Sustainability Report
Building a World That Worksfor Tomorrow

Building a World
that Works forTomorrowO U R C O MM ITM E N T

We build the technologythat enables a sustainable
tomorrow.
Energy Transition
We have equipped

90%of the world’s power transmission
utilities with our technology

Precision Health4M+

healthcare installations

U.S.
Blade Recycling
GE has partnered with Veolia
North America to recycle
decommissioned wind turbine
blades. This agreement—the
first of its kind in the US windindustry—helps to contributeto the circular economy forcomposite materials.

Offshore and Onshore Wind
GE powered the first U.S.
offshore farm at Block Island,
Rhode Island, and will power
Vineyard Wind, the largest
offshore and first utility-scale
U.S. offshore wind project.
Learn more on p. 23 

Learn more on p. 71 

GlobalMaking airplanes more efficient
GE Additive—in combination with GE Aviation’s
advanced materials such as Ceramic Matrix
Composites and aerodynamic technologies—isrevolutionizing the design and manufacturing of
GE engines. The GE9X engine includes more than
300 metal 3D printed parts, helping increase fuelefficiency by up to 10 percent compared to
the GE90 engine.
Learn more on p. 33 

Future of FlightTarget of more than20%

lower fuel consumption and CO2
emissions compared to today’s engines
through the CFM RISE Program

We invest in R&D to build a worldthat works for tomorrow:

Global R&D$3.8B
in 2020

Companywide, GE, customer and partner funded

Haiti

BrazilDisaster and Humanitarian
Relief/Healthcare
The GE Foundation has
supported HEI, a small rural
hospital in Haiti that stepped
up when a 2010 earthquake
destroyed the capital. HEI is
now a technology-enabled,
full-service hospital, and its
staff hopes it becomes a model
for bringing modern healthcare
to impoverished areas aroundthe world.

CT-in-a-Box
As part of the fight against
COVID-19, GE Healthcare
developed “CT-in-a-Box,” ahigh-precision tool to quickly,
safely, and effectively diagnosepatients with coronavirus. This
mobile unit was rolled out inthe Hospital de Campanha
Lagoa Barra, in Rio de Janeiro
in May 2020, and is now usedthroughout the world.

Learn more on p. 85 i

G E S U S TAI N AB I LI T Y R EP ORT

Learn more on p. 14 

U.K.
Haliade -X
In 2020, GE’s HaliadeTM-X, themost powerful offshore windturbine built, was selected
to power Dogger Bank off
the coast of England in the
North Sea. Dogger Bank is
expected to be the world’s
largest offshore wind farm.
When complete, it will becapable of producing 3.6GW ofelectricity—enough to power
6 million homes, ~5 percent of
total U.K. demand.
TM

NorwayTurkeyChina

Energy Transition
GE is helping Norway’s grid
operator Statnett meet its goalof reducing GHG emissions
by 25 percent in 2025.
Statnett is installing GE g³ gas
insulated equipment at its
new Oslo substation. g3 gas isa game-changing alternative
to sulphur hexafluoride (SF6),
one of the world’s most potent
greenhouse gases.

Energy Transition
GE is powering Turkey’s firstnuclear power plant with steam
turbines, along with installingand commissioning over 150
MW of wind energy, supporting
Turkey’s energy strategy of“More Local, More Renewable.”

Energy Transition
With more than 200 gas
turbines in service, GE is
powering China’s coal-to-gas
transition. A new power plantin Tianjin City marks the firstcommercial operations ofGE’s 9HA.01 technology inmainland China. It will deliver
661 MW to the national gridand steam for district heating
for over 100,000 citizens living
in an area of approximately
7 million square meters. We
are supplying three 9HA.02 gas
turbines for a power plant inGuangdong province. The plant
will add 2.4 GW, powering
more than 4 million homes in
the Greater Bay Area.

Learn more on p. 20 

Learn more on p. 23 

Next Engineers
GE Foundation recently announced Next Engineers, committing
up to $100 million over the next 10 years to increase the diversityof young people in engineering.
Learn more on p. 81 

Middle East

ZambiaIndia

GE’s 360 Foam Wash
Airlines such as Emirates andEtihad Airways (UAE), Qatar
Airways (Qatar), and Royal
Jordanian Airlines (Jordan)
are using GE’s 360 Foam
Wash, a groundbreaking
jet engine cleaning system.
This alternative to the water
wash method restoresengine performanceleading to reductions infuel consumption.

Rural Healthcare
GE is partnering with thegovernment of Zambia to help
open 108 new health centersand five large hospitals toincrease care for pregnant
women. In rural areas, some
women must walk over
30 miles for their postnatal
visits. GE equipment likeultrasounds also help reduce
infant mortality rates.

Energy Transition
India has the most residents in theworld without reliable access toelectricity—some 240 million people,
according to the World Bank. Aninternational GE team designed
software to analyze India’s extensive
electricity demands, resulting inan AI-powered system installed byPower Grid Corporation of India tocreate the world’s largest wide-areamonitoring system.
Learn more on p. 24 

Learn more on p. 35 
B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O Wii

F ORWARD - LO O KING S TATE M E NT SThis document contains “forward-looking
statements”—that is, statements related to future
events that by their nature address matters thatare, to different degrees, uncertain. For details
on the uncertainties that may cause our actual
future results to be materially different than thoseexpressed in our forward-looking statements, see
https://www.ge.com/investor-relations/importantforward-looking-statement-information as wellas our annual reports on Form 10-K and quarterly
reports on Form 10-Q. We do not undertake toupdate our forward-looking statements.

NON - GA A P FINA NCIAL M E TRI C S
In this document, we sometimes use information
derived from consolidated financial data but notpresented in our financial statements preparedin accordance with U.S. generally accepted
accounting principles (GAAP). Certain of thesedata are considered “non-GAAP financial
measures” under the U.S. Securities and Exchange
Commission rules. These non-GAAP financial
measures supplement our GAAP disclosuresand should not be considered an 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 ourannual report on Form 10-K, as applicable.

C OVER
Logan Toynbee, GE Renewable Energy
Ashley Meaux, GE Digitaliii

G E S U S TAI N AB I LI T Y R EP ORTDear fellow stakeholders,
GE has always held a larger purpose. With 174,000 employees serving customers
and communities in more than 170 countries, our cutting-edge technology,
global network, and exceptional team are anchored in the service of others.
Every hour of every day, our team has an opportunity to broaden access toelectricity, healthcare, and transport around the world.
As a high-tech industrial company, GE feels a heightened sense of responsibility
when it comes to sustainability. Over our 129-year history, our innovation has
improved quality of life around the world—a core driver of sustainability. We areadvancing our sustainability priorities both through our own commitments toour people, communities, and planet, as well as by innovating groundbreaking
technologies that will help build a more sustainable world at GE and beyond.

This commitment came to life in a unique
way in 2020 in one of the most difficult
environments. Since the start of thepandemic, GE’s people have served on
the front lines—from delivering hospital
equipment in the first days in Wuhan,
China, to quadrupling the productionof ventilators—and today, we continue
to help parts of the world like India andBrazil fight against COVID-19. Together
with our customers, the GE team keeps
power flowing, hospitals operating,and planes flying. I’m proud of the way
we are persevering in the face of great
uncertainty.
The impacts of COVID-19 on the world
reinforced how the planet shares its
challenges and of the need for innovative
solutions. Our purpose statement, “Werise to the challenge of building a worldthat works,” has never been more true
than it is now. GE is committed to tackling
the world’s biggest challenges with a clearalignment to sustainability—leading theenergy transition to drive decarbonization,
developing precision healthcare that
personalizes diagnoses and treatments,
and building a future of smarter and more
efficient flight. Sustainability priorities are
woven into all that we do, and this is rightfor both business and the planet.

We will innovate ourtechnology and ourCompany to ensure we riseto the challenge of building
a world that works.

Take the energy transition. Roughly one
billion people around the world lack accessto reliable electricity, and overall demand
continues to grow. As a company thathelps to generate one-third of the world’s
electricity, we are committed to supporting
customers and governments in meeting
this demand while reducing greenhousegas emissions. Innovative technology
will be critical. In Renewable Energy, ourHaliadeTM-X is the most powerful windturbine built today; in Gas Power, our
7HA.03 is the most efficient gas turbineon the market. And we are partnering withour customers to modernize the physicaland digital grid, increase resiliency, andenable more renewable energy.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W

1Wind turbine in Ontario, Canada

With half of the world’s population lacking
access to essential health services, we
continue developing cutting edge medical
equipment to ensure more health careproviders have the tools they need for an
increasingly digital, more personalized
approach to medicine. From our portable
Vscan Air ultrasound to new advanceswith our Mural technology to creating
virtual ICUs, our innovative technology andsoftware are helping to ensure patients
receive quality care wherever they are.
A more sustainable future means
connecting more people with lower
impact. In June 2021, we joined Safran tounveil our shared vision for the future offlight, with a revolutionary new technology
demonstration program that will ensure
even greater efficiency than today’s mostadvanced engines.
We apply this same spirit of innovation
to our own operations. We announced
a new goal to achieve carbon neutrality
within our own facilities and operations by
2030 after surpassing our 2020 emissions
reductions targets ahead of schedule.
To do this, we will make operational
investments to achieve energy efficiencies;
reduce our emissions from the gridthrough smart power sourcing; and use
lean practices to eliminate energy waste.

2

G E S U S TAI N AB I LI T Y R E PORT

We also announced our planned exit fromthe new-build coal power market. These
decisions highlight the interplay we areseeing between decarbonization, market
dynamics, and our own business strategy.
Looking ahead, we are setting a further
ambition for GE to be a net zero company
by 2050—encompassing not just GE’s
operations, but also the Scope 3 emissions
from the use of sold products. We lookforward to partnering closely withour customers on existing and futuretechnologies to help them succeed inmeeting their own ambitions and address
the world’s needs for reliable, affordable, andsustainable power and safe, efficient flight.
We are particularly aware of theengineering challenges still to be solved
to make the ambition of net zero areality, and that developing solutions will
require collaboration with our customers,
policymakers and other companies.
However, we believe those challenges arealso key strategic opportunities for GE.
These pages show the investments we aremaking in both our current products andbreakthrough technologies.
We also recognize the importance ofmeasurement and target setting to drive
progress in reducing emissions over ashorter time horizon as well. We plan to

G LO B A L I S S U E S G E I S
ADDRESSING

Roughly

1B
people lack access toreliable electricity

1/2
the world’s population lacks
access to essential healthservices

Reducing

CO₂
emissions through aircraft
engine innovationcontinue developing and to communicate
details about more specific, nearer term
GE greenhouse gas reduction metrics andtargets that include Scope 3 emissions.
As a company that has led innovation for
more than a century, we will continue topioneer the technologies the world needs
to move toward a net zero future.

Wysheka Austin inspecting 7HA.02
Gas Turbine unibody

GE’s GLO BA L REACH$4.9M
in global COVID-19 relief since
the pandemic began

1/3of the world’s electricity
generated with GE equipment

We serve more than

1B
patients
per year
Largest &youngest

Beyond climate change, this year we also
sharpened our focus on one of the mostpervasive challenges—systemic inequality.
As a global company, we know that themost effective teams bring together
people with diverse backgrounds andexperiences and we are taking steps toimprove our transparency, accountability,
and community. We named Mike Barber
Chief Diversity Officer and appointed chief
diversity officers in each of our businesses
to ensure diversity is integrated into ourculture and business strategy. Recognizingthat education is an important drivertowards economic inclusion, the GE
Foundation committed to help create
more equitable access to opportunities for
STEM education as well as help minorityowned companies compete for businesswith larger enterprises. In addition, we
published our first Diversity Report toprovide a snapshot of our people andpractices, and to allow our stakeholders
to measure our future progress. While
it’s clear that we have work to do, we arecommitted to building a more diverse
workforce and inclusive workplace.
As the GE team knows, how we accomplish
our commitments is just as important
as what we accomplish. To that end,
we are approaching sustainability withthe same high expectations of rigor
and accountability that we use to run

our businesses. We appointed Roger
Martella as our first Chief Sustainability
Officer. Knowing that sustainability at GE
requires cross-functional collaboration,
Roger will help facilitate the success ofour businesses and employees in ourimportant sustainability missions, both instrategy for solutions and improving our
impacts through ambitious metrics andtargets. We are committed to accelerating
progress by collaborating with government
leaders, policy makers, NGOs, investors,
communities, and peers. You will see ourshared passion for sustainability throughthese growing efforts and engagement.
I am united with GE’s employees intaking pride in the sustainability mission
detailed on these pages. While our 2020
Sustainability Report shows what weare accomplishing today, we know hard
work lies ahead. Looking forward, we will
work to lead innovating breakthroughtechnologies for the future such as small
modular nuclear reactors, carbon capture,hydrogen as a fuel, greater access toprecision health, and a broad suite oftechnologies for air travel. And we will set
our sights on ambitious targets across ourglobal operations to improve our impacts
and lift up our people, communities,
and planet. We will not sit still. We will
innovate our technology and our Company
to ensure we rise to the challenge ofbuilding a world that works.

H. L AW R E N C E C U LP, J R .
Chairman of the Board andChief Executive Officer

aviation fleet

Sustainability priorities are
woven into all that we do, andthis is right for business andthe planet.
B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W

3

Contents
1

CEO letter

38 Our process: How GE operates tosucceed in our mission

5

Our sustainability priorities

39

Board oversight

6

United Nations Sustainable Development Goals

42

Integrated approach to strategy, risk, and sustainability

9

About this report

45

Lean principles applied to sustainability: Our strategy forcontinuous improvement and eliminating waste

10

Our performance and priorities

47

Culture: Leading with integrity and The Spirit & The Letter48

Always with unyielding integrity: GE’s Ethics &Compliance program

50

Privacy and cybersecurity

12 Responding to COVID-19 for our
employees and communities
13

Protecting our employees

53

Investing in our people

14

Supporting our communities

55

Advancing diversity and inclusion

15 Our innovation: GE is building
technology for a sustainable future
18

Innovation timeline: Tackling the world’s challenges formore than 125 years

20

Leading the energy transition: Sustainability, reliability,
and affordability

27

Advancing precision health: Integrated, efficient, andhighly personalized care

31

Developing the future of flight: New technology forsustainability and efficiency

37

GE Research: Driving sustainability with cuttingedge research

60 Our commitments: GE respects
our people, our planet, andour communities
61

Safety65

Environment

77

Human rights

79

Ethical supply chain and responsible mineral sourcing

80

Freedom of Association

81

The GE Foundation

86 Sustainability Frameworks

4

G E S U S TAI N AB I LI T Y R E PORTOur sustainability priorities
Innovating technology to lift up quality of life around the world—a core driver of sustainability—has been fundamental
to how GE works since our inception more than 125 years ago. Sustainability priorities are not a separate endeavor at
GE but are woven into all that we do. Sustainability priorities are embedded in our policies, leadership engagement,
operating mechanisms, commitments, and, ultimately, our products. Our diverse portfolio—from sustainable,
reliable, and affordable energy to precision health to aviation innovation—and legacy in these markets enable
us to make substantial impact on people and the planet for the better.
With substantial changes to the Company
over the past few years, our pursuit of theenergy transition, precision health, andfuture of flight is unwavering. Our mission
to succeed in these goals is governed bycore sustainability priorities built firstand foremost on GE’s unique culture of
integrity in everything we do.
As the world changes, we continuously
adapt our programs and improve to best
ensure we succeed in these priorities.

In the spirit of humility, we persistently
engage with thought leaders andexperts in various fields to learn fromthem and enhance our program. GE’s
strong foundation of integrity and leanoriented culture frame how we makecontinuous improvements for people,
our communities, and the planet. As
our 174,000 diverse employees share
a common mission to build a worldthat works, we are focused together onthese 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 thesepriorities come to life.

TH E E NE R G Y
TR ANSI TI O N TO D R I V E
D E C ARB O NI Z ATI O N

SA F E T Y F O R
O U R P EO P LE
A FUTUREO F S MA RT ER
A N D MO R E
E F F I C I EN T
F LI G HT

LIF T ING O U R
CO M M U NIT IE S

Culture of
integrity in allthat we do

COMMITMENT TO
HUMAN RIGHTSE NVI RO NME N TA LS TE WARD S HI P

P R EC I S I O N HE A LT H
T HAT P ER S O N A LI Z E S
D I AG N O S E S A N D
T R E AT ME N T S

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W

5

JOINING THE
CALL TO ACTION

How our strategy
and sustainability
priorities align with
the United Nations
Sustainable
Development
Goals
The United Nations Sustainable
Development Goals (SDGs) represent
a global agenda to address the mostpressing challenges facing our world,
including climate action, access tohealthcare, and reducing inequities
throughout the world. We recognize theimportance and urgency of this global
initiative and how GE plays a critical rolein infrastructure, advancing quality oflife, and furthering global development
sustainably. GE has been a signatory to
the UN Global Compact since 2008 and
we see close alignment between thefollowing SDGs and our strategy andsustainability priorities:

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 is an important social determinantof health, and products like our Vscan
Family technologies help doctors deliver
expanded care to more people, including inrural regions.
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, Developing
Health Globally™ (DHG) and Developing
Health U.S. (DH) are signature programswith a longstanding history of increasing
access to quality healthcare in underserved
communities around the world.
At the beginning of the COVID-19
pandemic, we implemented precautions
to ensure the health and safetyof our employees and prioritized
the manufacturing of medical
equipment needed to treat COVID-19
patients globally.
B U SI NE SS A N D
PRIO RI T Y ALI G N ME N T

Precision Health
SafetyLifting Our Communities
L E ARN M O R E

12COVID-19

27

Innovation—Precision Health81	Our Commitments—GE Foundation

6

G E S U S TAI N AB I LI T Y R EP ORT

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 emissions by 2030. Third,
we are establishing 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
P R I O R I T Y A LI G N ME N T

Energy Transition
Environmental Stewardship
LE A R N MO R E

20Innovation—Energy Transition66	
Our Commitments—Climate Change
69

GE’s Ambition to Be a
Net Zero Company

We believe that the energy, transportation,and 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.

GE at core is an innovation company withsignificant investment in research anddevelopment that defines our history. This
has led to us introducing technology thathas raised the quality of life for people
around the world. We innovate current
and breakthrough technologies to solve
the challenges of the energy transition,
precision health, and future of flight.

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.

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

BUS INE SS A ND
P RIORIT Y A L IGNMENTB U SI NE SS A N D
PRIO RI T Y A LI G N MEN T

Energy Transition
Precision Health

Energy Transition

Future of Flight

Precision Health

Environmental Stewardship

Human Rights
Future of Flight
SafetyL E ARN M O R E

15Innovation

65	Our Commitments—Environment

LEARN MO RE

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 a new initiative
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 andexploitation hitting the most vulnerable
worker population through its membershipwith the Leadership Group for Responsible
Recruitment.
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 Healthprograms, focusing on underserved
communities.

20

Innovation—Energy Transition

B US I N E S S A N D
P R I O R I T Y A LI G N MEN T

48

The Spirit & The Letter

Precision Health61

SafetyLifting Our Communities

77

Our Commitments—Human Rights

Human Rights

79	Our Commitments—EthicalSupply Chain

LEA R N MO R E

15Innovation

55

Diversity and Inclusion

77

Our Commitments—Human Rights

81

GE FoundationB U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W

7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 ourrobust Environment, Health, and Safety(EHS) programs to our initiatives to clean
up and redevelop idle properties—weare investing for the public good in thecommunities where we operate.
BUS INE SS A ND
PR IORIT Y A LIGNMENT

Energy Transition

In 2020, we announced our commitment
to be carbon neutral in our own facilities
and operations by 2030 (Scope 1 andScope 2 emissions), our planned exitfrom the new-build coal business, anda holistic strategy to utilize renewableenergy and efficient natural gas technology
to decarbonize energy sector emissions.
With this report, we are setting afurther ambition for GE to be a net zerocompany by 2050—including not just GE’s
operations, but also the Scope 3 emissions
from the use of sold products.
Our businesses function to provide energy,transportation, and healthcare with lower
emissions and less carbon intensity overtime. We have an established historyof both providing sustainable products
to our customers and reducing our own
emissions­—commitments which we areaccelerating for the future.

Environmental StewardshipAs 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.
BUSINESS AND
P R I O R I T Y A LI G N ME N T

Human Rights
Culture of Integrity

LEAR N MO RE

B U SI NE SS A N D
PRIO RI T Y A LI G N ME N T

LE A R N MO R E

20Innovation—Energy Transition

Energy Transition

47

Culture of Integrity

38

Our Process: How GE Operates to
Succeed in our Mission

Future of Flight77

Human Rights

64	Our Commitments—EHS,
Environmental Stewardship

Environmental Stewardship
L E ARN M O R E

20Innovation—Energy Transition

66	Our Commitments—Climate Change
69

8

G E S U S TAI N AB I LI T Y R EP ORT

GE’s Ambition to Be a
Net Zero Company

About this report

GE 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 around theworld. Our relationships are critical toadvancing our goals and priorities. 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 have been proud to partnerwith government leaders, nongovernmental organizations (NGOs), andmore than 300 businesses to support
ambitious climate reduction goals.
We intend to continue growing our
engagement to be a constructive voice
and leader on the role of technology andinnovation in addressing global challenges.
BUS INE SS A ND
PR IORIT Y A LIGNMENT

Energy Transition
Human Rights
Environmental StewardshipThis report covers the environmental, social, and governance activities of GE, primarilyfor 2020. Today’s report reflects how GE has evolved to the streamlined, forwardlooking company it is today. This report allows us an opportunity to deepen existing
conversations with our stakeholders about our important sustainability programs.
While the contents within this report have not been externally assured, the informationand data within has been quality reviewed for completeness and accuracy bymanagement and GE’s dedicated internal resources. In addition to the significant
internal and data-collection resources brought to ensure accuracy, GE’s senior leadershipoversaw the preparation, assembly, and drafting of the report.
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.
As described below at page 39, the GE Board of Directors exercises oversight andprovides direction on GE’s sustainability strategy. The GE Board is also issuing thereport on page 69 in response to the shareholder proposal included in GE’s 2021 proxystatement regarding the “net zero indicator” defined in that proposal.
Many of the images in this report were captured before the COVID-19 pandemic and may
not include face coverings and social distancing.

LEAR N MO RE

66	Our Commitments—Climate Change
77

Our Commitments—Human Rights

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W

9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 2020 and priorities for 2021 and beyond align with the identified
UN Sustainable Development Guidelines (SDGs) to help address the identified societal challenges.
TOP ICB A S ELI N E

2018

2019

2020

$97,012$95,214$84,051$8,313$2,322$4,164$79,619$73,180$2,520$606$3,820Financial Performance ($M)
Total Revenues
GE Industrial Organic Revenues*
Adjusted GE Industrial Profit*
GE Industrial Free Cash Flow*
Total Research & Development Spendaa$4,341$4,065

Diversity and Inclusion** (pages 55–59)
GE U.S. Workforce, all employees
Total Race & Ethnic Minority
AsianBlack/African American
Hispanic/Latinx
American Indian/Alaskan Native
Native Hawaiian/Pacific IslanderMultiracial
Global Female Representation per Category
Female representation, all employees
Female representation, professional employees
Female representation in leadership***

24.1%
8.7%
6.8%
6.5%
0.3%
0.2%
1.6%
21.9%
26.2%
26.0%

Human Rights: Supplier Responsibility Programb (pages 77–79)
Number of Global Auditsc
Total Suppliers Approvedd
New Suppliers
Existing Suppliers
Supplier From Acquisition
Total Suppliers Rejectedd
New Suppliers
Existing Suppliers
Supplier from Acquisition
Total Findings
Percentage of Findings per Category:Health & Safety
Environment
Emergency Preparedness
Human Rights & Labor
Dormitory Standards
Conflict Minerals
Security / Othere
Audits per Region:
China
India
North and South America
Europe, Middle East & Africa
Rest of Asia

1 0 G E S U S TAI N AB I LI T Y R EP ORT

1,286
1,039
433
553
53
71
62
8
1
7,348
29%
31%
21%
16%
<1%
2%
<1%
41%
28%
13%
9%
9%

U N SD G

TOP ICB A S ELI N E

2018

2019

2020

0.55
0.24
2
6

0.60
0.28
3
2

0.51
0.26
3
4

185
65
41
1
25

107
25
36
1
17

97
25
47
9
11

2.80

2.39

2.07

1.29
1.51

1.00
1.39

0.92
1.16

30.1
179
3,690,000
44,54125.7
1643,420,000
31,80023.2
1383,030,000
53,000

6.54
2.27

4.93
1.64

5.12
1.85

90.7

55.4

44.9

38.8

24.6

16.8

129.5
0.07%

80.0
0.06%

61.7
0.08%

U N SD G

Safety (pages 61–64)
f

Injury & Illness Total Recordable Rateg
Days Away From Work Incident Rateh
Fatalities - Employees
Fatalities - Contractor Workers

Environmental Stewardshipf (pages 65–76)
Environmental Performance
ISO 14001 sites
Global Penalties Paid (in $ thousands)
Spills & Releases (Count)i
Air Exceedances (Count)i
Wastewater Exceedances (Count)i
Climate Change and Energyj
GE Operational GHG Emissions (million metric tons of CO2
equivalent) (market based)
Scope 1 Emissions (million metric tons of CO2 equivalent)
Scope 2 Emissions (million metric tons of CO2 equivalent)(market based)
GE Operational Energy Use (million MMBtu)
Direct SF6 Emissions (thousand metric tons CO2 equivalent)
Total Electricity (MWh)Renewable Energy Used (MWh)WaterkTotal Freshwater Use (Billions of Gallons)Once-Through Cooling Water (Billions of Gallons)2019 Baseline

2.30

24.9

2011 Baseline

6.52

Lifting Our Communities (pages 81–85)
GE Company Contributions via GE Businesses and to theFoundation ($M)
Employee and Retiree Contributions matched by GE
Foundation ($M)
Total GE “Family” Giving ($M)
Total Contributions as a Percentage of GE Revenue ($M)l* Non-GAAP Financial Measure.
** Data representative of GE’s workforce as of December 31, 2020, extracted on February 10, 2021.
*** Leadership encompasses the top 1.5 percent of all active employees.
a 2018 recasted data not available.
b Beginning with the 2020 metric year, our Supply Chain metrics reflect changes and improvements in GE’s Supplier
Responsibility Governance (SRG) program. 2018 and 2019 metrics do not represent today’s Supplier Responsibility
Governance program and are not calculated.
c 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 werecompleted.
d New metric reported in 2020 from Supplier Responsibility Governance program and audits.
e “Other” includes findings not allocated to a category or relate to quality findings identified during Supplier Responsibility
Governance audit.
f Due to the changing nature of GE’s enterprise business structure, figures are periodically updated to reflect changes inscope. For instance, acquired businesses may not have aligned data for the same time periods.
g Number of OSHA recordable injury and illness cases per risk population YTD based on 100 employees working 200,000
hours annually. Baker Hughes included in 2018.
h 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. Baker Hughes included in 2018.
i Spills & Releases, Air Exceedances, and Wastewater Exceedances data includes Baker Hughes in 2018.
j For GHG and energy-related metrics, each year GE adjusts its 2019 baseline inventory to account for divestments andacquisitions. Interim years are not adjusted.
k For water metrics, each year GE adjusts its 2011 baseline inventory to account for divestments and acquisitions. Interim
years are not adjusted.
l Total Contributions as a Percentage of GE Revenue was established as a metric in 2018 to align with Chief Executives for
Corporate Purpose Giving in Numbers annual survey.

A N OT E O N T HE I MPAC T O FC OV I D - 1 92020 was an incredibly challenging
and unprecedented year for
everyone across the globe,
including GE and our operations.
We believe that several of our 2020
metrics likely reflect the impacts of
COVID-19 due to travel restrictions,
populations working from home,and variable utilization of someof our facilities. We continue tobe committed to transparency.
The information in this report isoverseen by subject matter experts
and has been reviewed by GE’s
dedicated internal resources.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 1 1

Responding to
COVID-19 for our
employees andcommunities
The COVID-19 pandemic undoubtedly changed the world at an unimaginablehuman cost—significantly impacting how we live and work. But, together withour customers, we helped keep essential services working uninterrupted:
hospitals and medical equipment kept operating, electricity flowed, and criticalinfrastructure remained online. In our mission-critical industries, GE’s people
have served on the front lines since the beginning of the pandemic, delivering
hospital equipment in Wuhan, China, during the first days of the crisis, while
maintaining the power equipment that keeps the lights on across the globe.
Throughout 2020, the GE team pursued a two-pronged approach to theuncertain landscape of COVID-19: first, protecting the health and safety of
our employees and communities; and second, supporting our communities
through providing technology to fight the pandemic. The GE Board of
Directors and management teams engaged with leadership from the outset
to keep our workplaces around the world safe, to accelerate the manufactureof critical ventilators, and to ensure GE’s operations were functioning well in adigital and remote work environment.
1 2 G E S U S TAI N AB I LI T Y R EP ORTGE Healthcare employees in
Madison, Wisconsin, U.S.A.,
support the increased
production of ventilators,
which can play a criticalrole in the treatment of
COVID-19 patients.

Protecting our employees
At the onset of the COVID-19 pandemic, GE quickly instituted strong safety precautions for
its global workforce. We adopted operational and governance rhythms across the Company
and with our Board of Directors to coordinate and oversee actions related to the COVID-19
pandemic. We established an enterprise-wide, cross-functional internal COVID-19 Task
Force to protect the health and safety of our employees globally while maintaining business
continuity. We continuously engaged with our unions as a key part of our worker safety
response efforts. And we pledged financial support to employees and their families throughGE’s new Employee Relief Fund. These efforts are ongoing, and we continue to build onthem as the impact of the pandemic evolves in various parts of the world.
Below are some of the specific ways we have supported the safety, health, and wellness of
our employees in response to the COVID-19 pandemic:• We implemented a four-level GE Site
Safety Roadmap aligned with global
regulatory guidance to ensure the healthand wellness of individuals working at
our facilities globally.
• We established a key theme, “Protect
and Respect,” to drive all COVID-19
safety behaviors. This theme and its
practices will continue to influence ouractions going forward.
• We issued frequent communications
about worker safety and safety practices
at the corporate, business unit, andsite levels and continue to enhancesafety protocols as local regulations
change. We continue to promote ouropen ombuds reporting channel for
worker concerns related to compliancewith COVID-19 safety protocols.

• We placed a strong focus on the impact
of COVID-19 on mental and emotional
health. We launched #NotAloneGE
to reinforce for our employees thatit’s okay to seek help with emotional
wellbeing.
• We continue to engage in educational
dialogue with our people through ourChief Human Resources Officer andChief Medical Officer, covering a variety
of topics including vaccinations, facecoverings, and other COVID-19 related
developments.
• Our Employee Relief Fund provided
support to 3,900 GE employees andtheir families around the world facing
unprecedented challenges due tothe pandemic.

The pNeuton Model A-E ventilator was authorizedunder the United States Emergency Use
Authorization (EUA), which is a special authorization
during emergencies, such as the COVID-19
pandemic, enabling the U.S. FDA to help makemedical products available as quickly as possible toreach patients in need when there are no adequate,cleared, or approved alternatives.

GE AV IATIO N TEA M IN
C H ELT ENHA M, U.K . TR ANSI TI O NS
TO M AKING PATIENT MO NI TO RS

With demand for patient monitors
outstripping GE Healthcare’s production
capacity, a GE Aviation team transformed
available floor space at their factory into
manufacturing space for the GE Healthcare
team. Using lean principles and only
the materials they had on hand, the
GE Healthcare team went from zero to
more than 5,000 patient monitors in
15 weeks, delivering one of our hospitalcustomers’ most important tools tofight COVID-19.

G E H E ALTH C A R E A N D F O R D PA RT N E R TO Q U I C K LY MA N U FAC T UR E
VE NTIL ATO R S F O R C OV I D - 1 9 PAT I E N T S

In March 2020, GE Healthcare andFord Motor Company began working
together to scale up the productionof ventilators—a move aimed to arm
clinicians with vital medical equipment
to treat patients with COVID-19. We
collaborated with Ford to quickly scale
the Airon-licensed Model A-E ventilator
to provide an additional supply of critical

medical devices. Independent of its
partnership with Ford, GE Healthcare
doubled its capacity of ventilator
production twice in 2020 to addressunprecedented demand. GE Healthcare
also worked with the U.S. Food and Drug
Administration to advise its existing
anesthesia customers on how anesthesia
devices can be used for ventilation.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 1 3

Supporting our communities
GE also supported the fight against COVID-19 in our communities and throughout our businesses. Across different GE sites, factories
ramped up to manufacture the ventilators and patient monitors needed in clinical settings to treat patients suffering from COVID-19;
technicians found themselves driving thousands of miles across the U.S. to lend their expertise; in Italy, a sales manager pitched in as avolunteer ambulance driver; and GE Aviation plants in England were rapidly adapted to produce patient monitors.
• GE Healthcare quadrupled ventilator
production and increased production
capacity and output for other critical
medical equipment to help doctors
diagnose and treat COVID-19, including
monitoring solutions, x-ray, anesthesia,
and point-of-care ultrasound products.
GE Healthcare also launched digitalsolutions to help providers deliver careto patients virtually.

• Since the onset of the pandemic,
the GE Foundation has contributed$4.9 million in COVID-19 relief, which
included delivering personal protective
equipment to U.S. healthcare workers
in urgent need and reinforcing
healthcare systems in Southeast Asia
and Africa. As part of its support,
the GE Foundation gave a $1 million
donation to the United Nations andWorld Health Organization’s Strategic
Pandemic Response Plan, which seeks
to curtail the spread of COVID-19 byincreasing lab capacity and criticalsupplies, protecting vulnerable patientsand frontline health workers, setting
up intensive care units, coordinating
research and development of life-saving
products, and improving community
engagement.
• GE researchers are working on a sensor
smaller than a fingertip that could findviruses and pathogens in the air. The
work could mean that, in the future,
smartphones and smartwatches
equipped with such sensors could help
users detect not only the SARS-CoV-2
virus causing COVID-19 but also otherpathogens and irritants.

Tyler Vermey has been called the “valve guru”
because of his intricate knowledge of the ventilator
parts that regulate oxygen and airflow in and out ofa patient’s lungs. He got his start at GE Healthcare
in 2016 after graduating from the University of
Wisconsin-Madison.

• And GE employees across the globe
sprang into action to put their expertiseto help fighting the pandemic. Some
100 extra workers and volunteers fromacross the U.S. made their way to a
GE Healthcare factory in Wisconsinto help increase its production ofventilators, while an executive accountmanager for GE Healthcare in Spainapplied the philosophy of lean toorganize ventilators and other medical
equipment for quicker deployment.
A global clinical marketing specialist
for the GE’s LOGIQ ultrasoundsystems volunteered as a second
shift custodian at GE Healthcare’s
Madison, Wisconsin plant as it ramped
production of mechanical ventilators.
He helped the custodial team reimagine
their roles and establish a rigorous
disinfecting schedule. Two colleagues
at GE Renewable Energy’s wind turbine
factory in Florida used their skills to
3D-print protective shields out of athermoplastic polymer, which theypassed out to colleagues and hospitals
in Florida and South Carolina in just a
few days. The shield extends the life of
N95 masks, which are normally singleuse. In addition, the pair joined with GE
employees from around the globe to
improve the design and to distribute
thousands of shields to frontline
workers.

GE M OBILIZ E S TO HELP I ND IA AND B R A ZIL D U RI NG C OV I D - 1 9

While the U.S. and other parts of the world
have started to turn a corner in the fightagainst COVID-19, GE is providing support
to countries where the virus continues
to spread.
• In the beginning of India’s early 2021
outbreak, GE India’s Vice President of
Sourcing and his team identified anurgent need for oxygen concentrators,
a lifesaving stop gap arrangement until
people can get proper hospital care.
In less than 24 hours, the GE team

1 4 G E S U S TAI N AB I LI T Y R EP ORT

searched around the world and foundeight such units in Hungary, which wereshipped immediately to India.

Way India’s “Hungry No More” initiativeand other support to communities
across India.

• In May 2021, the GE Foundation
announced $600,000 in COVID-19
Community Response Grants, which
will fund the build out of 60 intensive
treatment units at a hospital in
Bengaluru and 100 oxygen concentratorsfor hospitals in other regions in India. This
commitment builds on a prior $275,000
COVID-19 Community Response Grant
made in late 2020 to support the United• In April 2021, the GE Foundation
provided a $350,000 COVID-19
Community Response Grant to two
Brazilian community organizations
dedicated to improving quality of lifein the favelas. The grant supports theEmergency Hunger Relief initiative,
which is providing food assistanceto families in Brazil impacted by
the pandemic.

OUR INNOVAT I O N

GE is building
technology for asustainable future
We rise to the challenge of building a world that works.
GE is proud of its more than 125 year history of leading innovation to deliver
solutions that help build a better world and a more sustainable future.
From Thomas Alva Edison’s first incandescent lightbulb to the world’s mostpowerful offshore wind turbine built today, GE has pioneered technologies
spurring world-transforming changes and improving the lives of billions.
Our commitment to innovation is our North Star in approachingsustainability. We are builders who are driven to create things that make ourworld healthier, cleaner, and more connected. Our reach into 170 countries
uniquely positions us to respond to the global scope of sustainability
challenges, enabling us to tailor solutions to local infrastructure and socioeconomic conditions.
And we are a company with greater focus than ever before—embracing our
future in energy, health, and flight—to build the world of tomorrow.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 1 5

Our focus is on innovating
solutions to three ofthe world’s mostpressing challenges

Energy transition
Climate change is an urgent global priority. At the same time, energy
demand is increasing and roughly one billion people are without
access to reliable power. As a company helping to generate onethird of the world’s electricity, GE plays a central role in meeting
this demand while lowering carbon intensity of energy and making
energy more reliable. In 2020, we set a new goal to achieve carbon
neutrality within our own operations by 2030 after surpassing
our 2020 emissions reductions targets ahead of schedule, and weannounced our intention to exit the new-build coal power market.
We also are announcing our ambition to be carbon neutral by 2050,
including our sold products, as described on page 69.
GE’s innovative technology and expertise help our customers
meet their decarbonization goals. From the HaliadeTM-X, to
our approximately 50,000 onshore and offshore wind turbines
installed, to our HA gas turbine fleet, to digital controls andhardware solutions that help utilities modernize and bring more
renewables onto the grid, to our hydro and storage offering,to supporting the existing nuclear fleet and developing new
advanced nuclear technologies—we can enable material emissions
reductions today while accelerating technological innovation forhigher renewable penetration and lower-carbon power generation.

GE Power

GE Renewable Energy

SHARED MISSION Our GE Power and GE Renewable Energy businesses have a shared mission of making power sources moresustainable, reliable, and affordable anywhere in the world.
UNITS Gas Power, Power Conversion, Steam Power, GE Hitachi
Nuclear Energy

UNITS Onshore Wind, Offshore Wind, Grid Solutions
Equipment and Services, Hydro Solutions, Hybrids Solutions

INSTALLED BASE 7,000+ gas turbines, representing 800+

INSTALLED BASE ~50,000 wind turbines & 7,500+ hydroGW of gas power; 215 nuclear steam turbines worldwide,
representing 200GW carbon-free power generation, over 1,200
hybrid and electric ship power systems

EMPLOYEES ~34,000
2020 REVENUE $17,589MM
2020 R&D* $330MM
PRODUCT SPOTLIGHTS World-record setting HA turbines are themost efficient gas turbines and key force multiplier to accelerate
decarbonization; leading Arabelle™ steam turbines in 53 GW ofexisting nuclear fleet generating 2 percent more power output with
99.96 percent reliability; developing advanced nuclear technology
like BWRX-300 and Natrium™** will provide carbon-free electricity
during operation, dependable base load, and flexible capacity.

* 2020 GE and Partner Funded R&D.
** Jointly developed with TerraPower.
1 6 G E S U S TAI N AB I LI T Y R EP ORT

units equipped with GE technology, representing 400+ GW ofrenewable energy

EMPLOYEES ~40,000
2020 REVENUE $15,666MM
2020 R&D** $485MMPRODUCT SPOTLIGHT The world’s largest offshore wind farm in
the North Sea will be powered by GE’s HaliadeTM-X turbine, theworld’s most powerful offshore wind turbine built today; GE’s
largest onshore wind turbine, Cypress, offers revolutionary
two-piece wind blades, enabling increased output from hardto-reach sites; GE’s state-of-the-art high voltage direct current(HVDC) transmission system will supply one of the world’s
largest offshore wind farm projects off the coast of England.

Precision health

Future of flight

Doctors, nurses, and clinicians are often under-resourced andover-burdened and healthcare has never been under morepressure, from rising costs to aging populations. COVID-19 hasbrought this front and center. Solving the industry’s productivity
challenges by improving access, enabling more precise patient
diagnosis and treatment, shortening hospital stays and wait
times, and lowering overall costs is more pressing now than ever.

The future of flight will be defined by how the aviation industry
innovates to lower emissions and improves fuel efficiency, atrend accelerated by COVID-19’s impact on the airline industry.

Creating a more sustainable future for healthcare means
getting earlier, better, and faster diagnosis and treatment
to more people in need using fewer resources. Deliveringon the future of healthcare is about enabling precision
health—integrated, efficient, and highly personalized care.
Making this a reality requires merging clinical medicine anddata science by applying advanced analytics and artificial
intelligence across every possible point of the patient journey.
Healthcare’s EdisonTM platform is the foundation of our digital
capabilities and helps providers use data in new and significant
ways, such as applying deep learning to make MRI scans bothclearer and faster. Today and tomorrow, Healthcare is focusedon building an intelligence-based healthcare system and ahealthier and more sustainable world.

We are currently developing the next suite of engine
technologies—including open fan architectures, hybrid-electricand electric propulsion concepts, and advanced thermal
management concepts—that offer the potential to achieve atleast a 20 percent additional improvement in fuel efficiency
compared to today’s state of the art single-aisle aircraft engines.
GE Aviation is also supporting industry initiatives to approveand adopt 100 percent Sustainable Aviation Fuel (SAF) andinvestigating hydrogen as the zero-carbon fuel of the future.

GE Healthcare

GE Aviation

MISSION Creating a healthier world by enabling broad

MISSION A driving force for flight, connecting the world,and diverse access to precision health that is integrated,
efficient, and highly personalized

and making air transport increasingly sustainable withsmarter, more efficient technologies

UNITS Healthcare Systems including Imaging, Ultrasound,Life Care Solutions (anesthesia, respiratory, andmonitoring), and Digital; Pharmaceutical Diagnostics

UNITS Commercial, Military, Systems, and Other

INSTALLED BASE 4M+ healthcare installations
EMPLOYEES ~47,000
2020 REVENUE $18,009MM
2020 R&D** $872MM
PRODUCT SPOTLIGHTS Edison™ intelligence applications

are designed to enable better patient care and increases
access to care, and with Edison Marketplace, hospitals cantest-drive AI-powered applications; Vscan Air™, handheld
ultrasound that improves healthcare access, joins the
Vscan Family technologies with 30,000 units in more than
100 countries.

1

Advances in engine architectures, aerodynamics, and materials
developed by GE and Safran Aircraft Engines through CFM
International1 have resulted in today’s aircraft engines consuming
40 percent less fuel—and emitting 40 percent less CO2—thanengines manufactured in the 1970s and 1980s. But, we cannot besatisfied with the pace of progress from the past.

INSTALLED BASE ~37,700 commercial aircraft engines and~26,500 military aircraft engines

EMPLOYEES ~40,000
2020 REVENUE $22,042MM
2020 R&D** $1,797MM
PRODUCT SPOTLIGHTS The world’s largest and the mostpowerful aircraft engine, the GE9X, is also the mostefficient engine we have ever built on a per-poundsthrust basis. The culmination of a complete renewal of
our commercial engine product line, GE9X is designed
to deliver up to 10 percent greater fuel efficiency thanits predecessor, with emissions of nitrogen oxides (NOx)55 percent below current regulatory requirements.

CFM International is a 50-50 joint company between GE and Safran Aircraft Engines and produces LEAP and CFM56 engines.
B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 1 7

INNOVATION TIMELINE

Tackling the world’s challenges for more than 125 years

Innovating technologies and redefining what’s possible

1992

1983

1 9 691962

1957

MARS OBSERVERMRIGE scientists develop
the Signa Magnetic
Resonance Imaging
System, which produces
images of “soft” tissues
difficult to image by
X-ray methods.

TECHNOLOGIESFOR FIRST MOON
LANDINGWO R L D ’ S F I R S T L E D

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

FIRST U.S. LICENSEDN U C L E A R R E AC T O R

GE supplies a variety oftechnologies for the firstlanding on the moon,
including engineering
support, test facilities,
and the silicone for Neil
Armstrong’s boots.

Building on Hall’s solidstate laser, Nick Holonyak
Jr. demonstrates theworld’s first light emitting
diode (LED) at GE
Research Niskayuna. LEDs
enable solid state lighting,which uses 85 percent
less electricity thanconventional lighting.

GE reactor becomes firstprivately owned andoperated nuclear power
plant to deliver electricity
to the grid in Vallecitos,
California.

Building a sustainable tomorrow

1995

2002

2 0 092014

2015

GE90 AIRCRAFT
ENGINE

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

HA TURBINE

GE introduces the
GE90, the first jetengine to include
components made oflightweight carbon fiber
composites. The GE90
turbofan substantiallyreduces engine weightand enables higher
standards for fuel burnand emissions.

GE continues its focus
on sustainable energy,
entering the wind powerbusiness.

1 8 G E S U S TAI N AB I LI T Y R EP ORT

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

GE launches Advanced
Distribution Management
Solutions (ADMS),
providing electricutilities with reliable
and resilient distribution
grid while enabling more
renewable energy.
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 percent reduction in
global warming potential.

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.

1 8 79

1896

1910

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 ELECTRIC
RANGE

A rich tradition of GE
breakthroughs in medical
imaging begins withthe demonstration ofstereoscopic Roentgen
pictures.

Edison invents the firstcommercially practicalincandescent lamp.

GE improves life in the
kitchen with the firstelectric range.

1942

Enabling abetter qualityof life

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

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.

1927
FIRST HOMETELEVISIONRECEPTION

The first home television
reception takes place in
Schenectady, NY witha signal from GE’s radio
broadcast station.

2016
C L I N I C A L CO M M A N D
CENTER

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 4,000 cars off
the road.

*

CFM LEAP ENGINEThe 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 makeit 15 percent more
fuel efficient than its
predecessor. It is also
quieter and produces
fewer emissions.

2 0 18

2019

2020

LEADING NUCLEAR
REDESIGN

OFFSHORE
WIND TURBINEG E 9X A I R C R A F T
ENGINEGE 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. Haliade™-X
is the world’s mostpowerful offshore windturbine built today.

Certified by the U.S.
Federal Aviation
Administration, the GE9X
sets a new standard
for engine performanceand efficiency thanks
to GE’s most advanced
technologies.

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.
B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 1 9

LEADING THE ENERGY TRANSITION

Sustainability, reliability, and affordability
Power and Renewable Energy
As the leaders of GE’s diverse energy businesses, we are proud to deliver
innovative technology and climate change solutions across the energy
ecosystem. With one-third of the world’s electricity generated using GE
equipment, we take this responsibility seriously and with urgency. We arecommitted to a decade of action, continuing the substantial impact we aremaking in reducing emissions today, while accelerating the path to an evenlower-carbon world in the future.
Addressing the energy transition means solving one of the world’s most serious challenges:
ensuring we can deliver sustainable, reliable, and affordable energy to all people globally
while quickly reducing the impacts of our sector on the planet. At the end of the day,energy is about improving quality of life—making sure people have access to healthcare,children can get good educations, and economic opportunities are available for everyone.
GE Renewable Energy and GE Power offer technology that complement each other to help
ensure we succeed in these goals.

J ÉR Ô ME P É C R E S S E

Senior Vice President, GE andCEO, GE Renewable Energy

There is no one solution to this global challenge. To succeed, we are working across allelements of the energy ecosystem—renewables (wind and hydropower), gas, nuclear, andgrid—to help solve these issues.
Together, we are reducing greenhouse gas emissions while bringing reliable power to more
people globally. We’re proud of our leadership position in the renewable energy sector,
including offshore and onshore wind. And our gas turbines, the most efficient in the world,
provide the critical foundation for an energy ecosystem to succeed in growing renewableenergy while driving further decarbonization.

S C OT T S T R A Z I KCEO, GE Power

Together, we are enabling stronger energy resilience. Some 90 percent of powertransmission utilities worldwide have been equipped with our technology. And, more than
40 percent of Transmission and 30 percent of Distribution utilities globally are served
by our Digital Grid Software business. We’re focused on modernizing the electricity gridwith physical and digital solutions to ensure everyone has access to reliable energy while
integrating much more renewable content and protecting against growing risks fromextreme weather events and cyber threats. We are combining wind and solar along withstorage (batteries or pumped hydro) to provide baseload renewable solutions.
Together, we are innovating breakthrough technologies to drive deeper decarbonizationof the energy sector in the future, including advanced nuclear, hydrogen, carbon capture,
superconductor generators with no rare earth elements, grid switchgears which reduceby 99 percent greenhouse gas emissions, and direct air capture. And, our progress inthe power sector will enable further emissions reductions of other sectors through theelectrification of transportation, heat, and industry.
Importantly, we believe all people globally should have access to energy and technology.
We’re proud of our efforts to power some of the most rural, hard to reach places in theworld to ensure access to healthcare, education, and a better quality of life, while building
infrastructure for a better environment and more sustainable future.
For more than 125 years, GE has innovated technology to solve the world’s biggest challenges.
We are meeting this challenge together and driving towards a cleaner energy future.

Our solutions
GE is uniquely positioned to innovate the technology to decarbonize the energy sector and promote reliable and accessible electricity.
We strongly support the Paris Agreement commitments and other ambitious targets to reduce energy sector emissions. In 2020, we took
strong actions implementing these commitments, including announcing a pledge to be carbon neutral in our own operations by 2030
(Scope 1 and Scope 2 emissions), our planned exit from the new-build coal business, and a holistic strategy to utilize renewable energy andefficient natural gas technology to decarbonize energy sector emissions. We also are announcing our ambition for GE to be a carbon neutralcompany by 2050 including emissions from our sold products. See pages 66-69 for more information on our internal climate change goals,
and the steps we are taking to meet them.
2 0 G E S U S TAI N AB I LI T Y R EP ORT

As a company that leads the full life cycleof power sector technology, we see thepathway toward deeper decarbonization of
the energy sector.
• We begin with growing renewableenergy as rapidly as feasible, bycontinuing to bring down the cost of
onshore and offshore wind energy,
and leveraging our offerings in battery
storage and hydropower.
• We look to the most efficient gas turbine
technology—with strong methane
controls on upstream development—
as providing a solid foundation that
becomes a force multiplier for building arenewable energy infrastructure.

• We support the existing global nuclear
fleet with innovative digital solutions andtechnology upgrades to increase carbonfree output, while reducing costs.
• We modernize the grid to increase
resiliency from the growing threatsof more severe weather and cyberrisks, and to integrate more variablegeneration from renewable andincreased electricity demand.
• We invest now to innovate breakthroughtechnologies such as advanced nuclear tofurther reduce emissions, green hydrogenproduction leveraging our wind andcontrols expertise, hydrogen utilization in
our gas turbines, and carbon capture andsequestration to decarbonize gas turbines.

GE’s products and services are crucial tohelping the world decarbonize. As utilities,
power producers, grid operators, andpolicymakers around the world set theirown decarbonization goals for the power
sector, GE’s diverse offerings will help
them achieve their targets.
During the last decade, the carbon
intensity of GE’s installed power
generation base fell by almost 20%(grams CO₂ per kWh)

528

571

503
426

-12%

-19%

2010

2019

GE’s global power generation installed base(all fuels)
Rest of global power generation installed base(non-GE)This calculation is based on the capacity factor of
the installed base and the reduction is largely aresult of the transition to more efficient gas power
and renewable energy installations.
LM Wind Power, a GE Renewable Energy business, Grand Forks, North Dakota, U.S.A.

GE sees the path toward
rapidly reducing emissions
while strengthening thegrid. These are mutuallyachievable goals.

Rapidly reduce emissions
Drive energy sector emissions
down as quickly as possible

Increase grid resilience
Decarbonizing energy and increasing grid
resilience are mutually achievable throughphysical and digital solutions

Accelerate renewables tothe fullest, fastest extent

Utilize gas with methane controls
as a force multiplier for renewables

Innovate hydrogen and carbon
capture to decarbonize gas

Develop small modular nuclear
reactors and other breakthroughcarbon-free technologies

Enable more
renewable
deployment
Increase resiliencefrom growing
threats
Provide jobs,
economicopportunities innear term

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 2 1

Our global impact on theenergy transition
GE believes that access to reliable,
affordable, and sustainable energy isessential for all people globally. As thedemand 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 countries to help
them achieve their climate goals, which
we can do through a combination ofrenewable and gas-based projects.
Through this experience, we know there
is no one-size-fits-all solution for theworld. Here are some of the ways we are
driving decarbonization around the globe
through solutions tailored for diverse
environments.

Wind farm, British Colombia, Canada

2 2 G E S U S TAI N AB I LI T Y R EP ORT

B R A ZI LFRANCE

Brazil’s Federal Government has
committed to reducing its greenhouse gas
emissions 43 percent by 2030 compared
to 2005 levels. GE recently announced
an agreement to provide our Cypress
platform, our largest onshore turbines,
for the Ventos da Bahia wind farm, andGE is also providing Cypress turbines foran expansion of the Serra da Babilonia
wind power complex in Bahia. The Cypress
units will be produced at GE’s facility in
Camaçari and the blades will be producedby LM Wind Power, a GE Renewable
Energy business unit located in the Port ofSuape (PE).

France is home to the headquarters of GE
Renewable Energy. At our Saint-Nazaire
manufacturing plant, we assemble theoffshore wind nacelles that will power
the very first offshore wind farm inFrance. In Cherbourg, LM Wind Power
recently announced plans to hire andtrain 300 more employees to support
increased manufacturing of blades forGE’s HaliadeTM-X offshore wind turbine.
France is also home to GE’s Arabelle, themost powerful nuclear steam turbine inoperation, which is manufactured at ourfactory in Belfort.

IND O NE SI A

K E N YA

GE products generate up to 26 percent ofIndonesia’s power with an installed baseof 130+ gas turbines. Indonesia’s 780 MW
Tambak Lorok combined cycle power plantis powered by GE’s 9HA.02 gas turbines,
which have the capacity to burn up to
50 percent hydrogen and are engineered
to be extremely efficient and flexible tohelp lower emissions. GE is also supporting
government efforts to accelerate
renewable energy development.

GE Renewable Energy and GE Energy
Financial Services collaborated with
Kipeto Energy Plc to provide turbines andadvisory support for the flagship Kipeto
Energy Plc 100 MW wind power project inKajiado, Kenya. The project, which started
generating power this year, will produce
enough clean electricity to power theequivalent of approximately 40,000 homes,
as part of Kenya’s Vision 2030.

M E XI CO

UN I T ED A R A B E MI R AT E SWithin Mexico, we have over 35,000 MW
of installed capacity across our businesses,
which include nuclear, conventional
power, and wind energy. Our technology
represents about one-third of Mexico’s
electricity generation capacity. Mexico
has an incredible potential for renewableenergy. The country is blessed with solar,
wind, and hydro resources. In the wind
sector, the company plays an ever-growingrole and in the next few months, we will
have five projects in operation in the
country totaling 450 MW.

GE supports the goals of the UAE Energy
Strategy 2050. The UAE’s first two GE HA
gas turbines were delivered to Hamriyah
Independent Power Plant in March 2021.
The 1.8 GW project, which was supported
by GE EFS is expected to be the mostefficient power plant in the Middle
East’s utilities sector when completed,helping to reduce the carbon footprint of
power generation. GE also supplied solar
inverters to the Mohammed bin RashidSolar Park, the largest single-site solar
energy project in the world.

Our solutions in action
GE’s energy businesses work together toward meeting the world’s energy demand with less carbon intensity over time.
• GE Renewable Energy harnesses theearth’s most abundant resources—thestrength of the wind, the heat of thesun, and the force of water; delivering
electrons to power the world’s biggest
economies and the most remote

HALIADE TM -X O FF SHORE
WIND TURBINE S

2020 was a banner year for our
HaliadeTM-X wind turbine, the mostpowerful offshore wind turbine built.
In September 2020, we signed the firstcontract for the HaliadeTM-X, agreeing to
supply 190 turbines to the Dogger Bank
wind project off the coast of England in
the North Sea. Scheduled for completionin 2026, the project is expected to be theworld’s largest offshore wind farm. In
November 2020, the HaliadeTM-X received
its type certification, signifying that it will
operate safely, reliably, and according
to design specifications and giving GE’s
customers the ability to obtain financing
when purchasing the turbine. We designed
the HaliadeTM-X to generate 12 MW but
found through testing a prototype in the
Netherlands that it could outperform its
original goals and reach 13 MW. Finally, in
December 2020, we announced that the
HaliadeTM-X would be used in the 800-MW
Vineyard Wind 1 project, which is set tobecome the first utility‑scale offshore windproject in the U.S. when it starts supplying
clean energy to Massachusetts homes andbusinesses in 2023. Five of our HaliadeTM
150-6MW turbines are already producing
electricity off the coast of Block Island,
Rhode Island, at what is the first offshore
farm in the United States. HaliadeTM-X
machines have also been selected for alarge wind farm off the coast of New Jerseyand Maryland that is being planned by theDanish renewable energy company Ørsted.

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.

M AL AY SIA B EC O ME S F I R S T
CO U NTRY TO O P E R AT E
G E 9H A .02 T U R B I N E• GE Power’s gas, steam, nuclear, andpower conversion units all work
to create products that provide
access to sustainable, reliable, andaffordable power.

FIRST PURPOSE BUILT HYDROGENBURNING POWER-PL ANT IN THE U.S.

Malaysia, which is targeting a 45 percent
reduction in CO2 emissions by 2030,
became the first country to begin
using a pair of GE’s 9HA.02 turbines togenerate electricity. The growing countryof 33 million consists of several large, hilly
islands and a peninsula scarce of open land
suitable for building large wind or solar
farms. Southern Power Generation (SPG),
a large Malaysian utility, turned to GE Gas
Power and its advanced turbines for lowercarbon electricity. The turbines come froma new generation of GE machines that had
already set a world power plant efficiency
record. They are also equipped with a
combustion system that allows themto burn up to 50 percent by volume ofhydrogen when blended with natural gas,allowing SPG to have the option to utilizehydrogen or other lower or no-carbon
fuels at some point in the future. The new
1,440-MW plant using the turbines will
be in Pasir Gudang, and will produce theequivalent power needed by 3 million
Malaysian homes.

By fall 2021 Hannibal, Ohio will have amassive new gas turbine built by GE andrunning on a blend of natural gas andhydrogen. The turbine will power a 485-MW
power plant with enough capacity to lightup the equivalent of 400,000 U.S. homes
and is on track to be the first in the U.S. to
use a large-scale gas turbine fired by a blendof hydrogen and gas, another milestone in
the power industry’s journey to shrink its
carbon footprint. More than 75 GE F- andE-class and Aeroderivative gas turbines
have already amassed over 6 million
operating hours running on hydrogen orhydrogen-like fuels, mostly waste products
from steel mills and smelters.

O N S HO R E W I N D I N V I E T N A M

In March 2021, GE Renewable Energy wasawarded a contract by the Vietnam JoinStock Construction Electricity Corporation
to supply a total of eight of GE’s 3.8-137
wind turbines to support construction of
the Thuan Nhien Phong wind farm in Binh
Thuan province in the south-central coastal
region of Vietnam. The second such GE windfarm in Vietnam, the 30-MW wind farm will
power the equivalent of 45,000 households.
GE is a long-term partner in supporting
Vietnam’s energy transition by bringing
its innovative technology to support thecountry in its efforts to power householdswith sustainable energy. GE Vietnam has
more than 1,600 employees in Vietnam andis the only wind OEM with a manufacturing
footprint in the country.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 2 3

GE DIGITA L : MO DERNI ZI NG TH E
GR ID WITH DIGITA L

We are accelerating our efforts tomodernize the grid through the work of
GE Digital, a leading industrial software
company. GE Digital Grid Software serves
more than 40 percent of Transmission and
30 percent of Distribution utilities globally.
As such, GE Digital is enabling the energy
transition through digital improvements to
the grid.
The electric grid is experiencing significant
changes due to increasing renewables
penetration and demands for resiliencein light of weather events and otherdisruptions. For the world’s largest utilities
and energy producers, the pressures ofthe energy transition are accelerating
their need to transform their operations,improve network efficiency, and reduce
costs, while never letting the lights go out.

We are partnering with our customers
to change the global trajectory ofclimate change by enabling reductions
in emissions and accelerating the use ofdigital technologies.
GE Digital’s Grid software solutions
leverage data to move electricity more
efficiently and reliably. Our solutions
provide stable, renewable power tocustomers while reducing carbon andcosts through visibility to real-time dataon energy production and consumption
in the grid. Our broad and deep set ofsoftware solutions enables grid operators
to see further into the system and allows
them the flexibility to better manage theintermittency of renewables—enabling
wind and solar to be deployed rapidly.

Network Digital Twins can help operators create
virtual models to better operate, analyze, andoptimize how the grid responds to the impact ofincreasingly extreme weather, aging infrastructure,and the growing use of renewables on the grid.

Ashley Meux and Robert Wu, GE Digital,
Chicago, U.S.A.

MA K I N G I N D I A’ S G R I D MO R E
R E S I LI E N T

M ANAGING RENE WA B L E ’S
VAR IABILIT Y A ND INTE RM I T TE NC Y
IN T HE NE THERL A NDSADVANCE D D I S T R I B UT I O N
M ANAGE M EN T S O LUT I O N S ( A D MS )AT WO RK IN A L A B A MA

As more renewables come online
around the world, electric utilities needto ensure safe and efficient delivery ofelectricity. Stedin, a leading distribution
systems operator in the Netherlands, isusing GE Digital’s Advanced Distribution
Management Solutions (ADMS) software
to forecast and better manage thevariability and intermittency of renewableenergy generation.

Alabama Power Company has integrated
GE Digital model-based Fault Location,
Isolation & Service Restoration (FLISR) andFault Isolation and Service Restoration(FISR) applications into their system andcontrol center to improve service to theirmore than 1.4 million customers. FLISR
successfully solved issues in over 700
instances, avoiding more than 7.5 million
customer minutes of interruption. The selfhealing FISR application returned power
to 50 percent of customers in under two
minutes, saving approximately $14.5 million
in projected interruptions costs.

2 4 G E S U S TAI N AB I LI T Y R EP ORT

Besides having one of the largest electricity
grids, India also has the most residents
in the world without reliable access toelectricity—some 240 million people,
according to the World Bank. Crippling
power outages have plagued India foryears, including one in 2012 that originatedin northern India and spread across
2,000 miles—an area the size of the United
Kingdom and Denmark put together. GE
assembled an international team to design
software that could analyze the country’s
enormous electricity demands in realtime. The result was e-terraphasorpoint,an AI-powered system that Power Grid
Corporation of India installed at 34 of its
control centers to create the world’s largest
wide-area monitoring system (WAMS). The
combined suite of hardware and softwareis designed to detect dangerous powerfluctuations and should help put an end tocrippling outages. The installation could set a
template for other nations to follow.

We’re responding to the energy
transition with continued innovation andincorporating Industrial AI and machinelearning (ML) to deliver predictive andprescriptive insights. Our award-winning
Grid Analytics portfolio is designed toforecast system inertia, predict the impact
of weather events, and reduce operations
and maintenance outages. We are alsousing Digital Twins to model entire
networks (digital network twin) and help
power utilities reduce costs.
For example, Storm Readiness utilizes
historical weather, outage, cost, and facility
damage data, combined with geospatial (GIS)
data and high-resolution weather forecasts
to deliver effective storm planning that
reduces crew costs while improving safety
and customer satisfaction.

reduce the probability of catastrophic events
such as wildfires or major regional outages.
With Visual Intelligence, our customers can
optimize these systems and processes andprovide a holistic picture of the grid to help
reduce the cost and complexity associatedwith traditional inspection approaches.

Innovating breakthroughtechnologies
The achievement of deep decarbonization
goals over the coming decades is likely todepend in part on technologies which arestill be being developed and have yet to

be deployed or widely adopted. Examples
include: grid-scale batteries or otherstorage solutions, advanced nuclear power,hydrogen-based power generation, carbon
capture and sequestration, direct air
capture, and superconducting magnets to
replace rare earth materials used in windturbines. GE’s history of innovation has
prepared us to support the global energy
transition in ways that are as equitable as
they are efficient. From superconducting
magnets in wind turbines to grid
digitalization, we are already innovating
the technologies of tomorrow.

Today, utilities spend millions of dollars per
year on vegetation management and asset
inspection programs to reduce outages,
increase compliance, improve safety, and
Our SmartSignal and Asset Performance
Management (APM) solutions create Digital Twinsbased on operational / fleet data of components(pumps or compressors), critical assets (turbines), or
systems of assets (an entire power station).

GE’ S G RID SO LUTIO NS

GE’s Grid Solutions is focused on helping its customers accelerate the energy transition by providing them with the hardware, digitalsolutions, and services needed to deliver affordable, sustainable, and reliable electricity.
HV DC ’ S RO LE IN CO NN E C TING
R EN E WA BLE ENERGY TO TH E GRID

A specially formed consortium of GE
Renewable Energy’s Grid Solutions andSembcorp Marine recently announced thefull contract award to supply a state-ofthe-art high voltage direct current (HVDC)
transmission system for Sofia, one of theworld’s largest offshore wind farm projects.
GE’s HVDC offshore converter station willbe 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 coastof the North East of England, will be able
to generate enough wind energy to meetthe electricity needs of almost 1.2 million
average U.K. homes.
GE’ S S VC TECHNO L O GY SO LVE S
C OM P LE X GRID CHA LLE NGE S F O R
C US TOMERS A RO UND TH E G L O B E

Today, transmission systems are expected
to carry bulk power in ways they were
never originally designed to accommodate.

Static Var Compensator (SVC) solutions
are highly reliable, easy to integrate into
both existing and new infrastructures, andreduce the costs of building new network
extensions. GE manages the broadest
SVC portfolio in the industry. The SVC
solution at Santa Barbara D’Oeste, Brazil,
is one of the largest ever delivered by
GE. Recently, Saudi Electricity Company
put in service GE’s Main Reactor Design
patented solution to provide fast voltage
support and stabilize power across its
regional network.
F RO M ANAL O G TO D I G I TA L
TO D R AM AT I C A LLY S HR I N K
A SU B S TATI O N ’ S P HY S I C A L
CO M M U NI C AT I O N N E T WO R K

Substations are the grid’s unsung heroes
that toil in obscurity to keep our homes
lit and phones charged. Avon, a ruralarea around 80 kilometers south of theAustralian city of Sydney, is the country’s
first-ever digitized substation, whichcame online in 2018. The substations on

the New South Wales grid not only supply
electricity to the homes and businessesof Sydney—the country’s largest city—but
they also manage the power flowing into
the grid from the state’s wind turbines,
solar panels, and hydroelectric dams.
T E C HN O LO G Y C O ULD W I D ELY
R EP L AC E T HE MI N ER A L O I L O F
F O S S I L O R I G I N US E D I N P OW E R
T R A N S F O R MER S

To support the environmental
sustainability of major utility Engie
Brazil’s Campo Largo complex in Brazil,
GE delivered two 200.000 kVA and 230 kV
power transformers that use vegetable oil
as an insulating medium and refrigerant inplace of mineral oil. As one of the largest
equipment of its kind in South America,
this GE transformer technology provides
for more sustainable operation through its
use of biodegradable vegetable oil.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 2 5

DEC ARBO NIZ ING GA S TU RB I NE S
T H R OUGH HYDRO GEN AND
C AR BON C A PTURE A NDS EQUE S TR ATIO N

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 for transport offsite.
GE is investing in both decarbonization
pathways to ensure we have multiple
solutions for our customers and the world
to fulfill carbon reduction commitments.
There is significant and growing interestin hydrogen as a substitute for fossil
fuels, driven by decarbonization goals.
Renewable energy, such as low-cost wind

S UP ERCO NDUC TING GE NE R ATO RS
AIM TO UNL O CK MO RE O F F SH O RE
WIND POWER AT L OW E R CO S T

Backed by funding from the U.S. Departmentof Energy (DOE), GE researchers areincorporating superconducting magnets
into offshore wind turbine generators thatconvert strong sea winds into electric
power, lowering costs, simplifying theturbine-manufacturing supply chain,and supporting DOE’s goal of nearly
tripling wind power’s role in U.S. energy
production—to 20 percent—over the
next decade. The use of superconducting
magnets also would eliminate the need forrare earth materials, essential ingredientsin the permanent magnets currently being
used in offshore wind turbines.

2 6 G E S U S TAI N AB I LI T Y R EP ORT

power, will play a major role in the supplyof green hydrogen which could ultimately
rival renewable energy 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 efficient utilization of theelectrolyzer assets, playing a key role inthis significant emerging market.
Our HA turbines can already work with up
to 50 percent hydrogen/natural gas mix. We
have more than 70 gas turbines worldwide
using hydrogen and associated fuels for
power generation; they have run about
6 million operating hours in aggregate.
Work is underway to extend the capability
to 100 percent hydrogen in these machines

by the end of the decade, and we are
already working with our customers to fulfill
that vision. GE will supply the first purposebuilt hydrogen-burning power plant at
Ohio’s Long Ridge Energy Terminal with our
7HA.02 turbine. The plant is expected to run
on 100 percent hydrogen by 2030.
In addition, GE is in close collaboration
with multiple strategic partners on thedevelopment and execution of a gas
turbine carbon capture and sequestration
system. GE is currently working on multiple
studies to optimize the integration of these
existing technologies to ensure the lowest
cost, greatest reliability and flexibility, andsmallest footprint to deliver this criticaltechnology to the market.

BWRX-300 C A N HELP C O U N T R I E S
M E E T TH E I R C LI MAT E G OA L S

TECHNOLOGY THAT IMPROVES GRIDRESILIENCE WITHOUT CO 2 EMISSIONS

GE is investing in advanced nuclear toprovide carbon-free power generation andsupport countries’ emission reduction
targets. As the tenth generation of the
Boiling Water Reactor (BWR), the BWRX300 is a 300 MWe water-cooled, natural
circulation small modular reactor (SMR)
that can replace coal-fired generation, andis projected to require significantly lesscapital cost per MW when compared toother SMR designs. In addition to supplying
power to the grid, the BWRX-300 has
the capability to supply electricity and/or steam for process heat applications,district heating, and hydrogen production.
Artist rendering pictured above.

GE Power Conversion’s Rotating Stabiliser
technology is used to manage grid stability
but without the CO2 emissions, enabling
more renewable generation to operate.

A D VA N C I N G P R E C I S I O N H E A LT H

Integrated, efficient, and highly personalized care
Healthcare
When COVID-19 hit, healthcare companies needed to act fast to supply clinicianson the front lines with critical equipment to diagnose and treat patients.
Our first priority was keeping our employees safe and healthy—from our field engineers
installing and servicing urgently-needed equipment to our manufacturing workers as
we increased production. We dramatically ramped up and localized manufacturing, fromteaming up with Ford to produce 50,000 emergency use ventilators to quadrupling our own
ventilator production. We also launched an unprecedented global logistics push to ensure
we could get medical devices to where they were needed most.
We invested in immediate value-add innovations, like our CT-in-a-Box, to help clinicians innumerous countries assess disease progression and complications in COVID-19 patients.
We also saw a major switch to digitization in healthcare systems—some hospitals told
us they made more progress in a few months than they’d expected to in the next several
years—highlighting the need to build an intelligence-based health system for the future.

K I ER A N P. MU R P HY

President & CEO, GE Healthcare

The World Health Organization (WHO) estimates that 20 to 40 percent of health systems’
resources are wasted, which undermines service delivery. Global health providers
understand that by reducing inefficiencies, welfare gains can be achieved. For public healthsystems, performance management and efficiency are important priorities, crucial toaccelerate progress on health outcomes.
Innovations like our Mural virtual care solution and our Edison platform, the foundationof our AI and analytics capabilities, are helping healthcare providers maximize resources
and improve patient care while minimizing burnout. Tampa General Hospital in Florida
deployed our Command Center technology to reduce the length of a patient’s stay by anentire day, adding 30 beds of additional capacity and eliminating $40 million in cost—all
critical benefits in fighting COVID-19 and in building a more sustainable health care system.
Sustainability is core to our mission of delivering precision health, as we work to ensure thatpatients around the globe can access quality treatment faster. It will require the integrationof data sets that have been very fragmented up to now and a move to portable and virtual
care, like our virtual ICU or our new Vscan Air pocket-sized ultrasound. And it’s why our teams
around the globe and in some of the world’s toughest markets work tirelessly to support
healthcare providers and create a healthier world with more precise and efficient care.

The COVID-19 pandemic demonstrated that healthcare systems are not as sustainable
as many thought. Creating a more sustainable future for healthcare means getting earlier,better, and faster diagnosis and treatment to more people in need using fewer resources.
Breakthrough technologies can help healthcare providers advance care for a wider range ofconditions and diseases—but only if people have access to such care. That’s why GE puts
clinical medicine, data science, artificial intelligence (AI), and virtual and digital technologies
to work in regions across the world. From reducing the radiation dose needed for image
clarity, to reducing scan times or bureaucratic tasks that lead to physician burnout like
paperwork, charting, and patient data capture, AI has potential to help increase efficiency
and make clinicians’ daily work more manageable.

The Senographe Pristina mammography system has
reshaped the mammography experience by helping
women support breast health across the globe.
Designed by women, for women, in collaboration
with radiologists, technologists, and patients, thePristina offers a patient-friendly design enablinga more comfortable mammogram for women andmen alike. Together with the SensorySuite patient
experience technology, patients can come awayfrom their mammograms with reduced anxiety,dose, and fear.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 2 7

Our solutions
G E T TI NG H I G H Q UA LI T Y C A R E TO
M O RE PE O P LE I N N E ED

According to the World HealthOrganization, about half of the world’s
population lacks access to essential
health services. GE Healthcare’s advanced
technology allows caregivers to bringadvanced diagnostics and treatments topeople in remote parts of the world withlimited access to hospitals and medical
equipment. Many people around theworld live miles from the basic equipmentthat can improve their quality of life—
from ultrasounds to x-rays—equipment
especially useful in early diagnosis andtreatment. For example, about 65 percent
of people in India live in rural communities,
while most of the healthcare systems arein cities.
GE Healthcare is not only getting moreequipment and technology into the handsof more caregivers around the world, butalso is advancing the decentralization

HOW GE IS USING A I TO M AKE
HEALT HC A RE IMAGING Q U I CKE R
AN D MO RE EFFICIENTGE Healthcare has done a lot of work at theintersection of healthcare imaging and AI.
Using AI effectively allows MRIs, CT scans,
X-rays, and ultrasounds to be analyzed
quickly and thoroughly by machines,
enabling healthcare workers to identify
issues and get critical care to patientsmost in need. For example, AI is being used
to catalog the correct configuration ofvertebrae and a comprehensive databaseof spinal anomalies. A radiologist can thenrun a CT scan through a machine, and thesoftware will alert the physician to any
abnormalities. Similarly, GE Healthcare’s
Critical Care Suite is a collection ofalgorithms embedded in a mobile X-ray
device that can sort through hundreds ofimages in minutes and call attention toanything that looks suspicious.
Technology can help medical professionals
treat more patients more safely andefficiently and has the potential to improve
lives. We believe healthier lives lead to ahealthier, more sustainable society.

2 8 G E S U S TAI N AB I LI T Y R EP ORT

of care so that experts can deliver careto patients outside traditional clinicalsettings or remotely, including in some of
the world’s most rural and hard to reachareas. Such technology used beyond
traditional hospital walls may help
mitigate social determinants of health,breakdown disparities, and create bettercare. GE’s Mural virtual care solution, forexample, allows one clinician to remotely
view numerous ventilated patients in
the intensive care unit (ICU) at the sametime, helping identify those at risk ofdeterioration. It integrates data frommultiple systems and devices into a single
display and can provide a real-time viewof patients’ status across a department,a hospital, or an entire health system.
Likewise, the GE Vscan Air™ is a portablehandheld ultrasound that includes intuitive
software and is completely wireless.
Patient data is secured on the device
rather than the cloud, so an internet
connection is not needed—somethingoften missing in emergency situations or
areas with underserved populations.

Our global impact on
precision health
The COVID-19 global health pandemic
has highlighted the critical role GE
Healthcare plays in helping governments
and healthcare systems improveaccessibility and health outcomes fordiverse populations during times of
unprecedented transformation. During
the COVID-19 pandemic, we’ve glimpsed
a future where hospitals will treat the
sickest of the sick, with others cared
for in the home environment. With theonset of the pandemic, hospitals rapidly
reduced the number of their patientsin order to accommodate those with
COVID-19, turning to telehealth and othervirtual services to maintain care for nonCOVID-19 patients. As we look to build
an intelligence-based health system, thisrequires a complete modernization of thecurrent infrastructure to enable virtual
hospitals, greater access to care, andultimately lower costs of care delivery.

IND I A’S F IR S T C T- I N -A- B OX F O R
Q U I CK AND SA F E C OV I D - 1 9
D IAG NO SISN I G E R I A O P EN S I T S F I R S T F ULLYEQ U I P P E D P R I VAT E O N C O LO G YC EN T E R

In December 2020, the Mumbai
Metropolitan Region Development
Authority (MMRDA) began using “CT-ina-Box,” a unique “plug-n-play” solution
designed and developed by GE Healthcare.
A CT scan combines a series of X-ray
images taken from different angles arounda patient’s body and uses computer
processing to create cross-sectional
images of the bones, blood vessels, andsoft tissues inside the body—all very
helpful for the diagnosis and managementof COVID-19. The product is easy toinstall and safe to use. Real-time online
application support is also provided
by Wipro GE Healthcare using Digital
Expert, a comprehensive solution utilizing
modern digital technology for on-demand
application support and training of clinicalteams. What’s more, the unit’s insulated
box casing was designed and fabricatedfor faster decontamination and no physicalcontact, minimizing secondary infection
by ensuring separate entry points for staff
and patients.

In spring 2021, the Marcelle Ruth Cancer
Centre & Specialist Hospital became thefirst fully-equipped private oncology
center in Nigeria, Africa. GE Healthcaredelivered and installed advanced radiology
and radio pharmacy equipment that will
accelerate diagnostic care for cancer,
along with innovations like the awardwinning Senographe Pristina 3D, the first
patient-assisted compression device inmammography; the advanced LOGIQ F8
ultrasound, the comprehensive radiation
therapy solution Discovery RT; and the
BRIVO XR575 X-Ray and OEC 785-C Arm,two easy-to-use systems that deliver
superior image quality. “We built theMarcelle Ruth Cancer Centre & Specialist
Hospital to help address the gap in thetreatment and diagnosis of cancer in
Nigeria,” explained co-founder Dr. ModupeOdunsi. “Patients who previously would
have had to travel abroad to receive worldclass treatment are now able to get thecritical care they need here at home.”

CO NNE C TIN G PAT I EN T S A N D
D O C TO RS AC R O S S B O R D E R S F O R
B E T TE R H E A LT H O U TC O ME SS O UN D E N G I N E ER I N G : F R O M B IG
C I T I E S TO R A I N F O R E S T S , P O C KE TS I Z E U LT R A S O U N D HE LP S SAV E
LI V E S A R O UN D T HE WO R LD

Even before COVID-19 emerged, theDubai Health Authority was promoting
telemedicine as a valuable way to improvehealthcare by giving patients easier accessto the doctors they need, even when notin the same building, city, or country.
That’s why Al Tadawi Healthcare Group is
installing high-end critical care, ultrasound,and imaging equipment exclusively fromGE Healthcare and its partner, Abu Dhabi
International Medical Services (ADI) at
its new hospital in Dubai’s Umm Ramool
neighborhood. All the equipment selected
for the facility is enabled for remoteconnection to enable telemedicine.

Last year, Dr. Yale Tung Chen, an emergency
medicine clinician in hard-hit Madrid,
Spain, became one of a handful of cliniciansaround the world testing Vscan Air™, a
handheld, wireless ultrasound scanner
developed by engineers at GE Healthcare.
The device, which GE Healthcare released
for sale in the U.S. and Europe in March,beamed images from the ultrasoundprobe to an app on his smartphone, andthis quickly became common practiceon his daily rounds. “I’ve been using it on
COVID-19 patients, scanning hearts, lungs,
blocked vessels,” he says. It fit inside hiswhite coat pocket and allowed him “toquickly perform a complete exam on mypatient and make decisions quickly rightat the bedside.” Anders Wold*, former
president and CEO of global ultrasound at
GE Healthcare, envisions the Vscan Air™ “asdelivering on the future of healthcare at atime when ultrasound has proven to be an
essential tool at the point of care.”*

Wold now serves as a Business Development
and Strategy Advisor for GE Healthcare

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 2 9

M AK ING C A RE SMA RTE R AND M O RE E F F E C TIVE F O R E V E RYO N EGE Healthcare technology is also helping medical professionals around the world make sense of the volumes of data they collect, allowing
them to make real-time decisions that save time, resources, and lives. For example, GE Healthcare data aggregation software known as“command centers” can now run on smartphones, helping caregivers identify problems before they impact patient care. Medical staff
use GE’s so-called “tiles” application to manage patient flow and optimize systems, decreasing average length of patient stay, reducing
emergency room diversion, and saving hospitals money. Artificial intelligence algorithms embedded into medical devices like MRI, CT, X-ray,and ultrasound devices can reduce the time needed for image scan, and therefore, in some cases, also the required radiation dose, while
simplifying bureaucratic tasks like paperwork, charting, and patient data capture. All these efficiencies mean better care for patients andbetter quality of work for healthcare providers.

Allia IGS 7 is a completely redesigned image guided
therapy suite focusing on ergonomics, ease-of-use,
and workflow efficiency. This system is designed
to enhance user experience, improve workflow
efficiency, and increase adoption of advanced image
guidance in daily practice.

B E ATI NG TH E O D D S : P R E N ATA LU LTR A SO U N D G I V E S B A B I E S
WI TH H E ART D EF EC T S A
F IGH TING C HA N C E

Congenital heart defects—when the fetal
heart doesn’t develop properly—are themost common birth defect and the leading
cause of infant mortality, particularly
in developing nations. India alone has
about 240,000 babies born each year withcongenital heart defects.
Babies with congenital heart defects aremost likely to die during their first 28 to
30 days, making an early diagnosis a key
to their survival. Thanks to GE ultrasoundtechnology, physicians can diagnose these
conditions before birth and be ready totreat their tiny patients promptly after
birth. Over the past decade, the advent ofhigh-definition ultrasound technology toidentify heart defects in utero has beencredited as one of the factors that helped
Kerala, India lower its infant mortality ratefrom 10 infants per 1,000 as of 2017 to just
7 per 1,000 in 2020. Early interventions,
including the use of prenatal ultrasound,also reduce hospital stays, reducing
patients’ costs, which is especially
important for lower-income families.

3 0 G E S U S TAI N AB I LI T Y R EP ORTS T R AT EG I C C O LL A B O R AT I O N
A N N O UN C ED TO AC C ELE R AT E
G R OW T H O F T R A N S F O R MAT I O N AL
HEA LT HC A R E C O MPA N I E S AC R OS S
T HE MI D D LE E A S T, N O RT H A F R IC A ,A N D S O UT HE A S T A S I A

In December 2020, GE Healthcare
announced a strategic collaboration with
TVM Capital Healthcare to support andaccelerate the growth of transformational
healthcare companies across selected
emerging healthcare markets in the ASEAN
and MENA regions. Both parties willcontribute their complementary expertiseand capabilities to promote and support
the success of these innovative healthcarecompanies with ambitious growth plansin both regions. At GE Healthcare, we
are focused on helping increase capacity
within the health system, improving
productivity and driving better outcomesfor patients and clinicians around theworld. As healthcare in emerging markets
continues to grow and more people haveaccess to advanced care, technology
plays a critical role in delivering more
precise diagnosis, therapy, and monitoring.
Public and private investment into healthsystems will help drive this shift.

DEVELOPING THE FUTURE OF FLIGHT

New technology for sustainability and efficiency
AviationAs the leading provider of civil and military propulsion, GE Aviation has an inherent
responsibility to help the aviation industry decarbonize. Rising to this challenge
inspires our employees, serves our customers, and indeed, is good for our business.
We are organizing our efforts around three pillars: accelerating bold technology developments
in future engines to reduce emissions; driving efficiencies across our own facilities; and engaging
across the aviation industry with governments to advocate for advances like alternative
fuels that will enable the installed base to operate more sustainably, a critical element of thecommercial aviation industry’s carbon commitments.

J O HN S L AT T E RY

President & CEO, GE Aviation

Our newest engines are designed to offer better fuel efficiency and lower CO2 emissions than theirpredecessors. From the GE9X, which is the culmination of our decade-long commercial productrenewal, to the 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.
Beyond engines, GE Aviation’s Systems business continues to bring additional efficiencies toaircraft performance. These technologies include power generation, conversion and distribution
systems focused on electrification, avionics solutions that optimize flight paths, and Dowty
Propellers, which is developing more efficient and quieter integrated propeller systems.
However, we are not stopping there. We are actively investing in developing technologies for the
next generation of engines, defining bold new architectures, and embracing the most advanced
materials to enable us to lead the decarbonization effort. We plan to demonstrate hybrid-electriccapabilities by the middle of this decade, and we have a clearly defined roadmap to deliver at least
another 20 percent improvement in efficiency and CO2 emissions for the next generation engine for
future single-aisle airliners, the workhorse of the commercial airline industry.

A GEnx-2B engine undergoes testing coveredby a turbulence control structure at GE
Aviation’s Peebles Testing Operations in Ohio.

Equally important is the work we have done to advance the use of Sustainable Aviation Fuel (SAF),
which offers up to 80 percent less lifecycle carbon emissions than traditional jet fuel. Our first tests
with biofuels were in 2007; we successfully operated GE90 engines on 100 percent SAF in 2018;
and all our engines are capable of using approved SAF blends without modification. GE Aviationis leading industry efforts to define standards for 100 percent SAF, and we are advocating forconstructive government engagement to help make SAF more widely available and affordable.
Hydrogen also holds promise as an alternative aviation fuel, and our research efforts there draw
from GE Research and GE Power, where we have accumulated millions of hours of experience
using blended hydrogen fuels with both industrial and aeroderivative engines.
Finally, we are empowering our 40,000 employees and embracing sustainability as a core value
across our global facilities. We are using lean practices to identify and eliminate environmental
waste, thereby reducing cost and our carbon footprint, consistent with GE’s commitment toachieve carbon neutrality by 2030.
Throughout our 100-year history, GE Aviation has distinguished itself through a relentless focus
on powering the future of flight. Sustainability is the challenge of our time and we embrace ourrole as a leading driver in decarbonizing the aviation industry, including supporting initiatives in
our industry to achieve net zero carbon emissions by 2050. This is our noble cause.

Our solutions
The future of flight will continue to be defined by how the aviation industry innovates to improvesustainability and efficiency. Continual advances in engine architectures, aerodynamics, andmaterials developed by GE and Safran Aircraft Engines through CFM International* have resulted
in today’s aircraft engines consuming 40 percent less fuel—and emitting 40 percent less CO2—
than engines manufactured in the 1970s and 1980s. Examples of the continuing progress in thisendeavor include recently introduced engine designs yielding significant reductions in fuel burnand CO2 emissions over the engines they replaced due to:*

CFM International is a 50-50 joint company
between GE and Safran Aircraft Engines andproduces LEAP and CFM56 engines.

• Higher bypass ratios (BPR) that dramatically improve propulsive efficiency.
• Advancements in aerodynamics yielding higher overall pressure ratios (OPR) coupled with new combustion technologies to reduce
emissions of nitrogen oxides (NOx) and improve thermal efficiency.
• Materials and manufacturing breakthroughs including carbon fiber composite fan blades, additive manufacturing, Ceramic Matrix
Composites (CMCs), and titanium aluminide (TiAl) turbine blades.
B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 3 1

Not resting on our laurels, we are
already developing the next suite ofengine technologies—including open fanarchitectures, hybrid-electric capability,
and advanced thermal management
concepts—that offer the potential toachieve at least a 20 percent additional
improvement in fuel efficiency compared
to today’s state of the art single-aisle
aircraft engines. GE Aviation is also
supporting industry initiatives to approveand adopt 100 percent Sustainable
Aviation Fuel (SAF) and investigatinghydrogen as the zero-carbon fuel ofthe future.

A L E GAC Y O F I N N OVAT I O N F O R I MP R OV E D F UEL EF F I C I EN C Y
SINGL E-AIS LE
AI RCR AF T

15%
decrease
In fuel burn from thesingle-aisle, CFM56-7B
to LEAP engine

T W I N -A I S LE
AIRCRAF T

T W I N -A I S LE
AIRCRAF T

Up to

Up to

in fuel burn from thetwin-aisle CF6-80C2 to
GEnx engine

in fuel burn from thelarge twin-aisle GE90115B to GE9X engine

15%
decrease10%
decrease

ADVANCED O PEN FA N

ADVANCED THERMAL MANAGEMENT

HY B R I D - ELE C T R I C

GE has continually advanced stateof-the-art open fan systems, and theenvironmental benefits they can provide
by increasing propulsive efficiency. In
the 1980s, GE successfully flight tested
the GE36 engine, an open fan jet engine
demonstrating significant fuel savings
compared with conventional ducted
front fan engines in the same size class.
Since then:Enabling the next generation ofthermal efficiency unlocks the potential
to increase operating pressures andtemperatures yielding improved engine
efficiency. New materials and advanced
manufacturing processes are key enablers
in this area.

Electric technologies will play a role in future
propulsion architectures. GE is accelerating
technologies to advance the state of the art
for hybrid electric and electric propulsion
concepts, including power generation,
power distribution, energy storage, electricmotors, and propulsor technology. GE has
successfully demonstrated major advancesin key elements of hybrid propulsion
systems, including:• GE collaborated with the FAA andNASA on sub-scale wind tunnel test
campaigns through the CLEEN Program
demonstrating better fuel efficiency
compared to the CFM56-7B engine andsignificant margin to noise requirements.
• GE’s Italian entity, Avio Aero,contributed to the development andtesting of counter rotating open fanarchitectures 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 conductedwith airframers.

3 2 G E S U S TAI N AB I LI T Y R EP ORT

GE is a leader in developing andimplementing new materials andprocesses including:• Advanced Ceramic Matrix Composites(CMC) have one-third the weight andadditional temperature capability versus
the most advanced metal alloys. CMCs
enable engines to operate at higher
temperatures, helping to improvefuel efficiency.
• Additive Manufacturing (AM), or
3D printing, has revolutionized how
GE designs and manufactures engine
components. AM parts reduce weightand enable efficient designs thatcannot be generated with traditional
manufacturing techniques. Learn more
about GE Additive below.

• Power Generation – Generationof one MW of electric power while
operating a modified F110 militaryengine in altitude conditions up to
15,545 meters (51,000 feet).
• High Power Devices – Demonstrationof a MW class high power density, highefficiency electrical motor/ generator
used to convert electrical energy tomechanical power to drive a 3.35 meter(11 foot) diameter propeller on a test
stand.
• High Voltage/High Switching
Frequency Devices – Demonstrationof state-of-the-art power conversion
peak efficiency and power density
in equipment that enables highperformance and excellent power
quality under variable loads.

GE ADD ITIVE: DRIVINGS US TAINA BILIT Y THRO U G H
T R ANSFO RMATIVE TEC H NO L O G Y

Additive manufacturing (often referred
to as 3D printing) is a transformativetechnology that has the potential tocontribute solutions to many of the majorsocietal challenges, such as climatechange, digitalization, and decreasing
natural resources.
GE Additive, a subsidiary of GE Aviation,
was formed in September 2016 to meetmarket demand and build on GE’s decadesof advanced manufacturing and materials
science knowledge, additive R&D and GE
Aviation’s learnings as an early adopterof additive technology. Over the past five
years, GE Additive has become one of theleaders in metal additive technology witha diverse customer base with a particularfocus on highly regulated industries andwith other GE businesses.
Since the late 1980s, metal additive
manufacturing has been mostly used
for tooling and concept modeling in
automotive, medical, and aerospaceindustries. But in the 2010s, research incorporate R&D labs and federal agencies

drove breakthrough applications of thetechnologies, 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 thentransmitted to metal 3D printers full of
metal powder. The printers’ lasers heated
up and melted particles together in thinlayers, gradually forming structures neverbefore built.
Metal 3D printing is now used in lieu ofwasteful “subtractive” machining thatchips away at blocks to produce shapes, or“formative” manufacturing, time- and costconsuming processes that stress parts into
particular forms.
The German Fraunhofer Institutefurther reports in a recent study thatmetal fabrication of titanium parts
using laser powder-bed additive emits
approximately 70 percent less carbon
dioxide than equivalent production by CNC
milling processes.

Additive operator prepares a GE Additive electron
beam melting Q10plus system for production.

G E C ATA LY S T E N G I N E

GE9 X ENGINEThe GE9X, the world’s largest jet engine, includes more than 300 metal 3D printed parts
including low pressure turbine blades and fuel nozzles. The printed blades are lighter than
traditionally manufactured counterparts and contribute towards an up to 10 percent
increase in fuel efficiency compared with the GE90 engine.

GE’s Catalyst is the first clean-sheet
turboprop engine for the Business andGeneral Aviation market in more than
50 years. Additive components reduce
the Catalyst’s weight by 5 percent while
contributing a 1 percent improvement inspecific fuel consumption (SFC), and up to
20 percent better fuel efficiency than legacy
turboprop engines available today.
Learn more 

Learn more 

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 3 3

Innovations beyond the engine
GE’s technology development efforts extend beyond the engine itself.
S US TAINA BLE AVIATIO N F U E L (SAF )GE has been actively involved in assessing and qualifying SAF since 2007 and works closely with SAF producers, regulators, and operators toensure that SAF can be widely adopted for use in aviation. More than 300,000 commercial flights have been operated using SAF since 2011,
according to Air Transport Action Group. We believe widespread use of SAF will be critical to dramatically reducing aviation carbon emissions.
Increasing the use of SAF has the potential to dramatically reduce fuel lifecycle carbon emissions up to 80 percent independent of other actions.
As highlighted below, GE has performed extensive testing, including the industry’s first commercial biofuel demonstration flight in 2008, and thefirst 100 percent SAF commercial airliner flight in 2018. All GE and GE partnership engines in service today—and in the future—can operate withapproved SAF.
Hydrogen as an aviation fuelExamples of GE Testing:
SAF & other synthetic fuels
Currently, SAF approved for use in the aviationindustry is actually a blend of petroleumbased Jet A fuel and a SAF component
with a maximum blend limit of 50 percent.
One of GE’s fuel experts chairs a new
ASTM International task force developing
standardized industry specifications
supporting adoption of 100 percent SAF foraviation—a significant opportunity to expand
the impact of SAF on aviation’s carbon
reduction efforts. Increasing availability of SAF
at a price competitive with jet fuel is a public
policy goal for the aviation industry.

Hydrogen fuel presents a unique
opportunity for the aviation industry toachieve zero carbon emissions flight. The
absence of carbon in hydrogen resultsin combustion byproducts limited towater vapor and nitrogen oxides (NOx).
Elimination of CO2 offers significant
potential to reduce greenhouse emissions
beyond the reductions offered by SAF.

powered flight is technically feasible and is
working to develop technical solutions toaddress product design and certification
hurdles associated with the combustion ofa cryogenic fuel.
GE is actively working in close crossbusiness collaboration with GE Research,
GE Renewables, and GE Power to advanceresearch and development supporting theuse of LH2.

For aviation use, hydrogen will be storedin liquid form (LH2) which requires storagein cryogenic fuel tanks at or below -253°C(-487°F). GE believes that hydrogen-E X AM PL E S O F GE TE S TING: SAF & OTH E R S Y NTH E TI C F UEL S

C F6 - 8 0 C 2

Demonstration
Flights (FAME)C F M 56 -7B

Demonstration
Flights(HEFA-SPK)

C F M 56 -5B

C F6 - 8 0 C 2

Demonstration
Flights(HEFA-SPK)

Demonstration
Flights(HEFA-SPK)C F3 4 -10 E

Demonstration
Flight (SIP)C F6 - 8 0 C 2

Engine Test
(HEFA-SPK)

G E N X 1BC F M 56 -7

C F M 56 -7

Engine Test
(FAME,FT-SPK,
HEFA-SPK)2007

Engine Test
(HEFA-SPK)
M I L I TA RY

M I L I TA RY

Engine Test
(FT-SPK)

Engine Test
(FT-SPK)

2008

2009

3 4 G E S U S TAI N AB I LI T Y R EP ORT

Full Combustor
Rig Test (HEFASPK)M I L I TA RY

Full Combustor
Rig Test, Engine Tests(HEFA-SPK), U.S.
Navy Demonstration
Flight2010

C F M 56 -2

C F3 4 -10 E

Engine Test
(FT-SPK,
HEFA-SPK)Engine Test (SIP)

2011

2012

F LIGH TPUL SE ® FRO M G E D I G ITAL D RIVE S E M I SSIO N S , F U EL R ED UC T I O N S

Software solutions that can help deliver immediate carbon reductions are available today and already in use. Developed in collaboration
with long-time customer Qantas, FlightPulse® is a flight analytics tool that helps airline pilots improve safety and operational decisionmaking. In the first year of use, Qantas avoided 5.71 million kilograms of carbon emissions plus achieved a 15 percent increase in pilot
adoption of fuel-saving procedures.

Optimizing operations
and performance
Data analysis to help aircraft
operators lower emissions — GE Digitalhas developed a number of software
applications to help aircraft operators to
reduce emissions and drive operational
efficiencies. Fuel Insight helps airlines
identify areas of opportunity to improvetheir fuel consumption, while Airspace
Insight offers flight path design andmaintenance to assist aircraft operators inensuring routes are optimally designed tominimize time, fuel, and carbon emissions.

Improvements to engine
performance — GE has developed
360 Foam Wash, an advanced on-wingcleaning technology to help ensure thatengines continue to operate efficiently.
In the Middle East, GE’s 360 Foam Wash
has been found to improve engine
performance by reducing build-up of
deposits in the engine, lowering engine
exhaust temperatures, and improving
engine compressor efficiency. These
improvements led to reduced fuelconsumption, lower CO2 emissions, andincreased engine time on wing.

GE’s proprietary detergent solution 360 Foam Wash has more cleaning capability than typical water wash.
The process involves injecting a specially-formulated, proprietary solution that removes dust and dirt particles
in the engine.

C F M 56 -5B

Demonstration
Flights (SIP)G E 9 0 -115B

C F 70 0 -2 D2Demonstration Flights(100% HEFA-SPK)

Demonstration
Flights(HDO-SAK)G E 9X

Full Combustor
Rig Test(HFP-HEFA-SPK)G E 9X

Full Combustor
Rig Test(100% ATJ-SPK)
M I L I TA RY

M I L I TA RY

M I L I TA RY

M I L I TA RY

Full Combustor
Rig Tests (FT-SPK,
HEFA-SPK, ATJ-SPK)Engine Test
(ATJ-SPK)

Full Combustor
Rig Test, Engine Tests(HDCJ, ATJ-SKA, CHJ)

Full Combustor
Rig Test(100% ATJ-SPK)

2013

2014

2015

2016

2017

G E 9 0 -115B

G E 9XEngine Test
(100% HEFASPK)

Full
Combustor
Rig Test(HDO-SAK)

2018

2019

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 3 5

Our collaborations
GE has a long history of working
collaboratively across the aviation industry
to address the sustainability challenge.
GE Aviation works closely on aviationand environmental issues with theInternational Civil Aviation Organization(ICAO), a United Nations assembly. GE
Aviation is active in ICAO’s Committee
on Aviation Environmental Protection(CAEP), which assists the ICAO Council
in formulating new standards related toaircraft noise and emissions and otheraviation environmental impacts. ICAO
established a certification standard foraircraft CO2 emissions and establisheda mechanism to achieve carbon neutral
growth through the framework known
as the Carbon Offsetting and Reduction
Scheme for International Aviation(CORSIA). ICAO discussions continue tofurther develop long-term goals for moresustainable aviation.
In addition, aviation industry associations,
including International Air Transport
Association (IATA), Air Transport Action
Group (ATAG), and other industry partners,

INV E S TING IN THE
F UT URE O F FL IGHT

In 2020, GE and customer-funded
spending on research and development
totaled $1.8 billion. These investments
in aviation innovation have spurred us
to develop leading-edge technologies,
including work at our Electrical Power
Integration Centre (EPIC) in Cheltenham,
England, and a state-of-the-art
Electrical Power Integrated System
Center (EPISCenter) in Dayton, Ohio.
Our engineers collaborate with top
researchers at the University of Dayton
and have access to the breakthroughinnovations of GE Research.

3 6 G E S U S TAI N AB I LI T Y R EP ORT

recognize the need to address the global
challenge of climate change and adopted
the following targets to reduce CO2
emissions from air transport:• An average improvement in fuelefficiency of 1.5 percent per year from2009 to 2020 (achieved)• Stabilizing CO2 emissions from 2020
with carbon neutral growth• A reduction in net aviation CO2emissions of 50 percent by 2050,
relative to 2005 levels
The European Commission is on amore ambitious trajectory for emission
reductions. While governments areworking on legislative proposals, theEuropean aviation industry issued
Destination 2050, a report announcing apathway to net zero emissions by 2050
and a 55 percent reduction by 2030.
GE Aviation participates in these efforts
and fully supports a globally-harmonizedapproach to environmental standards andpolicies for aviation. We are collaboratingwith airline customers to achieve theirgoals to reduce emissions.

With the GE90, GE introduced the composite fan
blade—the first-ever in commercial aviation.

Decades of technological achievements,
innovations currently being developed, anda strong commitment to carbon reduction
demonstrate that the aviation industry willcontinue to be a partner in achieving ourshared goals of a more sustainable future
and continued economic growth.

PARTNE RSH I P TO R E D UC E E MI S S I O N S

In June 2021, GE Aviation and Safran launched a bold technology development program. The
CFM RISE* (Revolutionary Innovation for Sustainable Engines) program will demonstrate andmature a range of new, disruptive technologies for future engines that could enter service by
the mid-2030s.
The program goals include reducing fuel consumption and CO2 emissions by more than
20 percent compared to today’s most efficient engines, as well as ensuring 100 percent
compatibility with alternative energy sources such as Sustainable Aviation Fuels and hydrogen.
Central to the program is achieving state-of-the-art propulsive efficiency for the engine,
including developing an open fan architecture that 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.
*

RISE (Revolutionary Innovation for Sustainable Engines) is a registered trademark of CFM International.

GE RESEARCH

Driving sustainability with cutting edge research
GE Research is our innovation engine
where we invest for the long term todifferentiate our businesses and drive
cutting-edge solutions across our industry
sectors and beyond. With flagship R&D
facilities in the U.S. and India, we’re aglobal, interdisciplinary team of 1,000
scientists and engineers (>500 with PhDs)
that works closely with our businesses,
customers, and other external partners toadvance the energy transition, expand andinnovate healthcare, design the future offlight, and discover new opportunities tocreate value.
Our focus is to see, move, and create thefuture of GE and our industries, helping
to solve today’s problems while looking
around corners to identify and get a jump
start on the problems of tomorrow. We
strive every day to build on our legacy ofinnovation of developing and deploying
new technologies that redefine andtransform our industries. We know that
we must continue to create breakthroughtechnologies in our industries and beyond
to continue to build a world that works.

We have built a highly contemporizedresearch model that is externally facing
and market-tested. We work closely with
GE’s businesses and customers, applying
our broad technical capabilities anddeep expertise across many domains toaddress their future needs. Increasingly,
we have found strong alignment with the
U.S. government on research priorities inour sectors, securing over $500 million
in government grants over the past two
years to accelerate future technologies
to combat climate change, advanceprecision medicine, and enable safer, moresustainable air travel.
From decarbonization to precision healthto the future of flight, our scientists andengineers are driven by a passion toprovide solutions that meet the world’s
needs today and tomorrow. Much of ourwork is being done in close partnershipwith our businesses and U.S. government
agencies. In energy, we’re working with
our Gas Power business to advancehydrogen and carbon capture technologies
to place natural gas on the path to being
a net zero carbon fuel source. With the
U.S. Department of Energy (DOE) and theAdvanced Research Projects Agency for
Energy (ARPA-E), we’re supporting the 3D
Design and development of new turbine
components, developing technologies
to modernize the grid and studying new
wind phenomena with supercomputers
to scale up wind power offshore andonshore. In healthcare, we’re working
with the Defense Advanced Research
Projects Agency (DARPA) and the National
Institutes of Health (NIH) to develop new
vaccine production and medical diagnostic
technologies to improve the ability of
governments and the healthcare industry
to respond to future pandemics like
COVID-19. In aviation, we’re partneringwith NASA to demonstrate newtechnologies on the path to electric flight.

RE S EARCHING POTA B L E CL E AN
WAT ER O UT O F THIN A IR

GE Research was selected by the Defense
Advanced Research Projects Agency(DARPA) to lead a four-year, $14.3 million
revolutionary project that could dramaticallysimplify the transport of potable waterto troops in the field and address water
scarcity around the world in a powerful
new way. GE scientists are designing an
AIR2WATER prototype device, or Additively
Manufactured, Integrated Reservoir To
Extract Water using Adsorbents andThermally-Enhanced Recovery, which can
produce enough water to supply the dailywater needs of 150 troops and is lightenough to be carried by soldiers for use atbases. The key technologies being used to
produce potable water are sorbent materials
to absorb the air and a unique 3D-enableddesign of an additively manufactured heatexchanger that effectively draws in heat overthe sorbent materials to release the water.

5G TE S TB E D TO E X P LO R E E N ER G Y,
H E ALTH C AR E , A N D AV I AT I O N
U SE C A SE S

G E R E S E A R C HE R S UN V EI L
1 2 MW F LOAT I N G
W I N D T UR B I N E C O N C EP T

Signaling the dawn of a new era for smart
industrial machines and systems, GE
Research is collaborating with Verizon
Business to create a cross industry testbed
powered by Verizon 5G Ultra Wideband. 5Gis the next generation network that boasts
the high speed and low latency that isrequired to dynamically manage industrial
machines, systems, and operations. 5G
can accelerate the path to everything fromself-driving cars and digital health to more
resilient energy grids powered by morecarbon-free energy assets like intelligent
wind farms.

In what admittedly is still a futuristic
concept in the wind industry, GE researchers
unveiled details of an ongoing two-year,$4 million project through the ARPA-E’s
ATLANTIS (Aerodynamic Turbines Lighter
and Afloat with Nautical Technologies andIntegrated Servo-control) program to designand develop advanced controls to support
a 12 MW Floating Offshore Wind Turbine.
GE is partnering with Glosten, one of theleading innovators in the Marine industry.
GE and Glosten are taking on the challenge
of designing a light-weight Floating Turbinewith up to 35 percent less mass in the tower
and the floating platform.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 3 7

OU R P RO CE SS

How GE operates
to succeed in our
mission
At GE, we focus not just on what we do, but how we do it. We are guided
by an active and engaged Board, with leadership that sets the example ofa culture of integrity that is core to everything we do. We also operate ourbusinesses with a view toward long-term sustainability and continuing
to develop and deliver products and services critical to building a worldthat works. A key element of our sustainability strategy is to implement
lean management principles across the enterprise to drive continuous
improvement for purposeful outcomes. And we continue to invest in ourpeople, one of our most valuable assets.

Krista Carroll, GE Research, Niskayuna, New York, U.S.A.
3 8 G E S U S TAI N AB I LI T Y R EP ORT

Independent board
leadership

T HO MA S HO RTO N

Lead Director
CHAIR: Management
Development & Compensation
Committee

Board oversight
The Board sets the tone from the top forGE’s culture. GE’s 11-member 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 theCompany. The Board’s Governance andPublic Affairs Committee (“GPAC”) seeks tomaintain an independent Board with broadand diverse experience and judgment thatis committed to representing the long-term
interests of our stakeholders. When selecting
and recruiting director candidates, the GPAC
considers a wide range of factors, including:• Ensuring an experienced, qualified
Board with high personal integrity andcharacter, diversity of thought, anddomain expertise in areas relevant to GE;• Enhancing the Board’s diversityof backgrounds, specificallyattributes such as race, ethnicity,
gender, cultural background, andprofessional experience; and• Complying with regulatory
requirements and the Board’s
independence guidelines.

The Board also reviews horizontal strategy
topics that cut across GE’s businesses,
such as decarbonization, the prospects for
greater decoupling in U.S./China relations,and digital product and service offerings.
Matters related to sustainability often
span multiple functional categories andareas of oversight, and therefore involve
discussion at the full Board level rather
than individual committees. The GPAC
also plays an important role in GE’s
sustainability oversight, and has primary
oversight of sustainability reporting, key
programs, and the development of related
goals, targets, policies, and strategies. For
example, the GPAC receives a standing
update on safety incidents throughout GE
at regular meetings. The Audit Committee
also has a role in sustainability matters to
the extent these topics relate to financial
reporting and regulatory requirements.

The Board recognizes that the long‑terminterests of the Company require
responsibly addressing the concerns ofstakeholders beyond just shareholders,
including employees, recruits, customers,
suppliers, communities, government
officials, and the public at large.

LESLIE SEIDMAN, CPA , GCB .D

CHAIR: Audit Committee

RISA L AVIZ ZO - MOU RE Y, M D

The Board oversees the execution of GE’s
sustainability priorities and initiatives
as an integrated part of the Company’s
overall strategy and risk management. In
that regard, relevant focus areas for the
Board in 2020 included:• Health and safety of employees
and communities;• Oversight of risk management andgovernance for COVID-19-related
uncertainty;• Strategy for the energy transition,
including climate-related risks
and opportunities;• GE’s ambition and goals related togreenhouse gas emission reductions;• Enterprise risk management; and• Developments in ESG reporting
and analysis.

Tammy Bennett, GE Gas Power, Greenville,
South Carolina, U.S.A.

CHAIR: Governance & Public
Affairs Committee
James Lloyd, GE Aviation operations leader for On
Wing Support in Dubai, leads a team meeting.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 3 9

Board oversight of public
policy and lobbying

Board focus on climate change

The GPAC, composed solely of
independent directors, oversees theCompany’s political spending and lobbying.
This includes political and campaign
contributions as well as any contributions
to trade associations and other taxexempt and similar organizations that may
engage in political activity. The GPAC is
responsible for the following:• Policy oversight. A yearly review ofGE’s political spending policies andlobbying practices;• Budget oversight. Approval of GE’s
annual budget for political activities; and• Reporting. Semi-annual review of theCompany’s political spending, which ismade available on our ESG website.

As noted above, the energy transitionand climate change have been significant
areas of focus at the Board level. At its
meetings throughout 2020, the Board
regularly reviewed climate change-relatedrisks and opportunities across GE’s
business. The Board is actively engaged
with GE leadership on related topics suchas the competitive landscape for ourbusinesses amidst climate-related shifts intechnology, product, and service demand;
scenario analysis of potential pathways for
decarbonization; customer, shareholder,and other stakeholder expectations; andreducing the environmental impact of GE’s
own operations. For example, the Board
discussed and helped shape decisions suchas setting a goal for GE to become carbonneutral by 2030 in our own operations, ourambition to be net zero in 2050 including
sold products, and the planned exit fromthe new-build coal business. This focus isalso reflected in the Board’s GovernancePrinciples and committee charters,
which the Board recently revised to more
expressly highlight its role in the oversightof sustainability and climate changerelated matters.

In 2018, the GPAC decided to further
enhance the Company’s political spending
disclosures by disclosing the names of all
trade associations receiving more than
$50,000 from the Company, including the
portion of the Company’s payment used forlobbying or political expenditures, as well as
any contributions to 501(c)(4)s, beginningwith contributions made in 2018. GE’s
political spending has declined in recent
years, and in 2020 GE Company did notcontribute any corporate funds to political
campaigns, committees, or candidates for
public office.
Wind farm in Texas, U.S.A.

BOARD OVERSIGHT: KE Y AREA S REL ATED TO SUS TAINABILIT Y

F U L L BOA RDAU D IT CO M M I T TE E

• Long-term strategy• Most significant risksfacing GE• Reviews with eachbusiness• Energy transition andclimate change• Regulatory,compliance, andlitigation risks• Financial reporting,systems, and internal
controls• Cybersecurity• Enterprise risk
management
framework• Auditors (internaland external)

For more information, see GE’s 2021 Proxy Statement here.

4 0 G E S U S TAI N AB I LI T Y R EP ORTG OV E R N A N C E &P U B LI C A F FA I R S
C O MMI T T EE

• Corporate governance• Public policy• Environmental, health,and safety matters• Human Rights• Support of full Board’s
oversight on climatechangeMA N AG EMEN T
D E V E LO P MEN T &C O MP E N SAT I O N
C O MMI T T E E• Human capitalmanagement andtalent development• Succession planning• Executive
compensation

How GE engages with its stakeholders
EMPL OYEE SINVE S TO R S

C O MMU N I T I E S• Regular company- or businesswide emails and videos fromsenior leadership• Leadership town halls, discussions,and educational webinars, including
opportunities for questions andanswers• Open reporting and ombuds system• Engagement and culture survey• Performance management system“People, Performance, and Growth”• Strong commitment totransparency—communicate
strategic, operational, and financial
results and progress on priorities• Quarterly earnings conference calls
open to investors and available on
our website• Annual investor days
• Participation in sell-side conference
presentations• Annual meeting of shareholders• Investor relations newslettersand website• Regular meetings with large
institutional investors andother shareholders, including
governance engagement• GE locations empowered to support
charitable organizations based on
the needs of the local community• 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 powerof GE• Outreach and meaningful
participation with local communities
and stakeholders on decisions withbroader impact

C US TO MERS

• Meetings with senior executives atthe business and corporate level• Engagement strategy driven bybusiness leadership depending
on industry
M E MBERSHIP S

RE GU L ATOR S / G OV ER N MEN T
AGE NCI E S• Participant in the UN
Global Compact• Founding member of the Global
Business Initiative 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
and Energy Solutions• Pursuit of “honest broker”
relationships with government
stakeholders to promotecollaborative, win-win
outcomes on sustainability andenvironmental issues• Commitment to regulatorycompliance and strong performance• Engagement to support decision
makers in sustainability goals,
including climate change anddecarbonization

S U P P LI ER S

• Commitment to an ethical supply
chain program and Supplier Integrity
Guide for Suppliers• Communication and training to
all suppliers on compliance andintegrity expectations• 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 including site audit
and continued communication andassessment during their time as a GE
supplier• Access to GE’s open reporting andombuds system

Scott Strazik, CEO, GE Power, meets with customers at Azito Energie S.A.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 4 1

Integrated approach to strategy, risk, and sustainability
Our company and strategy are at the core of what is needed to build asustainable world that works.
Climate change, precision health, future of flight: these are critical challenges facing
our world, and GE has a meaningful role to play in providing global solutions for each.
Over the last several years, as we considered opportunities and risks across ourbusinesses and industries, we have sharpened and standardized our focus on theexternal dynamics —including markets, customers, competitors, and changes in theregulatory environment —that form the context of our strategic decisions. And in the spiritof Kaizen—continuous improvement—our standardized strategy and risk processes force
us to regularly revisit our assumptions and processes so we can adapt as the external
environment changes and learn from our mistakes. In a world where we will never haveperfect information or complete control, our strengthened programs and processes aredesigned so that the Company makes decisions in a structured, objective manner, and with
an appropriate view for the long term.

Sustainability is integrated with strategy
development and risk management acrossthe Company. GE’s sustainability lens isused to focus on operations and priorities
within each business, and cross-functional
committees and teams at the leadershiplevel align strategic priorities and culture.

GE’s enterprise risk
management framework
Our enterprise risk management
framework informs the process for longterm strategy reviews that each businessundertakes annually. Operationally, thisframework also informs our delegationsof authority and commercial underwriting,which take account of a range of risks
such as strategic alignment, supply
chain, cybersecurity, and country andcounterparty risk. Our businesses allassess their top risks against a consistentframework each quarter. The process
requires the business to (1) define and

4 2 G E S U S TAI N AB I LI T Y R EP ORT

identify enterprise risks; (2) prioritize the
top risks and opportunities; and (3) assess
existing action plans to mitigate risk.
The process also requires the businessto identify owners at each stage of theprocess, instilling business ownership
throughout the risk 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 toassess 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
it is the business CEOs—rather than acompliance or legal professional—who
lead discussions with the Audit Committee
to provide strong business accountability
for risk management. Our GovernancePrinciples and committee charters define

C HR I S P E R EI R A

Chief Risk Officer andVice President, Strategy, GE

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.

Enterprise risk
management framework
S T R AT EG I C R I S KO P E R AT I O N A L R I S K
FINANCIAL RISKLEG A L & C O MP LI A N C E R I S K
R E P UTAT I O N A L R I S KEnergy transition governance
G E B OA R D
Governance oversight of energy strategy and risk

ENER G Y T R A N S IT IO N
Steering Committee
Strategic priority setting around horizontal strategy

GOV ERNMENT AF FAI RS
U.S. and global policy, coalition partners engagement

Energy transition
governance atmanagement level
Our work related to the energy transition
is a good example of the convergence ofstrategy, risk, and sustainability. As partof an integrated approach, we engage
in strategic planning for climate changeboth vertically and horizontally. We are
guided by the long-term forces shaping thepower sector of the future: severe weather,dispersed/variable generation, growing
demand, and security risks. Against thisbackdrop, key questions related to energy
transition and decarbonization are partof regular operating reviews, and thestrategies for many of our businesses areclosely related to helping our customers
navigate this transition.
For strategic planning and risk assessment,
GE considers a range of internal andexternal scenarios and pathways for
decarbonization across our industries.
As an outgrowth from that work, and tostrengthen the centralized governance forthe energy transition as a primary strategic
focus for the Company, we formed an
Energy Transition Steering Committee
in 2020. This committee, comprised of
our CEO, relevant business CEOs, andsenior Corporate leaders, meets monthly.
Among other things, the committee
considers how GE’s technology cancontribute to decarbonization solutions
and provide customer offerings to help
navigate the energy transition with thefull force of GE’s capabilities across power
generation equipment and services, gridplanning, digital solutions, and financing.

C EN TER F O R D EC A R B O N IZ AT IO N
Coordinated energy ‘voice of customer’ engagements,
cross‑business solutions

The committee also considers potential
breakthrough technologies, and how toprioritize and assess GE’s readiness toinvest in and commercialize promisingtechnologies.
The committee’s work supports
recommendations to the GE Board andbusinesses taking into account input fromthe GE government affairs team, GE’s
newly-created Center for Decarbonization,other internal stakeholders, and external
experts and advisors. GE has also engaged
externally to express its support fordomestic and global climate change
policies to realize deep decarbonizationof the energy sector while sharing GE’s
perspective with decision makers to help
craft strong action in pursuit of ambitious
goals. Learn more about GE’s engagement
and our Center for Decarbonization on
page 67.
F R AM E WO R K F O R C LI MAT E
CH ANG E-RE L AT ED R I S K S A N D
O PPO RTU NI T I E S

Through our enterprise risk management
and long-term strategy frameworks at thecompany and business levels, we regularly
identify and consider climate-related risks
and opportunities. Each of our businesses
has an enterprise risk management
framework, and as part of their risk
management processes, the businesses
identify and assess top risks and consider
mitigating actions at least quarterly. Ourstandard risk identification processes andreporting also consider the anticipatedtimeframes for potential risks tomaterialize, tiering top risks depending onwhether the impacts would be expected

to manifest over short-, medium-, orlong-term time horizons. Our businesses
assign management-level ownership for
specific risk mitigating actions and reporton key risks and actions they are taking
at regular quarterly operating reviews,
as well as in periodic reporting to the GE
Audit Committee and Board of Directors.
Considering the nature of the products andservices we offer across all our businesses,
we believe most significant risks related toclimate change and the energy transition
arise in our Power, Renewable Energy,
and Aviation businesses. Refer to the
Risk Factors described in our Annual
Report on Form 10-K for the year ended
December 31, 2020 for details about thoserisks.
Climate change and the energy transition
also offer important strategic opportunities
for many of our businesses. For example,
our wind businesses are expected to benefit
from the significant growth in renewables
energy-based power generation in the
coming years. In addition, GE sees newopportunities for our businesses overtime, whether through investment in
the energy transition and future of flight
breakthrough technologies (as describedon pages 20–26 and 31–36), or throughother solutions—such as storage andadvanced energy controls that allow
greater renewable energy penetration,
green hydrogen production, and electric
flight and hydrogen-based commercial
aviation. As our industries continue to movetoward a net zero future, we believe GE
will continue to play an important role ininnovating technology solutions to enable
that transition.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 4 3

Reggie Brewster, GE Gas Power, Greenville, South Carolina, U.S.A.

We periodically review a range of actualand projected metrics in assessingthese types of risks and opportunities,
including new unit equipment sales,
power generation by asset type, levelized
cost of energy, levelized cost of storage,
fuel prices (including natural gas andhydrogen), pricing for mandatory andvoluntary carbon offsets or credits, andinternal and external modeling. Ourconsideration of top climate-related risks
and opportunities also feeds into ourannual long-term strategy review process,during which our businesses evaluate a
handful of key questions related to theirlong-term strategies. For example, during2020 our Corporate Risk team worked with
GE’s Global Research Center and otherinternal and external experts on scenario
analysis that modeled potential pathwaysfor electricity generation consistent
with a 1.5°C target that required net
zero greenhouse gas emissions by 2050.
This analysis considered how electricity
demand and supply could remain balanced
over that time horizon with different
combinations of power generation
technology, as well as cost optimization foreach pathway depending on the types oftechnology assumed to be available for use
in the pathway. Our businesses considered
key themes and questions raised by thisanalysis as part of their annual long-term
strategy reviews, including review during
a strategy session with the GE Board of
Directors in December 2020.
In addition to informing our strategicplanning and risk assessment, one ofthe other outgrowths from the work
4 4 G E S U S TAI N AB I LI T Y R EP ORT

related to this scenario analysis was thedecision to form our Energy Transition
Steering Committee at the managementlevel last year. Decarbonization has
been a key strategic theme and area of
focus at the company level for the past
several years, and in 2021 our energy
businesses are undertaking additionalmodeling and scenario analysis to analyze
potential decarbonization pathways in
our industries and further develop our
strategy setting and risk management
activities. For example, page 67 describes
the efforts of our coordinated Center for
Decarbonization to focus on data-backed
analysis to support our planning. We
consider this type of internal analysis, aswell as external modeling and scenarios
such as the IEA’s recent Net Zero by 2050
report, on an ongoing basis as we evaluate
the opportunities, risks and resilience ofour business strategy as it relates to theenergy transition and climate change.
In our strategy development, we seek tobuild on GE’s strengths in both innovating
technologies and solutions to continue
driving the global energy transition, andcreating resilience in our businesses’
strategies to adapt to potential transition
risks from the range of potential pathwaysfor decarbonization and other factors that
could significantly affect GE’s approach in
the decades ahead or are not yet known.
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.

O P E R AT I O N A LI Z I N G G E’ S
S U S TA I N A B I LI T Y E F F O RT S
T HR O UG H T HE C HI E FS U S TA I N A B I LI T Y O F F I C E R

In 2021, GE made a further organizational
commitment to elevate its broader
sustainability strategy with theappointment of GE’s first Chief
Sustainability Officer (CSO). This position
coordinates efforts by our businessleaders, engineers, and strategic thinkers
to ensure we improve our impacts toour 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.
Sustainability at GE is the ultimate teameffort, with GE’s employees united inrealizing the success of our mission. The
CSO will help GE accelerate outcomes byenabling closer collaboration between GE’s
leaders and governments, policy makers,
NGOs, our investors, communities, andpeers. The CSO also will operationalize
GE’s sustainability efforts by approachingsustainability with the same highexpectations of rigor and accountability
that we use to run our businesses, and will
use lean principles, as described in moredetail below, to continuously improvetoward our goals.

LEAN PRINCIPLES APPLIED TO SUSTAINABILIT Y

Our strategy for continuous improvement and eliminating waste“In the spirit of continuous
improvement, what I’ve
learned over time andwhat I’ve seen at GE,
progress allows you
to see the next field ofopportunity.”- L A R RY C U LP

Larry Culp with Tom Edelmann, GE Aviation, Springdale, Ohio, U.S.A.

Lean is a set of principles that emphasizes
customer focus, elimination of waste, highquality growth, and ruthless prioritizationof work to improve safety, quality,
delivery, and cost. In connection with
GE’s sustainability strategy, lean is morethan a contributor—lean is fundamental
to how we execute our strategy andembedded in our culture. Lean principles
help us examine processes and continually
improve them by solving problems attheir root cause. Lean principles allow
us to identify where we can ensure

worker safety, limit emissions, eliminate
hazardous wastes, reduce our footprint,
and deliver essential, life-enhancing
products quickly and efficiently.
Our Environment, Health, and Safety
teams are particularly close partners ofGE’s lean experts. Together, the teams
embark on kaizen weeks to improve
the safety conditions of a particularsite. Kaizen teams focus on reducing
movement, eliminating hazardous
operations, and keeping an organized,

efficient work environment, which
improves ergonomics, reduces tripping
incidents, and reduces distractions while
mitigating risks. Focusing on continuous
improvement through structured problem
solving helps us get to the root cause
and minimize the risk of recurrence. The
environment team uses lean to accelerate
the cleanup and reuse of brownfields,
prioritize cleanups of properties inenvironmental justice communities, andassess risks across our property portfolio.

The stator bar line in Schenectady after its lean makeover.

S CHENEC TA DY FAC TO RY “ SL OWS
DOWN TO GO FA S T ” IN A L E AN
E XERCISE THAT L EA DS TO H IGH E RQUALIT Y, LE SS WA S TE , AND A
SAF ER WO RK ENVIRO NM E NT

For over 130 years, this factory in upstate
New York has made generators, steam
turbines, and parts for power plantsthat supply homes and businesses
with electricity. One key component in
the modern generator is the stator bar,which weighs 300 pounds and looks likea 30-foot-long hockey stick. More than
120 of these bars fold together like acomplex 3D puzzle to form the inside wallof the stator. At one point, the plant was
making over 1,000 bars a day, but manybars had flaws that had to be reworked
or scrapped. And it took nearly a year
to make a single generator. The teamembarked on a wholistic lean exercise andidentified the “root cause” at the statorbar shop. Working the problem, the teamcleared out half of the shop floor, cut
the distance each bar had to travel from
2.5 miles to just 0.3 miles, and adopted
a single-piece flow rather than sending
bars down in batches. This “slow down
to go fast” approach allowed any safety,
quality, or process issue to be immediately

visible and corrected. Nearly 18 months
after it started, the team not only halved
the lead time but also reduced inventory
by 84 percent. It also cut the injury rate by
45 percent, in part by eliminating cranemoves needed to reposition the bars from22 to just 8. In addition to these improved
metrics, a key part of the lean process isgetting the entire team to be committed
to a change in culture and focused oncontinuous improvement, from leadershipto the operators.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 4 5

Lean principles have long been a partof GE’s sustainability strategy. A criticalcomponent of GE’s ongoing operational
improvements are “treasure hunts” which
are essentially targeted lean “waste walks”
to identify energy waste, drive efficiency,
and reduce greenhouse gas emissions.
These processes bring together a local
team to identify any source of waste at aworksite: open doors, lights and machinesleft on, wasted materials, as well as

opportunities to invest in our operations to
optimize performance. Once these sourcesof waste or opportunities are identified,
the team then implements the change
necessary to eliminate the waste. For
example, a 2020 exercise at GE Aviation’s
Celma facility in Brazil—which served morethan 9,000 engines in 2020—resulted in an
11 percent reduction in energy use acrossthe site.

“You will never be perfect at solving any problem,”says Angie Norman. “In a crisis, you build a plan
based on what you know today. It’s a cycle of try,
fail, try again, fail, try again, succeed.” This image
was taken before the COVID-19 pandemic.

G E R E N E WA B LE E N ER G Y U S E S
LE A N TO MA I N TA I N W I N D
T U R B I N E S I N E UR O P E W HI LE
R ED UC I N G WA S T E

LEAN MA NAGEMENT I S D RIVI NG G E ’S TU RNARO U ND —A N D HE LP I N G
DUR ING THE COVID - 1 9 PAND E M IC

When GE Healthcare needed to set up and attach accessories to thousands of medical
monitors in record time to serve patients during the COVID-19 pandemic, teams in the
U.K. used lean principles to assemble and ship hundreds of systems to hospitals in just six
weeks. Demand for clinical devices that track heart rate, blood pressure, and other vital
signs was high, and supply chains for monitor parts and accessories were strained. Alongwith repurposing equipment, GE Aviation engineers, production teams, and volunteers usedlean tools like problem-solving and feedback, a visual scheduling system called kanban,
and rapid prototyping and iteration to assemble a monitor set-up every four minutes—all
while maintaining strict social distancing and tool and workstation sanitization schedules.
“You will never be perfect at solving any problem,” says Angie Norman, a GE expert in leanmanagement who helped lead the effort. “In a crisis, you build a plan based on what you know
today. It’s a cycle of try, fail, try again, fail, try again, succeed.”

4 6 G E S U S TAI N AB I LI T Y R EP ORT

A network of in country warehouses
combined with two central European
warehouses form the backbone for a
network strategy that enables turbine
maintenance crews to have the right partsin the field when they need them, and thatthe wind turbines GE services in Europe
and the Middle East can keep spinning.
They are also the core of an ambitious
global plan to overhaul how GE Renewable
Energy maintains one of the planet’s
most complex networks of onshore windturbines—a plan that leans heavily on leanmanagement. The team in Europe usedlean management to optimize inventory
and cut delivery times. The process also
allows GE to consolidate its oil and grease
supplies, which are key to maintaining
turbines. By doing so, GE avoids storing
buckets of oil and grease at its several
thousand turbine locations, where they
may go unused, avoiding waste.

C U LT U R E

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 with transparency, anddeliver with focus—always with unyielding integrity. These behaviors, along with our employee code of 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 wework and signify a meaningful shift in our culture. These Leadership Behaviors are instrumental in driving engagement throughout ourbusinesses, particularly related to lean.

AC T WITH HUMIL IT Y

L E AD WITH T R A N S PA R E N C Y

D ELI V ER W I T H F O C U S

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

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

Focus helps us prioritize what we will andwill not do.

• We embrace a culture of respect which
values inclusive teams and diverse
perspectives.
• We actively listen to internal and externalsources.
• We learn from our shortcomings as muchas we celebrate our wins.

“It can be tough sometimes to admitthat we don’t have the answers. So,
for me, it’s about being brave enoughto ask vulnerable questions andadmit that you and we, as a team,
don’t know everything and we havean opportunity to learn from other’s
experiences.”A S HLE Y BA RTOWIT Z
Executive, Fleet Management, GE Aviation• We embrace candor, saying what we
think, not what people want to hear.
• We share information so we cansolve problems.
• We contribute to each other’sdevelopment in a constructive way.

“First, it’s not only about flagging
compliance issues. By bringing
everything to the surface, we canbetter identify and understand the
problems. And it’s a crucial part ofour lean journey and continuous
improvement of our processes,
products, people, management, andother aspects of our business.”• We put safety first.
• We prioritize our work, maximizing
our impact.
• We measure performance through thelens of our customers.
• We are committed to continuous
improvement always in search of abetter way.

“It’s about shared commitment togetting the job done, while prioritizing
taking care of your people.”
G A RY W I E S N ER
Americas Quality Leader for GE Renewable’s
Onshore Wind

ARI L D F O RL A N D
EMEA General Manager for GE Healthcare’s
Pharmaceutical Diagnostics (PDx) businessIn the first quarter of 2021, we conducted an enterprise-wide culture survey to gauge our progress on our Leadership Behaviors, as well as
areas such as integrity, safety, and career development. While there was expected variability in the results among our businesses related
to certain topics, a company-wide view of trends demonstrated a strong commitment to safety. Responses to questions related to integrity
validated GE’s strong foundation in compliance efforts. The survey also reflected that we still have work to do on diversity and inclusion,
though our progress and leadership commitment to both is evident. Employees also identified career advancement and candor as areas for
improvement. We believe listening and gaining these insights drive improvement, in both our business and our culture.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 4 7

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 holdour employees to a higher standard aboveand beyond simply following the letter ofthe law. We expect our employees and ourBoard of Directors to comply with the spiritof these policies and our company values.
As such, the S&L sets forth core employee
and manager integrity expectations
and summarizes our key company-wide
compliance policies. 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.
Available for download in 19 languages, theS&L and its accompanying policies address
the full spectrum of integrity andcompliance issues across GE’s global
value chain.

Within the S&L framework, there are
19 core policies to help employees performtheir jobs and navigate key regulatory
areas under compliance. As these policies
are intended for our entire employee
population, we updated all polices in 2021
to be simpler, principle-based, and easierto understand and comply with.
These policies are augmented by
22 Enterprise Standards, which set forth
the core programmatic expectations of
the businesses in all of our significant
risk areas. Each Enterprise Standard
defines the specific risks for which thebusinesses need to have documented,
outlines auditable controls, and requires,among other things, that the businesses
have appropriate mechanisms in place tomonitor those controls. These EnterpriseStandards were developed and launchedin 2020 and, as with our policies, will be
refreshed as necessary and appropriate,including to incorporate lessons learned
and findings from investigations andinternal audits.

T HE S P I R I T & T HE LE T T ER
C O R E P O LI C I E S• Acceptable
Use• Anti-Money
Laundering• Conflicts ofInterest• Cybersecurity• EHS• FairCompetition• Human Rights• Improper
Payments
Prevention• Insider Trading
and Stock
Tipping• Intellectual
Property• International
Trade
Compliance• Open reporting• Privacy• Quality• Reporting andRecordkeeping• Respectful
Workplace• Security• Supplier
Relationships• Working with
Governments

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 thebusinesses personally drive a culture of integrity everywhere GE operates by leading by
example, incentivizing compliance, and promoting open reporting. This culture is supported
by a robust 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 ofsignificant compliance risks and a changing regulatory landscape.

Compliance training & communications
GE uses a focused training &communications plan to educate employees
across all GE businesses about the risks
that are associated with their work.
With a broad, global workforce acrossmultiple business segments, plus changing
workforce demographics and modes ofcommunication, the GE program requires
constant reinvention and customizationby each GE business to stay relevant.
Salaried new hires across all GE businesses
receive a streamlined basic training
course. At GE, salaried employees are
expected to complete the Spirit & Letter
Acknowledgement at the time of hiring
and then again every year subject to local

4 8 G E S U S TAI N AB I LI T Y R EP ORT

labor law restrictions. In 2020, 98 percent
of eligible employees completed the Spirit& Letter Acknowledgement. Additional
training on key risk areas is provided totargeted employee groups based on risk.
GE also reinforces these learnings througha variety of communications, including
leadership messages, newsletters, integrity
campaigns, videos, infographics, andembedded messaging within various digital
tools. We invest in refreshed content on an
ongoing basis, and business training andcommunication plans are adjusted annuallybased on the output of our enterprisecompliance risk assessment.

ANTI-CORRUPTIONA N D B R I B ERY

GE has long taken a leading role inpushing for transparency and integrityin the global marketplace. Our
stance against improper payments inbusiness transactions is a key elementof our compliance program andrepresents a core belief in how we dobusiness. In short, GE prohibits bribery
in all business dealings, in every
country around the world, with bothgovernments and private sector.
We maintain strong controls aimed atpreventing and detecting bribery. GE’s
approach to compliance in this criticalarea is multifaceted. Its key features
are policies and procedures, upstream
and downstream controls, third party
due diligence, training (employee
and third party), investigation andremediation, monitoring, and Internal
Audit support.

Voice of Integrity:
open reporting
Open reporting is a cornerstone of GE’s
commitment to integrity. Every employee
is responsible for integrity, and GE expects
its leaders to foster an environment inwhich employees are encouraged toraise integrity concerns without fear of
retaliation. Employees serve as the bestline of defense for the early detectionof potential issues, and open reporting
activity is one of the best indicatorsof a culture of integrity and employee
engagement on compliance priorities.
GE manages employee concern reporting
through its Global Ombuds Program(“OMB”). Under the OMB, employees are
required to submit concerns regarding
potential violations of law, regulation, orGE policy through one of the available openreporting Channels (“channels”), including
Managers, Human Resources, Legal,
Compliance, Internal Audit, Ombuds, andanonymously at inside.integrity.ge.com.
GE understands that it can be difficult
for some employees to come forwardwith their concerns and the anonymous
reporting channel is a critical pillar of theopen reporting program. Each businesshas 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 2020, 2,729
concerns were raised, and 2,685 concerns
were closed.
GE fully examines every integrity concern
raised and takes necessary remedialactions where appropriate. During theinvestigation process, GE:• Forms an independent and objective
investigation team;• Obtains the facts through interviews
and/or reviews of documents;• Reaches conclusions, wheneverpossible, from the facts the team is able
to obtain;• Recommends corrective action, if
necessary; and• Provides the person who raised theoriginal concern (if that person is known)
with feedback on the outcome, while
maintaining the confidentiality and privacyof all involved (to the extent possible).
Certain cases are treated with special caredepending on the individuals 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 orcontrols, or that relate to federal securities
law matters. Finally, the Significant Cases
Committee (“SCC”) is responsible for
performing monthly reviews of high-risk
open reporting investigations across theCompany. The members of the SCC include
the Vice Presidents of Internal Audit,
Compliance, and Global Investigations. The
SCC reviews the significant case criteriaannually to ensure both internal and externalrisks are considered.

& Compliance team includes in an overall
assessment as to how GE performs ineach key policy area. Insights from thisprocess are used in many aspects ofthe compliance program including byidentifying additional training needs,
control improvements, and other areasthat 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 governanceprocess, both at a corporate and businesslevel. Each business (i) 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 complianceissues are discussed; (ii) meets with
Company’s Chief Compliance Officer on abiannual basis to discuss its risk assessment,
any program weaknesses or enhancements,
and any compliance trends; and (iii) reports
its most significant enterprise risks andcompliance issues to the Company’s Audit
Committee on an annual basis.
GE measures the robustness of its openreporting program using a number of
metrics. The OMB tracks the average
number of days that it takes to closeeach investigation raised through openreporting, targeting resolution within
60 days of being reported. Businesses
are required to escalate to the SCC any
cases open for longer than 90 days thatcome through open reporting channels.
The program also measures cases
per 1,000 employees, which enables
comparison across businesses as wellas control for any headcount changes;
confirmation rate, or the number of closed
policy cases that are confirmed violations;and anonymity rate.
Retaliation for raising a concern, or
participating in an integrity investigation,is strictly prohibited, and violations aredealt with seriously and swiftly.

Compliance risk mitigation
GE’s Ethics & Compliance team runs
an annual assessment that focuses on
evaluating the inherent risks and thestrength of our internal controls across all
our businesses. The assessment process
asks each business to benchmark its
own compliance programs against the
22 Enterprise Standards, which the Ethics

At a corporate level, the Chief Compliance
Officer holds three meetings per yearwith the Company’s most senior officers
to discuss significant program updates,
open reporting trends, significant
investigations, and compliance audit
results. In addition, the Chief Compliance
Officer and Vice President of Investigations
report on the same issues to the
Audit Committee periodically.

Our commitment tointegrity and openreporting serves as
the foundation for GE
to deliver on its othercommitments and tohelp Build a World
that Works.
S & L B O O K LE T
E HS P O LI C YO P EN R E P O RT I N G P O LI C Y
I MP R O P E R PAY ME N T S
P R E V E N T I O N P O LI C Y

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 4 9

Privacy and cybersecurity
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 in depth” 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 ofwhich enable GE to proactively protect against and respond to a dynamic cyber threat landscape. As such, GE has implemented detailed
cybersecurity and information protection policies.

GE’s cybersecurity framework
At GE, ensuring the security of our
information, systems, products, andnetwork is, and always will be, a toppriority. 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. Eachcyber function (Identify, Protect, Detect,
Respond, and Recover) is managed bydefined 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 toprotect our resources and informationand improve our cyber resiliency. Our
central cybersecurity framework reaches
our shared services operations and thebusinesses to optimize our protection
based on industry specific requirements.

5 0 G E S U S TAI N AB I LI T Y R EP ORT

We devote substantial resources tomaintaining 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 issubject to enhanced security controls. GE’s
most sensitive information is identified
and included within the scope of GE’s
crown jewel program through an annual
review and analysis of GE’s critical businessinformation and programs.
In addition, we have committed resources
and implemented processes to more
effectively prevent, detect, and respondto cyber threats. GE’s central cyber crisis
management team exercises, tests, andcontinually improves our cyber crisis

management plan through rigorous
tabletops and simulations at the enterpriseand business levels. Working with GE
legal, communications, privacy, andcompliance 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, and preserving
shareholder value.
GE’s approach to product cybersecurity
includes vulnerability management andincident response, lifecycle management,
security bulletins and advisories, anda dedicated channel for receiving andresponding 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 and their affiliates,
partners, suppliers, and customers
underscores the need for companies toevaluate cybersecurity threats not only totheir own internal networks, but also to thelarger ecosystem in which they operate.
We understand that protecting information
on GE’s network necessarily extends tobusiness partners who are afforded accessto such information, and GE requires thosebusiness partners to appropriately secureand maintain their information technology
systems and protect GE’s information on
their systems. We take additional steps tovalidate the security of our critical and highrisk suppliers through ongoing monitoringof adherence to GE specified metrics andconducting regular security assessments.
GE understands that our employees
serve an important role in helping tosafeguard GE’s information and systems.
At the enterprise level, we provide
comprehensive security awarenesstraining to help our employees understandtheir information protection and cybersecurity responsibilities at GE, identify
phishes and other cyber threats, exercise

vigilance and secure methods whensharing sensitive information with third
parties, and practice good cyber hygiene intheir 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 andthe nature of its threats and risks arechanging, and GE will continue to evolve
to meet those changes. GE believes thatcollaboration 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 toimprove 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 to dynamic threats.

Cybersecurity governanceand leadership at GE

Benette Bassette, GE Aviation, Norton Shores,
Michigan, U.S.A.

GE’s Chief Information Security Officer(CISO) is responsible for developing andimplementing an information security
program, which includes a cybersecurity
strategic framework, procedures, andpolicies designed to protect GE’s products
and information resources and theinformation contained therein, including
employee, customer, and supplierinformation stored in GE’s systems. As partof its oversight role, the Audit Committeeof GE’s Board of Directors reviews GE’s
practices and programs related tocybersecurity periodically throughout theyear. The Audit Committee is updated
regularly on GE’s cyber threats and risk
management strategy. GE’s Global Chief
Information and Product Security Officer
meets on a recurring basis with our CEO
and other senior leadership to review
and discuss GE’s cybersecurity program,including emerging cyber threats andindustry trends. Cyber is included in GE’s
enterprise risk management frameworkand GE information technology risk leaders
and information security leaders conductbusiness 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 withprevailing industry standards and GE’s
regulatory requirements as well as test
GE’s security posture.

To meet its goals of zero losses or downtime, Subaru uses iFIX from GE Digital as its HMI/SCADA for plant-widemonitoring and control.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 5 1

GE’s privacy program
GE employs privacy practices based upon its Privacy Enterprise Standard, which isdesigned to support its compliance with the Commitment and applicable laws. The GE
privacy program includes the appointment of a Global Chief Privacy Officer and a networkof privacy leaders, education and awareness programs, incident response protocols,audit routines, and a Privacy by Design approach to process and system developmentthat incorporates privacy impact assessments. The program also includes technical andorganizational information security measures designed to protect personal information.
Supplier engagements provide for the processing of personal information in a mannerconsistent with the Commitment and applicable law.
GE’ S CO MMITMENT A N D APE CC ERT IFIC ATIO N

GE’s Commitment outlines standards
applicable to its processing of personal
information. The Commitment requires GE
to adhere to the following principles:• Process personal information fairly andlawfully;• Limit the processing of personal
information to the fulfillment of GE’s
specific, legitimate purposes;• Limit the processing of personal
information to that which is adequate,
relevant, and not excessive;• Take reasonable steps to ensure
personal information is accurate, andonly retained for as long as necessary forthe purposes for which it is collected;

G E ’ S P R I VAC Y C O MMI T ME N T

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

• Make privacy practices clear toindividuals; and• Provide for the exercise of individual
rights in relation to personal information
processed by GE.
The Commitment establishes the basis
for cross-border transfers within GE,
including where operations adhere to
relevant parts of the Commitment asprocessors of personal information. GE
also maintains APEC Cross Border Privacy
Rules (CBPR) and Privacy Recognition for
Processors (PRP) certifications as grantedby accountability agent TRUSTe.

Remote Monitoring Center for Almerai, one of Saudi Arabia’s largest food and beverage producers,
uses APM from GE Digital to monitor the health of their equipment.

5 2 G E S U S TAI N AB I LI T Y R EP ORTInvesting in our people
B R I LLI A N T YO U ® 2 0 2 0
HI G HLI G HT S :86,374

Total distinct employees who used
BYOU in 2020

2,251,522

Total views of all assets2 in 2020

262

Lean related resources
Corwin Angel, GE Aviation, Cincinnati area, Ohio, U.S.A.

GE’s success starts with its people, andwe 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 the highest
level of integrity and focus to fulfill GE’s
mission and deliver for our stakeholders.
Our focus on building the best teamrequires regularly investing in thedevelopment of our people and ensuring
the sustainability of talent and skills todrive individual and company performance.
In late 2020, we announced the launch of anew performance management system—“People, Performance, and Growth”—which
is designed to help employees understandtheir performance against their priorities,
as well as their demonstration of GE’s
Leadership Behaviors. Outcomes are
directly linked to incentive compensation.
Our executive teams regularly assess,including through business reviews, talent,

potential, and performance, particularlyin the context of critical roles, succession,and business goals. We also provide our
employees with additional resources fortraining and strive to create a supportive
work environment to help them manage
professional and personal priorities.

Developing our people
GE is committed to continued employee
development. First and foremost, we
believe on-the-job training plays asignificant role in the development ofour people. In 2020, while COVID-19
put a pause on in-person learning anddevelopment courses, GE’s Brilliant You®—the company’s online library of customized
content—ensured that learning would
continue. At GE, we are prioritizing
learning and growth, constantly refreshing
the content available to our employees
while ensuring it is easily accessible.

6.9 million

Total number of course completions(for all content types)

19,437

Total hours spent learning leancontent online

14

Total number of languages content wasdelivered in

99k

Total number of unique employees
who accessed the learning platforms(average unique monthly logins)

In support of our lean culture transformation, in 2020 we developed new curricula and launched two new lean leadership development
programs: our Business Leadership Program (BLP) and Leadership in Action (LIA). Both are designed to elevate high potential executivelevel talent who can lead us towards a more sustainable future. Developed in partnership with our existing leaders, our leadershipdevelopment programs are premised upon a rigorous learning process tied directly to outcomes, with a focus on hands-on, experiential
learning and building a lean mindset.
BUS IN E SS LEA DERSHI P PRO G R AM (B L P) 2020

• Prepares successful lean leaders of GE
businesses. Participants invest time inlive virtual instruction, simulations, live
virtual coaching (one-on-one and in asmall group), and hands-on practicalassignments designed to transfer
learning immediately to work.

LEA D E R S HI P I N AC T I O N ( LI A ) 20 2 0• Instructors from the University ofMichigan Ross Business School,
professional executive coaches, andexternal guest speakers• Topics include customers andmarkets, problem solving and process
improvement, finance, strategy andinnovation, change management, andtalent and culture• Equips senior leaders to lead GE’s
business transformation through afocus on Leadership Behaviors and leanprinciples and tools with overarchingthemes of respect for people andcontinuous improvement• Uses peer-to-peer engagement,interactions with customers and teams,
1:1 coaching, and on-the-job activation

2 “Assets” are defined as all unique materials available on the Brilliant You® site, including courses, articles, videos, book abstracts.
B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 5 3

Supportive work environments
GE’ S U. S . FA MILY BEN E F I T S ,IN CLUDING FERTIL IT Y, PARE NTALLEAV E , A ND CHIL D C ARE

GE provides a variety of benefits toemployees and their families, including
several options of medical, dental,
vision, life, and disability insurance andretirement savings. Specific to familyplanning and benefits, we also offer
personalized guidance and resources
through counselors and online services
to help manage challenges, money, andstress. 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. Bothfull time and part time employees areoffered an Adoption Assistance Programthat provides reimbursement for eligible
adoption expenses.
Our parental leave is comprised of 6 weeks
of disability and 10 weeks paid leave,
resulting in a total of up to 16 weeks paid formaternity, paternity, or adoption. Full time
GE employees also receive permissive timeoff, which allows employees to take thetime off when needed with no-predefined
amount of time.
To support parents, we offer a number ofother benefits including:

GE BA BIE S

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.
M ATERNIT Y C A RE SE L E C T

In certain markets, GE negotiatedarrangements provide anenhanced maternity benefit fordelivery, inpatient, hospital stays,
and routine prenatal care.
M OMS O N THE MOVE

GE moms who are nursing andtraveling for business within the
U.S. ship milk back to their babies
for free. Moms can request milkstorage and shipping kits to be sent
to their location for use with their
pump. Milk is delivered back home,and costs are covered by GE.

5 4 G E S U S TAI N AB I LI T Y R EP ORT

Respectful workplace
F L E XIB L E WO R K A R R A N G EMEN T S

GE also encourages flexible working
arrangements that enable employees toindividualize their schedules to maximize
productivity. Among the options GE offers
are flex time, part-time opportunities, job
sharing, reduced hours, telecommuting,and remote work.
We continue to evaluate our benefit
offerings to support our employees andtheir families. New offerings planned for2022 include access to caregiver support,
legal assistance and consultations, and ID
theft protection.

PRO M OT I N G F LE X I B I LI T Y

Learn more 
J O B SH A R I N G

Learn more Providing a safe, fair, and respectful work
environment is embedded in our culture,operations, and policies and procedures.
Aligned with our Human Rights Statementof 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 protectedby 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 laborand employment discrimination in ouroperations and business partnerships.
Our Respectful Workplace Policyin The Spirit and The Letter details
every employee’s responsibility andcommitment in treating employees,
applicants, customers, suppliers,
contractors, and anyone we interact withor providing services to GE with fairness
and respect. The Respectful WorkplaceEnterprise Standard outlines guidance
to ensure compliance and prohibition of
discrimination, harassment, or bullying
against any employee or applicant basedon any characteristic protected by law.
Any employee with compliance concerns
can raise that concern through the openreporting and Ombuds Program.

Advancing diversity and inclusion
2020 presented challenges on many fronts, including further highlighting one of the most pervasive challenges globally—systemic inequity.
As the pandemic worsened, existing inequities only deepened. At GE, we are committed to building a more diverse workforce and a more
inclusive workplace by focusing on transparency, accountability, and community. We believe in the value of each person’s unique identity,
background, and experiences, and are committed to fostering an inclusive culture in which everyone feels empowered to do their best work
because they feel accepted, respected, and that they belong.
Embracing diverse teams and perspectives better equips GE to build a world that works for everyone.
This year, we published our inaugural annual Diversity Annual Report to transparently share our diversity data and hold ourselves
accountable for continuous improvement. The data covers two dimensions of diversity: global gender and U.S. racial and ethnic minority
status. We see this first report as the beginning of a journey to improve the depth and breadth of our diversity data. In the future this might
include self-identified data such as sexual orientation, disability, and military service.

OUR PEO PLE 3
UNITED STATES DATAASIANBLACK / AFRICANAMERICANHISPANIC/ LATINXAMERICAN INDIAN /ALASKAN NATIVE

NATIVE HAWAIIAN /PACIFIC ISLANDER

MULTIRACIALTOTAL RACE &ETHNIC MINORITY

Leadership

11.1%

3.4%

3.4%

0.2%

0.1%

0.7%

18.8%

Professional

12.1%

4.4%

5.0%

0.2%

0.1%

1.5%

23.4%

All Employees

8.7%

6.8%

6.5%

0.3%

0.2%

1.6%

24.1%

GLOBAL DATALEADERSHIP*

PROFESSIONALALL EMPLOYEES

26.0%

26.2%

21.9%

FemaleFemaleFemale3 Data representative of GE’s workforce as of December 31, 2020, extracted on February 10, 2021.
* Leadership encompasses the top 1.5 percent of all active employees.
B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 5 5

It is clear from our 2020 Diversity Annual Report that we still have work to do. To lead thiscritical work, in 2020, we created the role of Chief Diversity Officer (CDO) for GE, named a Chief
Diversity Officer for each business unit, and launched the CDO Council, which brings together
business CDOs and HR diversity leaders to share best practices and drive new levels ofconnection and accountability across the Company. Each business CDO is tasked to work with
the CEOs and their leadership teams to ensure diversity is integrated into business rhythms,
not run as a separate initiative. Most CDOs retain their daily operational role in tandem with
their new position intentionally: these are leaders who know how to deliver results. Duringmonthly operating reviews, each business CEO and their senior HR managers now reporton key Diversity and Inclusion key performance indicators to provide regular visibility andaccountability, as we do with all critical business metrics.
As we move forward in 2021, GE is strengthening our focus on accountability, transparency,
and community by expanding our diversity strategy to include mitigating bias in ourtalent processes; growing engagement in our employee resource groups; expanding ourunderstanding and collection of our diversity data; and further developing and promoting allies
and sponsors. As a company, we look to improve every day, every quarter, and every year. That
includes being motivated to demonstrate progress in diversity and inclusion.
We believe strengthening our community externally and internally will help create sustainablechange. In 2020, GE Foundation committed $2 million in grants to help create more equitable
access to opportunities for STEM education as well as help to remove financial barriers forminority-owned businesses to participate in training (e.g., cyber security and lean) so they are
positioned to compete for business with larger enterprises. See page 83 for more information.

Diana Kayrouz, GE Renewable Energy, Argentina

Q&A with GE Chief Diversity Officer
Mike is the Chief Diversity Officer for GE. In this role, Mike leads GE’s diversity strategy todrive sustainable change with an added focus on driving leadership accountability andmetrics, building an inclusive culture, and reinvigorating inclusion and diversity learning andmentoring. Mike joined GE in 1981 and, prior to his role as GE CDO, he served as GE Officer
and President and CEO of GE’s Molecular Imaging and Computed Tomography (MICT)
business. Additionally, Mike was the first leader for GE’s strategy on global health, called
healthymagination, to improve the quality, cost, and access to care by 15 percent or more
on a global basis. During his career, Mike held a variety of roles in engineering, operations,and product management.
Q : H OW DO E S DIVERS I T Y
C ONT RIBUTE TO TEA M
PER F ORMA NCE ?

Q : WH AT I S T HE MO S T P R E S S I N G
PRIO RI T Y F OR G E ’ S D I V E R S I T Y A N D
INCL U SI O N EF F O RT S ?

We are better able to serve our customers
and address their challenges when there
are people in the room who have had
different experiences. High performing
teams have the diversity of thought, skills,
perspectives, and backgrounds needed tomore completely understand challenges
and develop better solutions. Simply said,
embracing diverse teams and perspectives
better equips GE to build a world thatworks – for everyone.

We are building a more diverse workforce
and a more inclusive workplace bystrengthening our focus on accountability,transparency, and community. Moving
forward, this means expanding ourdiversity strategy to include initiatives likemitigating bias in our talent processes;
growing engagement in our Employee
Resource Groups globally; expanding ourunderstanding and collection of our diversity
data globally; and further developing
and promoting allies and sponsors. As acompany, we look to improve every day,every quarter, and every year. That includes
being motivated to demonstrate progress indiversity and inclusion.

5 6 G E S U S TAI N AB I LI T Y R EP ORTMI C HA EL J. B A R B ER

Chief Diversity Officer, GE
Q : W HAT D O E S A S E N S E O F
B E LO N G I N G AT G E ME A N TO YOU?

At GE, we are committed to fostering an
inclusive culture, where everyone feels
empowered to do their best work because
they feel accepted, respected, and thatthey belong. I believe most GE employees
want their work to be more than a “job”–
they want to feel part of the purpose theirbusiness is working to fulfill, meaningfully
contribute, and have a rewarding career.

Employee resource groups
While we introduced new diversity initiatives in 2020, we have been committed to enhancing diversity at GE for years—our Employee
Resource Groups (ERGs) have added value to our colleagues and businesses by helping to engage and develop diverse talent for nearly
30 years. We are firm believers in the importance of fostering community. The 2020 African American/Affinity Forum (AAF) virtual
symposium, for example, brought together more than 1,000 AAF members from 25 countries for conversations around strengthening
advocacy for diverse talent, fostering community, and accelerating the development of AAF members and allies.

Norris Ryan, GE Aviation, Cincinnati area, Ohio, U.S.A.

A F R I C A N A MER I C A N / A F F I N I T Y
F O R UM ( A A F )Internally, we’re proud to have been an early leader in the creation of strong Employee
Resource Groups (ERGs) nearly 30 years ago. These groups accelerate development
through mentoring, learning, networking, organizing outreach and service activities, andthey address challenges that are important to their members and the Company throughtargeted initiatives. Our current company-wide ERGs welcome all employees to learn,connect, advocate, and foster a sense of belonging.

A S I A N PACIFIC A LLI E S &F RIENDS (A PA F)

APAF was founded to support
GE’s Asian Pacific Islander (API)employees and offers global
education, mentoring, andnetworking opportunities to growleadership abilities.

DISA BIL ITIE S A DVO C AC Y
N E T WO RK (DA N)

The DAN’s mission is to provide
support and resources that enablepeople with disabilities, their families,
and allies to connect and thrive.

The AAF has a deep-rooted history
and culture within GE as the oldest
ERG. Born out of activism, the AAF
was founded on the principle ofcommunity, attracting, promoting,and developing diverse talent in
America and across GE’s global
operations.

PRID E AL L I A N C E ( P R I D E )HI S PA N I C F O R UM ( HF )The Pride Alliance is welcoming of
employees who identify as part of thelesbian, gay, bisexual, transgender,
queer, asexual, and intersex (LGBTQAI+)
community and their allies.

The HF is committed to creating an
inclusive environment where Hispanics
can thrive and become a culture
catalyst for GE and our communities,
through promoting Hispanic heritage,
showcasing Hispanic talent and value,and enabling strong networks andalliances across ERGs.

VE TE R ANS N E T WO R K (V N )WO ME N ’ S N E T WO R K (W N )The VN creates a GE community ofveterans and veteran leaders to supportand encourage the career development
and growth of all members.

The WN was created in 1997 to
attract, develop, inspire, and retain
female professional talent.

GREEN TEA M NE T WO RK (G TN)

Building on our commitment to achieve carbon neutrality in our operations andfacilities by 2030, the GTN supports and furthers our sustainability goals with agrassroots-driven approach. Members are passionate GE employees from aroundthe world.

More information about these groups
can be found on our website and in our2020 Diversity Annual Report here.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 5 7

Building a diverse talent pipeline
Our ERGs also support our goals to build adiverse talent pipeline. For the last 18 years,
the GE Women’s Network has been working
with the Society of Women Engineers (SWE)
to build a strong pipeline of female talent tohelp tackle the ongoing gender imbalance
within the STEM community. Local hubsof the Women’s Network hold fundraising
events throughout the year, raising money
to fund SWE scholarships to female STEM
students. These scholars also become partof GE’s network, with mentor matching
within the Company, invitations to partakein professional development activities, andline of sight to internship and employment

opportunities. GE Women’s Network
funded 15 $5,000 SWE scholarships forthe 2020–2021 school year (through 2019
fundraising).
GE’s Asian Pacific Allies & Friends (APAF)
ERG promotes the value of the Asian
Pacific Islander Americans community
through volunteering, educating, mentoring,and other activities. Under the pillarsof recruiting and outreach, GE has long
partnered with the Society of AsianScientists and Engineers (SASE) to engage
emerging professionals and build better
leaders for tomorrow. GE’s relationship with
the SASE dates back to 2010, just a few

years after the organization was founded
to give Asian heritage collegiate students away to connect with corporations to learn
business and leadership skills. GE joined
as a corporate partner, embracing SASE’s
focus of on-campus engagement andproactive top talent recruitment. And asheartbreaking incidents of anti-Asian hate
unfolded in the U.S. in 2020 and 2021, GE’s
commitment to the Asian community only
deepened.
For nearly 100 years, the GE Foundation,
an independent charitable organization
funded by GE, has actively supported
efforts to create a high-quality education
pipeline for all students. Most recently,
the GE Foundation announced a newcommitment of up to $100 million to create
the Next Engineers program—a global
college-readiness initiative to increase thediversity of young people in engineering.
Next Engineers is built around some of
the best community initiatives happening
across GE. GE Girls, an initiative launchedby our Women’s Network, has reachedhundreds of eighth grade girls to explore
STEM careers. GirlsGetSET, a program fromthe GE team in the U.K., shows young girls
what Science, Engineering, and Technology(or SET for short) is all about. Learn more
about Next Engineers on page 81.

Using lean to amplify our diversity and inclusion efforts
We also use lean exercises to examine how we recruit diverse talent to come to GE
and how we grow gender and underrepresented minority representation at all levels of
the organization.

GA S POWER: FO CUSED PRI O RITIE S SE T TI NG AND K A I Z EN

GE Gas Power recognizes that diversity and inclusion play a central role in being successful,and their cultural mission is clear: build a safe, winning, and inclusive culture where
every employee is treated with respect and dignity every day. The team is focused on
defining the Leadership Behaviors and practices needed to foster dignity and respect,
implementing learning and development programs that focus on unconscious bias, crucial
conversations, allyship, empathy, and improving the performance management process todrive accountability.
Lean is helping the business identify areas that drive the most improvement in terms ofdiversity. Value stream mapping and problem solving identified three focus areas to growgender and underrepresented minority representation in the business: development,
hiring, and attrition. For development, the team found that most movement into executive
leadership occurs through promotion, but the business needs to grow the pipeline ofdiverse talent. For hiring, the business is refreshing the processes to increase visibility tomore women and underrepresented minority candidates in the interview process. Finally,
for attrition, the business will apply lean methodologies to dig deeper into understanding
gaps in the existing talent pipeline. Although GE Gas Power is in the early days of this effort,
the data-based, questioning lens of lean has provided transparent paths forward.

5 8 G E S U S TAI N AB I LI T Y R EP ORT

Vicki Lunsford helps build the heart of the first-ever
7HA.03 Gas Turbine, the rotor, for Florida Power & Light.

M EE T SO ME O F O UR G E CO L L E AGU E S WH O ARE RI SI N G TO T HE C HA LLEN G E O F
BUILDI NG A WO RL D TH AT WO RK S F O R E VE RYO NE

Please click “learn more” below to hear more about our colleagues’ unique stories.

Lauren Duncan
Customer Technical Program
Leader, GE Aviation

Andrea Henriquez
Sales Manager, GE Healthcare

Jamie Pierce
Executive Project Management,
GE Renewable Energy

Donovan Buckley
Senior Engineer, GE Research

Learn more 

Learn more 

Learn more 

Learn more Angie Norman
Executive Lean Leader,
GE Corporate

Jonathan Metz
Lead Finance Systems Analyst,
GE Hitachi Nuclear

Russell Stokes
President & CEO,GE Aviation Services

Jayesh Shanbhag
Regional General Manager,
GE Aviation

Learn more 

Learn more 

Learn more 

Learn more Ernestine Mboua Mben, LM Wind
Power, a GE Renewable Energy
business, Gaspé, Canada

GE R ENE WA BLE ENERG Y:
IM P ROVING THE HIRING R ATE O F
BL ACK A ND A FRIC A N AM E RIC ANTALENT

To improve recruitment and hiring rateof Black and African American talent in
the United States, GE Renewable Energy
immersed themselves in a kaizen eventfor two weeks, assembling a team of
12 people—including current Black andAfrican American employees, hiring
managers, and employees from Human

Resources—to identify and implement
necessary changes. The team createda value stream map, which was used
to increase the visibility to different
flows, including information, people, andequipment, to help uncover waste andinefficiencies. By visualizing all the steps
currently followed during the external
recruiting and hiring process, the team
identified eight opportunities for further
kaizen that impact hiring, such as a lackof diverse candidates, a lack of recruiting
strategies specific to Black and African

Americans, and a low ratio of diverse
interviewers. The team prioritizedopportunities and turned them into actionplans that included creating standard
pipelining and recruiting strategies for
future open roles, and training people
leaders on strategies to attract morediverse candidates. These kaizen
opportunities will be implemented overthe course of the year to change the way
we recruit and hire.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 5 9

OUR COMM I T M E NT S

GE respects
our people,
our planet, andour communities
As a global company with reach across 170 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 linewith our sustainability efforts toward continuous improvement for purposeful outcomes, wehave prioritized the following commitments:• Protect the safety of our people and those who do work on our behalf• Be responsible stewards of the environment— innovate technology to address climate change and reduce the environmental footprintof our own operations and those of our customers— maintain a strong EHS and environmental compliance program— invest in returning contaminated properties to protective reuse for communities• Respect the human rights of our own workforce and all of those in our value chain• Respect employee’s rights to freedom of association• Hold suppliers accountable for an ethical supply chain• Transform our communities through healthcare and humanitarian support and shape thediverse workforce of tomorrow by leveraging the power of GE through the GE Foundation
Our commitments start on the shop floor and grow to encompass commitments that reach
into our communities and across the planet. And with every decision, we seek to lead withintegrity in all that we do.
6 0 G E S U S TAI N AB I LI T Y R EP ORT

Safety
At GE, we put safety firstProtecting our people and those doing
work on our behalf across the globe isamong GE’s top priorities. Visit our website
here to learn more.
GE has experienced continued
improvement in our overall injury andillness (I&I) rate over the past decade.
However, one injury is too many. We
believe the record of fatalities andsignificant injuries over the last several
years is unacceptable. The most serious
issues often involve our project andservices operations with contract workers
or others doing work on our behalf. As
detailed below, we are focusing heightened
attention on addressing safety at projectand service operations, both for employees
and contractors.
OP ER ATIO NA L IZING SAF E T Y AT
T H E LE A DERSHIP L E VE L

Reflecting the priority GE places on safety
discussed above, and the recognitionof the need to improve performance inhigher risk project and safety operations,leadership took additional steps in2020 to further optimize our programand drive improvement in these areas:
resource prioritization, leadership focus,
and company-wide attention on theimportance of safety. GE views safety
as a core operational issue that must be
driven from the top by GE’s operational
leaders, starting with business CEO-level

G E R E N E WA B LE E N ER G Y V I SION
SA F E P R O G R A M

accountability for each business’ safety
program. To help facilitate the successof a top-driven, operationally-focusedsafety program, in 2020 GE announced
a Corporate Safety Leader reporting
directly to the CEO to complement ourEHS leadership across the Company. The
role of the Corporate Safety Leader is tointegrate safety more strongly into the GE
operational and leadership mindset as a
top priority.

GE Renewable Energy launched its
Vision Safe program in 2019, following
a journey of listening to employees andcontracting partners, and visiting sites.
The program is a fundamental change inthe way we operate, helping to benefit
our safety performance and ability
to bring GE teams and contracting
partners home safely. The programis based on three key principles: One
Team, working together; One Goal,
zero harm; One Standard, world class.
Vision Safe is built on four key pillars:Plan-Do-Review to help ensure jobs
are completed safely every day; Safety
by Design to ensure human factors
are embedded into design processes;
Training to provide leaders andmanagers with key competencies andtools; and Leadership in Action to holdour entire leadership team accountable.
Vision Safe is currently being deployedglobally. Using lean kaizen tools, morethan 5,000 EHS Gemba Walks havebeen held globally to improve processes.

In 2021, the Corporate Safety Leader
launched a Safety Promotion Office(SPO). The SPO is modeled on our Kaizen
Promotion Office to augment our safety
program, leveraging lean as a critical tool
to prevent injuries and events and drive
safety as a core operational attributefor the businesses. This new structure
is intended to complement our rigorous
EHS program by driving operational
accountability and a strong safety culture
globally, and ensuring learnings andimprovements are implemented acrossthe enterprise. Additionally, for our 2021
annual bonus program, we have added abonus modifier for safety—in addition tofinancial metrics—to reflect our companywide prioritization of improvement relative
to health and safety in the workplace.

Wind farm, Oregon, U.S.A.

SAF E T Y

2018

2019

2020

0.55

0.60

0.51

0.24

0.28

0.26

Fatalities - Employees

2

3

3

Fatalities - Contractor Workers

6

2

4

Injury & Illness Total Recordable Rate
Days Away From Work Incident Rate2

1

Due to the changing nature of GE’s
enterprise business structure, figures
are periodically updated to reflectchanges in scope. For instance,
acquired businesses may not havealigned data for the same time periods.

1

Number of OSHA recordable injury and illness cases per risk population YTD, based on 100 employees working 200,000 hours annually. Baker Hughes included in 2018.

2

Uses OSHA calculation for days-away-from-work cases (transfer or restricted cases are excluded), based on 100 employees working 200,000 hours annually.
Baker Hughes included in 2018.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 6 1

Safety risks in focus at project sites
We extend our safety expectations to allplaces where we work, including at ourown operations, customer sites, in thefield, and at our project installation andconstruction sites. Although our safety
expectations do not change, managing risk
at various operations sites is inherently
different. For example, our business model
evolved with the acquisition of Alstom,and the incorporation of its power andgrid businesses. This acquisition addeddelivery Engineering, Procurement, andConstruction, or EPC, and extended
scope projects, with GE responsible forconsortium projects and, sometimes, thecoordination of EHS and safety with ourcontractors. These types of operations
and projects have a wide variability ofwork environment, hazards, and controls
in place, and we began experiencing
contract worker events, primarily inthis projects space. Evaluation of these
events showed an opportunity to identify
high risk contract workers and projects,
as well as to operationalize a standard
pre‑qualification common and process.
Recognizing this new risk profile, we
implemented a set of standards forcontractor prequalification, as well as asystem to manage the process globally.
We review training and competency
expectations, programmatic elements
for high-risk operations such as working
at heights, electrical work, and executing
lifts, as well as performance metrics. Using
these standards, we are able to assess
capabilities and help drive safe execution
in alignment with our expectations.
When we find defects in programs orcompetency, we may partner to help
provide risk mitigation plans or basic
competency in certain areas.

SAM PLE O F GE’S LIFE SAVING PRINCI PL E S PO S TE RS , AVA I L A B LE I N S E V E R A L L A N GUAG E SGE LIFE SAVING PRINCIPLESLIFTINGOPERATIONSGE LIFE SAVING PRINCIPLES

Follow the Lift Plan, and stay clear of suspended loads

CONFINEDSPACE

Hook on where there is a risk of falling

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

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

2

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

3

Don’t use any damaged lifting
equipment or accessories

STOP WORK

You are the last line of defense.

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

3

Do make sure it is attached toa suitable anchor point

DON’T
1

DON’T
1

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

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

STOP WORK

You are the last line of defense.

STOP WORK

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。

6 2 G E S U S TAI N AB I LI T Y R EP ORT

At the same time, we also reinvigorated
our contract worker incident recording
process. Ensuring we are recording
and learning from both employee
and contractor events, as well as
putting mitigations in place to prevent
them from recurring, is part of ouroverall commitment to a safe working
environment for all.
We also developed and launched GE’s
Life Saving Principles (LSPs), a series of
13 orienting values that illustrate criticalsteps to stay safe in certain hazardous
situations. These steps are never to be
circumvented; and if the party doing
the work cannot do the work safely—orquestions their capability to do so—theymust STOP WORK until they can mitigate
the risk.
These LSP documents, represented
visually and in many languages, are widely
available, posted at our operations, andare used to orient our contractors andpartners, specifically at our project sites, toGE’s most fundamental expectations. We
share them freely with our stakeholders.

Although GE’s safety program is acommercial differentiator, we don’t believe
safety is proprietary. The benefit to allis greatest when we share our learnings
and elements of our program to prevent
injuries or events.
This shift in our risk profile required us to
identify standard work practices acrossvariable operations. We leveraged ourlearning and the improvement in injury
and significant events we realized in ourown fixed facilities from applying similar
standard work practices. Starting in
2018, we developed and implemented
standard work protocols for theseproject operations, including training
and competency, contractual terms
and conditions, and self-assessment
expectations. This lean approach to EHS
and safety, including using robust root
cause analyses and implementing thebest defenses available, is critical to GE’s
continued improvement. We continue torefine our programs in partnership withthe businesses, subject matter experts,
the Safety Promotion Office, and seniorleaders across the Company.

“ WALK THE C A RT:” FOCU S O N
SAF E T Y AT GE AVIATION

To focus site awareness on hand safety,
the GE Aviation Caledonian site in the U.K.
relies on a mobile display cart to increaseawareness of potential risks and discussproactive risk reduction solutions. With
its “Walk the Cart” campaign GE Aviationencourages safety at work and at home. The
Company provided each employee a pair ofgardening gloves and a Handy Home Safety
leaflet to continue to prompt hand safety
awareness at home.
As a result of this campaign’s all-employee
effort, over the past 17 years, we have seen
a 96 percent reduction in hand-related
injuries. The Caledonian site has beenrecognized as a Global Star site and is one of
GE Aviation’s leading facilities in employee
safety performance.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 6 3

HOW WE WO RK FO R SAF E T Y AND TH E E NVIRO NM E N T: O UR EHS P R O G R A M

The implementation of these expectations
is carried out by a robust network ofprofessionals supporting our sites,
services, and projects across the globe.
Compliance is monitored by these teamsof EHS professionals and through a robust
reporting and metrics structure.

Yanmang Zhang, GE Healthcare, Beijing, China

At GE, we are committed to Environment,
Health, and Safety (EHS) excellence
to protect people, our communities,
and the environment. We manage
our environmental performance andcompliance by holding to the same highstandards globally, often in places where
the expectations we set and enforce
exceed local regulations.
Our strong EHS program comes froma robust network of systems andprofessionals supporting our sites,
services, and projects across the globe.
GE’s EHS program is built on a spiritof transparency, data, and continuous
improvement. Our EHS principles include:• Complying with EHS laws and
GE standards;• Managing and reducing risk;• Reducing our environmental footprint;• Monitoring and evaluating
performance; and• Driving operational accountability.
We maintain a Global EHS Policy andan 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 Core Requirement andTechnical Standard documents that cover
specific safety risk areas such as Workat Height, Confined Space, and Electrical
Safety and environmental risk areas
such as air emissions, spill and releasemanagement, prevention, and response,
and waste and water management.

6 4 G E S U S TAI N AB I LI T Y R EP ORT

Our employees complete more than
1 million EHS courses annually covering
regulatory and non-regulatory topics andtranslated into appropriate languages.
The courses are designed and maintained
centrally by a team who ensure 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 ourbusinesses globally using an enterprisewide system of record for the majorityof our EHS data, allowing for robust
analysis and trending to be done in orderto learn and improve. We track industry
standard key performance indicators(KPIs), such as injuries, illnesses, significant
environmental events, training completion,and regulatory findings and closure.
Framework 2.0, a key element of our EHS
management system, measures individual
operations against a series of selfassessment questions on environment,
health, and safety topics. In theEnvironmental Defenses element of our
Framework, organizations are evaluatedon air emission sources, air pollution
control equipment, water sources anddischarges, wastewater treatment
equipment and operating conditions, andhazardous and industrial waste collection,
management, and shipping practices.

GE drives an open-reporting culture acrosscompliance and controllership functions,
including EHS, in order for issues to beelevated and addressed. Our EHS data ispublished internally no less than quarterly
and is available real-time through a systemof dashboards maintained at the company
and business levels. This proactive use of
performance KPIs and data underscores
GE’s commitment to transparency
and continuous improvement. EHS
performance is reviewed by senior leadersacross the company, by our CEO in strategy
sessions, and by the Board of Directors
through the Governance and Public Affairs(GPAC) 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 and performance of theoperation. We also report our performanceon key metrics such as spills and releases,
air exceedances, and wastewater
exceedances to our public stakeholders on
our ESG website no less than annually. Ourcommitment to continuous improvement
and risk reduction drives us to analyze EHS
events to identify corrective actions and toprevent recurrence.

Erustus Nzomo, GE Renewable Energy, Kenya

Environment
Our environmental program
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 and confirm compliancewith 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, governanceaudits are conducted at a frequency
determined by the risk and performance ofeach 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 thesite, business, and company level for the
purpose of monitoring performance andensuring compliance.

Reporting and escalation is 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
KPIs (key performance indicators)
include Framework scores, regulatory
finding closure rate, regulatory training
completion, severe environmental events,
notices of non-compliance, penalties paid,
and spills and releases.

Hydro power stations, Linthal, Switzerland

ENV IR ONMENT

2018

2019

2020

ISO 14001 sites

185

107

97

Global Penalties Paid (in $ thousands)

65

25

25

Spills & Releases (Count)1

41

36

47

1

1

9

25

17

11

Air Exceedances (Count)1
Wastewater Exceedance (Count)
1

1

97
ISO 14001
Due to the changing nature of GE’s
enterprise business structure figures are
periodically updated to reflect changes inscope. For instance, acquired businesses
may not have aligned data for the sametime periods.

Spills & Releases, Air Exceedances, and Wastewater Exceedances data includes Baker Hughes in 2018.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 6 5

Climate change
As described above, GE is committed todelivering innovation and technology toaddress the energy transition and climatechange globally. This includes taking strong
actions internally and leading by example.
In order to monitor its own environmental
footprint, GE maintains a greenhousegas (GHG) and water inventory database,which is integrated with GE’s GHG andenergy inventory processes.
Through 2019, GE has reduced GHG
emissions from our operations by 21 percent
from our adjusted 2011 baseline. With theseresults, we surpassed our 20 percent by
2020 GHG reduction goal. Our emissions
have decreased due to better control of key
gases in manufacturing; energy efficiency
projects; business changes, such as
acquisitions and divestitures; and changes inoverall grid emission factors.
To learn more about our Greenhouse Gas
Inventory and Energy Inventory Process,click here.

Wind-solar hybrid project in Minnesota, U.S.A.

C LIM ATE CHA NGE A ND E NE RG Y

BASELINE1

2018

2019

2020

2.3

2.80

2.39

2.07

Scope 1 Emissions (million metric tons of CO2 equivalent)

1.29

1.00

0.92

Scope 2 Emissions (million metric tons of CO2 equivalent) (market based)

1.51

1.39

1.16

30.1

25.7

23.2

179

164

138

3,690,000

3,420,000

3,030,000

44,54131,80053,000GE Operational GHG Emissions (million metric tons of CO2 equivalent)(market based)

GE Operational Energy Use (million MMBtu)
Direct SF6 Emissions (thousand metric tons CO2 equivalent)
Total Electricity (MWh)Renewable Energy Used (MWh)1

24.9

For GHG and energy metrics, GE adjusts its 2019 baseline inventory to account for divestments and acquisitions. Interim years are not adjusted.

The GE Greenhouse Gas (GHG) Inventory follows the World Resources Institute/ World Business Council for Sustainable Development (WRI/WBCSD) Greenhouse Gas
Protocol: A Corporate Accounting and Reporting Standard, Revised Edition (the “Protocol”). GE utilizes the Protocol for all definitions, assumptions, and calculations for
Scope 1 and 2 GHG emissions and energy consumption discussed in this document unless explicitly stated otherwise.

6 6 G E S U S TAI N AB I LI T Y R EP ORT

2 0 2 0 CL IMATE CHA NGEC OM M ITMENT S

In 2020, GE committed to a carbon
neutrality pledge by 2030 for GE’s Scope 1
and Scope 2 emissions. Given the industrial
nature of GE’s businesses and its global
supply chain, this is a strong commitment inleading by example. While we are focusedon driving absolute reductions to achievecarbon neutrality, where necessary, we
will balance remaining emissions withcarbon offsets. We anticipate that the
majority of our progress toward meetingour 2030 goal will be achieved throughabsolute reductions of direct emissions andenergy use achieved through operational
investments, smart power sourcing, andelimination of waste. Our employees
are using lean to hold site-specificsustainability assessments, identify energy
reduction opportunities, and calculate andtrack costs and paybacks. GE maintains
a global database used to track our GHG
emissions, energy, and water usage. This is
the foundation for our reporting.

For the decade ahead, GE is targetingthe majority of its progress toward the2030 goal with absolute reductionsof direct emissions and energy use
achieved through:O P E R AT I O N A L I N V E S T MEN T S

ELI MI N AT I N G EN ER G Y WA S T E

S MA RT P OW E R S O UR C I N G

For more details on our incorporation of lean into our sustainability efforts, please refer to page 45-46.

EN V I R O N MEN TA L “ T R EA S U R E
HUN T S ” AT G E AV I AT I O N

C EN T ER FO R DEC A RBO NIZ ATIO N

In 2021, as part of its efforts to aligntechnology and innovation to addressing
climate change, GE created the Center
for Decarbonization, a new cross-GE
organization with a mission to serve
the broader and connected GE interests
addressing the future of energy. One of
the initial challenges our businesses andcustomers can face is in developing a clear,data-backed understanding of the complex
elements of the energy transition, suchas technical feasibility, future cost curves,and the interdependency of various energy
solutions. An initial goal of the Center is todevelop and share common model outputs
that facilitate comparative and integrated
views drawn from a highly-vetted andobjective data set. This output will serve as
foundational for the entire company to use
for strategic planning activities. The Center
also drives common ‘Voice of Customer’
engagements to identify “problems worth
solving” and generate core strategic
questions for further strategy development.

G E H E ALTH C A R E E LE C T R I C V E HI C LE
INI TI ATIVE

As part of its commitment to increasing
the use of renewable energy, reducing
greenhouse gas emissions, and improving
energy efficiency, GE Healthcare istransitioning its fleet of over 10,000 carsand vans in North America and Europe
to electric vehicles. We consider it
important to lead by example as partof our longstanding commitment toenvironmental stewardship, human rights,
and a culture of integrity and compliance.

GE Aviation transformed the pandemicinduced downturn in the global
commercial aviation industry into an
opportunity to use lean at its facilities
worldwide to identify energy savings
opportunities. When some of GE
Aviation’s facilities temporarily ceased
operations and went into idle mode, GE
Aviation leveraged the opportunity to
execute Environmental Treasure Hunts
to find waste from sources like HVAC,
lighting, compressed air, and water usage.
These Treasure Hunts also identified
opportunities for operational investment
and process improvements which would
optimize energy and water use.
A total of 135 energy, water, and natural
gas-savings projects were identified; 97of them were implemented in 2020, andthe balance are planned for 2021. These
events resulted in 65 million kilowatt
hours reduced in 2020—lowering utility
costs while saving approximately 45,000
tons of Scope 1 and 2 CO2 emissions.
In 2021, GE Aviation continues employing
Treasure Hunts in our operations andembedding them into the way we work.
Events were already underway in thefirst quarter of 2021 and will continue
throughout the year. The learnings fromthese events are shared and will help
us optimize energy savings across ourentire portfolio.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 6 7

ENGAGING GLO BA LLY TO M OVE F O RWARD O N CL IM AT E MI T I G AT I O N
AN D RE SIL IENCE

We see 2021 as a historic year in making progress in the global efforts to address climatechange. GE is proud to play its part in supporting and being an active participant in
the solutions.
At the April 2021 Leaders Summit on Climate convened by the United States, 40 world
leaders began to set the stage for global action leading up to the 26th Conference of theParties meeting in November 2021 (COP26). The United States announced its “Nationally
Determined Contribution” to the Paris Agreement: a 50–52 percent reduction in emissions
by 2030 compared to 2005. Canada, the U.K., and Japan also announced more aggressive
emission reduction targets, while other nations signaled an intent do so later this year
through COP26.
We applaud these stronger reduction targets. Prior to the Summit, we joined 300+
companies in signing two letters to the incoming Biden Administration indicating our
support for setting a U.S. federal climate target to reduce emissions. Alongside Apple,
Google, Nike, Walmart, and other multinational companies, we joined the internationalcall for partnering and investing in innovation to deploy renewables aggressively, makepower and grid infrastructure more resilient, and invest in breakthrough technologies likeadvanced nuclear, hydrogen, and carbon capture.

Learn more 

But beyond just attaching our name to letters, we have been sharing specifics on how torealize aggressive climate goals for the energy sector. In April 2021, CEO Larry Culp joined
Sen. Joe Manchin (D-W.Va.) and Southern Company chairman, president, and CEO Thomas
Fanning at an Axios event we hosted to discuss energy politics and policy. On April 21,
2021, Culp joined Secretary of Energy Jennifer Granholm to discuss the importance of grid
resilience in realizing climate change goals. On April 23, 2021, GE Renewable Energy Chief
Technology Officer (CTO) Danielle Merfeld spoke at a separate White House session focusedon innovation with President Biden and Climate Envoy John Kerry. We shared our global
decarbonization ideas and specifics with thousands of business leaders, government
officials, investors, and environmentalists through the week-long discussions. And we
capped off the Summit with the GE Foundation announcing a commitment of up to$100 million to increase the diversity of young people in engineering.
GE intends to be an active participant offering constructive input to the leaders charged
with translating ambitious climate targets into laws, regulations, and policies. In addition
to providing our energy transition and decarbonization expertise, we will focus on bothinternational and domestic climate finance to enable all countries to succeed in theirgoals, the development of a U.S. clean energy standard and carbon policy, investments
in grid modernization, breakthrough technologies such as carbon capture, hydrogen, andadvanced nuclear, and opportunities for the aviation sector to innovate decarbonization
solutions. See our energy transition discussion starting on page 20 above for more details.

Learn more 

GE Leaders engaging at the White House andbeyond during Climate Week
Top left to right: Jim VandeHei, Axios;
Larry Culp, GE;
Danielle Merfeld, GE Renewable Energy
Chief Technology Officer
Bottom left to right: William “Mo” Cowan, GE
President, Global Government Affairs and Policy;
Roger Martella, GE Chief Sustainability Officer

6 8 G E S U S TAI N AB I LI T Y R EP ORT

GE’ S AMBITIO N TO BE A NE T ZE RO CO M PANY

GE’s purpose is rising to the challengeof building a world that works, and GE
is uniquely positioned to help address
the urgent challenge of climate change.
In addition to our key contribution of
innovating technologies and solutions
to continue driving the global energy
transition, we are taking a numberof complementary actions such as
the planned exit from the new-build
coal power business and providing an
influential voice globally for ambitious
greenhouse gas emission reduction
targets aligned with the goals of the Paris
Agreement. We have also worked formany years to reduce GE’s emissions:through 2019, GE reduced greenhousegas emissions from our operations by
21 percent compared to our adjusted 2011baseline, surpassing our prior “20 percent
by 2020” greenhouse gas reduction goal.
In 2020, we set a new goal of carbon
neutrality by 2030 for GE’s operations(Scope 1 and 2 emissions). Our progress
toward that new goal will generate ameaningful reduction in emissions, although
we recognize other types of emission
reductions are needed over time across thebroader value chains in our industries tomeet the Paris Agreement’s goals.
To that end, we are setting a further
ambition for GE to be a net zero company
by 2050—including not just GE’s operations,but also the Scope 3 emissions from theuse of our products. Within the categoryof Scope 3 emissions, we are focusing
on reducing emissions from the use ofsold products as the most impactful andrelevant component given the natureof our business. Many of our customers
operate in carbon intensive industries
that are at the center of the energy
transition, and partnering with them tohelp reduce emissions with our technology
will play an important role in the broader
decarbonization of the economy.
As a technology provider to the power andaviation sectors globally, we are particularly
aware of the engineering challenges still tobe solved to make the ambition of net zeroa reality, and that many of the solutions
will need to be developed in collaboration
with policymakers and other companies.
However, we believe those challenges
are also key strategic opportunities forsolutions and ongoing innovation that
GE can provide. As described elsewherein our Sustainability Report (see pages
20–26 and 31–36), we are providing
solutions today that help our customers

achieve their climate goals and meet theworld’s needs for reliable, affordable, andsustainable power and safe, efficient flight,
while continuing to invest in breakthroughtechnologies for the future. As ourindustries continue to move toward a net
zero future, we believe GE will continue
to play an important role in developing
innovative technology solutions to enable
that transition.
With net zero as our 2050 ambition,
we also recognize the importance ofmeasurement and target setting to drive
progress in reducing emissions over ashorter time horizon as well. GE’s productportfolio ranges from conventional power
generation equipment to renewableenergy, grid, digital, and other technologies
that will help drive decarbonization notjust for our customers but for consumersof electricity much more broadly. GE’s
contribution to the energy transition
over time should be seen not just in
absolute emission reductions but also
in the growth of zero carbon energy andavoided emissions that many GE products
enable. The exercise of developing specific,
credible, and well-founded greenhousegas emission reduction metrics and goals
that include emissions from sold products
outside of GE’s operations also depends
on the range of potential pathways for
decarbonization, the speed of researchand innovation efforts, the timelines for
deployment of technologies, the impact ofgovernment policies, and other factors that
could significantly affect GE’s approach in
the decades ahead or are not yet known.
Increasingly sophisticated modeling,such as in the recent “Net Zero by 2050”
report from the International Energy
Agency (IEA), is starting to provide moreinsight into what the potential pathways
to net zero may look like. As we continue
to study these pathways using both
our internal and external modeling andscenarios, we plan to continue developing
and to communicate details about more
specific, nearer term GE greenhouse gas
reduction metrics and targets that include
Scope 3 emissions.
Already some broad contours of thepathways for our businesses to reachnet zero by 2050 are clear. For example,
there is broad consensus that in the nearterm the power generation mix globallyneeds to rapidly shift away from coal,and our business strategy is alignedwith that anticipated trend. Relative
to the total emissions associated withproducts that GE sells, the planned exitfrom the new-build coal power market
that we announced in 2020 will resultin a significant reduction in our Scope 3
emissions over the near term. Over thenear and medium term, the onshore
and offshore wind power, grid, andother solutions that GE’s Renewable
Energy business provides will continue
to support the growth of renewablesbased generation. Renewables growth
avoids new emissions and will further
decrease the emissions intensity from
customers’ use of GE products across
our power businesses. We anticipate
that the significant growth in renewableenergy-based generation will also becomplemented by strategic deploymentof gas power both to reduce emissions
and to become a force multiplier forbuilding renewable energy infrastructure.
Meanwhile, GE Aviation has alreadycommitted along with our commercial
airframer and airline customers andpartners to the industry’s goals targetingcarbon neutral growth in aviation from2020 and achieving a reduction in net
CO2 emissions of 50 percent by 2050.
Furthermore, GE Aviation supports
initiatives in our industry to achieve net
zero carbon emissions by 2050, and inthat context we will continue providing
technological leadership in transitioning
to hybrid flight and expanding the useof sustainable aviation fuels in our next
generation engines.
Over the long term, to achieve the levelsof decarbonization that the industries
we serve will need to align with the goalsof the Paris Agreement, we anticipate
that additional breakthroughs andadvances will be needed to develop
deep decarbonization solutions that are
widely available, scalable, and affordable.
These include solutions such as the useof hydrogen, carbon capture, and small
modular nuclear reactors for power
generation; electric flight and hydrogenbased commercial aviation; direct air
capture; and other technologies. The paceand adoption for these types of solutionsin the more distant future are considerably
more difficult to meaningfully estimate
today. But as a company that has led
innovation in our industries for more thana century, GE will continue to partnerwith our customers to drive meaningfulprogress on the energy transition and tobuild a world that works sustainably.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 6 9

Water
In 2020, GE met its goals to reduce water
use by 20 percent — and, in particular,
reduced freshwater use by approximately
21 percent — compared to 2011. Water
usage captured includes potable, process,and sanitary water, as well as once-

through cooling water from freshwater
sources. To track GE’s water usage, GE
facilities use a robust, global database to
manage our reporting, including quantities
of water withdrawn from each of thefollowing source categories:• Public/commercial• Fresh surface water

WAT ERBA SELI NE 1

201 8

2019

2020

6.52

6.54

4.93

5.12

2.27

1.64

1.85

Total Freshwater Use(Billions of Gallons)Once-Through Cooling Water(Billions of Gallons)• Rainwater• Brackish surface water or seawater• On-site groundwater well

To learn more about our Water Inventory
Methodology, click here.

1 For water metrics, each year GE adjusts its 2011 baseline inventory to account for divestments andacquisitions. Interim years are not adjusted.

Product stewardship
GE’s businesses are constantly innovating
to enhance efficiency and reduce theCompany’s environmental impact while
Building a World that Works, either
through their own work or, in many cases,by partnering with other organizations.
We consider the environmental impactof our processes and products fromdesign to operationalization, leveraging
our lean principles to drive efficiency andeliminate waste. Across our businesses
and around the world, we’re using lean
to make real improvements in safety,
quality, delivery, and cost. For example,
in 2018, a GE Aviation plant in Batesville,
Mississippi, was losing up to 15 percent
of its output due to production defects.
Using lean tools, the plant has been able
to reduce losses by more than 60 percent
so far, saving millions of dollars’ worth ofwaste. And it extends to our customers as
well; our GE Digital team creates software
for manufacturers to map and eliminate
waste in their own processes.
7 0 G E S U S TAI N AB I LI T Y R EP ORT

Responsible product stewardship—with a relentless focus on
eliminating waste—is woven into GE’s culture and strategy.

LM Wind Power, a GE Renewable Energy business, Cherbourg, France

R EC YCL ING BL A DE S: CRE ATING A CI RCU L AR E CO NOMY F O R C O MP O S I T E MAT ER I A L S

In December 2020, GE Renewable Energy
announced it signed a multi-year agreementwith Veolia North America (VNA) to recycle
blades removed from its U.S.-based onshore
turbines during upgrades and repowering
efforts. Wind turbine blades may bereplaced through turbine improvement,
or “repowering” efforts, when specificelements of the turbine are upgradedto improve the efficiency and lifespan of
the turbine without replacing the entire
machine. Longer, lighter blades help theturbine to generate more energy every year,
providing even more renewable energy to
end customers.
The first agreement of its kind in the U.S.
wind industry, the partnership with VNA
will allow GE to recycle the majority of
blades that are replaced during repowering
efforts—a recycling solution that can be
deployed quickly and at scale to maximize
benefits to not only the wind industry
but also to the aerospace, maritime,
automotive, and construction industries in
the future.
What’s more, recycling decommissioned
wind turbine blades into cement
production will aid the cement industry
in its efforts to decarbonize. As a part of
the agreement, blades that have been
removed from turbines will be shredded at
VNA’s processing facility in Missouri andthen used as a replacement for coal, sand,and clay at cement manufacturing facilities
across the U.S. On average, nearly 90
percent of the blade material, by weight,
will be reused as a repurposed engineeredmaterial for cement production. More than
65 percent of the blade weight replaces
raw materials that would otherwise be
added to the kiln to create the cement,
and about 28 percent of the blade weightprovides energy for the chemical reactionthat takes place in the kiln. VNA has a
successful history of supplying repurposedengineered materials to the cement
industry. Similar recycling processes in
Europe have been proven to be effective at
a commercial scale.
An environmental impact analysis conductedby Quantis U.S. found that, compared
to traditional cement manufacturing,

blade recycling enables a 27 percent net
reduction in CO₂ emissions from cement
production and a 13 percent net reduced
water consumption. In addition, a single
wind turbine blade that weighs 7 U.S. tons
recycled through this process enables the
cement kiln to avoid consuming nearly
5 tons of coal, 2.7 tons of silica, 1.9 tons oflimestone, and nearly a ton of additional
mineral-based raw materials. Largely due
to the avoided coal consumption, this typeof blade recycling also has a net-positiveenvironmental impact in the categories
of human health, ecosystem quality, andresource consumption. The resulting
cement has the same properties andperformance as cement manufactured using
traditional means, meeting all applicable
ASTM standards.

GE AN D HITACHI A BB POWE R G RID S SI G N L AND M AR K AG R EEMEN T TO R ED UC E
ENV IR ONMENTA L IMPAC T IN TH E E L E C TRI C AL TR AN S MI S S I O N I N D US T RY

On Earth Day 2021 (April 21), GE
Renewable Energy’s Grid Solutions
business and Hitachi ABB Power Grids
Ltd. announced a non-exclusive, crosslicensing agreement related to the use ofan alternative gas to sulfur hexafluoride(SF6) used in high voltage equipment.
Under this landmark agreement, bothcompanies will share complementary
intellectual property, paving the way for astandard SF6-free solution for high-voltage
equipment and enabling utilities andindustries to accelerate their reduction ofgreenhouse gas emissions.
For almost half a century, SF6 gas has
been the norm in the electrical powertransmission and distribution industry due
to its unique physical properties. A powerfulgreenhouse gas if leaked, however, SF6

In 2015, GE pioneered a fluoronitrile-basedgas, which we named g³, and subsequently
developed a broad SF6-free productrange for eco-efficient insulation andswitching gas in high-voltage equipment.
A recent EU Commission report concluded
that fluorinitrile-based gas mixtures
may be the only insulating and switchinggas alternative to SF6 when space isa constraint.

contributes to climate change. For thisreason, GE and Hitachi ABB Power Grids
have been investing in the development ofbetter alternatives to SF6.

The two companies will keep the productdevelopment, manufacturing, sales,
marketing, and service activities of theirgas solutions fully independent. Eachcompany will continue to independently
grant and set terms of licenses to its
respective intellectual property, hence
preserving supplier base diversity for theindustry and fair competition.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 7 1

M ANAGING SUPPLY O F GO L D SE AL
PR ODUC T S DURING C OVID -19

The COVID-19 pandemic greatly disrupted
the global refurbished medical equipment
market in 2020, and companies like GE
Healthcare were challenged to secureused assets while demand spiked for new
and refurbished equipment. GE used its
problem-solving capabilities to navigate
these constraints.

NEW
PRODUCT
PURCHASE
OR LEASE

GOLDSEAL PROGRAM:
LEASE RETURN PRODUCTOR BUYBACK• Comprehensively refurbished and/or
remanufactured• Updated with new software• Recertified following all FDA requirements• Equipment backed with 1 year,same-as-new equipment warranty“In a circular economy, we
look at how we can makethe right commercial andenvironmental plays to gain
more value from the supply
chain. On the environmentalside, this means keeping
waste out of landfills, savingenergy on the creation of new
products, saving money
on raw material costs,
and more.”

RECLAIM FOR PARTS
AND MATERIALS

Identify parts for refurbishing
and/or repurpose

EN D OF LI FES IVA BA L A KRISHNA N

About 94 percent to 96 percent of most systems are recycled,
substantially reducing the volume of waste en route to landfills

GE Healthcare, Goldseal General Manager

GE HEA LTHC A RE PRO DU C T S TE WARD SH I P CO M M ITMEN T:• For more than 20 years, GE Healthcare’s GoldSeal program has played a vital role in reducing medical imaging equipment waste bypromoting and enabling the reuse of equipment and parts from de-installed imaging systems. After undergoing an extensive inspection
and testing process, GoldSeal equipment is refurbished to meet the original system specifications. Buyers of GoldSeal MRI, CT, or
PET/CT products can save on the acquisition costs associated with buying new equipment. Machines deemed unsuitable for GoldSeal
refurbishment are dismantled at end of life, and after successfully passing acceptance testing criteria, specific parts are harvested forreuse. Where harvesting is not appropriate, GE Healthcare recycles about 94 percent to 96 percent of most systems. In a typical year,
GoldSeal refurbishes approximately 8,000 pieces of imaging machines and ultrasounds.
• Customers can reset the life of their
existing scanner with new applications
and the latest generation hardware
with our SIGNA™ Lift program. We
also have certain scanner designs
that allow customers to upgrade
their systems without having to do acomplete system swap. This prolongs
the useful life of the product andreduces waste for our customers.
And we use a packaging system4 forour contrast media pharmaceuticalproducts that is 100 percent recyclable,with a 59 percent lower (total life
cycle) environmental impact thanglass alternatives.

4 PlusPak, polypropylene packaging
7 2 G E S U S TAI N AB I LI T Y R EP ORT• Our Pharmaceutical Diagnostics
business, which develops and supplies
imaging agents used to support around
100 million procedures per year globally,equivalent to three patients every
second, has a contrast media return
program in a number of markets. To
reduce the volume of pharmaceuticals
requiring disposal, GE Healthcare takes
back unopened iodine-based contrast
media from customers or its supply
chain, with active pharmaceuticalingredients then recovered and/or
recycled. In addition, GE Healthcare
has implemented an expanding service
which allows customers to return any
opened but leftover iodine contrast
media product back to GE for recycling
and re-use.

• We also have numerous smaller projects
around the world. For example, in
China, our teams have worked to savehelium usage during MR transportation,
reducing the helium leakage rate from66 percent to 33 percent saving almost
15,000 tons of helium and reducing
the energy consumption for helium
production and refilling. In Bangalore,
packing boxes were modified andreused as covers for kitting trolleys
before they are recycled by the vendor,
saving more than 5500 kilograms inmaterials annually. In Southern China,changes including using a customer
warehouse and shipping equipment
and waste packaging on the same truck
have led to reductions of 50 percent incarbon emissions.

Environmental justice
GE’s implements its commitment toenvironmental justice in several ways.
First, we are committed to ensuring that
all communities where we operate realize
the strongest environmental protection
from our activities.
Second, we strongly believe that access toaffordable, reliable, sustainable electricity
is critical to reducing poverty and hunger,
and promoting access to education andhealthcare for all people. As describedon page 20 above, we are passionate
about succeeding in the energy 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’s SDGs,
which we believe are the blueprint toachieving a better and more sustainable
future for all (see pages 6–9).
Third, GE supports policies to cleanup
and redevelop idle contaminatedproperties into new hubs of economic
growth and job creation. As described
below, we are particularly focused on
addressing brownfields—contaminatedvacant properties that could serve a
better purpose once cleaned up—in
environmental justice communities
through a GE initiative investing in cleaning
up properties for public good.

Brownfields
As with any long-standing industrial
company, GE owns a number of former
manufacturing properties that are nolonger core assets for GE’s businesses.
These properties can be found anywherefrom thriving manufacturing hubs tosmall-town centers and rural areas. GE hascommitted to stewarding these unused
properties responsibly back to productive
reuse in a way that stimulates economic
growth and community development,
avoids property blight, and allows GE
to redirect financial assets back to its
core operations. For certain parcels
with lengthy operating histories, thisFrom 1836 through 1989—long before GE’s
ownership—the Ghent, Belgium plant shifted fromdyeing and cutting textiles to metal working andelectrical component assembly to producing Bakelite
resins, polyesters, and synthetic materials.

GE’ S ENVIRO NMENTAL J U S TICEBR OW NFIEL D INITIATI VE

As these pages show, GE is committed
to prioritizing the cleanup of properties
that can be put to a greater community
benefit or public good. In many areas,
there are myriad opportunities forinvestment to redevelop a property,
but in some environmental justice (EJ)
neighborhoods, that investment pipeline
is not as strong. Even after remediation,
the commercial opportunities in someneighborhoods are sparse, and leaving aneighborhood with a vacant building or lot
creates further blight.
As part of its commitment toenvironmental justice, GE in 2021 is
focusing a new initiative and investment

in EJ community properties withmore challenging commercial cases
for redevelopment. Using the U.S.
Environmental Protection Agency’s (EPA)
screening tool, EJSCREEN, GE has reviewed
its inventory of 100+ owned, underused
properties in the U.S. to identify properties
located in disadvantaged communities
that are most heavily burdened by historicindustrial activity and least able to bear
this burden.
During 2021, GE will prioritize investmentin these properties to conduct further
assessment and develop site-specificstrategies for environmental cleanup andreal estate repurposing. GE intends towork hand-in-hand with local government
and private groups, property experts,

and technical resources to assure thatany proposed redevelopment plans
reinforce community revitalization goals
and catalyze sustainable economic
redevelopment. GE also plans to
implement similar available screening
approaches and to target investment
for cleanup and redevelopment at our
underutilized properties in disadvantaged
communities across the globe. Oncethese properties are identified, we will
look for opportunities to make additional
investments beyond cleanup anddemolition to bring some public good tothe community in these spaces.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 7 3

commitment can prove daunting, costly,
and time-consuming due to obsolete
infrastructure and environmental impacts.

for strategic action and investment along a
Brownfields Pipeline to ensure that all sites
move successfully through the process.

In 2012, to accelerate property reuse,
GE founded the Brownfields program
to focus on repurposing the company’s
former industrial assets. This team divides
sites into two categories for action: those
properties having minimal impact that canbe repurposed quickly; and those properties
requiring demolition, remediation, regulatory
engagement, or other substantial work topromote meaningful reuse. Based on thesecategories, the team prioritizes the sites

GE’s Brownfields program has meaningfully
advanced GE’s property stewardship efforts.
Since 2012, GE has sold more than 330
industrial sites that have been properly
prepared for appropriate reuse, more thandouble GE’s former pace. Seventy percentof these sites fall into the second category
requiring substantial work for meaningful
redevelopment, compared to fifty-two
percent in prior years. By melding a datadriven, methodical preparation processwith a significantly increased sales rate, theBrownfields Program has repurposed 1.8
times more challenging sites than underGE’s previous approach. Simultaneously,
the team has increased average property
sales values by 16 percent, allowing theteam to recoup $1.3 billion in property sales
proceeds. This is more than 2.4 times thesales value received over a comparable priortimeframe. Moreover, by repurposing theseidle assets, GE has shifted approximately$38 million that would have been paid
annually to maintain these vacant properties
back into core business operations,
freeing up $196 million through 9 years ofprogram sales.

Repurposing former industrial assets

OAK L A ND, C A L IFO RNI A

B RID GE PO RT, C O N N E C T I C U T

G HEN T, B ELG I UM

GE’s Oakland plant manufactured
electrical transformers from 1924-1975.
The 24-acre property is one of the lastlarge undeveloped tracts of industrial landnear Oakland Bay. GE has worked with
California DTSC and U.S. EPA to performtargeted cleanup actions on site and onneighboring properties. In 2019, GE soldthe property to Bridge Development
Partners, which is redeveloping theproperty and returning it to productive
reuse for the benefit of the Oakland
community. In 2020, BRIDGE broke groundon the new, state-of-the-art industrial
building, which will incorporate notablefeatures, including the original brick façadefrom the former structure into the building.
The new facility is expected to be in thefirst quarter of 2022.

For 90-plus years, GE’s 76-acre Bridgeport,
CT plant produced wire and cable,
appliances, and other goods. By 2007,
innovations in manufacturing had rendered
the buildings obsolete. GE decommissioned
the site, deconstructed the buildings,
and sampled environmental media to
begin remediation. In 2018, GE donated17 acres of land and worked with The Cityof Bridgeport to relocate its Harding HighSchool from an aging nearby campus to astate-of-the-art facility built on part of thesite, installing solar panels on an adjacentparcel to provide renewable power forthe new school. The following year, GE
constructed an athletic complex with turf
baseball fields for the Bridgeport Caribe
Youth Leaders, a not-for-profit serving
nearly 700 youth through sports, education,and community programs. By 2020, theConnecticut Department of Environmental
Protection and the U.S. EPA confirmed that
GE had met state and federal corrective
action targets for the property.

From 1836 through 1989, the Ghent, Belgium
plant shifted from dyeing and cutting textiles
to metal working and electrical component
assembly to producing Bakelite resins,
polyesters, and synthetic materials. GE
acquired the property in 1989 for productionof electrical components and power supply
equipment. When GE sold its Industrial
Solutions business in 2018, new owner ABB
continued to operate on portions of the site
under a lease with GE. To assure that site
redevelopment would render the property
suitable for future use, GE teamed with
Revive, a Belgian brownfields developer, whoentered the site into Belgium’s Brownfields
program and expanded the remediation
begun by GE. As of May 2020, Revive hadpurchased the property and begun cleanup.

Oakland, California, U.S.A. (artist rendering)

7 4 G E S U S TAI N AB I LI T Y R EP ORTBridgeport, Connecticut, U.S.A.

Cleaning up legacy sites
We are committed to managing sitesthat are or may be impacted with legacy
contamination arising from current orformer manufacturing operations withthe utmost care, ensuring the health andsafety of our workers, the communities
in which these sites are located, andthe environment. Further, we manage
our remedial actions at these sites incompliance with applicable environmental
laws and regulations, as well as applicable
federal financial reporting and reserve
requirements. In most cases, we work incollaboration with the appropriate federal,state, or global environmental regulatory
authorities charged with management ofthese sites but also work with other key
stakeholders (e.g., local municipalities, thepublic, etc.) to encourage dialogue andcommunications that can be factored into
our remedial decision-making.
We employ a matrixed resource approachto remedial site management utilizing
a wing-to-wing team of in-house andexternal environmental professionals
and other subject matter experts(i.e., technical, legal, finance, andcommunications personnel) to manage
the full life cycle of a remedial project frominvestigation to remedy implementationand potential maintenance andmonitoring obligations. We draw upon theexperience and expertise of this team ofexperts to develop strategies that utilize
state-of-the-art technologies and best

management practices necessary to
remediate and, in some cases, redevelopthese sites and return them back to
the local communities for productive
reuse. From a program management
perspective, we have recently incorporated
the principles of lean to drive longterm solutions for the environment andcompany, in addition to helping identify
process/programmatic issues requiring
improvement and helping to drive moreaccountability across the team.
GE recognizes that 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 thefullest extent possible. Once a remedy is
decided, GE aims to exceed expectations
on timing of implementation and efficacyof the outcome. Some of our mostsignificant projects that were designed
and implemented in close collaboration
with government agencies and otherstakeholders are reflected below.

HOUSATO NIC RIVER: A L AND M ARK AGRE E M E NT

Twenty years ago, GE committed towork with the EPA, Massachusetts andConnecticut, and local communities toclean the Housatonic River. Since thattime, we invested more than $500 million
in environmental projects in the Pittsfield
area, including the cleanup of the first two
miles of the river. We’ve also provided
economic development funds to the City ofPittsfield, remediated commercial property
for donation to the Pittsfield Economic
Development Authority, and provided
additional funds to PEDA to develop theWilliam Stanley Business Park.
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 Rest of River that protects theenvironment. This plan brings certainty
to the parties, exceeds the cleanup
requirements of an earlier Consent Decree,and removes more PCBs from the riverthan GE originally agreed to, and provides
local communities with additional financial
and land resources for development. As
part of the agreement, GE has started
work to design the cleanup and begin
implementation at the earliest opportunity.

‘’It’s a settlement that
supports health andrestoration andsustainability … (and)ensures the Housatonic
River is enjoyed by future
generations, not justthrough the history books.”— S
 EN . E DWA R D MA R K E Y,
D - MA S SAC HUS E T T S

The agreement is currently under appeal at
the EPA’s Environmental Appeals Board.
Learn more 

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 7 5

HUDS ON RIVER: A “HI S TO RI C ACH IE VE M E NT ”

The U.S. Environmental Protection Agency(EPA), on April 11, 2019, confirmed GE
successfully completed the Hudson River
dredging project. The EPA concluded
that the dredging project was effective
in reducing PCB levels and said thesedeclines are expected to continue.
During six seasons of dredging, GE
removed more than twice the volumeof PCBs the EPA originally expected. The
project produced declines in PCB levels
in sediment, water, and fish from theirpre-dredging levels. New York State data
showed that 99.8 percent of post-dredging
sediment samples in the Upper Hudson

were below EPA’s criteria for removal. GE
worked closely with the EPA, New YorkState, and local communities to ensure thesuccess of the project and invested $1.7
billion in the work.
GE’s focus on the Hudson continues.
We are working closely with the EPA
to address environmental conditions
along the shorelines and collecting datato assess ongoing improvements in theriver itself.

“The Hudson River PCBSuperfund dredging project
has been a success ... This
project is the most extensive
dredging project undertakenin the nation, and its successis a historic achievement
for the recovery of the
Hudson River.”

Learn more — U
 . S . EN V I R O N MEN TA LP R OT E C T I O N AG E N C Y

Following closure of the GE Lighting
Surabaya (Indonesia) manufacturing
plant, GE undertook site closure soil andgroundwater investigations in 2017–2019.
Results of these assessments confirmed
the presence of a localized heavy metal
impact in shallow soil and a separate
area of localized groundwater impacted
by solvents.

of the heavy metal impacted soil as well
as a series of injections of emulsified
vegetable oil to promote the natural
breakdown of the solvents present ingroundwater. The RAP was approved by
the environmental regulator Kementerian
Lingkungan Hidup dan Kehutanan (KLHK)in May 2019 and GE proceeded to conduct
the remediation in August 2019.

As part of preparing the site for saleand re-use, GE prepared and submitted
a Remedial Action Plan (RAP) in
December 2018, involving the excavation

Following completion of the remediation,
validation sampling of the soil excavation
confirmed that background concentrations
had been achieved. Validation groundwater

monitoring was conducted periodicallyover 12 months (September 2019—
September 2020) to track the naturaldegradation process and confirm thatsolvent concentrations were reduced
below the applicable regulatory limits. The
regulator issued a No Further Action noticein December 2020, signifying the end ofGE's remediation obligations and releasing
the site for future use.

Our global impact

S UR ABAYA , INDO NE S I A

7 6 G E S U S TAI N AB I LI T Y R EP ORT

Human rights
People are at the heart of GE’s operations and strategy. We have implemented a suite of policies and programs to respect our own workers,
those of our suppliers, and the communities affected by GE operations and business relationships.
GE’s Human Rights Statement of Principles 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 Principlesof the United Nations Global Compact. Driven by those standards, we strive to respect the fundamental dignity of everyone we might affectdirectly through our operations, products, and services and indirectly through our business relationships across the globe. Our ideals flowfrom the International Bill of Human Rights, the International Labor Organization Declaration on Fundamental Principles and Rights at
Work, and the 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.

GE human rights enterprise
policies and standards
For our employees, directors, and officers,
GE’s The Spirit & The Letter (S&L) details
GE’s human rights expectations alongwith other related policies and procedures
such as our Environmental, Health, andSafety Policy and Respectful Workplace
Policy. These policies are embedded
throughout GE’s business operations
through enterprise standards and policy
documents and implementation.
The Human Rights Enterprise Standard,
intended specifically for GE businesscompliance professionals, supplements
the S&L Human Rights Policy by setting
forth the core human rights expectationsof the businesses. The Enterprise Standard
addresses GE’s most salient humanrights risks within our operations whichfall primarily in supply chain, facilitysite management, and subcontractor
engagement. It outlines auditable

controls and requires that the businesses
have appropriate mechanisms in place
to monitor those controls to mitigate
human rights risk within our operations.
Furthermore, the Enterprise Standard
sets out minimum requirements regarding
risk assessment and mitigation, due
diligence of third parties, and escalation
and remediation of any concerns related tohuman rights.
Implementation of the Human Rights
Enterprise Standards requires crossfunctional engagement. The GE Global
Human Rights Counsel leads a Human
Rights Working Group with businesshuman rights champions representing
every business and various functions
throughout the organization. Eachbusiness human rights champion works
with its business Human Rights Risk
Mitigation Team to discuss the salient
human rights risk across the Company,
how to address the risk and who is
responsible for owning, and implementing
the requirements in the EnterpriseStandard. The Human Rights Working
Group meets regularly to discuss theimplementation of the standard and the
evolving landscape of human rights issues
and risks in the communities we serve.

Modern slavery
Since 2017, GE has published a California
Transparency in Supply Chains Act
Statement and an annual Modern Slavery
Act Statement outlining our efforts toprevent forced labor in our operations andsupply chain. Our human rights programis multi-faceted and includes enterprisestandards and policies that guide ourconduct across the Company, ensuring an
ethical supply chain with suppliers throughour Supplier Responsibility Governance(SRG), Responsible Mineral Sourcing, andpromoting a respectful workplace. In 2021,
we published our U.K. Modern Slavery
Act Statement and Australia Modern
Slavery Act Statement providing a detailed
description of our approach to addressing
modern slavery.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 7 7

Xinlong Huang, GE Healthcare, Beijing, China

Based on our due diligence and risk
assessments, we have identified thefollowing general types of modern slavery
risks that may be present in our operations
and supply chains:
1. Operations — In our operations,modern slavery risks may exist within the
population of contingent workers that
support GE office sites. These workers
provide janitorial, food/beverage, security,and other facilities-type services. These
contingent workers are primarily provided
through an enterprise-wide vendor
arrangement but may also be further
sub-contracted. GE maintains a strong
partnership with the vendors who provide
us with our contingent workers andconducts periodic reviews to ensure they
are complying with their obligations andrespecting human rights.
2. Supply Chain — Due to the natureof GE’s products and services, potential
sources of modern slavery risks include:
manufacturing sites in high risk countries;
mineral sourcing deep in our supply chain;
and use of low-skilled and/or migrant
workers from subcontractors. Our modern
slavery risks are most acute in those partsof our supply chain where we have limited
or no visibility, such as subcontractors

7 8 G E S U S TAI N AB I LI T Y R EP ORT

using seasonal, low-skilled, and/or migrantlabor and pre-smelter mineral sourcing.
GE is also committed to work to eliminate
from our products all minerals that support
armed groups in the Democratic Republicof the Congo or from conflict-affected
and high-risk areas (CAHRAs), while atthe same time minimizing unintended
consequences for legitimate miners andtheir dependents. More information on our
Responsible Mineral Sourcing Program canbe found on page 79 below.
To help combat the global crisis ofmodern slavery, GE engages with external
stakeholders to identify human rights
risks throughout our value chain andcollaborates with peers, experts, and civilsociety groups to seek practical solutions.
As a founding member of the Global
Business Initiative on Human Rights, GE
works with multinational corporations
through a cross-industry peer learning
platform to embed respect for humanrights into business operations, drive
improvements with peer learning, andbring focus to emerging challenges andidentify solutions.
Based on our engagement with theLeadership Group for Responsible
Recruitment (LGRR), GE adopted andimplements the Employer Pays Principlewith respect to any recruitment feesand prohibits the types of actions
associated with the most common
forms of modern slavery, including thewithholding of immigration documents
and misleading recruitment tactics. As
one of its initiatives, LGRR works with
GE and member companies to create
demand for responsible recruitment byraising awareness about the benefits of
ethical practices and developing tools to
help companies implement the Employer
Pays Principle.
Our human rights program depends on thepractical understanding of our people andbusiness partners. We provide employeeswith learning modules on human rights
and forced labor which give employees aneasy, efficient way to understand the core
principles of human rights; the Company
wide policies and programs; the causes
and global footprint of forced labor; andmost importantly, how they can serve arole in identifying and reporting possible
signs of modern slavery when they are
at GE operations, supplier facilities, or
customer sites.

Ethical supply chain and responsible mineral sourcing
GE is committed to unyielding integrity
and high standards of business conduct
in our dealings with suppliers. Since 2002,
GE has implemented an extensive Supplier
Responsibility Governance (SRG) Program tobuild and strengthen an ethical, sustainable,
and transparent global supply chain andestablish clear social and environmental
responsibility requirements for suppliers.
All suppliers must contractually commit
to the GE Integrity Guide For Suppliers,
Contractors and Consultants, which
requires suppliers to strictly comply withlaws, provide a safe and healthy work
environment, and meet GE’s standardsof ethical conduct relating to humanrights, the fair treatment of workers,
environmental protection, and resource
conservation. GE explicitly prohibits
suppliers from using child, prison, forced, orindentured labor, and subjecting workers to
any form of compulsion, coercion, or humantrafficking. We further require that our firsttier suppliers cascade the requirementsof the GE Integrity Guide to their sub-tiersuppliers. Under this multi-faceted ethicalsupply chain program, suppliers areprioritized for detailed pre-engagement
and periodic follow-up, onsite assessments
based on country risks (including humantrafficking risk), supplier past performance,and other factors, such as media reports or
supplier employee complaints.
The SRG program uses a systematic
approach for assessing risks in our supply
chain, monitoring, and improving supplierperformance. Our approach includes:• A country risk assessment, updated
every two years, incorporating
manufacturing risk along with humanrights risk assessments lifted from third
party data and risk indices.
• Clear risk assessment criteria toprioritize 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 ourrequirements prior to onboarding.
Monitoring the continued complianceand improvement of existing suppliers
using thorough on-site audits at afrequency 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 a timely manner. We track allissues to closure, with verification of theelimination or appropriate mitigation ofsuch risks. GE will suspend all purchaseorders 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 in our
supply chain and effectively address
the evolving challenges and risks.
For example, following the pandemic
restrictions in 2020, GE pivoted toallow the option of desktop audits for
suppliers so that our auditing program
could continue; we are also working on
enhanced virtual audit tools.

Auditing GE’s
global supply chain
Our goal is to work with suppliers to bringthem into compliance and drive sustainableimprovements in their operations andpractices. However, in the event of a serious
violation of law, human rights, or GE’s codeof conduct, GE will act to immediately cease
the business relationship.
The SRG program drives GE’s ability
to continuously assess, monitor, anddrive improvement in its supply chain.
More importantly, through our regularcommunication and engagement with our

suppliers we can build their capability to
improve their compliance, environment,
health and safety practices, and fair
employment practices, and reduce humanrights and modern slavery risks.

Responsible mineralsourcing
Aligned with GE’s SRG program, GE strives
to assure that our supply chains are ethicaland sustainable when obtaining products
containing tin, tantalum, tungsten, gold
(known collectively as “3TG”), cobalt, andmica, which are common constituents ofmany of our products from aircraft engines
to wind turbines. GE is committed toworking to eliminate from our products all“conflict minerals,” that potentially financearmed groups in the Democratic Republicof Congo (DRC), its adjoining countries orother conflict-affected and high-risk areas(CAHRAs). GE’s Responsible Mineral Sourcing
Principles outline GE’s commitment torespecting human rights through responsible
sourcing practices when it comes to sourcing
products containing these minerals.
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 thatconflict is just one of the risks related tomineral sourcing where critical issues suchas poverty, environmental degradation,
child labor, and general inequality must be
addressed as well.
Each year, we undertake reasonable
due diligence to determine if any of our
products containing 3TG originated in
the DRC or other CAHRAs. We then filea report with the U.S. Securities andExchange 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.

AUDI TI NG G E’ S G L O B A L S UP P LY C H A IN
20201
Number of Global Audits

1,2862

Total Suppliers Approved (New and Existing)

1,0393

Total Suppliers Rejected (New and Existing)713

Total Findings

Learn more 7,348

1 Beginning with the 2020 metric year, our Supply Chain metrics reflect changes and improvements in GE’s
Supplier Responsibility Governance (SRG) program. 2018 and 2019 metrics do not represent today’s SRG
program and are not displayed. New metrics of Total Suppliers Approved and Rejected are included to show
the effectiveness of the SRG program.
2 The total audit number (1.286) is greater than total suppliers reviewed (1,164) as there were suppliers thatwere audited twice (i.e., desktop audit due to COVID-19 restrictions and then on-site visit) or a return visit toconfirm corrective actions performed.
3 New metric reported in 2020 from SRG program and audits.
B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 7 9

Freedom of Association
GE respects its workers’ rightto associate.

GE Renewable Energy, hydro facility in
Grenoble, France

Respect for freedom of associationis one of GE’s core commitments toall employees.
In 2019, GE ratified a four-year agreementwith all of the unions that make up the
Coordinated Bargaining Committee(CBC), putting the agreement into effectand completing the labor negotiation
process. There are approximately 6,600
GE employees represented by contracts
with the seven GE unions that are partof the CBC: the International Union ofElectronic, Electrical, Salaried, Machine
and Furniture Workers—Communications
Workers of America (the largest of the GE
unions); the International Association of
Machinists and Aerospace Workers; theUnited Auto Workers; the International
Brotherhood of Electrical Workers; theUnited Steelworkers; the International
Federation of Professional and TechnicalEngineers; and the United Associationof Journeymen and Apprentices of the
Plumbing, Pipefitting and Sprinkler Fitting
Industry of the United States and Canada.

8 0 G E S U S TAI N AB I LI T Y R EP ORT

GE’s relationship with employeerepresentative organizations outside
the U.S. takes many forms, especially in
the EU. We estimate that our employees
are represented by approximately 200
representative bodies throughout the
EU. Social dialogue is a key componentof doing business in Europe and a driverof sustainable business growth for
GE in the region. GE values a positiveand constructive relationship with its
social partners. Information exchange
and consultation occur through works
councils, trade unions, and employeerepresentative bodies at various levels of
the business organizations in accordancewith national laws.
For transnational matters, in 2018
we put in place a new GE European
Works Council structure; it comprises
a Central Committee focused primarilyon enterprise-wide issues, together
with four business 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 the company and European
employees’ representatives. Together, GE
EWC now covers approximately 99 percent
of our European workforce which provides
a voice to nearly 54,000 employees.
In China, 39 GE legal entities with 23
have unions representing nearly 13,000
employees, all affiliated with the All-China
Federation of Trade Unions, including
GE China’s headquarters in Shanghai.
Collective bargaining agreements are being
negotiated at each of these locations.

The GE Foundation
Next Engineers: Increasing the diversity ofyoung people in engineering
At GE, we are committed to building a world that works, no easy feat. In
15+ years at GE, I’ve had a front-row seat to watching our teams wrap theirminds and hands around what it means to create towering offshore windturbines, ultrasounds that fit in the palm of your hand, and disruptive jetengine technology designed to drive a more sustainable future of flight.
These, and so many other breakthrough innovations are the output of GE’s
30,000 engineers who are literally creating blueprints for the future.
With Engineering so core to GE, we have also recognized the need to pave the way forothers, particularly in diverse populations who are woefully underrepresented in the field.
In U.S., Black and Hispanic people represent less than 13 percent of the current engineering
workforce. In the U.K., women comprise only 12 percent of those working in engineering roles,
and in South Africa, only 11 percent of the total number of engineers registered are female.
With both the need and our ability to contribute to the future in mind, earlier this year,
we announced the GE Foundation’s commitment of up to $100 million to create the
Next Engineers program—a global college-readiness initiative specifically focused onincreasing the diversity of young people in engineering.

LI N DA B O F F

President, The GE Foundation, andVice President, GE

Developing
STEM andother skills

Over the next decade, the goal of Next Engineers is to reach more than 85,000 students
in approximately 25 cities globally to develop the next generation of engineers andinnovators. The program will focus on students underrepresented in engineering in grades
eight to 12 (ages 13 to 18), providing hands-on exposure to engineering concepts andcareers, and ultimately awarding scholarships to pursue engineering degrees.

Developing
healthNext Engineers has three pillars: Engineering Discovery, exposure through a career
fair, assembly, or classroom to increase awareness about engineering opportunities;
Engineering Camp, a week-long immersive experience to develop engineering identities;
and Engineering Academy, a three-year program to guide and encourage students topursue engineering degrees.
Next Engineers is built around some of the best community initiatives happening across
GE. GE Girls, an initiative launched by our Women’s Network, has reached hundreds ofeighth grade girls to explore STEM careers. GirlsGetSET, a program from the GE team in
the U.K., shows young girls what Science, Engineering and Technology (or SET for short) is
all about.
For nearly a century, the Foundation has made great progress around education and health.
As we look ahead to the Foundation’s next evolution, we are committed to making an evergreater impact globally with Next Engineers. This is our commitment to building a worldthat works. You can follow our journey here.

Disaster andhumanitarianreliefMatching
Gifts
programB U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 8 1

Developing STEM and other technical skills
PR OGR A M HIGHLIGHT S

2,000

public schools

Over

100,000
educators

More thanMore thanstudents

invested since 2005

1.3
million$185
millionThrough its signature education andskills program, Developing Futures andDeveloping Skills, we have invested morethan $185 million since 2005 to support
the equity and quality in math and scienceeducation. Then and today, we know
the Future of Work is rooted in science,technology, engineering, and mathematics(STEM). Launched in seven U.S. cities,
the program has benefited 2,000 publicschools, over 100,000 educators, and morethan 1.3 million students through student
proficiency gains, decreased drop-out
rates, and narrowing of the achievement
gap. The program is in its final year,
culminating with the installation of GE
Innovation Labs in six Milwaukee Public
Middle Schools. Packed with 3D printers,
laser and vinyl cutters, and shop bots,these labs will not only ignite and excite
students around STEM but provide themwith hands-on learning using advanced
technology to solve real-world problems.
In April 2016, the GE Foundation brought
Developing Skills to Boston to createa Model of Excellence by providing
opportunities for students to become
critical thinkers, innovators, creators,
problem solvers, and leaders. Througha $25 million commitment, the GE
Foundation is investing in STEM educationin Boston Public Schools through a series
of in-school initiatives to help today’s
students explore career opportunities
and prepare for the jobs of the future.
Highlights include:• Science Education: Funding highquality 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. The
program will meet the curricula needsof 54,000 students, 120 schools, and
3,000 educators.
• COVID-19: Funding was aligned tosupport academic learning loss due toclosure of schools to in-person learning
during the 2020–2021 academic
year. The initiative will provide grantfunding to schools to provide targetedinterventions and acceleration
academies offered during out of school
time to help close academic learning
gaps caused by the pandemic.

EN A B LI N G HI G HERED UC AT I O N

GE Foundation established the
GE STAR Awards program in1984 to provide competitive
scholarships to children of
eligible GE employees andretirees around the world. Since
then, more than 14,500 awards
have been given worldwide,
totaling more than $19 million.
The winners are chosen basedon their academic record,
extracurricular activities
and community service, andpersonal experiences and goals
as described in personal essays.

• Mobile STEM Labs: Funded two mobile
fabrication labs—GE’s Brilliant Career
Lab for Boston Public Schools’ highschool students and, in partnershipwith the Boston Celtics, Brilliant
Career Play, for Massachusetts middle
school students to provide access andexposure to digital fabrication withhands-on experiences in STEM. The
program reached 36 schools, morethan 6,100 students, and nearly 150
educators.
• JFK-GE Foundation STEM
Scholarship: In partnership with
the JFK Presidential Library, the GE
Foundation committed to provide
scholarships to more than 100 Boston
high school students pursuing
STEM careers.

The GE Foundation announced a new commitmentof up to $100 million to create the Next Engineers
program—a global college-readiness initiative toincrease the diversity of young people in engineering.

GE INNOVATIO N L A B S TO B E
C REAT E D IN SIX MILWAU KE E
PUBLIC SCHO O L S SITE S

D U RI NG TH E C OV I D - 1 9 PA N D EMI C ,TH E B RI L L IA N T C A R E ER P L AY L A B
WE NT VIRTUA L A N D D E V E LO P ED
SO M E AT H OME B A S K E T B A LLTH E M E D S TE M LE S S O N S

HOW T HE N E X T G EN ER AT I O N
O F S T E M S C HO L A R S W I LL B U I LDO U R F UT U R E

Learn more 

Learn more 

Learn more 

8 2 G E S U S TAI N AB I LI T Y R EP ORTWOR K FO RCE DIVERSIT Y AND
EC ONO MIC INCLUSIO N

Education is a significant driver of
economic inclusion. With a long historyof education and workforce diversity
programs, the GE Foundation made a$2 million commitment in October 2020
to support 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 inEngineering (NACME) were funded by
the GE Foundation to provide scholarships
and leadership development andmentoring programs to help diverse highschool students pursue higher education
in STEM fields. Some of the initiatives
will focus in five GE Cities—Atlanta,
Georgia; Cincinnati, Ohio; Greenville,
South Carolina.; Milwaukee/Waukesha,
Wisconsin; and Schenectady, New York—toconnect students with GE Volunteers. The
programs not only help eliminate financial
barriers for students to go to college,
they also include immersive summer
experiences to help them transition fromhigh school to college.
In addition, GE Foundation is supporting
two innovative development programswith the National Minority Supplier
Development Council (NMSDC). These
programs will help prepare minority
business enterprises (MBEs) for contract
opportunities with the U.S. governmentand corporations. GE is supporting thecreation of a Cybersecurity Program thataims to improve the MBEs’ capabilities
in a growing industry through the pilot
program to support their efforts tobecome cyber ready. Through the NMSDC
Online University, the lean Supplier
Capability Development Program
will provide licensed lean e-learning
portfolio of courses plus immersive
Action Workout sessions facilitated byinternal GE lean experts. Together, these
programs are aimed at helping improveminority suppliers’ ability to operate, becompetitive, and win contracts.

ADVANCE D MA N U FAC T UR I N G I N MA S SAC HU S E T T S

S TU D E NT H I G HLI G HT S

15%

are women

57%

are racially andethnically diverse

While advanced manufacturing is one of
the largest economic and employment
sectors in the Massachusetts’ economy,
there remains a skills gap across the statewith the number of open jobs exceeding
the availability 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. The five-year
program complements the 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 by 2024.
With the goal of developing a diverse andwell-trained pipeline, the initiative will
focus on high school students enrolledat Lynn Vocational Technical Institute,Essex North Shore Agricultural & Technical
School, and Gloucester High School, as
well as underemployed, underrepresented
populations, including veterans, minorities,
and women living in Lynn and across theNorth Shore.

63%

have a high school
diploma
The program will train additional educators
to deliver advanced manufacturing
training; increase the number of advanced
manufacturing trainees across the region’s
vocational schools, including launching
the first-ever adult program in Gloucester;and provide foundational literacy andmathematics curriculum to adult learners
with support from North Shore Community
College.
The COVID-19 pandemic had an impact
on the breadth of the program due toschool closures to in-person learning
resulting in a smaller scale launch.
Despite that, we graduated 73 adults
from the Advancement Manufacturing
Training program with 70 percent securing
employment. Programming has continued
into 2021 using the Hybrid learning
approach, a mix of on-line and in person
learning, with a target of doubling adultlearners to 139.

The National Medical Fellowships Primary Care
Leadership Program (PCLP), funded by the GE
Foundation, is an innovative service learning
program that provides health professions’ students
from diverse backgrounds with an opportunity tolearn first-hand about the challenges and rewards ofprimary care practice at community health centers(CHC) across the United States.

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 8 3

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.
INC REA SING ACCE SS
TO SAFE SURGERY

Since 2015, the GE Foundation has led
a multi-sector effort to improve surgicalcapacity and training with its Safe
Surgery 2020 initiative. Access to safe,
affordable surgical and anesthetic careis a pressing issue in global health. Thereare currently five billion people across theworld who lack access to the safe surgicalcare they need, 90 percent of whom arein low- and middle-income countries. The$25 million commitment has supported
a five-year initiative that focuses ontransforming the accessibility, quality, andsafety of surgical care in low- and middleincome countries, leading to reductions inmaternal and trauma-related mortality andto stronger health systems. Safe Surgery
2020 launched in Ethiopia and Tanzania
in partnership with their Ministries of
Health, global organizations as well as
local partners from the surgical society,local teaching institutions, and district
hospitals. In 2018, the initiative expanded
to South East Asia, with programs startingin Cambodia. Through this initiative, wehave also scaled skills training and social
entrepreneurship programs such as surgicalleadership training, biomedical technician
training, and oxygen delivery under the Safe
Surgery 2020 umbrella. Learn more here.

Access to safe and high-quality surgical care is
critical to advancing global healthcare and improving
the lives of millions of people around the world.
Funded by the GE Foundation, Safe Surgery 2020
(SS2020) initiative has explored innovative models
for expanding safe surgical care, and has contributed
valuable insights and ideas for improving surgical andhealth care systems.

RE D U CING HEA LT H D I S PA R I T I E SAT TAC K I N G T HE O P I O I D C R I S I SAccess to specialty health care in rural andmedically underserved areas around theworld is limited. Project ECHO (Extension
for Community Healthcare Outcomes) is aninnovative model that builds the capacityof and reskills primary care providers totreat more patients with chronic, complex
conditions, exponentially expanding accessto care. Through a $14 million, multiyear commitment made in 2015, the GE
Foundation as one of the largest fundersof Project ECHO, has supported global
replication and scale of this innovation.
By leveraging technology, primary careproviders are linked with multi-disciplinary
teams of specialists who share theirexpertise. As the primary care providers
expand their knowledge and skills, they
can begin to treat more patients. With
GE Foundation’s support, Project ECHO
is operating in all 50 U.S. states, 52 Hubcountries, with 601 replicating partners
training in 180 countries.

In 2016, the GE Foundation announced
a $15 million commitment tocommunity health in Boston andgreater Massachusetts, to expand carein behavioral health and addiction
medicine with a focus on the opioid crisis.
The Developing Health initiatives in
Massachusetts focus on expanding accessto evidence-based treatment throughprimary care provider capacity building andreskilling, and on driving awareness andadvocacy to combat the stigma associatedwith the disease of substance use disorder.

CH ANG ING T HE FAC E O F ME D I C I N E

Launched in 2012, the National Medical
Fellowships Primary Care Leadership
Program (PCLP) is an innovative servicelearning program that provides healthprofessions’ students from diverse
backgrounds with an opportunity tolearn first-hand about the challenges
and rewards of primary care practice atcommunity health centers (CHC) acrossthe United States. PCLP was conceived
as an opportunity to create a rich andimmersive experience that would expose
Scholars to both clinical and non-clinicalaspects of primary healthcare delivery.
PCLP’s mission is to develop a pipeline of
future primary care professionals fromdiverse backgrounds who are committed
to serving underrepresented communities
and to build capacity at partner CHCs.

CO M M U NI T Y HEA LI N G : T HI STE AM O F M E D I C A L S T UD EN T S I S
L E ARNI NG HOW TO MA K E P R I MA RY
C ARE CO O L AG A I N

Learn more 

8 4 G E S U S TAI N AB I LI T Y R EP ORT• SUSTAIN Communities: In partnershipwith the Massachusetts League ofCommunity Health Centers and Boston
Medical Center, SUSTAIN is focused on
expanding care in addiction medicine
at community health centers andhas doubled the number of providers
equipped to treat individuals with opioid
use disorder (OUD).
• Project HERE: In partnership with
the Massachusetts Attorney General,
Maura Healy, Project Here provides
free resources to educators acrossMassachusetts to teach substance use
prevention to middle school students(in grades 6–8) in order to empower
students to make healthy decisions andpromote social-emotional learning.
• Community Care in Reach®: With
support from the GE Foundation, theKraft Center for Community Health,Massachusetts General Hospital, andBoston Health Care for the Homeless,this mobile health van has supported
10,000+ encounters with at-risk andhomeless individuals in downtown
Boston and surrounding neighborhoods.

B R E AT HI N G E A S I ER : T WO N E W
OX YG EN P L A N T S A R E HE LP I N GC OV I D - 1 9 PAT I EN T S I N E T HI O P IA

Learn more GE giving
DISA S TER A ND
HUM ANITA RIA N REL IE F

GE’s Disaster and Humanitarian Relief
program responds to major global
disasters and humanitarian crises, drawing
on GE’s people, technology, and otherresources to reduce suffering and hasten
recovery. Since 2020, GE Foundation’s
philanthropic contribution in disaster
relief totaled nearly $5.4 million, which
was largely focused on our response to
the COVID-19 pandemic (see page 14). GE
Foundation made a grant to the Australian
Red Cross during the Australian bushfire
to support people at evacuation centersand recovery hubs and provide emergency
assistance to those who have lost homes.
Following Typhoon Molave in Vietnam,
GE Foundation made a contribution to
Habitat for Humanity to help build backsafer schools with improved water andsanitation. And as part of the devastating

second wave of COVID-19 cases in India,
GE Foundation made grants to United
Way Bengaluru and Americares for thepurchase of medical equipment, including
60 intensive treatment unit beds, which
will care for up to 600 patients eachmonth, and 100 oxygen concentrators
and associated supplies, which will
help approximately 2,500 patients for
six months.
Additionally, the GE Foundation’s Matching
Gifts program enabled employees tocontribute to crisis relief efforts in theirlocal communities, doubling their impact
by matching their donations 1-to-1. GE
remains committed to preparing for andresponding to future natural disasters andhumanitarian crises, diligently maximizing
the impact of our financial, technological,
and human resources.

G E F O UN DAT I O N MATC HI N G
GIF TS PROGRAM

The GE Foundation created theconcept of a corporate matchinggift program in 1954. The programsupports employees in theirpersonal philanthropy/charitablegiving by providing a 1:1 match.
Today, the GE Foundation
Matching Gifts Program continues
to serve as an important elementof the Foundation’s portfolio, with
gifts matched in 2020 totalingnearly $17 million.

GIVING$61.7
millionin total GE Family
giving in 2020

GE GIVING

20182019 2020

GE Company Contributions via GE
Businesses and to the Foundation ($M)

90.7

55.4

44.9

Employee and Retiree Contributions
matched by GE Foundation ($M)

38.8

24.6

16.8

Total GE “Family” Giving ($M)

129.5

80.0

61.7

Total Contributions as a Percentage
of GE Revenue1

0.07%

G E F O UN DAT I O N$30.4
millionin GE Foundationin 2020

0.06% 0.08%

1 Total Contributions as a Percentage of GE Revenue was established as a metric in 2018 to alignwith Chief Executives for Corporate Purpose Giving in Numbers annual survey.

MATC HI N G G I F T S$16.8
millionin Matching Gifts
in 2020In the aftermath of 2016’s devastating Hurricane
Matthew, GE in Latin America funded two Clinics ina Can, which are shipping containers fully outfittedwith all the equipment necessary to become
health clinics.

LI V I N G LE G AC Y: 1 0 Y EA R S
A F T ER HA I T I E A RT HQ UA K E ,R UR A L HO S P I TA L E N D UR E S
A N D E X PA N D S

Learn more 

B U I L D I N G A W O R L D T H AT W O R K S F O R TO M O R R O W 8 5

Sustainability Frameworks
We routinely and purposefully analyze and revisit our sustainability programs, commitments, and targets. For disclosure purposes, inaddition 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 and goals. Of course, building a more sustainable world requires us to revisit and reassess our goals frequently, and we intend tocontinue mapping our progress against these frameworks to further develop our sustainability strategy.

8 6 G E S U S TAI N AB I LI T Y R EP ORTW HER E YO U C A N F I N D
MO R E I N F O R MAT I O N
2020
Sustainability Report

2020
Diversity Annual Report

General Electric Company
5 Necco Street
Boston, MA 02210
www.ge.com
FRONT COVER OPTION 1

2020 General Electric Company
5 Necco Street
Annual Report
Boston, MA 02210
www.ge.com

2021
Notice of Annual Meeting
and Proxy Statement

2020 Annual Report

E XECUTIVE O FFICE S

https://www.ge.com/investor-relations/

General Electric Company
5 Necco Street, Boston, MA 02210+1 (617) 443-3000

annual-report2020 Diversity Annual Reporthttps://www.ge.com/about-us/diversity

R EGIS TERED O FFICE

General Electric Company
1 River Road, Schenectady, NY 12345

2021 Proxy Statement
https://www.ge.com/proxy©2021 General Electric Company.
GE is a trademark of the General Electric Company. LinkedIn, the LinkedIn logo, and the IN
logo are trademarks of LinkedIn Corporation. Other marks used throughout are trademarks
and service marks of their respective owners.

2020 Sustainability Reporthttps://www.ge.com/sustainability

B AC K C OV E R
The back cover of this report features GE

Prepared by www.argyleteam.com

GE is a world-leading corporation:

employees, including:
Logan Toynbee, Renewable Energy
Ashley Meaux, GE Digital
Lauren Duncan, Aviation

ForbesWorld’s Best
Employers

InterbrandBest Global
Brands

Universum
World’s Most
Attractive
Employers

BostonBusiness
JournalTop Charitable
Contributor

NYSE
LISTED

Donovan Buckley, GE Research
Tammy Franklin, PowerJon Ohman, Aviation
Yanmang Zhang, Healthcare
Charles McKinney, PowerGeneral Electric Company
5 Necco Street
Boston, MA 02210
www.ge.com