enabled in peer-to-peer exchanges,
coaching interactions and in communities of practice. Employees workin proximity of others with different perspectives, knowledge levels anddevelopment aspirations. This creates a learning environment that iscollaborative, creative and informal.

• Teaches leaders to implement a system to deliver customer value
through proper support and leadership to those who are on the frontline and closest to the process.
• Guides participants to identify wastes and deploy visual management
needed to drive improvements.
• Internally facilitated by GE experts knowledgeable in the topics beingtaught and supplemented with a leadership behavior simulation.
BUSINESS LEADERSHIP PROGRAM 2021
• Prepares leaders to run a business in a lean organization. Participants
invest time in live, virtual instruction, simulations, coaching and handson practical assignments deployed in the flow of work to ensure theirreadiness in driving a transformation over time.
• Components include internal leader dialogues, industry thought
leaders, executive coaches and external faculty.
• Topics include customers and markets, finance, strategy andinnovation, change management, and talent and culture.
LEADERSHIP IN AC TION 2021
• Equips senior leaders to lead GE’s cultural transformation
through a focus on Leadership Behaviors and lean principles/
tools with overarching themes of respect for people andcontinuous improvement.
• Uses peer-to-peer engagement, interactions with customers andteams, 1:1 coaching, and on-the-job activation.

15 MINUTES A DAY OF BRILLIANT YOU

LEARNING LEAN

GE Gas Power Principal Engineer of Product Safety Larry
Danner is a frequent user of GE’s learning opportunities
on BrilliantYOU. In 2021, Larry made a point to set aside
15 minutes at the beginning of every day to look at a newpiece of content, whether it is lean or safety. Larry findsthat “BrilliantYOU helps focus on the things that matter toour business, which can then be translated into focusing mypersonal efforts in a beneficial way for the company.”

Learning is core to any organization that is focused oncontinuous improvement. As part of his personal development
plan around lean, GE Aviation Chief Information Officer
David Burns is a regular user of GE’s learning resources on
BrilliantYOU. These lessons are helping him learn about leanconcepts while also spurring thoughts on how to apply thoselearnings to his role on a day-to-day basis and enable GE’s
transformation. David has been “setting time aside in themorning to engage with the Lean Lessons on BrilliantYOU overa cup of coffee and take notes to continually refresh myself on
the insights in the curriculum.”

GE 2021 S U S TAIN AB ILIT Y REP O RT | 79

Advancing diversity and inclusion
At GE, we know inclusion and diversity make us more competitive andhelp create value for our customers, investors, and employees. We believe
fostering an inclusive culture empowers everyone to do their best work
because they feel accepted, respected, and that they belong.
I am eager to continue building on the foundation laid by our former Chief Diversity Officer(CDO) Mike Barber and the business CDOs and leadership teams. I see my role as ensuring ourteams more closely reflect the diversity of the communities where we work, instilling a global
mindset, and supporting a workplace culture where individual differences are embraced andwhere the best ideas win, regardless of who they come from.
I am starting as CDO as we begin our journey to become three stronger, more-focusedcompanies in aviation, healthcare, and energy. We will ensure inclusion and diversity
are appropriately considered and prioritized as we move forward. I am excited about theopportunity this presents each business to deeply re-examine the aspects of its culture andprocesses that can be redesigned to better support inclusion and diversity. In partnership withthe business leadership teams, we will identify and implement sustainable changes to support
progress now and for years to come.

We are nearly two years into our reinvigorated strategy to generate long-term, sustainable
progress on diversity and inclusion at GE. Our investment in identifying root causes and solutions
for challenges and barriers to recruiting, retaining and promoting diverse talent has never been
more critical.
Our inclusion and diversity priorities are focused on driving transparency, accountability, andcommunity, with an understanding that meaningful change is data driven.
You can read about our progress in our 2021 Diversity Annual Report.

Workforce diversity
In 2021, we added new dimensions of employment diversity to better focus our efforts and be
held accountable for their impact—voluntary self-identification data for U.S. veteran status1 anddisability (U.S.).2 The data shared is representative of GE’s workforce on December 31, 2021.
We will continuously look to improve the depth and breadth of our diversity data. Following the
updates to the voluntary self-identification categories and selections for employees in the U.S., in
the future this might include other voluntary self-identification data like sexual orientation andgender identity.
Since 2020, we have seen growth at the leadership level for both women globally (+1.2%) andfor total U.S. race and ethnic minority (+1.7%). More than 10% of our U.S. employees are military
veterans and 3.7% self-identify as having a disability.3

1	The data for U.S. Veteran and U.S. Disability reflect responses from employees who voluntarily updated
these self-identification fields as of December 31, 2021.

2

	The U.S. Department of Labor defines a disability as having a physical or mental impairment or medical
condition that substantially limits a major life activity, or if you have a history or record of such an
impairment or medical condition.

3	Data from our EEO-1 Component 1 Report (EEO-1 Report) is available here. The EEO-1 Report mandates
the use of specific job categories, which differ from how our workforce is structured. While we are making
data from our EEO-1 Report available, we believe the diversity representation data as presented in our
Diversity Annual Report and our website is the most meaningful measure of our diversity progress.

4

Reflects Board composition as of May 4, 2022.

80 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

BRANDI THOMAS
Chief Diversity Officer & VP,
Chief Audit ExecutiveGE

GE IS A TRULYGLOBAL COMPANY:
68% of our employees are basedoutside of the United States and ourworkforce represents nationalities from169 countries, territories and regions

Board of Directors4
2 of 4 Board leadership positions areheld by women.
Our policy is to build a Board that
represents a range of backgrounds.

5 Female38%

2 Ethnically diverse

15%

5 Born outside U.S.

38%

L E A DE RS H I P 7

PR O FE SSIO NAL 8

ALL EMPLOYEE S

27.2%

26.5%

22.3%

FemaleFemaleFemale+1.2%

U. S . DATA

Leadership
Professional
All Employees+0.3%

U. S . DATAG LOB AL
DATA

GE5

+0.4%

3.7% 10.1%
Disability (U.S.)9

U.S. Veteran Status9

ASIAN

B L ACK /AFR ICAN
AMER ICANHIS PA N I C/
L AT I N X

A M E R I CA N I N D I A N /A L AS KA N AT I V EN AT I V E H AWA I I A N /PAC I F I C I S L A N D E R

M U LT I R AC I A L

TOTA L R AC E
& E T H NIC
MINORITY

11.1%
0.0%
11.5%
-0.6%
8.5%
-0.2%

4.2%
+0.8%
4.6%
+0.2%
6.7%
-0.1%

4.0%
+0.6%
5.4%
+0.4%
6.8%
+0.3%

0.2%
0.0%
0.2%
0.0%
0.3%
0.0%

0.1%
0.0%
0.1%
0.0%
0.1%
-0.1%

1.0%
+0.3%
1.7%
+0.2%
1.7%
+0.1%

20.5%
+1.7%
23.5%
+0.1%
24.2%
+0.1%

2020

L E A DE RS H I P 7

PR O FE SSIO NAL 8

ALL EMPLOYEE S

25.7%

21.9%

17.6%

FemaleFemaleFemale+1.5%

U. S . DATA

Leadership
Professional
All Employees-0.1%

U. S . DATAGLOBA L
DATA

Aviation5+0.1%

4.0% 11.1%
Disability (U.S.)9

U.S. Veteran Status9

ASIAN

B L ACK /AFR ICAN
AMER ICANHIS PA N I C/
L AT I N X

A M E R I CA N I N D I A N /A L AS KA N AT I V EN AT I V E H AWA I I A N /PAC I F I C I S L A N D E R

M U LT I R AC I A L

TOTA L R AC E
& E T H NIC
MINORITY

7.4%
+1.0%
7.5%
+0.1%
5.3%
+0.2%

5.1%
+1.2%
4.6%
-0.1%
6.5%
+0.2%

3.1%
-0.3%
4.4%
+0.2%
5.3%
0.0%

0.2%
-0.3%
0.1%
-0.1%
0.3%
0.0%

0.0%
0.0%
0.1%
0.0%
0.1%
0.0%

0.5%
+0.3%
1.7%
+0.4%
1.4%
+0.2%

16.3%
+1.8%
18.4%
+0.6%
18.9%
+0.5%

2020

U. S . DATAL E A DE RS H I P 7

PR O FE SSIO NAL 8

ALL EMPLOYEE S

35.3%

33.0%

34.4%

FemaleFemaleFemale+1.0%

Leadership
Professional
All Employees

-1.0%

-0.5%

U. S . DATAG LOB A L
DATA

Corporate5,6

4.5%
Disability (U.S.)9

4.3%

U.S. Veteran Status9

ASIAN

B L ACK /AFR ICAN
AMER ICANHIS PA N I C/
L AT I N X

A M E R I CA N I N D I A N /A L AS KA N AT I V EN AT I V E H AWA I I A N /PAC I F I C I S L A N D E R

M U LT I R AC I A L

TOTA L R AC E
& E T H N IC
M I N O R IT Y

13.3%
+0.1%
22.2%
-2.6%
19.9%
-1.9%

4.1%
+1.7%
4.4%
0.0%
4.5%
-0.3%

2.1%
+0.1%
4.4%
0.0%
4.5%
0.0%

0.0%
0.0%
0.2%
0.0%
0.3%
+0.1%

0.2%
0.0%
0.1%
0.0%
0.1%
0.0%

0.9%
+0.5%
1.8%
-0.1%
1.7%
0.0%

20.7%
+2.3%
33.2%
-0.9%
30.9%
-1.2%

2020
5

6

7
8
9

Data representative of GE’s workforce as of December 31, 2021, extracted in January 2022. System exports show percentages out to several decimal points.
Due to this precision, totals may not sum across due to rounding.
Year-over-year changes shown may not reflect previously reported numbers due to restructuring changes in the business unit in 2021. Corporate is inclusive of
Digital, Capital, International Markets, and Global Research.
Leadership encompasses the top 1.5% of all active employees.
Professional accounts for all active non-production employees, excluding leadership.
2021 first year reported.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 81

L E A DE RS H I P 7

PR O FE SSIO NAL 8

ALL EMPLOYEE S

31.2%

32.7%

31.2%

FemaleFemaleFemale+3.9%

U. S . DATA

Leadership
Professional
All Employees+0.6%

U. S . DATAG LOB AL
DATA

Healthcare5

+0.7%

3.0%
Disability (U.S.)9

9.9%

U.S. Veteran Status9

ASIAN

B L ACK /AFR ICAN
AMER ICANHIS PA N I C/
L AT I N X

A M E R I CA N I N D I A N /A L AS KA N AT I V EN AT I V E H AWA I I A N /PAC I F I C I S L A N D E R

M U LT I R AC I A L

TOTA L R AC E
& E T H NIC
MINORITY

13.9%
-0.7%
12.2%
-0.9%
10.3%
-0.2%

3.6%
+0.7%
4.1%
+0.5%
6.6%
+0.2%

5.6%
+0.5%
5.9%
+0.4%
7.8%
+0.5%

0.3%
+0.3%
0.2%
-0.1%
0.3%
0.0%

0.0%
0.0%
0.1%
0.0%
0.2%
0.0%

2.1%
+0.5%
1.7%
+0.1%
2.0%
0.0%

25.4%
+1.3%
24.3%
0.0%
27.2%
+0.5%

2020

L E A DE RS H I P 7

PR O FE SSIO NAL 8

ALL EMPLOYEE S

19.4%

20.9%

16.7%

FemaleFemaleFemaleU. S . DATA

Leadership
Professional
All Employees

+0.1%

+0.2%

+0.8%

U. S . DATAGL OBA LDATAPower5,10

4.0% 11.5%
Disability (U.S.)9

U.S. Veteran Status9

ASIAN

B L ACK /AFR ICAN
AMER ICANHIS PA N I C/
L AT I N X

A M E R I CA N I N D I A N /A L AS KA N AT I V EN AT I V E H AWA I I A N /PAC I F I C I S L A N D E R

M U LT I R AC I A L

TOTA L R AC E
& E T H NIC
MINORITY

10.3%
-0.8%
10.0%
-0.5%
7.6%
-0.2%

3.4%
+0.1%
5.8%
+0.3%
8.2%
+0.3%

5.4%
+1.7%
6.0%
+0.3%
6.3%
+0.3%

0.0%
0.0%
0.1%
0.0%
0.2%
0.0%

0.0%
0.0%
0.1%
0.0%
0.1%
0.0%

0.8%
0.0%
1.8%
+0.1%
1.6%
+0.2%

19.9%
+1.0%
23.7%
+0.1%
23.9%
+0.4%

2020

U. S . DATAL E A D E RS H I P 7

P R O FE S S IO N AL 8

ALL EMPLOYEE S

21.7%

22.0%

17.4%

FemaleFemaleFemale+0.5%

Leadership
Professional
All Employees

+0.8%

+0.7%

U. S . DATAG L OB AL
DATA

Renewable Energy5

3.1% 10.5%
Disability (U.S.)9

U.S. Veteran Status9

ASIAN

B L ACK /AFR ICAN
AMER ICANHIS PA N I C/
L AT I N X

A M E R I CA N I N D I A N /A L AS KA N AT I V EN AT I V E H AWA I I A N /PAC I F I C I S L A N D E R

M U LT I R AC I A L

TOTA L R AC E
& E T H NIC
MINORITY

9.1%
+2.1%
9.8%
+0.6%
7.0%
+0.7%

5.7%
-3.6%
3.4%
-0.6%
7.3%
-2.9%

6.8%
+2.1%
8.2%
+0.2%
13.3%
+1.6%

1.1%
-0.1%
0.3%
+0.1%
0.5%
0.0%

0.0%
0.0%
0.1%
0.0%
0.4%
+0.1%

0.0%
0.0%
1.5%
+0.1%
1.9%
+0.2%

22.7%
+0.6%
23.2%
+0.3%
30.4%
-0.5%

2020
10

Year-over-year changes shown may not reflect previously reported numbers due to restructuring changes in the business unit in 2021. Power is inclusive of
Gas Power, Steam Power, Power Conversion, Nuclear and other.

82 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORTRecruitment and retention
In 2021, we completed several initiatives to help us recruit and retain amore diverse workforce. For example:• A cross-business team created a standard guide for managers on
how to better ensure a more inclusive and equitable experience foreach employee.
• GE Gas Power used data and one-on-one discussions to develop aplan to improve retention of underrepresented minority employees
in the U.S.
• GE Healthcare analyzed data and leveraged lean tools to establish
a number of improvements, including setting up ratios for internal
succession plans, increasing the candidate referral incentive for GE
Employee Resource Group (ERG) members, establishing additional
partnerships with external recruiting partners to source talent at alllevels, and ensuring that interview panels themselves are made up
of a diverse group of employees. GE Healthcare has committed toincreasing underrepresented minorities in executive leadership roles
and hopes to reach 13% by the end of 2023 based on its current data
and the overall market availability of talent, according to the U.S.
Census and the U.S. Bureau of Labor Statistics.

• The GE Foundation expanded its successful Next Engineers into fourcommunities globally—Cincinnati, Ohio; Greenville, South Carolina;
Stafford, U.K.; and Johannesburg, South Africa. Next Engineers is a
global college-readiness program offering hands-on opportunities
that empower the next generation of young, diverse minds to build abetter future, wherever their careers take them.
• An accelerator program that introduces middle school-aged girls fromdiverse backgrounds to STEM concepts in an engaging and relatableway, the GE Girls Initiative celebrated its 10th anniversary.

Commitment to pay equity
We are proud of our long-standing commitment to fair and competitive
pay practices. On average, men and women performing similar work
are paid within 1% of each other in each GE business. Going forward,
our goal remains 100% pay equity in each of our businesses.

PAY EQUIT Y BASED ON 2021 SAL ARY DATA
Our pay equity results include gender and U.S. underrepresented minorities. For example, in our Renewable Energy business, women
performing similar work make on average 99% of what men make. Furthermore, U.S. underrepresented minority employees performing similar
work make on average 102% of what non-underrepresented minority employees make in our Renewable Energy business.

AVIATIONCORPORATEHEALTHCARE

POWER

RENEWABLE
ENERGY

99%

99%

100%

102%

2021 GLOBAL DATA
Gender Pay Equity

100%

99%

100%
2021 U.S. DATA
U.S. Underrepresented Minorities Pay Equity

100%

101%

100%

Going forward
In 2022, we are developing plans for the creation of three
independent companies focused on flight, healthcare, and energy.
Diverse teams and perspectives will help accelerate the innovationneeded to create a future of smarter and more efficient flight,

develop precision healthcare that personalizes diagnoses andtreatments, and lead the energy transition to drive decarbonization.
We will ensure inclusion and diversity are appropriately consideredand prioritized as each business deeply re-examines the aspects of
its culture and processes that can be redesigned to better support
inclusion and diversity.

“STEM FOR THE NEXT 50” INNOVATION CAMP
In celebration of the United Arab Emirates (UAE)’s 50th Jubilee, GE partneredwith INJAZ Al-Arab to host its “STEM for the Next 50” Innovation Camp in Dubai.
More than 200 female students between the ages of 15 and 17 participated in a
week-long program preparing them for STEM careers that will drive innovation
across various sectors in the UAE. During the camp, students from five schools
engaged with industry experts, including more than 50 GE volunteers and guest
speakers. As part of the program, students were divided into teams and tasked
with submitting a solution to an energy transition challenge. The winning teams
participated in a hands-on learning experience with GE leaders at a GE office inDubai on March 8, 2022, International Women’s Day.
Learn more

GE 2021 S U S TAIN AB ILIT Y REP O RT | 83

30 Years of employee resource groups
In 2021, GE’s Employee Resource Groups (ERGs) marked 30
years of adding value to our colleagues and businesses byhelping to engage and develop the diverse talent needed
to build a world that works. These communities are built oncommon backgrounds and experiences that welcome all
employees to learn, connect, advocate and foster a sense of
belonging. 2021 was a milestone year for GE’s oldest ERG, theAfrican American/Affinity Forum (AAF). Born out of activism
and Black excellence, the AAF celebrated 30 years by paying
homage to its past and reinvigorating its commitment todrive transformative growth. The AAF is a supporter of local
communities, partnering with many organizations that promote
Black/African American excellence and minorities in STEM.
Since 1995, the AAF has generated funding for scholarships forcollege students, easing the financial burden for many students.

Climate Action Challenge
In recognition of Earth Day, GE’s Green Team Network launched
the Climate Action Challenge. The challenge is a 90-day guided
event where employees are getting involved with hands-on
projects that benefit the planet and support GE’s efforts tobecome more sustainable. Teams around the globe are working
to turn passionate ideas into tangible outcomes through weekly
assignments, networking sessions and training opportunities.

SUPPORTING DURGAPUR’S SUSTAINABLE AND
INCLUSIVE DEVELOPMENT
Since 2018, employees at GE’s Steam Power facility in Durgapur,
West Bengal, India, have been working with the non-profit Swami
Vivekananda Vani Prachar Samity to upgrade living conditions
within the local community. With funding from GE’s Durgapur
facility, the team has overseen the building of paved roads, ponds
for fish farming, solar grids for streetlights and submersible pumps
for clean water, sanitation and hygiene. Past projects also include
assistance to families suffering from leprosy, basic education fortribal children, and the construction of a fourth community centerof education where more than 200 women receive ongoing skills
training in toy making, tailoring, farm productivity and medicine.

84 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

GE NAMED COMPANY OF THE YEARBY THE SOCIET Y OF HISPANIC
PROFESSIONAL ENGINEERS

The Society of Hispanic Professional Engineers (SHPE) is thelargest association in the U.S. for Hispanics in STEM fields. In
2021, GE was honored to be named SHPE’s Company of theYear. The 27-year relationship between GE and SHPE predates the formation of the Hispanic Forum (HF), an ERG within
GE aimed at increasing Hispanic and Latinx representationand fostering opportunities for career growth. GE is a memberof SHPE’s Industry Partnership Council (IPC), which comprises
top national companies that are committed to diversity andinclusion. In this capacity, GE has supported SHPE’s yearround programs, shared industry perspectives and helped
members prepare for professional careers. GE employees
also speak on SHPE panels, partake in local events and help
recruit SHPE members. In 2021, the GE Foundation announced
it would fund $10,000 STEM scholarships for 22 students
through SHPE. These will be awarded over the next two
years, further cementing GE’s commitment to creating adiverse talent pipeline to propel a more inspirational andinclusive workplace.

CELEBRATING LGBTQAI+ PRIDE MONTH
In June 2022, GE’s iconic sign in Schenectady, New York, was lit up
in rainbow colors in honor of lesbian, gay, bisexual, transgender,
queer, asexual, and intersex (LGBTQAI+) pride month. The sign
was originally installed in 1926 on the roof of Building 37. The
Monogram portion is 36 feet in diameter and the sign is 168 feetlong, with each letter standing at 10 feet high. Approximately 112
25W LED light bulbs were used to illuminate each color. GE's Pride
Alliance is welcoming of employees who identify as part of the
LGBTQAI+ community and their allies. The group raises awarenessaround LGBTQAI+ issues and provides support and advocacy forcreating inclusive work environments.

PART III|OUR COMMITMENTS

GE respects our people, our planet
and our communities
As a global company that services customers in over 175 countries, we are mindful of the impact ouractions have on the world—whether it be the people who make up our global workforce or those of our
suppliers, the communities where we live and work, or the planet itself. In line with our sustainability
efforts toward continuous improvement for purposeful outcomes, we have prioritized the following
commitments:• Protect the safety of our people and those who do work on
our behalf.

• Respect the human rights of our own workforce and all of
those in our value chain.

• Be responsible stewards of the environment.

• Hold suppliers accountable for an ethical supply chain.

• Maintain a strong EHS and environmental
compliance program.

• Respect employee’s rights to freedom of association.

• Make progress toward our climate change emission goals
and ambitions for Scope 1, 2 and 3 emissions.
• Reinforce our commitment to product quality and safety.

• Transform our communities through healthcare andhumanitarian support and shape the diverse workforce oftomorrow by leveraging the power of GE through the
GE Foundation.

• Pursue environmental stewardship and circular economy in
the design of our products.
• Invest in returning contaminated properties toprotective reuse for communities with a priority on
environmental justice communities.

Our commitments start on the shop
floor and grow to encompass
commitments that reach into ourcommunities and across theplanet. With every decision,
we seek to lead withintegrity in all that
we do.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 85

SafetyPutting safety first
With approximately 168,0006 employees and operations in over
175 countries, GE’s impact across the globe is immense. Looking after
the safety of our people and those who work on our behalf—so thatthey can fulfill GE’s mission of building a world that works—is a toppriority for the company.
Over time, we have seen an overall downward trend in our Injury &Illness rates, which compare favorably to data from the U.S. Bureau ofLabor Statistics. However, we are not satisfied: because even one injury
is too many.
Regrettably, in 2021, four individuals lost their lives doing work for
GE. While our number of fatal events has decreased since 2020, eachfatality is a tragedy that touches the lives of families, friends and coworkers. There’s more we need to do to ensure that those who work for
us or do work on our behalf make it home safely each day.

LE VERAGING LEAN TO IMPROVE SAFE T Y
Our business teams have been leveraging lean as a critical tool
to help prevent events and drive safety as a core operational
attribute.

GE leadership has taken significant steps to drive improvement
across three areas: resource prioritization, leadership focus andcompany-wide attention on the importance of safety.
In 2021, GE launched the GE Safety Council to catalyze injury
prevention efforts and support the further embedding of safety as acore attribute in each of our businesses. The Council complements
our rigorous EHS program and includes EHS leaders from each of ourbusinesses and from Corporate.
Leading the Council is Francisco Benavides, who joined GE in late 2021
as GE’s Chief Safety Officer. With three decades of experience across a
range of industries including aerospace, mining and utilities, Francisco’s
mission as Chief Safety Officer is to further the company’s safety goals
and improve overall performance.
At each of our businesses, there is CEO-level accountability for safety.
Further reflecting GE’s prioritization of improving health and safety
in the workplace, a modifier for safety performance was added to ourannual bonus program, in addition to financial metrics.
As the company embarks on its planned transition to three,independent global public companies, our teams remain focused on
driving continuous improvement to ensure that safety comes first in allthat we do within each business and across the enterprise.

In 2021, the Gas Power team defined their Safety Hoshin
breakthrough—a lean tool—as achieving zero serious incidents.
The team utilizes standard work to evaluate every Potentially
Severe Event (PSE) as a serious incident. This starts with thefrontline team openly reporting PSEs, escalating to leadership,completing investigations within 15 days and driving learnings
and actions across the business.
A strong partnership between EHS and lean in Healthcare
has been instrumental in identifying synergies, embedding
standard work and driving process improvements across thebusiness. While in Aviation, each kaizen event is expected togenerate at least five safety improvements.
GE Renewable Energy’s Vision Safe program continued
throughout 2021 for employees and contractors, with a focus
on Plan-Do-Review, which helps ensure jobs are completed
safely every day. Using lean tools, more than 14,000 EHS Genba
Walks have been held globally in 2021 to improve processes
and leadership engagement.

SAFET Y2 0 19

20 20

20 21

Injury & Illness Total Recordable Rate2

0.60

0.53

0.601

Days Away from Work Incident Rate3

0.28

0.29

0.321

3

3

0

2

4

4

Fatalities - Employees (Count)4
Fatalities - Contractor Workers (Count)

5

1

2

3
4
5

6

Due to the changing nature of GE’s
enterprise, figures are periodically
updated to reflect changes in scope
and as additional information becomes
available. For instance, acquired
businesses may not have aligned data forthe same time periods.

Increase from 2020 to 2021 largely attributable to ongoing impacts of the global pandemic, as well as internal reorganization activities. 2020 data updated toinclude COVID cases recorded after publishing the 2020 Sustainability Report.
Number of injury and illness cases globally per risk population YTD, based on 100 employees working 200,000 hours annually, as measured against OSHA
recordability criteria.
Uses OSHA calculation for days away from work cases (transfer or restricted cases are excluded), based on 100 employees working 200,000 hours annually.
GE employees, leased workers, wholly-owned affiliate employees, and majority-owned joint-venture employees.
Workers under GE EHS coordination, which may include GE-hired contract workers, consortium partner workers, and sub-contractors.

Based on full-time equivalent, active employees as of December 31, 2021.

86 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

Managing safety risks wherever we work

We have also reinvigorated our incident investigation process. Ensuring
we are recording and learning from both employee and contractor
events, as well as putting mitigation plans in place to prevent themfrom recurring, is part of our overall commitment to a safe working
environment for all.

Our safety expectations extend beyond our own operations to allplaces where we work—customer sites, field services, and at our
project installation and construction locations—and to all those whowork on our behalf.

GE’s Life Saving Principles (LSPs) illustrate critical steps to staysafe in certain hazardous situations. These steps are never to be
circumvented. All employees and contractors are empowered to stop
work if they have any concerns about the task they are performing.
These LSP documents, represented visually and in more than 20
languages, are widely available, posted at our operations and are used
to orient our contractors and partners, specifically at our project sites,
to GE’s most fundamental expectations.

Although our safety expectations do not change, managing risks acrossvarious operations sites is inherently different.
The four fatal events we regrettably experienced in 2021 were
contractor fatalities. As we have evaluated our performance over the
past few years, we have identified contractor safety as a key focus areafor improvement.
We have implemented a set of standards for contractor
prequalification, as well as a system to manage the process globally.
We review training and competency expectations, programmaticelements for high-risk operations such as working at heights, electrical
work and executing lifts, as well as performance metrics.

Although we believe GE’s safety program is a commercial differentiator,
we don’t believe safety is proprietary. The benefit is greatest when weshare our learnings and elements of our program to prevent injuries
or events for all.
We will continue working tirelessly to improve the safety performanceof our contractors, partner with safe companies and further refine ourselection and contractor management processes to make them moreproactive and effective.

Using these standards, we can assess capabilities and help drive safe
execution in alignment with our expectations. When we find defects
in programs or competency, we may partner with the contractor toprovide risk mitigation plans or basic competency in certain areas.

SAMPLE OF GE’S LIFE SAVING PRINCIPLES POSTERS, AVAIL ABLE IN SEVERAL L ANGUAGESGE LIFE SAVING PRINCIPLESGE LIFE SAVING PRINCIPLESLIFTINGOPERATIONSCONFINEDSPACE

Hook on where there is a risk of falling

Follow the Lift Plan, and stay clear of suspended loads

3

Obtain authorization and check atmosphere before enteringa confined space

1

2

4

2

GE LIFE SAVING PRINCIPLESWORK ATHEIGHT

3
5
2

3
4
1
1

1

DO
DO
1

Do follow the lift plan4

Do only use lifting equipment oraccessories for which you havebeen trained and authorized2

Do perform a daily pre-use visualinspection and operational check3

Do check that load does not exceed
equipment load capacity

DON’T
1

1

Only enter a confined space if you
are authorized and have a valid
signed off permit

2

Only enter a confined space once
3 roles (entrant, attendant andrescuer capability) are clearly
assigned and attendant will bepresent at all times

3

Wear appropriate PPE andhave calibrated gas detector/
alarm, lighting, means ofcommunication

4

Have emergency equipmentin place

5Know and be prepared to follow
rescue plan

6

Monitor ventilation and gas
detection before, during andafter work

7

Have confined space identified
and restrict access at all times

DO
1

Do use appropriate personal fall
protection

2

Do make sure it is in good condition

4

Do review, understand and follow
the suspension rescue plan5

Do verify working platforms, fallarrest systems and lanyards areanchored securely

2

Don’t position yourself between
the load and a fixed object you
could get crushed by

STOP WORK

You are the last line of defense.

3

Don’t use any damaged lifting
equipment or accessories

1

Do make sure it is attached toa suitable anchor point

DON’T
1

DON’T

Don’t allow yourself or anyone else
to be under a suspended load

3

Don’t work on a vertical lifeline if
anyone else is on the same line

Do not enter a confined space
unless the atmosphere has been
proven to be safe

STOP WORKSTOP WORK

You are the last line of defense.

You are the last line of defense.

GE 珍爱生命法则

受限空间
进入受限空气前，先获得授权并检测气体* O2（氧气）Ex（防爆）
CO2（二氧化碳）H2S（硫化氢）

* *
* *

*
* 禁止进入** 受限空间-非授权禁入** 紧急出口务必1仅获得授权及签批的许可证后才可进入受限空间

2仅在三类人被明确指定且监护人始终在场时方可进入受限空间（三类人指进入作业人、监护人、救援人）

3

穿戴合适的PPE，配备经校验合格的气体测试仪、照明灯具、通讯器材4应急装备落实到位

5知晓救援计划并随时准备执行6

进入前、中、后，监测通风情况
及气体质量

7

辨识受限空间，始终限制出入禁止
1

除非受限空间气体经证明安全合格，否则严禁入内

如不安全，停止作业
你是安全保障的最后一道防线。

GE 2021 S U S TAIN AB ILIT Y REP O RT | 87

IMPROVING ERGONOMICS IN GE’S FACTORIESGE Aviation’s engine-manufacturing plant in Lafayette, Indiana, hasbeen assembling CFM International’s* fuel-efficient LEAP engines.
Reflecting on the assembly of LEAP’s compressor module, a team oftechnicians at the plant focused on the repetitive work of installing
48 thumbnail-size nuts on a component that requires a blind
installation. Leveraging lean principles and tools, a new tightening
tool was designed.
The technicians decided to add a small mirror to the wrench,
allowing them to see into the module. The new, longer extension
also allowed them to keep their arms and shoulders in a moreneutral position. In addition to being more ergonomic, the new tool
has reduced the time it takes to complete the task.
A similar story unfolded at a GE Healthcare site in Beijing, where
technicians improved the final stretch of the manufacturing
process for C-arms, semi-circular imaging systems used during
surgery. An ongoing ergonomic hurdle was the installation of wheel
covers on the machines, often requiring technicians to lie on thefloor to complete the task.

*

CFM International is a 50-50 joint company between GE and Safran Aircraft Engines

88 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

A team of local operators and supervisors held a kaizen event,at which they proposed designing a jig that could improve thework. Within a few weeks, they had come up with a new design: adevice that consisted of a 3D-printed mounting base sporting twoscrewdrivers that were pre-aligned with the thread holes. Throughtesting, the team found the new setup helped to shave around
15 minutes off the job, no lying down required. But there was stillroom for improvement and one team member made a suggestion—bringing in a lifting platform from another area in the plant. This
would allow them to install the wheel covers at waist height.
With the elimination of squatting, they had reduced the task’s REBA
score, an ergonomic assessment tool that evaluates the risks to thebody associated with certain jobs, by 86%.
Both the Aviation team and the Healthcare team were named
finalists in the Ergo Cup, a prestigious competition run by the
Applied Ergonomics Society and the Ergonomics Center of North
Carolina. In March 2022, it was announced the Aviation team wasnamed an Ergo Cup winner in the workplace solutions category.

HOW WE WORK FOR SAFE T Y AND THE ENVIRONMENT: OUR EHS PROGRAMAt GE, we are committed to EHS excellence to protect people, ourcommunities and the environment. We manage our environmental
performance and compliance by holding ourselves to the same highstandards globally, often in places where the expectations we set
and enforce exceed local regulations.
GE’s EHS program is built on a spirit of transparency, data andcontinuous improvement. Our EHS principles include:• Complying with EHS laws and GE standards.
• Managing and reducing risk.
• Reducing our environmental footprint.
• Monitoring and evaluating performance.
• Driving operational accountability.
We maintain a Global EHS Policy and an EHS Enterprise Standard,
which set expectations for the GE businesses with responsibility
for day-to-day environmental risk mitigation, complianceassurance and EHS culture. Layered on this foundation are the Core
Requirement and Technical Standard documents that cover specificsafety risk areas such as work at height, confined space, electricalsafety and environmental risk areas, including air emissions; spill
and release management, prevention and response; and waste andwater management.
Our employees complete more than one million EHS courses
annually covering regulatory and non-regulatory topics andtranslated into appropriate languages. The courses are designed
and maintained centrally by a team that ensures accuracy,
accessibility, and compliance with EHS regulations and GE’s
standards. The assignments are done locally by EHS professionals
who are able to develop targeted, roles-based training forrelevant employees.
We assess the EHS impacts of our businesses globally using anenterprise-wide system of record for the majority of our EHS data,
allowing for robust analysis and trending to be done in order tolearn and improve. We track industry standard key performanceindicators (KPIs), such as injuries, illnesses, significant
environmental events, training completion, and regulatory
findings and closures. Framework 2.0, a key element of our EHS
management system, measures individual operations against
a series of self-assessment questions on environment, healthand safety topics. In the environmental defenses element of ourframework, organizations are evaluated on air emission sources,
air pollution control equipment, water sources and discharges,
wastewater treatment equipment and operating conditions, andhazardous and industrial waste collection, management andshipping practices.
The implementation of these expectations is carried out by arobust network of professionals supporting our sites, services
and projects across the globe. Compliance is monitored by theseteams of EHS professionals and through a robust reporting andmetrics structure.
GE drives an open-reporting culture across compliance andcontrollership functions, including EHS, in order for issues to beelevated and addressed. Our EHS data is published internallyat least quarterly and is available real-time through a system ofdashboards maintained at the company and business levels. This
proactive use of KPIs and data underscores GE’s commitment totransparency and continuous improvement. EHS performanceis reviewed by senior leaders across the company, by our CEO
in strategy sessions and by the Board of Directors through theGovernance committee. This layering of review ensures visibility
and accountability, cornerstones of our EHS program. Audits
are conducted at a frequency that reflects the inherent risk andperformance of the operation. We also report our performanceon key metrics such as spills and releases, air exceedances, andwastewater exceedances to our public stakeholders on our ESG
website no less than annually. Our commitment to continuous
improvement and risk reduction drives us to analyze EHS events inorder to identify corrective actions and prevent recurrence.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 89

Environment
Our environmental programand confirm compliance with all permit conditions. In addition to
ongoing management of change, each operation is also expected
to confirm permit coverage, applicability decisions and exemption
criteria, if applicable, at least every three years. In addition to the selfassessments and inspections, governance audits are conducted at afrequency determined by the risk and performance of each operation.
Environmental inspections or investigations by regulatory agencies
are reported as “events” and any findings are tracked to closure. Key
environmental metrics are reported and tracked at the site, businessand company level for the purpose of monitoring performance andensuring compliance.

A Renewable Energy onshore
wind field technician at work.

Reporting and escalation are required in the event of exceedances of
permit limits or other emission/discharge standards; failure to obtain,
modify or renew existing permits; or discovery of a GE operation,
process or source that should be, but is not, covered by a permit.
Environmental key performance indicators (KPIs) include framework
scores, regulatory finding closure rate, regulatory training completion,
severe environmental events, notices of non-compliance, penalties
paid, and spills and releases.

As with safety, our environmental compliance assurance program
includes multiple levels of assessment, including self-inspections,environmental program reviews and audits, and permit reviews,
which are conducted jointly by operations and EHS professionals.
Operations are expected to review all environmental permits annually

ENVIRONMENT
2019

2 02 0

20 21

ISO 14001 sites

107

97

111

Global Penalties Paid (in $ thousands)

25

25

63

Spills & Releases (Count)7

31

24

27

1

10

1

17

11

35

Air Exceedances (Count)
Wastewater Exceedances (Count)8

7

Increase from 2020 to 2021 largely attributable to ongoing impacts of the global
pandemic, and re-opening operation growth.

8

Increase from 2020 to 2021 largely attributable to single physical parameter instormwater runoff from construction project.

90 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

Due to the changing nature of GE’s enterprise,
figures are periodically updated to reflect changes
in scope and as additional information becomes
available. For instance, acquired businesses may
not have aligned data for the same time periods.

Climate change

Climate change is an urgent global priority. As a company that helps generate one-third of the world’s electricity, weare committed to decarbonizing the energy sector while increasing access to more reliable, sustainable and affordable
electricity, including for the 750 million people who lack access.

GE’s climate change performance
Having met our 2020 emissions reduction targets ahead of schedule,in 2019 we set a new goal to achieve carbon neutrality within ourown operations (i.e., Scope 1 and 2 emissions) by 2030. To achieve
this goal, our businesses are making operational investments inenergy efficiency, reducing emissions from the grid through smart
power sourcing and using lean practices to eliminate energy waste.
See examples that follow. While we are focused on driving absolute
reductions to achieve carbon neutrality, where necessary, we willbalance remaining emissions with carbon offsets. GE internally tracks
progress to established targets versus a 2019 baseline.
In 2021, we set an ambition to be net zero by 2050, for the Scope
3 emissions associated with the use of our sold products. We arecollaborating closely with our customers, suppliers, policymakers andother companies to turn net zero engineering challenges into business
opportunities. For GE Aviation, and GE Power and Renewable Energy,
their efforts toward the Scope 3 ambition for their sold products
are described in detail on pages 50-53 and 33-35, respectively. GE
Healthcare’s efforts are described on page 41.
To learn more about our Greenhouse Gas Inventory and Energy
Inventory process methodology see Appendix I in our 2021
Sustainability Report Appendices.

GE’S CLIMATE CHANGE COMMITMENTS• Carbon neutrality for Scope 1 and Scope 2 emissions by 2030
• Ambition to be a net zero company by 2050 for the Scope 3
emissions from use of sold products

In February 2022, GE was proud to join the U.S. Department ofEnergy (DOE) Better Climate Challenge, committing to reduce
Scope 1 and Scope 2 greenhouse gas emissions by at least 50%
within 10 years. As a partner in DOE’s Challenge, GE is one ofmore than 80 organizations across the U.S. driving real-world
action toward a low-carbon future. Learn here

CLIMATE CHANGE AND ENERGY 9
GE Operational GHG Emissions (milllion metric tons of CO2 equivalent)(market based).10
Scope 1 Emissions (million metric tons of CO2 equivalent)
Scope 2 Emissions (million metric tons of CO2 equivalent) (market based)
Direct SF6 Emissions (thousand metric tons CO2 equivalent)
Scope 3 net emissions from sold products (million metric tons of CO2)
(net, new units, absolute)
GE Aviation
GE Power
GE Operational Energy Use (million GJ)9
Total Electricity (MWh)Renewable Energy Used (MWh)910BAS E L I N E
2.29

26.8

2 01 9
2.39

20 20
1.90

2 02 1
1.81

1.00
1.39
164

0.73
1.16
138

0.74
1.07
131

21.1
3,040,000
53,00028
477
21.5
3,030,000
63,10027.1
3,420,000
31,800

Per the WRI/WBCSD GHG Protocol: GE adjusts its 2019 base year GHG and energy data annually to reflect changes in structure or calculation methodology,
improvements in accuracy of emission factors or activity data, and discovery of error. Interim years are not adjusted except upon discovery of significant error. 2020
operational GHG emissions, Scope 1 emissions, Scope 2 emissions, operational energy, and total electricity were recast to reflect corrections identified from audit.
Scope 1 & 2 emissions may not sum to total due to rounding.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 91

Scope 1 and 2 efforts by business
AVIATION
In 2021, GE Aviation continued to measure, track and progress toward
decarbonizing its facilities and operations to align with the 2030 carbon
neutral pledge for Scope 1 and Scope 2 emissions.
GE Aviation’s long-term strategy to meet its 2030 carbon neutralcommitment is focused on the following areas:• Energy-efficient infrastructure investments and optimization.
• Facility energy contracts derived from lower carbon and renewablesourced energy.

GE Aviation, Wales,
United Kingdom• Using lean practices to identify and eliminate waste.
• Exploring the use of Sustainable Aviation Fuel and other low carbon
fuels at engine testing operations.
Also in 2021, GE Aviation identified short-term and long-term carbon
reduction goals, created action plans, and measured and tracked
monthly progress toward those goals. Through internal efforts of the
global teams across the business, GE Aviation facilities and operations
have reduced their Scope 1 and Scope 2 emissions by more than 20%
since 2019.

RENEWABLE ENERGY AGREEMENT FOR
FACILITIES IN THE UNITED KINGDOMIn April 2021, GE Aviation obtained a new energy agreementthat included the purchasing of 100% renewable energy
supplied to all its facilities located in the United Kingdom.
The renewable energy sources included in this contract are
wind, biomass, solar power, gas converted from landfills andbiodegradable materials. The successful execution of thiscontract in Q2 2021 avoided approximately 18,000 tons of
Scope 2 CO2 indirect emissions at the facilities describedabove when compared to 2019 levels. The program meetsgreenhouse gas protocol set by the World Resources Institutefor measuring and managing Scope 2 emissions.

A new chip compactor was
installed after the lean event
in Pune, India.

ENERGY EFFICIENT INFRASTRUCTURE
INVESTMENT IN LYNN, MASSACHUSETTS
Lynn’s power plant was first built in the 1940s and has been
simultaneously supplying electrical and thermal energy througha process called co-generation. The power plant’s four boilers
and three steam turbine generator sets were de-commissioned
at the end of March 2020. A new central heating plant opened
in a refurbished building with new, natural gas boilers, providing
steam for heating, manufacturing processes and test operations.
By right-sizing the power generation facility for current site needs,
it’s more efficient and uses less natural gas and electricity. Since
2020, the Lynn site has decreased its site-wide GHG emissions by
52% by not only investing in the new steam plant system, but also
by installing onsite solar panel arrays and partnering with the local
utility to take advantage of energy efficiency rebate projects.

92 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

USING LEAN TO REDUCE COSTS AND ENERGY
In 2021, select GE Aviation locations participated in developing
Green value stream maps at their respective sites. Green value
stream mapping assessments are targeted kaizen events thatassess the current state of a process of operation and seeks to
identify green “waste” opportunities. These opportunities arefocused on energy consumption, water usage, waste generation,material waste, transportation and biodiversity. Our Pune, India,
team was able to identify over 106 opportunities to reduce its
environmental impact by reducing waste in their auto cleanline,
Ipsen furnace and flat belt grinding operations. Since the event
was held in October 2021, the site has implemented several of theopportunities identified, including optimizing the loading pattern
and batch sizes in the Ipsen furnace, saving 20% energy usage on
the equipment.

HEALTHCAREGE Healthcare has an ESG governance structure that develops andleads its business sustainability strategy. One team within thatstructure is a carbon working group, led by the Chief Supply Chain
Officer and focused on delivering on our commitment to an absolute
reduction of Scope 1 and 2 (market-based) emissions by at least 50%
by 2030, versus a 2019 baseline.

we carried out eight-week energy reduction workshops for 42 of our larger
sites and sites reported on their carbon reduction roadmaps as part ofan annual governance review. In 2021, we also developed a roadmap to
reduce emissions from our fleet of over 10,000 vehicles and started theprocess of transitioning vehicles in Europe to electric and hybrid options.
We’re also exploring mobility and other efficiency options to further reduce
the environmental footprint of our fleet.

Our carbon reduction strategy includes reducing greenhouse gas releases
from our facilities, shifting to renewable energy sources and transitioning
to an electric or hybrid fleet. As part of our drive to eliminate energy waste,

As part of our strategy to transition to renewable energy, in 2021 wetransitioned several sites, including our four U.K. sites, five U.S. sites andsites in Bengaluru, India, and Zipf, Austria.

LED lighting installationin Monterrey, Mexico

SUPPORTING CARBON REDUCTION PROJECTS AT OURSITESGE Healthcare set up an internal instant-access fund to support
the highest impact carbon reduction projects approved byleadership. In 2021, this mechanism financed projects that we
anticipate will reduce our greenhouse gas emissions by over 11,000
metric tons, which is equivalent to charging more than 1.4 billion
smartphones.10 Funded projects included a chiller optimization
project at our Madison, Wisconsin, site in the U.S., which resulted ina greenhouse gas reduction of 1,181 metric tons; an HVAC upgrade
project in Cleveland, Ohio, which resulted in a greenhouse gas
reduction of 200 metric tons; and installation of a rooftop solar (PV)unit, which resulted in a greenhouse gas reduction of 50 metrictons in Zipf, Austria. This funding process has been extended to run
through 2022 and is open for everyone in the Healthcare businessto apply.

10

Zipf, Austria

GOING SOL AR
Staff at our site in Zipf, Austria, have been going on what they call“treasure hunts,” looking for changes they can make around thefacility. The modifications started small: switching off lights whenthey’re not in use, using less paper, installing waterless urinals, andsetting up smart meters to monitor electricity consumption. Morerecently, their efforts grew. The team installed a rooftop solar (PV)unit, which resulted in a greenhouse gas reduction of 50 metrictons per year. In 2022, the team installed a heat pump that would
replace their gas heat with electric heat, generating it in an energyefficient manner. The current setup has the potential to reducegreenhouse gases from the heating system by 50 percent.
Learn more

According to U.S. EPA’s Greenhouse Gas Equivalencies Calculator.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 93

RENEWABLE ENERGY
GE’s Renewable Energy businesses have levered business engagement
over the past couple of years and implemented dozens of impactful
emission reduction projects in pursuit of its Scope 1 and 2 emission
reductions goals. Supported by a central team and with energy
managers in its most energy-intensive operations, the Renewables
businesses have deployed and maintained two key green leanworkstreams. The first focuses on reducing emissions and optimizing
energy use in its global manufacturing facilities worldwide, for example,
through the installation of newer, more efficient equipment or by

The Grid Solutions site
in Paddapai, India, has
worked on getting onsite
solar generation for a few
years, until completionin November 2021.
The site now receives
25% of electricity
from onsite solar
photovoltaics technology.

RENEWABLE ELECTRICIT Y PURCHASE PL AYS
The continuous effort to bring onsite solar generation to as
many GE sites as possible brought a new solar installation
to our offices in Barcelona, Spain in 2021. Supplementing the
local supply, the panels generate approximately 10% of thelocal energy consumption. 2021 was also the first full year ofgeneration from the new onsite solar installations at the Grid
Solutions manufacturing sites in Hosur and Pallavaram, India. The
relatively small installations cover 8% and 5% of the sites’ total
consumption respectively. Our third Indian Grid Solutions site
in Paddapai also implemented an onsite solar project that went
online in November 2021, covering 25% of the plant demand withgreen electrons and securing significant cost savings on the local
electricity bills through the associated Power Purchase Agreement.
India has been one of the most successful regions for cost-effective
decarbonization, and the renewable energy team continues
to pursue larger scale projects in the states with significant
operations.

changing processes to emit less or require less energy overall. Veryfrequently, the upfront investment in these projects is paid back in lessthan two years. The second core workstream is the green electricity
drive that paces and pushes the adoption of green tariffs, the pursuitof onsite solar opportunities, signing of Power Purchase Agreementsfrom new renewable energy assets, and purchasing Energy AttributeCertificates where no other options are available. Local site engagement
is very high, and the business benefits from valuable experience andenthusiasm for sustainability across its facilities worldwide.

LED lights installed in our
Hydro site in Taubate, Brazil.

ENERGY EFFICIENCY AND DIRECT EMISSION
REDUCTIONSIn 2021, GE’s renewable energy businesses completed over 30
energy efficiency and decarbonization projects at 15 sites acrossthree continents. One of the most impactful projects for theyear was an SF6 reduction effort by the Grid Solutions team in
Clearwater, Florida. SF6 is an extremely potent greenhouse gas
according to the Kyoto protocol, with 22,800 times the comparative
global warming potential of CO2 and a lifetime of 3,200 years in
the atmosphere. While preparing a capital-intensive upgrade ofequipment onsite, the team took the opportunity to look at thehandling of SF6 onsite with fresh eyes and challenge themselves toredesign the process with a focus on reducing SF6 use altogether.
Their efforts paid off with an impressive SF6 reduction equivalent
to more than 10k tCO2e compared to the previous year. In anotherpart of the business, the Hydro team in Taubate, Brazil focusedon improving energy efficiency onsite with a project to install
LED lighting in all buildings, putting them on track for an annual
emissions reduction of approximately 251 tCO2s annually.

SUSTAINABLE PROCUREMENT AT GE RENEWABLE ENERGY
Responding to customer and market drivers, GE’s renewable energy businesses took on a new initiative to prepare for decarbonization
beyond operations and engage suppliers to embed sustainability further into their core business processes. To strengthen the ability todrive sustainable progress across the value chain, the business partnered with EcoVadis, a leading global company in business sustainability
ratings and performance. EcoVadis facilitates individual sustainability performance assessments of the largest suppliers, starting in the
Onshore Wind business with the aim of gradually rolling out the program to the other businesses in the portfolio. Looking at the supply
chain through a sustainability lens is expected to surface both challenges to address and opportunities to leverage, building resilience andsupporting business development. Transparency and baselining are critical components to a robust continuous improvement program andthe business sees the supply chain sustainability effort as a critical piece of the evolving supplier partnership strategy.

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POWERIn support of GE’s carbon neutral commitment described on previous
pages, Gas Power has set a target to reduce its operational (Scope 1 &2) absolute carbon emissions by at least 50% by 2030, based on a 2019baseline year. Approximately two-thirds of Gas Power’s operationalemissions are Scope 2, arising from purchased electricity used in
manufacturing. The remaining third is mainly related to natural gas usedin the testing of gas turbines, gas for heating, and liquid fuel use.

In 2021 our focus has been on reducing our overall energy demand.
Energy champions at 13 of our largest sites completed an intensive
series of training and treasure hunt workshops, resulting in theidentification of over 40 energy reduction projects that could reduce
our total operational emissions. More than half of these projects areunder implementation, including investment in our E-Meter systemthat will enable sites to track and manage their energy and carbon
performance in real time. The workshop series has been further
extended in 2022 through our Carbon and Energy Savings Kaizen Week,
which involved 21 site-specific energy assessments.

Mike Benson and Nick Willard
participated in Kaizen Week at
GE Gas Power’s manufacturing
facility in Schenectady, NY, USA.
HOW SOF T WARE IS ACCELERATING SUSTAINABILIT YAT GAS POWERELIMINATING WASTE:
ENERGY AND CARBON KAIZENAs part of our efforts to eliminate energy waste and associatedemissions and to streamline our environmental reporting,Gas Power is launching an automated energy management(E-meter) system at 13 of our largest sites across 10 countries.
The GE-developed digital solution, “Distributed Energy Solution
Platform”, enables our facilities to monitor energy use and carbon
emissions in real time using industrial Internet of Things (IOT)
capabilities. GE engineers are planning to install data measuring
points in 2022 and collect data from electricity, gas, water andindustrial sensors to build up the detailed energy consumption
profile. The submeters will be pushing consumption data into
the cloud every minute. Thanks to the exhaustivity of the dataprocessed by the platform, the GE team will get the immediate andaccurate fleet view of the energy efficiency from, for example, theheavy machinery in main workshops, to allow quick performancecomparison between similar equipment and allow immediate
remediation actions. It has potential to translate into millions insavings and mega tons of GHG emissions reductions.

Our Carbon and Energy Savings Kaizen Week was carried out early2022 with some impressive results. By taking a lean approach
to cutting energy consumption, more than 50 teams across 21
sites focused on energy outputs from lighting, HVAC, compressed
air, welding, large equipment, transport and recycling, as well as
the culture of energy savings. At the end of the Kaizen Week, weachieved an average saving of 7% energy usage per site, withcombined savings of 35 million KWH of energy, which equals $3
million in energy costs saved per year. To put it in perspective, overthe course of a week, our teams found energy savings equivalent
to 25,000 metric tons of CO2, which can power nearly 3,000 U.S.
homes and charge more than 3 billion smartphones.**

According to the U.S. Environmental Protection Agency

SCOPE 3 AMBITIONS• GE Aviation’s actions toward its 2050 Scope 3 net zeroambition, see pages 33-35• GE Power & Renewable Energy’s actions toward its
2050 Scope 3 net zero ambition, see pages 50-53• GE Healthcare’s approach to Scope 3 greenhouse gas
emissions, see page 41

GE 2021 S U S TAIN AB ILIT Y REP O RT | 95

Policy engagement and thought
leadership on climate action
As described in this report, GE’s focus on sustainability is to innovate
technology to lift up the quality of life for people everywhere. While
our focus is on technology and innovation, we know that strong
policy, engagement and partnership are critical to success of theseshared goals.

CLIMATE POLICY ENGAGEMENT
GE’s efforts on climate change and the energy transition start with
GE’s strong support for the Paris Climate Agreement commitments
and other ambitious targets to reduce greenhouse gas emissions (GE'sclimate change goals). Below we describe GE’s direct and indirect policy
engagement and lobbying on climate change, which we believe arein alignment with the Paris Climate Agreement goals. We have been
proud to play a visible role in advancing policy and action for climatechange, energy transition and sustainability solutions. 2021 was alandmark year for climate change commitments and we see 2022 as a
critical year for stronger emphasis on action and partnership.
To this end, we know that it will take much more than any one
company, government or entity to succeed with these climate
goals. We are working with peers from a variety of sectors including
sustainable finance to implement a 2022 roadmap to translate global
commitments into action.
Throughout 2021, we engaged in the public domain to advance thought
leadership on how to achieve climate goals for the energy sector
through strong policy, technology and investments. For example, GE“I think there’s a bipartisanconsensus… that we need to dosomething not only with respect
to wind and the production tax
credit, but frankly a range ofother incentives, including 45Q…
We just need to have that policy
certainty.”
CNBC’s Power Lunch, May 2022
Watch heresponsored a series of events with Axios and Washington Post Livefocused on collaboration between the private and public sectors to
succeed in the energy transition and decarbonization efforts. These
events featured speakers from businesses, government and NGOs to
highlight how collaboration is required to address climate change andreduce carbon emissions globally. Learn more
Our heightened engagement has continued throughout 2022 to help
formulate and support policies that advance a just transition andsustainability goals globally. We will continue to offer constructive
input to the leaders charged with translating ambitious climate targets
into laws, regulations and policies. We know details matter at thisstage and we will bring our deep technical experience to educate andjoin governments and others in the pathways to these climate goals.

INVESTING IN AMERICAN ENERGYBUILD BACK BE TTER CLIMATE PROVISIONS

GE supports clean energy tax credits to ensure success indecarbonization efforts and continued U.S. leadership in energy
manufacturing and jobs—both today and in the future. In addition
to the wind production tax credit (PTC) and 45Q tax credit for
carbon sequestration, a comprehensive package of clean energy
tax credits would support diverse generation sources, such as
wind, solar and nuclear, while creating new incentives for storage(including pumped hydro storage), hydrogen, transmission, as wellas manufacturing credits. GE launched a public advocacy campaign
to urge Congress and the Biden Administration to enact thesepolicies as soon as possible to provide the U.S. energy industry withcertainty and support. Learn more

In February 2022, we joined 26 other companies, in a letter callingon the U.S. Congress to refocus on Build Back Better climate
provisions to help grow renewable energy, a strong U.S. supply
chain and breakthrough technologies including carbon capture andhydrogen. Read more

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CONNECTING CLIMATEENTREPRENEURSBREAKTHROUGH TECHNOLOGIESREDEFINING OUR ENERGY FUTURE

ATL ANTIC COUNCIL GLOBAL
ENERGY FORUM

GE is proud to support the U.S. State
Department, along with Salesforce andLinkedIn, to launch the Connecting Climate
Entrepreneurs (CCE) program and help
address climate change challenges on
local and global scales. GE is leveraging
networks and expertise from GE Researchacross energy, health and flight to support
CCE programming. Read more

Larry Culp, Chairman and CEO, GE, andCEO, GE Aviation, discussed how GE’s
breakthrough technologies are redefining
the future of energy with CNBC’s Brian
Sullivan as part of The Milken Institute’s
Global Conference. Larry also joined apanel discussion with experts in energy
production, investment, research andpublic policy. Watch here

GE leaders joined this premierinternational gathering of government,
industry and thought leaders to set theenergy agenda for the year. This year’s
forum was focused on pathways to
net zero. Roger Martella, GE’s Chief
Sustainability Officer, spoke on a panel
focused on the global challenge ofmeeting the hydrogen supply chain.
Dr. Abdurrahman Khalidi, Chief Technology
Officer for GE Gas Power, Europe,
Middle East and Africa, spoke on a panel
dedicated to discussing the resilience andreliability needed to secure the energy
transition. Watch here

COP26
At the 26th Conference of the Parties meeting in November 2021 (COP26), global leaders in government, non-profits and industry gathered in
Glasgow, Scotland, to commit to increasing climate action. GE leaders were honored to be invited to join discussions at events organized by the U.S.
State Department, the U.S. Congress, the European Union and a variety of non-governmental organizations to discuss the crucial role companies,
especially GE, play in promoting sustainability, accelerating decarbonization, driving economic growth and achieving positive climate outcomes.

ROLE OF COMPANIES IN DECARBONIZATION AND INCREASING RESILIENCE AND AFFORDABILIT Y
Roger Martella, GE’s Chief Sustainability Officer, joined a co-sponsored event with the Center for Climate Change and Energy Solutions(C2ES) and Edison International to discuss how to balance resilience and affordability with the global push for decarbonization.
Watch here
ENERGY PATHWAYS: TOWARDS A LOW CARBON
FUTURE IN THE GULF COOPERATION COUNCIL
Alongside COP26, HRH Prince Abdulaziz bin Salman Al-Saud,
Minister of Energy, Kingdom of Saudi Arabia; Scott Strazik, CEO,GE’s Global Energy Business Portfolio; and other industry leaders
joined The Economist for a discussion on the real opportunities formeaningful climate action within the region. Watch here
ADDRESSING CLIMATE CHANGE
John Slattery, Executive Vice President and Chief Commercial
Officer, GE Aviation, joined an event to share how breakthroughengine technologies, enabling faster adoption of Sustainable
Aviation Fuels, and digital tools help airlines maximize efficiency.

TIME FOR NE T ZERO, ARE YOU IN?
Jérôme Pécresse, CEO, GE Renewable Energy, joined the Global
Wind Energy Council for an event titled to share our efforts toinnovate technology to succeed in the energy transition withrenewable energy, gas, and a modernized grid, as well as our
future-forward innovations like sustainable aviation, advanced
nuclear technology and hydrogen. Watch here
FROM PLEDGES TO PROGRESS: DECARBONIZINGTODAY TO MEE T TOMORROW’S AMBITION
Sheri Hickok, CEO, Onshore Wind International, GE Renewable
Energy, joined an event with C2ES and Edison International todiscuss renewable energy’s role in the energy transition.

NUCLEAR FOR A NE T ZERO CENTURY: OPPORTUNITIESFOR DEEP DECARBONISATIONMANAGING MANUFAC TURING CHALLENGES IN
PURSUIT OF CLIMATE AC TION

Lisa McBride, Country Leader, Small Modular Reactors, GE Hitachi
Nuclear Energy, joined leaders from Canada, the U.K., and the U.S.
to discuss the role of nuclear power in the energy mix.
Watch here

Lene Mi Ran Kristiansen, Sustainability Leader for GE Renewable
Energy, joined CSOs and sustainability executives during a panel
discussion to share actions they are taking to address emissions
across complex supply chains. Watch here

GE 2021 S U S TAIN AB ILIT Y REP O RT | 97

COP27
COP27 presents an unprecedented opportunity for the world to work towards achieving two important goals simultaneously—decarbonizing theenergy sector while at the same time growing energy resiliency to ensure everyone has access to reliable, affordable and sustainable energy. GE
continues to work closely with government, international organizations, NGOs, and industry in the lead up to COP27 to highlight the importance of
these goals.

BUILDING MOMENTUM TO UN COP27

SUPPORTING EGYPT’S CLIMATE CHANGE AGENDA

GE’s Chief Sustainability Officer, Roger Martella joined Egypt’s
Minister of Electricity and Renewable Energy Dr. Mohamed
Shaker El-Markabi, Ambassador Stuart Jones and Khaled
Hashem to discuss how to support Egypt’s success at doing
both simultaneously at a joint event with the U.S. Chamber ofCommerce and AmCham Egypt. Watch here

GE Digital joined a coalition of energy transition leaders—Baker
Hughes, Bechtel, Enppi, HSBC, the National Bank of Egypt, andPetrojet—under the auspices of Tarek El Molla, Egyptian Ministerof Petroleum and Mineral Resources—to support decarbonizationof select downstream facilities in Egypt, aligning plans with thecountry’s leadership of the COP27, UN Climate Change Conference
2022. Learn more

PARIS-ALIGNED LOBBYING REPORT
Consistent with the policy advocacy previously discussed, GE focuses
its climate lobbying efforts on being a constructive voice in advancing
policies that further a successful energy transition—the decarbonizationof energy while growing access to reliable, sustainable and affordable
energy. Our lobbying activities are in furtherance of GE’s climate change
goals, including the science and goals expressed in the Paris Agreement
and the United Nations Framework Convention on Climate Change, andwe support policies that reduce greenhouse gas emissions and promotesustainable development. For example, GE has worked closely with theInternational Civil Aviation Organization (ICAO) to establish the first-everCO2 emissions standards for aircraft. GE has been on the record in supportof both President Biden’s infrastructure initiative and clean energy tax
credits, including launching a public advocacy campaign on the latter.
GE engages in public policy discussions that impact our company,
our workers and our communities in areas such as aviation, energy,
healthcare, international trade and investment, tax, data governance,rule of law and government procurement. These areas overlap
with climate goals and we seek to inform discussions by promoting
thoughtful civil discourse grounded in strong, fact-based and reasoned
analysis. We work in partnership with governments because weknow that tackling the world’s biggest challenges is only possible if
governments and industry work together as partners.
GE employees engage with public officials at all levels of government in
the United States and in some countries outside of the United States.
GE conducts lobbying activities in compliance with applicable laws
governing such activities and files appropriate reports. For example,
in 2021, we engaged with the Biden administration and members ofCongress in more than 120 meetings where we discussed various
aspects of the energy transition. Of these, we had more than 20
meetings with staff of the U.S. Congress that included the full scope ofGE’s businesses, presenting a “One GE” position on the importance of
reducing carbon emissions while promoting sustainable development.
OVERSIGHT OF PUBLIC POLICY AND LOBBYINGThe Governance Committee, composed solely of independent
directors, oversees the Company’s public policy and government
relations activities, including policies and guidelines regarding politicalcontributions and lobbying activities, and external reporting on suchactivities. This includes political and campaign contributions as wellas any contributions to trade associations and other tax-exempt andsimilar organizations that may engage in political activity, including
climate-related public policy. For more information on Board oversightof public policy, see page 57.

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In addition to robust board oversight, GE has significant managementlevel oversight over environmental and political activities. Our climatechange and energy transition programs and policies are overseen
by GE’s Chief Sustainability Officer (CSO). The CSO has day-to-day
responsibility for climate change and sustainability matters andworks closely with the Head of Government Affairs and Policy, GE’s
International Market team, and representatives in relevant businessesallowing for even greater synergies and alignment of our lobbying
activities with our climate strategy. As described elsewhere, the CSO
also works closely with environmental NGOs, think tanks, industry
coalitions, trade associations and other stakeholder to advancethese policies.

Solving the world’s greatest
challenge with the industry’s
leading portfolio of technologies.
Photo Credit: Rich Crowder

GE’s Chief Sustainability Officer and GE’s Head of Government Affairs
and Policy are regularly briefed on and help develop our policy priorities
and activities; and our Governance Committee also receives formal
reports on our political activities. To proactively develop and advanceclimate change policy positions and related strategy consistent with
GE’s climate change goals, we leverage the experience of a broad crossfunctional team, inclusive of representatives from our Sustainability,
Legal, Government Affairs, Risk, Financial and Investor Relations groups
as well as advice received in consultation with outside specialists.
We leveraged this cross-functional team in the preparation of thisreport on Paris-aligned lobbying, which was supervised by our Chief
Sustainability Officer and Head of Government Affairs and Policy, andreviewed by the Governance Committee.

ADVOCACY THROUGH ORGANIZATIONS
AND ASSOCIATIONS
We support associations that are leading on climate change solutions,policies and technologies, including nonprofit organizations and tradeassociations. We partner formally and informally with numerous
associations and NGOs around the world that share the mission ofaddressing climate change, decarbonizing industrial sectors andpromoting sustainable development. For example:• GE is one of the founding strategic partners of the non-profit Centerfor Climate and Energy Solutions (C2ES), an original member of its
Business Environmental Leadership Council, and a member of its
Board of Directors. GE participates in C2ES research and supports
C2ES’ mission to “advance strong policy and action to reduce GHGs,
promote clean energy and strengthen resilience to climate impacts.”• GE is an active member of the American Clean Power Association(ACP) and sits on its Board of Directors. ACP is the leading federationof renewable energy companies expediating the advancement ofclean energy in the United States.
• GE is a member of the Carbon Capture Coalition, a nonpartisan
collaboration of more than 80 businesses and organizations building
federal policy support to enable economywide, commercial-scale
deployment of carbon capture technologies.
Examples of collaboration with diverse public and private stakeholders
in 2021 and 2022 are summarized on pages 31, 40 and 49.
TRADE ASSOCIATIONSAs one of the largest and most diverse companies in the world, GE
belongs to many associations in which we work with our industry
partners. These associations engage in advocacy at the state andfederal levels in key jurisdictions around the world on a range ofpolicy topics including energy and climate. Consistent with our direct
lobbying, we believe our work with trade associations is in furtheranceof, and consistent with, GE’s climate change goals, including the goalsof the Paris Climate Agreement.
As a general proposition, we are seeing our trade associations
increasingly move in constructive directions toward rallying theirmembers toward climate change and energy transition solutions. For
example, we are pleased that, to the best of our knowledge, none of
our trade associations with key roles on climate (as discussed below)
argued against EPA’s regulatory authority to address climate change
before the Supreme Court in West Virginia v. EPA, and that certain GE
associations filed briefs in support of EPA.

and approaches while still constructively advancing efforts toward
decarbonization. GE’s role in these circumstances is to be a force
of positive direction and to express the views of a multinational
industrial company in promoting constructive engagement by the tradeassociations on these issues. To be clear, GE does not and will not use
trade associations as a cloak for climate change policies inconsistent
with our own positions detailed above.
Where we see trade associations potentially advocate for a positiondifferent than ours with regard to climate policy, including if a position
were misaligned with the goals of the Paris Climate Agreement, inthe first instance we reach out to the trade association to assert
influence toward alignment. Our goal is to communicate in realtime and express our positions toward positive change. On theseoccasions, we have typically found fair reception of our input by therelevant trade associations. We believe this is the better approach towithdrawing membership when disagreements arise as our continued
membership in the trade association usually positions us to influence
the trade association’s policy positions in ways that better align with
our objectives, or because we believe that our continued work with thetrade association will help advance other important policy objectives
aligned with our interests. At the same time, we would reserve theoption of terminating our membership and/or withdrawing financial
support if the misalignment with a particular position the tradeassociation supports outweighs the overall benefits to GE of beinga member.

GE’S POSITION ON CLIMATEDISCLOSURE REGUL ATIONS
GE is monitoring emerging climate and ESG disclosure
regulations in the United States, the European Union,and other jurisdictions. GE supports efforts to improvedisclosure in these areas that focus on material information,
help align existing reporting frameworks, and recognize theevolving maturity of this type of information and reporting
across companies broadly. GE aspires to be a constructive
and positive voice toward disclosure that is effective andmeaningful for our stakeholders while promoting consistency
in various regimes to reduce confusion and undue burdens.
GE has also expressed these views to several of our tradeassociations engaged in these rules.

GE’s policy team works with our trade associations on a regular basis
to influence constructive action toward these goals. Annually, we meetwith our major U.S. trade associations to review our policy priorities,
including stressing the importance of each to align with the Paris
Climate Agreement goals and be a force for positive action toward
decarbonization and sustainable development goals.
This is not to say that all trade associations are moving at the same
pace, that we expect them to necessarily agree on all policy positions
set forth, or that GE agrees fully on all views and positions. Thereis room for a reasonable divergence of views on various policies

GE 2021 S U S TAIN AB ILIT Y REP O RT | 99

POSITIONS OF GE TRADE ASSOCIATIONS WITH KEY ROLES ON CLIMATE
As part of this ongoing engagement, GE during the past year undertook an effort to centrally compile a global inventory of trade associations andother relevant organizations that GE was a member of in 2021 and that engaged in policy advocacy related to climate change. For each of those, we
conducted analysis of how much work GE does with the organization and the organization’s level of policy engagement in this space.
From this broader list, we identified several trade associations with key roles on climate where we conducted a deeper analysis of each tradeassociation’s specific positions on climate change, and how well those positions aligned with GE’s own policy positions and with the goals of theParis Climate Agreement. We chose these trade associations, listed below, as the most relevant to consider for a more detailed climate position
analysis based on factors such as the association’s level of activity or influence on climate-related topics, the relevance of the association’s work toparticular GE businesses or markets, and our judgment about the association that would be of greatest interest to stakeholders regarding potential
Paris Climate agreement alignment or misalignment. The table below provides a summary of the alignment analysis, based on reviews of available
policies and positions published by the trade associations.

CL I MAT E CH A NG E PO S I T I ON
THE AEROSPACE INDUSTRIESASSOCIATION (AIA) is aleading voice in the aircraft,space and defense industries.
The organization advocates for
effective federal investments;
accelerated deployment
of innovative technologies;
policies that enhance theaviation industries global
competitiveness; andrecruitment and retention efforts
that support a capable anddiverse 21st century workforce.

AIA is committed to playing its part in reducing theclimate, noise and air quality impacts of the aviationindustry. Last year, AIA announced a net zero-by-2050
target for the U.S. aviation sector’s carbon emissions.
Additionally, AIA aims to play a role in decarbonizing
aviation by:
1. Expanding investments in leading-edge technology
like advanced and zero-emission propulsion
2. Advocating for policies that facilitate the increased
use of sustainable aviation fuels across the globe
3. Partnering with the government to enable andaccelerate advancements in technology
4. Collaborating with the government to develop
the proper regulatory framework to enable
commercialization of new technologies
5. Partnering with other stakeholders to realize
efficiency improvements through the modernization of
our airspace
6. Advancing climate action under the ICAO,
which relies on a global approach to address
aircraft emissions

ALIGNMENT TO THE PARIS CLIMATEAGREEMENT AND GE’S CLIMATE POSITIONSAIA has set a target to be net zero by 2050 andhas committed to decarbonize through investingin technology, advocating for SAF, promoting
global standards and international agreements
on aviation emissions. We believe thesecommitments are consistent with the goals of theParis Climate Agreement.
AIA is also aligned with GE, as GE continues todevelop technologies to reduce CO2 emissions forthe future of flight through current advancements
in engine architecture, aerodynamics andmaterials, along with the next suite of engine
technologies—including open fan architectures,
hybrid-electric and electric propulsion concepts,
and advanced thermal management concepts.
GE Aviation is also supporting industry initiatives
to approve and adopt 100% Sustainable Aviation
Fuel (SAF) and investigating hydrogen as the zerocarbon fuel of the future. GE’s efforts to innovate
toward a net zero 2050 ambition for aviation are
further described on page 50.

7. Working with international partners toward ourcommon goal by sharing information and resources
and coordinating with governments around the world
BUSINESS ROUNDTABLE(BRT) is an association of chief
executive officers of America’s
leading companies working topromote a thriving U.S. economy
and expanded opportunity for all
Americans through sound policy.

BRT believes addressing climate change and its impacts
demands a robust, coordinated effort with a soundpolicy portfolio.
BRT believes, to avoid the worst impacts of climatechange, the world must work together to limit global
temperature rise this century to well below 2 degrees
Celsius above preindustrial levels, consistent with theParis Climate Agreement, and that the U.S. and theinternational community must aggressively reduce
GHG emissions and create incentives for developing
new technologies to achieve this goal.
BRT notes that in 2018 the IPCC reported that limiting
warming to no more than 1.5 degrees Celsius compared
to preindustrial levels will be necessary to avoid some of
the most severe risks associated with climate change.
BRT supports a goal of reducing net U.S. greenhousegas emissions by at least 80 percent from 2005 levels
by 2050.

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We played an active role with BRT at the working
group level to update its climate position in
2020, which brought it more closely aligned
to GE’s climate policy position and the Paris
Climate Agreement.
BRT has set a goal of reducing net U.S. GHG
emissions by at least 80% from 2005 levels by
2050. The Paris Climate Agreement includes asimilar goal.
GE continues to work with BRT to ensure that U.S.
business leaders advocate for ambitious policies inline with the U.S. commitment to the Paris Climate
Agreement, including how clean energy tax
incentives will help keep the U.S. a leader in clean
energy technology.

ALIGNMENT TO THE PARIS CLIMATEAGREEMENT AND GE’S CLIMATE POSITIONS

CL I MAT E CH A NG E P OS I T I ON
THE CANADIAN CHAMBER OFCOMMERCE represents over 200,000
businesses with a mission to drivechange, partner broadly, and be theundisputed champion and catalyst
for the future of business success in
Canada.

The Canadian Chamber of Commerce supports
the need for Canada to adopt an efficient andcost-effective approach to climate change. The
organization has stated the 2050 net zero target
is a necessity.

In August 2021, the Canadian Chamber ofCommerce created the Net Zero Council (NZC).
GE Canada President and CEO, Heather Chalmers,
is co-chair of the NZC. The NZC meets monthly
to support research and advocacy to shape
Canada’s pathway to net zero. Membership on theCouncil is for businesses, like GE, that have madepublic declarations to achieve net zero in theiroperations by 2050 or sooner.
The NZC is dedicated to advancing businessleadership on climate change and intends torelease a report on effective cross-sectoral
pathways to net zero in 2022.

EUTURBINES is a gas and steam
turbine industry association
aimed at integrating all European
manufacturers of the sector, covering
all relevant applications. The
organization promotes the role ofturbine-based power generation in asustainable, decarbonized European
and global energy mix.

EUTurbines supports a sustainable transition of
the energy system aiming at decarbonizing theenergy sector and has expressed its support of
the European Green Deal. EUTurbines advocatesfor solutions such as renewable-based turbines tohelp achieve a well-functioning energy system in a
future climate-neutral economy, and believes that
all economics sectors need to swiftly adapt anddrastically reduce their greenhouse gas emissions,starting the energy sector.

EUTurbines supports dramatically reducing
greenhouse gas emissions and swiftlytransitioning to sustainable energy. We believethese commitments are consistent with the goalsof the Paris Climate Agreement.
EUTurbines is aligned with GE policy, as GE agrees
that the world must act quickly to decarbonize
every aspect of modern life and that lowercarbon solutions, such as switching gas turbinesfrom natural gas to hydrogen can lead to low
or near zero carbon emissions. GE offers theindustry’s most experienced gas turbine fleet inhydrogen and similar low-BTU fuel operations andcontinues to invest in research and development
into hydrogen pathways towards zero-CO2
emissions. GE was involved in the developmentof EUTurbine’s H2-readiness definition, which
provides a common understanding of hydrogenreadiness for new gas power plants.
GE’s efforts to innovate toward a net zero 2050
ambition for aviation are further described on
page 50.

THE GAS TURBINE ASSOCIATION(GTA) is an association comprisedof large and small gas turbine
manufacturers, associatedequipment manufacturers, andleading research universities.
GTA’s primary focus has been on
technology programs designed toincrease turbine efficiency. GTA
advocates for public policies andregulations that support and promote
the expanded use of gas turbine
technology in all relevant sectors of
the economy.

GTA supports developing and implementing astrategy for ensuring reasonable and responsible
environmental practices for gas turbines, as wellas environmental policy recommendations forcommunication to regulators and legislators. GTA
conducts dialogue regarding the development ofa regulatory climate that encourages the use ofclean efficient gas turbine applications in new andretrofit installations.
GTA’s advocacy focus is on federal researchand development funding to drive carbon
emissions out of gas turbines. GTA is currently
taking a broader look at hydrogen and carbon
capture funding opportunities that allow further
decarbonization of gas turbine technology.

GE believes when it comes to gas power, coal-togas switching can represent a fast and effective
approach for emissions reduction in many
regions around the world. In addition, switchingturbines from natural gas to hydrogen, andintroducing carbon capture solutions, can leadto low or near zero carbon emissions. GE Gas
Power is currently the Committee Chair of GTA’s
Environmental Affairs Committee, a position we
use to encourage GTA to advocate for policies thatmake continued progress on carbon capture andhydrogen, which will decarbonize gas turbines in
the future.
GE’s efforts to innovate toward a net zero 2050
ambition for power are further described on
page 33.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 101

CL I MAT E CH A NG E P OS I T I ON
THE NATIONAL ASSOCIATION
OF MANUFACTURERS (NAM)
represents 14,000 member
companies, both large and small,across industry sectors to advocate
around the four values of freeenterprise, competitiveness,
individual liberty, and equal
opportunity.

The NAM believes an environment and climatechange agenda for the future must recognize
manufacturers as the solution to emerging
environmental challenges and build on thestrong steps manufacturers have already taken
to become more sustainable and tackle climatechange; apply sound science and evidence-based
approaches in new proposals; and appropriatelybalance the United States’ economic andenvironmental interests so that achieving one
goal does not mean ignoring the other.
The NAM recommends commencing negotiations
to improve on the Paris Climate Agreement andachieve a binding global climate treaty that keeps
post-industrial warming of the planet to “wellbelow 2 degrees, and approaching 1.5 degrees.”

THE U.S. CHAMBER OF COMMERCE
is the world’s largest businessorganization representing all sizes ofbusinesses to advocate, partner, andnetwork on a range of topics. The U.S.
Chamber advocates for policies that
help businesses create jobs and growthe United States economy.

The U.S. Chamber engages on climate change
policy approaches that acknowledge the costof inaction and the competitiveness of the U.S.
economy and advocates for durable solutions thatleverage innovation. The U.S. Chamber has statedit supports the Biden Administration’s decision torejoin the Paris Climate Agreement.
The U.S. Chamber’s climate policy principles are:• Support a market-based approach to accelerate
greenhouse gas emissions reductions across the
U.S. economy• Leverage the power of business• Maintain U.S. leadership in climate science• Embrace technology and innovation• Aggressively pursue greater energy efficiency• Promote climate resilient infrastructure• Support trade in U.S. technologies and products• Encourage international cooperation• Inaction is not an action

102 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

A L I G N M E N T TO T H E PA R I S C L I M AT E
AG R E E M E N T A N D G E ’ S C L I M AT E
P OS I T I ON S
The NAM supports a binding climate treaty tokeep post-industrial warming of the planet to well
below 2 degrees, and approaching 1.5 degrees.
We believe these ambitions are consistent withthe goals of the Paris Climate Agreement.
GE plays an active role on NAM’s environment
committee and worked to update the NAM’s
policy on climate in 2020, which brought it
more closely aligned to GE’s climate policy
position and the Paris Climate Agreement. Roger
Martella, GE’s Chief Sustainability Officer, is the
NAM’s Sustainability & Environmental Quality
Committee Chair and Pat Byrne, CEO of GE
Renewable Energy Onshore Wind, serves on
the NAM’s Board of Directors. We continue toengage with the NAM on our key energy transition
priorities, including onshore wind production
tax credits, 45Q enhancements, and supporting
production incentives for sustainable aviation fuel.
For example, GE supported the clean energy tax
incentives being discussed in Congress and webelieve it is important for the NAM to recognize
these provisions support manufacturers of clean
energy power generation equipment.
We believe the U.S. Chamber has progressedon its climate change position. This includes
putting forth a comprehensive climate position
that includes supporting U.S. participation in
the Paris Climate Agreement as well as callingon policymakers to act on climate. Additionally,
the Chamber has launched a Task Force open
to its membership to inform the organization’s
climate policy.
In 2019, GE joined the U.S. Chamber’s Task Forceon Climate Action. This group was focused on
helping the U.S. Chamber understand the impact
of existing and future policies on businesses andhow to proactively address climate change.
The U.S. Chamber has made progress inrecognizing the Paris Climate Agreement andbeing a convenor of companies and governmentsin pursuit of solutions to climate change at global
venues such as COP27, where the Chamber
is facilitating engagement between Americancompanies and the Egyptian government.
GE routinely engages with the U.S. Chamberpolicy experts to underscore the importance of
supporting the transition to renewable energy,
the need for policy support for decarbonizing gas
power generation and aviation through carbon
capture and alternative fuels, and how clean
energy tax incentives will help build a stronger
U.S. supply chain.

In addition to the trade associations discussed above, the following trade associations and other relevant organizations were considered aspart of our global inventory of groups engaged in policy advocacy related to climate change. As noted above, we conducted analysis for eachof these organizations related to their climate positions and GE’s level of engagement with them.
ORGANIZATION
Airlines for Europe (A4E)
Associação Brasileira da Infraestrutura e
Indústrias de Base (ABDIB)
Aerospace Environmental Group (IAEG)
Aerospace Industries Association (AIA)
American Clean Power
Associated Chambers of Commerce andIndustry of India (ASSOCHAM)
Australian Energy Council
Australian Industry Group
Business Council of Canada
Business Europe
Business Roundtable
Business Unity South Africa (BUSA)
California Energy Storage Alliance
Canadian Chamber of Commerce
Canadian Council for Sustainable
Aviation Fuel
Canadian Manufacturers & Exporters
Canadian Nuclear Association (CAN)
Carbon Capture Coalition
Carbon Utilization Research Council
Consejo Coordinador Empresarial (CCE) Mexico
Consejo Ejecutivo de Empresas Globales(CEEG) - Mexico
Clean Energy Council - Australia

CNI (National Industry Confederation) Brazil

Gridwise Alliance

Comex - Peru

Institute for Business Development ofArgentina (IDEA)

Hydrogen Europe

Comité de prospective de la CRE(Prospectvie Committee of the Energy
Regulation Commission) - France

Keidanren (Japan Business Federation)

Confederation of Indian Industry (CII)

National Association of Manufacturers(NAM)

Consumer Energy Alliance

National Foreign Trade Council

Council of American Enterprises (CEA) Colombia

Nuclear Energy InstituteOhio Business Roundtable

Energy Solutions
Energy Storage Association

Overseas Investors Chamber of Commerceand Industry (OICCI) - Pakistan

ETN (European Turbine Association)

Roundtable for Europe’s Energy Future

EurElectric
European Association for Storage of Energy(EASE)
European Suppliers of Waste to Energy
Technology (ESWET)

Russian Union of Industries andEntrepreneurs
SER (Syndicate for Renewable Energies)
Singapore Business Federation
T&D Europe

EUTurbines

Thai Wind Energy Association

Federation of Indian Chambers ofCommerce & Industry (FICCI)The National Hydropower Association

The Federation of Industries of the State ofSão Paulo (FIESP)

Turkish Wind Energy Association

Gas Turbine Association

United States Council for International
Business

General Aviation Manufacturers
Association (GAMA)

U.S. Global Leadership Campaign

U.S. Chamber of Commerce

Global Wind Energy Council (GWEC)

WaterPower Canada

Greater New Orleans, Inc

WindEurope

Clean Hydrogen Future Coalition

GE 2021 S U S TAIN AB ILIT Y REP O RT | 103

Product stewardshipIn response to increasing scarcity of resources and the expectations
from customers, investors and regulators for producers to takeheightened responsibility for the impacts of products across their fulllifecycle, we have developed product stewardship and circularity goals
to strengthen our efforts going forward.
Product stewardship is already a central part of GE’s strategy andculture and ingrained across safety and quality processes, policies andinitiatives globally. Our strategy includes continuous improvement
via lean principles, which are key to identifying and eliminating waste(see pages 64-65) and employing a sharp focus on product safety(see pages pages 66-70) across our sites. This includes consistently
reviewing and strengthening our policies and practices to improve

performance and reduce product-related risks across environment andsafety. As today’s technologies evolve, GE is rethinking its approach to
product stewardship and embracing the circular economy, for both ourown operations and our products. By building on existing circularity
programs and product stewardship ambitions to deliver sustainable
and responsible products, we continue to rise to the challenge ofbuilding a world that works.

GE’S PRODUCT STEWARDSHIP STRATEGY
Going forward, GE’s businesses will pursue the safety, environment,
and external engagement goals identified on these pages infurtherance of a holistic product stewardship strategy.

SAFET YSAF
ET

We consistently aim to raise the standards and performance across ourbusinesses and in the industries in which we operate. Our commitment
to safety at all levels, including the safety of our products, will continue
to be a top priority at GE. Product safety is a core pillar of productstewardship, from production through use and eventual disposal,
reclamation or decommissioning at end of life. It is our ambition toextend current initiatives in how we approach and set product safety
standards throughout the life cycle of our products.

Y

Goal: Build on our existing safety culture to manage and mitigate
product safety risks, meet or exceed compliance and contributeto evolving more ambitious industry standards.

READ MORE

EN
VIR O

CIRCUL AR ECONOMY
Goal: Increase the circularity of our products through reclamation,
refurbishment and recycling initiatives, and evaluate the design ofour products to incorporate circular thinking.
We think about product stewardship and circularity standards with aholistic end-to-end view of products, considering their full life cycle andthe implications of the deployed energy, materials and water on theenvironment and product safety. We will align these standards with
our decarbonization goals. Product design will play a pivotal role insupporting the transition away from our traditional linear models. Our
ambition is to increasingly design our products based on the circularity
principles of reducing material, enabling reuse and securing recyclability
at end of life.

104 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

M
at
e ri
a ls

C i rc u larWHAT DO PRODUCT STE WARDSHIP AND CIRCUL AR ECONOMY ENTAIL FOR GE ?
Product stewardship represents the responsibility borne by GE for the environmental and safety impacts of our products across their lifecycle.
Product stewardship focuses on managing the energy, water and materials that are deployed in the production, use and disposal of a product, alongwith managing product safety, at all stages of the product life cycle.
In relation to product stewardship, circular economy is the enabling methodology to manage resources efficiently in a regenerative and restorative
way across the product life cycle by viewing waste streams as inputs, reducing dependency on virgin materials by recapturing lost materials andresources, and redirecting them back into the economy.

Com
mu
nic
at
io

COMMUNICATION

Goals: Leverage our market position tobuild partnerships within and acrossindustries to deliver innovative solutions.

Goals: Continue to strengthen ourcommunication and demonstrate clear
progress towards meeting our goals.

Over the many years since our inception, we
have become well accustomed to playing a
critical role in collaborating and convening
strategic partnerships to solve some of thesystemic and most pressing challenges facing
our industries. We intend to pilot circularity
initiatives with our customers and partners totest what is feasible.

By sharing our improvements and learnings in
product stewardship and circular economy, we
aim to activate conversations and contributeto industry-wide progress towards the United
Nations Sustainable Development Goals(SDGs), particularly with regards to SDG12 forresponsible consumption and production.

WATER

MATERIALS

Goal: Establish a defined strategy tominimize the water footprint of our
products and build on our approach
towards water conservation throughout
our operations.

Goal: Develop a deeper understandingof the environmental impacts of our
products through mapping material
flows, volumes and composition to inform
strategy and actions.

Water is a critical resource in the productionof our products. We strive to reduce water
usage across our direct operations to protect
the world’s water reserve. In 2020, we met
our goal of reducing water use by 20%
compared to our 2011 level, and we know we
can do more. As we strengthen our current
efforts, we will seek to evaluate direct water
consumption to identify opportunities toimplement circular principles that minimize
the water footprint of our products and reportagainst progress. Read more

We intend to minimize the environmental
footprint of our products, whether it isthrough redirecting waste materials andpackaging destined for landfill or increasing
control of hazardous or harmful substances toeliminate adverse environmental impacts.

n

EXT
ER
N

PARTNERSHIPS

Partnership

EMENT
GAG
EN
AL

ON MENTrte
Way
E con o m

GE 2021 S U S TAIN AB ILIT Y REP O RT | 105

E XAMPLES OF PRODUC T STE WARDSHIP AT GE
The following are some examples of how we incorporate product stewardship and circularity into our products and those of our customers.

PARTNERING TO DESIGN RECYCL ABLE BL ADES
Within GE Renewables, LM Wind Power is part of the ZEBRA
consortium, which aims to develop a 100% recyclable turbine blade.
As of March 2022, GE announced a major step in the industry’s
transition to a circular economy, with the first prototype of the windturbine blade being produced. Within the project, LM Wind Power
has designed and built the world’s largest thermoplastic blade atits production plant in Ponferrada, Spain. The components of theblade, as well as waste created in the production, can be recycled
by a process of compounding or chemical recycling. After shredding,the material can be compounded to make pellets. The pellets can beused to produce calibrated 3D filament for FDM printer or can directly
be used on a robotic arm with a mini extruder. Another option ischemical recycling, which enables the resin to depolymerize, whereby
the monomers are separated from the fibres and used to makerecycled resin again. From this breakthrough in recycling technology,
the materials from the blades can be reused in new blades, therefore‘closing the loop’ and bringing circular solutions to the industry (photo
credit: Veolia).

GE HEALTHCARE’S GOLDSEAL PROGRAM
The global refurbished medical equipment market plays a critical rolein helping improve access to affordable quality healthcare. Highquality refurbished medical equipment is a viable diagnostic imaging
option for hospitals seeking to stretch their budgets to purchase still
exceptionally good equipment. There are environmental benefits ofrefurbishing medical imaging equipment as well. By extending theuseful life of medical imaging equipment, refurbishment is a formof reuse and waste prevention, contributing to a circular economy.
Refurbishment also saves the energy and the materials required to
produce new equipment. For more than 20 years, GE Healthcare’s
GoldSeal program has played a vital role in reducing medical imaging
equipment waste by promoting and enabling the reuse of equipment
and parts from de-installed imaging systems. After undergoing an
extensive inspection and testing process, GoldSeal equipment isrefurbished to meet the original system specifications. Buyers of
GoldSeal MR, CT, or PET/CT products can save on acquisition costs
associated with buying new equipment. Machines deemed notsuitable for GoldSeal refurbishment are dismantled at end of life, andafter successfully passing acceptance testing criteria, specific parts
are harvested for reuse. After desirable components are harvested, asmuch of the residual material as possible is recycled. Depending on
the system, anywhere from 82 to 100% of a system may be recyclable.
Learn more106 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

SK JERN PAPER USES AI TO IMPROVE PRODUC TQUALIT Y AND REDUCE WASTE
The only paper mill in Denmark, Skjern Paper started productionin 1967 with the idea of manufacturing paper exclusively from old
newspaper, becoming an innovative leader in sustainability. Today,
Skjern Paper is owned by Buur Invest A/S and manufactures 75,000
tons of paper and board products each year from 100% recycled
fiber. Through the implementation of GE Digital’s Proficy CSense
software solution, the team has been able to decrease scrap andchemical usage while increasing production capability. In addition to
the environmental benefits, Skjern has been able to lower costs aswell. Skjern’s environmental and societal commitments extend to thecircular economy and membership in the UN Global Compact and its
Nordic network. Learn more

GE AVIATION PARTS RECL AMATION
Toward a more circular economy, we consider the lifecycle of ourengines. Currently, there are more than 21,000 total repairs in ourcatalogs to restore worn GE and CFM engine parts to serviceableconditions. Additionally, GE and CFM industrialized more than
1,500 repairs in 2021, increasing repair capability. As a result,
GE maintenance, repair and overhaul facilities globally repaired
approximately 2.5 million engine components in 2021 using theseindustrialized processes. Additionally, our used serviceable materials
business purchases used engines and parts, performs necessary
inspections and repairs, and facilitates return of serviceable parts into
the aviation industry. When metal parts are no longer repairable, they
are recycled when possible.

RECL AIMING WASTE AND SCRAP MATERIAL S TO
IMPROVE END OF LIFE SOLUTIONSGE Power works with ELG Utica and its main investment casting
supplier to reuse scrap parts with high-temperature alloys. The
scrap generated in the manufacturing shops, repair shops, external
machining suppliers’ shop and customers sites for end of life engine
parts are collected and segregated. The materials are then cleaned
and processed for reuse. The circular recycling solution allows GE
Power to reduce the portion of virgin materials it uses by capturing
value from the manufacturing reverts. In 2021, over 700,000 pounds ofwere collected for reuse.

REC YCLING IODINE – KEEPING CONTRAST MEDIA IN
THE CIRCUL AR ECONOMY
Contrast media is a substance injected into the body to enhance
medical imaging. Iodine is commonly used in contrast media for both
CT and X-ray imaging. GE Healthcare has been recycling iodine-based
contrast media for European healthcare facilities since 2006, but it’s
begun to expand its geographic reach and now offers this recycling
program in 11 European countries, and last year expanded it into
Canada and the United States. In the U.S., over 40% of computed
tomography (CT) procedures utilize contrast media.

Water
In 2020 GE met its goals to reduce freshwater use by 20% compared
to 2011. GE has continued this trend in 2021. Water usage captured
includes potable, process and sanitary water, as well as once-throughcooling water from freshwater sources.
To track GE’s water usage, GE facilities use a robust, global databaseto manage our reporting, including quantities of water withdrawn fromeach of the following source categories:• Public/commercial• Fresh surface water• Rainwater• Brackish surface water or seawater• On-site groundwater well

Before – Wet Air
Tightness Test

After – Dry Differential
Pressure Test

Beijing has been subject to water scarcity in recent decades.11 At present, 73% of municipal water in Beijing comes from the South-toNorth Water Diversion Project, which involves drawing water from southern rivers and supplying it to the dry north. The cost of municipal
water in Beijing is also higher than many other cities.12 In 2021, GE Healthcare’s manufacturing site in Beijing investigated water reduction
opportunities in its production process. One of the production steps when manufacturing surgery tubes is to verify the air tightness by aleakage test. This involves submerging the surgery tube in a water tank. After several attempts, the team successfully replaced the previous
leakage test with a dry differential pressure test, reducing fresh water usage by about 21.7 tons per year. This project also helped reducenoise in the factory and improve production efficiency.

WATER
2 01 92 02 02 02 1

Total Freshwater Use (billions of gallons)

4.93

5.12

4.93

Once-Through Cooling Water (billions of gallons)

1.64

1.85

1.69

11

https://iopscience.iop.org/article/10.1088/1755-1315/94/1/012132

12

China’s South-to-North Water Diversion Project: An ecological masterpiece | china.org.cn.

To learn more about
our Water Inventory
methodology please
see Appendix III in our
2021 Sustainability
Report Appendices.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 107

Environmental justice
GE implements its commitment to environmental justice inseveral ways.
First, we are committed to ensuring all communities where we operaterealize the strongest environmental protection from our activities.
Thus, we work to achieve environmental protection standards for allcommunities to the same extent regardless of the scope of applicable
local regulations, if any.
Second, we strongly believe access to affordable, reliable andsustainable electricity is critical to reducing poverty and hunger andpromoting access to education and healthcare for all people. As
described on page 22, we are passionate about succeeding in theenergy transition in a way that brings reliable electricity to everyone
in a sustainable way. Our technology plays a key role in helping
governments reach their Paris Agreement goals, while also promoting
the UN SDGs, which we believe are the blueprint to achieving a betterand more sustainable future for all. (See pages 7-10).
Third, we support policies to clean up and redevelop idle contaminatedproperties into new hubs of economic growth and job creation.
As described below, we are implementing an initiative to invest in
remediating brownfields—contaminated vacant properties that could
serve better purposes once cleaned up—particularly for public benefit
in impacted and underserved communities.

Brownfields
As with any long-standing industrial company, GE owns many former
manufacturing properties that are no longer core GE assets. These
properties can be found anywhere from thriving manufacturing hubs
to small towns and rural areas. GE has committed to stewarding these
unused properties responsibly back to productive reuse in a way that
stimulates economic growth and community development, avoids
blight and redirects GE’s financial assets back to GE’s operations. For
certain parcels with lengthy operating histories, this commitment can
prove costly and time-consuming due to obsolete infrastructure andenvironmental impacts.
Beginning in 2012, GE founded its Brownfields Program to focus
on repurposing the company’s former industrial assets. The teamcategorizes its sites for action into two groups—those properties withminimal impact that can be repurposed quickly, and those properties
requiring demolition, remediation, regulatory engagement or othersubstantial work to promote meaningful reuse. Using these categories,
the team takes strategic action and makes investments following a
Brownfields pipeline to ensure that all sites move successfully throughthe process.
GE’s Brownfields Program has advanced GE’s property stewardshipwhile bringing value to GE and local communities. Since 2012, GE has
sold more than 350 properly prepared industrial sites, double GE’s pace
before the program. Almost 70% of these sites required substantial
work to allow appropriate reuse, compared to 52% pre-program. By
coupling a data-driven approach to site preparation with an increased
sales rate, GE Brownfields has repurposed 1.9 times more challenging
sites than GE’s previous approach. Simultaneously, the team has

108 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

increased average property sales values by 18%, allowing the team torecoup $1.4 billion in sales proceeds. This is more than 2.5 times thesales value received over a comparable prior timeframe. Moreover,by repurposing these idle assets, GE has shifted approximately $40
million that would have been paid annually to maintain these vacant
properties back into core business operations, freeing up $235 million
over the life of the program.

GE’S ENVIRONMENTAL JUSTICE INITIATIVEAND FOCUS ON BROWNFIELDS
Beginning in 2019, GE enhanced its Brownfields Program to prioritize
cleanup and redevelopment of idle contaminated properties inenvironmental justice (EJ) communities. The White House andthe U.S. Environmental Protection Agency (EPA) have defined EJ
neighborhoods as those with disadvantaged populations that are mostheavily impacted by historic industrial activity and least able to bear
this burden. In many EJ communities, financial investment falters andcommercial opportunities lag despite property cleanup. This leaves
neighborhoods with vacant buildings or empty parcels that create
blight and reduce further investment.
GE is committed to remediating and repurposing its contaminatedvacant properties in EJ communities to help establish new hubs of
economic growth that create jobs and to assist EJ communities toremove barriers that hamper realization of community benefits. UsingEJSCREEN (developed by the U.S. EPA) and the Climate and Economic
Justice Screening Tool (released by the Council on Environmental
Quality), GE reviewed its full inventory of more than 100 owned,
underused properties in the U.S. to identify the 53 parcels that arelocated in EJ communities. Focusing on these parcels, we have worked
to define those barriers that discourage reinvestment and meaningful
reuse, seeking community partners to help define local needs.
Local EJ community leaders have shared one of their most pressing
needs is financial investment to remove obsolete buildings andinfrastructure. In response, GE has committed more than $40 million
to demolish its obsolete structures in EJ neighborhoods. Demolition
is complete in Goldsboro, Kansas City, and St. Louis, Missouri, and isunderway in Memphis, Tennessee. Remaining projects will continue
through 2023.
EJ community leaders also identified site remediation and realestate repurposing as primary community needs. GE has undertaken
environmental investigation and cleanup at more than 45 of its
highest priority EJ properties. GE will work hand-in-hand with local
governments, private groups, property experts and technical resources
to define reuse plans that buttress community goals and catalyze
sustainable economic development. Strategies under consideration
include improved neighborhood drainage and flood relief; green energy/
electric car infrastructure; industrial repurposing; and community
solar installations.
Outside the U.S., GE is also screening its underutilized properties totarget cleanup and redevelopment investments in disadvantaged
communities. Several potential properties were identified for action in
2021. We are now identifying community collaborators to work with GE
to target cleanup and infrastructure investments that will help achieve
local goals.

Clean interior in North Bergen,
New Jersey.

NORTH BERGEN, NEW JERSEY
Disadvantaged community(EJScreen)
GE acquired the 7-acre GE NY Service
Center in 1956 to operate as theconsolidated regional electrical equipment
support facility for GE and its customers.
Through 2010, this location serviced
electric motors, steam and gas turbine
components, railroad components,
switch gear and motor generators.
Operations resulted in the unintended
release of polychlorinated biphenyls
and solvents, both inside and outside
the building. Beginning in 2018, with theapproval of federal and state regulators,
GE cleaned and refurbished the building
and remediated soil to prepare the site
for future commercial or industrial reuse.
GE sold the property in 2021 to a local
company that distributed industrial
cleaning and disinfection supplies
regionally to support COVID-19 workplacesafety.

Mercury line removal and restoration in
Lexington, Kentucky.

ALBUQUERQUE, NEW MEXICO
Disadvantaged community(EJScreen)

LEXINGTON, KENTUCKY

For more than 40 years, beginning in
1967, GE Aviation fabricated military andcommercial aircraft engine components at
Former Air Force Plant 83, a 34-acre parcelin Albuquerque, New Mexico. After local
officials detected solvent contamination
in a city drinking water well, Plant 83 andanother industrial facility were identified as
potential sources. In 1983, USEPA added thesite to Superfund’s National Priorities List
(NPL) as the South Valley Superfund Site. In
cooperation with regulators, GE demolishedbuildings, treated site soils and remediatedgroundwater impacts. In September 2019,
the U.S. EPA determined that “all appropriate
response actions…have been completed,”and delisted Plant 83 from the NPL. GE
sold the North Plant area in 2021 to a
local construction firm to manage building
materials and is planning to sell the South
Plant area in 2022.

Beginning in 1946, GE constructed andoperated the 200,000 square-foot Lexington
Lamp Plant on 17 acres in Lexington,
Kentucky. The plant manufactured sealed
beam automotive and specialty headlamps
along with incandescent bulbs. After theplant ceased operating in August 2017, GE
decommissioned equipment, thoroughly
cleaned the building and voluntarily
investigated site soil and groundwaterconditions. GE identified elemental
mercury within vacuum lines, industrial
sewers and cooling water return lines as asignificant concern for building reuse. From
November 2018 through March 2019, GE
removed overhead process lines and belowground industrial sewer and cooling waterlines. Soils surrounding lines were also
removed if mercury was detected. These
extensive cleaning efforts allowed GE to
restore the building for appropriate reuse.
In 2021, GE sold the facility to a regional
business to expand its growing commercial
property management operations.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 109

Cleaning up legacy sites
We are committed to managing sites that are, or may be, impacted withlegacy contamination arising from current or former manufacturing
operations with the utmost care, ensuring the health and safety of ourworkers, the communities in which these sites are located and theenvironment. Further, we manage our remedial actions at these sites
in compliance with applicable environmental laws and regulations, aswell as applicable federal financial reporting and reserve requirements.
In most cases, we work in collaboration with the appropriate federal,state or global environmental regulatory authorities charged withmanagement of these sites, and also work with other key stakeholders(e.g., local municipalities, the public, etc.) to encourage dialogue andcommunications that can be factored into our remedial decision making.
We employ a matrixed resource approach to remedial site management,utilizing a wing-to-wing team of in-house and external environmental
professionals and other subject matter experts (i.e., technical, legal,finance and communications personnel) to manage the full life cycleof a remedial project, from investigation to remedy implementation, topotential maintenance and monitoring obligations. We draw upon theexperience and expertise of this team of experts to develop strategies

that utilize state-of-the-art technologies and best management
practices necessary to remediate and, in some cases, redevelop thesesites and return them back to the local communities for productive
reuse. From a program management perspective, we utilize leanprinciples to drive long-term solutions for the environment andcompany, in addition to helping identify process and programmatic
issues requiring improvement, and helping to drive more accountability
across the team.
GE recognizes contaminated sites can be concerning and controversial
issues for surrounding communities. GE works to develop solutions
in consensus with key regulators and the public to the fullest extent
possible. For a certain subset of GE-owned legacy contaminatedsites (i.e., Brownfields), GE is also focused on cleaning up those sites
to facilitate redevelopment and repurposing in the communities
where those sites are located. Once a remedy is decided, GE aims to
exceed expectations on timing of implementation and efficacy of theoutcome. Some of our most significant projects that were designed
and implemented in close collaboration with government agencies andother stakeholders are reflected below.

HOUSATONIC RIVER: REMEDY DESIGN UNDERWAYTwenty years ago, GE committed to work with the U.S. EPA,
Massachusetts and Connecticut, and local communities to clean
the first 2 miles of the Housatonic River, as well as to develop a
process that would govern remedy selection for the Rest of River.
In 2020, we reached an agreement with the EPA and local
communities that makes good on our longstanding commitment to
a comprehensive cleanup of the Housatonic River that protects theenvironment.
In addition to the more than $500 million of environmental projects
that we’ve completed in the Pittsfield area over the years, GE has
recently pivoted towards the next phase of river cleanup following
the 2020 agreement. GE is currently working to design the “Restof River” remedy by submitting various site-wide work plans aswell as reach-specific sediment, riverbank, and floodplain soils
sampling plans.
In 2022, EPA’s administrative court, the Environmental Appeals
Board, upheld the 2020 agreement and the final permit became
effective in March 2022. GE is committed to moving forward withthe work required to address the environmental condition of theriver and the surrounding areas. Learn more

110 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT‘’It’s a settlement that supports health and restorationand sustainability… (and) ensures the Housatonic
River is enjoyed by future generations, not justthrough the history books.”— SEN. EDWARD MARKEY,
D-MASSACHUSETTSHUDSON RIVER
Environmental conditions in the Upper Hudson River in New YorkState continue to improve since GE’s completion of a historic
dredging project in 2016. PCB levels in water have dropped at every
monitoring station. PCB levels in sediment have dropped as muchas 96% and in samples representing all fish species by as much as59%. The U.S. Environmental Protection Agency has said it expects
these improvements will continue. In 2021, GE removed the former
manufacturing buildings at its Fort Edward, N.Y., property, as it did
previously at its nearby Hudson Falls, N.Y., property, and is working
with New York State on additional remediation there. GE and EPA
are also assessing Upper Hudson shorelines to determine whether,where and what form of remediation may be appropriate.

“The Hudson River PCB Superfund dredging project
has been a success... This project is the most extensive
dredging project undertaken in the nation and its
success is a historic achievement for the recovery of
the Hudson River.”— U. S. ENVIRONMENTAL PROTECTION AGENCY

Learn more

Our global impact

MAKATI, PHILIPPINES
GE is remediating its former incandescent and fluorescent lighting
products manufacturing site in Makati, Philippines. Following
remediation, the site, which began operating in 1947, will allow
beneficial redevelopment. Early facility operations generated a
waste stream composed of broken glass and lighting components,
some containing mercury, which was placed in selected areas of thesite to fill low spots. A comprehensive environmental investigation
confirmed widespread shallow soil contamination consistent withthe historic production of lighting products on the property.
Following approval of the Remedial Action Plan by the Departmentof Environment and Natural Resources (EMB), National Capital
Region, the demolition of all structures and the removal ofcontaminated materials at the Site began. Non-contaminateddemolition debris is crushed for reuse on site, which reduces

off-site transport and minimizes the effect of the remediation
on traffic in this densely populated area as much as possible.
Wherever possible, metal building materials were segregated forrecycling. Materials containing mercury and other contaminants
were excavated and bagged under controlled conditions (dust andvapor suppression). Prior to disposal, contaminated material had
been treated at a licensed waste management facility to immobilize
contaminants. Excavation of contaminated materials began in
February 2021 and is anticipated to be completed in July 2022.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 111

Human rights
People are at the heart of GE’s operations and strategy. We released our GE Human Rights Report in 2022 to provide greater transparency into
how we run our human rights program, from our suite of governance documents to our due diligence program. This report details our program withrespect to our own workers, those of our suppliers and the communities affected by GE operations and business relationships. Read our GE Human
Rights Report here.
In 2006, GE was among the first American companies to issue a Human Rights Statement of Principles reflecting our commitment, among
other things, to respect fundamental labor rights including the prohibition of forced and child labor in GE operations and those of our
suppliers. It is the cornerstone of our global program, grounding our commitment to human rights in the United Nations Guiding Principles on
Business and Human Rights, the OECD Guidelines for Multinational Enterprises and the Ten Principles of the United Nations Global Compact. Driven
by those standards, we strive to respect the fundamental dignity of everyone we might affect directly through our operations, products and services,
and indirectly through our business relationships across the globe. Our ideals flow from the International Bill of Human Rights, the International
Labor Organization Declaration on Fundamental Principles and Rights at Work and the UN Sustainable Development Goals. We seek to treat
everyone affected by our business and value chain—including employees (see Respectful Workplace), workers, customers and communities—with
fairness and dignity.

"At GE, we’re also focused on improving our impact
on our people, communities and planet. Respecting
human rights around the world has long beena part of our culture of unyielding integrity andis embedded in our environmental, social, andgovernance priorities.""A strong sustainability and human rights
program is critical to our mission. It is also
professionally and personally important to ouremployees, communities, customers, investors, andbusiness partners. We strive for transparency with
our stakeholders to hold ourselves accountable
and to drive continuous improvement."

L ARRY CULP
Chairman and CEO, GE
CEO, GE Aviation

TRAN CHE
Global Human Rights Counsel, GE

GE JOINS FRIENDS OF THE GLOBAL FIGHT

In 2022, GE joined the Friends of the Global Fight, an organization dedicated to ending the epidemics of AIDS, tuberculosis (TB) and malaria.
Friends of the Global Fight works in partnership with the Global Fund, a public-private partnership, advocating for U.S. investment andprogramming to eradicate AIDS, TB and malaria. Recently, the Global Fund expanded its scope to include U.S. and other donor support for thefight against COVID-19 by providing critical medical equipment and supplies such as diagnostic tests, personal protective equipment andmedical oxygen. GE is proud to support Friends of the Global Fight in its mission.

112 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

GE HUMAN RIGHTS ENTERPRISE
POLICIES AND STANDARDSFor our employees, directors and officers, GE’s The Spirit & The Letter(S&L) details our human rights expectations within the GE Human
Rights Policy along with other related policies and procedures such as
our Environment, Health and Safety Policy and Respectful Workplace
Policy. These policies are embedded throughout GE’s business
operations through enterprise standards and policy documents
and implementation.
GE has implemented operational requirements for businesses known
as the Human Rights Enterprise Standard, which helps businesses
identify and understand the salient human rights risks across thecompany and how they are expected to respond to those risks. The
Enterprise Standard sets out minimum requirements that businesses
must adhere to regarding risk assessment and identification, due
diligence of third parties and escalation and remediation of any
concerns related to human rights. It provides practical guidance andbest practices for business implementation to mitigate human rights
risk within our operations.
The Human Rights Working Group, led by our Global Human Rights
Counsel, meets regularly to discuss the implementation of the standard
and the evolving landscape of human rights issues and risks in thecommunities we serve. To read more about our governance process,please see our GE Human Rights Report.

SALIENT RISKS
A recent company-wide global human rights assessment conducted bya leading human rights advisory firm identified four priority issue areas
for salience and impact: climate and energy; product stewardship;
worker welfare; and community welfare.
Both worker welfare and community welfare capture the rights ofstakeholders upstream and downstream throughout the value chain;
they each also capture the potential to shape the world for good
through the lens of the UN SDGs.
The analysis of worker and community welfare across our value chain
resulted in seven salient rights:
1. Modern Slavery
2. Child Labor
3. Freedom of Association
4. Just Working Conditions
5. Right to Health: Environment
6. Right to Security of the Person
7. Indigenous Rights
We detail our salient risks in our GE Human Rights Report.

Tian Zongjie,
Healthcare,
Beijing, China

STAKEHOLDER ENGAGEMENTS
GE engages with external stakeholders to identify human rights risks
throughout our value chain and collaborates with peers, experts andcivil society groups to seek practical solutions. As a founding memberof the Global Business Initiative on Human Rights, GE works withmultinational corporations through a cross-industry peer learning
platform to embed respect for human rights into business operations,drive improvements with peer learning, bring focus to emerging
challenges and identify solutions.
Based on our engagement with the Leadership Group for Responsible
Recruitment (LGRR), GE adopted and implemented the Employer Pays
Principle with respect to any recruitment fees and prohibits the typesof actions associated with the most common forms of modern slavery,
including the withholding of immigration documents and misleading
recruitment tactics. As one of its initiatives, LGRR works with GE andmember companies to create demand for responsible recruitment
by raising awareness about the benefits of ethical practices anddeveloping tools to help companies implement the Employer Pays
Principle.
Since 2008, GE has been an active participant in the United Nations
Global Compact aligning with the Ten Principles of the UNGC aroundhuman rights, labor, environment and anti-corruption. Over the years,
GE partnered with the UNGC on initiatives such as the Human Rights
Dilemmas for Multinational Corporations in Emerging Markets andmost recently participated in its Young Sustainable Development Goals
Innovators Program.
Our human rights program depends on the practical understandingof our people and business partners. Taking a multi-faceted approachhelps to address the human rights challenges GE faces in the various
markets we serve and operate in. We provide employees with learning
modules on human rights and forced labor; company-wide policies andprograms; the causes and global footprint of forced labor; and, mostimportantly, how they can serve a role in identifying and reporting
possible signs of human rights issues when they are at GE operations,
supplier facilities or customer sites. GE strives to continuously improve
our procedures to identify, prevent, mitigate and remedy our salient
human rights impacts. To learn more about our program, see our GE
Human Rights Report.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 113

Ethical supply chain and responsible
mineral sourcing
GE is committed to unyielding integrity and high standards of businessconduct in our dealings with suppliers. Since 2002, GE has implemented
an extensive supplier responsibility governance (SRG) program to build
and strengthen an ethical, sustainable and transparent global supply
chain and establish clear social and environmental responsibility
requirements for suppliers.

2021, GE allowed the option of desktop remote audits for suppliers
so our auditing program could continue. Applying the same scope andquestionnaire used in the on-site audits, our remote audits relied on
digital tools to allow suppliers to provide supporting documentationand to verify the closure of audit findings. GE continues exploring
options to improve our virtual auditing capabilities performedinternally and externally.

AUDITING GE’S GLOBAL SUPPLY CHAIN

All suppliers must contractually commit to the GE Integrity Guide for
Suppliers, Contractors and Consultants, which requires suppliers tostrictly comply with laws, provide a safe and healthy work environment
and meet GE’s standards of ethical conduct relating to human rights,
the fair treatment of workers, environmental protection and resource
conservation. GE explicitly prohibits suppliers from using child, prison,forced or indentured labor and subjecting workers to any form ofcompulsion, coercion or human trafficking. We further require that our
first-tier suppliers cascade the requirements of the GE Integrity Guide
to their sub-tier suppliers. Under this multi-faceted ethical supply chain
program, suppliers are prioritized for detailed pre-engagement andperiodic follow-up, onsite assessments based on country risks (including
human trafficking risk), supplier past performance and other factors,
such as media reports or supplier employee complaints.

Our goal is to work with suppliers to bring them into compliance anddrive sustainable improvements in their operations and practices.
However, in the event of a serious violation of law, human rights or
GE’s code of conduct, GE will act to immediately cease the business
relationship.

The SRG program uses a systematic approach for assessing risks in our
supply chain, monitoring and improving supplier performance.

Aligned with GE’s SRG program, GE strives to assure our supply chainsare ethical and sustainable when obtaining products containing tin,tantalum, tungsten, gold (known collectively as “3TG”), cobalt and mica,
which are common constituents of many of our products from aircraft
engines to wind turbines. GE is committed to working to eliminate fromour products all “conflict minerals” that potentially finance armed groups
in the Democratic Republic of Congo (DRC), its adjoining countries orother conflict-affected and high-risk areas (CAHRAs). GE’s Responsible
Mineral Sourcing Principles outline GE’s commitment to respecting
human rights through responsible sourcing practices when it comes tosourcing products containing these minerals.

Our approach includes:• A country risk assessment, updated every two years, incorporating
manufacturing risk along with human rights risk assessments liftedfrom third-party data and risk indices.
• Clear risk assessment criteria to prioritize suppliers for audits
depending upon factors such as their location, if they are producing
parts that will be incorporated into GE products and/ or if they use
labor brokers to recruit migrant workers.
• A rigorous auditing program using trained and certified SRG auditors,
to assess conformance with our requirements prior to onboarding.
• Monitoring the continued compliance and improvement of existing
suppliers using thorough on-site audits at a typical frequency of one
to five years based upon the supplier’s risk profile.
• Recorded, tracked and monitored, all SRG audit findings must be in
our proprietary reporting tool. The supplier must rectify issues in atimely manner. We track all issues to closure, with verification of theelimination or appropriate mitigation of such risks. GE will suspend allpurchase orders under the contract, should the supplier not mitigate
or eliminate issues as required by the corrective action plan.
• Continual evaluation of new methods to assess and manage risk inour supply chain and effectively address the evolving challenges andrisks. For example, following the pandemic restrictions in 2020 and

The SRG program drives GE’s ability to continuously assess, monitor
and drive improvement in its supply chain. More importantly, throughour regular communication and engagement with our suppliers, we canbuild their capability to improve their compliance, environment, healthand safety practices and respectful workplace practices and reduce
human rights and modern slavery risks.

RESPONSIBLE MINERAL SOURCING

GE prohibits use of forced or child labor in its operations and supply
chain and proactively addresses these concerns through its EthicalSupply Chain Program. We recognize conflict is just one of the risks
related to mineral sourcing where critical issues such as poverty,
environmental degradation, child labor and general inequality must be
addressed as well.
Each year, we undertake reasonable due diligence to determine if anyof our products containing 3TG originated in the DRC or other CAHRAs.
We then file a report with the U.S. Securities and Exchange Commission
on the use of 3TG in our products and the outcome of our 3TG sourcing
due diligence. For additional information, see our most recent Conflict
Minerals Report here.

AUDITING GE’S GLOBAL SUPPLY CHAIN
20 20 1 3

2 02 1

Total Global Audits

1,28614

1,11515

Total Suppliers Approved (new, existing, and from acquisition)

1,03916966

Total Suppliers Rejected (new, existing, and from acquisition)

71

16

26

Total Findings

7,348

6,031

13

Beginning with the 2020 metric year, our supply chain metrics reflect changes and improvements in GE’s Supplier
Responsibility Governance (SRG) program.

14

The number of Total Global Audits is greater than total suppliers reviewed as some suppliers were audited twice (i.e., desktop audit
due to COVID-19 restrictions followed by on-site visits) or there were return visits to confirm corrective actions were completed.

15

The number of Total Global Audits decreased from 2020 to 2021 largely due to Covid restrictions on travel, closure of facilities
during lockdowns, and GE’s divestiture of Baker Hughes.

16

New metric reported in 2020 from SRG program and audits.

Learn more

114 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

Freedom of association
GE Renewable Energy, hydro facility in Grenoble, France.

Respect for freedom of association is one ofGE’s core commitments to all employees.
In the U.S., GE has 21 collective bargaining agreements throughout its
businesses that represent over 5,700 employees. GE has a long history
of industrial peace and comity with its unions, in part because freedomof association is a core value. Consequently, GE has enjoyed respectful
and successful negotiations with its labor unions for many years.
Here are some of the labor unions representing U.S. employees: theInternational Union of Electronic, Electrical, Salaried, Machine andFurniture Workers—Communications Workers of America; theInternational Association of Machinists and Aerospace Workers; theUnited Auto Workers; the International Brotherhood of Electrical
Workers; the International Federation of Professional and TechnicalEngineers; and the United Association of Journeymen and Apprenticesof the Plumbing, Pipefitting and Sprinkler Fitting Industry of the UnitedStates and Canada.

For transnational matters, in 2018 we put in place a new GE European
Works Council (EWC) structure; it comprises a Central Committee
focused primarily on enterprise-wide issues, together with fourbusiness-specific committees in respect of our GE Renewable Energy,
Power, Healthcare, and Aviation divisions. Those committees enable
the exchange of information and inputs between senior leaders of thecompany and European employees’ representatives. Together, GE EWC
now covers approximately 99% of our European workforce, providing avoice to more than 53,000 employees.
In China, 21 of our 43 GE legal entities have unions representing nearly
13,000 employees, all affiliated with the All-China Federation of Trade
Unions, including our China headquarters in Shanghai. In Latin America,
nearly 12,000 of our employees are represented by unions.

GE’s relationship with employee-representative organizations outside
the U.S. takes many forms, especially in the EU. We estimate our
employees are represented by approximately 200 representative
bodies throughout the EU. Social dialogue is a key component of doing
business in Europe and a driver of sustainable business growth for GE
in the region. GE values a positive and constructive relationship with its
social partners. Information exchange and consultation occur throughworks councils, trade unions and employee-representative bodies
at various levels of the business organizations in accordance withnational laws.

GE 2021 S U S TAIN AB ILIT Y REP O RT | 115

The GE Foundation
Next Engineers: Increasing the diversity of young
people in engineering“As I see engineers who look like me, I know I do belong. I want to be that inspiration for others.”
These encouraging words are from Kyla W., a high school student in Greenville, South Carolina,
and a member of the GE’s Next Engineers Engineering Academy, a three-year transformative
learning experience to help students learn to think and act like engineers.
At GE, we’re tackling some of the world’s biggest challenges. I have a front-row seat towatching GE engineers wrap their minds and hands around what it means to create towering
offshore wind turbines, ultrasounds that fit in the palm of your hand and jet engines that are
more fuel-efficient. Engineers are critical to building a world that works and to do it, we’ll needa diversity of voices and perspectives.
That’s why the GE Foundation was excited to launch Next Engineers a global
college- and career-readiness program in four cities where GE employees live and work:
Cincinnati, Ohio, and Greenville, South Carolina, in the U.S., along with Johannesburg, South
Africa and Stafford, U.K. Next Engineers is committed to increasing the number of diverse
innovators and leaders who will make what’s next for the world even better.

LINDA BOFF
President, The GE Foundation andVice President, GE

In the first six months alone, we’ve made quick progress. We’ve held 34 Engineering Discovery
events, engaging more than 2,800 students to build awareness about what engineers do. Thesesessions are led by GE employees to inspire young people and expand their understanding ofwhat engineering is all about. We launched the Engineering Academy with up to 50 students
in each city to equip them with the skills they need to build an engineering identity andcareer. We are thrilled that nearly 60 percent of applications came from students from diverse
backgrounds. And we’re gearing up to host our first Engineering Camps to help immerse
students in the engineering process through a week-long experience.
Next Engineers is showing students in these four communities that there’s an engineer ineveryone and I can’t wait to meet the builders, dreamers and innovators who will join us along
the way.
From our hometown of Boston to cities around the globe, the GE Foundation is achieving its
mission of transforming our communities and shaping the diverse workforce of tomorrow. I am
grateful to our partners and our employees for making lasting changes in locations worldwide.

Engineering Discovery inCincinnati, Ohio.

Engineering Discovery in
Johannesburg, South Africa.

Engineering Academy inStaffordshire, United Kingdom.

Engineering Academy
in Greenville, South Carolina.

116 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORTDEVELOPING ENGINEERING AND OTHER TECHNICAL SKILLS

Next Engineers provides hands-on activities
in the classroom to expand understandingof what engineering is all about.

NEXT ENGINEERS
Next Engineers is a global college- and career- readiness program toincrease the diversity of young people in engineering. The program provides
students ages 13 to 18 with first-hand experiences in engineering concepts
and careers, and ultimately awards partial scholarships to pursue higher
education in engineering. In 2021, the GE Foundation launched Next
Engineers in four cities: Cincinnati, Ohio, and Greenville, South Carolina, in
the U.S., along with Johannesburg, South Africa and Stafford, U.K.

take them. We look forward to seeing the strategic direction eachof the three companies will develop and launch, including their own
philanthropic and community engagement program. Learn more

Next Engineers offers three inspiring programs to engage students on
their paths to engineering studies:• Engineering Discovery for students ages 13 to 14 and theirguardians with the goal of increasing awareness through multiple
one-hour exploratory experiences and hand-on activities connecting
students to real engineers. Sessions are delivered by volunteers
in the classroom or in the community to inspire youth early andhighlight the broad array of engineering careers.
• Engineering Camp for students ages 14 to 15 with the goal ofdeveloping engineering identities through a week-long immersive
camp experience over school break where students interact
with experienced engineering faculty and staff, complete design
challenges solving real-world problems, and interact directly withprofessional engineers and business leaders.
• Engineering Academy for students ages 15 to 18 with the goal of
guiding and encouraging students to pursue engineering degrees.
Engineering Academy is a three-year college readiness program forupper secondary students that helps them learn to think and act likeengineers and prepare them to select and succeed at an engineeringmajor at the university level. Students accepted to higher educationengineering programs will also receive a scholarship from the GE
Foundation.
Given GE’s plan to form three industry-leading, global public companies
in the next few years, the GE Foundation will only deploy Next
Engineers in these four communities. We are proud of the impact
the program is having and remain committed to inspiring the next
generation of engineers and innovators, wherever their careers

PROGRAM HIGHLIGHTSEngineering Academy in
Johannesburg, South Africa.

OPPORTUNITIES TO EXPLORE AND DISCOVER
Engineering Discovery builds awareness about what engineers
do through a variety of short, exploratory sessions led by GE
engineers. Meet some of our Next Engineers volunteers.
Learn more
NOW I KNOW I BELONG
Kyla W., a member of the Greenville Engineering Academy’s
first cohort, is passionate about diversity in science,technology, engineering and math (STEM). “Diversity matters.
Representation matters,” she said. Learn more
REPRESENTATION MATTERS
Mya L., a student from outside Cincinnati, Ohio, says
representation is about making people feel comfortable indifferent spaces. She is one of about 200 high school students
around the world taking part in the Engineering Academy.
Learn more

2,800+

198

60%

students engaged inEngineering Discovery events

Engineering Academy students in year one

Engineering Academy applications fromdiverse backgrounds

GE 2021 S U S TAIN AB ILIT Y REP O RT | 117

STEM EDUCATION IN BOSTON
Through a $25 million commitment, the GE Foundation is investing in
STEM education in Boston Public Schools through a series of in-school
initiatives to help today’s students explore career opportunities andprepare for the jobs of the future. From mobile STEM labs to coding
bootcamps and STEM Internships and scholarships, GE Foundation
connected more than 6,100 Boston Public School students to STEM
career paths for a technology-driven workforce. Programs continuing in
2021 and beyond include:

scholarships, leadership development and mentoring programs to help
diverse high school students pursue higher education in STEM fields.
In 2021, these organizations awarded 20 scholarships to students
studying engineering, ranging from $5,000 to $40,000.
In late 2021, GE Foundation included two more organizations—theSociety of Hispanic Professional Engineers (SHPE) and Society of
Woman Engineers (SWE)—that will be providing 42 students $10,000
scholarships over the next two years.

• Science Education: Funding was aligned to support high-quality
science education by expanding access to standards-aligned
curricula across the district and building educator capacity by
deploying a coaching model dedicated to science instruction. In
2021, the program provided access to digital learning platforms
for 54,000 students. More than 250 educators were trained on
expanding science curricula in 15 elementary schools serving morethan 5,000 students.

The GE Foundation is also supporting an innovative development
program with the National Minority Supplier Development
Council (NMSDC) called CyberReadyMBE™. The cyber program
will help prepare minority business enterprises (MBEs) for contract
opportunities with the U.S. government and with corporations acrossthe U.S. The cyber program aims to improve MBEs’ capabilities in a
growing industry by helping companies get designated as cyber ready,provide them with cyber readiness pathways and connect designatedMBEs to contract opportunities.

• COVID-19: Funding was aligned to support academic learning loss
due to closure of schools to in-person learning during the 2020–2021
academic year. The initiative will offer grant funding to schools toprovide targeted interventions and acceleration academies during
out-of-school time to help close academic learning gaps caused by
the pandemic. To date, the acceleration academies have been held in
66 schools with over 8,000 students attending.

The program launched with a Chicago pilot in late 2021 with 23 MBEs.
The program invited the MBEs to attend the National Cyber Summit
sessions on cyber awareness and readiness and conducted cyber anda workforce gap assessment. The MBEs who are cyber ready will be
designated by National Minority Supplier Development Council (NMSDC),
boosting their ability to operate, be competitive and win contracts.

ENABLING HIGHER EDUCATIONGE Innovation Lab at
Milwaukee Public Schools.

RIBBON-CUTTING
Milwaukee Public Schools (MPS) and the GE Foundation
unveiled the GE Innovation Lab, marking the in-person openingof six digital fabrication labs within the district (photo credit:
MPS). Learn more

WORKFORCE DIVERSIT Y AND
ECONOMIC INCLUSION
Education is a significant driver of economic inclusion. With a long
history of education and workforce diversity programs, the GE
Foundation made a $2 million commitment in October 2020 with initialsupport to five organizations focused on training and education.
National Society of Black Engineers (NSBE), Jackie Robinson
Foundation (JRF), Advancing Minorities’ Interest in Engineering(AMIE) and National Action Council for Minorities in Engineering(NACME) were initially funded by the GE Foundation to provide

118 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

GE Foundation established the GE STAR Awards programin 1984 to provide competitive scholarships to children of
eligible GE employees around the world. Since then, almost
15,000 awards have been given worldwide, totaling morethan $20 million. The winners are chosen based on theiracademic record, extracurricular activities and community
service, and personal experiences and goals as described inpersonal essays.

“‘Small acts when multiplied by millions ofpeople, can transform the world,’ this quote is
my inspiration for all things in life. To make achange for the better you have to start small, nomatter how big your goal might be. In the future,
I hope to help underdeveloped countries with
their healthcare system. The pandemic has shedlight on the need for a change to occur in many
countries' healthcare systems. To achieve my goal,
I’m starting small by volunteering for our local
hospital, setting up blood drives at my school,committing for the pre-med track at the Universityof Pittsburgh and keeping myself informed on theissues at hand regarding healthcare system.”NISHI
GE STAR Award recipientChild of Shilpakala Totawat,
GE Power Portfolio

ADVANCED MANUFACTURING IN MASSACHUSETTS
While advanced manufacturing is one of the largest economic andemployment sectors in Massachusetts’ economy, there remains askills gap across the state with the number of open jobs exceeding theavailability of skilled workers. In November 2019, the GE Foundation
announced a $2.5 million grant to launch the Advanced Manufacturing
Training Expansion Program (AMTEP) in Lynn and Massachusetts’North Shore. In October 2021, GE Foundation announced a $4.4 million
grant to extend funding through 2025. The multi-year program
complements the Massachusetts Baker-Polito administration’s
Workforce Skills Cabinet and will triple the region’s training footprint,
reaching more than 900 high school students and adult learners
and building a more diverse, sustainable, “ready-to-work” pipelinein Lynn and across Massachusetts’ North Shore. The GE Foundation
also contributed $1 million to support the expansion of the state-ofthe-art Advanced Manufacturing Center at Lynn Vocational TechnicalInstitute (LVTI), which was bolstered by a match from the Baker-Polito
administration. To date, AMTEP has reached 205 participants for the
adult programming and is supporting 130 youth in machining pathways
at LVTI, Essex North Shore Agricultural & Technical School and Gloucester
High School.

The program has enrolled an additional 106 adult learners in the 2021-2022
programming and has expanded capacity by adding six certified trainers todeliver advanced manufacturing programming across the three locations.
The program is also enabling more diverse community members to enter
the advanced manufacturing workforce, with women comprising 13% ofparticipants and over 60% being racially and ethnically diverse.
STUDENT HIGHLIGHTS

13%

61%

81%

are women

are racially andethnically diverse

have secured
employment

During COVID-19, AMTEP pivoted between remote learning and hybrid
models to continue enrollment, program completion and transition
to employment for AMTEP candidates. Throughout the pandemic, theprogram hosted virtual job fairs with local employers and, to date, morethan 80% of program graduates have secured employment in advanced
manufacturing positions.

“Coming into the program, I had absolutely nobackground in manufacturing. In nine months,
I was able to interview for a job that I reallywanted and being able to have the confidence to
go in there and get the job is life changing.”
CHAD
AMTEP Graduate

ADVANCED MANUFACTURING GRADUATIONLYNN VOCATIONAL TECHNICAL INSTITUTE

25 adult learners graduated from the Advanced Manufacturing
Training Expansion Program at Essex North Shore Agricultural &Technical School. Learn more

The GE Foundation contributed $1 million to support the
expansion of the state-of-the-art Advanced Manufacturing Centerin Lynn, Massachusetts, which was bolstered by a match fromthe Baker-Polito administration (photo credit: Joshua Qualls/
Governor’s Press Office). Learn more

GE 2021 S U S TAIN AB ILIT Y REP O RT | 119

Developing health
The GE Foundation’s signature programs, Developing Health Globally™
(DHG) and Developing Health U.S. (DH), have a long history of
increasing access to quality healthcare in underserved communities
around the world. These programs have been funded and managed by
the GE Foundation in collaboration with national ministries of health,public and private health facilities, non-governmental organization
and academia.

• An extensive network of local trainers and mentors, including
67 anesthesia trainers in Ethiopia alone and a global networkof resources through Project ECHO (Extension for Community
Healthcare Outcomes);• The deployment of the Safe Surgery Organizational Readiness
Tool (SSORT) enable facilities to assess their readiness to deploy
the changes required for implementation of safety and quality
improvements; and• Development of a detailed program to enable nations to create andimplement their own National Surgical, Obstetric and Anesthesia
Plans (NSOAP) to change policy, build surgical workforce capacity,
test and implement new innovations and contribute evidence tofurther improvements in surgical access and quality. Learn more

REDUCING HEALTH DISPARITIES

Safe Surgery in Cambodia.

INCREASING ACCESS TO SAFE SURGERY
Since 2015, the GE Foundation has led a multi-sector effort to improve
surgical capacity and training with its Safe Surgery 2020 initiative.
Access to safe, affordable surgical and anesthetic care is a pressing
issue in global health. There are currently 5 billion people across theworld who lack access to the safe surgical care they need. The $25
million commitment has supported a five-year initiative that focuses ontransforming the accessibility, quality and safety of surgical care in lowand middle-income countries, leading to reductions in maternal andtrauma-related mortality and stronger health systems. Safe Surgery
2020 launched in Ethiopia and Tanzania in partnership with theirministries of health, global organizations as well as local partners fromthe surgical society, local teaching institutions and district hospitals.
In 2018, the initiative expanded to South East Asia, with programs
starting in Cambodia. This GE Foundation funding for Safe Surgery 2020
has resulted in several outputs that will carry forward sustainably for
years to come. These outputs include:• A deep body of literature to inform others about the work and how
to deploy similar programs (24 peer-reviewed papers, 46 conference
presentations, and 9 policy documents, chapter and case studies);

SAFE SURGERY IN CAMBODIA
Close to 900 Cambodian surgical experts, clinicians and nurses
have improved their surgical, anesthesia, caesarian procedureskills and more, thanks to training provided by the Safe Surgery
2020 program that drew to a close in 2021 (photo credit: Assist
International). Learn more

120 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

Access to specialty health care in rural and medically underserved
areas around the world is limited. Project ECHO is an innovativemodel that builds the capacity of and reskills primary care providers
to treat more patients with chronic, complex conditions, exponentiallyexpanding access to care. Through a $14 million, multi-year
commitment made in 2015, the GE Foundation, as one of the largest
funders of Project ECHO, has supported global replication and scaleof this model. By leveraging technology, primary care providers arelinked with multi-disciplinary teams of specialists who share theirexpertise. As the primary care providers expand their knowledge andskills, they can begin to treat more patients. With The GE Foundation’s
support, Project ECHO has grown to over 4,500 programs operating in
190 countries. ECHO also saw continued expansion in Africa with 70
training centers in 21 African countries.

CHANGING THE FACE OF MEDICINE
Launched in 2012, the National Medical Fellowships Primary Care
Leadership Program (PCLP) is an innovative service-learning program.
PCLP provides health professional students from diverse backgroundswith an opportunity to learn first-hand about the challenges and rewards
of primary care practice at community health centers (CHC) across theUnited States. PCLP was conceived as an opportunity to create a rich andimmersive experience that would expose scholars to both clinical and nonclinical aspects of primary healthcare delivery. PCLP’s mission is to develop
a pipeline of future primary care professionals from diverse backgrounds
who are committed to serving underrepresented communities and tobuilding capacity at partner CHCs. Since inception, the program has
supported 634 scholars, 92% are racially and ethnically diverse, and 84%
are choosing to focus their careers in primary care.

“The highlight of my week was
my first day in clinic at Lynn. It
was amazing meeting everyone
in person and learning about
the center and all the services
they provided.”
ISAIAH WILLIAMSPA Candidate, Rutgers University
PCLP Scholar 22

ATTACKING THE OPIOID CRISIS
In 2016, the GE Foundation announced a $15 million, multi-year
commitment to community health in Boston and greater Massachusetts
to expand care in behavioral health and addiction medicine with a focus
on the opioid crisis. The health initiatives in Massachusetts focus on
expanding access to evidence-based treatment through primary careprovider capacity building and reskilling and on driving awareness andadvocacy to combat the stigma associated with the disease of substanceuse disorder. Ongoing programming includes:• Community Care in Reach®: With support from the GE Foundation,
the Kraft Center for Community Health, Massachusetts General
Hospital and Boston Health Care for the Homeless, this pilot mobile
health van has supported almost 19,000 encounters with at-riskand homeless individuals in downtown Boston and surrounding
neighborhoods. Recognizing the program’s success, the state of
Massachusetts awarded additional funding to replicate the model in
up to six communities in Massachusetts.
• Project HERE: In partnership with the Massachusetts Attorney
General Maura Healy, Project Here provides free resources to
educators across Massachusetts to teach substance use prevention
to middle school students (sixth to eighth grade) in order to empower
students to make healthy decisions and promote social-emotional
learning. Project Here was designed to address an unmet need forprevention education and has three main components: an online
toolkit, which centralizes existing trusted resources; Project HereGames, an innovative educational game; and a grant program, whichfunds evidence-based curricula.
In 2021, Project Here continued to adapt its resources and provide
training and technical assistance to support teachers in a remote learning
environment. In the spring of 2021, the Attorney General’s Office and
the GE Foundation announced an additional funding commitment andlaunched new features to Project Here Games, focused on making it moreaccessible and inclusive. To date, Project Here has over 360 Massachusetts
middle schools registered with the program and has provided trainings to
hundreds of educators. The online toolkit has over 700 users, Project HereGames has over 17,000 users and the grant program has provided funding
to over 100 schools.

Disaster and humanitarian relief
GE’s Disaster and Humanitarian Relief program responds to major
global disasters and humanitarian crises, drawing on GE’s people,
technology and other resources to reduce suffering and hasten
recovery. In 2021, the GE Foundation’s philanthropic contribution
to disaster relief totaled $2 million, which continued to support ourongoing response to the COVID-19 pandemic as well as fund support
for disaster and humanitarian crises around the world. GE Foundation
made a grant to the German Red Cross for relief, specifically providing
access to water, food and shelter, as well as sewage disposal, due tothe devastating floods in July 2021. In August, Haiti suffered anotherpowerful and catastrophic earthquake. The GE Foundation supported
the relief work by partnering with Health Equity International, thelargest healthcare provider in the region which owns and operates
St. Boniface Hospital, to support the deployment of mobile clinics into
the hardest hit communities to provide essential primary care andfollow-up services. From August through December, the GE Foundation
also worked with the International Rescue Committee and Team
Rubicon to support Afghan refugees coming to resettle in the U.S. These
partnerships provided immediate health and daily needs support, as
well as legal support for resettlement. In December 2021, we partneredwith CARE to provide $500 cash cards to the victims of the devastating
tornados in communities in and around Madisonville, Kentucky.

YOUTH PREVENTION EDUCATIONREBUILDING SCHOOLS IN VIETNAM

The Massachusetts Attorney General’s Office and the GE
Foundation, in collaboration with FableVision Studios, launched
new updates to make the program’s educational app, Project HereGames, more accessible and inclusive. Learn more

Following historic floods and landslides in 2020, Habitat for
Humanity Vietnam and GE Foundation renovated 10 damaged
classrooms at two schools, providing better learning facilities fornearly 900 children and teachers. Learn more

GE 2021 S U S TAIN AB ILIT Y REP O RT | 121

Following devastating flooding and mudslides in Petrópolis, Brazil,
earlier this year, the GE Foundation partnered with Ação da Cidadania(Citizenship Action), a Brazilian non-profit organization, to support
emergency relief and reconstruction efforts. The funding provided an
estimated 40 tons of emergency food and hygiene kits for approximately
2,500 residents, as well as supply 500 families with refrigerators andovens during the rebuilding process.
Additionally, the GE Foundation’s Matching Gifts Program enabled
employees to contribute to crisis relief efforts in their local communities,
doubling their impact by matching their donations. GE remains
committed to preparing for and responding to future natural disasters
and humanitarian crises, maximizing the impact of our financial,technological and human resources.

“Twenty years ago, I was living in my first
Colorado apartment when our country first went
into this war. Twenty years later, I’m part of a crew
helping move an Afghan family into their first
Colorado apartment. Talk about coming full circle.”
JORDAN DANIELTeam Rubicon volunteer

IMPAC TING THE UNITED NATIONS SUSTAINABLE
DE VELOPMENT GOAL S

Since 2014, GE has sent a delegation to the annual One Young
World (OYW) summit. This global forum convenes young talentfrom every country and sector working to accelerate social
impact. Delegates from more than 190 countries are counselled
by influential political, business and humanitarian leaders, such as
Justin Trudeau, Paul Polman, Muhammad Yunus, Meghan Markle,
among many other global figures.

122 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORT

Inspired by the OYW summit, a group of GE delegates recognizedthat employees in the corporate world had difficulty in finding
avenues to make a sustained impact. Out of this need, thegrassroots organization Generation Impact was created and theteam serves as matchmakers, connecting skilled and passionate
individuals with projects from non-profits, NGOs and social
enterprises impacting the United Nations Sustainable Goals forDevelopment (UN SDGs). Generation Impact has mobilized 200
employees globally across all GE businesses to volunteer their skills
in information technology, finance, supply chain and engineering toaid organizations such as Assist International, Partners in Health,Catie’s Closet, ChildFund and WholeForest. Between 2020-2021,
the organization has connected 77 volunteers to 25 projects which
impacted 14 out of the 17 UN SDGs.

GE Foundation matching gifts program
The GE Foundation created the concept of a corporate matching gift
program in 1954. The program supports employees in their personal
philanthropy/charitable giving by providing a 1:1 match. Today, the GE
Foundation Matching Gifts Program continues to serve as an importantelement of the Foundation’s portfolio, with gifts matched totaling over
$1.5 billion since inception.

MATCHING GIF TS$6.2 million
in Matching Gifts in 2021

GE GIVING
Dollars in millions
20 19

20 20

20 21

GE Company Contributions via GE Businesses and GE Foundation

$55.4

$44.9

$34.9

Employee and Retiree Contributions

$24.6

$16.8

$ 9.4

Total GE “Family” Giving

$80.0

$61.7

$44.3

Total Contributions as a Percentage of GE Revenue

0.06%

0.08%

0.06%

GE Girls celebrates 10 years.

TEN YEARS OF GE GIRL S

GIRL S GE T SE T

GE Girls is a program sponsored by GE designed to encourage
girls to explore the world of science, technology, engineering andmath (STEM) and STEM-based careers. The traditional GE Girlsprogram is co-hosted by a GE business and a local university andincludes a week-long, hands-on, STEM-based learning experience
designed around a dynamic curriculum including physics, additivetechnology, construction, math, computer science, electronics
and chemistry, in addition to learnings specific to the respective
local GE business. Ten years ago, we created GE Girls to capture
the hearts and minds of talented young women early in their life
journeys with the possibilities of STEM. From its inaugural programin 2011 at MIT to more than 21 locations, GE Girls has encouraged
thousands of girls across the U.S. and around the world to dream
big for their future careers. Learn more

In 2021, GE’s GirlsGetSET (GGS) program in the U.K. celebrated its
10th birthday. GirlsGetSET began with a simple aim to give moregirls the chance to develop a passion for STEM. Ten years later, weare proud that more than 8,500 girls have taken part, with sevengoing on to work for GE. This milestone was marked in June witha series of events for girls, teachers and GE employees, hosted
in conjunction with the Engineering Development Trust (EDT).
Content ranged from GGS alumnae sharing their career journeys todiscussions about unconscious bias and how to address it.
Learn more

GE 2021 S U S TAIN AB ILIT Y REP O RT | 123

Sustainability frameworks
We routinely and purposefully analyze and revisit our sustainability programs, commitments and targets. For disclosure purposes, in addition to the
UN SDGs, we have considered three key sustainability reporting frameworks as we developed this report:(1) the Task Force on Climate-related Financial Disclosures (TCFD) framework,(2) industry-specific standards from the Sustainability Accounting Standards Board (SASB), and(3) the Global Reporting Initiative (GRI) Standards (Core).
TCFD, SASB and GRI indices can be found here.
We are informed by these standards and frameworks, as well as our engagement with key stakeholders as we determine sustainability priorities andgoals. Of course, building a more sustainable world requires us to revisit and reassess our goals frequently, and we intend to continue mapping ourprogress against these frameworks to further develop our sustainability strategy.

124 | G E 2 0 2 1 S US TA I N A BI L I T Y R E P ORTWHERE YOU CAN FIND MORE
INFORMATION
2021 Annual Reporthttps://www.ge.com/investorrelations/ annual-report
GE 2021 Annual Report

General Electric Company
5 Necco Street
Boston, MA 02210
www.ge.com

2021
Annual Report

2022 Proxy Statement
https://www.ge.com/proxy
GE 2022 Notice of Annual Meeting and Proxy Statement2022
Notice of Annual
Meeting andProxy Statement

General Electric Company
5 Necco Street
Boston, MA 02210
www.ge.com

2021 Sustainability Reporthttps://www.ge.com/sustainability
GE 2021 Sustainability Report

General Electric Company
5 Necco Street
Boston, MA 02210
www.ge.com

2021
Sustainability
Report2021 Diversity
Annual Report
GE 2021 Diversity Annual Reporthttps://www.ge.com/diversity

General Electric Company
5 Necco Street
Boston, MA 02210
www.ge.com

2021
Diversity
Annual Report

2021 Human
Rights Report

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General Electric Company
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https://www.ge.com/
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REGISTERED OFFICE
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GE IS A WORLD-LEADING CORPORATION:

ForbesWorld’s Best Employers

ForbesGreen Growth 50

InterbrandBest Global Brands

Boston Business
JournalTop Charitable Contributor

Society of Hispanic
Professional Engineers(SHPE)

General Electric Company
5 Necco Street
Boston, MA 02210
www.ge.com