2020
Diversity Annual ReportLetter from Larry Culp & Mike Barber
Building a world that works for everyone
With nearly 174,000 employees serving customers in more than 170 countries,
GE is an inherently global company. We know that building a world that works
requires us to build the best team, one that brings diverse perspectives tomake us more competitive and creates value for our customers, shareholders,and employees.
2020 presented challenges on many fronts, including further highlighting one of
the most pervasive challenges globally – systemic inequality. As the pandemic
worsened, existing inequalities only deepened. At GE, we are committed tobuilding a more diverse workforce and a more inclusive workplace by focusing ontransparency, accountability, and community.

T R ANSPA RENC Y
This Diversity Annual Report provides asnapshot of our people and practices that areat the heart of our progress. At GE, we areon a lean journey, an operating philosophy
rooted in the Toyota Production System andfocused on kaizen, Japanese for continuous
improvement. We are scaling lean companywide with an eye towards operational andfinancial impact and lasting culture change.
Lean reaches well beyond manufacturing to
all areas of our company including diversity.
The foundation of continuous improvement
is looking at the data. This is an essential
step to determine root cause and develop
action plans that lead to sustainable change.
To that end, our report today transparently
shares our diversity data. We recognize that
this data only covers two dimensions of
employment diversity – global gender andU.S. race and ethnic minority. This is the
beginning of a journey to improve the depth

and breadth of our diversity data, and we
expect to include a more extensive data set
over time.
ACCO U NTAB I LI T Y
Reviewing the data, we are not satisfied with
where we are today, including representationof race and ethnic minorities among our
executive ranks. It is clear we have work
to do and as with any business imperative,
accountability is key to achieving progress.
Driving meaningful change starts withexceptional leadership. To accelerate
progress on our diversity priorities, we madeintentional organizational leadership changes
in 2020. Earlier this year, we created the roleof Chief Diversity Officer (CDO) for GE and a
CDO was named for each GE business. The
CDO positions were created to help keep
our company accountable to our diversity
initiatives. Each business CDO is tasked towork with the CEOs and their leadershipteams to ensure diversity is integrated in
the business rhythms, not run as a separate
initiative. We worked hard to find leaders who
know how to drive accountability and achieve
results while also coming from a variety offunctions and backgrounds to enhance ourcollective perspectives.
Collectively we are developing and driving key
performance indicators (KPIs) for diversity
and inclusion for each GE business. These
KPIs are tracked and owned with the samelevel of operational rigor as our operating
KPIs and are no less important.
C O MMU N I T Y
We are firm believers in the importanceof fostering community, within our own
company and the local communities where
our employees, customers, and their families
live and work. Internally, we’re proud tohave been an early leader in the creation ofstrong Employee Resource Groups (ERGs)

nearly 30 years ago. These groups accelerate
development through mentoring, learning,
networking, organizing outreach and service
activities, and addressing challenges that areimportant to their members and the company
through targeted initiatives. To add support
and leadership, last year, we named senior
executive sponsors for each group.
A highlight from 2020 for both of us wasparticipating in the African American/Affinity
Forum (AAF) Virtual Symposium that brought
together more than 1,000 AAF members
from 25 countries for conversations aroundstrengthening advocacy for diverse talent,fostering community, and accelerating thedevelopment of AAF members and allies.
It was clear from the sessions that ouremployees want to be part of the change andtheir energy and commitment is invigorating.
In addition to our ERGs, we also launched the
CDO Council, bringing together our business
CDOs and HR diversity leaders to share bestpractices and drive new levels of connection
and accountability across the Company.
Recognizing that education is an importantdriver towards economic inclusion, the GE
Foundation announced more than $1.5 million(USD) in grants in 2020. These grants help
create more equitable access to opportunities
for STEM education as well as help toremove financial barriers for minority-owned
businesses to participate in training (e.g., cybersecurity and lean) so they are positioned tocompete for business with larger enterprises.
We believe strengthening our community
externally and internally will help create
sustainable change.

H. LAWRENCE CULP, JR.
Chairman & CEO, GE

M AKI NG PR O G R E S S
As we move forward in 2021, we arestrengthening our focus on accountability,transparency, and community by expanding
our diversity strategy to include mitigating
bias in our talent processes; growing
engagement in our ERGs globally; expanding
our understanding and collection of ourdiversity 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.

We are deeply committed topracticing greater humility,transparency, and focus as werise to the challenge of building
a world that works for everyone.
In 2020, GE turned 128 years old. A company
cannot last 128 years unless it celebrates
innovation and embraces the diversity ofthought needed to solve the world’s biggest
challenges. This has been core to who we arefrom our founding days.
Thomas Edison is best known as the inventorof the modern light bulb, but Edison was only
one of several people trying to illuminate
people’s homes and lives at the time. Lewis
Latimer was an African American whose
patents and other inventions (most notably
his work on carbon filaments) made light bulbs
last longer. Edison hired Latimer in 1884, andhe quickly became a key member of Edison’s
team. Eight years later, Edison co-founded GE.

Edith Clarke, the first woman to receive amaster’s degree in electrical engineering at
MIT, joined GE, becoming the first woman
professionally employed as an electricalengineer in the U.S. During her 26 years with
GE, she made significant contributions to long
distance power transmission and in 2015,
was elected into the National Inventors Hallof Fame. That spirit of inclusion, collaboration,and innovation has continued to be a part of
the GE culture.

Left Image: Lewis Latimer (Credit: Queens Borough Public Library)
Right Image: Edith Clarke (Credit: SWE Archives, Walter P.
Reuther Library, Wayne State University)

We believe that the work we do at GE is
fundamental to a world that works. Together
with our customers, the GE team keeps
power flowing, planes flying, and hospitals
operating. These aren’t small tasks, but forevery challenge that seems daunting there’s
an opportunity to rise to it. That’s something
we’ve come to know a thing or two aboutover the last century and something we will
do again in the face of inequality.
We are deeply committed to practicing
greater humility, transparency, and focus as
we rise to the challenge of building a worldthat works for everyone.

MICHAEL J. BARBER
Chief Diversity Officer, GE

GE’s 2020 Workforce Representation Data

The data shared is representative of GE’s workforce as of December 31, 2020*, and covers twodimensions of diversity: global gender and U.S. race and ethnic minority. We see this as the
beginning of a journey to improve the depth and breadth of our diversity data. In the future thismight include self-identified data types such as sexual orientation, disability, and military service.

GE IS A TRULYGLOBAL COMPANY:
Sixty-eight percent of our employees
are based outside of the UnitedStates and our workforce represents
nationalities from more than170 countries.

Over the past three years, the GE
Board of Directors has undertaken
significant refreshment efforts tolook for fresh perspective, diversity ofthought, and the right experience for
GE. Of our 11 Directors, eight are new
to the Board since 2017, including fivefrom underrepresented identities.

GENDER: all gender data is global.
HISPANIC/LATINX: the term Hispanic refers
to communities with Spanish-speaking
origins. Latinx is a broader term that includes
anyone of Latin American origin. In this report,
we have chosen to use Hispanic/Latinx to be
inclusive of both communities.
LEADERSHIP: encompasses the top 1.5% of
all active employees.

*

MULTIRACIAL: a standalone category in ourdata that represents a person who identifies
as “two or more races” as categorized by U.S.
government reporting standards.
PROFESSIONAL: accounts for all active
non‑production employees.
RACE/ETHNICITY: all race/ethnicity data is
U.S.-only.
ROUNDING: all percentages have beenrounded to the nearest tenth.

Data for December 31, 2020 was extracted on February 10, 2021GE
GLOBAL DATALEADERSHIP

26.0%
FemalePROFESSIONAL

26.2%
FemaleUNITED STATES DATAALL EMPLOYEES

21.9%
FemaleASIANBLACK /AFRICANAMERICANHISPANIC /LATINXAMERICANINDIAN /ALASKANNATIVE

NATIVEHAWAIIAN/ PACIFICISLANDER

MULTIRACIALTOTAL RACE
& ETHNICMINORITY

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%

NATIVEHAWAIIAN/ PACIFICISLANDER

MULTIRACIALTOTAL RACE
& ETHNICMINORITYGE Aviation
GLOBAL DATALEADERSHIP

24.2%
FemalePROFESSIONAL

22.0%
FemaleUNITED STATES DATAALL EMPLOYEES

17.5%
FemaleASIANBLACK /AFRICANAMERICANHISPANIC /LATINXAMERICANINDIAN /ALASKANNATIVE

Leadership

6.4%

3.9%

3.4%

0.5%

0.0%

0.2%

14.5%

Professional

7.4%

4.7%

4.2%

0.2%

0.1%

1.3%

17.8%

All Employees

5.1%

6.3%

5.3%

0.3%

0.1%

1.2%

18.4%

NATIVEHAWAIIAN/ PACIFICISLANDER

MULTIRACIALTOTAL RACE
& ETHNICMINORITYGE Capital
GLOBAL DATALEADERSHIP

27.9%
Female2

PROFESSIONAL

45.3%
FemaleGE DIVERSIT Y ANNUAL REPORT

UNITED STATES DATAALL EMPLOYEES

46.7%
FemaleASIANBLACK /AFRICANAMERICANHISPANIC /LATINXAMERICANINDIAN /ALASKANNATIVE

Leadership

11.5%

2.5%

3.3%

0.0%

0.0%

0.0%

17.2%

Professional

12.6%

3.7%

3.4%

0.3%

0.2%

1.2%

21.5%

All Employees

11.6%

5.6%

3.6%

0.3%

0.2%

1.1%

22.4%

GE Corporate*
GLOBAL DATALEADERSHIP

36.8%
Female*PROFESSIONAL

31.8%
FemaleUNITED STATES DATAALL EMPLOYEES

32.6%
FemaleASIANBLACK /AFRICANAMERICANHISPANIC /LATINXAMERICANINDIAN /ALASKANNATIVE

NATIVEHAWAIIAN/ PACIFICISLANDER

MULTIRACIALTOTAL RACE
& ETHNICMINORITY

Leadership

14.2%

2.3%

1.4%

0.0%

0.3%

0.9%

19.1%

Professional

24.4%

4.3%

4.2%

0.2%

0.1%

1.9%

35.1%

All Employees

22.6%

4.5%

4.9%

0.2%

0.1%

1.8%

34.1%

NATIVEHAWAIIAN/ PACIFICISLANDER

MULTIRACIALTOTAL RACE
& ETHNICMINORITY

Corporate also includes GE Research, International Markets, Global Operations, and Digital employees.

GE Digital
GLOBAL DATALEADERSHIP

23.6%
FemalePROFESSIONAL

21.6%
FemaleUNITED STATES DATAALL EMPLOYEES

22.1%
FemaleASIANBLACK /AFRICANAMERICANHISPANIC /LATINXAMERICANINDIAN /ALASKANNATIVE

Leadership

22.7%

1.5%

0.0%

0.0%

0.0%

1.5%

25.8%

Professional

34.6%

1.8%

3.7%

0.3%

0.1%

1.3%

41.6%

All Employees

34.5%

1.9%

3.6%

0.3%

0.1%

1.3%

41.7%

NATIVEHAWAIIAN/ PACIFICISLANDER

MULTIRACIALTOTAL RACE
& ETHNICMINORITYGE Gas PowerGLOBAL DATALEADERSHIP

18.9%
FemalePROFESSIONAL

22.6%
FemaleUNITED STATES DATAALL EMPLOYEES

16.4%
FemaleASIANBLACK /AFRICANAMERICANHISPANIC /LATINXAMERICANINDIAN /ALASKANNATIVE

Leadership

12.0%

3.1%

2.6%

0.0%

0.0%

0.5%

18.3%

Professional

11.6%

6.2%

5.8%

0.1%

0.1%

1.5%

25.3%

All Employees

8.3%

7.8%

6.4%

0.2%

0.1%

1.4%

24.3%

NATIVEHAWAIIAN/ PACIFICISLANDER

MULTIRACIALTOTAL RACE
& ETHNICMINORITYGE Healthcare
GLOBAL DATALEADERSHIP

27.3%
FemalePROFESSIONAL

32.1%
FemaleUNITED STATES DATAALL EMPLOYEES

30.5%
FemaleASIANBLACK /AFRICANAMERICANHISPANIC /LATINXAMERICANINDIAN /ALASKANNATIVE

Leadership

14.6%

2.9%

5.1%

0.0%

0.0%

1.6%

24.1%

Professional

13.1%

3.6%

5.5%

0.3%

0.1%

1.6%

24.3%

All Employees

10.5%

6.4%

7.3%

0.3%

0.2%

2.0%

26.7%

NATIVEHAWAIIAN/ PACIFICISLANDER

MULTIRACIALTOTAL RACE
& ETHNICMINORITYGE Power Portfolio
GLOBAL DATALEADERSHIP

18.1%
FemalePROFESSIONAL

18.4%
FemaleUNITED STATES DATAALL EMPLOYEES

16.8%
FemaleASIANBLACK /AFRICANAMERICANHISPANIC /LATINXAMERICANINDIAN /ALASKANNATIVE

Leadership

7.8%

3.9%

7.8%

0.0%

0.0%

0.0%

19.6%

Professional

8.2%

3.5%

4.9%

0.2%

0.1%

1.8%

18.6%

All Employees

6.3%

8.4%

4.5%

0.3%

0.1%

1.5%

21.1%

NATIVEHAWAIIAN/ PACIFICISLANDER

MULTIRACIALTOTAL RACE
& ETHNICMINORITYGE Renewable Energy
GLOBAL DATALEADERSHIP

21.2%
FemalePROFESSIONAL

21.4%
FemaleUNITED STATES DATAALL EMPLOYEES

16.7%
FemaleASIANBLACK /AFRICANAMERICANHISPANIC /LATINXAMERICANINDIAN /ALASKANNATIVE

Leadership

7.0%

9.3%

4.7%

1.2%

0.0%

0.0%

22.1%

Professional

9.2%

4.0%

8.0%

0.2%

0.1%

1.4%

22.9%

All Employees

6.3%

10.2%

11.7%

0.5%

0.3%

1.7%

30.9%

GE DIVERSIT Y ANNUAL REPORT

3

Meet Our Business Chief Diversity Officers
Joe AllenMark Ortiz

Neenu Sharma

GE Aviation

GE Capital

GE DigitalAn experienced finance professional with apassion for his community, Joe joined GE in
1989 as part of GE’s Financial Management
Program. He has held several progressive
financial leadership roles across many GE
businesses. He served on the GE Corporate
audit staff and helped pioneer GE’s sharedservice organization, Global Operations. As
Chief Diversity Officer for GE Aviation, Joeleads the creation and implementation of thebusiness’s diversity program and establishes
institutional accountability and methods formeasuring progress.

Mark is the Chief Diversity Officer and Global
FP&A Leader for GE Capital. In his FP&A
role, Mark is responsible for leading the GE
Capital FP&A team’s execution of global
financial activities for the business. Markjoined GE 29 years ago and has served inroles of increasing responsibility with GE
Corporate and GE Capital. He brings hisleadership experience to the role of Chief
Diversity Officer, where Mark leads efforts toconceptualize, develop, assess, and cultivate
diversity, inclusion, and equity efforts
throughout the organization.

In her 13 years with GE, Neenu has held
various marketing and sales roles and has
worked on projects globally in Germany, Brazil,
and the Middle East. She has a great trackrecord of working across the organization toachieve important results. Neenu serves as GE
Digital’s Chief Diversity Officer and acting Chief
Marketing Officer. In her community, Neenu
also serves on an equity squad that works withthe local school’s administration, teachers,
and parents to promote the needs of minority
students.

WHY ARE INCLUSION AND DIVERSIT Y
IMPORTANT FOR YOUR BUSINESS?

WHAT INSPIRED YOU TO TAKE ON THE
ADDED RESPONSIBILITIES OF CDO?

WHY ARE INCLUSION AND DIVERSIT Y
IMPORTANT FOR YOUR BUSINESS?

“In my experience, I have seen that diverse
and inclusive teams drive better outcomes.
When we can encourage our colleagues to
comfortably bring their full selves to work andhelp them to unlock their passion, we create
more comprehensive solutions.”“Coming from Bolivia and having lived andworked in South and North America, Europe,and Asia, I’ve seen and experienced first-handthe impact that diversity and inclusion, orlack thereof, can have on a team/organizationand its culture. A diverse organization thatembraces inclusion and equity has a cultureof constant learning, a culture of empathy,
and most important, a culture of respect forall. These attributes accelerate our ability
to reach our full potential. Driving progresson diversity, inclusion, and equity is not justabout doing the right thing, but it is good forbusiness, our community, and our employees.
I am honored to help drive these efforts acrossthe business.”“At GE Digital, we often talk about the power ofteams and how inclusive and diverse teams are
best equipped to solve our customers’ ‘problems
worth solving.’ Our inclusion and diversity efforts
are focused on creating a culture of belonging for
all employees so that teams can unleash theircreativity and innovate breakthrough outcomesfor customers.”

4

GE DIVERSIT Y ANNUAL REPORTTanya E. Spencer

Luiz Verzegnassi

Darion Jeralds

GE Gas PowerGE Healthcare

GE Power Portfolio – Hitachi Nuclear

Tanya joined GE 28 years ago with a degree
in electrical engineering and a passion forstrategy development. She has excelled indriving results and inspiring teams from GE Oil& Gas in Nigeria to GE Gas Power in Atlanta.
Tanya is well-versed in implementing growthstrategies; she sparks change that positively
impacts business outcomes. Tanya serves as
Chief Diversity Officer for GE Gas Power andthe Accelerated Leadership Program Manager
for GE Corporate, GE Gas Power, and GE
Power Portfolio.

Luiz brings more than 25 years of experience
to his dual role as President and CEO
of GE Healthcare Services and Chief
Diversity Officer for GE Healthcare. Luizoversees the development and execution
of GE Healthcare’s service offerings andoperations globally. He also establishes
goals and priorities related to inclusion anddiversity and provides leadership to achieve
those goals in partnership with HR, seniorleadership, and Employee Resource Groups.
Luiz is a passionate leader with a reputation
for delivering results and developing talented
teams.

As Strategic Sourcing Leader for GE Hitachi
Nuclear Energy, Darion manages commercial
sourcing operations, leads materials
planning strategy, and develops supply chain
initiatives to lower costs and drive continuous
improvement. As Chief Diversity Officer, healso uses lean to drive strategies that ensure
diversity in the workforce, while fostering
a culture of inclusion. Darion has servedin various sourcing leadership roles for GE
Corporate and GE Power. He is a proven leader
with a reputation for delivering results.

WHAT GIVES YOU CONFIDENCE IN
GE’S PROGRESS ON INCLUSION AND
DIVERSIT Y?

WHY ARE INCLUSION AND DIVERSIT Y
IMPORTANT FOR YOUR BUSINESS?

WHY ARE INCLUSION AND DIVERSIT Y
IMPORTANT FOR YOUR BUSINESS?

“Culture is one of our top business priorities
and inclusion acts to strengthen our winningculture. We believe that diversity comes to life
in our business by fostering a culture in which
everyone is respected and heard. Our vision at
GE Healthcare is to be a place where every voice
makes a difference and every difference builds a
healthier world.”“Inclusion and diversity are important for GE
Hitachi because we depend on the brightest
talent, the strongest teams, and the best ideas
to achieve our mission of delivering carbon-free
power to the world. We value the innovationand creativity that is generated through thecollection of diverse perspectives and we arecommitted to building teams that reflect
the communities around us. We also believethat by fostering an environment of respect,
acceptance, and belonging, we will deliver
better outcomes for our customers.”“My first interaction with GE, as a company,
was with a recruiter who was visiting my almamater, Tuskegee University. The fact that they
were at Tuskegee, a Historically Black University& College, demonstrated the commitment todiversity. After joining the company, I was able
to participate with the African American/Affinity
Forum, which provided development andleadership opportunities, networking, andmentoring, which were instrumental to my career
growth. While we lost some of the focus over the
past few years, we have done diversity well in thepast and will do it again.”

GE DIVERSIT Y ANNUAL REPORT

5

Alma Batista

Allison Pineau-Good

Deborah Parker

GE Power Portfolio – Power Conversion

GE Power Portfolio – Steam PowerGE Renewable Energy

As Chief Information Officer for GE Power
Conversion, Alma leads the business’s
information technology organization indelivering beneficial and secure technology
solutions. She drives strategy andimplementation while also supporting
professional growth and development of herteam. She is a strong leader who delivers
results, which are valuable qualities that
Alma brings to her additional role as the Chief
Diversity Officer for GE Power Conversion.
Alma joined GE 23 years ago and has servedin roles of increasing responsibility with GE
Capital, GE Energy, and GE Power Conversion.

As Chief Compliance Officer for GE SteamPower, Allison is a key voice of integrity,
ensuring laws and GE’s Spirit & Letter are
respected. Her focus is on preventing issues(awareness trainings, communications,and embedded controls), detecting when
mistakes happen, and responding quickly. She
provides leadership, domain expertise, andpartners with multiple stakeholders acrossthe business. As Chief Diversity Officer Allison
leads the creation and implementation of thebusiness’s inclusion and diversity program andestablishes institutional accountability, policy
equity, and methods for assessing progress.

As Quality and Reliability General Manager
for Onshore Wind at GE Renewable Energy,
Deborah is responsible for driving andmaintaining process improvement throughimpactful action plans and workouts. As
Equality Leader for GE Renewable Energy in theAmericas, Deborah partners with leadershipand people managers to create and implement
initiatives around ensuring a diverse workforce
and fostering a culture of inclusion. Deborah
has extensive experience in operating roles,
building quality management systems, andbusiness transformation.

WHAT GIVES YOU CONFIDENCE IN
GE’S PROGRESS ON INCLUSION AND
DIVERSIT Y?

WHAT INSPIRED YOU TO TAKE ON THE
ADDED RESPONSIBILITIES OF CHIEF
DIVERSIT Y OFFICER FOR YOUR BUSINESS?

WHAT INSPIRED YOU TO TAKE ON THE
ADDED RESPONSIBILITIES OFEQUALIT Y LEADER?

“Two things: First, that we understand that
this is a challenging problem that does
not have a quick and simple solution. It’s
important that we appreciate the level ofeffort that must go into building sustainablechange. Second, the amount of support within
the organization to do this work. So many
people have come forward with their ideas,
wanting to be part of the solution.”“Having lived abroad more than half of
my life, I live, breathe, and experience a
different culture daily. Being a Chief Diversity
Officer means being an ambassador of all
cultures and origins and knowing when to
advocate for necessary, meaningful, andsustainable change.”“I believe that diversity in the workplace resultsin many benefits to the company and thebrand. Promoting diversity demonstrates avalue for individuality within the organization,a recognition that every person can contributewith different, creative, and new ideas andsolutions.”

6

GE DIVERSIT Y ANNUAL REPORTMichael J. Barber
Chief Diversity Officer, GE
Mike is the Chief Diversity Officer for GE. In
this role, Mike leads GE’s diversity strategy
to drive sustainable change with an added
focus on driving leadership accountability
and metrics, building an inclusive culture,and reinvigorating inclusion and diversity
learning and mentoring. 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 andComputed 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% or more
on a global basis. During his career, Mike
held a variety of roles in engineering,
operations, and product management.

WHY DID YOU TAKE ON THE ROLE OF
CHIEF DIVERSIT Y OFFICER FOR GE?

“After spending over 39 years at GE, being
in engineering, operations, and leadinga business for the last several years, I
had decided it was time for me to retire.
Then, with everything that transpiredin 2020, especially in the U.S., I was
intrigued when Larry Culp was clear that
he wanted somebody who had more ofan operational background for the role.
Larry wanted inclusion and diversity to beembraced, understood, and driven in thesame way business leaders approach otherpriorities. So, when he approached me tosee if I would be interested in helping him
make that transformation in the company,
I understood the real opportunity thiswas to make GE better. It’s somethingworthwhile that I wanted to be a part ofand decided to postpone my retirement.”

Getting Better: Using Lean to Become
More Diverse & Inclusive
GE’s commitment to accelerating our leantransformation extends to our diversity efforts.
At the core of a lean mindset is problem solving
and getting to the root cause of a challenge.
With that in mind, we have approached ourdiversity data through a lean lens.
A fundamental part of problem solving is
simply defining the problem in a transparent
way with data. Good problem solving createsa marketplace for the truth – it is about
putting the good and the bad on the table andlooking at it all. Only by applying a data‑based,
questioning lens can you understand the real
problem and what it is you have to improve.
Once you define the problem and get to theroot cause, you can identify actions to close
the gap and sustain improvements.
Here are two examples of how GE businesses
are using lean and problem solving forinclusion and diversity challenges.
GE RENEWABLE ENERGY: IMPROVINGTHE HIRING RATE OF BL ACK AND
AFRICAN AMERICAN TALENTGE Renewable Energy set out to improve
recruitment and hiring rate of Black andAfrican American talent in the United States.
They leveraged Kaizen, a lean approach for
identifying and implementing the necessarychanges. A kaizen event involves everyone –managers and workers alike.
The business assembled a team of 12 people –including current Black and African American
employees, hiring managers, and employees
from Human Resources. They immersed
themselves in a kaizen event for two weeks.

The team created a value stream map (VSM) tovisualize all the steps currently followed during
the external recruiting and hiring process.
VSMs increase the visibility to different flows,
like information, people, and equipment, tohelp uncover waste and inefficiencies. The
VSM highlights areas for improvement andleads to an action plan. The team identified
eight opportunities for further kaizen that
impact hiring, including: a lack of diverse
candidates, a lack of recruiting strategies
specific to Black and African Americans, and alower ratio of diverse interviewers.
Next, the team prioritized those opportunities
and turned them into action plans. The
actions to close the gap include creating
standard pipelining and recruiting strategies
for future open roles, and training people
leaders on strategies to attract more diverse
candidates. These kaizen opportunities will
be implemented over the course of the year
to change the way we recruit and hire.
G A S POWE R : F O C US E D P R I O R I T I E S
SE T TING AN D K A I Z E N
GE Gas Power’s cultural mission is clear: build
a safe, winning, and inclusive culture where
every employee is treated with respect anddignity every day. Inclusion and diversity playa central role in being successful.
Looking at inclusion first, the team is focusedon defining the leadership behaviors andpractices needed to foster dignity and respect,
implementing learning and development
programs that focus on unconscious bias,

crucial conversations, allyship, empathy, andimproving the performance management
process to drive accountability.
In the area of diversity, lean is helping thebusiness identify areas that drive the mostimprovement. For example, value stream
mapping and problem solving identified
three focus areas to grow gender andunderrepresented 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 of diverse talent. For
hiring, the business is refreshing the processes
to increase visibility to more women andunderrepresented minority candidates in theinterview process. Finally, for attrition, thebusiness will apply lean methodologies to dig
deeper into understanding gaps in the existing
talent pipeline.
GE Gas Power is in the early days of this effort
and will spend time in 2021 digging deeper
into these areas to determine the mosteffective path forward, but starting with thedata to identify gaps has given them a solid
footing to work from.
Representation goals are not hiring quotas.
All GE job openings are filled by qualified
candidates, based on the merit and attributes
of individuals considered as a whole. This
includes experience/background, education,
skills, and competencies.

GE DIVERSIT Y ANNUAL REPORT

7

Meet Our Employee Resource Groups
AFRICAN AMERICAN/AFFINIT Y
FORUM (AAF)

For nearly 30 years, GE’s Employee Resource Groups (ERGs) have added value to ourcolleagues and businesses by helping to engage and develop the diverse talent needed
to build a world that works. These are communities built on common backgrounds andexperiences that welcome all employees to learn, connect, advocate, and foster a senseof belonging. Currently, there are seven company-wide ERGs and further expansion is
expected in 2021.

8

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. As the group evolves
from awareness and allyship to
advocacy, they remain committed
to driving transformative growth.

ASIAN PACIFIC ALLIES &FRIENDS (APAF)DISABILIT Y ADVOCACY
NET WORK (DAN)APAF was founded to support
GE’s Asian Pacific Islander (API)employees and offers global
education, mentoring, andnetworking opportunities to growleadership abilities. The grouppromotes the value of the API
community and works closelywith API students interested inpursuing GE careers.

The DAN’s mission is to provide
support and resources that enablepeople with disabilities, theirfamilies, and allies to connect
and thrive. With nearly 2,000
members, DAN raises awarenessand fosters a sense of inclusion in
our communities through events,
education, and advocacy efforts.

PRIDE ALLIANCE (PRIDE)VETERANS NET WORK (VN)

WOMEN’S NET WORK (WN)The Pride Alliance is welcomingof employees who identify aspart of the lesbian, gay, bisexual,
transgender, queer, asexual, andintersex (LGBTQAI+) community
and their allies. The group raises
awareness around LGBTQAI+
issues and provides support
and advocacy for creating
inclusive work environments.
The Pride Alliance promotes
GE’s commitment to developing
LGBTQAI+ talent and engages inmeaningful conversations withsenior leadership.

Building on GE’s strong
commitment to military veteran
recruitment and development, theVeterans Network was establishedin 2009 to make GE an employerof choice for veterans, reservists,and guardsmen. The Veterans
Network creates a GE communityof veterans and veteran leaders to
support and encourage the careerdevelopment and growth of all
members.

The WN was created in 1997 to
attract, develop, inspire, and retain
female professional talent. It is
all about growth. It exists for the
women working at GE to cultivate
their leadership skills, businesspractices, personal contacts, andcareer opportunities. By engaging
and developing their membershipin areas such as technology,
operations, and commercial roles,
they are promoting growth leaders
who will ensure both their career
success and GE’s growth as acompany.

GE DIVERSIT Y ANNUAL REPORTHISPANIC FORUM (HF)

The HF is committed to creating
an inclusive environment where
Hispanics can thrive and becomea culture catalyst for GE and ourcommunities, through promoting
Hispanic heritage, showcasing
Hispanic talent and value, andenabling strong networks andalliances across ERGs. HF draws
upon the talents and passionsof its members to explore andshare Hispanic culture, elevating
important conversations on socialand economic issues, as well as
community support.

Celebrating Employee
Acts of Service
Throughout 2020, our employees and ERGs
continued to find safe ways to volunteer inthe communities where they live and work.
Here are some examples:

Taking Steps Towards Greater
Economic Inclusion
In summer of 2020, GE announced it would
take action to drive sustainable changewith real impact on diversity and inclusion.
Most recently, we announced the allocationof $1.5 million (USD) in grants from the
GE Foundation to target education, oneof the most important accelerators toeconomic inclusion.
HER E’ S A RE THE HIGH L I G H T S O F
T H AT ANNO UNCEMENT:
Inclusion and Diversity Scholarships:
The GE Foundation is funding scholarships,
leadership development, and mentoring
programs through contributions to fourorganizations: the National Society of Black
Engineers (NSBE), the Jackie Robinson
Foundation (JRF), Advancing Minorities’
Interest in Engineering (AMIE), and the
National Action Council for Minorities inEngineering (NACME).
The goal is to help diverse high school
students pursue higher education inscience, technology, engineering, andmathematics (STEM) fields. Some of theinitiatives will focus in five cities with astrong GE presence – Atlanta, Georgia;
Cincinnati, Ohio; Greenville, South Carolina;
Milwaukee/Waukesha, Wisconsin; andSchenectady, New York – to connect students
with GE employee volunteers.

SH I VAM PAULGE Healthcare

TA N J U B AY R A MO G LU
GE Gas PowerAt the onset of COVID-19, Shivam found herself
navigating the responsibilities of work, family, andhomeschooling all within the same 24 hours. As away to wind down every night, Shivam and her son
started making cloth faces masks and donatingthem to nurses and doctors at the Intensive
Care Unit at VCU Hospital and Henrico Doctors’Hospital, both in Richmond, Virginia. Shivam also
helped with many direct requests from doctors,
friends, and colleagues; she found herself making
things like N95 mask covers, masks with wires,masks to tie, masks to insert a filter, and more.

In addition to his role at GE Gas Power, Tanju is amaker. When COVID-19 hit, Tanju connected withother makers, found resources on how to build
personal protection equipment (specifically faceshields), and helped mobilize efforts. He launched
Atlanta Beats Covid (ABC), an online resource
for those looking into face shield building and forgeneral information on what people can do tosupport professionals affected by COVID-19 in
the Atlanta, Georgia area. Over eight months, ABC
helped deliver more than 70,000 pieces of PPE tothe community.

Read more

Read more

The programs will help eliminate financial
barriers for students to go to college andinclude immersive summer experiences tohelp them transition from high school tocollege. These scholarships and programs
are expected to launch as early as
spring 2021.

provide licensed lean e-learning courses plus
immersive action workout sessions facilitatedby GE lean experts.

Improving Access for Minority BusinessEnterprises (MBEs): The GE Foundation
is supporting two innovative development
programs with the National Minority Supplier
Development Council (NMSDC). These
programs are designed to prepare MBEs
for contract opportunities with the U.S.
government and corporations.

Pictured: GE employees at the 2019 SASE
National Conference.

GE is supporting the creation of acybersecurity program that aims to improve
the MBEs’ capabilities in a growing industry
through the pilot of a first-of-its-kind cyberready certification program. And throughthe NMSDC Online University, the Lean
Supplier Capability Development Program will

Together, these programs aim to help
improve minority suppliers’ ability to operate,
be competitive, and win contracts. Thesescholarships and programs are expected tolaunch in spring 2021.

GE & SASE: A Partnershipto Prepare & Grow Asian
Heritage Professionals
GE’s Asian Pacific Allies & Friends (APAF)
ERG promotes the value of the Asian PacificIslander Americans community throughvolunteering, educating, mentoring, and somuch more. Under the pillars of recruiting
and outreach, GE has long partnered with
the Society of Asian Scientists and Engineers(SASE) to engage emerging professionals andbuild better leaders for tomorrow.
GE’s relationship with the SASE dates backto 2010. The organization was foundedjust a few years prior to give Asian heritage
collegiate students a way to connect
with corporations to learn business andleadership skills. GE joined as a corporate
partner, embracing SASE’s focus ofon‑campus engagement and proactive top
talent recruitment.

GE DIVERSIT Y ANNUAL REPORT

9S TANE Y PUL L O L ICKE L
GE Capital

K ARL A CH ELIGE Digital

MI R I A M C A LVO G A SA N Z
GE Renewable Energy

Staney has a long-standing relationship with theSenses Center, a non-profit daycare center in Dubai
that offers physical, occupational, speech, andsensory integration therapies for special needs
children. When COVID-19 hit, Staney wanted tohelp ensure that the children and staff who live andwork at the center would have the resources theyneed. Coordinating over different social media apps,
Staney and a core team of GE volunteers organized
a virtual food drive for Senses.

Karla has been an active member of the São Paulo,
Brazil chapter of GE Volunteers for over 20 years,
leading projects and supporting efforts that aim tomeet the critical needs of those in the community.
One organization they support is Arsenal of Hope,a refuge for young males and adult men who
may not have work, a home, food, their health,or family. The center serves 1,200 people daily,
providing a welcoming place to rest, bathe, eat,
and attend vocational courses. Karla and other
GE Volunteers have been collecting and donating
food, clothes, and hygienic products to Arsenal of
Hope for years, as well as through the pandemic,
when these products are needed more than ever.

In Barcelona, Miriam, GE Renewable Energy’s
Senior Engineer of Program Management, and hercolleague Roman Jimenez-Carmona, MechanicalEngineer for GE Renewable Energy’s Offshore
Wind business, felt the need to give back, evenfrom home, as they noticed dwindling medical
supplies, especially PPE.

Read more

Read more

Read more

Building a Pipeline of
Female Talentalso become part of GE’s network; they
are matched with a mentor within thecompany, invited to partake in professional
development activities, and given line of sight
to internship and employment opportunities.

APAF’s outreach and engagement with
SASE have grown over the years; many
GE volunteers support SASE events andprograms on college campuses and in cities
across the nation. They also attend SASE’s
annual national conference. One current andtwo former GE vice presidents serve on the
SASE board of directors.
Building on the success of collegiate
engagement, two years ago, SASE expanded
to include professional development –specifically leadership training – for early
to mid-career individuals. Professional
development opportunities enhance
employee retention. They also bring things
full circle, as GE and SASE have found thatearly to mid-career individuals who are
engaged play a critical role in the young talent
recruitment process.
The GE/SASE partnership continues toflourish. In 2020, the SASE annual conference
was held virtually, with more than 40 GE
employees and six GE executives taking
part in the three-day event. Attendees
heard from external speakers, participatedin breakout groups, and connected with
influential leaders.

10 GE DIVERSIT Y ANNUAL REPORT

Despite many well-intentioned efforts,
careers in engineering, manufacturing, andIT remain dominated by men. Tackling theongoing gender imbalance within the STEM
community is important to bolstering thefuture for innovation through diverse teams
and perspectives.

Pictured: GE Renewable Energy’s John Harrison andhis daughter (Left) and GE Digital’s Joy Beddingfield
and her daughter (Right) taking part in the 2020
Women’s Network Virtual Run.

For the last 18 years, the GE Women’s
Network has been working with the Societyof Women Engineers (SWE) to build a strong
pipeline of female talent. Local hubs of the
Women’s Network hold fundraising events
throughout the year, pooling money tofund as many $5,000 SWE scholarships as
possible. Awards are provided to female
students who are studying, or will study,
STEM at accredited U.S. universities. Scholars

Working with T-Print3D, they freed up two GE 3D
printers for the greater maker network to create
face masks and other PPE for medical workers
and others in their community. Miriam and Roman
also helped organize a donation drive through thelocal GE Volunteers chapter to provide resources
needed to print PPE alongside the printers
themselves.

Because of the fundraising in 2019, theGE Women’s Network funded 15 SWE
scholarships for the 2020-2021 school
year. The scholars are SWE members whoare incoming college freshmen right up to
PhD candidates, and their fields of study
include mechanical engineering, industrial
engineering, materials science, andcomputer science.
When COVID-19 hit, the Women’s Network
abruptly halted its in-person fundraising
events, including hub-wide dinners, trivia
nights, leadership auctions, and luncheons.
While disappointed, the local hubs quickly
came together to discuss virtual options,determined to continue the SWE partnershipand maintain their commitment to women
pursuing degrees in STEM.
The group hosted two major, nationwide
events in 2020. In the fall, the Women’s
Network Virtual Run put local hubs
head‑to‑head in an athletic and fundraisingcompetition that raised almost $18,000.
Later in 2020, the group hosted the Women’s
Network Leadership Auction, raising almost$19,000 through an online silent auction.

We Are GE
Meet some of our GE colleagues who are rising to the challenge of building a world that works for everyone.

Angie Norman

Donovan Buckley

Russell Stokes

Executive Lean Leader – Finance, GE

Senior Engineer, GE ResearchPresident & CEO, GE Aviation Services andChairman, GE Power Portfolio

Angie shares more about her journey in mathand science and advice for creating a moreequal, enabled world in this video.

Donovan shares his own journey anddiscusses the importance of representationin this video.

Watch Russell reflect on a personal
experience in remembrance of Dr. Martin
Luther King Jr.

Jamie Pierce

Andrea Henriquez

Lauren Duncan

Executive Project Management,
GE Renewable Energy

Sales Manager, GE Healthcare

Customer Technical Program Leader,
GE Aviation

Jamie helps with some of the most complex
projects for GE Renewable Energy and servedin the U.S. Navy for 30 years, including 13
years of active duty as a helicopter pilot.
In this video, Jamie shares more about his
own story and experiences, and discusses theimportance of recruiting and hiring veterans.

Andrea’s family roots are in Columbia andin this video, she shares how her Colombian
heritage and the women in her life havehelped shape her story and the way she
works and leads her team.

Lauren is an engineer with GE Aviation
and also serves as the global transgenderadvocate for GE’s Pride Alliance. Lauren
shares her story in this video.

Nackia Salmon

Jonathan Metz

Tony Mathis

Senior Project Manager, GE Aviation

Lead Finance Systems Analyst, GE Hitachi

President & CEO – Edison Works, GE

Read Nackia’s story about her own incredible
journey and how her passion project called
My Story is helping others share their stories
to shift hearts and minds.

Jonathan shares his personal story of finding
strength and purpose through his invisible
and visible disabilities in this video.

Read Tony’s story about how a fascination
with aviation and engineering led him to join
the Air Force and later lead GE Aviation’s
military systems business.

Josephine was born in Beijing andimmigrated to the United States when she
was 12. In this video, Josephine shares more
about her personal journey and how she
found power in embracing her identity.

Josephine Chang
Deputy General Counsel, GE Capital
GE DIVERSIT Y ANNUAL REPORT 11

General Electric Company
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